Brisbanes International Airport: Skills in Communicating Change - Term Paper Example

Strategies and Skills in Communicating Change Abstract The successes and failures of most companies come about as a result of communication. Companies with communication systems that encourage easy flow of information in all directions are bound to succeed in their performance. A communication strategy within an organization is regarded as it its backbone as it will determine the levels of success. During times of change and in the event of disasters, communication plays a critical role in coordinating activities to ensure the smooth change. Communication is a responsibility of all members of the company at every management level. Leadership goes hand in hand with communication and one cannot wok without the other. Good leadership always carries the mantle of change for which their team members follow suit. Good leaders have excellent communication skills and can standout and effectively address matters at hand. The lack of good leadership with an appropriate communication strategy at Brisbane’s International Airport halted the rescue operations. This report discusses the strategies and skills in communicating change. Table of Contents Abstract 1 Introduction 3 Effective Communication Strategy 4 Communication responsibility in an Organization 5 Three roles leaders play as communicators 6 Drivers of Effective Communication 8 Leadership communication competency model 9 Brisbane’s International Airport case study analysis 10 Conclusion 12 Bibliography 13 Introduction A disaster in its context is a serious disruption in a community that is as a result of impact of disastrous event and requires extensive coordination of different stakeholders including the state and other entities to aid the community to recover from the disruption. Disaster management on the other hand is all the arrangements undertaken to manage the adverse effects of an event; this might be either arrangements for preventing, mitigating, responding to, preparing for, and recovering from a disaster. Governments, business institutions, learning institutions, and community based organizations have disaster management strategic policies that allow them to come up with relevant disaster management programs should any adverse event occur. It is vital to note that communication is an essential aspect of disaster management; for instance, communication helps in coordination of events, staff members, aid groups, and above all disbursement of critical decision made with regard to the disaster. Without communication disaster management programs cannot be successfully implemented. From Brisbane’s International Airport case study, it is evident that the company lacked a comprehensive disaster management strategic policy and if it was there, it was a weak policy that could not withstand the situation. There was virtually no coordination of events, the airline staff members for instance questioned Fred Smith for which grounds or policy was he using in trying to advice them on the way forward. Consequently, the CEO of the airport was adamant to intervene in the whole scene. Following this observation, this paper is an analytical report that discusses the different strategies and skills of communication that the airline could have put in places to make sure that when adverse or disastrous events occur, the company should be in position to respond efficiently and effectively. Effective Communication Strategy Communication in any organization has two main effects; it can be a symptom and a cause for organization failure (Clemmer, 2013). Good communication strategies propagate companies to achieve their mission. Across all organizations the world over, good communication strategies employed within these entities coupled with good communication practices and systems are key components in ensuring superb performance. Experts in communication have established that, information, knowledge and understanding within any organization, are the life of that organization (Facey, 2013). Dynamic and performance oriented firms appreciate the significant value of an effective communication strategy particularly in situations that demand immediate action or response. Effective communication results into, rather it is key in delivering immediate and tangible results (Facey, 2013). These ranges from, customer satisfaction, increased employee satisfaction, quality service and product delivery and it is also crucial in recruiting and retaining talented personnel for the company (Facey, 2013). Organizations with poor organizational structure, ineffective processes, unaligned rewards, bureaucratic systems, poor customer focus together with unskilled leadership have poor communication strategies (Facey, 2013). Contrastingly, firms with elaborate organizational structures, organizational culture that fosters performance, strategic leadership, and strong and measurable vision excel in their ventures. A comprehensive communication strategy has vast impact/influence and thus propels the change and improvement agenda. Firms with a strong communication strategy keep every member of the organization with up to date information and hence everyone is made to focus on priorities and goals of the organization (Facey, 2013). Similarly, effective communication strategies offer members of the organization with opportunity to provide feedback on the progress on the course correction required. In essence, an effective communication strategy sets the tone and direction of improvement effort (Facey, 2013). Good leadership is basic to business success, for this matter, businesses can only meet their goals when employees at all levels have an inherent and clear understanding of where the business is heading to (Facey, 2013). In accordance with this, they will be able to support the business by doing what is required in order to achieve the goals and objectives of the organization. Communication has great impact on employee’s behaviour. Similarly, whatever that is to be done is made known to employees through communication, for example, attitude change, changes in working procedures can be achieved through communication (Clemmer, 2013). Success oriented leaders communicate strategically and effectively in order to translate new business objectives into working terms that are then implemented by employees (Facey, 2013). Equally, employees upon receiving these new objectives, they align their work in accordance to the organizational goals thus fostering success in the long run. A good communication system allows the follow of information in both directions (Clemmer, 2013). Communication responsibility in an Organization The above discussion has clearly established that communication flows into all directions within any organization. This is a universal objective that companies with a strong success agenda must implement (Kondalkar, 2009). Achieving this level of information flow, the communication responsibility within the firm must be a responsibility of the management at all levels. Ineffective communication has always been found to be the sole contributor to the failure of major change efforts. For leaders, excellent communication skills are regarded as an important skill-set specifically in situations where the leader is a vital figure in change implementation. Currently, communication strategists are continuously giving weight to communication skills in relation to both personal ability and strategic capability particularly in the leadership competency model. In the same line of argument, it is argued that leaders who distinguish themselves from the crowd and strongly address the issue at hand, are those who posses exemplary communication skills. In regard to this, organizations with objective aligned for success, have a communication strategy that allows for leadership communication skills training as a core element of leadership development program (Kondalkar, 2009). Effective communication strategies, practices and systems give organizations immense strengths particularly in implementing change or confronting a disaster or a mishap. Consequently, it has an effect on organization’s learning and innovation capabilities (Dibble & Longford, 2008). For instance, an effective communication strategy, delivers clear and consistent messages to all parts of the organization. They are simple, direct and fast with minimal number of filters and interpreters (Dibble & Longford, 2008). This strategy also has the capacity to move information, experiences, learning, ideas, direction, and feedback well in all directions, that is, up, down, and across the organization. In the same line of discussion, it provides multiple channels, is user friendly, inspire and energize participants, and it is only possible in an environment of openness and trust (Kondalkar, 2009). Three roles leaders play as communicators The matters of communications are in most cases taken simply and lightly as just writing emails and sending memos (Goel, 2009). However, communication is a sophisticated and a complex process that need to be addressed in different ways in order to achieve exemplary outcomes. This revelation therefore implies that leaders should and must have extensive knowledge with regard to all components of the communication process in order adapt and apply them effectively. For leaders to impact in any communication they must carefully plan and manage their messages, for instance, clarity and consistency is a key aspect. Many leaders only centre their focus on the delivery of the message rather than the process of planning and managing it. Efficient and effective communication strategy has three basic roles of leaders as communicators. These include: building of the communication infrastructure or the communication system, he/she is also a communication strategist or communication planner, and lastly, a leader is a communication deliverer. As a communication structure developer a leader must take into consideration the organizational culture and the current communication climate within the organization (Jha, 2009). Consequently, he/she must identify various factors that affect stakeholders, and integrate the communication with other human resource practices. During the communication strategy development process, the leader must and should analyse each and every stakeholder and the effects of change on them, identify measurable communication objectives, and develop comprehensive and consistent messages meaningful to the stakeholder (Goel, 2009). Accordingly, the leader must select and use relevant and appropriate communication channels, and lastly, he/she should measure the effectiveness of the communication strategy and adjust it if necessary. The leader as a communicator; this is an important role and if it is not effectively undertaken, the message delivered will automatically have less impact. In this regard, the leader should employ the use of the following skills: presentation skills, listening skills, asking effective questions, conducting high impact communication, facilitation and problem solving, and also he/she must exhibit good coaching and mentoring skills (Jha, 2009). It should also be observed that the components of specific roles must be mixed to a certain extend in order to excellently manage the different communication challenges with regard to specific situations (Burke, Lake, & Paine, 2008). These roles must be well understood by leaders in order for them to determine the degree of attention that the current communication program demands from each role. Leadership and communication are two elements that always work together to ensure success; they inseparable (Jha, 2009). The leaders’ ability to inspire, energize, and arouse people to elevated levels of performance, is wholly dependent on their ability to communicate. For instance, strong leaders are strong communicators. Some people have strong administration capabilities, however without good and effective communication skills they cannot lead their teams to perform. Weak communication skills result into weak leadership (Burke, Lake, & Paine, 2008). Drivers of Effective Communication There are four drivers of effective communication in the leadership communication model: Leading, Involving, Listening and Informing. In many traditional communication approaches, the focus is mainly on informing (Lahiff & Penrose, 2000). With regard to this, it is vital to note why the traditional forms of communication fail to deliver results; informing only forms a fraction of communication equation. Communication is a two-way process. Within an organization, the communication strategy usually evolves and is adapted over time in response to various inputs (Goel, 2009). This is ideal in shaping a meaningful strategy, with regard to this; effective leaders must and should incorporate the four drivers in accordance with the prevailing situation. Accordingly, leaders must have extensive knowledge and understanding of his/her audiences together with their information needs (Lahiff & Penrose, 2000). Additionally, the leader must listen to and involve stakeholders primarily in decisions in order to provide invaluable input and results necessary to communication effectiveness. The leaders must also lead by example, for instance, they should walk the talk, in this perspective, they set a powerful behavioural model of commitment, and thus he/she sends a clear message specifically in times of change. Leadership communication competency model Leadership communication effectiveness can be enhanced only when the organization identifies the leadership skills and behaviours; for instance, the competencies that make up communication excellence (Nielsen, 2006). In essence, comparing the current levels of organization’s communication competence with the desired levels of competence will obviously display the skill gap and thus compel organizations to train their participants. In the same way, the assessment will aid in the development of tailored communication training process that will allow leaders to acquire new skills. When developing tailored training program, factors like the business context, leadership challenges and organizational culture must be taken into account (Nielsen, 2006). The customization and careful evaluation of the training program will make sure that the program instils relevant leadership skills and thus delivers a sound return on investment together with enhanced business results (Narula, 2006). It should be noted that acquisition of effective communication skills is an unending process and in this regard, leaders should be encouraged to continually apply these skills practically (Nielsen, 2006). Brisbane’s International Airport case study analysis In view of the above discussion, Brisbane’s International Airport had an ineffective communication strategy and hence could not keep up with the demands of disaster management. First and foremost, the case study displays lack of any disaster management strategic program and policy, for instance, disaster preparedness, disaster mitigation, disaster control, and disaster response strategies. Accordingly, there was virtually no coordination of response activities across all levels of the organization. Generally, there were no disaster management arrangements that could have provided the management with clearly defined roles and responsibilities of the staff and aid organization. In addition, Brisbane’s International Airport had no communication strategy in place which could have been used to send information across the entire organization while also coordinating the disaster management activities (Turner, 2003). A comprehensive communication strategy has vast impact/influence and thus propels the change and improvement agenda. Similarly, good communication strategies help organizations to respond effectively to unplanned disruptions. For instance, the disruption at the Brisbane’s International Airport, after the storm, everything was brought to at standstill passengers as well airport personnel became stranded. A good disaster management policy coupled with a comprehensive communication strategy was ideal in solving the stalemate (Turner, 2003). The confusion at Brisbane’s International Airport was mainly caused by the lack of flow of information. Consequently, the overreliance on an automated information system as the only mode for communication was detrimental. Bob Wong the CEO of the Airport was adamant and extremely ineffective when all their systems went down. He could communicate with neither his staff nor the stranded passengers. Strong communication strategy keeps every member of the organization with up to date information and hence everyone is made to focus on priorities and goals of the organization at any particular moment (Turner, 2003). Similarly, the members and other stakeholders of the organization are provided with an opportunity to provide feedback on the progress on the course correction required. In essence, an effective communication strategy sets the tone and direction of improvement efforts at any particular moment. The lack of an effective and efficient communication at Brisbane’s International Airport brought the airports’ operations to a halt. In this regard, if Brisbane’s International Airport management had installed a back up or contingent communication strategy in preparation for mitigation and response to any disastrous situations. Leadership and communication work together and in most cases they are inseparable (Scholes, 1997). The Brisbane’s International Airport management failed to provide the needed leadership to salvage the problem. Good leaders are resilient, good communicators and thus have the capacity to arouse their subordinates to rise to the occasion and deliver accordingly (Scholes, 1997). Leaders are supposed to be role models for their juniors to follow their footsteps. This was not the case at Brisbane’s International Airport. The CEO was nowhere to be seen; he never provided information that could have helped his staff to act on the situation. Consequently, managers from different departments could not exhibit any leadership, they sat back; even when the operation manager Mr. Fred Smith tried to mobilize the airport’s staff, nothing happened. The organizational culture of Brisbane’s International Airport management was wanting, for instance it neither encouraged teamwork nor defined roles of employees in case a disaster occurred. Consequently, it encouraged the company to be defensive rather than being proactive; for instance, the company could have owned up the problem and employ all relevant mechanisms using their staff members to solve the situation. Similarly, there was no direction that either the staff or the passengers could use an alternative to get out of the mishap. Information was not flowing at all and thus making it was impossible to find a way out. Seemingly, the Brisbane’s International Airport management never trained their staff on specific effective leadership techniques including communication. In this regard, the company could have adapted the leadership communication competence model to nurture the leadership and communication skill appropriate for solving various problems affecting the company. Accordingly, using the leadership communication competence model the communicating company could have identified and established the strategies and skills necessary for communicating change. Likewise, through the model, the company could have identified the best organizational culture, train and assign different leadership responsibilities across the organization. Conclusion Communication is a key driver of all business activities. Efficient communication strategies adapted by government institutions, business organizations and learning institutions help them in enhancing their performance. A well formulated communication strategy enables the company to have good leadership. Good leadership is fundamental to business success, for this matter, businesses can only accomplish their goals when employees at all levels have a comprehensive and clear understanding of where the business is heading to. In any organization, communication flows into all directions within any organization and hence communication is a responsibility of everyone at all management levels. The smooth flow of information across the organization necessitates coordination of company operations particularly during the time of change. Brisbane’s International Airport had a wanting disaster management strategic policy that lacked an effective efficient communication strategy. When the airport was hit by the storm, the airport was completely rendered inoperable and thus there were limited rescue operations to salvage the situation. The incapability of the company management to provide rescue information to its staff members and passengers, left many people stranded for more than a week. Employees at the airport lacked coordination, and there was no leadership to provide direction. Poor communication strategy is detrimental and thus any company that has success prospects must ensure that they formulate or adapt a communication strategy that will ensure easy and smooth flow of information in the entire company. Bibliography Burke, W. W., Lake, D. G., and Paine, J. W, 2008 Organization Change: A Comprehensive Reader. New York: John Wiley & Sons 578 Clemmer, J. 2013, Communication Strategies, Systems, and Skills. Retrieved on 12/5/2013, from; http://www.clemmergroup.com/communication-strategies-systems-and-skills.php Dibble, J. A and Longford, B. Y. 2008 Communication skills and strategies: guidelines for managers at work. College Division: South-Western Pub. Co. 29 – 35 Facey, J-A. 2013. Effective communication: skills that make leaders stand out from the crowd. Retrieved on 12/5/2013, from; http://www.ceoforum.com.au/article-detail.cfm?cid=6128&t=/JoAnne-Facey-Mercer-Human-Resource-Consulting/Effective-communication-skills-that-make-leaders-stand-out-from-the-crowd Goel, S. 2009, Crisis Management: Master the Skills to Prevent Disasters. New Delhi: Global India Publications Jha, M. 2009, Business Communication. New Delhi: Gennext Publication 2-5 Kondalkar, V.G 2009, Organization Change: A Comprehensive Reader. Washington: PHI Learning Pvt. Ltd. 174 Lahiff, J. M. and Penrose, J.M. 2000 Business Communication: Strategies and Skills. New York: Prentice Hall PTR. 25-35 Narula, U. 2006, Business Communication Practices: Modern Trends. New Delhi: Atlantic Publishers & Distributors. Nielsen, J. 2008, Effective Communication Skills: The Foundation for Change. New York: Xlibris Corporation Scholes, E. 1997. Gower Handbook of Internal Communication. London: Gower Publishing, Ltd. Turner, P. 2003. Organizational Communication: The Role of the HR Professional. London: CIPD Publishing Read More