InnovateVirtual - Targeted Communication

With some people in their particular stage of development, they just don’t have the perspective to
understand. Our job as a leader is to help convince people on their way up to get out of their way, get out
of their comfort zone and accept tasks they don't initially see as useful or leading anywhere. Challenge
performance; one on one discussions in the review of performance includes the acceptance of ownership
in the vision match of newer and more exciting assignments.
Recommended Reading
1. The Core Competence of the Corporation - Harvard Business
2. Becoming a Manager - Linda A. Hill
3. Core Competency-Based Strategy 1st Edition
By Andrew Campbell, Kathleen Sommers Luchs
Suggested Actions:
1. Course correct whenever possible. Ask the question when rounding how a staff member’s role
supports what is critical, Apply core competency to your response building value and trust.
2. Give feedback to direct reports on what matters for success in their future jobs. This action can
be broadly initiated in IV as a newsletter to keep people focused on what opportunity there is.
3. 360° review feedback— configure IV to supplement reviews with mid years. During one on
ones, a vision match on the skills needing improvement can be agreed on.
4. Ask direct reports what they can do now that they couldn't do a year ago. Pick the best things
they've learned and reinforce and encourage new learning leveraging their old skills.
5. Add knowledge checks— to policy and procedure releases using IV for critical updates. The
tool enables coaching to take place by delegating supervisors into action when questions are
answered wrong. The redundancy to communicate policy and procedure supports quality. The
follow-through creates assurances that people are executing to standard. Remember between
organizations, policy, and the procedure can be the same or closely similar. The biggest
competitive advantage we have is people. The key is how they execute our expectations.
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