LEAD FPX 5220 Assessment 5

Change Management and Development Plan

Introduction

Trinity Health System focuses on developing qualified personnel, primarily to develop leadership skills. The leadership staff reviews annually to assess various leadership skills. The Chief Nursing Officer recently included the Director of Post-Acute on the staff development team to coordinate the creation of a staff development plan with the aim of developing future leaders within the organization. The director has decided to concentrate on interpersonal skills, i.e., optimism and staff members’ views. These are vital competencies to facilitate effective leadership in the face of various personalities and positions within a hospital environment. The set staff development plan shall be executed within six months with designated target dates for each action step.

LEAD FPX 5220 Assessment 5:Agile Leadership Self-Assessment

Agile Leadership Self-Assessment has three critical areas: learning, interpersonal skills, and execution (Agile Leadership Self-Assessment, 2020). The director’s assessment revealed high marks in associative learning, driven execution, and extroverted interpersonal skills. However, it also revealed deficiencies in innovative learning, tolerant execution, and opinionated and optimistic interpersonal leadership skills (Agile Leadership Self-Assessment, 2020). With the need for change within the organization, having interpersonal agility as a top priority emerged. The emphasis on interpersonal skills is warranted due to the nature of changes being implemented, which include effective communication and empathy for both staff and patients. The aim to create a balanced leadership team focuses on the identified weaknesses, specifically the opinionated and overly optimistic traits.

Change Related Competency

Staff optimism and expression of opinion are vital to team success. This leadership development plan will outline how leaders can improve their leadership abilities to address change. Interpersonal skills, flexibility, sensitivity to the need for input, and style in dealing with challenges and opportunities will be the primary areas of focus. The approach is to make individual leadership changes to enhance the overall performance of leaders. Instilling optimism in leaders is necessary in order to motivate teams in moments of incremental progress or collapse. Optimism helps to minimize negativity and stress levels among employees, thereby guaranteeing a healthier environment for transition periods. Understanding and coping with the multiple perceptions of employees is also necessary; perceptions are usually representative of collective sentiments and must be heard in order to maintain open lines of communication.

Action Plan and Timelines

Interpersonal Communication

To enhance leadership abilities, actions with timelines are needed. Main outcomes are better people communication, adaptability, and better understanding of employees’ feedback. Leadership has to fully adopt the transformation and implementation approach in order not to have any sign of doubt weakening the effort (Cawsey, Deszca, & Ingols, 2016). The beginning of creating optimism begins with the leaders believing in the transformation process wholeheartedly. Such belief entails acknowledgment of the potential for success and adherence to the highest interests of both staff and patients. This leadership adjustment must be completed within a period of three months in order to enable lasting impacts. Staff surveys will be conducted at the six-month mark in order to assess improvement in interpersonal communications.

Flexibility

Flexibility must be introduced at all organizational levels during periods of change. Creating a to-do list might assist in underpinning an uncluttered sense of direction for the change initiative (Cawsey et al., 2016). The leaders must prepare to deal with unforeseen challenges and clearly articulate any changes in the plan where they are inevitable. This accommodation has to be in place within the first month following the introduction of the change. Moreover, leaders should prepare for and handle the dilemma of opinionated employees, ensuring that their contribution is appreciated without allowing them to dominate discussions. Regular meetings need to be held to facilitate continuous communication and airing of concerns, starting with a first-month meeting and then quarterly meetings.

Challenges and Opportunities

An optimistic outlook makes leaders more capable of handling challenges and grabbing chances (Cawsey et al., 2016). An optimistic attitude is what a leader needs when faced with abrupt changes or difficult team relationships. Leaders can detect the causes of problems and transform them into chances through solid interpersonal relations. The execution of this action step must be carried out immediately, and follow-up within the second month through anonymous staff feedback. Leaders must also see unsolicited feedback as a time to reflect and make changes in the change effort.

Others’ Desire for Input

Recognizing that staff feedback is valuable in developing optimism is required for effective leadership. Involving employees in decision-making shows that they have confidence in leadership and should be initiated in the first month. Staff attitudes toward the change will be ascertained through surveys two months into the project. This collaborative effort can bring fresh ideas and enhance project results. Leaders must prioritize involving opinionated team members to ensure that differing opinions are integrated into the initiative.