1.1b
1.1b(1)
One of the reasons Collin determined that it was prudent to divest of its international facilities was in an effort to improve communication. While an array of electronic communication was in place, the Personal Touch that customers found of value was missing within the workforce. The LT is committed to viewing the “Do” portion of the Collin Leadership System as the most critical day-to-day activity. Viewing communication as a process enabled the LT to expand upon the types of communication that it uses to most effectively meet the needs of the EOs, customers, Partner Suppliers, and the Nashville community.
A formal communication plan is utilized for all key decisions. This was a change from the norm that the LT executed in response to feedback in the EO Survey. EOs noted that messages were not aligned between LT members, and while similar at a macro level, different actions were based on the individual bias a LT member may inadvertently present. The simple, one-page communication plan identifies the sound byte, rationale for the message, various audiences for the message, delivery methods for each audience, and LT