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Bridging the Communication Chasm: Unveiling the Root Cause of a Business's
Decline
Monica Garcia
Capella University
DB-FPX8610 – Leadership Theory and Practice
Professor Denise Hackett
2
February 13, 2024
Bridging the Communication Chasm: Unveiling the Root Cause of a Business's
Decline
In the constantly evolving business landscape, change is not just a constant but also an inevitability. Regardless of an organization's size or industry, it must navigate a sea of challenges
and opportunities, which requires a keen understanding of the need for evolution. Companies must adapt, innovate, and transform as the business environment changes to stay competitive and
relevant (Olson,2023). This need for change becomes crucial when faced with significant problems threatening the organization's success. This analysis focuses on a specific organization facing challenges such as decreased market share, operational inefficiencies, and leadership issues. The aim is to identify a crucial gap in their practices causing these overarching problems. The analysis will explore why addressing this communication gap is pivotal for mitigating broader issues, including resistance to change, stagnation of innovation, and ineffective leadership. This analysis aims to demonstrate how ineffective communication strategies can negatively impact critical decision-making processes through real-world examples. Specifically, we will examine instances involving key executives, such as Doug Jordan (VP Sales) and Peggy Dean (Director of Business Development), to highlight the direct correlation between communication gaps and resulting business problems.
Business Problem
Business challenges can significantly hinder a company's efficiency and advancement. If these issues are left unattended, they could have enduring negative repercussions for the organi-
zation. To properly assess a business challenge, let's consider the case of Kensington Auto Parts. The top executives at Kensington Auto Parts have raised various organizational concerns with
3
CEO Kensington Perry. These include inadequate training for potential department leaders, lead-
ing to an increase in employee turnover. Moreover, there is insufficient effort to recruit lower-
paid workers to replace experienced staff and reduce staffing costs. Furthermore, the company's reluctance to embrace updated technology is impacting younger employees seeking employment with the organization. Lastly, promoting frontline employees to supervisor positions without pro-
viding adequate training has led to financial strain and other risks for the company.
Regrettably, CEO Kensington Perry has been unwilling to confront these issues—resulting in in-
effective leadership practices.
Gap in Practice
Lack of Effective Communication Strategies
The gap in practice is the absence of a communication strategy that enables Doug Jordan
to effectively advocate for his position. Kensington Perry's resistance to change is rooted in his desire to maintain the status quo, and Doug's failure to influence him highlights a gap in communication strategies. According to Suzanne Bates, CEO of Bates Communication executive presence is defined as "the ability of the leader to engage, align, inspire, and move people to act (Heimann, 2020). To bridge the communication gap Doug should create a compelling business proposal that highlights the financial benefits of introducing new brands and
uses persuasive communication strategies tailored to Kensington's preferences and concerns.
Lack of Advocacy and Influence
The problem identified is that Doug Jordan, the Vice President of Sales, has not been successful in convincing Kensington Perry to start selling newer and higher-margin brands, which has caused a decline in profits. To address this issue, we suggest that Doug should create a
compelling business case that highlights the financial benefits of introducing newer brands.
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