Leadership Career Competency

Sandwich Blitz, Inc is facing a great problem. However, due to the increase in the number of customers, the employees have raised their concerns about the consistent increase in the volume of customers. Similarly, the management has identified the rise in the number of reported errors in the customers’ order. The problem portrayed in the company has resulted in the adoption of an e-customer system. The technology will address the employees’ issues since the customers can easily input their own orders. Moreover, the decision made by Dalman and Lei will be first communicated to the middle management through an email. Dalman and Lei are eager to make a change in the technology. However, their email will address the steps to manage the change in technology. Also, it will address the communication channels used and the potential pitfalls.

Dear Sandwich Blitz’s middle management,

I write to inform you of the new technological change that the company has decided to adopt. As the management, we are much concerned about the interest of our employees. The company has decided to adopt the e-customer order system. Precisely, to manage this technology, we are supposed to implement the following steps systematically. First, the company needs to create a sense of urgency. For change to happen, we need to motivate people and get things moving in the right direction (Kofter, 2007). Similarly, we shall find the opportunities behind e-customer order system and what can be exploited by the technology. We shall also create the urgency by holding a meeting and give convincing reasons about our new technology.

The second step entails building a guiding coalition. The company will try to look out for a group of potential employees with the power to lead and support the new technology. With our strong leaders, change is necessary, and also we shall work on team building. Besides, the company shall look at every team’s weak point and ensure we have a variety of people from different department working to ensure that the technological change is implemented. Third, we shall create a vision for change. Forming a strategic vision and initiative is critical since it helps people to understand why you are asking them to adopt the change (Kofter, 2007). Our vision is to ensure that the interest of the customers and that of the employees are addressed by using the e-customer order system. When the employees and clients see what the management is trying to do, then any directive on them will make some sense.

The fourth step is to communicate the change. After the creation of the vision, the next steps that the management will do with the vision will determine the success of the change being adopted. The management will try to communicate the vision frequently and use it to make decisions and also solve problems at hand. Besides, the management will lead by example to the new change to ensure effective communication about the vision. Fifth, we shall empower actions by removing the barriers. Our new technological change need to be continuously checked for barriers. After identifying the obstacles, it is important to eliminate them so that people can be empowered to execute the vision (Cummings, & Worley, 2014). Similarly, the organization will reward individuals who make change happen and identify those who resist change and convince them to accept change.

The sixth step is to create short-term wins. Success is something that an organization requires. During the change process, a small taste of achievement or victory is significant to an organization. Therefore, the company will create short-term targets and reward individuals who will help in meeting the goal. Also, the organization will analyze the pros and cons of the target. Seventh, the company will build on the change. For the company to ensure that the change does not fail, it should not declare its victory early. The company will try and make the real change to run deep in the following ways. The organization will set its goals and build the momentum it has achieved. Also, it will analyze the wins and improve in certain areas. The eighth step encompasses anchoring the change in corporate culture. The change will stick if it is incorporated into the organization. Also, the leaders of various departments in the organization should support the change. As the management, we shall frequently talk about the progress we will be making regarding the technology.

As the management, we have decided to use email communication to provide you with information about the technology changes we would like to make in our company. Using an email as written communication channels is effective in the following ways. First, an email allows for the fast dissemination of information, and also we can get quick feedbacks from you. Second, written communication mainly an email gives us time to revise our message to ensure professionalism before sending. Similarly, we can archive the message and use it later if required. Third, using an email is cost effective. We only incur the internet connection cost, and we can send many messages and documents for free.

Some of the potential communication pitfalls in this scenario include the following. First, the organization might not be culturally ready for the change. The organization’s culture and attitude are critical in ensuring that the change succeeds. However, negative attitude from the employees will affect the change initiative. Second, the employees might not understand the case for change. When most of the employees do not have knowledge about the change to be adopted, then it will be hard to implement it. The management will be required to communicate adequately to everyone in the organization. The third pitfall is the underestimation of the required resources. The resources that are required to successfully deliver the change include time, people and money. It will be difficult to implement change if the resources allocated are not enough.




Cummings, T., & Worley, C. (2014). Organization development and change. Cengage learning.

Kofter, J. P. (2007). Leading Change why Transformation Efforts Fail. Harvard Business Review, 92-107.