3D30

[D

Communication and Building

Relationships

TEAM LEADER/SUPERVISOR
CMI UNIT 305 BUILDING STAKEHOLDER RELATIONSHIPS USING EFFECTIVE
COMMUNICATION
» LEARNER INFORMATION

Learner name: CMI membership No: Date:

Centre name: Qualification:

Learner statement of I confirm that the attached completed assignment is all my own work, and does not include
authenticity: any work completed by anyone other than myself. I have completed the assignment in
accordance with the Institute’s approved instructions.

 Tick here to opt out I consent for this assignment to be used for assessment standardisation and where
appropriate, for the dissemination of good practice, on the understanding that the content is
anonymised.

Signed: Date:

Centre statement of On behalf of <CENTRE NAME>, I confirm that the above mentioned learner is registered at the
authenticity: centre on a Chartered Management Institute (CMI) programme of study. The learner is, to the
best of my knowledge, the sole author of the completed assignment.

Name: Job Title:

Signed: Date:

» GUIDELINE WORD COUNT

The written word, however generated and recorded, is still expected to form the majority of assessable work produced by
Learners at Level 3. The amount and volume of work for this unit should be broadly comparable to a word count of 2000-
2500 words within a margin of +10%.

» AIM OF THE ASSESSMENT BOOKLET

High performing individuals impact on the performance of teams and the organisation. The aim of this assessment booklet is
to enable managers to evidence their understanding of how to use their knowledge, skills and abilities to support individuals,
not only to perform well, but to exceed expectations.
 Before you begin the assessment booklet, please read the CMI 305 unit specification thoroughly as only the content
related to the achievement of the assessment criteria will be assessed.
 Research the topics being assessed. Suggested reading/web resources are provided on the CMI 305 unit
specification. Your Facilitator may signpost you to relevant resources. Additionally, you may access excellent online
resources at ManagementDirect
 If you are enrolled on the Trailblazer Apprenticeship programme, you are encouraged to review the Apprenticeship
Standard for Team Leader/Supervisor

Completing the assessment booklet

 The assessment booklet contains a series of tasks which are clearly referenced to the relevant assessment criteria
and indicative content.
 An appropriate referencing system (such as Harvard Referencing) must be used to ensure the original source(s) of
quotations or models can be verified.
 Finally, you must sign the Learner Authenticity statement (an electronic signature is accepted) when submitting
evidence on Quals Direct.

CMI 305 Page 1 of 17 Version 1

» E-LEARNING

Further required learning to complete Tasks 1, 2 and 3, please log on to Management

Direct and complete the Learning Journey – Introduction to Leadership
https://lighthouse.md.cmi.org.uk/LearningJourney/My

Titles covered in this course:

To help you to complete the tasks within this Assessment Book please
log onto your Video Arts eLearning Account and access the Level 3
Team Leader/Supervisor course. http://lighthouse.central-lms.com

Titles covered in this course:

CMI 305 Page 2 of 17 Version 1

TASK 1: The purpose of building stakeholder relationships

It is an essential management skill to be able to develop constructive working relationships with internal and external
stakeholders. This task is designed to enable you to know the purpose and benefits of understanding the needs and
expectations of stakeholder groups to build relationships.

» SCENARIO A

Working with stakeholders: You are a team leader working in a large organisation. As part of your role you come into contact
with a variety of internal and external stakeholders.
Internal stakeholders include your own team members, project teams from across the organisation (based on and off site), your
manager and/or members of the management team as well as stakeholders from other departments such as IT Services,
Facilities, Finance, Learning and Development, Customer Services and Human Resources.
External stakeholders you come into contact with include customers, sales representatives, government agencies and partner
agencies to the organisation.

To complete Tasks 1 (a and b) you may choose to use scenario A to support your answer. Alternatively, you may use examples
of managing stakeholders in an organisation you know well or have researched.

» TASK 1a

Complete the following table by identifying THREE (3) stakeholder groups a manager may interact with as part of their
working role and using examples, assess the benefits of building a relationship with the group.

AC1.1 Identify a range of stakeholder groups relevant to the manager; AC1.3 Assess the
benefits of building relationships with stakeholders
(Stakeholders may include but are not limited to internal: team members, line managers, senior managers, board members;
external: potential employees, customers, suppliers, pressure groups, government agencies and regulatory organisations,
general public; connected: shareholders, suppliers, partners, contractors.) learner required to identify THREE stakeholder
groups
(Benefits may include but are not limited to improved communication and engagement, greater understanding of goals and
objectives, improved planning.)
COMPLETE THE TABLE:

Stakeholder group Assessment of the benefits of building the relationship with the stakeholder group

1.

2.

3.

CMI 305 Page 3 of 17 Version 1

» TASK 1b
To build effective relationships with stakeholders, it is essential for a manager to understand their needs and expectations.

Using examples, explain how a manager can assess the needs and expectations of different stakeholder groups.

AC1.2 Explain how to assess the needs and expectations of stakeholder groups
(Assess may include but are not limited to questioning, observation, meetings, focus groups, agreements and contracts
(Stakeholder Theory, Freeman, 1984; Power versus Interest Grid, Eden and Ackermann, 1998).
INSERT YOUR ANSWER HERE:

CMI 305 Page 4 of 17 Version 1

TASK 2: Channels and types of communication used to build relationships with stakeholders

The ability to communicate well, using different channels and types of communication, is critical in building relationships with
stakeholders.

» SCENARIO B

Communicating with stakeholders: You have recently had a Performance Development Review (PDR). You are keen to progress
into higher management and one area of development that has been discussed is the need for you to review your approach to
communicating and building relationships with stakeholders.
The internal stakeholders are primarily based on site, however the work patterns of staff vary as there is a flexible working
arrangement, with many working from home on certain days of the week. All staff have a company laptop, however it can be
difficult to build relationships with them when the primary method of communicating is through email.
You come into contact with a wide variety of external stakeholders. Communicating with them requires a flexible approach as
not all have good access to technology and some prefer face to face communication. A number of external customers have a
communication need. An example of this is when English is not their first language. You communicate with a number of external
stakeholders sporadically and there are some stakeholders you have never met in person.
You acknowledge that you want to improve how you use communication to build relationships with others and have made it a
personal goal to investigate how this can be achieved.

To complete 2 (a, b, c and d) you may choose to use scenario B to support your answer. Alternatively, you may use examples of
communicating and building relationships with stakeholders in an organisation you know well or have researched.

» TASK 2a
Compare the use of written, verbal and digital channels of communication that can be used to build relationships with
stakeholders.

AC2.1 Compare the channels of communication used to build stakeholder relationships

(Channels of communication refer to different forms of communication and their application, communicate effectively and
regularly using verbal, written and digital channels, approaches to stakeholder and customer management including
engagement approaches, build relationships and communicate and manage these effectively/regularly and may include but
are not limited to formal and informal, mass media and personalised, real time and pre-recorded, (Schramm, 1954; Shannon
and Weaver, 1948).
INSERT YOUR ANSWER HERE:

CMI 305 Page 5 of 17 Version 1

» TASK 2b
It is essential to understand how verbal communication can be used effectively to build relationships with stakeholders.

Using examples, discuss THREE (3) types of verbal communication that can be used to build relationships with stakeholders.

AC2.2 Discuss types of verbal communication used with stakeholders

(Verbal communication refers to different forms of communication and their application including presentations and may
include but are not limited to meetings and briefings, conversations, workshops, telephone calls, video chat applications,
webinars, podcasts.) learner required to discuss THREE types of verbal communication
COMPLETE THE TABLE:

Type of verbal communication Use for building relationships with stakeholders

1.

2.

3.

CMI 305 Page 6 of 17 Version 1

» TASK 2c
Developing effective listening skills is essential if a good stakeholder relationship is to grow and develop.
Explain how you would use active listening to build relationships with stakeholders.

AC2.3 Explain how active listening is used to build stakeholder relationships

(Active listening may include but is not limited to giving full attention, processing verbal or non-verbal information, respond,
remember what is said, eye contact, posture, gestures and facial expressions)
INSERT YOUR ANSWER HERE:

CMI 305 Page 7 of 17 Version 1

» TASK 2d
Discuss THREE (3) types of written communication used with stakeholders.

AC2.4 Discuss types of written communication used with stakeholders

(Written communication refers to different forms of communication and their application and may include but are not limited
to traditional: letters, noticeboards, presentation materials, storyboards, contracts, memos, brochures and newsletters, press
releases, manuals; digital: intranet, websites, social media, instant messaging.) learner required to discuss THREE types of
written communication
COMPLETE THE TABLE:

Type of written communication Use for ensuring information is shared effectively with stakeholders

1.

2.

3.

CMI 305 Page 8 of 17 Version 1

» SCENARIO C

Leading the stakeholder meeting: In your manager’s absence you have been asked to lead a small stakeholder meeting to
discuss a new customer service initiative that has been implemented. You are keen to make a good impression and want to lead
an effective meeting.

To complete 2e you may choose to use scenario C to support your answer. Alternatively, you may use refer to a stakeholder
meeting you have led or refer to examples of managing stakeholders in an organisation you know well or have researched.

» TASK 2e
Using examples, discuss how meetings can be led to develop and build effective stakeholder relationships and achieve
outcomes.

AC2.5 Discuss how meetings can be led to develop and build effective stakeholder
relationships
(Led refers to chairing meetings to achieve outcomes)
INSERT YOUR ANSWER HERE:

CMI 305 Page 9 of 17 Version 1

TASK 3: Response to barriers when communicating with stakeholders

It is essential for a manager to be able to identify and explain barriers to effective communication and to know how to
respond to these when dealing and interacting with stakeholders.

» SCENARIO D

Barriers to stakeholder communication: An extract from a conversation.

“When you plan to speak to someone in person there always appears to be an interruption, either by others or simply noise
from the working environment.
People are so busy, it is difficult finding a time to communicate; if one person is free to have a discussion, another participant’s
diary is full.
Finding the right way of communicating is also a challenge, emails can go unread. It can be hard to contact others over the
telephone. I find that responding to the needs of individuals for whom English is not their first language is a daunting
experience.
There are a number of people I know who have a dislike of using technology. Other stakeholders I communicate with do not
have access to technology. It would be great to try something innovative, such as a ‘virtual meeting’ but I am not sure how this
would be received.
There is often the case of ‘Office Politics.’ People often say they only want to speak to the senior person in charge which can be
very frustrating. Finally it isn’t always possible to communicate openly and share information with others due to meeting the
requirements of the organisation’s communication policy.
It is a miracle anyone communicates at all!”

To complete Task 3 you may choose to use scenario D to support your answer. Alternatively, you may base your response on
well-chosen examples of barriers faced when communicating with stakeholders in an organisation you know well or have
researched.

CMI 305 Page 10 of 17 Version 1

» TASK 3
Complete the table, explaining THREE (3) barriers to effective communication with stakeholders and discussing ways of
responding to the barriers.

AC3.1 Explain barriers to effective communication with stakeholders; AC3.2 Discuss ways
of responding to barriers when communicating with stakeholders
(Barriers may include but are not limited to tangible eg. environment, noise, technology, time, timing, resources, language,
type or channel of communication; intangible e.g. confidence in individuals or participants, cultural, prejudice, bias,
emotional, legal frameworks and organisational policies.) learner required to explain THREE barriers
(Ways of responding refers to communicating effectively and regularly, Emotional Intelligence (Goleman, 1995), effectively
negotiating and influencing and may include but are not limited to negotiating and influencing, listening to and observing the
audience, reducing distractions, speaking more clearly, active listening, restating or adjusting language, changing pace.)
COMPLETE THE TABLE:

Barrier to effective communication How to respond to barrier to communication

1.

2.

3.

CMI 305 Page 11 of 17 Version 1

TASK 4: Using stakeholder communication

An important role of the manager is to understand the importance of gathering stakeholder feedback and how this can be
used to manage relationships.

To complete Task 4a you may base your response on well-chosen examples of communication used in an organisation you
know well or have researched.

» TASK 4a

Using examples, compare written, verbal and digital methods of gathering feedback from stakeholders.

AC4.2 Compare methods of gathering feedback from stakeholders

(Methods may include but is not limited to written: questionnaires, surveys, performance reviews; verbal: one to ones,
meetings, questioning, observation; digital: social media, likes, badges, reviews, shares and comments.)
INSERT YOUR ANSWER HERE:

CMI 305 Page 12 of 17 Version 1

» CASE STUDY

As part of the review process to assess the performance of the stakeholder group who meet regularly to discuss new customer
service initiatives, a wide range of constructive feedback was given by participants. The following is a summary of key points:
 There is a commitment to the values of dignity and respect
 There is a collective desire to make customer services better even when there are differences in opinion
 The aims and objectives of stakeholder meetings are not always clear
 There are four outstanding actions which have not been completed since the last meeting
 Communication between stakeholder group members could be improved
 Meeting attendance is inconsistent and is currently averaging sixty percent attendance per meeting.

To complete Tasks 4b and c you may choose to use this case study to support your answer. Alternatively, you may base your
response on well-chosen examples of communication with stakeholders in an organisation you know well or have researched.

» TASK 4b
Using examples, discuss why it is important to get feedback from stakeholders.

AC4.1 Discuss the importance of stakeholder feedback

(Importance may include but is not limited to avoid misunderstanding, impact of lack of feedback, meeting needs, relevance,
openness, commitment, involvement, influence, interest)
INSERT YOUR ANSWER HERE:

CMI 305 Page 13 of 17 Version 1

» TASK 4c
Using well chosen examples, discuss how stakeholder feedback can be used.

AC4.3 Discuss the use of stakeholder feedback

(Use may include but is not limited to engagement, responsiveness, satisfaction, productivity, retention, motivation)
INSERT YOUR ANSWER HERE:

CMI 305 Page 14 of 17 Version 1

» TASK

Identify three of your stakeholders needs and exceptions and the benefits of building relationships with them
Provide evidence of communication with stakeholders – 3 examples using different communication methods. What was effective and what barriers were
there. Provide examples of feedback from stakeholders, what did you do with the feedback
Chair Meeting – Observation of meeting being completed include all preparation and presentation notes, meeting minutes and review of the communication
method. This could be the organisational information (strategy or could be the project information)

CMI 305 Page 15 of 17 Version 1