As a leader and manager, it is important that you can communicate effectively with diverse groups of people. You will find yourself needing to communicate with low-skilled, entry-level line associates (employees) under your charge to provide them direction and important information. You will also be communicating with your peer management team members, often to attempt to resolve an interdepartmental conflict or to attempt to influence them to achieve some cooperative goal. And finally, you will be communicating with senior management, often to describe the performance of your department or business unit.

In each case, the style, tone, and language need to be different. This takes practice - particularly when the communication is in writing, and you don't receive any visual feedback to inform your communication style and whether you are effectively hitting the target of having them understand and/or agree.

You are the Assistant Manager of a restaurant that is a part of a large, multi-unit company that owns and operates hundreds of restaurants. You have been in your role for one year. Your responsibility is for the "front of the house", primarily the team that delivers food and beverage services. Your peer is responsible for the culinary production and sanitation teams.You both report to the General Manager of the restaurant, who reports to an Area Director overseeing 30 restaurants in the chain.

compose three separate messages to communicate three separate things to three separate audiences.Each of the three messages should be no more than a couple of paragraphs but needs to comprehensively communicate the message. Use a bold header for each message to indicate to whom you are writing.

To the team you supervise:

Recently, satisfaction survey scores have been declining specifically on the question "Was your server friendly and welcoming". The goal is 10, the standard achievement across the company is 9.5, and yours is 7.0. You have reviewed the data and determined that the scores have fallen for most of the individual servers and shifts, so it is not about one bad egg or even a few. In observing the service staff, you have noted that many of them are not achieving the standards to which they were trained. Specifically, giving a warm greeting and saying, "I'm John and I will be taking care of you today/tonight.", using "yes ma'am and yes sir throughout the service, and then saying, "it has been a pleasure serving you today/tonight". These are all specific phrases that have been designed and tested by the company and proven to be effective drivers of the perception of better service. You need to gently but comprehensively remind your team that these are not optional and neither they nor you can accept the satisfaction survey results as they are. You will be reinforcing this with pre-shift training/retraining and direct coaching whenever you see it on the floor (not in front of the guests however).You need to establish a return to 9.5 as the goal within 1 month. Your communication should be concise but clearly communicate the problem and the goal, and end in an upbeat motivating fashion.

To your peer assistant manager (back of the house/culinary manger).

The career development path that has been established by the company calls for every Assistant Manager to serve for at least one year in both the front of the house and back of the house positions. Typically, the "switch" is facilitated in the same restaurant so that there is a backup skill set familiar with the staff if needed. Once each Assistant Manager has served effectively in each role for at least a year, achieving the require benchmarks of the company, they are then put on a roster for promotion to the General Manager (GM) position of another restaurant in the company. Assistant Managers are never promoted to General Managers in the same restaurant.

Your peer has been in the role for about 18 months and is comfortable with that role and has no clear desire to switch roles and move forward up the career path. They don't want to move ultimately to take on the role of a GM. You need to convince your peer that it is in their best interest to agree to switch roles for a while, and to then propose it to the General Manager together.

To your General Manger

Your job each month is to analyze the financial statements, market share reports, and guest satisfaction reports for your restaurant and to provide context, root cause analysis of performance and SMART goals for improving the performance of your area (front of the house).

For the month you are analyzing, the following are what you have concluded and want to communicate:

• Market share in the lunch meal period was superior to your competitors, largely based on volume (not price). You believe this to be the result of a social media campaign you launched at the beginning of the month offering a 2 for 1 appetizer deal. You want to continue the promotion but change it to a 2 for 1 dessert deal and see if it is as effective.You also believe that your competitors may launch their own campaigns in response to yours this coming month.
• Service level guest satisfaction problems - see the not above about a message to the team you supervise to craft your message.