Effective leadership at the frontline manager level can provide that extra boost in performance that will get your company through the recession.
By up skilling your frontline managers your frontline employees will benefit and their performance will increase accordingly.
In most organisations there are more frontline employees than any other. And, in most organisations it is the frontline managers whose leadership skills are often the most overlooked and undervalued.
Frontline management or frontline leadership?
It has been proven time and time again that leadership skills for senior managers are far more effective at maximising productivity than management skills. A similar effect is produced when frontline managers use frontline leadership skills.
The first step in this approach is to provide your frontline team with the big picture and to communicate how their role contributes to this.
It is incredible how often this is overlooked, yet how motivating it can be. For example if a persons job at a bank is checking signatures on cheques it can seem quite mundane, but without these checks the possibility of fraud and the bank losing money is very risky. Therefore what seems mundane is actually very important in the big picture.
Detailed, immediate and positive feedback
The Corporate Leadership Council have discovered in their research that detailed immediate and positive feedback is one of the most effective management tools frontline leaders have available. It is also one of the most underused. Research consistently shows that team members rate their managers low on providing feedback.
Done effectively feedback can make a substantial difference to performance. When the majority of the feedback is positive and immediate this sets an open mind for change when feedback is corrective.
Specify critical behaviour
It is possible to turn your average performers into high performers. You can achieve this by specifying the critical work behaviours that create the results that you’re seeking.
The easiest way to identify these critical work behaviours is to identify the few key differences between your high performers and your more average employees.
High performers undertake those actions or activities that contribute to the desired results consistently. Average performers may some times use these actions or activities, but the difference is in how consistently the actions are applied.
Your key actions to boost your productivity today are to create a leadership environment for your frontline managers and upskill in areas including providing feedback and specifying critical behaviours that your high performers naturally exhibit.