Success Secrets and Stories
To share management leadership concepts that actually work.
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Success Secrets and Stories
Essential Traits for Today's Frontline Managers
But that’s not all – we delve into the myriad of skills vital for effective frontline leadership. From representing the team and providing feedback to promoting clear communication and strategy implementation, we break down the essential traits of successful leaders. Learn why empathy, active listening, and problem-solving abilities are indispensable, and hear a real-life story of seasoned HR executive Bob Niles, who exemplified these traits by fostering creativity and growth opportunities within his team. This episode promises to equip you with practical insights and actionable strategies to elevate your leadership game. Don't miss out!
Presented by John Wandolowski and Greg Powell
Hello everyone and welcome to our podcast, success Secrets and Stories. I'm your host, john Monoloski, and I'm here with my co-host and friend, greg Powell. Greg, hey, everybody.
Speaker 1:Yeah.
Speaker 2:We dipped into the pool of very interesting training concepts and management concepts in LinkedIn and if you haven't looked at LinkedIn for some of the training needs and some of the great articles that they have, it's a wonderful source and I found this article associated with frontline management and concepts in terms of developing culture and I'd like Greg to introduce the article from July 11th from 2023. Greg.
Speaker 1:Thanks, John. We're going to talk about an article written by Adeline de Oliveira. She's a writer and editorial manager for about 15 years. Adeline is passionate about human behavior and communication dynamics. At ProAction International, she covers topics ranging from industry 5.0 to operational excellence, with a focus on leadership development. This expertise enables her to offer insights and advice on employee engagements and continuous improvement of managerial skills. Proaction International services are related to leadership development, operational excellence and industry 4.0 management digitalization.
Speaker 2:All right. So what's interesting is she started off her article with what does it mean to be a frontline manager? An organizational success is not only dependent upon decision-making at the top, but also effective execution of the same strategies at the operations level. This is where frontline managers come into their own on frontline employees, with the transformation of objectives and concrete actions in the field. Their leadership skills are essential for maintaining the operational efficiency, empowering and motivating individuals and keeping the company on course. I kind of like the idea of looking at frontline management in a military perspective, and they always say that the leaders of a military application is the sergeants, not the lieutenants, not the majors. It's the frontline leadership that really does make a difference in terms of capturing what you want as an organization. Some of the interesting takeaways that she talks about is enhancing cooperation. Frontline managers foster the cooperation environment, cooperative environment and active engagement of their teams. By being physically present and accessible, managers can facilitate communication, knowledge sharing, teamwork. The other element that she brings up is building trust. With the close proximity of frontline managers, the teams are allowed to develop and trust and create rapport. Regular interactions enable managers to build a personal connection, demonstrate apathy, establish open lines of communication leading to increased employee engagement and loyalty. A lot of words for simply saying that the manager needs to be engaged in the process. This isn't something that you do once a year during the performance review. What she's trying to say is that you need to be engaged with the employee to the point where you have some common ground and you have the ability to have a casual conversation as well as a business conversation. She goes on with skill development. Frontline managers can observe and identify individual strengths and areas of improvement within the team and within the organization. By closely working with the employees, they can offer timely feedback, provide guidance with the employees. It can offer timely feedback, provide guidance, create the tailored development plan to enhance skill sets and ultimately lead to personal and professional growth. You know this is so much on the mark. When I was reading this, I just thought it was ideal for our podcast. She's hitting it on every mark. The next thing she has is key takeaways and these. I'd say that she's really on the mark again.
Speaker 2:Conflict resolution the physical presence of frontline managers in the workspace allows them to promptly address conflicts or issues that arise amongst the team members. So conflict resolution the physical presence of frontline managers in the workspace allows for the managers to promptly address conflicts and issues that rise amongst the team members. It enables the manager to intervene, to mediate, to facilitate all those wonderful latates in order to try to engage and minimize a conflict from escalating and maintaining more of a harmonious working environment. You don't want to be out there when everything is gone sideways or especially when the environment is toxic and they're avoiding the ability to have the confrontation and resolution and they're just basically fighting amongst themselves. That engagement is key.
Speaker 2:I'm just going to de-ate for a second. One of the interesting techniques that I've seen used to create that kind of approach is the walk-around management style, and if you are walking around your department and you're only sitting at a desk, you're not going to be doing your job. You have to be out on the line, you have to have a presence so that you can hear and see and feel what's going on, rather than getting a report. But that's important in terms of minimizing conflict in the work environment. Obstacles provide real-time support and be readily available for managers that can promptly address those challenges and create the guidance and the motivation for the teams to increase productivity, efficiency and performance. I'm kind of repeating the same thing of if you're there and you're trying to engage the team, you have a better chance of leading, and that's why you should be there. That is the definition of frontline management is being on the floor and being engaged. So, greg, can you take the next one?
Speaker 1:Yes, thanks, john. So what is a frontline manager and what is his or her role in the company? Frontline managers or leaders are often called first-level managers or first-line supervisors, but these are the people in charge of a business unit, ensuring that it runs smoothly on a day-to-day basis. They are often the organization's largest population leaders. On the one hand, they act as a bridge between upper management and frontline employees. On the other hand, they focus on team management and worker relations. For example, frontline managers may be foremen or forewomen supervisors or office managers, and according to a Harvard Business Review article, frontline managers make up about 60% of a company's management ranks, and that's a pretty substantial figure that shows the importance of these roles.
Speaker 1:So we like to look at models and illustrations sometimes. So I'm going to try to paint a picture for you. We're talking about levels of management and, of course, at the very top we have what we call top management, that's senior management. That's usually the president of the company, the CEO, executive, vps, et cetera. Then we have middle management, right smack dab in the middle Plant managers, division managers, department managers, of all functions, and then now we are really talking about frontline management. So your foreman, your supervisors, your office managers. So let me tell you a little bit about the main responsibilities of frontline leaders. First and foremost, they are representing the team that of frontline leaders. First and foremost, they are representing the team. That's job one. First-line managers represent their teams in dealing with management and other departments. In many cases they communicate the needs, concerns and ideas of those that manage and defend their interests. They coordinate daily operations and implement organizational strategies.
Speaker 2:John I think it's interesting because in her article it's like one of the words that I usually would start with I'm your representative, I'm your representative to executive management and I am their representative to you. I'm that conduit. But if it's only one way and you're not engaging me, it's hard for me to represent you. So it's that kind of telling and pushing and pulling to make sure that they understand it's a two-way street, it's a two-way communication and usually whenever you hear people that have problems, those teams degrade. That communication is again that grease and wheel. That doesn't happen. I'm sorry, greg, go ahead.
Speaker 1:No, that's good, Jared. So again, coordinating daily operations and implementing organizational strategies. The middle manager plans the team's operational activities, the tasks to be performed, and they must also find and distribute the resources needed to carry out those daily operations. So, continuing with that thought of the main responsibilities of frontline leaders, one that's near and dear to my heart coaching and supporting the workforce. The middle manager is typically responsible for guiding and supporting staff members. They ensure the staff has the resources to carry out their daily operations and achieve the goals and objectives.
Speaker 1:Frontline leaders play a key role in team communication, right, they use their voice. They facilitate exchanges between staff members, encourage open discussion and ensure that messages are passed on between the employees and those that supervise them, those that are managed by them. They must practice two-way communication. So they've got to model that behavior to escalate problems on the floor for any employee to request to management. And they also drive down corporate priorities. So, cascading down priorities at the top of the house get to the first-line employee by the first-line manager.
Speaker 1:Let's talk about developing new skills. As far as responsibility to frontline managers, new skill development is key, not just what they've done for a long time, but new introduction of activities, of skills needed. This is where it starts here. The frontline manager's role is to identify each team member's strengths and their weaknesses, or I like to call opportunities for development. They must be able to offer training and professional development opportunities and to encourage growth and progression. I used to say my HR group could help with those resources by working with that first-line manager for those employees, and in this way front-line employees can reach their full potential and perform much more effectively. You've heard John and I talk about this. Before giving feedback, I like to say feedback is a gift. Front-line managers regularly not once a year as John and I've talked about, maybe not once every six months, but regularly provide constructive feedback to their employees. They recognize that their success needs to be encouraged, to improve their performance and help them identify areas where they can improve. So feedback is definitely responsible.
Speaker 1:So let me just kind of walk back through another example of what those main responsibilities of frontline leaders okay. So talk about it and let me just give you those highlights again. First is to represent the team. Second, they need to provide feedback to the members of that team. Third, that frontline leader helps develop the skills of individuals on their team. Third, that frontline leader helps develop the skills of individuals on their team. Next, those frontline managers promote communication. They set it up, they model it, they make sure it occurs In my favorite HR side coach and support employees. Frontline leaders need to do that Fundamental part of their job Implement organizational strategies. Again, things are created at the top of the mountain, so to speak. They cascade their way down, but the bulk of your employees are the frontline employees. They get their information, they get the direction of the company from their frontline leaders and then finally, yes, we're here to get things done and make some widgets, whatever this leader needs to coordinate operations.
Speaker 2:Okay, that kind of gives like a background on the responsibilities of a leader. But what are the skills? What are the skill sets that you're expecting leadership? Basically to demonstrate that they have the capacity of doing the skills. And again, her article does a very good job of setting it up and she picked my number one right off the bed good communication skills.
Speaker 2:If, if anything that can be achieved out of a frontline manager, if this is a challenge for that person to to understand good communication skills. And let's go in her description because I think it's helpful, it's from her article, it's very important. It's in a critical aspect of frontline managers' role. They need to know how to listen, ask pertinent questions, clarify information and express their ideas clearly. Caring, open, transparent communication will foster the trust and mutual respect within the staff. You could almost dedicate a whole podcast to just that concept. If you can pull that skill set and help that skill set and teach that, you have a manager. The other element that is very critical is demonstrating apathy and active listening skills, just not nodding your head and saying yes periodically. To demonstrate empathy and active listening skills, a good front-line manager must understand and put themselves in the employee's shoes. They must understand the emotional intelligence, paying attention to their team's needs, their concerns and their points of view. Active listening helps strengthen the relationship and facilitates communication to various stakeholders.
Speaker 2:Her next skill set is starting to get more into the advancement of what it means to be a leader. Being an inspirational leader is her title. The frontline manager is an inspiring and motivating leader to create a positive environment where the workforce feels they are valued and they are supported for their efforts. They encourage individual employees to take on challenges and the initiatives for that extra effort and it's usually recognized Not always, unfortunately, but if you're a good leader, you're recognizing those kinds of skill sets. The part that I think is engaging and is fun for the job is the next skill she discusses is problem-solving skills. Frontline managers also play a role in a mediator in the sense that they are the primary responsibility for effective resolutions of conflicts and problems within their teams. They must therefore be able to make informed decisions, find creative solutions and manage critical situations fairly and objectively.
Speaker 2:Her next component was frontline managers must be able to adapt and change. They must be flexible in their management in terms of new ideas and understanding how to adjust their approach according to the circumstances. To be able to think on their feet. They must also be able to guide their team through change, and we all know how tough change can be for a lot of people. They have to be that motivating element of helping the team dive through change for courageous decisions and creating an environment where innovation is actually appreciated.
Speaker 2:Integrity and ethics If you don't have that element of integrity, you don't understand how important ethics are. The people that you are leading will see it in a heartbeat and you have to exhibit that kind of good professional behavior. Those are those standards that are usually not talked about but are presented through who you are and how you conduct yourself. And I think a leader whenever they say lead by example that is the thing that really isn't got a text or a presentation, it's the professional. And if you want to have a definition when somebody understands that they're good or one of the best in their industry, you'll hear integrity and ethics as part of that description. Now, greg, I think you have an example of a very good application of a leader, a front line, someone who's been able to actually demonstrate those skill sets. Thank you.
Speaker 1:I do A gentleman that I work with for many years. He's retired now. His name is Bob Niles, so you have to take that quick memory lane view of my roles. Professionally, I've been a first-line supervisor. Many, many, many years ago I was an account representative and then I got into HR. After all that, Bob Niles is a seasoned HR executive. He's retired now, Worked for global companies, Always into progressive human resources practices, Best-in-class corporation that we worked at with a very strong and a very successful culture.
Speaker 1:So when I think about management by responsibility, I think about basic management philosophy. Bob worked hard to attract talented staff and supported the use of their creativity. He wanted their ideas. He demonstrated a genuine concern for his staff and I had an example of a guy who was in HR with me and he really wanted some expatriate experience. And he talked to Bob and Bob said you know what we're with this global company, I think we've got an assignment for you in London, England, and it was fantastic Because when you think about HR, you think about culture, just learning how HR practices occurred in another country in Europe in real time. I think the assignment was six or nine months in another country in Europe, in real time. I think they signed him with six or nine months and Bob championed that opportunity for that individual. He could have easily said no, not really in the budget, no, that's really for more of the operational types. He thought it was really important and this guy was really good and made it happen.
Speaker 1:Use of power Bob uses power and influence for the greater good. That's just how he looked at things and I compare his fairness when mediating issues because in HR we have more than our share of issues to work on to that of Solomon. He had a fair and just approach and I was involved in a business support relationship that was just untenable and he needed to get involved and make it happen. And he used his leadership power with an executive peer that I was having challenges with, that was having challenges with me, and he found a win-win, workable solution. He went in with that attitude and came out with that outcome.
Speaker 1:Goal setting Team goal setting sessions were encouraging creativity from all. So we had different HR business partners from the consumer packaged goods from professional products from international and he invited folks in to be part of the goal setting of HR goals and objectives for the next year. He always demonstrated a high-level commitment to establishing and then adopting those goals. We didn't say, hey, my staff did this. I'm not sure if it's good or not. He championed the goals that we came up with collectively.
Speaker 2:Delegation- he knew what our strengths were. This is the one when I was reading your notes.
Speaker 1:This is where a real leader comes from and the notes that you were talking about for delegation because he knew what your strengths were and what made you tick Right. He really that, he really cared, really made a difference in what motivated you. He delegated total authority without abdicating his overall responsibility. That's a tricky thing to do.
Speaker 2:There is that definition of a responsible leader giving it but not not giving, not giving it away. All of it he's. He's part of the responsibility.
Speaker 1:Yes, yes, he was very skillful with that. He created a team environment and a harmonious workplace and one of the things he did that was just a real easy thing to do, and we were sometimes in a couple of different buildings or whatever. He would always take the time to greet people, which is very important in HR. When I say greet people, break the ice a little bit. He didn't just come into your office or start a meeting and just jump into the issue hey, how are you doing today? Anybody catch that game last night? How's your family? I remember there was an issue with your son. I mean just really cared about people and set a nice platform for really good discussion. And again, in HR, it's real important. It's real important outside of HR as well.
Speaker 1:Conflict resolution he always led the conflict resolution effort with a win-win proposition. So he wouldn't say, well, I'm going to get over on this group or I'm going to, you know, put in my thoughts over this group. What's best for the company, what's best all the way around? How can we get to a win-win proposition? So he went in with that attitude for a conflict resolution. Not, I don't like these people, we're going to bury these people. How can we get to something that's going to make sense for all of us.
Speaker 1:Now, John and I talked from time to time about performance evaluation methods and he was really good at frequent communication that related to performance. I remember we had an issue with a company. We said we've got to raise the bar on overall average. So one of the old scales one is low, five is high, three is average and we said you know, three is not average for us anymore. We need a higher level if we want to stay competitive. In that We've got to raise that base standard of performance. And he used positive and negative feedback when giving constructive and encouraging feedback and we started to adopt that idea across the organization. It was we're pretty good, how good can we get If average is here now, how can? We started to adopt that idea across the organization. It was we're pretty good, how good can we get, If average is here now, how can we get to average plus? So really important in that.
Speaker 1:And then encouraging input from his team during the meeting without embarrassing anyone, so he kind of could tell if you were a little nervous, a little shy, found a way to try to invite you in, and so the brainstorming sessions were always good and he really wanted to hear from you. And he really wanted to hear from you and he wanted the rest of the team to want to hear from you Again, not something that he just thought was a good thing. He wanted everyone to get excited about hey, Greg, what are you doing in professional products? Hey, so-and-so. What are you doing in consumer package? Hey, international guy, what's going on over in your part of the way? Because we're all together.
Speaker 1:They used to talk about execute with brilliance. Now we were a consumer practices company. That was the directive from the entire senior leadership team, including the CEO execute with brilliance. So that also was something he would do. From an HR standpoint, we want to execute with brilliance. And he acted like a member of the team, but he carried himself like the leader we needed at the executive table. He knew how to do both of those at the same time, so that we had a voice at the table, and so my leadership story was built around several mentor examples, my personal story, and some of them like one guy was really good at strategy work and this one guy I had worked for was really good at communication skills. But this guy was good overall as far as being responsible, when I think of John mentioned earlier managing by wandering around, he did that.
Speaker 2:He didn't just talk about it.
Speaker 1:He'd just look up hey, greg, how are you doing today? Good morning, oh, what are you doing? How can I help you? I just want to check in on you, see how I can help you. You know, say what's going on, anything I need to know about or whatever. I mean not just to me, but also his direct reports. He was the epitome of be here. Now I never, ever wondered if we were in a one-on-one meeting or in a group meeting. Was his mind somewhere else? He was engaged, he was part of the ongoing active discussion because he was there now and he took management by responsibility really really to the next level for me. So again, I've worked in different industries, different positions, worked for some pretty good folks that were really good, taught me some neat things as far as being a better leader, better management, but overall this guy, bob Niles thank you, bob has it all.
Speaker 2:And, as you describe, bob, one of the things that you know when we talk about the person who actually puts it together common words that are used are a conductor or a coach and that ability to try to engage both. I think they engage in the hard conversation as well as the soft conversation. That whole thing about not coming in barking in order and hitting the door. It's establishing eye contact, understanding that the audience is ready for the message. It isn't so much talking. You want to make sure that people are listening. And the ever famous he can read a room. Well, it sometimes is a talent that some people don't even care to try to establish, and obviously Mr Niles was able to do that throughout his career, so he helped you. I've met a few people like that, I think in other podcasts. We'll talk about that too. But yeah, I mean we are built on the shoulders of those that are before us and hopefully we can help, and some of the best examples are the ones that we try to emulate. And this is one of your individuals that didn't go through MBR but was MBR. He understood management by responsibility very well.
Speaker 2:If you like what you've heard, there's the music. My book is available at amazoncom and lulucom. My ebook is available at Barnes and Noble. My podcast is available on a lot of popular formats, as well as the one that you're listening to. Thank you. Dr durst's books and his mbr program are available on successgrowthacademycom and if you want to get a hold of us, you can get all of us on buy us a cup of coffee, or you can get a hold of me on my gmail, wando75.jw at gmailcom, and Greg I can be reached at gpowell374 at gmailcom.
Speaker 2:Yeah, and the music is brought to you by my grandson. So we want to hear from you. Get a chance, drop us a line, we'd appreciate it.
Speaker 1:Well, thanks Greg, Thanks John, as always Next time.