Effective Leadership and Communication Skills for Frontline Managers

02/27/07

So, the strategic plan or company vision developed at your organization’s highest level doesn’t reach employees on all levels? You’re not alone. The trick is to translate the company’s overall vision into language that the lowest-level employee understands and executes. That’s where your frontline managers can make a big difference — provided they’re effective communicators and leaders.

Market uncertainty. A new business model. Talent shortages. Fierce competition. Cutting-edge technology.

These are just a few components of the evolving business landscape that make surviving and thriving more difficult than ever. In the heat of the battle — and at the very heart of the company — are your frontline managers. They not only have to plan, budget and set goals, but they also help employees cope with stressful changes. Difficult tasks call for flexible frontline managers who equip themselves with strong communication and leadership skills.

Frontline managers need support and guidance from HR professionals like you for the critical challenges ahead. For example, frontline managers are, typically, involved in hiring, orientation, training and evaluation of staff, and coaching. Have you done all you can to help your managers through these processes? You can’t assume that managers know what is required of them, understand the procedures in place, or are comfortable performing all of their duties. HR may have to provide clarification.

Boost the “engagement level”
Consider this: Very few companies offer training on effective communication techniques. But frontline managers need to be good communicators when they deal with conflict, provide feedback to employees, and respond to employee suggestions. Otherwise, worker disengagement levels will worsen.

Only 21 percent of workers in the USA are fully engaged on the job and willing to go the extra mile for their companies. Many employees are frustrated and skeptical about company leadership. More than half (55 percent) are passive job seekers — open and vulnerable to other job offers.* Your frontline managers can help turn this around by understanding and doing what it takes to keep employees highly engaged and committed to the company. You may want to suggest to your managers that they develop a list of key points about the company to share with employees.

Know your managers’ capabilities
Do your frontline managers know how to handle the following situations?

An employee is not performing up to company standards.

A manager wants to promote an employee, but there’s no one to replace him or her.

New employees quit soon after they’re hired because they "didn’t know what their jobs were about."

These and other difficult circumstances demand correct responses from your frontline personnel.

These and other difficult circumstances demand correct responses from your frontline personnel - not only to ensure the success of your business and enhance employee loyalty - but also to protect your company against the liability of managerial mistakes. Affordable training options such as books and videos can help your managers understand how to address these issues legally and effectively, and ensure that your company vision remains consistent, from top to bottom.

*Source: Towers Perrin study, November 15, 2005.