Preparing New Leaders for Frontline Management

Preparing New Leaders for
Frontline Management
©2020 NetSpeed Learning Solutions

© 2020 NetSpeed Learning Solutions. All rights reserved.
Objectives
• Describe the leadership skills prized
by emerging leaders
• Address the challenges faced by
frontline leaders today
• Develop frontline leaders in Self-
Development, Performance
Management, Team Performance,
and Organizational Impact

© 2020 NetSpeed Learning Solutions. All rights reserved. 3
Purpose
What is driving your organization’s desire to
develop your emerging leaders?

Transition to Leadership
“Most students of management agree
that the transition from employee to
manager is one of the most challenging
in business. It brings new roles and
responsibilities, new ways of looking at
organizations, and new ways of relating
to peers and multiple constituencies.”
Victor Lipman
Harvard Business Review

2 million
each month

Why People Leave
The primary reason someone quits a job is:
– They are underpaid
– They are overworked
– They want to develop their career
– They have a poor relationship with their manager
– They want to relocate
– They don’t want to work remotely

Quitting
Poor
Relationship
with a Manager
#1 Reason for
Quitting a Job

Investment
12%
Said their organization currently
invests sufficiently in the
development of frontline
managers
Source: Harvard Business Review Survey

Investment
40%
Believe that frontline managers do
not receive sufficient tools and
training to develop into effective
leaders

Investment
60%
Of frontline managers claim to never
have received training before
stepping into a leadership role
Source: Workplace Leadership

Lack of Training and Tools
79%
Say the lack of frontline leadership tools,
training and development negatively
impacts their firm’s performance
“moderately” or “significantly”

Leverage
“Frontline managers…are directly responsible
for managing the vast majority of a company’s
employees and, therefore, have exceptional
leverage on company performance.”

Frontline Managers
50% 80%

2020 Challenges
• Sudden transition to the remote
workplace
• Budget cuts
• Impending layoffs
• Loss of key staff
• Sense of isolation
• Increased stress
• Little or no training for new
supervisors

Negative Impact
Which negative impacts have you experienced in
your organization?

Critical Skills
What skills are most critical now for
emerging frontline leaders?

Developing Frontline Leaders
Competitive
Advantage

Leadership Guidelines
1. Create an Optimistic Climate
2. Promote Collaborative Relationships
3. Encourage Exceptional Performance
4. Focus for High Impact
5. Cultivate Trust

“Research on emotional intelligence and emotional
contagion tells us that employees look to their
manager for cues about how to react to sudden
changes in crisis situations.”
Harvard Business Review
“Leading Teams: A Guide to Managing Your Newly
Remote Workers”
Create an
Optimistic Climate

Create an
Optimistic Climate
Two Steps
• Acknowledge the stress
• Affirm confidence

Create Collaborative
Relationships
What specifically can
the first-level
manager do to
encourage
collaboration?

Create Collaborative
Relationships
• Use video conferencing
• Plan virtual meetings with
interaction
• Delegate work to subgroups
• Have regular status update calls
• Hold weekly huddles

Encourage Exceptional
Performance
“If you micromanage too much, your employees’ skills,
talents, and insights can fall to the wayside, leaving you
with a team that only knows how to do what it's told.”
Jack Wallen, Pluralsight

Pitfalls of Micromanaging
Which of these pitfalls
have you seen in your
workplace?

Encourage Exceptional
Performance
“How can managers
encourage exceptional
performance without
micromanaging their teams?

Focus for High Impact
3 minutes

23 minutes

How can managers support their employees to focus for
high impact?

Cultivate Trust
What is the greatest trust
booster in the virtual
workplace?

Leadership Guidelines
1. Create an Optimistic Climate
2. Promote Collaborative Relationships
3. Encourage Exceptional Performance
4. Focus for High Impact
5. Cultivate Trust

Leadership Assessment
Complete the
leadership assessment.
http://netspeedlearning.com/leadership/assessment/

For Emerging Leaders

Emerging Leaders

Self Development
• Leading at Net Speed
• Building Open
Communication
• Working with
Communication Styles
• Writing for High Speed
Readers
• Connecting with Your Career
• Managing Time in Fast
Forward

Performance Management
• Hiring the Best Talent
• Getting the Right Start
• Delegating Smartly
• Coaching to Redirect
• Coaching Smart People
• Turning Performance
Problems Around

Team Performance
• Communicating to Influence
• Meeting Change with
Resilience
• Building the Total Team
• Transforming Team
Conflict
• Running Effective Meetings
• Managing Projects by Design

Organizational Impact
• Setting and Achieving Goals
• Creating an Inspiring Work
Culture
• Making Strategic
Decisions
• Leading Across Generations
• Thinking to Break the Box
• Appraising Performance

Year One
•Leading at Net
Speed
•Building Open
Communication
Self
•Coaching to
Redirect
•Turning Perf.
Problems Around
Performance
•Building the Total
Team
•Meeting Change
with Resilience
Team
•Setting and
Achieving Goals
•Appraising
Performance
Organization

NetSpeed Leadership 2®
1. Face-to-face Classroom Training (24, 3-hour
modules)
2. Web Training modules (24, 90-minute sessions)
3. Online reinforcement tools
4. NetSpeed Administrator™
(to report the impact of training)

Critical Role
“On nearly every performance
metric—from customer
satisfaction to employee
engagement to productivity to
achieving business goals to
contributing to effective
communications—frontline
managers play a fundamental
role in achieving business
priorities.”
--Harvard Business Review

Putting It All Together
Insights
Actions

Complete the Survey
• A link to view the slides from
this webinar
• A link to view the recording
• Download The Other Side of
the Desk ebook

Q & A

Preparing New Leaders for Frontline Management

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