How is it that we get excited by games and sports, but often not about work?
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How is it that we get excited by games and sports, but often not about work?
Last week we took a look at the things that frontline managers can do to make behaviour inefficient, and thereby ensure poor performance from their team. This week we’ll take a look Gilbert’s model for engineering high performance. And we’ll compare the factors in that model with the key drivers of employee engagement identified through global research.
Employee engagement, or employee motivation if you prefer that term, is important to you and your organisation. There is now considerable evidence from many sources that low employee engagement generates lower employee productivity, business unit performance and profit; along with generating higher employee theft, accident rates and employee turnover.
Why would you ask questions to kick butt? Your job as a frontline manager is to manage the behaviour of your team members to ensure they are doing the right things to achieve the results you need. When they’ve done the wrong thing or nothing at all, our inclination can be to tell them. Tell them what they’ve done wrong. Tell them what they haven’t done. And tell them what they need to do differently. However, often there is a better way.
Leadership training fails. Actually, you already know this.
Let me explain…
Relationships.
There it is. That’s your lot. For frontline managers, leadership is about relationships. Period.
If you’d like more than one word, stick around. Let me expand…
Like the old saying goes, practice makes perfect. Get your basic frontline leadership skills right and then practice, practice, practice.
Creating a vibrant team that is motivated with high morale can be a daunting a task. Sometimes it’s a task that can seem nearly impossible, especially if your people are disengaged with their work and the organisational culture.
When leadership concepts are applied specifically to frontline managers’ positions it is important to focus on and develop specific skills in conjunction with role’s traditional responsibilities.
Frontline leadership, when done well, can have a remarkable impact on organisations’ business performance. What do we mean by effective frontline leadership skills and what do they include?