Last week we checked out why you would ask questions to kick butt. This week we’ll examine how you might go about this.
-
RSS Links
Pages
Topics
Archives
Last week we checked out why you would ask questions to kick butt. This week we’ll examine how you might go about this.
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.
I’ve just been reviewing a case study on the outcomes of Frontline Leadership consulting, training and support work we’ve been undertaking with one of our clients. There were key frontline leadership problems described which echo what I’ve been hearing from many clients and prospective clients.
Similar problems have been highlighted in a recent report from the Center for Creative Leadership. They regard the gap between current leadership bench strength and future leadership demands as a serious liability for organisations.
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.
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.