Frontline Leadership Development By Managers

Two organizations, two different industries, two different countries - a similar approach to develop frontline leaders.

a: Unlocking the DNA of the Adaptable Workforce (The IBM Global Human Capital Study 2008)
b: The Game is On At GameStop GO volume 5, Number 1 2009 by Development Dimensions International

Both organizations had recognized the importance of developing their frontline leaders as they have the most influence on their teams and together impact the majority of the workforce.

Both organizations had also decided to have managers play a significant role in the development of frontline leaders. Why use managers as facilitators/ coaches? Firstly, they can relate training concepts to the real world at the workplace, contextualizing the leadership concepts for the frontline leaders. Secondly, when they teach it, they are going to know it and reinforce it and it becomes a part of the organization’s culture which in turn will encourage the frontline leaders to practice the same leadership concepts. In the process, the managers themselves are also being developed as they take on this role of developing their subordinates.

In both organizations, the support from higher levels of organizational leadership had been critical to the success of the initiative to develop frontline leaders. The initiative was not seen as a HR initiative but as a cultural initiative which needed support from the top managers and from managers across functions.

What are we in The Lion Group doing to develop our frontline leaders? To what extent are the managers involved? We should and we must act on these two questions before it is too late.