6 tips for front-line leadership development
Shaping the future of learning
It’s not controversial to say that the front line matters. Market researchers consistently agree that companies are increasing their investment in developing front-line leaders, i.e., those who directly manage line employees. According to Bersin, companies tripled investment from 2009 to 2012. According to Training Magazine, “Management/Supervisory Training” led the pack for how many companies plan to increase investment out of ten content areas they track.
And research shows that improving the performance of front-line leaders really does make a difference. According to the Leadership Development Roundtable of the Corporate Executive Board, “Shifting an effective manager to an effective people manager can improve employee performance by 25%, employee engagement by 29% and employee retention by 40%”.
At Kineo, we’ve been spending time recently talking with companies about how they develop front-line leaders. Many are telling us that they wish they had a better way. In particular, they seem concerned about transfer. How can they ensure that front-line leaders actually apply what they learn in training back to their jobs?
Everyone hopes they can get better at training their managers. But as renowned Army General Gordon R. Sullivan once said, “Hope is not a method.” Perhaps we should adopt this more action-oriented version of it from General Carl Vuono: “Don’t tell me what you hope will happen, don’t tell me what you wish you could do. Give me a plan that makes it happen”.
Make it happen
When it comes to ensuring that front-line leaders actually apply on the job the skills we address in training, does your company “have a plan that makes it happen”? If you'd like to find out more about making your plans a reality, get in touch - we'd love to help.
Read the full version of this article on the Learning Solutions Magazine website.