Those that matter. First-line Management

During the past months, companies have been approaching us with first-line management issues, i.e. issues concerning group and team leaders as well as foremen. Very often companies have to fight the fact that first-line leaders do not possess enough knowledge in the field of management nor are they able to make effective decisions. As aptly summarized by one client: "Few people are available, and we don’t have time. We have to recruit managers of groups and teams, because without them, the company cannot function. The problem is that they have no experience in leading people. They can handle the professional part, but unfortunately this is no longer sufficient." This situation is accentuated by the lack of high-quality employees in the labor market as well as by its fluctuations. If your company is trying to solve similar issues, have a think about the following facts, they should be able to help you.

First-line Management is essential for corporate success

According to a study published by the Harvard Business Review, first-line management is of paramount importance for company success. One of the main reasons is that first-line managers directly affect up to 80 % of employees. They are in direct contact with them, assign tasks, take note of tight deadlines, and of course, they report to their superiors. Based on the aforementioned study, 77% of senior executives state that first-line managers play a decisive role in achieving business goals and high labor productivity. They are the ones that bridge the gap between strategic goals (company management) and ordinary employees that fulfill these goals and visions. First-line managers must be equipped with good knowledge and skills not only in a relevant branch but also in the fields of leadership and people management, which seems to be the main issue.

Their performance ratings are falling

Based on research, first-line management lacks important competences in areas such as innovation, leadership, strategic thinking, decision-making and the ability to inspire others. 90 % of top managers state that the lack of these competences leads to a rapid reduction in the overall employee engagement and thus the company's entire productivity. In order to defend first-line management, however, it is important to mention that it is not always a mistake on their behalf. For various reasons, companies are lagging in the development of this group of managers. Only 12 % of companies said they adequately invest their funds in systematic education of the lowest management.

Lack of high-quality education

The most frequently mentioned deficiency in the education of first-line management is the spasmodic character of development courses as well as the fragmentation of topics they cover. We have always experienced this in our professional lives, one or two-day workshops, where we were supposed to learn new skills and better apply them in next-day practice. Unfortunately, the reality is somewhere else, we forget most of the information from these workshops within a few days, and we are even less able to use it effectively in the work environment. The last aspect of poor educational efficiency is its thematic fragmentation, seeing as even well-prepared workshops miss the essence of problems that group leaders address in the workplace.

JuiceUP Company Program

It is not a coincidence that first-line management and its development are the main focus in JuiceUP. Group leaders are as important for companies as captains are for their soccer teams. They cement teams, push them forward, and encourage them in difficult situations. Our specialized programs point to the necessary competencies in the fields of leadership and engagement. Our aim is primarily to enable participants of these programs to be able to fully exploit their new skills under real conditions. We, therefore, prepare programs for our clients, that include, in addition to workshop methods, elements of outdoor education and on-the-job consultation/training. The whole development process then serves to enable first-line managers to effectively lead others, spread engagement across the corporate culture and increase the productivity of the whole company.

If you are currently dealing with the same issues or have any questions about first-line management, please feel free to contact us. In JuiceUP, we are always happy to help.

1) Frontline Managers: Are They Given the Leadership Tools to Succeed? Harvard Business Review - Ideas and Advice for Leaders [online]. Copyright © 2018 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School