Designed By:

Leadership Kavya Devarashetty

Neha Sharma
Development
Under the Guidance of :
Suite 1.0 Dr. Deepak Sharma
Unlocking the Potential of Frontline Managers
According to a survey done by Microsoft, internally, the following findings and conclusions were made.

Findin Nearly 70 percent of senior executives are only

g “Somewhat Satisfied” or “Not At All Satisfied” with the

performance of their companies’ frontline managers.

Findin A vast majority of Frontline Managers, i.e. 81% said
g that they are not satisfied with their own performance.

Reason Companies’ training programs were not designed to

help frontline managers, despite the potential impact
their jobs can have on the business.

Frontline managers received little training, which does

not prepare them for leadership responsibilities.

Solution A Training Program with emphasis on leadership and No. of respondents: 1961
interpersonal skills. Figures in percentages (%)
Roles of a Frontline Manager

Frontline managers are the managerial glue of a business,

responsible for many critical day-to-day operations.

They are the first-level or first-time managers, often newly

promoted into their first leadership role.

01 Fire Fighter 02 Auditor 03 Micromanager 04 Coach

Assign; Oversee completion of Perform assigned tasks, gain Spend time directing,
Perform assigned tasks; Identify
work by others leverage from direct reports coaching, managing others
and fix problems; Confront the
lower level employees

LEADERSHIP PRESENTATION 3
Purpose of the
Training Program

The purpose of this training program is to

equip frontline managers with the critical
competencies in focus, to excel as a leader.

LEADERSHIP PRESENTATION 4
Critical Competencies In Focus

01 02 03 04 05

Team Effective Delegation Conflict Emotional

Building Communication of Work Resolution Intelligence

LEADERSHIP PRESENTATION 5
Objectives
1 To enable attendees to communicate effectively and efficiently, by
improving their communication skills.

2 To develop the acumen for persistence, active listening and

constructive feedback skills for coaching the team members.

To empower and motivate staff to realize their potential, by delegating

3 tasks strategically with a clear explanation of the authority and thereby
responsibility bestowed.

4 To develop adaptability in the diversified workplace of today, enabling

the management of a dynamic workforce.

5 To equip the trainees with various conflict management techniques and

the resolution strategies thereof.

To develop emotional stability and self efficacy leading to

6 higher motivation and in turn better job performance.

LEADERSHIP PRESENTATION 6
Outcomes 1 Effectual communication and cross-functional collaboration in the
workplace.

2 Exhibit greater competence and confidence in assigning work and

responsibilities.

3 To translate the new knowledge into business success by leveraging

personality and emotional intelligence in the workplace.

4 Application of conflict management techniques and resolution

strategies to address confrontation in the workplace.

5 The skill of effectively managing emotions in difficult situations arising

in the workplace.

LEADERSHIP PRESENTATION 7
Details for the Training
No. of Participants Participant Cadre

10 Frontline
Managers

Mode of Training No. of Training Days Pre Training Work

• MBTI Questionnaire
In House activity 3 days spanning over • In House Coaching Program
filled classroom 3 weeks Preference Form
training • Questionnaire for the team
members of the attendees

LEADERSHIP PRESENTATION 8
Training Module
Evaluation
After 1 month, a one-hour in-
Pre and Post Training class “refresher” to discuss
Questionnaire filled by how they have been using the
the teams led by the leadership models in their
attendees everyday challenges.

Experience shared by
Weekly Feedback at attendees as they tried
the end of every to incorporate the
session learnings in the given
activities

LEADERSHIP PRESENTATION 15
Mini Case let
Background: The members of your project team are in serious conflict. They have split into two groups. The last team
meeting was a disaster with four members of the team sitting on one side of the table and the other four on the other
side. You could feel the tension in the air. You ended the meeting after only 30 minutes as it was apparent nothing was
getting resolved at that time. You scheduled another meeting for the following Wednesday as you needed time to
prepare your strategy. You scheduled a meeting with each member of the team individually to understand what was
going on from their perspective. During the individual meetings with the team members, you learned the following:
Not all team members felt that they were heard in meetings and true consensus had not been reached in the past.
Rather, team members felt that they were “pushed” into coming to agreement on solutions to past problems that arose
on the project. During a few brainstorming sessions, team members felt that ideas were discarded in favor of ideas that
were easy to do and no real brainstorming took place. Team members felt that some other members of the team were
getting away with not completing tasks on time or of poor quality and that was impacting the workload of everyone
else. Early on in the project the team never worked through how conflict would be managed when it did arise on the
project. You had collaborated with this team for the project and given a quick start without knowing much about the
group dynamics. What could be the way forward to resolve the conflict among the team members?

LEADERSHIP PRESENTATION 16
Observer Checklist
Questions Yes No
Did the delegator explain the importance of the
task?

Did the delegator explain how to do the task?

Did the delegator present the expected results in a

SMART goal?

Did the delegator give the employee the authority

to do the task?
Did the delegator set a deadline and checkpoints?
Did the delegator ask the employee to summarize
the task?
Did the delegator encourage the employee to ask
questions? LEADERSHIP PRESENTATION 17
Test Your Emotional Intelligence
Questionnaire
Question Very Seldom Sometimes Often Very Often
Seldom
Treating people badly
Living by the adage “Do as I say, not as I do,”
Focusing on too many things at once
Pushing too hard on the task and forgetting the
people
Not giving clear direction
Giving inconsistent direction
Not taking responsibility for failure
Focusing on the detail and forgetting to tell the “whys”
or the big picture
Showing little or no personal commitment to the
vision
18
Allowing people who aren’t performing the job to LEADERSHIP PRESENTATION
THANK
YOU