KEY POINTS:
Global research shows there is an alarming lack of effective frontline leadership throughout the corporate world. New Zealand frontline leadership shows similar trends. Why should we be worried - if we've got effective leadership at the top level how much of an impact do frontline leaders have on overall company performance?
In our experience, frontline managers are crucial to the relationship between people and business performance. To such an extent that frontline leaders are vital in influencing employees' attitudes towards the organisation and their job, and they are one of the most important factors in developing organisational commitment. The chain effect of effective frontline leadership is improved company performance, a healthier bottom line, and a decrease in employee turnover and absenteeism.
Frontline leaders often find themselves promoted into their position because of their technical abilities, but with little or no experience on how to lead teams of people. Frontline leadership skills can be learnt, but it takes considerable effort because it will usually require behaviour change.
The most effective drivers of employee performance are rarely included in New Zealand business performance measures. With this combination it's no wonder our frontline leaders are behind the eight ball. Current frontline leadership styles are largely ineffective because they ignore basic human instincts.
Brava's observations of high-performing frontline managers show that fair and accurate informal feedback on performance from a knowledgeable source is the single most effective driver of employee performance. To be effective the feedback must be continuous throughout the working week, it should be voluntary, detailed, immediate and positive.
Managers should aim to get this driver right, because it impacts on total performance by nearly 40 per cent. The feedback driver reflects how we, as humans, have subconsciously ticked for eons. Positive attention of others strongly reinforces behaviours while actions that are ignored or receive negative attention are less likely to be repeated.
What enabled humans to survive through the ages is an underused and very powerful technique in frontline leadership. In Brava's experience the difference continuous positive feedback has is remarkable. Clients have experienced double digit percentage improvements across key performance indicators and business results.
Because of its power and ridiculously low cost, the use of continuous, voluntary, detailed, immediate and informal praise and recognition is one of the greatest lost opportunities in business today.
* Blair Stevenson is the founder and managing director of Brava, specialist in frontline leadership.
