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Front-line managers hold the key to staff performance

BearingPoint. Institute Walking the walk: making front-line managers successful To ensure continuity and experience, most front-line managers are promoted from 'within the ranks'. However, many are poorly equipped to perform successfully in their new role. 80% Front-line managers have usually been promoted into the role because of their content expertise. They are rarely best equipped to be good managers yet directly supervise up to 80% of the workforce. 16% 22% How front-line managers Active Inactive spend their time Active management involves front-line managers providing coaching, guidance, assistance and support to their staff in a positive and constructive way. Their goal is to optimise the 14% Typical front-line manager Passive 13% 35% Admin Direct effective utilisation of the resource under their control. 5% Ideally front-line managers should be spending at least 60% of their time 'actively managing'. Unfortunately, the reality can be quite different. Inactive 10% Admin An active manager 5% Direct 70% 10% Active Passive Even natural leaders need help too Management as a science has been around for a long time – a lot has been learned and understood. The onus is on organisations to ensure its newly promoted managers in pivotal front-line roles are appropriately equipped with this understanding. Today's front-line managers are tomorrow's senior executives. Just because they are in a leadership position, don't assume they know what they are doing. BEIO05-CML-IN

Front-line managers hold the key to staff performance

shared by BEI on Jan 26
Whilst many organisations say that their employees are their most important asset, their actions do not always reflect their words. In this article we look at the role of front-line management in unlo...




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