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