| Effective frontline leadership skills in an organisation | | | | Coaching observations will usually establish that these |
| can have astonishing affects on business | | | | performers are not consistently applying the |
| performance. Frontline leaders who have the right skills | | | | appropriate behaviours or actions. |
| can take average employees at the frontline and | | | | It follows with average performers we need to follow |
| develop them into top performers. | | | | two steps that will motivate and develop performance. |
| The untapped potential for your bottom line is | | | | These are: |
| staggering. Think of it this way. In all businesses there is | | | | 1. Establish what the differences in behaviour and |
| a bell curve into which employee performance can be | | | | activity are between your high performers and |
| inserted. The average performer sits in the middle of | | | | average performers. |
| this curve, which makes up 60-70 percent of all your | | | | 2. Through effective leadership skills, we need to |
| employees. | | | | manage and lead average performers in a way that |
| Doing just enough to get by, these employees don't | | | | encourages them to more consistently use the critical |
| make a fuss, but don't do anything outstanding either. | | | | behaviours that distinguish high performers from |
| When you try and motivate these employees with the | | | | average performers. |
| techniques that work so well on your star performers | | | | You can provide your frontline leaders with the tools to |
| it just doesn't work. | | | | recognise these differences and how to effectively |
| This is because what motivates high performers | | | | lead employees with behaviours that encourage |
| doesn't usually motivate average performers. But there | | | | motivation and employee engagement. This is the area |
| are some excellent techniques that do motivate your | | | | where there is a substantial amount of untapped |
| average performers and effectively move the middle | | | | potential because so many frontline managers and |
| of the bell curve. | | | | frontline leaders fail to manage differently. |
| You need to manage and lead high performers | | | | It is common for companies to push their star |
| differently from the average or core performers. And, | | | | performers to squeeze that little bit more out of them |
| you need to manage and lead core performers | | | | because this group usually goes the extra mile. They |
| differently from low performers. | | | | are engaged and motivated employees. |
| With high performers you can manage by results. | | | | In this recession there's only so much squeezing that |
| They consistently achieve the desired results, and | | | | can continue to be done. |
| coaching observations typically pick up they are using | | | | Now it's time to look for new opportunities. Moving |
| the appropriate behaviours or actions to do so. | | | | your performance bell curve will have a significant |
| However, core performers aren't consistently | | | | impact on business KPIs. |
| achieving the desired results. | | | | |