Typical bottlenecks in management and front-line work
In our client projects, we often encounter typical bottlenecks in management and front-line work, which it is good to dismantle and remove to enable success. Below are examples of topics typically encountered in our projects:
- The manager/supervisor needs support for self-sufficiency and time management - work is constantly putting out fires, and there is not enough time and energy to take care of oneself
- The manager does not understand his role as the employer's representative - "It's not me, but the management team/company"
- Management is uneven - this can be seen, for example, in the fact that different teams and/or shifts have their own rules of the game and ways of working, which erodes the common culture and causes both dissatisfaction and turnover among the staff
- There is a lot to be desired when it comes to implementing things and achieving goals - the manager/supervisor has been liked, but the business goals are lagging behind
- Common rules of the game for front-line work are missing – The company does not have a unified management culture and employee experience
- There is little discussion, thanks and addressing deviations - The supervisor lacks key communication and feedback skills
- There is a lack of skills and interest in managing people - Managing things only takes you to a certain point.
The company's success is ultimately based on how people agree to work together for common goals and in accordance with the common operating method (culture). Good front-line work is decisive in whether success and the desired change is achieved or not. For this reason, the development of management and front-line work in the aforementioned themes is very important. Next, we look at what kind of concrete quantitative and qualitative benefits better management and front-line work can bring to the organization. If you already know you want support, yes take contact!
The financial benefits of developing management and front-line work
The American Society for Training and Development (ASTD) conducted a comprehensive study, according to which companies that invest in leadership development achieved an average of about three to four times the return on their investment. This is based, among other things, on the fact that a well-managed organization can improve employee commitment and productivity and reduce turnover.
The Center for Creative Leadership (CCL) conducted a study where they found that leadership development can produce up to eight times the return on investment. This is based on the fact that good leaders can have a significant impact on the organization's performance, efficiency and ability to innovate.
An article published in the "Harvard Business Review" (HBR) stated that an investment in leadership development can yield up to a twenty-fold return. This was because good leaders can improve organizational performance, help achieve strategic goals and ensure long-term success.
It is important to note that these estimates are based on different circumstances and organizations, and results may vary significantly. However, in general, leadership and front-line development can provide significant financial benefits, as good leaders can influence many different areas of an organization, such as productivity, profitability and employee engagement.
Better management and front-line work lead to a higher-quality organization
Avolio, Walumbwa, and Weber (2009) studied the effects of leadership development on employee engagement, job satisfaction, and overall organizational culture in their study "Leadership: Current Theories, Research, and Future Directions." The conclusion of this study is that improving management skills can have a significant positive impact on employee participation, job satisfaction and overall quality of work life.
In their study "The Impact of Leadership Development on Organizational Performance," Collins and Holton (2004) found that leadership development programs can significantly improve communication and interaction skills among managers, resulting in better relationships with employees. According to the aforementioned study, good management and front-line work also reduce conflicts. This promotes a more positive work environment and organizational culture.
Goleman, Boyatzis and McKee (2002) in their book “Primal Leadership” point out that effective leadership development can lead to better emotional intelligence among leaders. This emotional intelligence is linked to higher employee morale and lower turnover because leaders can better understand and respond to the emotional needs of their team members.
Summary
As we have discussed in this article, management and front-line work enable better success of the company, both financially and qualitatively. This is supported both by several studies, only a few of which fit as sources for this article, and by the results achieved with our customers. This is why developing these knowledge and skills is worthwhile. If you want to ensure the positive effects of management and front-line work in your organization, take contact!
