How many times have you approached the end of the month only to realise that the frontline department had no hope of reaching its goals? At that point, it's too late to make a difference but for the future, a focus on frontline leadership techniques that improve performance could be just the thing to achieve success.
One aspect of effective frontline leadership that most supervisors dread is deciding on corrective action.
Only by measuring performance against monthly targets, KPIs, and individual goals can it be determined whether or not corrective action is appropriate.
It is important that all staff members be made aware of these targets and have access to the metrics that indicate how their performance rates against daily, weekly, and monthly breakdowns of the goals.
In this way, corrective action is based on objective grounds.
Coaching Before Corrective Action is Necessary It is the responsibility of the frontline supervisor to identify problems quickly and early so that the negative results can be minimised.
The supervisor's management skills of coaching and feedback are the most important tools to help recognise problems and work immediately to correct them.
The best way to correct inappropriate behaviours is to take an increasingly firm approach, per this suggested course of action: 1.
Use immediate feedback on a daily basis.
Don't wait until the incident is forgotten.
2.
Break down expected behavioural changes into attainable steps.
Focus on one change at a time and offer encouragement as each goal is achieved.
3.
Ask the employee to help brainstorm ways to change his or her behaviour.
Give them credit enough to be able to provide appropriate suggestions themselves.
If they cannot come up with anything, this in itself is a skill that needs to be honed through coaching.
4.
Prevent the employee from becoming defensive by looking forward instead of reliving past mistakes.
It is far more motivational to promote positive future change.
5.
Continually follow up to ensure that changes in behaviour are long-term and not just a fleeting effort.
6.
Lastly, consider stricter corrective action if these coaching methods fail to produce the desired results.
At this time, the employee is used to receiving feedback and coaching to improve his performance; further action should come as no surprise if he fails to change in the manner expected.
Corrective action should be the last resort.
It is only effective when all other options have been exhausted.
It may result in letting go of the employee but at least the supervisor can feel as if he or she has truly done everything possible to prevent this drastic measure through coaching techniques and consistent feedback.
One aspect of effective frontline leadership that most supervisors dread is deciding on corrective action.
Only by measuring performance against monthly targets, KPIs, and individual goals can it be determined whether or not corrective action is appropriate.
It is important that all staff members be made aware of these targets and have access to the metrics that indicate how their performance rates against daily, weekly, and monthly breakdowns of the goals.
In this way, corrective action is based on objective grounds.
Coaching Before Corrective Action is Necessary It is the responsibility of the frontline supervisor to identify problems quickly and early so that the negative results can be minimised.
The supervisor's management skills of coaching and feedback are the most important tools to help recognise problems and work immediately to correct them.
The best way to correct inappropriate behaviours is to take an increasingly firm approach, per this suggested course of action: 1.
Use immediate feedback on a daily basis.
Don't wait until the incident is forgotten.
2.
Break down expected behavioural changes into attainable steps.
Focus on one change at a time and offer encouragement as each goal is achieved.
3.
Ask the employee to help brainstorm ways to change his or her behaviour.
Give them credit enough to be able to provide appropriate suggestions themselves.
If they cannot come up with anything, this in itself is a skill that needs to be honed through coaching.
4.
Prevent the employee from becoming defensive by looking forward instead of reliving past mistakes.
It is far more motivational to promote positive future change.
5.
Continually follow up to ensure that changes in behaviour are long-term and not just a fleeting effort.
6.
Lastly, consider stricter corrective action if these coaching methods fail to produce the desired results.
At this time, the employee is used to receiving feedback and coaching to improve his performance; further action should come as no surprise if he fails to change in the manner expected.
Corrective action should be the last resort.
It is only effective when all other options have been exhausted.
It may result in letting go of the employee but at least the supervisor can feel as if he or she has truly done everything possible to prevent this drastic measure through coaching techniques and consistent feedback.
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