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Executive Briefing




      Six Keys to Unlocking the Potential of Frontline Managers

                                                          Assessment Edge
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www.profilesinternational.com
                                                          937.550.9580
©2010 Profiles International, Inc. All rights reserved.
Six Keys to Unlocking the Potential of Frontline Managers Copyright 2010 by Profiles International. Printed and bound in the United States of
America. All rights reserved. No part of the report may be reproduced in any form or by any electronic or mechanical means including
information storage and retrieval systems without written permission from the publisher.

Publisher
Profiles Research Institute
Dario Priolo, Managing Director
5205 Lake Shore Drive
Waco, Texas 76710-1732
Profiles International
l




Acknowledgements
CEO, Co-founder, Profiles International: Jim Sirbasku
President, Co-founder, Profiles International: Bud Haney
Editor-in-Chief: Dario Priolo
Managing Editor: Carrie D. Martinez
Assistant Editor: Natalie Hefner
Creative Director: Kelley Taylor




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                                                                                   Six Keys to Unlocking the Potential of Frontline Managers | 2
©2010 Profiles International, Inc. All rights reserved.
Introduction:
                                                          Six Keys to Unlocking the Potential of Frontline Managers
                                                          Times of change present many challenges for organizations, particularly for frontline
                                                          managers whose people will be responsible for implementing the change. Pressure to
                                                          perform is high, as are emotions, and everyone is expected to do more with less.

                                                          The effects of poor frontline management may be particularly damaging at service
                                                          companies, where researchers have consistently detected a causal relationship between
                                                          the attitudes and behaviors of customer‐facing employees on the one hand, and
                                                          customer perception of service quality on the other.

                                                          In service industries, research has found that three factors drive performance: the work
                                                          climate; the ways teams act together and the ways that things are done; and the
                                                          engagement, commitment and satisfaction of employees. Leadership—particularly the
                                                          quality of supervision and the nature of the relationships between supervisors and their
                                                          teams—is crucial to performance in each of these areas.




                     “
                                                          This fact inspired us to identify six keys to unlock the potential of frontline managers:

                                                           1. Identify employees with the capability and interest to be good managers
    Nearly 60% of frontline                                2. Help your managers clarify their teams’ goals and roles
managers underperform during                               3. Help your managers understand the people they manage
 their first two years and more
                                                           4. Help your managers understand themselves and how they impact their people
  than 50% would rather not
                                                           5. Don’t assume your managers know how or when to coach
         manage people.
         ‐ Corporate Executive Board
                                                           6. Minimize administrative work to give managers more time to develop people




                    ”
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©2010 Profiles International, Inc. All rights reserved.
                                                                                        Six Keys to Unlocking the Potential of Frontline Managers | 3
Six Keys to Unlocking the Potential of Frontline Managers

1. Identify employees with the capability and interest to be good managers

                                                          Don’t assume a top individual contributor will succeed as a manager.

                                                          We’ve probably all heard the story of the company that promoted its best sales person to a sales
                                                          management position, only to have the person fail miserably in the role and then leave the
                                                          company. Let’s face it, managing sales people to achieve a collective goal rather than directly
                                                          through individual efforts isn’t for everyone. Then there’s the administrative burden of overseeing
                                                          time and attendance, approving expense reports, interfacing with the muckety‐mucks in corporate
                                                          to implement a new policy that will go over with your team like a lead balloon, and of course, all of
                                                          the personal drama.

                                                          Although the prior example is a common one, the same situation often applies to creative,
                                                          technical and professional people as well. The best designer, programmer or attorney in your firm
                                                          will seldom make the best manager. Not everyone is cut out to do this job; nor does everyone want
                                                          to do this job. You need to identify these rare individuals and then have a clear plan for developing
                                                          them. Sadly, according to our research, two out of three organizations lack a process for doing this
                                                          (see AMPC follow‐up research).

                                                          Actions to identify employees with the capability and interest to be good managers:

                                                          • Use assessments to identify employees who demonstrate the behaviors and interests that will
                                                            make them successful managers.
                                                          • Help managers understand the core behaviors, capabilities and preferences of the people they
                                                            manage so that they can adapt their communication and management styles to get the most
                                                            from their people.
                                                          • Help managers develop the mindset that they will be more successful if the people they manage
                                                            succeed. This helps managers become invested in the success of each individual.

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                                                                                             Six Keys to Unlocking the Potential of Frontline Managers | 4
©2010 Profiles International, Inc. All rights reserved.
Six Keys to Unlocking the Potential of Frontline Managers

2. Help your managers understand their teams’ goals and roles

                                                           Think “big‐picture.”

                                                          Even a very willing and capable manager will not be successful unless she aligns her people and
                                                          efforts with the organization’s objectives. It is both difficult and frustrating for everyone to hit a
                                                          moving target.

                                                          One of the most productive steps you can take is to help your managers develop a clear
                                                          understanding of the results they need to achieve and how they’re going to achieve them. This
                                                          helps them align their people and activities with the outcomes most important to the
                                                          organization. It also creates a foundation for discussing resources, priorities and timing. When
                                                          everyone has a clear understanding of what is expected, then the manager can communicate this
                                                          and get everyone on the same page.

                                                          Whenever possible, work with your manager to set reasonable milestones and goals that are
                                                          leading indicators of her success. This too creates an effective starting point for progress and
                                                          performance discussions.

                                                          Actions to help your managers understand their teams’ goals and roles:

                                                          • Use these goals to create a personal “dashboard” that helps the manager set his own priorities
                                                            that drive results. Require the manager to update his goals weekly, and use his progress to
                                                            facilitate a coaching discussion. Finally, check back with the manager on a periodic basis to
                                                            ensure that his priorities and the individuals on his team are properly aligned.
                                                          • Create tools to help your managers communicate these requirements and track progress
                                                            toward these goals. Seek direct input from frontline employees in the form of employee
                                                            surveys and 360° management assessments to determine if the message is getting through.
                                                            Finally, encourage open communication between employees and their managers in order to
                                                            clarify job requirements and eliminate work that doesn’t add sufficient value.
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                                                                                               Six Keys to Unlocking the Potential of Frontline Managers | 5
©2010 Profiles International, Inc. All rights reserved.
Six Keys to Unlocking the Potential of Frontline Managers

3. Help your managers understand the people they manage

                                                          “No law or ordinance is mightier than understanding.” —Plato

                                                          Clearly defining goals and jobs is important, but people in those jobs need to perform if the
                                                          manager and the organization are to be successful. Each of us has our own style and
                                                          preferences, and this influences how we best respond to our managers. When a manager
                                                          understands his people, he can also be aware of potential conflict or “chemistry” issues
                                                          between himself and other members of the team. Thus the manager can be more aware of—
                                                          and proactive in—dealing with issues that may impact performance.

                                                          Additionally, nearly one in three people we surveyed did not believe that their organization
                                                          made good use of their abilities. This represents significant potential that the organization can
                                                          tap to improve productivity. When people feel valued and enjoy their work, they perform
                                                          better.

                                                          Actions to help your managers understand the people they manage:

                                                          • Human beings are complex creatures that can be very hard for the average manager to read,
                                                            especially in the early stages of the working relationship. Ironically, this is when the manager
                                                            needs the most help. A valid assessment process can be very helpful for an organization to
                                                            develop a deeper and more objective understanding of its people.
                                                          • Helping a manager to understand his people’s skills, behaviors and interests helps him build
                                                            on his people’s strengths and mitigate their weaknesses. It helps the manager communicate
                                                            better with the employee, zero in on the employee’s most critical developmental needs, and
                                                            focus both informal coaching dialogue and formal training and development investments in
                                                            the employee.



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                                                                                              Six Keys to Unlocking the Potential of Frontline Managers | 6
©2010 Profiles International, Inc. All rights reserved.
Six Keys to Unlocking the Potential of Frontline Managers

4. Help your managers understand themselves and how they impact their people
                                                          “A man is what he thinks all day long.” — Ralph Waldo Emerson

                                                          Self‐awareness is being conscious of what you're good at while acknowledging what you still
                                                          have yet to learn. This includes admitting when you don't have the answer and owning up to
                                                          mistakes. This is especially true when it comes to a manager’s leadership and communication
                                                          style. In many cases, managers don’t know what they don’t know. For example, if a manager
                                                          comes across as insensitive or aloof, point out the behavior and help him improve. It is
                                                          important for the manager to understand his natural management style and how it impacts
                                                          others both positively and negatively. The manager can’t be expected to improve if he never
                                                          receives concrete feedback.

                                                          Making a manager aware of his negative attitudes (“I am just another associate when I go on
                                                          the store floor,” and “My job is to make sure that tasks get done”) makes it easier for him to
                                                          accept change and develop the right skills and capabilities. By learning how to counter these
                                                          thoughts and adopt more positive ones (“I regularly provide my employees with constructive
                                                          feedback and tips,” and “My job is to ensure that tasks are complete and that customers are
                                                          served as well”), the manager can be aware of more appropriate behavior and thus improve his
                                                          performance.

                                                          Actions to help your managers understand themselves and how they impact their people:

                                                          • Management is all about people, and this requires a high degree of self‐awareness.
                                                            Managers should go through the same assessment process as their employees in order to
                                                            understand how their innate behaviors, interests and skills either complement or hinder
                                                            their personal interactions.
                                                          • It is also extremely valuable for managers to receive feedback from multiple constituents,
                                                             including their supervisors, peers and subordinates, to illuminate developmental needs,
                                                             misalignments and other issues that may be difficult to communicate openly under
                                                             challenging circumstances.
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                                                                                            Six Keys to Unlocking the Potential of Frontline Managers | 7
©2010 Profiles International, Inc. All rights reserved.
Six Keys to Unlocking the Potential of Frontline Managers

5. Don’t assume your managers know how or when to coach

                                                          “Confidence is contagious. So is lack of confidence.” –Vince Lombardi

                                                          Managers often aren’t truly coaching the front line. At over 1000 companies we surveyed, only
                                                          half of the respondents agreed that their direct supervisor coached them to do their very best. A
                                                          McKinsey survey of retail district managers, for example, showed that much of the time they
                                                          spend on frontline employees actually involved auditing for compliance with standards or solving
                                                          immediate problems (Exhibit 2).

                                                          Don’t take for granted that your managers know how or when to coach –even if they are very
                                                          experienced in their jobs. Coaching is a skill that requires training and continuous improvement if
                                                          you want your managers to achieve and sustain a high level of effectiveness. When you develop
                                                          the fundamental coaching skills of your managers, you will also develop a culture of coaching.

                                                          Actions to help your managers know how or when to coach:

                                                          • Help your manager understand his leadership style and motivation. Many of us have a number
                                                            of key leadership qualities, but we still need feedback so that we can build on our strengths
                                                            and fortify our weaknesses. In some cases where it is clear that a manager really isn’t ready to
                                                            lead, the discovery process can help identify other career options that are better suited to his
                                                            style and abilities.
                                                          • Provide feedback from multiple constituents. It is extremely valuable for managers to receive
                                                            feedback from their supervisors, peers and subordinates to illuminate developmental needs,
                                                            misalignments and other issues that may be difficult to communicate openly under
                                                            challenging circumstances.
                                                          • Develop the fundamental coaching skills of your managers, and develop a culture of coaching.


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                                                                                             Six Keys to Unlocking the Potential of Frontline Managers | 8
©2010 Profiles International, Inc. All rights reserved.
Six Keys to Unlocking the Potential of Frontline Managers

6. Minimize administrative work to give managers more time to develop people

                                                          Time is money, so maximize your return on investment

                                                          Time is a precious commodity, and time not spent managing must be kept to a bare minimum.

                                                          According to a recent study by management consulting firm McKinsey, across industries,
                                                          frontline managers spend 30 to 60 percent of their time on administrative work and meetings,
                                                          and 10 to 50 percent on non‐managerial tasks (traveling, participating in training, taking
                                                          breaks, conducting special projects, or undertaking direct customer service or sales
                                                          themselves). They spend only 10 to 40 percent actually managing frontline employees by, for
                                                          example, coaching them directly.

                                                          Poor time management is very unfortunate for the organization, the manager and employees.
                                                          Time spent developing people multiplies workforce productivity and sends the message that
                                                          every employee is respected and valued. And time not spent developing others places an
                                                          inordinate burden and stress on the manager who realizes that she will never be able to dig
                                                          herself out of the hole that has been created for her.

                                                          Actions to minimize administrative work to give managers more time to develop people:

                                                          • Think very carefully about the administrative tasks you assign to your frontline managers
                                                            and be sure that it adds sufficient value. Consider capturing fewer but more essential
                                                            indicators.
                                                          • Make the information easy to get so that they aren’t spending a whole lot of time
                                                            aggregating and formatting spreadsheets and making presentation decks look pretty.
                                                            Provide administrative support, and invest in tools or make the exercise so simple it can be
                                                            completed in a very short period of time.
                                                          • Then, minimize formal meeting times and interruptions that are administrative in nature.
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                                                                                             Six Keys to Unlocking the Potential of Frontline Managers | 9
©2010 Profiles International, Inc. All rights reserved.
Summary:
                                        Six Keys to Unlocking the Potential of Frontline Managers

                                          1. Identify employees with the capability and interest to be good managers
                                          2. Help your managers clarify their teams’ goals and roles
                                          3. Help your managers understand the people they manage
                                          4. Help your managers understand themselves and how they impact their people
                                          5. Don’t assume your managers know how or when to coach
                                          6. Minimize administrative work to give managers more time to develop people




www.profilesinternational.com
                                                                               Six Keys to Unlocking the Potential of Frontline Managers | 10
©2010 Profiles International, Inc. All rights reserved.
™
imagine great pe
– Who We Are                                               Risk Free Study
Profiles International helps organizations                 Contact us for a complimentary, risk free
worldwide create high‐performing workforces.               study offer for up to five of your employees.

Through our comprehensive employment                       Companies who work with us gain a
assessments and innovative talent management               competitive advantage by understanding their
solutions, our clients gain a competitive                  people at the deepest levels; how they think,
advantage by selecting the right people and                their natural tendencies, behaviors and
managing them to their full potential.                     preferences, and attitudes toward key
                                                           workplace issues. We are highly confident that
                                                           your organization will find this free study offer
                                                           to be of great value.
Contact Information
                                                           Profiles can help you ensure that you have the
www.assessmentedge.com                                     right people in the right jobs to achieve your
(937) 550-9580                                             objectives.

_ ____________________________                             Call us today!
Profiles International, Inc
5205 Lake Shore Dr. • Waco, TX 76710                       Assessment Edge (937)550-9580

imagine great people®
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 ©2010 Profiles International, Inc. All rights reserved.   Six Keys to Unlocking the Potential of Frontline Managers | 11
Introducing Profiles International

How We Do It – Overview of our assessments and solutions

                              Your Business Objective                                                      Our Popular Solutions
                 High‐level Strategic Workforce Management
                 Identifying high‐potential employees and managers                 PXT                                   CP360                         PSA   CSP
                 Strategic workforce and succession planning                       PXT                             PPI   CP360                         PSA   CSP
                 Restructuring, reorganizing and downsizing                        PXT                             PPI            PMF      WES         PSA   CSP   PLP
                 Post‐merger integration of organizations                          PXT                             PPI            PMF      WES         PSA   CSP   PLP
                 Everyday Workforce Management
                 Basic pre‐employment screening                           SOS                 PST
                 Screening, interviewing and selecting job candidates              PXT        PST         EBC                                          PSA   CSP
                 Onboarding new employees                                          PXT                             PPI            PMF
                 Improving employee productivity and work quality                  PXT                             PPI                     WES
                 Improving employee motivation and communication                                                   PPI            PMF      WES
                 Resolving conflict between co‐workers                                                             PPI
                 Selecting and managing teams                                                                      PPI
                 Evaluating management effectiveness                               PXT                             PPI   CP360             WES
                 Prioritizing management development needs                                                               CP360             WES
                 Sales and Customer‐facing Workforce Management
                 Screening, interviewing and selecting job candidates                         PST         EBC                                          PSA   CSP
                 Retaining and growing customers and accounts                                                                                          PSA   CSP   PLP
                 Improving sales performance                                                                       PPI   CP360    PMF      WES         PSA         PLP

                                                                 Legend    SOS    Step One Survey                        PMF     Profiles Managerial Fit
                                                                           PXT    ProfileXT                              WES     Workplace Engagement Survey
                                                                           PST    Profiles Skills Tests                  PSA     Profiles Sales Assessment
                                                                           EBC    Employee Background Checks             CSP     Customer Service Profile
                                                                           PPI    Profiles Performance Indicator         PLP     Profiles LoyaltyPro
                                                                          CP360   CheckPoint 360



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                                                                                                                Six Keys to Unlocking the Potential of Frontline Managers | 12
©2010 Profiles International, Inc. All rights reserved.
Introducing Profiles International

How We Do It – Assessment and solution descriptions

                                                          Step One Survey II® (SOSII)
                                                          The SOSII is a brief pre‐hire assessment that measures an individual’s basic work‐related values. It is
                                                          used primarily as a screening tool early in the candidate selection process.

                                                          This assessment provides valid insight into an applicant’s work ethic, reliability, integrity, propensity
                                                          for substance abuse, and attitudes toward theft — including property, data and time.




                                                          ProfileXT® (PXT)
                                                          The PXT assessment measures how well an individual fits specific jobs in your organization. The “job
                                                          matching” feature of the PXT is unique, and it enables you to evaluate an individual relative to the
                                                          qualities required to successfully perform in a specific job. It is used throughout the employee life
                                                          cycle for selection, on‐boarding, managing, and strategic workforce planning.

                                                          This assessment reveals consistent, in‐depth, objective insight into an individual's thinking and
                                                          reasoning style, relevant behavioral traits, occupational interests, and match to specific jobs in your
                                                          organization. It helps your managers interview and select people who have the highest probability
                                                          of being successful in a role, and provides practical recommendations for coaching them to
                                                          maximum performance. It also gives your organization consistent language and metrics to support
                                                          strategic workforce and succession planning, talent management and reorganization efforts.


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                                                                                                  Six Keys to Unlocking the Potential of Frontline Managers | 13
©2010 Profiles International, Inc. All rights reserved.
Introducing Profiles International

How We Do It – Assessment and solution descriptions

                                                          Profiles Performance Indicator™ (PPI)
                                                          The Profiles Performance Indicator is a DISC‐type assessment that reveals aspects of an individual's
                                                          personality that could impact their fit with their manager, coworkers and team, and their job
                                                          performance. It is used primarily for motivating and coaching employees, and resolving post‐hire
                                                          conflict and performance issues.

                                                          The PPI specifically measures an individual's motivational intensity and behaviors related to
                                                          productivity, quality of work, initiative, teamwork, problem solving, and adapting to change, as well
                                                          as response to conflict, stress, and frustration. The output from this assessment serves as an
                                                          “operator's manual” for an employee, which helps managers better motivate, coach, and
                                                          communicate with the employee. It also helps to predict and minimize conflict among co‐workers,
                                                          and it provides crucial information for improving team selection and performance.

                                                          A powerful feature of the PPI is the Team Analysis Report, designed to help managers form new
                                                          teams, reduce team conflict, improve team communication, improve their ability to anticipate
                                                          problems, and enhance their team leadership skills.

                                                          It helps evaluate overall team balance, strengths, and weaknesses, as well as team members’
                                                          personality characteristics along 12 key factors: control, composure, social influence, analytical,
                                                          patience, results orientation, precision, expressiveness, ambition, teamwork, positive expectancy,
                                                          and quality of work. It also provides team leaders with practical recommendations and action steps
                                                          to take in order to succeed in their jobs.




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                                                                                               Six Keys to Unlocking the Potential of Frontline Managers | 14
©2010 Profiles International, Inc. All rights reserved.
Introducing Profiles International

How We Do It – Assessment and solution descriptions

                                                     CheckPoint 360°™
                                                     The CheckPoint Management System is a 360‐degree assessment. It is used primarily to evaluate the
                                                     effectiveness of your managers and leaders. This assessment combines feedback from direct reports,
                                                     peers, supervisors, and even customers, with a personalized program for developing specific
                                                     leadership skills based on that feedback. This process highlights a manager’s job performance in 8
                                                     universal management competencies: communication, leadership, adapting to change, relationships,
                                                     task management, production, development of others, and personal development.

                                                     The CheckPoint 360 helps managers identify and prioritize their own development opportunities. And
                                                     it helps the organization to better focus management training and development investments;
                                                     proactively uncover misaligned priorities between senior executives and front‐line managers; and
                                                     surface management issues that could lead to low employee productivity, morale, job‐satisfaction,
                                                     and increased turnover.




                                                     Profiles Managerial Fit ™ (PMF)
                                                     People typically don’t quit their companies, they quit their bosses. Profiles Managerial Fit (PMF)
                                                     measures critical aspects of compatibility between a manager and their employees. This report offers
                                                     an in‐depth look at one’s approach to learning, as well as six critical dimensions of compatibility with
                                                     their manager: self‐assurance, conformity, optimism, decisiveness, self‐reliance, and objectivity.

                                                     Managers use this information for adapting their styles in order to get the most from each employee;
                                                     improve communication; increase engagement, satisfaction, and productivity; and reduce employee
                                                     turnover.
www.profilesinternational.com
                                                                                              Six Keys to Unlocking the Potential of Frontline Managers | 15
©2010 Profiles International, Inc. All rights reserved.
Introducing Profiles International

How We Do It – Assessment and solution descriptions

                                                          Workplace Engagement Survey (WES)
                                                          Our Workplace Engagement Survey (WES) measures the degree to which your employees connect
                                                          with their work and feel committed to the organization and its goals. This gives you and your
                                                          management team a detailed view of what influences engagement across all of your workforce
                                                          segments and how your employees compare statistically to the overall working population.

                                                          In addition, the WES measures “satisfaction with employer” and “satisfaction with manager” across
                                                          your entire organization, and gives recommendations for your organization to improve.


                                                          Profiles Skills Tests (PST)
                                                          Profiles International provides comprehensive assessments to measure essential knowledge and
                                                          skills. We use powerful technologies, such as performance‐based testing, which simulates popular
                                                          software products like Microsoft Office, to ensure accurate, reliable, assessment of knowledge,
                                                          skills, and abilities. Our skills assessments cover Software Skills, Clerical Skills, Call Center Skills,
                                                          Accounting and Finance, Medical, Nursing, Legal, Industrial, Computer Literacy, Retail, Food
                                                          Services, Information Technology, Staffing, and Human Resources.


                                                          Employee Background Checks (EBC)
                                                          Profiles International provides comprehensive employee background checks for our clients. These
                                                          include Consumer Credit Reports, Criminal History Record, Drivers' History Report (DMV), Education
                                                          Verification, Employment History Verification, Foreign Nationals Terrorist Sanctions Search (OFAC,
                                                          CLFST & OSFI), Identity Verification Search, Incarceration Records Search, Military Service
                                                          Verification, Cursory Nationwide Criminal Index Database Search (CNID), and many more.

www.profilesinternational.com
                                                                                                  Six Keys to Unlocking the Potential of Frontline Managers | 16
©2010 Profiles International, Inc. All rights reserved.
Who We Are
        Profiles International helps organizations worldwide create high‐performing workforces.

        Through our comprehensive employment assessments and innovative talent management solutions,
        our clients gain a competitive advantage by selecting the right people and managing them to their
        full potential.

        Where We Are
        Profiles serves 122 countries
        around the globe and has
        material in 32 languages.

        Contact Us
        Assessment Edge


        (937) 550‐9580




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                                                                Six Keys to Unlocking the Potential of Frontline Managers | 17
©2010 Profiles International, Inc. All rights reserved.

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Six Keys to Unlocking the Potential of Frontline Managers

  • 1. Executive Briefing Six Keys to Unlocking the Potential of Frontline Managers Assessment Edge www.assessmentedge.com www.profilesinternational.com 937.550.9580 ©2010 Profiles International, Inc. All rights reserved.
  • 2. Six Keys to Unlocking the Potential of Frontline Managers Copyright 2010 by Profiles International. Printed and bound in the United States of America. All rights reserved. No part of the report may be reproduced in any form or by any electronic or mechanical means including information storage and retrieval systems without written permission from the publisher. Publisher Profiles Research Institute Dario Priolo, Managing Director 5205 Lake Shore Drive Waco, Texas 76710-1732 Profiles International l Acknowledgements CEO, Co-founder, Profiles International: Jim Sirbasku President, Co-founder, Profiles International: Bud Haney Editor-in-Chief: Dario Priolo Managing Editor: Carrie D. Martinez Assistant Editor: Natalie Hefner Creative Director: Kelley Taylor www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 2 ©2010 Profiles International, Inc. All rights reserved.
  • 3. Introduction: Six Keys to Unlocking the Potential of Frontline Managers Times of change present many challenges for organizations, particularly for frontline managers whose people will be responsible for implementing the change. Pressure to perform is high, as are emotions, and everyone is expected to do more with less. The effects of poor frontline management may be particularly damaging at service companies, where researchers have consistently detected a causal relationship between the attitudes and behaviors of customer‐facing employees on the one hand, and customer perception of service quality on the other. In service industries, research has found that three factors drive performance: the work climate; the ways teams act together and the ways that things are done; and the engagement, commitment and satisfaction of employees. Leadership—particularly the quality of supervision and the nature of the relationships between supervisors and their teams—is crucial to performance in each of these areas. “ This fact inspired us to identify six keys to unlock the potential of frontline managers: 1. Identify employees with the capability and interest to be good managers Nearly 60% of frontline 2. Help your managers clarify their teams’ goals and roles managers underperform during 3. Help your managers understand the people they manage their first two years and more 4. Help your managers understand themselves and how they impact their people than 50% would rather not 5. Don’t assume your managers know how or when to coach manage people. ‐ Corporate Executive Board 6. Minimize administrative work to give managers more time to develop people ” www.profilesinternational.com ©2010 Profiles International, Inc. All rights reserved. Six Keys to Unlocking the Potential of Frontline Managers | 3
  • 4. Six Keys to Unlocking the Potential of Frontline Managers 1. Identify employees with the capability and interest to be good managers Don’t assume a top individual contributor will succeed as a manager. We’ve probably all heard the story of the company that promoted its best sales person to a sales management position, only to have the person fail miserably in the role and then leave the company. Let’s face it, managing sales people to achieve a collective goal rather than directly through individual efforts isn’t for everyone. Then there’s the administrative burden of overseeing time and attendance, approving expense reports, interfacing with the muckety‐mucks in corporate to implement a new policy that will go over with your team like a lead balloon, and of course, all of the personal drama. Although the prior example is a common one, the same situation often applies to creative, technical and professional people as well. The best designer, programmer or attorney in your firm will seldom make the best manager. Not everyone is cut out to do this job; nor does everyone want to do this job. You need to identify these rare individuals and then have a clear plan for developing them. Sadly, according to our research, two out of three organizations lack a process for doing this (see AMPC follow‐up research). Actions to identify employees with the capability and interest to be good managers: • Use assessments to identify employees who demonstrate the behaviors and interests that will make them successful managers. • Help managers understand the core behaviors, capabilities and preferences of the people they manage so that they can adapt their communication and management styles to get the most from their people. • Help managers develop the mindset that they will be more successful if the people they manage succeed. This helps managers become invested in the success of each individual. www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 4 ©2010 Profiles International, Inc. All rights reserved.
  • 5. Six Keys to Unlocking the Potential of Frontline Managers 2. Help your managers understand their teams’ goals and roles Think “big‐picture.” Even a very willing and capable manager will not be successful unless she aligns her people and efforts with the organization’s objectives. It is both difficult and frustrating for everyone to hit a moving target. One of the most productive steps you can take is to help your managers develop a clear understanding of the results they need to achieve and how they’re going to achieve them. This helps them align their people and activities with the outcomes most important to the organization. It also creates a foundation for discussing resources, priorities and timing. When everyone has a clear understanding of what is expected, then the manager can communicate this and get everyone on the same page. Whenever possible, work with your manager to set reasonable milestones and goals that are leading indicators of her success. This too creates an effective starting point for progress and performance discussions. Actions to help your managers understand their teams’ goals and roles: • Use these goals to create a personal “dashboard” that helps the manager set his own priorities that drive results. Require the manager to update his goals weekly, and use his progress to facilitate a coaching discussion. Finally, check back with the manager on a periodic basis to ensure that his priorities and the individuals on his team are properly aligned. • Create tools to help your managers communicate these requirements and track progress toward these goals. Seek direct input from frontline employees in the form of employee surveys and 360° management assessments to determine if the message is getting through. Finally, encourage open communication between employees and their managers in order to clarify job requirements and eliminate work that doesn’t add sufficient value. www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 5 ©2010 Profiles International, Inc. All rights reserved.
  • 6. Six Keys to Unlocking the Potential of Frontline Managers 3. Help your managers understand the people they manage “No law or ordinance is mightier than understanding.” —Plato Clearly defining goals and jobs is important, but people in those jobs need to perform if the manager and the organization are to be successful. Each of us has our own style and preferences, and this influences how we best respond to our managers. When a manager understands his people, he can also be aware of potential conflict or “chemistry” issues between himself and other members of the team. Thus the manager can be more aware of— and proactive in—dealing with issues that may impact performance. Additionally, nearly one in three people we surveyed did not believe that their organization made good use of their abilities. This represents significant potential that the organization can tap to improve productivity. When people feel valued and enjoy their work, they perform better. Actions to help your managers understand the people they manage: • Human beings are complex creatures that can be very hard for the average manager to read, especially in the early stages of the working relationship. Ironically, this is when the manager needs the most help. A valid assessment process can be very helpful for an organization to develop a deeper and more objective understanding of its people. • Helping a manager to understand his people’s skills, behaviors and interests helps him build on his people’s strengths and mitigate their weaknesses. It helps the manager communicate better with the employee, zero in on the employee’s most critical developmental needs, and focus both informal coaching dialogue and formal training and development investments in the employee. www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 6 ©2010 Profiles International, Inc. All rights reserved.
  • 7. Six Keys to Unlocking the Potential of Frontline Managers 4. Help your managers understand themselves and how they impact their people “A man is what he thinks all day long.” — Ralph Waldo Emerson Self‐awareness is being conscious of what you're good at while acknowledging what you still have yet to learn. This includes admitting when you don't have the answer and owning up to mistakes. This is especially true when it comes to a manager’s leadership and communication style. In many cases, managers don’t know what they don’t know. For example, if a manager comes across as insensitive or aloof, point out the behavior and help him improve. It is important for the manager to understand his natural management style and how it impacts others both positively and negatively. The manager can’t be expected to improve if he never receives concrete feedback. Making a manager aware of his negative attitudes (“I am just another associate when I go on the store floor,” and “My job is to make sure that tasks get done”) makes it easier for him to accept change and develop the right skills and capabilities. By learning how to counter these thoughts and adopt more positive ones (“I regularly provide my employees with constructive feedback and tips,” and “My job is to ensure that tasks are complete and that customers are served as well”), the manager can be aware of more appropriate behavior and thus improve his performance. Actions to help your managers understand themselves and how they impact their people: • Management is all about people, and this requires a high degree of self‐awareness. Managers should go through the same assessment process as their employees in order to understand how their innate behaviors, interests and skills either complement or hinder their personal interactions. • It is also extremely valuable for managers to receive feedback from multiple constituents, including their supervisors, peers and subordinates, to illuminate developmental needs, misalignments and other issues that may be difficult to communicate openly under challenging circumstances. www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 7 ©2010 Profiles International, Inc. All rights reserved.
  • 8. Six Keys to Unlocking the Potential of Frontline Managers 5. Don’t assume your managers know how or when to coach “Confidence is contagious. So is lack of confidence.” –Vince Lombardi Managers often aren’t truly coaching the front line. At over 1000 companies we surveyed, only half of the respondents agreed that their direct supervisor coached them to do their very best. A McKinsey survey of retail district managers, for example, showed that much of the time they spend on frontline employees actually involved auditing for compliance with standards or solving immediate problems (Exhibit 2). Don’t take for granted that your managers know how or when to coach –even if they are very experienced in their jobs. Coaching is a skill that requires training and continuous improvement if you want your managers to achieve and sustain a high level of effectiveness. When you develop the fundamental coaching skills of your managers, you will also develop a culture of coaching. Actions to help your managers know how or when to coach: • Help your manager understand his leadership style and motivation. Many of us have a number of key leadership qualities, but we still need feedback so that we can build on our strengths and fortify our weaknesses. In some cases where it is clear that a manager really isn’t ready to lead, the discovery process can help identify other career options that are better suited to his style and abilities. • Provide feedback from multiple constituents. It is extremely valuable for managers to receive feedback from their supervisors, peers and subordinates to illuminate developmental needs, misalignments and other issues that may be difficult to communicate openly under challenging circumstances. • Develop the fundamental coaching skills of your managers, and develop a culture of coaching. www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 8 ©2010 Profiles International, Inc. All rights reserved.
  • 9. Six Keys to Unlocking the Potential of Frontline Managers 6. Minimize administrative work to give managers more time to develop people Time is money, so maximize your return on investment Time is a precious commodity, and time not spent managing must be kept to a bare minimum. According to a recent study by management consulting firm McKinsey, across industries, frontline managers spend 30 to 60 percent of their time on administrative work and meetings, and 10 to 50 percent on non‐managerial tasks (traveling, participating in training, taking breaks, conducting special projects, or undertaking direct customer service or sales themselves). They spend only 10 to 40 percent actually managing frontline employees by, for example, coaching them directly. Poor time management is very unfortunate for the organization, the manager and employees. Time spent developing people multiplies workforce productivity and sends the message that every employee is respected and valued. And time not spent developing others places an inordinate burden and stress on the manager who realizes that she will never be able to dig herself out of the hole that has been created for her. Actions to minimize administrative work to give managers more time to develop people: • Think very carefully about the administrative tasks you assign to your frontline managers and be sure that it adds sufficient value. Consider capturing fewer but more essential indicators. • Make the information easy to get so that they aren’t spending a whole lot of time aggregating and formatting spreadsheets and making presentation decks look pretty. Provide administrative support, and invest in tools or make the exercise so simple it can be completed in a very short period of time. • Then, minimize formal meeting times and interruptions that are administrative in nature. www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 9 ©2010 Profiles International, Inc. All rights reserved.
  • 10. Summary: Six Keys to Unlocking the Potential of Frontline Managers 1. Identify employees with the capability and interest to be good managers 2. Help your managers clarify their teams’ goals and roles 3. Help your managers understand the people they manage 4. Help your managers understand themselves and how they impact their people 5. Don’t assume your managers know how or when to coach 6. Minimize administrative work to give managers more time to develop people www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 10 ©2010 Profiles International, Inc. All rights reserved.
  • 11. ™ imagine great pe – Who We Are Risk Free Study Profiles International helps organizations Contact us for a complimentary, risk free worldwide create high‐performing workforces. study offer for up to five of your employees. Through our comprehensive employment Companies who work with us gain a assessments and innovative talent management competitive advantage by understanding their solutions, our clients gain a competitive people at the deepest levels; how they think, advantage by selecting the right people and their natural tendencies, behaviors and managing them to their full potential. preferences, and attitudes toward key workplace issues. We are highly confident that your organization will find this free study offer to be of great value. Contact Information Profiles can help you ensure that you have the www.assessmentedge.com right people in the right jobs to achieve your (937) 550-9580 objectives. _ ____________________________ Call us today! Profiles International, Inc 5205 Lake Shore Dr. • Waco, TX 76710 Assessment Edge (937)550-9580 imagine great people® www.profilesinternational.com ©2010 Profiles International, Inc. All rights reserved. Six Keys to Unlocking the Potential of Frontline Managers | 11
  • 12. Introducing Profiles International How We Do It – Overview of our assessments and solutions Your Business Objective Our Popular Solutions High‐level Strategic Workforce Management Identifying high‐potential employees and managers PXT CP360 PSA CSP Strategic workforce and succession planning PXT PPI CP360 PSA CSP Restructuring, reorganizing and downsizing PXT PPI PMF WES PSA CSP PLP Post‐merger integration of organizations PXT PPI PMF WES PSA CSP PLP Everyday Workforce Management Basic pre‐employment screening SOS PST Screening, interviewing and selecting job candidates PXT PST EBC PSA CSP Onboarding new employees PXT PPI PMF Improving employee productivity and work quality PXT PPI WES Improving employee motivation and communication PPI PMF WES Resolving conflict between co‐workers PPI Selecting and managing teams PPI Evaluating management effectiveness PXT PPI CP360 WES Prioritizing management development needs CP360 WES Sales and Customer‐facing Workforce Management Screening, interviewing and selecting job candidates PST EBC PSA CSP Retaining and growing customers and accounts PSA CSP PLP Improving sales performance PPI CP360 PMF WES PSA PLP Legend SOS Step One Survey PMF Profiles Managerial Fit PXT ProfileXT WES Workplace Engagement Survey PST Profiles Skills Tests PSA Profiles Sales Assessment EBC Employee Background Checks CSP Customer Service Profile PPI Profiles Performance Indicator PLP Profiles LoyaltyPro CP360 CheckPoint 360 www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 12 ©2010 Profiles International, Inc. All rights reserved.
  • 13. Introducing Profiles International How We Do It – Assessment and solution descriptions Step One Survey II® (SOSII) The SOSII is a brief pre‐hire assessment that measures an individual’s basic work‐related values. It is used primarily as a screening tool early in the candidate selection process. This assessment provides valid insight into an applicant’s work ethic, reliability, integrity, propensity for substance abuse, and attitudes toward theft — including property, data and time. ProfileXT® (PXT) The PXT assessment measures how well an individual fits specific jobs in your organization. The “job matching” feature of the PXT is unique, and it enables you to evaluate an individual relative to the qualities required to successfully perform in a specific job. It is used throughout the employee life cycle for selection, on‐boarding, managing, and strategic workforce planning. This assessment reveals consistent, in‐depth, objective insight into an individual's thinking and reasoning style, relevant behavioral traits, occupational interests, and match to specific jobs in your organization. It helps your managers interview and select people who have the highest probability of being successful in a role, and provides practical recommendations for coaching them to maximum performance. It also gives your organization consistent language and metrics to support strategic workforce and succession planning, talent management and reorganization efforts. www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 13 ©2010 Profiles International, Inc. All rights reserved.
  • 14. Introducing Profiles International How We Do It – Assessment and solution descriptions Profiles Performance Indicator™ (PPI) The Profiles Performance Indicator is a DISC‐type assessment that reveals aspects of an individual's personality that could impact their fit with their manager, coworkers and team, and their job performance. It is used primarily for motivating and coaching employees, and resolving post‐hire conflict and performance issues. The PPI specifically measures an individual's motivational intensity and behaviors related to productivity, quality of work, initiative, teamwork, problem solving, and adapting to change, as well as response to conflict, stress, and frustration. The output from this assessment serves as an “operator's manual” for an employee, which helps managers better motivate, coach, and communicate with the employee. It also helps to predict and minimize conflict among co‐workers, and it provides crucial information for improving team selection and performance. A powerful feature of the PPI is the Team Analysis Report, designed to help managers form new teams, reduce team conflict, improve team communication, improve their ability to anticipate problems, and enhance their team leadership skills. It helps evaluate overall team balance, strengths, and weaknesses, as well as team members’ personality characteristics along 12 key factors: control, composure, social influence, analytical, patience, results orientation, precision, expressiveness, ambition, teamwork, positive expectancy, and quality of work. It also provides team leaders with practical recommendations and action steps to take in order to succeed in their jobs. www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 14 ©2010 Profiles International, Inc. All rights reserved.
  • 15. Introducing Profiles International How We Do It – Assessment and solution descriptions CheckPoint 360°™ The CheckPoint Management System is a 360‐degree assessment. It is used primarily to evaluate the effectiveness of your managers and leaders. This assessment combines feedback from direct reports, peers, supervisors, and even customers, with a personalized program for developing specific leadership skills based on that feedback. This process highlights a manager’s job performance in 8 universal management competencies: communication, leadership, adapting to change, relationships, task management, production, development of others, and personal development. The CheckPoint 360 helps managers identify and prioritize their own development opportunities. And it helps the organization to better focus management training and development investments; proactively uncover misaligned priorities between senior executives and front‐line managers; and surface management issues that could lead to low employee productivity, morale, job‐satisfaction, and increased turnover. Profiles Managerial Fit ™ (PMF) People typically don’t quit their companies, they quit their bosses. Profiles Managerial Fit (PMF) measures critical aspects of compatibility between a manager and their employees. This report offers an in‐depth look at one’s approach to learning, as well as six critical dimensions of compatibility with their manager: self‐assurance, conformity, optimism, decisiveness, self‐reliance, and objectivity. Managers use this information for adapting their styles in order to get the most from each employee; improve communication; increase engagement, satisfaction, and productivity; and reduce employee turnover. www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 15 ©2010 Profiles International, Inc. All rights reserved.
  • 16. Introducing Profiles International How We Do It – Assessment and solution descriptions Workplace Engagement Survey (WES) Our Workplace Engagement Survey (WES) measures the degree to which your employees connect with their work and feel committed to the organization and its goals. This gives you and your management team a detailed view of what influences engagement across all of your workforce segments and how your employees compare statistically to the overall working population. In addition, the WES measures “satisfaction with employer” and “satisfaction with manager” across your entire organization, and gives recommendations for your organization to improve. Profiles Skills Tests (PST) Profiles International provides comprehensive assessments to measure essential knowledge and skills. We use powerful technologies, such as performance‐based testing, which simulates popular software products like Microsoft Office, to ensure accurate, reliable, assessment of knowledge, skills, and abilities. Our skills assessments cover Software Skills, Clerical Skills, Call Center Skills, Accounting and Finance, Medical, Nursing, Legal, Industrial, Computer Literacy, Retail, Food Services, Information Technology, Staffing, and Human Resources. Employee Background Checks (EBC) Profiles International provides comprehensive employee background checks for our clients. These include Consumer Credit Reports, Criminal History Record, Drivers' History Report (DMV), Education Verification, Employment History Verification, Foreign Nationals Terrorist Sanctions Search (OFAC, CLFST & OSFI), Identity Verification Search, Incarceration Records Search, Military Service Verification, Cursory Nationwide Criminal Index Database Search (CNID), and many more. www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 16 ©2010 Profiles International, Inc. All rights reserved.
  • 17. Who We Are Profiles International helps organizations worldwide create high‐performing workforces. Through our comprehensive employment assessments and innovative talent management solutions, our clients gain a competitive advantage by selecting the right people and managing them to their full potential. Where We Are Profiles serves 122 countries around the globe and has material in 32 languages. Contact Us Assessment Edge (937) 550‐9580 www.profilesinternational.com Six Keys to Unlocking the Potential of Frontline Managers | 17 ©2010 Profiles International, Inc. All rights reserved.