More Related Content Similar to Preparing New Leaders for Frontline Management (20) More from Cynthia Clay (20) Preparing New Leaders for Frontline Management2. Ā© 2016 NetSpeed Learning Solutions. All rights reserved.
Objectives
ā¢ Describe the leadership skills prized
by emerging leaders
ā¢ Ensure that your organization attracts
and retains Millennial talent
ā¢ Developing emerging leaders in Self-
Development, Performance
Management, Team Performance,
and Organizational Impact
3. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 3
About Cynthia Clay
ā¢ 25+ years of leadership
development experience
ā¢ Author of Great Webinars
ā¢ Chief Architect of NetSpeed
LeadershipĀ® and the new Virtual
Leaderā¢ program
4. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 4
Purpose
What is driving your organizationās desire to
develop your emerging leaders?
5. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 5
2 million
each month
6. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 6
Why People Leave
The primary reason someone quits a job is:
ā He/she is underpaid
ā He/she is overworked
ā He/she wants to develop his/her career
ā He/she has a poor relationship to his/her manager
ā He/she wants to relocate
7. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 7
Quitting
Poor
Relationship
with a Manager
#1 Reason for
Quitting a Job
8. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 8
Investment
12%
Said their organization currently
invests sufficiently in the
development of frontline
managers
Source: Harvard Business Review Survey
9. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 9
Investment
40%
Believe that frontline managers do
not receive sufficient tools and
training to develop into effective
leaders
Source: Harvard Business Review Survey
10. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 10
Investment
60%
Of frontline managers claim to never
have received training before
stepping into a leadership role
Source: Workplace Leadership
11. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 11
Lack of Training and Tools
79%
Say the lack of frontline leadership tools,
training and development negatively
impacts their firmās performance
āmoderatelyā or āsignificantlyā
Source: Harvard Business Review Survey
12. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 12
Leverage
āFrontline managersā¦are directly responsible
for managing the vast majority of a companyās
employees and, therefore, have exceptional
leverage on company performance.ā
Source: Harvard Business Review Survey
13. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 13
Frontline Managers
50% 80%
14. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 14
Critical Role
āOn nearly every performance
metricāfrom customer
satisfaction to employee
engagement to productivity to
achieving business goals to
contributing to effective
communicationsāfrontline
managers play a fundamental
role in achieving business
priorities.ā
--Harvard Business Review
15. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 15
Enter the Millennial Generation
16. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 16
Who Are They?
The generation born
from 1982 ā 2002.
17. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 17
Millennials into Management
ā25% of the Millennial generation are moving
into leadership roles.ā
Eric Reed
āHow Millennial Managers are Shaping the
Workforceā
18. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 18
Negative Impact
What is the likely result of frontline managers
who lack critical skills?
ā Overworked managers
ā Underperforming teams
ā Little employee development
ā Lower quality
ā Lower productivity
ā Customer dissatisfaction
ā Reduced employee engagement
ā Lower profitability
19. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 19
Critical Skills
What skills are most critical for
emerging frontline leaders?
ā Coaching and feedback
ā Goal setting
ā Delegating
ā Executing tasks and assignments
ā Communicating clearly
ā Handling performance problems
ā Motivating and inspiring
ā Business acumen
ā Running meetings
20. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 20
Chat
What is your organization already doing to
develop these new leaders?
21. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 21
Developing Frontline Leaders
Competitive
Advantage
22. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 22
Investment
2X more
5X more
23. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 23
Need for Investment
āWe may be unconsciously harming our
organizations by giving short shrift to those at
lower levels.ā
Victor Lipman
Harvard Business Review
24. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 24
Chat
Why do organizations spend
so much time and money
developing senior leaders at
the expense of developing
frontline leaders?
25. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 25
Transition to Leadership
āMost students of management agree that the
transition from employee to manager is one of the
most challenging in business. It brings new roles and
responsibilities, new ways of looking at organizations,
and new ways of relating to peers and multiple
constituencies.ā
Victor Lipman
Harvard Business Review
26. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 26
āWe Want to Leadā
27. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 27
We Need Leadership
28. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 28
Movement is a Given
Is your organization concerned?
29. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 29
Millennial Values
āMillennial managers emphasize benefits and
training in an effort to keep employees happy.ā
CEO of Me
30. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 30
For Emerging Leaders
31. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 31
Emerging Leaders
32. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 32
Self Development
ā¢ Leading at Net Speed
ā¢ Building Open
Communication
ā¢ Working with
Communication Styles
ā¢ Writing for High Speed
Readers
ā¢ Connecting with Your Career
ā¢ Managing Time in Fast
Forward
33. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 33
Leadership Assessment
Complete the
leadership assessment.
http://netspeedlearning.com/leadership/assessment/
34. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 34
Performance Management
ā¢ Hiring the Best Talent
ā¢ Getting the Right Start
ā¢ Delegating Smartly
ā¢ Coaching to Redirect
ā¢ Coaching Smart People
ā¢ Turning Performance
Problems Around
35. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 35
Team Performance
ā¢ Communicating to Influence
ā¢ Meeting Change with
Resilience
ā¢ Building the Total Team
ā¢ Transforming Team
Conflict
ā¢ Running Effective Meetings
ā¢ Managing Projects by Design
36. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 36
Organizational Impact
ā¢ Setting and Achieving Goals
ā¢ Creating an Inspiring Work
Culture
ā¢ Making Strategic
Decisions
ā¢ Leading Across Generations
ā¢ Thinking to Break the Box
ā¢ Appraising Performance
37. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 37
Year One
ā¢Leading at Net
Speed
ā¢Building Open
Communication
Self
ā¢Coaching to
Redirect
ā¢Turning Perf.
Problems Around
Performance
ā¢Building the Total
Team
ā¢Meeting Change
with Resilience
Team
ā¢Setting and
Achieving Goals
ā¢Appraising
Performance
Organization
38. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 38
Year Two
ā¢Working with
Comm Styles
ā¢Connecting with
your Career
Self
ā¢Hiring the Best
Talent
ā¢Delegating
Smartly
Performance
ā¢Transforming
Team Conflict
ā¢Running Effective
Meetings
Team
ā¢Creating Inspiring
Work Culture
ā¢Leading Across
Generations
Organization
39. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 39
How Millennials Learn
How do they prefer
to learn?
40. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 40
How Millennials Learn
ā¢ Interactively
ā¢ Collaboratively
ā¢ Connected via technology (mobile)
ā¢ Bite-sized
ā¢ On demand 24/7
ā¢ Online or virtual
ā¢ Gamified (if relevant)
41. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 41
Leadership Development
68%
53%
Prefer online
classes for
leadership
development
Prefer
mentoring for
leadership
development
42. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 42
For Emerging Leaders
43. Ā© 2016 NetSpeed Learning Solutions. All rights reserved.
NetSpeed Leadership 2Ā®
1. Face-to-face Classroom Training (24, 3-hour
modules)
2. Web Training modules (24, 90-minute sessions)
3. Online reinforcement tools
4. NetSpeed Administratorā¢
(to report the impact of training)
44. Ā© 2016 NetSpeed Learning Solutions. All rights reserved.
Delivery Options
Train-the-Trainer/Certification
Workshop delivery by NetSpeed-
certified Trainers
Face-to-face or virtual classroom
45. Ā© 2016 NetSpeed Learning Solutions. All rights reserved.
Online Reinforcement
Job Aid Cards
Electronic Magazine
NetSpeed On The Jobā¢
NetSpeed CoachĀ®
NetSpeed Administrator
46. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 46
Putting It All Together
Insights
Actions
47. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 47
Complete the Survey
ā¢ A link to view the slides from this
webinar
ā¢ A link to view the recording
ā¢ Up to 25 leaders may complete
the online self assessment (with
an aggregate report)
ā¢ Download The Other Side of the
Desk ebook
49. Ā© 2016 NetSpeed Learning Solutions. All rights reserved. 49
Sources
Pew Research Center: āMillennials in Adulthoodā
Intelligence Group: āWhat Millennials Want in the Workplaceā
Virtuali and Workplace Trends: āThe Millennial Leadership Studyā
Thin Difference: āNew Leadership 101ā
Brandon Hall Group: āEmerging Millennial Leadersā
Deloitte: āMillennial Survey 2016ā
Harvard Business Review Survey 2014
Bersin by Deloitte: Leadership Development Facebook 2014