Leading Others: Frontline Leadership Training
The Leading Others training program and transition is uniquely based on the leadership first principles for leaders of others as outlined in the Leadership Pipeline book. It is an intensive program that gives the frontline leaders insights, tools and practical training in how to fully step up and into the role as a leader of others.
The program clarifies the specific responsibilities and performance expectations for the leader, and it ensures that the leader develops the right work values, time application and skills in order to be successful in the role. After the program, the leader will have a clear perspective on how they uniquely create value as a leader of others, and they will have learned to appreciate their role in leading others in the workplace.
Why Invest In Developing Leaders of Others?
Leaders of others are your front-line managers. They lead approximately 80-90% of all employees in the organization. This makes them a critical workforce. Leaders of others have the single highest day-to-day impact on engagement, motivation, attitude, job satisfaction, quality, and employee retention.
Leaders of others make the product or service happen which contributes significantly to business results. They oversee the actual work at every stage of the process and are responsible for the workforce that actually touches the product or delivers the service.
The result of a leader of others not performing their leadership role well, is immediately visible and measurable.
Target Audience
The target audience is leaders of others with individual contributors reporting to them. They maybe team leaders of small teams or larger teams. They may lead white collar or blue collar workers. The important thing is, that they are frontline managers with people manager responsibilities.
The program has a documented and validated track record of creating lasting change in terms of knowledge, attitude and behavior for both newly appointed leaders of others and for leaders of others with five or ten years of experience in the role.
Accordingly, most organizations design programs to capture the broad audience of leaders of others. The measurable impact of the program does not differ based on the participants’ experience. This may sound surprising. However, time itself does not help leaders make their transition. Often to the contrary. If leaders are not supported in their transition within the first 18 months after promotion, if they are not coached to find new ways of getting success, then they often end up going back to previous ways of finding success – namely, being the best individual contributor in the team.
Action Learning
Everything is based on the participant’s own day-to-day challenges, and in addition we will include the participant’s direct manager in the learning process.
Instead of the participants bringing the training back to the job, the participants bring their job into the training.
The integration of everyday life is so strong that participants often feel that participation in the program is like being at work rather than being on a program. Consequently, learning from the program is directly and immediately applicable when the participants return to their job.
Become a Certified Leader of Others
Upon completion of this frontline leadership development program, the participant can be registered as certified leaders of others and they are eligible to enroll in the LPI alumni forum which secures continuous learning many years after the program.
What Our Participants Say
“I knew it all, but now I understand it”
“Now that I understand what it takes to become a successful leader of others, I realize that I should rather pursue a specialist career”
“I now truly appreciate that I can only improve my own performance by supporting my team in improving their performance”
“I have been on many leadership skills programs, but it is only now I realize that it is my work values that have to be adjusted before I can fully step into my role”
“I clearly see that I need to take a more coaching approach to supporting my people instead of just fixing their problems”
From Individual Contributor to Leading Others
As something unique in the market, the leading others transition program will address all three key elements in the transition namely work values, time application and skills. Especially our unique ability to support leaders of others changing their work values is what creates new leadership skills and the lasting impact of the programs.
Below we have illustrated the key transition elements for a leader of others (frontline managers).
Leadership Program Content and Action Plan
Proven Learning Impact
We have road-tested leading other training with a long track record in terms of proven learning impact and employee performance. We will build on our track record and tailor the program to your organization’s specific needs for frontline leadership and, at a minimum, include:
Your human resource tools and processes
Clear link to your business needs
Specific content or exercises of your preference
Your company values
Your leadership model
Links to other leadership initiatives
Typical Transition Issues
In this frontline leadership training program, we will support leaders overcoming the typical transition issues for leaders of others. As you will probably notice, these are behaviors you also see with more experienced leaders of others.
Micromanages instead of delegating
Competes with direct reports about “knowing best”
Avoids tough conversations with direct reports
Takes over direct reports’ work rather than letting them do their own job
Feels that questions from direct reports are a disturbance rather than an opportunity to coach and develop them
Key Topics in the Program
Below, we have illustrated some of the core content of a typical leading others transition program. As you will notice, the entire frontline leadership program ties directly into the job that needs to get done for a leader of others. The final content and learning flow is designed in collaboration.
Program Flow
We have a core four-day training sessions program, but most organizations use a solution where they design a learning journey combining classroom days with different digitalized and on-line solutions for effective employee engagement.
Our mobile learning platform can support the program participant throughout the learning journey and thus support an immediate application of new work values, time application and skills.
As something unique, our mobile learning platform can also involve the participants’ direct manager throughout the learning journey. This will secure the full engagement of the manager in the learning process, which is one of the most important factors in embedding learning from training programs.
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