Educating frontline leaders: Sustainable business success

Frontline leaders in service and retail hold a unique and challenging position. They bridge the gap between customer-facing teams and business management, keeping day-to-day operations on track while ensuring their teams stay motivated and deliver great customer service. It’s no small task—even on the best of days. 

How do you train these new leaders who often get pulled into daily operational tasks instead of having the space to work on the wider direction of their teams? 

In episode four of L&D in 20, Monica Rothgery, a former COO of KFC US, author, and consultant, underscores the importance of investing in the development of these leaders, particularly in soft skills and leadership. She argues that by equipping these employees with the right knowledge around team management, operational efficiency, problem-solving, and customer service, everyone benefits. Teams will be happier, employee churn rate lowers, and business goals are met faster.  

Read on for Monica’s practical insights for organizations looking to build a strong, self-sufficient team of frontline leaders. 

The importance of soft skills 

Communication, empathy, and problem-solving are just some of the crucial soft skills for effective leadership, but they need to be taught. Employees in frontline roles are often young and have risen rapidly through the ranks. Last week, they were a shift manager, today they're an assistant manager, and six months into the future, they’re the store manager, all within one year. 

When did they have time to learn how to manage conflict, or how to monitor a store’s productivity? Monica emphasized that it's crucial for organizations to have systems in place to educate their leaders in these skills.

For example, a manager who can effectively communicate expectations and provide constructive feedback is more likely to have a motivated and high-performing team. Similarly, a manager who can empathize with employees and understand their challenges is better equipped to address issues and foster a supportive culture. While technical skills are important, they’re not enough to ensure success in a leadership role. By investing in the development of these soft skills, organizations can create a more cohesive and resilient workforce. 

Building self-sufficient new managers 

Another critical aspect of frontline leadership development is building self-sufficient managers from day one on the job. Monica suggests that organizations should focus on equipping these managers with the skills and confidence to handle shifts independently. This reduces the burden on higher-level managers and frees up their time to focus on crucial tasks. It also ensures that the organization can operate smoothly, even in the absence of senior leadership. 

Self-sufficient managers are better prepared to make decisions, solve problems, and manage unexpected situations. This level of autonomy is essential in a fast-paced environment where quick and effective decision-making can make the difference between a positive and a negative customer experience. By fostering this independence, organizations can create a more agile and responsive workforce. 

The role of leadership training 

So, how do we get there? How can you help your leaders on the ground be there for their teams, while simultaneously working towards business goals? To build a team of confident frontline leaders, start with comprehensive leadership training programs. These programs should focus on both the technical and soft skills. Monica recommends a combination of formal training sessions, mentorship programs, and on-the-job learning opportunities. 

Formal training sessions can cover topics like effective communication, conflict resolution, and team management. Here at Go1, we work with content providers like Hemsely Fraser and Harvard ManageMentor who specialize in these topics. You can even take it a step further with our expert curated playlists like Get Started in Leadership: Tips for New Leaders & Managers and Develop your Future Leaders. 

Mentorship programs, on the other hand, provide a more personalized approach, allowing junior managers to learn from experienced leaders and gain valuable insights into best practices. Lastly, on-the-job learning opportunities, such as shadowing senior managers and taking on leadership roles in smaller projects, can build confidence and competence.  

For practical skills, content delivery should be fast, short, and ideally at their workstation, so they can apply new learnings straight away. Employees across service and retail face fast-paced environments that can throw up challenges at any moment. The ideal blend of learning enables employees to understand key points quickly, and is applicable to their tasks and responsibilities. 

The strategic benefits 

If you want to make a real change in your life, you often have to start at the bottom. If you want to run a marathon, you don’t aim for running a marathon in your first training session. You start with a jog, and once you can do this well, you increase your distance and your speed. Change one manageable component at a time, get the basics right, and over time, you’ll have made significant changes. The same goes for your organization.  

Investing in the development of frontline leaders is equivalent to investing in the cornerstones of your operations. First and foremost, it ensures that the organization has a strong bench of capable leaders who can step up when needed. This is particularly important in an industry like service or retail where turnover is high, and the availability of skilled leaders can be a challenge. 

Additionally, well-trained frontline leaders can contribute to the organization's strategic goals. For example, rather than acting as an overpaid team member firefighting daily operational challenges, they can focus on sales building, leadership, and financial analysis.

These are the critical areas for the long-term success of the business. As Monica put it, “We didn't need to teach them how to make chicken. They were awesome at that. We needed to teach them how to think and behave like leaders and business owners.” 

Investing in the development of frontline leaders is a strategic imperative for organizations in the service and retail industry. By focusing on soft skills and building self-sufficient junior managers, organizations can create a more resilient and capable workforce. Monica Rothgery's insights highlight the importance of comprehensive leadership training programs that equip managers with the skills they need to succeed.

By helping these leaders step away from day-to-day operational tasks, you give them the space to analyze what’s going on around them, to think critically, and to recognize where issues or opportunities lie. By prioritizing the development of frontline leaders, organizations can't only improve operational efficiency but also foster a culture of excellence and continuous improvement. 

For more on the topic of upskilling frontline leaders who are new to management, be sure to check out L&D in 20 Episode 4: Empowering frontline leaders: Lessons from fast food to Fortune 500 with Monica Rothgery