be better than average research report - australia - ddi australia

Written byBruce Watt, Ph.DMark BusineSamantha York

Be Better Than Average: A Study on the State of Frontline Leadership: An Australian Perspective

If one word could describe the job of

being a frontline leader today, it would

be “harder.” Growing demands for greater

productivity, more innovation, and doing

more with less, have made leading at the

frontline as challenging—or even more

challenging—as ever.

The Talent Management Expert

Trend Research

Be Better Than Average: The State of Frontline Leadership

3

HR has little confidence in frontline leaders .......................................................................... 5

Bench strength is weak ......................................................................................................... 6

Loss of team member engagement is the primary impact

of poor frontline leadership .................................................................................................... 7

Lack of interpersonal skills is the #1 reason frontline leaders fail ......................................... 8

Frontline leaders are unprepared for the role ...................................................................... 11

Frontline leaders don’t have the skills they need for the future .......................................... 13

The changing skills of frontline leaders: frontline leaders increasingly

need strategic skills ............................................................................................................. 14

Most hiring decisions for frontline leaders are based on

manager recommendations ................................................................................................. 15

Only 1 in 5 rate their frontline leadership development programs

as high or very high quality.................................................................................................. 17

Leaders are developed primarily to master their current role ............................................ 18

When programs follow a planful journey approach,

the quality of the development program increases ............................................................. 18

Traditional classroom training is still the primary delivery

method for frontline leadership development ..................................................................... 19

Findings and Insights at a Glance


The result? The state of frontline leadership is best described as average.But why? Is it the fault of the leaders themselves? Is it their organisations?Or a combination of both?

This report explores these questions by examining the current state offrontline leader quality, and what organisations are doing both right andwrong to set up their frontline leaders for success.

We also examine the implications of these findings, and offer recommendations for improving the quality and effectiveness of the frontline leadership in your organisation.

In 2013, DDI Australia surveyed 224 HR professionals on the state of frontline leadershipto better understand how their leaders are handling the demands of today.

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THE SITUATION

THERE ARE SERIOUS CONCERNS ABOUT THE QUALITY OF FRONTLINE

LEADERSHIP IN AUSTRALIA

Year after year, surveys are released that shine a light on the plight of the frontline

leader—a plight that seems to remain little changed, even given the significant

investments organisations continue to make in leadership development. This begs

the question: Why? This is a serious problem, because mediocrity at this crucial

leadership level leaves organisations vulnerable when it comes to understanding

and meeting clients’ needs, engaging employees, and executing business strategy

“where the rubber meets the road.”

Our survey revealed two key symptoms of frontline leader mediocrity: low confidence

and a weak bench.

HR has little confidence in frontline leaders

Figure 1 shows the strikingly low degree of confidence HR professionals have in their

organisation’s frontline leaders. Only 15 percent of the Australian HR professionals

surveyed said they had high confidence in their organisation’s frontline leaders.

A staggering 85 percent of Australian HR professionals rated their confidence level

as low to moderate—this doesn’t instil much hope for the future state of leadership

in most organisations, as the frontline level feeds the mid- and senior-level ranks.

FIGURE 1: HR PROFESSIONALS’ LEVEL OF CONFIDENCE IN THEIR ORGANISATION’S FRONTLINE

LEADERS

5

Low

confidence

Moderate

confidence

High

confidence

29%

56%

15%

What is a frontline

leader?

Frontline leaders are

those first-level

managers or supervisors

who lead teams of

people. They must

engage their teams to

perform at high levels

to get work done, drive

results, and serve

customers.

Very WeakDangerousshortages

WeakLot of

shortages

MixedLeadersreadyand

shortages

3%

29%

53%

StrongMost

frontlineleadersready

14%

Very StrongAll

frontlineleadersready

1%

6Be Better Than Average: The State of Frontline Leadership

Bench strength is perceived as weak

Just as they do for mid-level and senior-level roles, organisations need a strong

bench to fill frontline leader roles. According to our survey (Figure 2), just 15 percent

of HR professionals feel their organisation has a strong bench ready to fill frontline

leader roles over the next three years. Almost a third (32 percent) report their

bench strength as weak, with significant shortages.

The most common rating was a mixed one, with about half (53 percent) indicating

that their frontline bench strength was neither particularly strong nor especially weak.

In other words, mediocre.

FIGURE 2: HOW HR PROFESSIONALS RATE THEIR ORGANISATION’S FRONTLINE LEADER

BENCH STRENGTH

What does mediocre frontline leadership look like?

Leadership mediocrity matters because of the impact it has on team members,

customers, and the organisation. When frontline leaders are ineffective, any number

of negative results follow.

When we asked HR professionals to identify the most common negative results that

emerge when frontline leaders fail (Figure 3), an overwhelming number indicated that

low team member engagement, loss of productivity, and departures are the most

common outcomes of frontline leader failure.

FIGURE 3: MOST COMMON OUTCOMES OF LEADER FAILURE

Avoiding outcomes such as these requires an understanding of what causes the

problem. That means seeing what leaders do wrong and also what responsibility

their organisations must bear. In the subsequent sections, we will examine both of

these areas.


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Loss of team member engagement

Loss of productivity

Team members left organisation

Leader left organisation

Loss of leader engagement

Forced to move leader back to individual contributor

Loss of profit

Other

82%

78%

72%

71%

40%

34%

31%

4%

“Loss of team member

engagement is the

primary outcome when

frontline leaders fail.”

82%

49%

48%

40%

35%

32%

30%

30%

26%

25%

16%

16%

15%

9%

6%

6%

5%

56%

24%

33%

20%

21%

12%

15%

15%

17%

21%

7%

8%

12%

8%

4%

7%

3%

WHERE FRONTLINE LEADERS ARELACKING

Frontline leaders don’t have the skills they need for today and the future—a fact

borne out by our survey.

As the survey results show, lack of interpersonal skills is the #1 reason frontline

leaders fail (Figure 4). This finding was consistent across industries and

organisation size. While the Australia result is particularly alarming, it is consistent

with the findings from a similar survey of U.S. and Canadian HR professionals,

which also revealed that conflict-avoidance, lack of strategic skills, and lack of

training were among the top-five most common reasons for failure.

FIGURE 4: MOST COMMON REASONS FOR FRONTLINE LEADER FAILURE


Lack of interpersonal skills

Conflict-avoidance

Lack of strategic skills

Lack of mentorship

Lack of training

Managing former colleagues

Inability to execute objectives

Inability to build partnerships

Poor decision making

Lack of trust building

Other

Lack of innovation

Arrogance

Lack of technical skills

Managing associates their same age or older

Managing multiple generations

Impulsive

“Lack of interpersonal

skills is the #1 reason

frontline leaders fail.”

Australia

U.S.

FRONTLINE LEADER FAILURE IS NOT SOMETHING THAT HAPPENS

IN A VACUUM

When a frontline leader fails, his or her failure can have serious ramifications for both

the team and the organisation as a whole. To complement the findings in Figure 4,

irrespective of the outcome the most common contributer is poor interpersonal skills.

Strong interpersonal skills are a core to leading productive teams, working effectively

with others, and keeping everyone focused on what’s really important. Focusing just

on this lack of interpersonal skills, the top 3 negative impacts of this failure are loss

engagement, team members leaving the organisation and loss of profit. Not only does

engagement of individuals, teams and leaders themselves drop when frontline lead-

ers don't have effective communication skills—but it affects the bottom line too.

FIGURE 5: THE NEGATIVE IMPACT WHEN LEADERS LACK SKILLS

(% OF HR PROFESSIONALS RESPONDING)

So what constitutes effective interpersonal skills?

DDI uses the term Interaction EssentialsSM to describe a set of essential skills that

cater to the personal and practical needs of participants in common interactions and

conversations. Leaders who can master these skills in day-to-day interactions are

better able to effectively build relationships and get work done.


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Lack of interpersonal skills Lack of strategic skills

Lack of training Lack of mentorship

Conflict-avoidance

Loss of leader engagement 92% 55% 55% 44% 47%

Team members left organisation 86% 51% 52% 36% 43%

Loss of profit 85% 50% 52% 41% 44%

Loss of productivity 84% 51% 50% 36% 43%

Loss of team member engagement 84% 48% 53% 36% 40%

Forced to move leader back to individual contributor 83% 62% 59% 36% 52%

Leader left organisation 82% 46% 49% 37% 42%

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THE INTERACTION ESSENTIALSSM

The Interaction Essentials represent the foundation skills that all leaders must have

down pat before they can develop more advanced leadership skills. While these

skills are aligned with the skill requirements of frontline leaders, leaders at all levels

must master and apply them.

The Key Principles (to address practical needs)

:: Maintain or enhance self-esteem.

:: Listen and respond with empathy.

:: Ask for help and encourage involvement.

:: Share thoughts, feelings, and rationale. (to build trust)

:: Provide support without removing responsibility. (to build ownership)

The Interaction Guidelines (to address practical needs)

This five-step process—Open, Clarify, Develop, Agree, and Close—ensures that the

practical needs of participants in an interaction are meet and that the interaction is

productive and effective.

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FRONTLINE LEADERS ARE UNPREPARED FOR THE ROLE

Figure 6 shows the terms Australian HR professionals selected to describe their

organisation’s frontline leaders. Despite having a relatively clear understanding

of the skills and attributes that contribute to frontline leadership successs, this

finding suggests we are still not investing adequately in the preparation of

frontline leaders. As a result, almost half of the Australian HR respondents

described their frontline leaders as unprepared. It also reinforces the common

perception that strong individual contributors and technical experts are promoted

into leadership roles without recognising the fundamental difference in skills

required for success.

FIGURE 6: HOW HR PROFESSIONALS DESCRIBE THEIR ORGANISATIONS’ FRONTLINE LEADERS


11

Unprepared

Capable

Indecisive

Dependable

Scattered

Ambitious

Confident

Scared

Organised

Entitled

A handful

Innovative

46%

38%

32%

31%

30%

28%

21%

17%

15%

14%

12%

4%


12

Digging deeper into these perceptions (Figure 7), HR professionals who see both

their organisation’s bench strength and leadership development program quality

as low describe their frontline leaders as unprepared, scattered, and indecisive.

This contrasts with the respondents who see strong bench strength and high quality

frontline leadership development in their organisations. They describe their frontline

leaders as capable, confident, ambitious, and dependable.

Curiously, one descriptor, ambition, was one of the top-four descriptors among both

those who identified their organisation’s bench strength as low and those who rated

their organisation’s bench strength as high. This suggests that ambition can be

both a positive and negative leadership trait. Harnessed, it can be a key enabling

attribute that drives success. If not effectively managed, it can derail success as

leaders strive for personal achievement often at the expense of others.

FIGURE 7: TOP DESCRIPTORS FOR FRONTLINE LEADERS

Australian organisations rating their

bench strength and frontline leader

development quality as LOW

Unprepared 58%

Scattered 34%

Indecisive 34%

Ambitious 29%

Australian organisations rating their


development quality as HIGH

Capable 79%

Dependable 57%

Confident 43%

Ambitious 36%

U.S. organisations rating their


development quality as LOW

Unprepared 62%

Indecisive 46%

Scattered 28%

Scared 20%

U.S. organisations rating their


development quality as HIGH

Confident 65%

Ambitious 57%

Innovative 43%

Dependable 26%

FRONTLINE LEADERS DON’T HAVE THE SKILLS THEY NEED FOR THE FUTURE

One of the strengths of the Interaction Essentials is that they are timeless.

They are not a fad. Instead, they are among the most critical skills leaders need

both now and in the future. Unfortunately, according to our survey of Australian

HR professionals, they are what leaders are least effective at, and the main

reason they fail (Figure 8). In a study of more than 10 years of assessment data

(Busine & Watt 2013) leaders were found to lack the ability to clarify, develop, agree,

and close a conversation effectively. They were also found to lack the ability to use

the Key Principles in particular sharing rationale, and listening and responding with

empathy. In another DDI study, 60 percent of workers indicated that their manager

at least sometimes damages their self-esteem, whilst a third of respondents said

their manager doesn’t remain calm and constructive when discussing a problem

(Weaver & Mitchell 2011). The Interaction Essentials are clearly key to more

effective leadership at any level. Furthermore, the Interaction Essentials underpin

many other skills such as leading change, coaching, and developing others.

FIGURE 8: THE SKILLS FRONTLINE LEADERS NEED FOR THE FUTURE—AND WHERE THEY’RE

DEFICIENT


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WHICH SKILLS WILL BE THE

MOST CRITICAL IN THE FUTURE?

WHICH SKILLS ARE FRONTLINE

LEADERS LEAST EFFECTIVE IN?

- Driving and managing change

- Coaching and developing others

- Improving employee engagement

- Interpersonal skills

(e.g., emotional intelligence,

communication)

- Coaching and developing others

- Driving and managing change

- Interpersonal skills

(e.g., emotional intelligence,

communication)

- Making difficult decisions

The importance of driving and managing change makes sense in the current

economic climate in Australia, where not only organisations but individuals are

being asked to do things differently to stay ahead of the competition.

Making difficult decisions, meanwhile, is a clear reflection on frontline leaders

being described as indecisive and unprepared. This skill is something that can

be developed and could also support other crucial skills such as driving and

managing change.

The changing skills of frontline leaders

Interestingly, the HR professionals rated strategic skills as the number three reason

frontline leaders fail (Figure 4 on page 8). In addition, over half (54 percent) of

respondents identified strategic skills as the most essential skills frontline leaders

need to master (Figure 9).

Once considered the domain of senior leaders, frontline leaders are now being

asked to think more strategically (see sidebar). This may be attributed to

organisations becoming leaner and having a reduced number of leadership levels.

These flatter organisations often have reshuffled priorities for their leaders and

require lower-level leaders to take a larger role in the strategic process.

FIGURE 9: THE MOST ESSENTIAL SKILLS FOR FRONTLINE LEADERS


Frontline Leaders

Increasingly Need

These Strategic Skills:

• Identifying and

understanding issues,

problems, and

opportunities.

• Comparing data from

different sources to

draw conclusions.

• Using effective

approaches for choosing

a course of action or

developing appropriate

solutions.

• Taking action that is

consistent with available

facts, constraints, and

probable consequences.

• Initiate action to achieve

a recognised benefit or

advantage whilst

understanding the

potential negative

consequence to achieve

organisational success.

• Understand internal and

external influences on

business.

Interaction skills: listeningto others, maintaining others’ self-esteem, encouraging others’ involvement, providingsupport

Strategic skills: setting performance expectations,managing diversity, influencing others

46%

54%

THE BLAME FALLS ON ORGANSIATIONS,TOO

While frontline leaders lack the skills they need to be effective, a case can be

made that it’s not really their fault. Their organisations, after all, are responsible

for selecting and developing them. But organisations don’t always do either or both

of these things particularly well. In the following pages, we examine the different

selection and development practices organisations use for their frontline leaders.

SELECTING FRONTLINE LEADERS

Figure 10 provides insight into hiring practices of Australian organisations. Most

striking here is that 84 percent of hiring decisions are based on the unscientific

method of manager recommendations.

FIGURE 10: HOW FRONTLINE LEADERS ARE SELECTED IN AUSTRALIAN ORGANISATIONS

Some cogent conclusions can be drawn from these numbers. For one, the low

usage of tests and simulations, or a combination of the two, with interviews shows

a lack of a rigorous selection system for hiring frontline leaders. Hiring, in turn, is

left more to chance with manager recommendations. A consistent, fair, and rigorous

hiring system linked to a holistic Success Profile that defines the competencies,

experience, knowledge, and personality traits required for success in the job, is a

more proven approach for selecting effective frontline leaders.


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Manager recommendations

Interviews

Tests

Simulations

Combination of all methods

Two or more selection tools

Combination of tests, interviews, and simulations

84%

71%

26%

18%

13%

30%

9%

Figure 11 below illustrates that while many organisations are using interviews,

their use does not appear to impact whether bench strength is weak or strong.

This does not necessarily indicate that interviews are an ineffective tool for selecting

quality frontline leaders, but instead the variability surrounding the use of interviews.

Interviewing is only consistently effective when the right techniques are employed

and when interviewers use a consistent approach across the organisation. Similarly,

the right approach is required for simulations and tests. But when these tools are

used correctly, and with Success Profiles that accurately define the ideal candidate

for a frontline leadership position, not only is the right person placed in the right role

but the rich data collected during the selection process helps pave the way for his or

her development.

FIGURE 11: COMPARISON OF SELECTION TOOLS USAGE AND REPORTED BENCH STRENGTH

While a combination of tools make for more sound selection decisions, survey

respondents also made clear that promoting from within is advantageous.

The majority of respondents indicated that 70 to 80 percent of frontline leaders are

promoted from within, and that these internal promotions had a 70 to 80 percent

success rate. Of those hired from the outside, the success rate was only 50 to

60 percent.


Simulations Tests Interviews

Weak

Moderate

Strong

14% 17% 16%

26%20%

24%

60% 63%60%

DEVELOPING FRONTLINE LEADERS

Overall only 22 percent of those surveyed rated their frontline leadership

development programs as high or very high quality (Figure 12). Well over a third

(39 percent) rated their development programs as moderate—mediocrity again!

FIGURE 12: PERCEIVED QUALITY OF FRONTLINE LEADERSHIP DEVELOPMENT PROGRAMS

As Figure 13 shows, this perceived mediocrity in development programs is closely tied

to only moderate confidence in frontline leaders. Forty percent of respondents who

indicated their organisation had development programs of only moderate quality said

that they only had moderate confidence in their organisation’s frontline leaders.

FIGURE 13: MEDIOCRE DEVELOPMENT PROGRAMS INSPIRE MEDIOCRE CONFIDENCE


17

Very High

High

Moderate

Low

Very Low

2%

20%

39%

12%

27%

CONFIDENCEIN FRONTLINE LEADERS

Low Moderate High

Low Quality 25% 34% 6%

Moderate Quality 19% 40% 7%

High Quality 5% 21% 9%B

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Qualit

y o

f D

eve

lop

me

nt

Pro

gra

ms

Less surprising, the majority (73 percent) of frontline leadership development programs

are designed to help leaders master the skills in their current role (Figure 14).

A small percentage (27 percent) of the HR professionals we surveyed indicate they

are focused on developing leaders for future opportunities.

FIGURE 14: PRIMARY OBJECTIVE OF FRONTLINE LEADERSHIP DEVELOPMENT PROGRAM

When asked the type of development program available for frontline leaders, HR

professionals said 60 percent of programs follow a planful, journey approach with

continuous learning and a mix of informal and formal methods. When this type of

development program is used, the perceived quality of the development program

increases (Figure 15).

FIGURE 15: COMPARISON OF TYPE AND QUALITY OF FRONTLINE LEADERSHIP DEVELOPMENT

PROGRAMS


47%

53%

44%41%

56%59%

70%

30%

0%

100%

Menu of open enrollment classroom-based

courses, event-driven

Planful, journey-approach, continuous

learning, mix of formal/informal methods

Very low Low Moderate High Very high

Leaders are developed for future opportunities

Leaders master their current role

27%

73%

“When programs

follow a planful

journey approach,

the perceived quality

of the development

program increases”


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Whilst the majority of organisations are taking a planful, journey approach to their

frontline leadership development, organisations with more than 5,000 employees

indicate they use a menu of open enrolments more so than a learning journey

approach (Figure 16).

FIGURE 16: LARGER ORGANISATIONS STILL USE OPEN ENROLMENTS FOR DEVELOPMENT

PROGRAMS

Traditional classroom training is still the primary delivery method for frontline

leadership development (Figure 17). Of those who selected ‘other,’ coaching

was a standout modality along with on the job projects or assignments.

FIGURE 17: MODES OF DELIVERING FRONTLINE LEADERSHIP DEVELOPMENT PROGRAMS

1-50 51-100 101-200 201-500 501-1000 1001-5000 5001+

Learning Journeys

Formal/Informal mix

Open Enrollment

Classroom/Event

100

90

80

70

60

50

40

30

20

10

0100 38 17 43 24 44 59

62

83

57

76

56

41

Traditional classroom

Web-based training

Other

Virtual classroom

Social media/“e”tools

Mobile learning

88%

22%

15%

44%

16%

9%

Similar to the U.S./Canada, ‘traditional’ training methods remain the most effective

activities that organisations are using to develop frontline leaders. This includes

special projects or assignments (74 percent) and formal workshops (including

training courses and seminars) as the most effective training methods (70 percent).

New technology is yet to rate as effective as other methods.

FIGURE 18: MOST EFFECTIVE TRAINING METHODS FOR FRONTLINE LEADERSHIP DEVELOPMENT

PROGRAMS


Special projects or assignments

Formal workshops

Movement to a different position

Coaching with external coaches

Coaching from your boss

Coaching with internal coaches

Virtual classroom

Web-based learning

Social/mobile-learning methods

74%

70%

68%

59%

56%

55%

29%

28%

27%

61%

60%

47%

36%

45%

46%

29%

33%

16%

Australia

U.S.

Figure 19 suggests that quality coaching (especially coaching from internal coaches

or managers) can have a big impact on the quality of leadership development

programs.

FIGURE 19: EFFECTIVENESS OF COACHING ON THE QUALITY OF LEADERSHIP DEVELOPMENT

PROGRAMS

While Figure 20 points to the need for well structured formal workshops as part of

your frontline leader development, the most effective frontline leadership develop-

ment programs include a balance of formal, special projects, and on-the-job training.

FIGURE 20: FORMAL TRAINING PROGRAMS AFFECT THE PERCEIVED QUALITY OF FRONTLINE

LEADERSHIP DEVELOPMENT PROGRAMS


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31%

40%

50%

37%39%

49%

32%

45%

55%

67%67%67%

31%

45%

61%


External coaching Internal coaching Manager coaching

Quality of frontline leadership development

% w

ith h

ighly

effe

ctive

co

ach

ing

31%

44%

25%

34%35%

31%

27%30%

42%

33%33%33%

24%

34%

42%


Different position Special projects Formal workshop

Quality of frontline leadership development

Meth

od o

f tr

ain

ing

While HR respondents in our survey report traditional learning methods are still

perceived to be the most effective, some organisations are starting to use new

technologies and social media in their development programs. The top three

Learning 2.0 or social media technologies that are currently incorporated or plan

to be incorporated into frontline leadership development programs are videos,

discussion forums, and web conferencing (Figure 21).

FIGURE 21: USE OF LEARNING 2.0 AND SOCIAL MEDIA IN FRONTLINE LEADERSHIP DEVELOPMENT

PROGRAMS

WHICH METHODS DO YOU CURRENTLY USE?

WHICH METHODS DO YOU PLAN TO INCORPORATE IN THE NEXT 12 MONTHS?


Discussion forums

Web-conferencing

Videos

Blogs

Social networking (LinkedIn, Facebook)

Micro-blogging (Twitter, Yammer)

Mobile support

Other

Wikis

23%

17%

14%

11%

10%

9%

8%

6%

3%

Videos

Discussion forums

Web-conferencing

Micro-blogging (Twitter, Yammer)

Social networking (LinkedIn, Facebook)

Mobile support

Blogs

Other

Wikis

29%

20%

19%

9%

7%

5%

5%

4%

2%

When respondents were asked the reasons for incorporating these technologies,

approximately a third (31 percent) said they have started to use the technologies

or plan to for reasons such as productivity, sharing, and enhanced learning

experiences (Figure 22). Almost half (45 percent) report barriers such as budget

and lack of support for not incorporating these technologies.

The reasons that HR professionals are already incorporating these technologies

reflect our previous finding that more organisations are using a planful, journey,

and blended approach to the development of their frontline leaders.

FIGURE 22: REASONS FOR INCORPORATING TECHNOLOGIES INTO FRONTLINE LEADERSHIP

DEVELOPMENT PROGRAMS


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(ranked in order from most to least)• IT systems or company policy doesn’t support these technologies (13%)

• Lack of support to implement (8%)

• Lack of innovative thinking or open minded thinking around introducing these technologies (7%)

• Lack of budget (5%)

• Not suited to the work environment (4%)

• Still figuring out the best way to do this (4%)

• Lack of skills of frontline leaders (2%)

• Need to get the basics right first then upgrade technology (1%)

• Low motivation of frontline leaders to use these methods (1%)

(ranked in order from most to least)• Increase productivity/ information utilisation (10.5%)

• Introduced to appeal to people who learn in different ways (10.5%)

• Geographic dispersion of staff (8%)

• Individual choice to use (2%)

17% No Plans

45% Do not plan to incorporate because...

31% Using these technologies because…

7% Just started/ trialling

During our survey, respondents were asked to identify the most innovative thing they

were doing in their frontline leadership development programs. The responses were

a mix between content, methods, and execution, but 22 percent of respondents

admitted they were doing nothing innovative.

Being innovative means doing something in a different way from how it might have

been done before. Being innovative makes you think of something in a new way.

So, it follows that being innovative in leadership development paves the way for

leaders to think about themselves and their actions in a new way.

Key themes that can be drawn from the innovations some organisations are

introducing into their leadership development programs include:

• Executive driven and/or manager supported programs.

• Targeted learning interventions.

• Develop current and future leaders through the use of 360’s,

coaching, and a mix of formal learning activities.

• Accountability through follow up activities after learning such as

‘’lunch and learns’’ or presenting to managers their progress and

examples of implementing the skills learnt.

• Targeted one-on-one mentoring around self-awareness and

understanding how they operate as a leader.

• Longer-term development ‘programs’ rather than one off events.

• Focus on how behaviours achieve results.

• Leaders across all business departments showing the importance

of leadership skills rather than just technical skills—how leadership

skills transcend areas of expertise but are used in all interactions.

• Tailoring to the specific business needs in an ever-changing

business landscape.

• Using feedback and tools to identify leader strengths and areas

for development to create a targeted development plan.

• Business simulations.

• Mentoring and coaching is core to development programs.


22 percent of

respondents admitted

they were doing nothing

innovative in their

frontline leadership

development programs


25

FOUR KEYS TO DEVELOPING EXCEPTIONALFRONTLINE LEADERS Frontline leaders play an incredibly important role in your organisation. They are often the largest

leadership population, and they impact areas such as team productivity, employee engagement,

and customer satisfaction. So how can you take your leaders from average to exceptional?

Rigorous systems and tools give you insight. Use data you have at hand, and then

get more. Have a clear picture of the talent you have, the talent you need, and where

the gaps exist. Develop your incumbent and emerging leaders to help close those gaps.

Help your frontline leaders understand their blind spots and development areas—as well

as their strengths—to engage them in their own development experience.

The Interaction Essentials. Interpersonal skills are the biggest difference-maker

between average and exceptional leaders. Help your frontline leaders understand their

importance and ensure they have a solid foundation in these skills. Hold your leaders

accountable for using them, and ensure every level of leadership models these skills,

so that they can become engrained in your leadership culture.

Help your leaders translate strategy into results. Every effective talent management

strategy starts with business drivers. If tomorrow’s frontline leaders need the skills to be

able to translate the strategy of the organisation to drive business performance, these

leaders need to develop the skills to have those conversations and drive the perform-

ance of others.

Leadership is a journey. It’s not a new concept but it continues to hold true.

Blended learning has taken on a new meaning and when organisations take the time

to understand all of the tools and technologies available to them, and they can build

them into development initiatives in a meaningful way, their leadership development

will be above average, delivering way-above-average leaders.

ReferencesBusine, M., Watt, B., Wellins, R. & Boatman, J. (2013).

Driving Workplace Performance Through Hgh-Quality Conversations. Pittsburgh, PA: Development Dimensions International.

Weaver, P. & Mitchell, S. (2012).

Lessons for Leaders from the People Who Matter. Pittsburgh, PA: Development Dimensions International.

About DDIFor over 40 years, DDI has helped the most successful companies around the world

close the gap between where their businesses need to go and the talent required to

take them there. Our areas of expertise span every level, from individual contributors

to the executive suite:

• Success Profile Management

• Selection & Assessment

• Leadership & Workforce Development

• Succession Management

• Performance Management

DDI’s comprehensive, yet practical approach to talent management starts by ensuring

a close connection of our solutions to your business strategies, and ends only when

we produce the results you require.

You’ll find that DDI is an essential partner wherever you are on your journey to building

extraordinary talent.


26


Be B

etter

Than A

vera

ge: T

he S

tate

of

Fro

ntlin

e L

eaders

hip

27

About the AuthorsBruce Watt, Ph.D., Managing Director, DDI Australia

Bruce is responsible for the creation and implementation of DDI’s

business strategy in Australia. He works closely with clients,

identifying needs and proposing solutions specifically in the areas

of talent, succession management, leadership development, and

selection. Bruce also provides business-relevant solutions to a

diverse range of both private and government sector organisations

in areas including success profile management, organisational

change, performance management, and executive assessment

and development.

Mark Busine, General Manager, DDI Australia

Mark consults with organisations to determine appropriate human

resource and talent management strategies and implement large-

scale succession management and talent development programs.

He has extensive experience in organisational development and

consulting in both an internal and external capacity. Mark has

presented at numerous conferences and seminars on areas such

as succession management, leadership development, selection,

and employee feedback systems.

Samantha York, Marketing Associate, DDI Australia

Samantha is a marketing consultant for Australia. Currently based

in Sydney, Samantha has 10 years’ experience in Marketing

across various industries such as HR, IT, manufacturing and retail.

One of her roles at DDI is to conduct measurement studies and

research on leadership development and the behavioural impact

of client programs.

For more information about developing exceptional frontline

leadership talent, visit www.ddiworld.com/developthebest

THE AMERICAS

WORLDHEADQUARTERSPITTSBURGH412.257.0600

MEXICO CITY52.55.1253.9000

TORONTO416.644.8370

EUROPE/AFRICA

DÜSSELDORF49.2159.91680

LONDON44.1753.616000

PARIS33.1.78.42.36.98

ASIA-PACIFIC

MUMBAI91.22.61911100

SHANGHAI8621.2329.5000

SINGAPORE65.6226.5335

SYDNEY612.9466.0300

ABOUT DEVELOPMENT DIMENSIONS INTERNATIONAL:

For over 40 years, DDI has helped the most successful companies around the

world close the gap between where their businesses need to go and the talent

required to take them there.

Our areas of expertise span every level, from individual contributors to the

executive suite:

• Success Profile Management

• Selection & Assessment

• Leadership & Workforce Development

• Succession Management

• Performance Management

DDI’s comprehensive, yet practical approach to talent management starts by

ensuring a close connection of our solutions to your business strategies, and

ends only when we produce the results you require.

You’ll find that DDI is an essential partner wherever you are on your journey to

building extraordinary talent.

© Development Dimensions International, Inc., MMXIII. All rights reserved.

CONTACT USEMAIL: [email protected]

MKTLDRR48-1013

The Talent Management Expert

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