The Middle Manager Conundrum
The new manager who is thrilled for the opportunity to further prove themselves quickly faces the harsh reality that the job is harder than they expected. Excitement gradually erodes into frustration. Confidence begins to falter. Stress and burnout loom. Everyone knows they are failing. Other managers seem to have the opposite problem, wearing rose colored classes, they are oblivious to the havoc they create.
The managers with the highest impact on company success or failure are frontline managers. Typically, they make-up 50% to 60% of a company’s management ranks and directly supervise as much as 80% of the workforce. (HBR, Fred Hassan)
It is the frontline manager who is responsible for the hiring, motivation and production of the people who do the work—those who design, make, and sell the products or deliver services to customers. Instead of administrative work and meetings, they should focus on coaching their employees and on constantly improving quality. This interactive session talks about the what and how.
Session Outcomes:
Understand the financial and emotional impact of front line managers.
How do I know what kind of managers I need?
Skills every good manager needs.
What can I do with weak managers?