3. Supervisors and frontline leaders
learn how to …
• Manage and improve leadership ability
• Practice techniques for enhanced team
performance
• Build strong relationships and expand
influence
• Manage change and encourage
innovation
• Solve problems with individuals and
teams
4. • Employee and customer
retention
• Productivity
• Time-to-market
• The rate of product and
service innovation
• Strategy implementation
• Financial performance
Since 1986,
FrontLine
Leadership has
helped leading
organizations
worldwide
deliver per-
formance
improvements
5. FrontLine
Leadership
core program
Core Interpersonal Skills
• Your Role and the Basic Principles
• Giving Constructive Feedback
• Getting Good Information
from Others
• Getting Your Ideas Across
• Dealing with Emotional Behavior
• Recognizing Positive Results
7. Developing Team Performance
• Clarifying Team Roles and
Responsibilities
• Conducting Information Exchange
Meetings
• Resolving Team Conflicts
FrontLine
Leadership
core program
8. Making Organizational Impact
• Building a Constructive
Relationship with Your Manager
• Building a Collaborative
Relationship with Your Peers
• Confronting Issues with Your
Manager and Peers
• Winning Support from Others
FrontLine
Leadership
core program
9. Managing Change and Innovation
• Managing Change
• Fostering Improvement Through
InnovationFrontLine
Leadership
core program
10. Problem Solving
for Individuals and Teams
• Solving Problems: The Basic
Process
• Solving Problems: Tools and
Techniques
• Participating in Problem-Solving
Sessions
• Leading Problem-Solving
Sessions
FrontLine
Leadership
core program
11. Your Role and the Basic Principles
• expanding role of supervisors and
managers
• why skill development is neces-
sary for success
• “The Basic Principles”
Giving Constructive Feedback
• delivering objective, honest,
meaningful feedback
Getting Good Information
from Others
• compiling good information
for making better decisions
• gathering data efficiently
Core
Interpersonal
Skills
12. Getting Your Ideas Across
• explaining tough decisions and
complicated or unpopular
policies/changes
Dealing with Emotional Behavior
• defusing non-constructive
behavior
• focusing on positive solutions
Recognizing Positive Results
• going beyond basic feedback
• motivating through personal
appreciation
Core
Interpersonal
Skills
13. Establishing Performance
Expectations
• focusing employees on right
targets
• keeping goals in view
• making better decisions
Developing Job Skills
• training others in technical,
mechanical and/or interpersonal
skills
Managing
Individual
Performance
14. Coaching for Optimal Performance
• conducting performance
appraisals
• helping employees examine their
own performance
• helping employees commit
to improved results
Taking Corrective Action
• taking prompt action to correct
unproductive behavior
• replacing disciplinary action with
a plan to get back on track
Managing
Individual
Performance
15. Clarifying Team Roles and
Responsibilities
• tapping into the experience of all
team members
• improving team outputs
Conducting Information Exchange
Meetings
• moving meetings along
• fostering group understanding
• delivering post-meeting results
Resolving Team Conflicts
• handling conflict among
individuals in group situations
• building relationships among
team members
Developing
Team
Performance
16. Building a Constructive
Relationship with Your Manager
• building relationships between
supervisors and their managers
• achieving goals by working
together effectively
Building a Collaborative
Relationship with Your Peers
• coordinating personal and
organizational goals with others
Making
Organizational
Impact
17. Confronting Issues with Your
Manager and Peers
• using a “win-win” approach to
conflict resolution
• clearing the air before problems
affect progress and results
Winning Support from Others
• extending personal influence
• creating supportive relationships
Making
Organizational
Impact
18. Managing Change
• turning potential threats into
opportunities for personal
contribution
Fostering Improvement Through
Innovation
• drawing out ideas from those
closest to the work
• developing creative approaches
to goal achievement
Managing
Change and
Innovation
19. Solving Problems:
The Basic Process
• moving from symptoms to
causes
• developing solutions and action
plans
Solving Problems:
Tools and Techniques
• simplifying data analysis
• stimulating creative solutions
Problem
Solving for
Individuals
and Teams
20. Participating in Problem-Solving
Sessions
• contributing ideas effectively
• encouraging others to
contribute ideas effectively
Leading Problem-Solving Sessions
• focusing on the process and
content of problem-solving
sessions
• encouraging balanced
participation
• building creative solutions
Problem
Solving for
Individuals
and Teams
21. Developing FrontLine Leaders:
The Management Support Role
• Increasing the Payoffs of Training
• The Basic Principles
• Coaching for Optimal
Performance
• Recognizing Positive Results
Frontline
Leadership
management
support
component
22. Increasing the Payoffs of Training
• exploring the need for supervisory
training
• management’s role in transferring
skills to the workplace
The Basic Principles
• modeling effective leadership
behaviors
• enhancing daily performance
Coaching for Optimal Performance
• coaching that supports and
develops supervisors
Recognizing Positive Results
• motivating employees through
recognition
Developing
Frontline
Leaders: The
Management
Support Role