be better than average research report - australia - ddi australia
TRANSCRIPT
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
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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
Be Better Than Average: The State of Frontline Leadership
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%
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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
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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
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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%
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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
bench strength and frontline leader
development quality as HIGH
Capable 79%
Dependable 57%
Confident 43%
Ambitious 36%
U.S. organisations rating their
bench strength and frontline leader
development quality as LOW
Unprepared 62%
Indecisive 46%
Scattered 28%
Scared 20%
U.S. organisations rating their
bench strength and frontline leader
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
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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.
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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
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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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gra
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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
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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
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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%
Very low Low Moderate High Very high
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%
Very low Low Moderate High Very high
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?
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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.
24Be Better Than Average: The State of Frontline Leadership
22 percent of
respondents admitted
they were doing nothing
innovative in their
frontline leadership
development programs
Be Better Than Average: The State of Frontline Leadership
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.
Be Better Than Average: The State of Frontline Leadership
26
Be Better Than Average: The State of Frontline Leadership
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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
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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]
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The Talent Management Expert