I believe front-line leaders are key to a station’s productivity, culture, and success … and their role’s value cannot be overstated.
LSMs and DSMs, our own front-line managers, are the ones who ‘make it happen’—communicating between upper management and sellers, translating company goals into reality. They’re in the trenches with tactical work, and at the same time casting a vision with sellers and clients.
We must pay attention to these “middle managers”!
For the consequences of ignoring their needs are significant. We know when LSMs or DSMs are neglected, small problems that could have been solved with ease get worse and bigger. We also know these leaders have an enormous impact on employee retention and engagement.
In the book Leading from the Middle, Scott Mautz cites these statistics:
- Middle managers struggle with having to constantly switch roles (from boss to peer to reportee), and may experience heavy stress and emotional challenges as a result
- 51% say they worry about work constantly
- 43% describe their job’s pressure as excessive
- Employees with a strong middle leader are 20% less likely to leave when offered a job elsewhere
- Middle managers account for 22% of variation in revenue
In the last two decades, everyone’s workload has increased, and I can make a good case that our middle managers’ workload grew the most. Especially in these “Covid” years.
As we work to recognize, grow, inspire, and keep our LSMs and DSMs … here are a couple of thought starters to ensure they get positive attention and their needs met …
- Company LSM calls. Quarterly? Led by LSMs and just for them. (Separate from corporate sales leadership calls.) A space for them to share; get to know their peers. Assign LSM facilitators by quarter, and let it grow naturally.
- Celebrate small things in your 1:1s. Did they onboard a new hire? Help a seller solidify a client win. Solve an inventory issue. Run a dynamo team meeting. Recognize and commend.
- Keep your 1:1s with them. 😊
- Remove obstacles. Ask what ‘quality of life’ issues are frustrating them or causing undo stress. Most likely answers will fall into process or procedure areas—where they’ve been made too complex or the value of doing it isn’t clear. Can you remove a re-occurring headache?
- Crystalize Goals and Tactics. Use swinging into 2023 as an opportunity to ensure department goals, tactics, and tools are super clear and easy to recite. It will help front-line leaders stay in lockstep and ease their communication burden.
- Targeted training, invest in them. Think about their growth areas and ask them where they would like to grow. Research the area agreed upon … look at online solutions, books, podcasts, higher ed courses (strategic thinking, effective communication, conflict resolution, creative thinking, change mgmt.). Give it to them unconditionally.
- Facilitate succession coaching. If your line manager has been identified by HR or company leaders as DOS or higher candidate, help facilitate mentorship and a coaching path. Remember, it doesn’t need to be you, or you alone—ask a DOS in another market or another department head to participate.
No doubt you have great ideas to keep your front-line managers in a healthy mindset. Make time to do them.