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Situational Frontline Leadership Program-SFL Background |
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A new type of leader is needed to inspire today's
workforce. This person must be able to transform
plans into action by working with individuals to
ensure that their jobs are personally meaningful
and motivating. He or she must model and coach
the expected behaviors and be in charge of catching
people doing things right.
The new frontline leader is different from the
command-and-control leader of the past. People
are not interested in working for someone who just
gives orders daily and conducts evaluations annually.
Employees today are looking for leaders that will
coach them by providing either direction or support
(or both) as they attain their goals.
The new leader will focus on the future. He or she
will create a motivating environment by defining a
compelling vision and finding ways to help people
discover how meaningful their work can be. He or she
will engage employees in the process by helping them
set their goals, enjoy their successes, and encourage
their self-initiative.
He or she will look ahead to what could be and
conduct energetic, productive, and mutually satisfying
conversations with direct reports. He or she will ask,
"What do you want to accomplish in the next few
months? How will we measure it? What is your most
efficient route toward these goals? How can I help?"
This new leader will meet more frequently—and
less formally—with the people he or she supports.
Performance reviews will celebrate the year's
accomplishments. The secret to helping an employee
excel lies in the details: the best way to capture the
details is to meet frequently and informally, while the
specifics of a success or a disappointment are fresh
in the memory. This makes the conversation vivid
and the advice timely. Instead of saving performance discussions—and criticisms—for a formal annual
review, the new leader will meet with his or her direct
reports bimonthly, weekly, or even daily to discuss
each employee's performance, needs, and goals.
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