- Frontline managers are often informed of the change at the same time as the broader workforce and are rarely consulted before key decisions impacting their teams are made.
- Despite being in the prime position to influence employees to adopt change, managers’ knowledge and expertise of their teams and functions are left untapped. Managers are also not provided with the necessary support or training to be effective leaders of change.
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- Given their proximity and daily interactions with employees, frontline managers are best suited to support, influence, and lead employees through change. Equip frontline managers with the training and tools necessary to effectively navigate their dual role as both the recipients and leaders of change.
Impact and Result
- Create a standard plan to involve frontline managers at all stages of change, communicating key change messages, consulting on key decisions, and participating in training to be effective leaders of change.
- Evaluate frontline managers on key change abilities and curate a resource toolkit for frontline managers to address gaps and facilitate successful implementation and sustainment of change in the front lines.
- Monitor the effectiveness of the toolkit and establish a regular cadence to update the toolkit.