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Front Line Management Training

Front line management training

Front Line Management Training

Most managers are not front line managers. That is, most managers need ONLY manage the process: they are not asked to simultaneously:

  • Deal with members of the public
  • Do "the job" itself
  • Manage the all the individuals in the working well as manage the process

Other managers ARE expected to simultaneously

  1. Deal with members of the public,
  2. Do the job and
  3. Manage the individuals comprising the team and
  4. Manage the process too!

These heroes are called the front line managers.

Front line managers occupy a pivotal position in the organisation because they are the ones who oversee the implementation of the Grand Design.
It is these front line managers who ensure that the right product and service is sent to the right person, at the right address, at the right time.
These managers are crucial to the organisations ability to deliver the service that the sales, marketing and top brass managers have promised to the customer.
You could argue that the front line managers are more important than the higher level managers that remain in the back rooms, who never see a customer and never load a van.

Front line managers need special skills

In order to function well as a front line manager the individual must have special powers! (Skills)

Here is the list

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Leadership Training - The Effective Leader Manager

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Front line managers must be able to plan and prioritise

To be more efficient, the front line manager must see that things are done in the correct order of importance and deadline together with a recognition of the correct sequencing.

  • The most valuable tasks come before the least valuable
  • The most urgent tasks come before the least urgent
  • Sequencing: example: The van is loaded in the reverse order to which is must be unloaded

Failure to plan ahead and prioritize will render the team inefficient; prone to delays and errors.

Front line managers must be able to handle complaints

The front line manager will hear complaints emanating from all sides.

  1. From senior managers down the hierarchy complaining about the performance of subordinate colleagues
  2. From subordinate colleagues about complaining about the senior staff and grumpy customers
  3. From grumpy customers complaining about the low quality of service received from the team.

The front line manager is the man in the middle.

So the front line manager needs training in:

  1. Handling complaints
  2. Conflict management
  3. Negotiation

Front line managers must be leaders too

The front line managers have to lead people.

  • They have to motivate those staff who are de-motivated
  • Front line managers must inspire those who are not inspired
  • They must make a team out of people who may not even like each other.
  • They must give confidence to those who lack confidence.

Front line managers must display leadership qualities!

And so the front line managers may need special training in the following:

  • Confidence building skills
  • Team building skills
  • Motivational skills
  • Leadership language skills

In summary

Front line managers occupy a pivotal position in the organisation
In order to function well as a front line manager they must have special skills
Front line managers must be able to plan ahead to prevent problems from occurring
Front line managers must be able to prioritise to ensure the right thing is being done at the right time.
Front line managers must be able to handle complaints

They need training in:

  1. Handling complaints
  2. Conflict management
  3. Negotiation

Front line managers may need special training in Leadership skills:

  • Confidence building
  • Team building
  • Motivation

If you want help on any of these aspects of front line manager training please do come on the course.

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About the Author: Chris Farmer


Chris Farmer is the founder of the Corporate Coach Group and has many years’ experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.

Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.

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