Unlocking the true potential of your organisation and propelling it towards unprecedented success requires harnessing the power of high-performance teams – teams that possess the unique ability to break boundaries and pioneer new frontiers, driving your organisation to achieve unparalleled results. They’re not just groups of individuals working together but a dynamic confluence of unique strengths, perspectives, and experiences, meticulously orchestrated to maximise productivity and innovation within an organisation. The most important characteristics of a high-performing team are evident in their collective drive, their culture of continuous learning, and their impressive track record of delivering results.
Individuals working in a capacity that directly interfaces with customers are guided by frontline leaders entrusted with the crucial responsibility of building and steering these powerhouse teams. Frontline leaders are the critical bridge between a business and its customers, helping the organisation maintain an intimate connection with its market while driving its internal workforce to deliver the best possible results.
Frontline leaders: the driving force behind high-performance teams
Frontline leaders, the people managing your teams closest to the customer, play an instrumental role in an organisation’s journey to success. They build trust within their teams, sculpt the team culture, leverage the diverse strengths of their team members, and provide the strategic guidance needed to navigate the turbulent waters of business.
Recent research by the University of Phoenix showed that frontline leaders are highly motivated to grow and learn with almost 70 percent expressing interest in developing their leadership skills this year. Furthermore, according to a McKinsey study, learning and development is one of the top five career advancement needs for employees on the frontline – the individuals that frontline leaders supervise – ahead of job security, job fulfillment and flexible schedules.
The demand for professional development and the desire for high performance is prevalent for both frontline employees and their frontline leaders – so how can organisations support this need and leverage the opportunity?
Crucial skills for building high performing teams on the frontline
Here are the key characteristics that organisations need to develop in their frontline leaders and the high performing teams that they lead.
1. Developing self-awareness
Understanding their strengths, weaknesses and development needs empowers frontline leaders to make informed decisions every day. This self-awareness extends to recognising how they interact with others who may have different personalities, fostering harmonious relationships within the team. It’s this understanding that forms the bedrock of authentic leadership.
2. Developing adaptability
Today’s fast-paced world of business demands that leaders adapt swiftly to new challenges. Frontline leaders with agility proactively seek diverse experiences and integrate these lessons to improve problem solving with their team effectively. This adaptability, a key characteristic of high performing teams, enables them to navigate change successfully, thus fostering a culture of continuous learning.
Inkling insight: Over the past few years, frontline leaders have had to deal with an increasingly complex set of challenges, leading to a greater need for support and development. Organisations that invest in frontline leadership development are better equipped to navigate these challenges, adapt to change, and thrive in the future.
3. Mastering communication skills
Effective communication is the heart of successful leadership and project management. Frontline leaders who can articulate goals and expectations clearly and consistently have the power to influence outcomes and motivate their team towards higher achievement. This requires adeptness at listening, speaking, and writing for maximum impact, ensuring every team member is aligned with the organisation’s vision.
4. Cultivating influential relationships
Frontline leaders must master the art of building influential relationships within the organisation to effectively unlock opportunities and drive impactful outcomes. Navigating the intricacies of organisational dynamics requires a keen understanding of how to build strong working relationships with superiors, peers, and team members. By cultivating strong working relationships with senior leaders and team members, frontline leaders can effectively manage stakeholder expectations and pave the way for success.
5. Inspiring and motivating others
One of the defining characteristics of frontline leaders is their ability to inspire commitment and guide their team members, even when goals are unclear. They recognise and reward the contributions of others, motivating them to exceed expectations and put in extra effort, often without the allure of monetary incentives. This propels growth and keeps teams striving for higher achievement.
6. Fostering team development
Frontline leaders play a pivotal role in developing their team members. By providing ongoing feedback and coaching, they energise their team, foster personal growth, and ultimately drive the overall performance and competency of the team.
7. Building cohesive teams
High performing teams aren’t born; they’re built. Frontline leaders use their interpersonal skills to build team cohesion, focusing on meaningful work that aligns with the team’s and organisation’s goals.
8. Leading authentically
Authentic leaders earn the trust of their team members through empathy, self-awareness, and their willingness to admit mistakes. This authenticity inspires team members to give their best and contributes to building high-performance teams.
Inkling Insight: Expectations have shifted for frontline managers—those closest to employees, customers, and the market. They are increasingly being called upon to exercise their leadership skills and execute organisational strategy while keeping their teams motivated and engaged. In order to tackle the challenges faced by frontline managers, it is crucial to equip them with both a managerial skill set and a leadership mindset.
9. Championing inclusion
Inclusion is a powerful element that boosts team performance. Frontline leaders foster an environment where every team member feels a sense of belonging, helping to curb biases and celebrate diversity. This inclusivity allows you to leverage the unique strengths, perspectives, and experiences of each team member, making the team stronger and more innovative.
Embarking on the high-performance journey
In the end, a frontline leader is more than a manager, more than a team captain; they are the compass pointing their team towards the true north of high performance. By cultivating a culture of continuous learning and feedback, they ensure every member of their team is developing, growing, and contributing their unique strengths and perspectives. Frontline leaders are the torchbearers of organisational vision, illuminating the path toward team success.
Where to begin?
Developing these capabilities isn’t a destination, but a journey – one that requires continuous learning, adaptation, and growth. The path towards high-performance isn’t an individual endeavour; rather, it is a collaborative effort that involves every team member. The frontline leader’s pivotal role is to guide this journey, having a decisive impact on both the team’s performance and the overall success of the organisation.
At Inkling, we draw on best practice performance psychology and behavioural science to lift self-awareness, build resilience, and create clarity, to support leaders take their performance to the next level. By helping you craft tailored leadership development and training programs that perfectly align to your organisational culture and strategic goals, you can lift the people leadership capability of your frontline talent to drive greater accountability and organisational performance.
