Your Challenges
Frontline Management
Because their actions and behaviors impact their teams, frontline managers have a powerful multiplier effect on the performance of field forces. The role of frontline management as an implementer of go-to-market strategies and tactics is especially critical during times of transition to new customer engagement models. Several levers may be activated to increase the impact of your frontline management:
BUILD A TALENTED TEAM OF FRONTLINE MANAGERS
Why is action needed?
- Frontline managers may struggle to internalize the new ways of working required by the demands of their redefined roles
- First and second-line managers are not consistently focused on the performance drivers and not making the best use of their time
- Despite of the pivotal role of frontline managers in driving the success of field forces and the transformation of customer engagement, many organizations underinvest in building a high-performance frontline management
Can you maximize the frontline manager’s impact on team performance and results?
How we can help
- Clarify accountabilities, success measurement criteria, decision-making authority, behavioral expectations for first and second-line management
- Prioritize frontline management success drivers
- Develop and implement tools to assess frontline management performance
- Design and implement customized onboarding and development programs
- Provide actionable guidance to effectively assess candidates and select the right profiles
DEVELOP EFFECTIVE LEADERSHIP
Why is action needed?
- Traditional command and control culture has proven ineffective in channeling of talents and energies
- Performance development and coaching are the responsibilities most neglected by first and second-line managers
- Effective leadership is key to get the highest levels of engagement, motivation to discretionary effort and intention to stay from frontline people
How can you develop middle managers’ ability to inspire and motivate their teams?
How we can help
- Leverage 360° feed-back, clarify individuals’ perception of their own strengths and weaknesses and provide them with guidance in the creation and execution of adetailed personal leadership development action plan
- Design and conduct highly contextualized practical training sessions (case discussion, role plays, peer feedback) to grow frontline manager abilities in communicating a compelling vision, setting stretch goals, diagnosing performance and motivation problems, and adapting leadership style
- Design and implement an attractive coaching process and developmental partnership between managers and their direct reports
- Provide frameworks to accelerate ramp-up of new team members and manage effectively high and low performers
FOSTER THE IMPLEMENTATION OF THE CUSTOMER ENGAGEMENT MODEL
Why is action needed?
- Moving away from the traditional siloed approach of customers in the field and adopting new ways of working is critical to strengthen the connections with the entire network of customers ( healthcare providers, patients, payers…) and meet their expectations with patient-centric solutions
- Frontline managers are pivotal players in helping field forces translate appropriate customer engagement models into consistent and integrated cross-functional activities
Can you better engage frontline managers in the transformation of customer engagement?
How we can help
- Clarify where the frontline manager needs to focus in the customer engagement process
- Provide customized frameworks to facilitate the adoption of best practices in key account management, formulary listing, negotiation…
- Provide guidance to facilitate risk taking when considering the implementation of value-adding services and partnerships with key customers
DRIVE THE EFFECTIVE EXECUTION OF STRATEGY
Why is action needed?
- In today rapidly changing healthcare landscape, frontline managers have to be more than just good people managers
- Frontline managers have a pivotal role in making decisions happen and ensuring the strategy is properly executed by keeping the frontline team on track
- Lack of business acumen can inhibit frontline managers from acting on local opportunities, diagnosing a performance problem and implementing appropriate actions to address the problem
Can you better support frontline managers in their business management role?
How we can help
- Develop business acumen through business simulation and experiential learning
- Analyze how the support frontline managers get in terms of people, data and systems contributes to their productivity
- Provide frontline managers with local market intelligence and frameworks to lead the localization of the business plan and set optimal objectives
- Create dashboard, adjust templates for “cadence reports” and business reviews, and coach managers in using them effectively
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Felipe CHILITO