Checklist for Business Teams
Here is your checklist:
Are your employees coming to work every day at a high percentage? Are they late often? Are they quitting?
Have you reviewed your employee handbook and has it updated? Do your frontline managers know what’s in it?
Do your supervisors have the skills, knowledge and trust to confidently make decisions on workforce issues? Do you allow them to make decisions?
Is your performance program working? Are employee goals being met? Are the goals realistic?
Are you growing and developing your people? Are training programs in place? Are skills being developed? Are employees being coached?
Do your employees know what is expected of them? Is this checked on frequently without micro-managing?
Are you confident that your employees are doing the right things when dealing with your customers? How do you know?
Do you have backup plans for different scenarios including losing people?
What is the purpose and focus of the team?
Do they know the company mission statement?
Do you go after ideas from frontline managers and employees?
Creating an environment where employees are willing to give “discretionary effort” is an outstanding accomplishment. The frontline manager is the way to get this done because of the effect this manager has on about two thirds of the work force in almost any organization.
More and more leading business entities are talking about how important it is to approach the frontline differently. There must be training and this training MUST be implemented with a plan. It is not consistently effective to send people away to training with no follow-up to that training or to have them implement it themselves.
There are many things to check when there is a team. The list above is an example of a few of them. It is about checking on the relationship that a frontline manager has with the team. Without a coaching relationship there will be no true team. This is about the basic needs of humans. What are they doing, why are they doing it, does it bring satisfaction and fulfillment, do they succeed, is there a reason, do they serve something or someone, work well, AND are they growing from the relationships they encounter. Employees will be engaged, having relationships with their peers, customers, and management when their leader has a relationship with them. This should be the coaching relationship to bring out the best in each person. It will be made up of human factors such as trust, accountability, decisions, training, caring, along with actual human interactions. These happen every day and they will either be productive positive interactions, tearing down interactions, or indifferent. But whatever they are will make the difference of having engaged or disengaged employee.
The days of companies turning away from the human skills (some say soft skills) are passing. If the best is wanted, the best is going to have to be gone after. This is not about being all soft, or appeasing, or always being nice but instead about bringing the best out in teams so that the customers receive the best. It is about having high expectations while giving the employees the support they deserve.
Frontline managers are very necessary and important but many do not have the skills in coaching that they need to accomplish all of this. What are you going to do as it has become clear from business advisors that this is crucial? What is the plan that is going to be implemented? What training are you going to give? It is time to go after this head on.