Dr. Vince Molinaro, CEO of Leadership Contract Inc., is a NY Times best-selling author, board adviser & leadership accountability expert.
Imagine stepping into a role where your ability to inspire and lead others could shape your organization’s future. Frontline managers play a critical role in driving organizational success. You are the linchpin between strategy and execution, directly influencing team performance, employee engagement and overall productivity.
Your ability to lead effectively impacts your teams and shapes the organization’s broader culture and outcomes.
Transitioning into a frontline leadership role is one of the most pivotal career decisions a professional can make. It’s the moment you step out of the pack, take on new responsibilities and commit to adding more value—not just to your organization but also to your team and yourself.
It’s an important decision that can redefine who you are and how you work, opening new opportunities and challenges.
However, there are signs that many frontline leaders are struggling and not stepping up to expectations. My research reveals high dissatisfaction with frontline managers, as assessed by the senior executives we surveyed.
Also, in my experience, many organizations put people in frontline managerial roles without the necessary support or development to be successful. Some figure it out through trial and error, and others unfortunately don’t.
So, if you are a frontline manager, how do you ensure you set yourself up for success? Here are two strategies to consider:
Strategy one: Understand what you signed up for.
In my book, The Leadership Contract, I share that the starting point is to understand that when you are offered that promotion as a frontline leader, you have signed up for something important. Your organization sees something in you and has decided to give you a shot at a managerial role.
Many new managers need to appreciate that there is an implied leadership contract, and like any contract, it comes with a set of terms and conditions.
The transition from individual contributor to frontline leader represents a fundamental mindset shift. One of the most challenging aspects of becoming a leader is redefining personal gratification. As an individual contributor, your satisfaction comes from your own accomplishments. As a leader, success is measured by your team’s growth and achievements.
This shift requires letting go of the desire for personal glory and finding fulfillment in enabling others to succeed. Once you step into a leadership role, it’s not just about your success. Individual accomplishments no longer measure your success as a leader; your team’s growth and achievements define it. This is how you will be measured.
Additionally, the temptation to do too much work yourself is a common pitfall for new leaders. Frontline managers often possess the most technical expertise within their teams, but resisting the urge always to be the “doer” is critical.
Finally, as you make the transition, it’s important to understand that being a frontline manager can feel isolating at times. Remember, it doesn’t have to be this way. Building connections with peers and other leaders is essential to thriving as a manager. Take time to build these relationships through genuine interactions—whether it’s a hallway conversation, a video call or shared problem-solving. A strong network of fellow leaders provides invaluable support throughout your career.
Strategy two: Master the building blocks.
Once in the role, you have an obligation to master the foundational skills and capabilities you need to drive and support the success of your team. If you master these skills, they will serve you well throughout your leadership career.
I have found that great frontline managers set themselves apart by excelling at three fundamental building blocks. Together, these three building blocks create a foundation for long-term leadership success:
Building block one: Demonstrate individual accountability.
First, they focus on their effectiveness and self-awareness by:
• Setting the tone of accountability, prioritizing their time, managing stress and focusing on the most impactful tasks that generate results
• Actively soliciting feedback to understand their strengths and areas for development
• Developing strong communication skills that ensure their team has the clarity and commitment they need to drive high performance
Building block two: Drive team accountability.
Strong frontline managers also excel at capabilities that help drive strong team clarity and commitment, these include:
• Setting team expectations and goals
• Delegating effectively to empower their teams to achieve high performance
• Giving and receiving meaningful feedback that accelerates the development of their teams
• Strengthening team resilience in a way that promotes team cohesion and well-being to handle challenges effectively
Building block three: Establish shared accountability.
The final building block recognizes the need for frontline managers to look beyond themselves and their teams by:
• Fostering productive relationships with peers in a way that builds trust and fosters collaboration across teams
• Actively managing and resolving conflict so you can manage disagreements constructively to remove barriers to execution
• Leading through change so that teams can confidently move through uncertainty and ambiguity when it exists
Take advantage of the opportunity before you.
Becoming a great frontline manager is not merely about learning technical skills or ensuring tasks get done; it’s about becoming a leader who inspires growth through accountability, trust and collaboration.
It requires stepping into the role with a clear understanding of what you’ve signed up for, investing in the foundational skills that drive individual, team and shared accountability, and forging meaningful connections with peers and leaders across your organization. Doing this sets yourself—and your team—up for lasting success.
While the journey is challenging, it can also be immensely rewarding, offering the opportunity to make a lasting impact on your team, your organization and your career. Great frontline managers don’t just manage—they lead, inspire and elevate those around them to achieve extraordinary results.
Step into your role as a frontline leader with confidence and clarity, knowing that your leadership has the power to inspire extraordinary results.
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