Equip frontline leaders to assume greater responsibility
Succession planning is an increasingly urgent need as more baby-boomers approach retirement age. Many organizations struggle to find qualified candidates who are willing to take on new management roles.
Further compounding the problem, many employees who excel at the clinical or technical aspects of their current role and are willing to step up find themselves ill-prepared for leadership.
How We Help
Frontline Impact helps organizations ensure that the next generation of staff is both willing and able to step into leadership roles.
Instill a desire to lead
Most frontline staff assume that leadership is the exclusive purview of managers and senior leaders. The Frontline Impact program helps change that mindset, cultivating instead a willingness to solve problems and take initiative when confronted with performance shortfalls.
Many participants take on more formal leadership roles following the program, but even if staff remain at the frontlines, your organization will benefit from having stronger leadership at all levels.
Cultivate the skills to excel
Leading a unit or department requires the ability to think critically about problems and implement effective solutions. Leading others requires the ability to motivate, mentor, and influence.
The Frontline Impact program includes a series of four, full-day onsite workshops that give participants the skills they need to successfully conceive, plan, and implement two performance improvement projects. Topics include:
Unleashing frontline potential—helping participants view themselves as agents of change and leaders in their departments and providing them with concrete critical thinking skills, such as root-cause analysis.
Proactive problem solving—showing participants how to address problems in the short and long term and providing participants with key skills to effectively lead projects and track success.
Dynamic team leadership—teaching participants about team leadership skills, such as identifying and correcting common dysfunctions, as well as mentoring and coaching peers.
Influencing for change—equipping participants to sustain their project results over time by maximizing their own sources of power, remaining conscious of others’ sources of motivation, and responding when influence is unsuccessful.
Participants put this learning into action through their Frontline Impact project work, ensuring that frontline staff, regardless of their future career path, are better equipped to serve as leaders.
Contact us to learn more about Frontline Impact
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