Working in the Weeds – Front liners

In my experience and observation the organization that causes the most stress and anxiety for its people and leaders … is usually their organization.

As a manager, supervisor, or any kind of leader within an organization, we have a responsibility to recognize, appreciate and acknowledge, and most importantly to help alleviate that stress for our people.    This consideration also extends to all levels of management, particularly new managers and those at the lower tiers of management.

The closer people are to your “front-lines,” the more people “working in the weeds,” the more stress and anxiety they likely feel. 

One of the most common stresses is “Not having enough time to complete tasks.”  I believe that most people are dedicated.  To succeed though, organizations need to recognize when their people are struggling to get all of their assignments finished.  Having a five-minute meeting in the morning and at the end of the day to set priorities and follow-up is a quick and simple way to gauge this type of stress.  Failing to be aware of this issue can hurt morale, and productivity, and increase frustration towards your organization. 

Absenteeism is another common cause of stress and anxiety.  Often when someone calls in sick or is absent unexpectantly, the work still needs to be done.  Priorities shift and people adapt, but the cost to the organization can be significant without recognizing the toll that takes place.  Having a plan to adapt and recover from “sick days” is the hallmark of a great organization; too many other ones fail to recognize the added pressure that affects their other people.  

Just as unexpected absenteeism can cause stress, having people quit suddenly, even with notice can severely compromise an organization.  Even when given two weeks’ notice there is not enough time to post, interview, hire, and train a replacement.  The doubling up of tasks and the weakened coverage strains everyone but in particular the people closest to the departing associate.  Just like a plan for absenteeism, your organization should have a modifiable plan for coverage that lays out what tasks and duties are done by whom, and what tasks will be temporarily set aside until a replacement is found. 

Every organization should ask its people and/or volunteers, “Have you provided the necessary tools to do their jobs.”  The issue of “Not having the right or enough tools,” is a very common source of frustration (SEE- QUITTING OVER A FLASHLIGHT).  There are organizations that ration pens or notepads risking morale and frustration issues that fail to appreciate the importance of such basic resources. 

Too often organizations fail to support their people during “off-peak” hours.  Someone should be designated to “be in charge” at all times.  The organization should provide additional support and latitude to use their judgment.  If your people don’t feel supported, do not be surprised if they mirror the organization’s indifference to customers and clients. 

In my experience, training is the most important process that is underdeveloped in most organizations.  Good organizations minimize the stress and anxiety of their people onboarding procedures and training checklists for their new hires.  They designate trainers and the processes are constantly reviewed and updated before and after each new associate joins the team.   Onboarding procedures are perhaps the single most important determinates in establishing your organizational culture. 

An important component of reducing stress and anxiety is to recruit the right people.  Many SMEs do not devote enough time to designing job descriptions before advertising an opportunity.  A good job description is like a shopping list of skills, attitudes, and behaviors that forms the basis of any hiring decision.  Effective organizations use a customized interview questionnaire based on their job description.  Those same organizations also involve front liners in the screening and interview processes.  Additionally, using a two-interview process with at least one co-worker present can reveal hidden nuances that are easily missed. 

In the weeds on a day-to-day basis marketing and advertising for any type of organization is something that has a significant impact on front-liners.  Marketing is strategic and should be broadly based on the organization’s competitive advantages.  Advertising is “up-close, tactical,” and is the manifestation of marketing for the front liners.  Successful organizations deliver on what they promise and back up those promises with immediate action.  Stress and anxiety for your people come from the reality gap that exists between those promises and what the front liner can actually do.  This accountability and the inherent creativity that successful marketing encompasses can ensure the very survival of the organization.

Front-line managers and workers have a powerful influence on cost controls for any organization. 

Inventory management is one of those key cost controls.  Buyers need to communicate special terms and conditions so front-line managers can make appropriate decisions.  For retail organizations, your people should understand that turning inventory is important and that tools such as “gross margin return on inventory” help to make decisions on pricing, sale prices, and inventory levels.  Those same merchants also manage their returned merchandise keeping the amount of returns to less than 2% of their total inventory by having a well-developed and proven mechanism for moving this product out the door.

Staying with the retail example, front liners need to understand margins.  Any idiot can move boxes by giving the product away, merchants earn their living by creating profitable sales for their organization while meeting the demands and expectations of their customers or clients. 

Other types of organizations have to manage things like supplies, tools, and variable expenses.   Successful organizations empower their people to eliminate waste and save money without sacrificing core values.  Savings may not be the only determinant for choosing a supplier, for example, a local organization may support purchasing supplies locally even for higher prices if their clients/customers may be employed by those organizations.   

Organizations have many assets; their people are the greatest among those.  Train and empower those people to contribute, no one is ever “just an employee.”  You know you are succeeding when your people ask themselves, “Is what I am doing adding value to my organization.”  Making your people take ownership and trusting their decisions is a good way to get them to act responsibly, as long as you have checks and balances in place.

Building an awesome customer experience happens through your front liners.  Reinforcing and recognizing simple things like smiling and friendly tones all contribute to your organization’s positive atmosphere.  Next is proper execution of “What you say you will do, doing more than what is expected.”  Ironically, these concepts cost very little and build on competitive advantages.  Ask for their ideas, their critiques, and find ways to use what they suggest. 

Praise your people. 

Most associates want to be praised when they do something positive.  As importantly, they want guidelines and rules to be enforced when someone is abusing them, not with wide brush strokes that paint everyone.  They want to know problems are resolved.  They want responsibility and trust.  They want to feel that they make a difference.  They want the ability to grow and learn.  They want a culture of positiveness, and they want to be paid fairly.  Money is not the prime motivator, but it is important.  If your organization doesn’t regularly pay a “cost of living” increase and you have been in business for more than five years know that your people will be making less “real” money every year, and you should not be surprised when they go to one that does.

Set the example by “honing your organization’s ability to implement and execute new ideas and concepts.”  There are so many great ideas and concepts available to every organization; however, the ability to plan, implement, and refine those ideas is very rare and that is perhaps the most important way to motivate and retain your front liners. 

Is this too much to ask?  After all, driving an organization is tough.  Constant interruptions and distractions happen seemingly every second.  All of the pressures explained in this post are magnified tenfold among the senior leadership. 

Looking after your front liners is what senior leadership does.  That’s the job.  Period.

As a manager, I have seen all sides of these points.  I have come to realize and appreciate that effective leaders know their job is to support their front liners, the people managing the day-to-day issues, the people working in the weeds.  Additionally supporting their new people and their more experienced people is a task that never ends.  Reducing their anxiety, reducing their stress, helping them grow, and ensuring they are rewarded and praised will allow your organization to grow, take on new projects and opportunities, and thrive. 

Good luck,

Paul.