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15 Metrics that Matter About Your Frontline

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We've curated data from various sources on the state of frontline leaders. Find out who they are today and what will be required of them in the future, their strengths and gaps, and how they impact your organization.

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15 Metrics that Matter About Your Frontline

  1. 1. www.ddiworld.com/im 15 Metrics that Matter About Your Frontline ©Development Dimensions International, Inc., 2017. All rights reserved.
  2. 2. www.ddiworld.com/im Pressure Points Competition and complexity have made frontline  leaders’ jobs more challenging than ever before.  Leaders face increasing pressure to deliver results,  reduce costs, innovate, and motivate a diverse workforce  that crosses organizational and geographic boundaries.  Accomplishing these objectives means today’s frontline  leaders need a complex combination of skills,  knowledge, and experience. ©Development Dimensions International, Inc., 2017. All rights reserved.
  3. 3. www.ddiworld.com/im We’ve curated data from multiple sources on the state of frontline leaders: who they are today and what’s required of them in the future, their strengths and gaps, and their impact on your organization. ©Development Dimensions International, Inc., 2017. All rights reserved.
  4. 4. www.ddiworld.com/im What's unique about first-level leaders? • Higher proportion of women: 34% at the first level compared to 25% at mid and higher levels and 21% at senior level • Average 40 years-old • Crossing over to younger generations: 14% of first-level leaders are Millennials and 77% are Gen X (91% total for these roles) ©Development Dimensions International, Inc., 2017. All rights reserved.
  5. 5. www.ddiworld.com/im More than 87% of first‐time leaders feel frustrated, anxious, and  uncertain about their new role. Without a formal transition  program, most first‐time managers are left to sink or swim. Are Your New Leaders Sinking or Swimming? Source: Your First Leadership Job, DDI, 2015 ©Development Dimensions International, Inc., 2017. All rights reserved.
  6. 6. www.ddiworld.com/im Just more than a quarter of organizations have effective development in  place for first‐time leaders and 17% have no development at all for first‐ time leaders. The Dismal State of 1st-Time Leadership Development Source: State of Leadership Development 2015, Brandon Hall Group Executives and other senior leaders First-time leaders/supervisors Mid- level/emerging leaders Individual contributor leaders ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  7. 7. www.ddiworld.com/im Just 38% of organizations have identified first‐time leaders as critical for  development over the next 12 to 24 months. No Plans for Development? 53% 51% 38% 32% 22% 21% 20% 16% 16% 13% Leader segments most critical for accelerated development (Next 1‐2 years). Source: Brandon Hall Group, State of Leadership Development 2015: The Time to Act is Now ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  8. 8. www.ddiworld.com/im 50% of first time leaders were not given the opportunity to complete leadership or interpersonal skills training. Of the 50% who had training, less than 7% had follow-up coaching and application opportunities. ©Development Dimensions International, Inc., 2017. All rights reserved. Source: Leaders in Transition: Progressing Along a Precarious Path (DDI, 2014)
  9. 9. www.ddiworld.com/im 25% of first‐level leaders are less than effective at inviting ideas  from others. Gaining buy‐in from the people you work with is an essential  part of your job as a new leader. Gaining Buy-In From Co-Workers is Crucial Source: Your First Leadership Job, DDI, 2015 ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  10. 10. www.ddiworld.com/im When we asked the most common reason that frontline leaders fail, the  number one reason (selected by more than half of respondents) is a lack  of interpersonal skills. Why Frontline Leaders Fail Source: Be Better Than Average, DDI, 2013 ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  11. 11. www.ddiworld.com/im Gaps in interpersonal skills are the #1 reason frontline leaders fail! Source: High-Resolution Leadership, DDI, 2016 Effectiveness of Interaction Skills Percentage of People Who Demonstrate Effectiveness in These Skills ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  12. 12. www.ddiworld.com/im The 5 critical skills that first‐level leaders need to develop most (based on  at least 30% of HR rating the skills as critical. Only about half or less of  frontline leaders are rated as effective). % Frontline leaders rated as effective 1. Identifying and developing future talent 53% 2. Managing and successfully introducing change 53% 3. Fostering employee creativity and innovation 52% 4. Inspiring others toward a challenging future vision 51% 5. Leading across countries and cultures 27% Source: DDI and The Conference Board: Global Leadership Forecast 2014|2015 Critical Skills www.ddiworld.com/im ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  13. 13. www.ddiworld.com/im Frontline Leaders Need More Support! • Only 1/3 (33%) of first-level leaders have a written and up-to-date development plan (at least 10% fewer than other levels) • Only 57% think their manager is effective at developing them • Less than half (49%) think their senior executives are committed to developing the organization's leaders ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  14. 14. www.ddiworld.com/im Top 5 Transitions First-Time Leaders Struggle With Source: Leaders in Transition: Progressing Along a Precarious Path (DDI, 2014) • Getting work done through others (42%) • Dealing with ambiguity and uncertainty (42%) • Engaging and inspiring employees (39%) • Creating a new network (33%) • Navigating organizational politics (30%) ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  15. 15. www.ddiworld.com/im Plant the Seeds Early: Learn Before You Lead Source: PROOF: That DDI’s Leadership Development Pays Off, 2017 ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  16. 16. www.ddiworld.com/im Overwhelmingly, empathy tops the list as the most critical driver for  overall performance in frontline leaders. Only 40% of the frontline leaders  we assessed were proficient or strong in empathy. Empathy is Boss Source: High-Resolution Leadership, DDI, 2016 ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  17. 17. www.ddiworld.com/im Successful Development Can Make Up for Experience Source: PROOF: That DDI’s Leadership Development Pays Off, 2017 ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  18. 18. www.ddiworld.com/im Development Builds Confidence to Build Leadership Diversity Source: PROOF: That DDI’s Leadership Development Pays Off, 2017 ©Development Dimensions International, Inc., 2017. All rights reserved. ©Development Dimensions International, Inc., 2017. All rights reserved.
  19. 19. www.ddiworld.com/im Keys to Developing Exceptional Frontline Leaders Frontline leaders play an incredibly important role in your organization. They are often  the largest leader population, and they impact areas such as team productivity, employee  engagement, and customer satisfaction. So how can you take your leaders from average  to exceptional?  1. Prepare Your First Line of Defense Use the data you have at hand, and then get more. Have a clear picture of the gaps that exist.  Help your frontline leaders understand their blind spots and development areas—as well as  their strengths—to engage them in their own development experience.  2. Get Personal Interpersonal skills are the biggest difference‐maker between average and exceptional leaders.  Ensure your leaders have a solid foundation in these skills and hold leaders at all levels  accountable  for using them.  3. Rethink Development Blended learning has taken on a new meaning. When organizations understand all of the tools  and technologies available to them,  and then build them into development initiatives in a  meaningful way, then your leadership development will be above average—delivering way‐ above‐average leaders! ©Development Dimensions International, Inc., 2017. All rights reserved.
  20. 20. www.ddiworld.com/im Develop essential skills in first-time managers and frontline leaders. ©Development Dimensions International, Inc., 2017. All rights reserved.
  21. 21. www.ddiworld.com/im Sources Be Better Than Average: A study on the state of frontline leadership 291 human resources executives in the United States and Canada. DDI and HR.com, 2013.  Brandon Hall Group, 2015 State of Employment Value Proposition Study  State of Leadership Development 2015: The Time to Act is Now 242 responses from organizations, ranging in size from less than 25 employees to more than 100,000 and with  revenues from $50 million or less to $5 billion or more. Brandon Hall Group, 2015.  DDI and The Conference Board: Global Leadership Forecast 2014|2015  13,124 leaders; 1,528 global human resource executives; and 2,031 participating organizations in 48 countries  across all global regions.  DDI, 2014‐2015.  PROOF: That DDI’s Leadership Development Pays Off 186 unique studies from 1970 to 2015; 18,338 leaders and 12,200 observers; 44 countries in 8 major industries.  DDI, 2017.  Leaders in Transition: Progressing Along a Precarious Path 618 respondents who had experienced a transition at work in the past three years, DDI, 2014.  Your First Leadership Job: How Catalyst Leaders Bring Out the Best in Others, Byham and Wellins,  Wiley, 2015. High‐Resolution Leadership A synthesis of 15,000 assessments into how leaders shape the business landscape, DDI, 2016 ©Development Dimensions International, Inc., 2017. All rights reserved.

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