Testimony Kris Harold

Frontline managers have the responsibility and authority to manage and achieve organisational productivity and performance milestones. In achieving this mammoth task they are expected to oversee team productivity and performance, complete a range of administrative tasks and contribute towards the organisation’s strategic picture. Often the most junior and inexperienced of the management staff, frontline managers are in most cases former team members who have been recognised for their excellence in the role and have been duly promoted as a result.

The combination of these high expectations and inexperience of the people fulfilling the role often leads to unnecessary pressure on the individual and the team and may result in inefficiencies, job dissatisfaction or even resignations of highly valuable employees.

We have developed a hands on approach to enhancing the skills of the frontline manager that will help these highly skilled individuals strengthen and grow in their role. 

We understand that many of our frontline managers are ‘too busy’ to be bothered about reading extensive literature on ‘how to be a better manager’. In recognition of this cry for help in a manner that doesn’t take more time away from our already time poor frontline managers, the TLIC™ model is one that can be used in the workplace on a day to day basis, building the skills of the individual as they work in the role. It is designed to be used as an on-the-ground practical guide, rather than an abstract knowledge resource.

TLIC™ represents the four key competencies that a frontline manager must possess in any workplace if they are to experience success in the role. A frontline manager who is competent in all four components of the TLIC™ model is one who possesses the necessary levels of mental ability, emotional maturity and interpersonal skills required to lead the task and lead others. They also have the ability to act with initiative and motivation to influence others and create and manage change in the workplace.

 

Advantages and organisation and individual could expect to see from utilising the framework include:

TLIC Think Icon

THINK

A firm foundation of knowledge and the ability to transfer that into understanding and consideration will provide the competence to make sound decisions and take appropriate actions at all times.

Ensure you or your employees are confidently and consistently making decisions based on a foundation of up-to-date and relevant facts.  

 

TLIC Lead IconLEAD

Leadership and management ability is critical to achieving outcomes in the workplace. Without these core skills it is difficult to make an impact on productivity and performance. 

Ensure you or your employees are making choices to ACT, rather than REACT, and be emotionally mature and confident frontline managers. 

 

TLIC Influence IconINFLUENCE

No matter how good the individual; work outcomes rely on the input of others. Application of specific skills and knowledge to achieve influencing success is mandatory to achieve desired outcomes. 

Ensure you or your employees are getting the desired results from others, making sure that others listen, and creating a positive and lasting impact on team members. 

 

TLIC Change IconCHANGE

A workplace that does not change cannot move forward. Being effective in managing and leading change is essential if organisations wish to meet productivity and performance targets. 

Ensure you or your employees are identifying and acting on areas for improvement, continuously improving, making changes stick, and imbedding a change culture. 

TLIC Workforce Development Video

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TLIC Case Study

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