How to support managers: Instilling confidence to overcome frontline challenges

We’ve all been there: starting a new job or taking a different position with evolving duties, facing unfamiliar challenges and wishing we had more support.

Frontline managers, who have many responsibilities and play a pivotal role in the success of their frontline team, straddle the stress of being an employee and a leader. Learning how to support managers effectively has always been critical, but with the recent Deskless Report 2024 finding that 67% feel unprepared and ill-equipped on a daily basis, it’s clearly time for action. 

When managers feel unsure, it impacts their ability to lead effectively, potentially setting off a domino effect:

• Less workforce cohesion leads to lower team productivity and performance 
• Reduced employee engagement and heightened stress
• Missed development opportunities and stalled professional growth
• Negative customer experiences that can damage a company’s reputation

The good news is that by investing in their needs, organizations can provide resources, implement targeted strategies to mitigate these issues and equip managers with the support they need to lead confidently.

Managers are crucial to frontline success, but they lack confidence

Behind every successful frontline team are strong frontline managers. They’re the vital link between frontline employees and the rest of the company, responsible for guiding, supporting and motivating their teams—research by Gallup highlights that 70% of the variance in team engagement is determined solely by the manager. But despite their crucial role, many frontline managers are facing a crisis of confidence. 

Imagine trying to lead a team when you’re not even sure you’re doing things right. With 2 in 3 managers feeling like they’re “making it up as they go along” at least some of the time, this uncertainty can affect the entire team, impacting everything from communication and company culture to decision-making and ultimately hindering team performance.

But it’s not just a self-confidence issue. Managers are also grappling with the pressure of the current labor market. One of their top concerns? Finding and keeping top talent. This means they’re not only navigating the complexities of their role but also the added stress of staff shortages and high turnover.

Supporting managers where they need it most

Simplifying the job

Take a closer look at how you’re managing managers and the demands you place on them. Are they overburdened and overwhelmed with tasks that prevent them from being there for their teams? Are they inundated with responsibilities that leave them little time to focus on building high-performing teams? 

Assess the current state of the manager role and identify areas where you can better support people leaders by lightening the load. Determine which tasks require the most time and effort, then realign expectations to emphasize more time spent with employees and customers. You can even leverage technology to automate routine tasks, increase productivity and reduce administrative burdens.

Addressing burnout

Managers can’t pour from an empty cup. Recognizing the signs of manager burnout and taking proactive steps to create a sustainable and positive work environment ensures every manager feels good and is ready to lead every shift. Assess workloads, identify potential stressors and implement strategies to alleviate pressure points. 

Addressing manager burnout might involve redistributing tasks, providing access to mental health resources or encouraging a healthier work-life balance for improved morale and wellbeing, reducing turnover for the long term.

Building community

When you create a strong community for managers, you’re not just building connections; you’re building a lifeline. They’ll have a safe space to share challenges, learn from each other’s experiences, and work together as a management team to overcome obstacles instead of being limited to having these conversations with their bosses. Think of it as a support system to reduce stress, encourage knowledge sharing and empower managers to overcome challenges and work toward company objectives together. 

Start by making it easy for managers to connect with their peers. You can build authentic connections by creating a directory of manager contact information, leveraging technology for group chats and promoting cohort-based learning programs.

Helping managers achieve daily wins

Everyone loves the feeling of a productive day: checking things off the to-do list, knowing they’ve made a difference and heading home with a sense of accomplishment. Frontline managers crave that feeling, too.

When managers were asked what makes a successful shift, “getting all tasks done” topped their list (60%), followed closely by “meeting team or operational goals” (53%) and “helping a guest or customer solve a problem or issue” (38%).

This reveals something important: frontline managers are driven by their daily impact, not just by a paycheck. They thrive on these daily wins—moments where they can see the progress toward their team goals and the tangible results of their efforts. Understanding how to support managers in achieving these daily wins is key to effectively managing managers. By providing the necessary resources and guidance, organizations can enable their frontline leaders to become more engaged and productive, which improves employee productivity, leaves customers happier, builds up team spirit and, ultimately, leads to a healthier bottom line.

The training managers are asking for

Frontline managers are often bogged down with non-managerial tasks, leaving little time for essential skills development. To support managers in reaching their full potential, collect helpful feedback directly from them about what they need to succeed and invest in relevant training that addresses their most pressing needs. 

This means offering continuous learning opportunities and quick-hit microlearning training content that fits in the flow of work and doesn’t force managers to choose between their own growth and the operation’s needs. Make these resources accessible so managers can quickly find answers to common problems without disrupting their workflow. This equips managers to excel in their roles so these people leaders can devote more energy and time to leading teams with confidence.

Here are the areas where frontline managers are most eager to expand their expertise, according to The Deskless Report 2024:

Cross-training or upskilling

Over half (56%) of managers seek cross-training and upskilling opportunities to gain a broader understanding of different roles and responsibilities within their organization. They recognize that expanding their skill sets will make them more adaptable leaders, better equipped to support their direct reports and contribute to organizational success.

AI and emerging technology

The frontline world is changing fast, and AI is leading the charge. To navigate this new frontier, 52% of managers are eager for training on AI and emerging technologies. AI can help managers simplify and translate communications so they’re easily consumed by frontline teams, schedule campaigns so initiatives are reinforced over time and even prioritize updates so employees know exactly where to focus their limited time and attention.

Leadership and management skills

Great people leaders don’t just happen—they’re made. But with 66% of those in leadership roles doing the job without any formal training, that’s a lot of “accidental managers” doing their best without enough. It’s little surprise that 51% of managers told us that they’re eager for training to sharpen their management and leadership skills.

Conflict resolution

Workplace disagreements and heated incidents with customers are unavoidable. But they don’t have to derail the team or operations. 51% of managers want training to mediate disputes and improve their conflict resolution skills.

Training to use tools and tech

Over half (54%) of frontline managers feel short-staffed, so it’s clear they need more support. Unlocking the full potential of existing workplace technology can help. The Deskless Report 2024 research revealed 49% of managers want further training on the tools they use every day. Managers are keen to gain a deeper understanding of these systems to streamline their workflows, improve their productivity and free up more time to focus on strategic initiatives and team support.

Teamwork and collaboration

Nearly half (48%) of managers are asking for training on teamwork and collaborative skills to strengthen their interpersonal relationships and build more cohesive teams.

Need help with how to support managers effectively? 3 steps to make a difference today

1. Prioritize manager wellbeing and work-life balance

While eliminating stress at work is not possible, creating a supportive company culture that prioritizes manager wellbeing is. Encourage managers to use their vacation time and truly disconnect when off duty. Promote stress-reduction techniques to help them cope with the daily pressures. Most importantly, ensure they feel comfortable discussing their challenges and seeking support.  

2. Empower managers to make decisions and take ownership

Managers have a unique understanding of customers, their teams, and the issues they face every day. So why not empower them to make decisions and take ownership of their roles? 

Provide feedback, clear guidelines and expectations, but also allow for autonomy and flexibility in decision-making. Encourage them to take the initiative, exercise creativity when solving problems and contribute ideas. And don’t forget to recognize and reward these efforts—acknowledgment for a job well done shouldn’t wait until performance reviews!

3. Foster a culture of open communication and feedback

Open communication is key in any successful organization, and that’s especially true for frontline managers. They need to communicate effectively with their teams, upper management and customers. Regular two-way communication requires managers to feel comfortable sharing their own feedback and surface team insights with the certainty that their voices will be heard.

Create a safe space for managers to voice concerns and seek support without fear of judgment. Encourage them to actively seek out and value diverse perspectives from their teams and colleagues and ensure that giving and receiving both positive and constructive feedback is a regular part of your organization’s communication practices. When team members share what’s working and what isn’t freely, the entire organization benefits.

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Frontline managers are essential to an organization’s success, but they can’t do it alone. Effectively managing managers means cultivating a culture where they feel confident in their abilities because they’re given the proper support and resources to achieve great results. It starts with developing confident leaders who can build confident teams ready to perform and do their best, every day.

Want even more insights on how to support managers? Download The Deskless Report 2024 for strategies to tackle today’s frontline challenges and turn them into opportunities for supporting managers.

Maliyah Bernard

Maliyah Bernard is an academic writer turned copywriter. As a former frontline worker, she loves writing about all the ways organizations can support these essential workers smarter.

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