How Frontline Workers are a CEO's Secret Weapon
The insights are invaluable
The average CEO spends only 6% of their time in stores with the frontline workforce. I get the statistic, but it still sounds like way too little. Yes, CEOs are busy. Managing and leading a whole-ass company must be pretty challenging.
However, the frontline workforce is the key to the business. They understand intricacies no one else does. They understand what's working and what's a waste of time better than anyone. They know what customers really want - not just the ones who call customer service to complain.
The frontline workforce is a CEO's secret weapon if the CEO is savvy enough to tap into it.
Get the Culture Right
Fast Company recently reported on this topic and noted,
"Executives are realizing they need a more systemic, long-term approach to truly hearing the valuable perspectives only those on the frontlines can provide."
Yes, yes, they do.
Leaders at the corporate level must figure out how they will gather the feedback, but the good news for them is that the frontline workforce is usually more than happy to give it when it's ingrained in the culture.
That's the tricky part - getting the culture right so people feel empowered to speak up.
Imagine that you work as a barista for Starbucks. Imagine that your CEO showed up once a month to work alongside you and ask you for feedback. You'd feel empowered to talk about what was working and what was causing problems.
If you never see your executives, how would you even speak up? Would you call that 1-800 hotline number posted in your break room? Not likely.
When CEOs make themselves accessible, they create a feedback loop that equals dollars in the bank and a more unified and dedicated workforce.
“I felt unimportant.”
I worked for a retail company and never met my regional manager. He canceled every store visit he ever had with me. I loved the company, but I felt disconnected and not valued.
I felt unimportant.
In contrast, I knew my regional manager well at my last company. I had her phone number. I knew the VP of stores. On my last day, the VP called me at my store to thank me for my hard work and dedication. It meant the world to me.
Which company got more of my feedback? Which company was more agile and open to change?
Bingo.
Innovate Faster
Innovative companies have feedback loops built in. The executives there understand how the frontline fits into the overall business strategy, and they show up at the stores to reinforce it.
Smart companies can build it, but they must start now, or they'll be left behind.
Innovation doesn't have to be big; it can be small.
"It scares me that there is still this common misconception that innovation means inventing something completely new. In reality, the vast majority of innovation stems from taking a fresh approach to an existing product or idea or approach. At the end of the day, innovation is about breadth, depth, and pace of change." - Andrew Smith, Co-Founder of Think Uncommon
Guess how you innovate faster?
Yep, listen to the frontline.
Savvy CEOs know it, and they show up for it more than 6% of the time.
MAILBOX
This question came from someone in The Break Room community, my membership group for retail leaders. It's a fantastic question; a very tricky situation.
"Re: Delivering feedback to my leader. I really try to be open and deliver feedback to her about certain things she does that creates a negative environment or isn't supportive to the team… but she does not accept it well and will always deny and blame others. Do you have any tips? (whenever i try to give her feedback i do have proof/dates)."
This is a delicate situation. This leader isn't very self-aware.
If you have a good relationship with your DM, I'd recommend discussing it with them. It's also good that they know about this.
Another idea is to hold up a mirror to the leader carefully. When she says it's not her fault or someone else is to blame, you can say -
"Are you saying you don't see how your actions were confusing?"
"Are you okay with them team being confused then?"
"Are you blaming ______ for your actions?"
When you calmly lay it out for people, they have nowhere to go. When you call out the blame, it's hard for them to do it again because you show them that you see what they're doing.
It takes a lot of practice, and you have to be ready to do it. Usually, when people deflect and blame, it catches us off guard, and we shut down because we don't know what to say. The other person knows that and is counting on it.
There's a book by Amber Cabral called Say More About That, which is fantastic. It teaches you how to do this stuff. Whenever I've tried this, it works; it's like a Jedi mind trick. It's not easy, though.
LEVEL UP
One thing you can do today is to be a better leader.
Make sure your store has a way to show appreciation publicly.
When appreciation is visible, it generates positivity. It also makes people more likely to participate and show appreciation for others.
In my store, we had a bulletin board where we could write notes for people thanking them. It could be for anything.
Great sale!
Thanks for cashier training me!
Thanks for helping me with recovery!
Small notes go a long way. We had stickers and markers available. Everyone made it colorful and fun. By the end of the month, the board was filled with appreciative notes. People could take them home if they wanted.
A culture of appreciation makes the team more cohesive and invested in their work. It's small and doesn't cost much, but the benefits are beyond measure.
(Sometimes you get funny stuff like this when teenagers work inventory and have an hour lunch break. 😆)
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Find Your People
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Now, you do!
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Come as you are, ask questions, connect, give, and get advice. This is your space. Take five and vibe. Leave feeling refreshed.
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You're the absolute best.
Those bosses don't deserve to manage anyone. How can someone be scared of their boss? It's insane
There is asking for feedback and then truly wanting it. SO easy to say and seldom really done by so many bosses. Good tips for dealing with a defensive boss.