Frontline managers are the cornerstone of any organisation, and their leadership plays a pivotal role in successfully managing change initiatives.
This is particularly true in dynamic environments where multiple changes are co-occurring. From their intricate relationships with their teams to their dual responsibilities as both recipients and catalysts of change, these leaders are indispensable in navigating the transformations organisations face today.
The world is grappling with a Polycrisis, a concept explored in a World Economic Forum report. This phenomenon involves overlapping crises that result in multiple, unforeseen changes that often challenge our established strategies. Southern Africa is no exception, grappling with its own unique challenges, such as the collapse of the electrical network in South Africa and deteriorating road, rail, and water infrastructure. Currency volatility and a persistent brain drain add to the complexity. However, there are silver linings, including an uptick in exports.
These factors collectively elevate the risk level, underscoring the imperative that any change, whether imposed or voluntary, must succeed. In this context, effective change management becomes the linchpin of success when executed properly.
For frontline managers, the critical skill lies in managing personal change and knowing how to seek support during the transition. When these managers are encouraged and rewarded for actively engaging with change, they ensure their own success and contribute to the success of the project and their colleagues. The most successful frontline leaders view change as an opportunity, not a threat. In contrast, those who resist change, evade it or become immobilised by it risk becoming overwhelmed or rendered obsolete.
While common challenges are faced on both sides of this equation, Southern African frontline managers must be exceptionally resourceful when working with weak or ineffective management. Management is frequently overburdened, under-resourced, and operating beyond its optimal capacity.
The research underscores managers’ pivotal role in guiding their teams through change, including communicating the change effectively (leading by example), managing resistance, and providing coaching. Consequently, frontliners must be prepared for a significant degree of self-management when adapting to change and reach out to management when additional support is required.
At ‘and Change’, we strongly advise organisational leaders to invest significantly in frontline management as they drive change within the organisation, ensuring its continued operation during transitions. However, leaders must understand that frontline managers cannot lead their teams through change until they fully support the change. Consequently, managing resistance within the management ranks should be addressed before extending it to the frontline.
Research consistently demonstrates that neglecting or merely paying lip service to frontline managers often results in project failures (with a staggering failure rate of over 85%) and disengagement among this crucial group, who may feel undervalued and ignored within the organisation. This applies even to “can’t fail” projects.
As a global advisory and change management consultancy, we have collaborated with various clients across diverse industries, including mining, FMCG, and financial services, transcending various cultures. In our experience, the most successful organisations have delegated the responsibility of building change management competencies to their frontline managers. For instance, one FMCG conglomerate with a presence in multiple African countries initiated its change management journey by bolstering organisational development skills, then engaged top management to understand their pivotal role in leading change.
This was followed by delegating coaching and training responsibilities to the frontline. This approach is a multi-year endeavour, initially focusing on addressing urgent changes. Another mineral marketing company in Southern Africa adopted a similar approach, beginning with a more general change management skills-building initiative to support vital operational projects. In both cases, we assessed their change maturity at the outset to provide a baseline for tracking progress along their transformative journey.
In conclusion, the role of frontline managers in leading change cannot be overstated. Their effective leadership and support are the linchpins of successful change management, particularly in complex and dynamic environments. Organisations that invest in equipping their frontline managers with the necessary skills and resources find themselves better prepared to navigate the challenges of today’s ever-evolving business landscape.
*Tom Marsicano is the CEO of ‘and Change’, a global change management consulting and training company. He is a Master Certified Prosci® Instructor with an extensive background in financial services and IT systems. His love for research makes him a widely respected facilitator and speaker. Write to him at tom@andchange.com or learn more at andchange.com.
