The Fourth Pillar of the goHappy Employee Engagement Model for frontline leaders is to coach, not boss. But, what does this mean, and how can you embody this in your role?

Every November, the United States dedicates a day to honor military Veterans and their dedication to the country through their service. Some companies observe this quietly, while others make a public gesture. Numerous consumer brands extend gratitude to Veterans by offering complimentary items or discounts. As a #USAF Veteran, I keenly acknowledge and appreciate these gestures. Most Veterans, in response, humbly express gratitude to the companies, recognizing that the acknowledgement is not obligatory.

As a frontline leader, you're often in the eye of the storm, navigating the challenges of managing teams, executing projects, and meeting objectives. Yet, amid these duties, one underlying factor determines your success: trust. Trust isn't merely about dependability or reliability; it delves much deeper into the psyche of leadership. At its core, it's about authenticity—being a leader who is genuine, relatable, and transparent. 

We’ve said this many times before, but it bears repeating: gathering feedback from your frontline employees is one of the best things you can do for business performance. 

There is an undeniable connection between an organization's employee experience (EX) and the customer experience (CX) it delivers. Denise Lee Yohn, in her insightful piece for Harvard Business Review, astutely observes that given the technological advancements and shifting labor dynamics, "EX is now the key driver of CX." This assertion resonates powerfully with the principles laid out by the goHappy Engagement Model.

When it comes to motivating frontline employees, managers and leaders often find themselves facing a perplexing challenge. The traditional rewards — bonuses, promotions, and the like — might appear effective on the surface, but their influence can be fleeting. This is especially true for industries where employees often switch jobs for even a seemingly small hourly pay bump. More so, how can leaders and managers who do not have decision-making power over pay make an impact on employee engagement and retention?

Employee engagement is defined as a measure of how committed an employee feels to their organization; how much they identify with their organization; how satisfied they feel with their job; and how energized they feel in their work. There is no doubt that employers benefit in many ways from high levels of employee engagement, while disengagement not only negatively impacts individual workers, but can easily spread. 

Feedback is the compass that guides an organization toward its true north. Particularly, feedback from frontline employees – those who are in the trenches every day – is invaluable. These individuals deal with the real-time challenges, customer interactions, and the daily mechanics of your operations. 

In any organization, particularly ones that rely on a frontline workforce, the relationship between leadership and frontline employees plays a huge role in shaping the culture, productivity, and overall success of the workplace. 

The current macro environment is challenging for businesses of all sizes. But it’s a lot less challenging if you have above average employee retention. And that’s one place small businesses are winning.