Reaching and Changing Frontline Employees
Larkin, T.J., & Larkin, S. (1996). Harvard Business Review.
It is argued that senior managers - and most communication consultants - have refused to hear what frontline workers have been trying to tell them: When you need to communicate a major change, stop communicating values, communicate face-to-face, and spend most of your time, money and effort on frontline supervisors. Despite research showing that frontline employees prefer to receive information from their supervisor - the person to whom they are closest - companies continue to depend on charismatic executives to inspire the troops. This does not work because frontline supervisors are the real opinion leaders in any company. Communication between frontline supervisors and employees counts the most toward changed behavior where it matters the most - at the front line
The above statement is from a great article that I recommend potential achievers, who sincerely want to be leaders, purchase if they don't already understand employees want to be lead by their immediate supervisor, not the Ivory Tower of Corporate Guessing that more often seems to be justifying their position (and paycheck) than striving to create and maintain a happy motivated workforce.
ninety percent of leadership and management is common sense. The problem of course, is that common sense not common. Nor is it taught to leaders and managers because people have this aversion to starting with the basics of human behavior and then ending with the teachings of the Golden Rule.
It's just people you are trying to energize. Treat them right and they will treat you right.
Buy a copy of The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want and learn the basics of how to communicate with employees and inspire them to improve themselves, their team, and their company.