Certificate IV in Frontline Management

Who’s our Cert IV FLM for?

The Certificate IV in Frontline Management is really for your frontline supervisors and your 2ICs. Your managers are going to learn how to run and manage, and how to control customer service and sales outcomes in their teams.

Anyone who is not currently in a supervisor or team leader role, or who you don’t plan on putting into one of those roles is probably not best suited to this course.

Certificate IV in Frontline Management is very similar in content to the Diploma and introduces many of the same concepts and business models only at a slightly less depth, and has been designed for people who are directly managing frontline teams as opposed to departments.

This is probably the most in depth and practical Certificate IV in Frontline Management that’s out there on the market today. We certainly haven’t found better and we’ve looked!

Features:

Genos Emotional Intelligence:

Genos Emotional Intelligence 360° Review. This is the foundation for the Cert IV FLM and is embedded in every module. Businesses are run by people, and learning how people work is fundamental to running a successful enterprise. The Genos International Emotional Intelligence model gives your managers a solid understanding in the role of emotions in the workplace, how to avoid knee-jerk emotional decisions and how to manage a team of people who all have individual and distinct personalities.

Raving Fans Customer Service: 

Customer service, (both internal and external) is not just a position title, but a core part of any successful business model. You’ll be able to understand the real differences between crappy customer service and award winning raving fan customer service and be able to make adjustments accordingly.

Famous Quote: Great customer service is a bit like adult entertainment… it’s hard to define, but you know it when you see it.

We’ll show you exactly how to define great customer service is, and how you can translate that into effective processes and procedures for your CS staff to follow.

Tuckman’s model:

Tuckman’s model of team development, and how to utilise. Teams don’t come ready made to work at peak performance! All teams run through a process, from getting to know each other, to working out a pecking order, to actually working together as an elite unit. All of these stages are very different, with their own hot points and need to be managed carefully.

Take a look at any two teams operating in your business and you’ll see that they operate at differing levels of efficiency and efficacy. You’ll learn how to see and define those differences and manage them so that more of your teams will start to hit that “elite” category!

Kaizen Lean:

How this business model brought Japan out of the post WWII blues. This was the beginning of (the one Motorola uses and GE) and is how Toyota became one of the biggest companies in the world!

Many managers come into a new department or workplace and start to make wholesale changes. And while in some circumstances this can work, Kaizen shows that incremental changes, that are tested and then implemented, over time translate into huge increases in efficiency and productivity.

William Edward Deming was awarded the Japanese equivalent of a knighthood for bringing Kaizen out to Japan. In fact, he’s the only westerner ever to have been given that honour. And I don’t know if you’ve heard of 6 Sigma, but it’s pretty big (in fact it’s everything!) in some of the biggest and most successful companies in the world, including GE and Motorola. 6 Sigma is based almost entirely on Deming’s Kaizen model.

Companies that use Kaizen as a core part of their business principles include Ford, Serco, Telstra, Motoroloa, GE, Lockhead Martin, Lear, Intel, Canon, Sony, Xerox, Microsoft, DHL, Citigroup, BP, Pfizer and many others…

We’ll give your up an coming executives a solid grounding in how Kaizen works, and how it can be implemented on a department or team basis. You can then look forward to some serious increases in team productivity over time.

Project and Risk Management:

At this level, your managers aren’t on the phones anymore, they’re working on building your teams and departments to run effectively. They can only do this if they have strong fundamentals in Project and Risk Management.

They need to know how to work out a budget and a time line. They need to know how to get an executive sponsor and how to get engagement and agreement at all levels of the business for the project to go ahead. Also how to write a project proposal and set out a business plan. Using the fundamental of PMBOK we’ll give you a solid grounding in how to manage your projects, and how to evaluate and manage risks during the process.

Situational Leadership:

Learn simple models that will show your managers how to manage any situation that arises with staff and colleagues. This is the perfect fit for the EI component of the Cert IV FLM.

Performance Management:

Sometimes things don’t go according to plan, and staff members don’t perform according to your expectations or their job descriptions. A strong solid base of understanding in what performance management actually is, and how it works is key to getting your staff back to their peak form, or in the worst case, responsibly managing them out of the business and getting someone in who can perform to expectations. Performance management is a very important part of running a business and forms a key component of the Cert IV FLM.

GROW coaching:

Every single conversation that a manager has with a staff member has the potential to become a coaching moment. Sadly most managers don’t have the skills necessary to take advantage of these opportunities as they occur. And even worse is to realise that this is a great time for some coaching and not have the skills to actually conduct the coaching in the best way, which can either alienate or annoy the staff member, and at best just wastes everybody’s time.

When to coach, and how to get the best results from your coaching is another fundamental to being a great manager and is a fantastic extension of the EI skills that are taught in Module 1.

Great coaching technique is something that will add a lot of value to your employee engagement scores, and by helping staff to be better at what they do, will also markedly increase productivity.

How will this help the business?

• Massive boost to employee engagement
• Managers will feel empowered, as they’ll actually have the know how and the experience needed to go out there and get results from their teams.
• You’ll have greater depth in skilled staff… helping you to future proof against unexpected resignations/pregnancies/terminations/illnesses etc.
• Greater knowledge in the business. You’ll have more people around you who actually know what they’re talking about, rather than just giving you ideas of what they think, they’ll be able to tell you what they know!
• Larger pool for potential promotion. Let’s face it, stuff happens and people leave the company. It’ll be for a variety of reasons, but if you don’t have a pool of upskilled staff then the result is the same. You have to go to the expense and waste time trying to replace the talent and the knowledge that your company has lost. It’s great to know that no matter what happens your company has solid depth of skills and can replace any position if the unexpected happens.
• Your frontline staff will become more productive and their engagement will increase. Think about a team that you really loved working in as opposed to a team that you absolutely hated working in, and guaranteed your manager was a major part of how that played out. We’ll work with your team leaders and supervisors so that they can work towards being the sorts of managers that they would like to work for themselves!