Hello and welcome to Business 300.

My name is Philip Kulenshov and this is 300 seconds about business.

We're all a busy people, so I have five minutes or less to get my point across.

Here's another five minute nugget for you to chew on.

On the previous episode, I introduced the frontline manager as the linchpin in your business execution. You can have the most astute of plans and the brightest of strategies, but unless it

gets executed effectively, none of that matters. It's the work that matters, as does the person overseeing it.

There are two primary factors that you must consider in identifying a person for this role.

Two factors affect your level of trust in this individual and his ability to execute towards success.

The first factor was covered in the last episode, that being ownership for the plan.

It matters that the frontline manager is bought into the vision and strategy and that being ownership for the plan. It matters that the

frontline manager is bought into the vision and strategy and embodies it for the people. The second

factor is clear, but also often overlooked. Competence. In order for the frontline manager to be a

linchpin for the success of your business, he must have the adequate competence required of this

role. The frontline manager is the one who executes on the vision, who makes the strategy

or reality, who takes the concept and brings it to fruition.

He is connected both to the leadership at HQ and the boots on the ground.

Therefore, the competency that is required is twofold.

First, the frontline manager must have the competency of the front line.

He must be able to do the work that he is managing himself, and he must be able to do it well.

Unlike the business owner or the department VP, the manager is closely connected to execution.

The execution depends on him, so he must know how to execute.

More than that, he must be able to train his specialists and hold them to the standards required.

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