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Do you know what a Frontline Leader should be doing?

Results require action, and knowing exactly what actions you should be taking is a pretty good start.

Download your frontline LEADERSHIP CHECKLIST here.

As a frontline leader there’s a lot to consider. Your people, business focus, industry factors, size, staff structure, competitive position, … the list goes on. Focusing on your people is an effective way to leverage your time and efforts, and is essential in building a sustainable , results-focused team.

Those you lead are your most valuable asset (sure, there are other points of view, but let’s stick with this) and they should be considered so.

This means that not only can they be harnessed to help you drive your business results, they also have expectations of you as their leader. And you have considerable obligations to your team members in your leadership role.

Effective leaders consistently work to find the balance between driving performance and developing capability across their team. And the two objectives should be married seamlessly in your leadership approach.

In my earlier article IT’S THE ACTIONS THAT MAKE IT HAPPEN I concentrated on three high-level areas of focus for frontline leaders:

  • Developing one on one relationships with each team member

  • Being a consistent role model – leading the way

  • Building and maintaining a cohesive team dynamic

The article was viewed by readers across a such a wide range of industries, professions and roles (including lawyers, doctors, surgeons, sales people, sales leaders, bank managers, investment specialists, tradespeople, customer service leaders, marketing specialists, business founders, technology managers, CEOs, Executive Directors, and more) that it reminded me of the universal attributes of effective frontline leaders.

From responses to that article I have prepared a summary LEADERSHIP CHECKLIST. It’s an abridged version of a tool we use with clients and leadership cohorts, focused on core frontline leadership actions and behaviours that are both universal and essential.

Please grab your copy as a downloadable pdf document and use it for your own reflection.

How do you stack up? What are your effective frontline leadership actions and behaviours and what are your opportunities for development – read: improvement?

And how do you compare to your peers?

And for the brave: how would your team members view you with respect to these behaviours and actions? Consider asking them.

I welcome your feedback and comments.

If you would like to take a closer look at HOW to develop your frontline leadership actions and behaviours, please feel free to contact me.


About the author

Greg Zimbulis has an extensive background in business development, leadership, and management across a broad range of industries. As a senior behavioural change specialist and consultant, Greg works as project director, business consultant, facilitator, coach and mentor with a wide range of organisations at all levels from frontline teams to C-level executives.

Greg works with leaders and their teams on all things that Bring Leadership to life.

He can be contacted at


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