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A unique approach - solutions for frontline leadership through actions in daily operations.  The model works backwards to view leadership from the frontline manager/team leader's needs.  As a practice it combines the non-verbal aspects of two critical processes, those of asking and thanking.  Giving team leaders/managers a process, or set of actions, for leading soft skills such as recognition, appreciation, dialogue, learning, and participation during operations everyday. 

This practice is about "soft" intuitive skills rather than surveys or analysis to fill out or evaluate.  Strategy as opposed to Character.  It is strictly a simple set of actions to lead alignment from a frontline manager/team leader's perspective.  Leading customer relationships and experiences to complement managing them through programs and systems.  A user-centered career skill for first-line managers to maintain focus, learning and commitments for everyone providing products and services.  The practice also provides all-important feedback to associates from the activity itself, to compliment existing feedback from colleagues and supervisors.

A couple of aspects about this "best practice" which make it unique:

• Introducing CRL (Customer Relationship Leadership) to complement, not change, your CRM efforts.  As a leadership activity it is user-centered and initiated through a front-line team.  Unlike managerial activities are initiated by senior management and then executed as a system, program or procedure on the front-lines.
• Because the practice is a process, or set of actions, as opposed to a program or system it does not require planning, meetings, announcing, or training.  You just do it!
• Build a "cycle of engagement" for loyalty from customers, associates, and even partners right on the frontlines of daily operations with a five-step process, or set of actions.
• A team leadership skill to take a proactive approach to keep associates customer-focused, learning, and committed either after or even before beginning a task.  Activities for a team leader to involve everyone in operations everyday.
• Perfect for a single-team trial because you do not change a single thing you are currently doing operationally.  The practice compliments existing programs and systems by providing follow-through and continuation.
• The practice aligns support from internal teams of the enterprise, such as Management and Marketing, to frontline teams.  This is done by using the existing "what", in terms of needs to be done and who customers are, to support front-line teams with the "how" to get it done through asking, sharing, and assessing.
• Being user-centered, the practice is a tool for the enterprise to put frontline managers first in supporting them to place customers first in daily operations. 
• Rooted in human nature and workplace experiences, the practice is a simple, back-to-basics approach, with a primary cost of time and attention.  As a continual process, people respond naturally, or through stimulating interest and attention, so there is no need for traditional timetables.  It is all about the opportunity to participate with the group rather then winners and losers.  The speed or growth of the practice will be influenced by effort, consistency, and the variance of levels of commitment of the provider team.
• Associates get feedback from colleagues and supervisors but the practice fosters a third and often missing feedback--that from daily activities themselves.  This feedback is required to maintain engagement from not only associates but also customers and partners as well.  We found the characteristic of getting feedback from your daily actions to be common for most "star performers" within enterprises.
• The practice is a long-term approach of activities for first "asking" to lead experiences/relationships during daily operations rather than feedback alone.  This creates the demonstration of intentions not only to customers but fellow associates and partners alike!  Intentions are difficult to manage yet fundamental in maintaining commitments.
• A group or team approach.  The practice gives frontline leaders a tool for leading associates' development, through shared experiences and a continuous dialog, together as a group rather than individually as most other approaches do. 

We welcome comments, questions, or ideas on this practice or contributions of other practices which have the same aspects or qualities.  

Read these articles about the practice as well as these publications for getting started.

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