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- I don't think you
need to be an economist,

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or a CEO to know one
really important truth

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that the hardest job in America right now

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is to be a frontline supervisor.

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There's a very good chance
that you are new in that job.

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There is a virtual certainty
that everyone who works for you

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is new in their job, that there
are pressures from the top,

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from the side, from customers,
from your leadership.

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The really good news
is that there are a set

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of very simple things
that companies can do

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to wrap their arms around
those frontline leaders,

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to attract and retain
the people who attract

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and retain everyone else.

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The very first thing

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that we can do is actually just appreciate

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their contribution,
that's both financially--

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we can appreciate people
in terms of money--

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but also in terms of
recognition, just appreciating

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and honoring the service and loyalty

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that many frontline supervisors have given

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to the organization.

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The second, and this is
revealed very clearly

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in BCG's Deskless Worker
Survey, is we can create clear

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and transparent career pathways
that might not be a ladder,

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that might be a career honeycomb,

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but we can have open, honest,
authentic conversations

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at the individual level
about what it will take

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to achieve the next role.

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And the third is that we
can consistently invest

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in that population--in
our frontline leaders--

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to give them the skills,
not only technical,

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but also managerial, social and emotional,

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corporate history, cultural,
that will enable them

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not only to advance into the next role,

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but to flourish and thrive in the job

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that they're in right now.