Challenges and Solutions for Supporting Frontline Teams: JD Dillon

Frontline workers form the massive, beating heart of the global workforce, constituting up to 80% of all employees. But their enablement, experience, and upward mobility often remain quietly neglected. We sit down with J.D. Dillon, author of the upcoming Frontline Enablement Playbook, to dissect the persistent challenges these vital employees face and explore how organizations can better support and empower the often-overlooked deskless workforce.
We discuss why frontline managers are structurally trapped, JD breaks down a hierarchy of frontline worker needs, and shares more about the essential role of connection—over traditional training—and why genuinely understanding, not "othering," frontline experiences is key to meaningful change. 


You will want to hear this episode if you are interested in...

• [00:00] How organizations support their managers
• [12:08] Understanding the frontline workforce
• [28:42] Improving employee retention strategies
• [36:39] Measuring impact on frontline work
• [40:33] Inviting in frontline employee feedback
• [48:40] Challenges faced by frontline managers
• [52:10] Supporting new managers effectively
• [57:07] AI tools for frontline employees

Understanding the Structural Trap for Frontline Managers

Managers are often tasked with driving outcomes, hitting KPIs, retaining staff, and resolving customer complaints, but can be denied the resources or authority necessary to actually effect change. Everything in organizations is pushed through managers, but the visibility and empowerment of frontline managers is substantially less than that of their corporate peers, making both their influence and recognition of their struggles far more limited. This leads to a burned-out, under-supported middle layer that directly impacts both employee engagement and business performance.

Connection Over Content

Traditional strategies for improving frontline performance tend to default to more training or pressuring managers to be the catch-all for corporate initiatives. But this approach is not just incomplete—it may even be counterproductive. Instead of overloading managers with binders and leadership development modules, organizations should focus on fostering connection—especially enabling peer connections among frontline managers at different locations. Meaningful conversations, mentoring, and crowdsourced problem-solving trump content-driven learning. Managers, after all, best learn from each other’s lived realities, not generic directives.

The Hierarchy of Frontline Needs

At the core of Dillon’s framework is a hierarchy of needs for frontline workers:

• Livelihood – The basic requirement: fair pay and benefits, recognizing that for many, work is first and foremost about economic necessity.

• Stability – Reliable schedules, clear policies, and the ability to plan life around work.

• Community – A sense of belonging and connection with coworkers; the knowledge that one’s immediate work environment isn’t built around corporate KPIs, but relationships.

• Culture and Purpose – The “top” of the pyramid: tying individual roles to broader organizational purpose and values.

Organizations often leap to culture-focused initiatives while neglecting the foundational layers. Without addressing pay, scheduling, and daily support first, those higher-order efforts rarely stick.

Tensions, Trade-offs, and Small-Scale Change

Frontline management must constantly navigate tensions such as being tasked with outcomes but denied the necessary authority, being pushed to develop staff but overwhelmed by daily operational issues, and being measured by metrics that don’t always reflect lived realities. JD believes...