When you think about executive coaching, where does your mind go? Probably straight to the top? C-suite executives? Senior VPs? High-potential Directors? And that’s the problem. 

Most organizations are overlooking the real drivers of day-to-day performance: first-line leaders. Instead of in-depth personalized coaching, this group typically gets invited to a one-size-fits-all management training program, just to check  a box. 

In his recent Forbes article, Dave Winsborough (our founder at Deeper Signals) made a compelling case: if organizations want to boost performance, retention, and engagement, they need to start investing in the people who are closest to the action, the managers who lead teams on the front lines.

Here’s why this matters more than ever, and what we can do about it.

Missing the mark on leadership investment

Companies are assumed to be spending over $30 billion a year on leadership development, with a projected valuation of $216.9 billion by 2034.
But most of that investment still goes to senior executives — not the people actually managing teams day-to-day.

The reality?

• First-line leaders are the engine room of performance.
• They’re the ones translating strategy into action, motivating teams, solving on-the-ground problems, and keeping customers happy.

Research indicates that, given that it seems that a more transformational leadership style is associated with the use of more commitment-oriented HR practices that can change employees in ways that enhance performance, attention should be paid to a supervisor's leadership style in order to improve unit, and subsequently organizational, performance.

Frontline leaders are eager to upskill, but organizations failing to do so risk losing their managerial talent pool and causing workforce turnover. When we ignore their development, we’re basically trying to win the race without fueling the car.

And this isn’t just a missed opportunity — it’s a real risk.
The Peter Principle tells us that people are often promoted based on success in a previous role — until they eventually rise to a level where they’re no longer competent.
Without real leadership training, we set new managers up to struggle — and their teams pay the price.

The untapped power of first-line leaders

Well-trained first-line leaders can be true force multipliers. They don't just manage tasks — they create environments where people thrive.

Investing in them pays off in real, tangible ways:

• Higher employee engagement
• Lower turnover
• Increased customer satisfaction
• Better team performance

And compared to expensive executive retreats or flashy leadership offsites, investing in the first rung is way more cost-effective — and way more impactful as they generally account to about 50-60% of the entire organization.

It’s also the key to unlocking organizational performance at every level.
As leadership expert John Maxwell explains in his Law of the Lid,

"Leadership ability is the lid that determines a person’s level of effectiveness."

In other words: An organization’s success is limited by the leadership strength at every level — starting with the first-line managers. If we don’t lift that lid early, we cap the growth of the entire company.

How first-line leaders can take charge

If you're a first-line manager (or coaching one), you don’t have to wait for an official training program to start growing. The truth is, in today's world, self-driven development can be even more powerful than waiting for formal opportunities. Dave Winsborough suggests four powerful moves:

• Broaden Your Experiences: Volunteer for cross-functional projects. Stretching beyond your daily responsibilities builds adaptability — a key leadership trait. Studies suggest that cross-functional experiences are one of the top predictors of high-performing leadership trajectories.
  
• Find Great Mentors: Build a personal advisory board — a group of people you admire, trust, and can learn from. Individuals with mentors are promoted five times more often than those without.
  
• Learn from the Best: Go beyond the business bestsellers. Dive into evidence-based leadership thinking — scholars like Bob Sutton, Amy Edmondson, and others who research what leadership really looks like on the ground, not just in theory.
  
• Join a Community: Leadership can feel lonely, especially at the first line. Joining a learning community or peer group not only builds skills but also resilience. 

At Deeper Signals, we believe that everyone has the potential to lead. First-line managers aren’t just "junior leaders" — they're the foundation. If we invest in their development early, we don't just build better managers — we build a stronger, more agile organization.

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