The concept of "F2F distance" refers to the gap in lived experiences between frontline operators and front-office leaders. Teams with low F2F distance may foster high trust and quick crisis response but often lack diverse tools necessary for effective operations. In contrast, high F2F distance teams possess a greater range of skills for navigating complex systems but may become indecisive in crises. Leadership pathways significantly vary, with some leaders rising through frontline roles while others come from unrelated fields, creating distinct operational differences within teams.
The "F2F distance" signifies the gap in lived experience between front line operators and front office leaders, affecting communication and decision-making within teams.
Low F2F teams may exhibit high trust and rapid crisis response, yet often lack a diverse set of tools, impacting their operational effectiveness.
Conversely, high F2F teams boast a wide array of skills that enable them to manage complex systems, although they risk stalling during crises due to indecision.
Organizational structures differ significantly between leaders emerging from frontline experience and those coming from unrelated professional backgrounds, influencing how teams tackle problems.
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