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People and performance Not yet open
Leadership development for the shift floor.
For supervisors and operations managers in warehousing, distribution and transport. We are building this service now. Register your interest and we will tell you when it opens.
The problem
The best operator gets promoted, then left to work it out.
Warehouse and logistics leadership is usually built by promoting the best operator into a supervisor role and giving them no development beyond that. Executive coaching does not translate to a shift floor, a dock or a fleet.
What is missing is development built for the work itself. Shift handovers, safety decisions made in seconds and performance conversations held on the floor rather than in a meeting room.
What it will cover
Development written for supervisors and site managers.
Leadership coaching sits inside this service rather than beside it. When it opens, it follows an operational review as a scoped engagement.
- Coaching for supervisors and operations managers
- The day to day skills of a shift or team leader
- Planning, resourcing and performance at site or fleet level
- Performance conversations held on the floor
- An assessment of strengths and gaps before any development starts
- Succession planning for the next layer of leaders
Where it fits
People is one of the six areas every review reads.
An operational review reads all six areas of an operation, and people and leadership is one of them. When a review finds a leadership or management constraint, this is one of the paths it can point to. The review stays the diagnosis.
Tell us what you are facing.
Register your interest and describe the problem. It shapes what this looks like when it opens.
Why this keeps happening
Operations promotes on competence at the job, which is the right instinct and the wrong test. The best picker knows the pick. It tells you nothing about whether they can run a shift, hold a difficult conversation, or carry a target they did not set. So the business promotes its best operator, removes its best operator from the floor, and gains a supervisor nobody has taught to supervise.
Then the training that does exist is generic management content written for an office. It is about meetings and email and feedback models. None of it is about standing on a dock at 5am telling a crew the run has changed, or about a driver who will not do what you asked in front of six other drivers.
What actually happens next is that the new supervisor works harder instead of leading, because working hard is the thing they already know how to do. The shift gets a worse operator and a stressed supervisor at the same time.
What this will be, and what it will not
Built for supervisors and operations managers on the floor, in the language they use, about the situations they are actually in. Not a classroom, not a personality profile, and not a workshop that ends when everyone goes back to the same shift.
It is not open yet, so there is no date, no price and no outline to send you. Register your interest above and you get told once, when it opens.
In the meantime
If the real problem is structural rather than developmental, which it often is, operational restructuring deals with roles, spans of control and decision rights. A supervisor who cannot decide anything is not a training problem.
If you are not sure which it is, the operations health check scores people and process separately, which usually settles it.