Bring a plan to the day.
Turn priorities into clear assignments. Balance staffing, schedules, safety and quality without losing sight of the work.
LEADERSHIP FOR THE WORKING DAY
Lead the work.
Build the team.
You know how to get the job done. Now people are looking to you for direction.
Build the confidence and practical skills to plan the day, lead your people, and handle the conversations that come with being in charge.
40 practical lessons10 focused modulesAt your pace
01
TASK & TEAM / OPERATIONS LEADERSHIPLeadership starts in the everyday.One clear plan. One honest conversation. One follow-through.
Built for the people
who keep work moving.
- Manufacturing
- Construction & trades
- Shops & service teams
- Small businesses
A NEW ROLE. A DIFFERENT KIND OF RESPONSIBILITY.
Be the leader
your team can count on.
When the schedule changes, a teammate needs support, or a tough conversation can’t wait, you need a useful next step.
Lead people with confidence.
Move from coworker to leader. Give helpful feedback, handle conflict and hold the same standards fairly.
Follow through when it counts.
Keep leadership informed, record what actually happened and make the next action clear.
THE OPERATIONS LEADERSHIP PROGRAM
Real responsibilities.
Practical lessons.
A clear path through the work of leading a team. Each module combines coach-led written instruction, realistic situations and practice you can use.
01Leading with purpose and credibility
- 1.1Your new role and the responsibility you own
- 1.2Moving from coworker and friend to leader
- 1.3Leading by example and building a culture of trust
- 1.4Staying composed and taking useful ownership
02Connecting the plan to the business
- 2.1Company goals and the numbers that matter
- 2.2Reading the production or work schedule
- 2.3The conversation before shift startup
- 2.4Building a realistic daily plan
03Directing the working day
- 3.1Leading a useful team startup meeting
- 3.2Delegating work and checking understanding
- 3.3Moving people and adjusting resources
- 3.4Managing changeovers and downtime
04Protecting safety, quality, and the workplace
- 4.1Visible safety leadership
- 4.2Quality standards and catching problems early
- 4.3Housekeeping and end-of-shift shutdown
- 4.4Improving everyday work without overcomplicating it
05Communication that keeps the business moving
- 5.1Keeping leadership informed and asking for decisions
- 5.2Accurate shift data and clear shift summary emails
- 5.3Production schedule and CDR meetings
- 5.4Performance board huddles, Gemba walks and weekly GC meetings
06Building capability and teamwork
- 6.1Coaching and recognizing good work
- 6.2Welcoming and orienting temporary and new employees
- 6.3Teaching a task and checking readiness
- 6.4Coordinating teamwork across departments
07Tough conversations and accountability
- 7.1Addressing a performance gap fairly
- 7.2Preparing and leading a tough conversation
- 7.3Resolving conflict without picking sides
- 7.4Following through when a problem repeats
08People policies and administration
- 8.1Applying everyday policies consistently
- 8.2Attendance, schedules, leave, and staffing records
- 8.3Documentation, confidentiality, and employee concerns
- 8.4Time records, temporary staffing, and follow-through
09Leading change and making sound decisions
- 9.1Helping people through change
- 9.2Understanding cost, service and customer commitments
- 9.3Making decisions with incomplete information
- 9.4Managing your time, attention and leadership workload
10Putting leadership into practice
- 10.1A daily and weekly leadership routine
- 10.2Your first thirty days as a leader
- 10.3Practising a complete workday
- 10.4Your final leadership practice
UNDERSTAND IT. REHEARSE IT. USE IT.
Build confidence
one decision at a time.
You don’t need a management degree. You need clear explanations, useful practice and the willingness to take the next step.
Learn the skill.
Plain-language terms and coaching explain what matters, why it matters and what it can sound like at work.
Make the call.
Work through a realistic situation. Use the guided worksheet to decide what you would do and say.
Check your thinking.
Compare your answer with a worked example. Understand the reasoning and strengthen what’s missing.
Your final leadership practice
Lead one fictional workday through five steps: plan, communicate, support people and standards, respond to change, and close out. A complete example and a clear checklist guide you.
A SMALL TASTE OF THE COURSE
Your friend asks
for a favor.
You’re the lead now.
Good leadership shows up in ordinary moments. Try this situation from the coworker-to-leader lesson.
WHAT WOULD YOU SAY?
Avery and Rae have worked together for three years and are friends outside work. Avery has just become the lead.
Rae wants to leave early for a social event and have Sam take the closing duty. Sam already has another task. A swap needs qualified coverage and the manager’s approval process.
KEEP GROWING AFTER THE COURSE
The next challenge
won’t be in a textbook.
Leadership keeps developing on the job. The planned Task & Team membership will pair the core program with a place to ask questions, share lessons and keep practicing.
Practical toolsTemplates and examples for the situations that come up again and again.
A community of working leadersSpace to discuss challenges and learn from other team leads and supervisors.
Fresh practicePlanned monthly topics and scenarios to help you apply what you’ve learned.
A FEW GOOD QUESTIONS
Know what
you’re stepping into.
Is this right for a first-time supervisor?
Yes. Task & Team is designed for people taking on team lead, coordinator or supervisor responsibilities. It starts with the role itself and explains unfamiliar terms before asking you to apply them. No management degree or previous formal leadership training is assumed.
Does it apply outside manufacturing?
Yes. The course uses examples from manufacturing, construction and trades, shops, service operations and other small businesses. A production schedule may be your dispatch list, appointment book or customer order list. You learn the responsibility behind the label.
What is the format, and how long does it take?
The core program contains 40 written lessons across 10 modules, with worksheets, worked examples and knowledge checks. Allow roughly 18 hours including practice and the final exercise. An eight-week learning path is suggested, but you can move at your own pace. Timing is an estimate and depends on your reading, reflection and practice.
Do I need a team to complete the exercises?
No. The supplied fictional cases give you the information needed to complete the exercises independently. If you already lead a team, you can also rehearse the skills through your workplace’s procedures and within your decision limits.
What is the final leadership practice?
It is a guided exercise that brings the lessons together in one fictional workday. You work through five clear steps with definitions, prompts, a complete model answer and a Ready or Revise checklist. You do not need to run a large project or prove a business result to finish it.
How will I access the course?
Visit Task & Team on Skool for current membership details and classroom availability. Already a member? Use the Member login link at the top of this page and sign in to Skool. You can explore the program and try the free sample lesson here anytime.
YOUR NEXT STEP STARTS HERE