Structuring the Day and Week

We start by sitting down with team leaders after our observation to evaluate their daily and weekly routines. Are their activities focused on what matters most for performance? Together, we analyze their current tasks and identify opportunities to restructure or prioritize actions that will make the biggest impact.

For example, we might look at how time is spent during shift handovers, performance meetings, or shop floor rounds and determine how these events could be more focused and productive. This isn’t about adding more work; it’s about making their time more effective.

Identifying Key Competencies

Next, we discuss the competencies and skills team leaders need to drive performance. This includes both individual capabilities and team-wide strengths.

Are there gaps in communication or decision-making? Do team leaders feel equipped to handle cross-disciplinary challenges? By exploring these questions together, we create a shared understanding of where development is needed most and how we can address it.

Co-Creating a Roadmap for Impact

This stage is highly collaborative. Together, we define how to structure daily and weekly activities to align with performance goals. We also agree on:

• Key coaching events: Such as performance meetings, shift handovers, and troubleshooting sessions involving multiple disciplines.
• Tools and techniques: To streamline tasks and boost effectiveness.
• Behavioral expectations: What great leadership looks like in practice.

Through this process, team leaders become active participants in shaping their roles and responsibilities. This creates ownership and ensures the roadmap is practical and achievable.

Committing to Performance Goals

Finally, we align on specific performance results to achieve together. This shared commitment provides clarity and motivation, giving team leaders a concrete target to work toward. It’s not just about improving processes—it’s about delivering measurable outcomes that matter to the business.

Why the Case for Change Matters

The Case for Change isn’t just a plan—it’s a shared commitment. By involving team leaders in defining the path forward, we ensure that the changes we implement are realistic, impactful, and fully supported by the people driving them.