Summary
Your supervisors leave with a handful of moves they can use under pressure, a common language for expectations and feedback, and a plan you can point to 30 days later when you ask, “What changed on the floor?”
I’ll start by learning how leadership looks on your floor, then run a practical session your managers can use the next shift. You’ll have shared expectations, usable tools, and follow-through that keeps it from fading out.
I’ll tailor the session around your day-to-day calls, not generic examples. That starts with short stakeholder interviews and a quick pulse check, then a supervisor fundamentals workshop with a heavy role-play block for difficult conversations. Afterward, I’ll reinforce the same moves in coaching and manager check-ins so Monday looks different.
Who you are working with
I’m Casey Rourke, a leadership trainer. I got into this work after watching good individual contributors get promoted and then get blamed for problems they were never trained to handle: unclear standards, uneven follow-through, and feedback that either explodes or disappears. I build leadership training around what supervisors actually do between breaks and shift change.
I’m the person in the room, and I run sessions that sound like your workplace. I use your real situations, I keep the theory to what helps a manager make the next call, and I don’t let the group hide in safe talk. You’ll get straight facilitation, firm timekeeping, and practice that makes the awkward parts less awkward the next time they show up.
Recent projects
Here are a few leadership training engagements that show how I handle different manager groups and different floor pressures.
Portfolio
Supervisor fundamentals workshop. A one-day session for new frontline leads focused on expectations, delegation, and feedback. We rewrote three recurring “hot spots” into clear standards supervisors could coach to, and used them in practice rounds until the language sounded natural.
Leadership offsite facilitation. A leadership team offsite built around two decisions: what leaders own vs. what supervisors own, and how conflicts get handled before they hit the floor. The day ended with a short operating agreement and two manager routines assigned to named owners.
New manager bootcamp build. A bootcamp curriculum built for first-time managers, with short teaching blocks and repeatable practice drills. The client needed a program they could run quarterly, with examples drawn from their own customer and production pressures.
“No fluff. Our supervisors used it the next day on the floor.”
Director of Operations, a growing manufacturing shop
My approach
You’re buying a rhythm that starts before the workshop and keeps going after it. I’ll learn your floor reality, run a session that earns the room, and then stick with the managers long enough to make the habits show up at work.
1. Learn the floor Week 1 I’ll run stakeholder interviews and a short pulse survey to collect the situations your supervisors are actually facing. You’ll get the themes I’m seeing, the few moments that keep repeating, and the topics that will land best with your group. I’ll ask you for a roster and shift constraints. 2. Train in the room Week 2 I’ll deliver the supervisor fundamentals workshop in person, with a big block of difficult conversations role-play. I’ll set ground rules that keep pushback useful, then move the group into practice quickly. You’ll see managers try the words out loud, get coached, and try again. 3. Reinforce in coaching Weeks 3-6 I’ll run 1:1 coaching sessions and manager check-ins to keep the same moves showing up on the floor. Each session works off recent moments, not hypotheticals. I’ll track what’s getting used, where it breaks down, and what your senior leaders can change to support it. 4. Keep it alive Monthly For ongoing support, I’ll keep a steady cadence of coaching and check-ins each month. You’ll get a short readout of patterns I’m seeing across managers and one practical suggestion you can act on right away, like a tweak to handoffs, meeting rhythm, or how expectations get stated.
Fees
Pick the level that matches how much support you want after the workshop. Each option covers Learn the floor, Train in the room, and Reinforce in coaching. Prices are per month.
Priced items
Next steps
If you want leadership training that holds up on a shop floor, here’s how to lock dates in and get the first week moving.
1. Sign this proposal to reserve your workshop date. 2. Send your supervisor roster and any shift constraints I need to plan around. 3. Pay the setup invoice so I can start interviews and the pulse survey.
Signature
Fee summary
Scope and setup
Setup covers Learn the floor, Train in the room, and Reinforce in coaching. Setup is billed 50% to start and 50% when setup is complete. Invoices are payable within 7 days.
Monthly reinforcement. If you choose ongoing monthly support, I invoice at the start of each month. Each invoice is payable within 7 days of its date. You can stop monthly support at any month boundary with notice in writing.
What I need from you. Before Week 1 starts, I need a point person, a list of supervisors and stakeholders to interview, and time on the calendar. Before Week 2, I need the room booked and start and end times confirmed.
Tailoring. I tailor the room work from what I hear in stakeholder interviews, the pulse survey, and your floor reality. If I do not have access to the right people and examples in Week 1, the workshop will stay generic.
Changes to the plan
If you add sessions, change the audience size, or move dates, I will put the change in writing before I do the extra work. Nothing changes on the invoice until you approve it.
Scheduling and cancellations. If you need to reschedule an in-person day, tell me as soon as you can so I can hold a new date. Any nonrefundable travel costs are billed at cost if plans change after booking.
In the room. I can handle pushback, but I need you to back the session as real work time. If a supervisor is pulled out repeatedly or the session is treated as optional, you will see less carryover on Monday.
Materials and ownership. You own the notes and decisions that come out of your sessions. I keep ownership of my leadership training curriculum and tools. You can use the participant materials internally for your managers.
