I run leadership development practice for new managers
Your new supervisors were strong at their old jobs, and nobody showed them how to hand off work or give hard feedback. I set up practice on delegation, feedback and escalation, built from real moments in your business, and pair each one with a mentor conversation. You decide who leads on their own.
Practice on delegation, feedback and escalation, each with a mentor conversation. You decide who leads alone.
Delegation practice on a real shift: what to hand off, to whom, and how to follow up.
“They avoid the hard conversation.”
Feedback practice on a case from your business, then a talk with their mentor about how it went.
“They call me for everything, or for nothing.”
A written list of what they decide, what they escalate and who they escalate it to.
How I take it on
From a strong team member to a manager who runs the shift
1
Their decisions, written
We list what a new manager decides alone and what comes to you, in your words.
2
Cases from your business
Practice cases drawn from your work: a no-show, a client complaint, someone who keeps arriving late.
3
Practice on the job
One skill at a time, tried on a real shift: delegation, then feedback, then escalation.
4
A mentor conversation
After each practice, a short talk with an experienced manager, with a guide to what to ask.
5
Your decision
The mentor shares what they saw. You decide when the new manager leads without backup.
Example
New site supervisors at a security company
You said: "I promoted three officers to site supervisor, and they still stand post instead of running the site." I start with delegation. Example · security company, 3 new site supervisors
Week 1Decisions listed with you: what supervisors decide, what goes to the operations manager
Week 2Delegation practice on a night shift: patrol rounds assigned and followed up
Week 3Feedback case: an officer who keeps arriving late to post
Week 4Escalation practice: a client complaint about a missed round
Week 5The mentor shares notes. You decide who runs a site alone
Who does what
Who does what
You
Write down the decisions with me and decide who leads alone.
Your mentors
Hold the conversation after each practice and share what they saw.
Your new managers
Practice on real shifts and bring back the moments that were hard.
Me
Write the cases and mentor guides, schedule the practice and keep notes on each person.
Promotions, pay and who stays in the role are your decisions.
Before you start
What working with me takes
You send
The role your new managers hold, what they decide alone and the moments they find hardest.
You get
A list of their decisions, practice cases for delegation, feedback and escalation, and a mentor guide for each.
Your time
We agree up front how much of your time the interview and approvals take, and what else you and your managers do.
Who helps
I prepare the materials. My team sets me up, supports your account and runs your demo. A person confirms every meeting and every payment.
Example · mentor guide, feedback practice
After the hard conversationDraft for your approval
Mentor · 15 minutes after the shift
What did you say first, and how did they react?
Did you name the behavior or the person?
What did you agree on, and when will you follow up?
What would you say differently next time?
Bring to the owner anything about pay, schedules or discipline
Source: Your supervisor handbook, version 1EditApprove
