Journey

Operational Leadership & Capability Building: Development Path

A role-based, actionable development path and saveable planning template that helps leaders and coaches create 90-day learning plans, track competency evidence, and align coaching and metrics to sustain continuous improvement.

Interactive Tool

Operational Leadership & Capability Building: Development Path

Purpose

This development path helps organizations build leaders who can sustain continuous improvement through coaching, disciplined routines, and measurable capability growth. Use the form below to create a role-specific 90-day plan, capture competency evidence, and align coaching and metrics.

How to use this template

  1. Choose the role level you are planning for.
  2. Define 2–4 measurable outcomes for the next 6–12 months.
  3. Create SMART 90-day learning objectives focused on practice, not just training.
  4. List recommended courses and concrete on-the-job exercises to practice new behaviors.
  5. Choose competency checks (evidence) that demonstrate the leader is applying skills.
  6. Identify coaching cadence, key metrics to monitor, and known risks.

Quick examples

Team Lead (example outcomes): Lead daily huddles that surface 3 improvement ideas/week; reduce small stoppages by 15% on assigned shift.

90-day objectives (example): Conduct 10 gemba walks with coaching feedback; run huddles with visible board and owner assignments; close 3 quick improvement actions.

Competency evidence (example): Observation checklist signed by coach, huddle agenda and minutes, before/after metric showing reduced stoppages.

Select the leader role this plan targets.
Describe 2–4 measurable outcomes the leader should achieve. Use metrics where possible (e.g., reduce defects by X, increase throughput by Y).
List 3–6 specific, measurable learning objectives for the first 90 days. Focus on actions the leader will practice (e.g., lead X gemba walks, facilitate one A3).
Internal trainings, short external courses, readings, microlearning steps, coaching sessions. Include approximate time required.
Practical activities to build skill (e.g., run daily huddles for 30 consecutive days, lead a Kaizen event, coach a peer using GROW). Provide expected deliverables and owners.
Select the evidence items the leader will produce or be observed against.
Who will coach or mentor this leader? What is the cadence (weekly, biweekly)? Which tools or checklists will be used for coaching?
Suggest 3–5 metrics to track progress (e.g., OEE, first-pass yield, number of improvement actions closed, mean time to repair, leader coaching frequency).
Identify likely obstacles (e.g., limited coach time, competing priorities) and proposed mitigations.
Anything else the coach, leader, or HR should know.
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