This course explores the essential differences between managing and leading, equipping participants with the tools to do both effectively. Through case studies, communication exercises, and team-building strategies, attendees will learn how to set expectations, resolve conflict, and foster a culture of accountability and growth. Whether you're new to supervision or looking to sharpen your leadership edge, this course provides a practical foundation for long-term success.

• Maintenance, production, and storeroom supervisors and managers seeking to enhance their leadership capabilities.
• Non-technical supervisors in HR, safety, or quality roles looking to strengthen team dynamics and communication.
• Professionals preparing to step into supervisory roles or lead cross-functional teams.

• Distinguish between leadership and management roles and apply both to improve team performance.
• Use proven models for communication, conflict resolution, and cultural change to lead more effectively.
• Build empowered, high-performing teams through expectation setting, feedback, and goal alignment.

Introduction

• Welcome and orientation
• Philosophy
• Definitions
• Continuous Improvement
• World Class

Leaders vs. managers

• The difference
• The need for both

Leadership traits and characteristics

• What to look for
• What to enhance
• What to change

Team building

• Creating empowered associations
• Developing partnerships

Setting expectations

• Competency based training
• True ownership
• Feedback

The change model

• Status quo
• Vision
• Expectations
• Metrics
• Behavior over time
• Culture change

Goal setting

• KPIs
• Goals
• Means
• Consequences

Conflict resolution

• Expectations
• Roles and Responsibilities
• Processes

Communication

• Communication model
• Communication plan
• Crafting the message
• Give it to them straight

Steve Gowan

Steve Gowan is a Continuous Improvement leader with over 20 years of industrial experience and 14 years in Asset Management, Maintenance, and Reliability consulting.

He began his career in the United States Air Force as a Crew Chief on the B-1 Bomber, where he also served as an MRO Inventory Liaison. During his time at Dyess Air Force Base, he was named Airman of the Year after developing an improved inventory management process for aircraft spare parts. After his military service, Steve held engineering roles in the aerospace industry, owned his own business, and later served as an MRO Manager in the automotive sector and Plant Manager for a high-volume bakery.

Across every role, his focus has been continuous improvement. He has led initiatives in TPM, 5S, storeroom and spare parts management, employee development, root cause analysis, preventive and predictive maintenance, equipment reliability, and Lean manufacturing.

At Marshall Institute, Steve has served in several leadership roles, including Senior Consultant, Manager of Manufacturing and Training Services, Senior Manager of Manufacturing Services, Director of Consulting Services, and now Partner and Vice President. In his current role, he focuses on helping clients build practical strategies and ensuring his team delivers meaningful, measurable results.

Steve is a hands-on trainer, facilitator, and coach who works closely with clients to improve reliability, reduce costs, and build sustainable processes that stick.