The prompt
Score 10 of 10, Excellent
Use it when Your team members have been through a training, and their managers need a short guide to help the new skills show up in daily work.
- {{training}}
- {{training_content}}
- {{managers}}
- {{dates}}
Full prompt and why it works
Prompt
Write a guide for managers whose team members are taking {{training}}, so that what was taught shows up in daily work. What people learn in a training often fades unless their manager talks about it and gives them chances to use it, so the guide should make that easy for a busy manager, with short conversations and real work to practice on. What the training covers, and what participants should do differently afterward: """ {{training_content}} """ Who the managers are and how they work with their teams (for example, shift supervisors who meet the team briefly each morning): """ {{managers}} """ Dates: {{dates}} Produce: 1. What your team learned: up to six points, each a skill or behavior, in plain words. 2. What you should start to see: observable behaviors at work for each point, such as "uses the [checklist] before closing a ticket". 3. Conversations: a short guide for each of these moments, with two or three questions to ask and what to listen for: - Before the training: why it matters for this team, in five minutes. - In the first week after: what each person will try first. - At about two weeks and about six weeks: what is working and what is getting in the way. 4. Practice on real work: four to six specific tasks in this team's normal work where people can use the skills, and how the manager can give quick feedback on each. 5. Observation checklist: a table with the columns Behavior, Seen yet?, Notes. 6. If you are not seeing it: likely reasons that are not about the person, such as no time to practice, missing tools, a process that rewards the old way, or unclear expectations, and what the manager can change. 7. What to send back to the training team, and by when. Keep the guide to about two pages, under 900 words, in a practical, peer-to-peer tone, without training jargon. Use only the training content above; do not add skills, models or statistics it does not include. The checklist is for coaching, so do not suggest using it in performance reviews unless the material says so. If the content does not say what participants should do differently afterward, write [CHECK: expected behaviors] at the top and base the guide on the main topics instead.
Variables
- {{training}}
- The training's name or topic, for example "the new de-escalation training for front desk staff".
- {{training_content}}
- The training outline, objectives or summary, including what people should do differently afterward.
- {{managers}}
- Who the managers are, how often they see their teams and how much time they have.
- {{dates}}
- When the training happens and how long the follow-up runs, for example "training on [date], guide used for six weeks after".
Why it works
- Who it's for. It is written for a busy manager after the training ends, with short conversations at set points and practice on the team's real work.
- What to avoid. The checklist is for coaching and stays out of performance reviews unless your material says otherwise, which keeps people willing to try the new skills.
- If unsure. If the training content does not say what people should do differently, the guide flags it and works from the main topics instead of guessing.