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Sample kit 0412 · Leadership Essentials

The whole kit,
page by page.

No mockups, no marketing pages — this is the real output from one prompt, exactly as it downloads. Read any document below.

The only input

“Create a half-day leadership training for new managers at a mid-size tech company. Focus on giving feedback, running 1:1s, and handling conflict. Tone: practical, not fluffy.”

4:12

Build time

12

Documents · 6 readable

5

Modules

3h 30

In the room

In this kit

07Self-Study GuideDOCXAsync version · 5 modulesIN FULL KIT
08SCORM PackageLMSSCORM 1.2 and 2004 · Any LMSIN FULL KIT
09Manager Reinforcement GuideDOCX30-day follow-up · For the participant's managerIN FULL KIT
10Facilitator NotesDOCXRoom setup, materials, contingenciesIN FULL KIT
11Completion CertificatePDFBranded · Auto-filled participant nameIN FULL KIT
12Pre-assignmentDOCXSent one week before the sessionIN FULL KIT

Download this sample

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PPTX
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SCORM

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Instructor Guide

Module 2 · 35 min · The SBI modelOpen in DOCX
Instructor GuideModule 2 of 5

Module 2 · 35 minutes · Slides 7–11

Feedback that actually lands

The SBI model — Situation, Behavior, Impact

Objective

By the end of this module, participants will be able to deliver corrective feedback using the SBI model in a live role-play, without softening the behavior described.

Say this (2 min)

“Think of feedback you were given that you still remember — good or bad. Hold onto it; we'll come back to why it stuck.”

Run the activity (14 min)

  • Pair participants. Hand out Card Set B from the appendix.
  • Round one: each pair drafts an SBI statement for their card's scenario.
  • Round two: swap cards, and this time say it out loud to your partner.
  • Listen for judgement words creeping into Behavior — that is the coaching moment.

Watch for

Participants who describe intent instead of behavior (“you didn't care about the deadline”). Redirect to what was observable: what did you see or hear?

Debrief (6 min)

Ask two pairs to share the version they said out loud. Close by naming the pattern: specific beats kind, and kind beats vague. Transition to Module 3 — feedback lives inside the 1:1, which is next.

Leadership Essentials · New ManagersPage 14 of 48

How this page was built

Gagné events 4–6 sit inside this one module: present the model, guide the practice, then elicit performance in the pair exercise. Timings are derived from the half-day constraint in your prompt.

GAGNÉ 4–6BLOOM · APPLYFACILITATOR CUES

Program at a glance

01The shift to managing25M
02Feedback that lands35M
03Running a real 1:140M
04When it gets tense45M
05Your first two weeks25M
Two participants annotating a printed workbook on a table

In the room

This is what it looks like once it is printed and in somebody's hands.

What to look for

Three things generic AI
never gets right.

Read the sample with these in mind — they are the difference between a document and a training program.

01

The documents agree with each other

Module 2 in the manual is Module 2 in the guide, on the same slide, with the same activity. Nothing drifts.

02

The facilitator is told what to do

Timings, transitions, what to say, when to split the room, and what a good answer sounds like.

03

The quiz tests the objective

If the objective says apply, the question is a scenario — not a definition with three wrong words.

Now build one
on your topic.

Pick one of four sample topics and download a complete Starter Kit free — or describe your own and have it in about five minutes.

Other sample topics

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First 30 Days Onboarding8 MOD
De-escalating Difficult Customers5 MOD
Forklift & Equipment Safety6 MOD
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