Course Highlights
This hands-on management training course for building great teams will:
- Strengthen team direction by building a practical vision using the Purpose Triangle.
- Improve goal discipline using SMARTER goals and supporting goal-setting models.
- Help managers self-assess 16 core management skills and identify focused growth priorities.
- Improve delegation by applying the FRAME model and pairing responsibility with authority.
- Build coaching judgment by distinguishing between development coaching, skill-building coaching, and performance correction.
- Strengthen day-to-day conversations through better questions that build thinking, understanding, and buy-in.
- Close with practical approaches for celebrating wins so recognition reinforces standards and momentum.
Course Overview
Managers need more than good intentions and a long list of responsibilities. They need a usable toolkit: a way to set direction, translate that direction into goals, delegate work cleanly, coach people at the right level, address performance drift, and reinforce what the team should repeat.
This one-day onsite course gives managers a practical set of models for building and coaching stronger teams. The program begins with direction. Participants use the Purpose Triangle to create a clearer team vision, then translate that vision into goals using SMARTER and other goal-setting approaches. This opening work helps managers connect broad direction to daily choices, priorities, and conversations.
From there, participants assess their current management habits using a 16-skill self-assessment. The point is not to score for the sake of scoring. It is to help managers see where their habits are already helping the team and where improvement would have the greatest effect. Participants then move into delegation using FRAME, with special attention to one common management problem: assigning responsibility without giving enough authority, resources, or decision room.
The second half of the program focuses on coaching and performance. Participants learn to choose among BUILD, BRICK, and REPOINT based on what the situation requires. Some employees need growth coaching. Some need skill-building support. Some need a clearer performance correction conversation. Managers practice choosing the right model, asking better questions, and closing conversations with action and follow-through.
The day closes with recognition and celebration. Participants examine how to acknowledge progress and wins in a way that reinforces direction, goals, standards, and team momentum. By the end of the course, managers have a more complete toolkit for leading team performance: vision, goals, self-assessment, delegation, coaching, correction, questions, and recognition.
The following outline highlights some of the course’s main learning points. As part of your training program, we will modify content as needed to meet your business objectives. Upon request, we will provide you with a copy of the participant materials prior to the session(s).
Program Objectives
At this program’s conclusion, participants should be able to:
- Explain how teams can establish a vision using the Purpose Triangle model.
- Apply the SMARTER goals framework and other models for setting team goals.
- Self-assess 16 management skills essential for building and coaching teams.
- Outline best practices for communicating team goals.
- Use questions to develop team members’ critical thinking skills, understanding, and buy-in.
- Use the FRAME model to delegate tasks.
- Explain the importance of delegating authority along with responsibilities.
- Describe the BUILD, BRICK, and REPOINT frameworks and when to use each.
- Apply the BUILD, BRICK, and REPOINT frameworks to workplace scenarios.
- Explain the value of the Purpose Triangle and the BUILD, BRICK, and REPOINT frameworks in times of change.
- Discuss best practices for celebrating successes.
Workshop Modules
Vision and Goals: Drafting a Blueprint
This course opens by setting direction before tactics. Through guided discussion and examples, participants will build a team vision using the Purpose Triangle and identify what changes when vision is expressed through People, Process, and Product rather than through vague statements about working harder. The discussion also helps managers see where teams lose direction: unclear purpose, competing priorities, weak connection to the work, or goals that do not match what the team actually controls. Participants will use the model to draft a vision that can guide decisions, communication, and follow-through.
Goal Setting for Success: Implementing SMARTER Goals
Next, the group translates vision into execution. During this segment, attendees will turn broad expectations into SMARTER goals, then refine goals so they hold up under real workload, competing priorities, and shifting demands. Participants will examine what makes a goal too vague, too narrow, too late, or too disconnected from the team’s purpose. They will practice tightening goal language so success is easier to see, coach, and review. The module also addresses how managers can communicate goals so people understand not only what must happen, but why the work belongs on the team’s priority list.
Essential Skills for Effective Management: Assessing and Improving
At this point, the session moves from tools to personal management behavior. Participants will complete a 16-skill self-assessment, interpret what the results suggest about current management patterns, and select a small number of skills to strengthen first for the greatest impact. The discussion helps managers avoid trying to improve everything at once. Instead, they will identify which habits most affect their team now: direction setting, follow-through, communication, delegation, coaching, feedback, recognition, or performance correction. Each participant will choose a focused development area and connect it to a real team need.
Delegation Done Right: Using the FRAME Model
From there, the course tightens delegation decisions and delegation language. The group will apply the FRAME model to a realistic scenario, then practice how to confirm expectations, resources, authority, and follow-through so delegation does not turn into confusion, overreach, or silent non-ownership. The module also addresses why delegation often fails: unclear results, missing boundaries, weak checkpoints, mismatched skill, or responsibility assigned without enough authority. Participants will practice setting up work so the employee understands the assignment, the decision room, the support available, and what progress should look like.
Growth Strategies: Coaching and Building Skills
Now the focus shifts to development and capability-building. Participants will practice how to coach for growth using BUILD and BRICK, choosing questions and prompts that develop thinking, strengthen commitment, and move a person from intention to action. The module separates two different needs: helping someone grow into larger work and helping someone build a specific skill needed for current performance. Participants will practice choosing the right approach, asking questions that create ownership, and setting a next step that can be observed. The work stays practical: what to say, when to ask, when to teach, and how to check progress.
Addressing Underperformance: Applying the REPOINT Model
When results slip, most managers either avoid the conversation or overcorrect. In this module, attendees will apply REPOINT to a performance scenario, practice language that stays specific and standards-based, and establish what changes after the conversation so improvement becomes measurable. The practice focuses on naming the gap clearly, keeping the conversation tied to work impact, listening for the cause, and closing with a commitment. Participants will also discuss how to avoid vague endings such as “do better” or “keep me posted.” The goal is a correction conversation that is direct, fair, and clear enough to support follow-through.
Celebrating Wins: Motivating and Recognizing Success
The program closes by reinforcing what teams should repeat. The group will identify what makes recognition meaningful, select approaches for celebrating progress without lowering standards, and connect celebration to the earlier tools so wins reinforce direction, goals, and accountability. Participants will examine the difference between generic praise and useful recognition. They will practice recognizing effort, improvement, collaboration, problem-solving, follow-through, and results in a way that points the team back to its purpose. The course ends by helping managers choose a recognition habit they can use consistently after the workshop.
Target Audience
This workshop is designed for groups that want to:
- Build a shared management toolkit that improves team direction, coaching, and follow-through.
- Strengthen goal execution through clearer vision, tighter goals, and better communication.
- Improve delegation and coaching skill using structured, repeatable models.
- Address development and performance needs with more consistency and less frustration.
Frequently Asked Questions
What does this course mean by “manager’s toolkit”?
The toolkit is a set of practical models managers can use for common team needs: setting direction, writing goals, assessing their own management habits, delegating work, coaching growth, building skills, correcting performance, asking better questions, and recognizing success.
Why does the course start with vision and goals?
Teams struggle when managers jump straight to tasks without setting direction. The course starts with the Purpose Triangle and SMARTER goals so participants can connect daily work to a clearer purpose, better priorities, and more useful conversations about progress.
How does this course help managers who already have experience?
Experienced managers often know what needs to happen but may not have a consistent structure for doing it. This course gives them repeatable models and practice so their approach to goals, delegation, coaching, and correction becomes more consistent.
What is the purpose of the 16-skill self-assessment?
The self-assessment helps managers identify which management habits are helping the team and which ones need attention first. It gives participants a practical way to choose a focused growth priority instead of leaving with a broad intention to improve.
How does FRAME improve delegation?
FRAME helps managers hand off work with clearer expectations, resources, authority, and follow-through. Participants practice making the assignment strong enough that the employee knows what is owned, what decisions can be made, and when to check progress.
Why does the course separate BUILD, BRICK, and REPOINT?
Different situations need different manager responses. BUILD supports growth. BRICK supports skill building. REPOINT addresses underperformance. The course helps managers choose the right conversation instead of using the same coaching approach for every issue.
Does this course focus on questions?
Yes. Managers practice questions that build thinking, understanding, and buy-in. The course also helps participants decide when a question is useful and when the situation needs clearer direction, feedback, or correction.
How does the course address underperformance?
Participants use REPOINT to practice a performance conversation that names the gap, connects it to standards or impact, explores the cause, and closes with a measurable next step. The goal is to reduce avoidance and make correction more consistent.
Why include celebration in a management course?
Celebration and recognition tell a team what should continue. The course helps managers use recognition to reinforce progress, standards, teamwork, and results rather than treating it as a generic morale booster.
What should participants be able to use after the workshop?
Participants should leave with a clearer team vision, stronger goals, a personal management skill priority, better delegation language, coaching models for different needs, a method for addressing underperformance, and a practical way to reinforce wins.