onEnterFrame/FULL-module3-giving-feedback.md

Last active March 16, 2026 01:57

Star (0) You must be signed in to star a gist
Fork (0) You must be signed in to fork a gist

Select an option

Learn more about clone URLs
Clone this repository at <script src="https://gist.github.com/onEnterFrame/c6937226e4f758417ffedd9d815c5bed.js"></script>
Save onEnterFrame/c6937226e4f758417ffedd9d815c5bed to your computer and use it in GitHub Desktop.

Download ZIP

Demo Course Storyboards - CoursePipelines Demo

Raw

course1-ai-tools-at-work.md

Course 1: AI Tools at Work

What Every Employee Should Know

Format: Rise | Est. time: 8 min | Passing score: 80% | Attempts allowed: 2

LESSON 1: Why This Matters

AI tools are everywhere — and your organization is paying attention to how they're used. This course takes about 8 minutes and covers what's approved, what's not, and how to stay on the right side of both your company policy and your clients' trust.

The Opportunity

AI tools can cut hours off routine tasks — drafting emails, summarizing documents, generating first drafts. When used correctly, they make you faster without replacing your judgment.

The Risk

The same tools that help you work faster can expose confidential data, generate inaccurate information, or create legal liability if used without guardrails. One copy-paste into the wrong tool can be a serious problem.

Your Responsibility

You don't need to become an AI expert. You do need to know which tools are approved, what data you can put into them, and when to ask before you act.

LESSON 2: Approved vs. Unapproved Tools

Not all AI tools are created equal — and not all of them are safe for work use. Your organization has reviewed and approved specific tools based on data privacy terms, security standards, and vendor agreements.

Approved Tools

Microsoft Copilot (via company license)
ChatGPT Enterprise (company account only)
Grammarly Business
[Add your organization's approved tools here]

Not Approved

Personal ChatGPT accounts
Google Gemini (personal accounts)
Any AI tool not on the approved list
Browser-based AI add-ons not vetted by IT

Important: Using a personal AI account — even for a quick work task — means your input may be used to train that company's models. That data doesn't come back.

LESSON 3: What Data Can You Share?

Even with approved tools, not everything belongs in a prompt. Here's how to think about it.

Always Okay to Share

Generic business writing (email drafts, agenda templates)
Publicly available information
Your own original ideas and outlines
Anonymized or fictional examples

Ask Your Manager First

Internal strategies or roadmaps
Customer names or company names
Financial projections or forecasts
Any document marked "Internal" or "Confidential"

Never Share

Client data or PII (names, emails, addresses, SSNs)
Passwords or access credentials
Documents marked "Restricted" or "Proprietary"
Personal health or HR information

LESSON 4: Getting AI Results You Can Trust

AI is a first-draft machine, not a fact machine. Everything it produces needs a human review before it goes anywhere — to a client, a manager, or a customer.

Step 1: Prompt with Context

The more specific your prompt, the better the output. Vague in = vague out.

Step 2: Review Before You Use

Check for accuracy, tone, and anything that sounds too confident. AI can hallucinate facts with complete authority.

Step 3: Own the Output

You're responsible for what you send, post, or submit — regardless of whether AI wrote the first draft.

LESSON 5: When to Ask

Situation: A client has sent you a 40-page contract to summarize. You want to paste it into an AI tool to get a quick summary.

Option A: Paste the full contract into your approved enterprise AI tool and review the summary before sharing.

Feedback: Correct — using an approved tool and reviewing the output is the right approach.

Option B: Paste it into a free AI website because it's faster.

Feedback: Not quite. Free tools may use your input to train their models. Client contracts are confidential.

KNOWLEDGE CHECK

Question 1 Which of the following is the safest way to use AI for a work task?

a) Use any free tool that gives the best results b) Use only company-approved tools with non-confidential inputs [CORRECT] c) Use your personal account because it's more private d) Avoid AI entirely to stay safe

Question 2 A coworker pastes a client's full name and email into a personal ChatGPT account to draft a follow-up email. What's the problem?

a) Nothing — ChatGPT is always safe b) The email might sound too robotic c) Client PII may be used to train the model and is no longer controlled by your organization [CORRECT] d) The email won't be personalized enough

Question 3 You get an AI-generated summary of a report. What should you do before sharing it with your manager?

a) Send it immediately — AI is fast and accurate b) Review it for accuracy, tone, and any errors before sharing [CORRECT] c) Add a disclaimer that AI wrote it and send it anyway d) Ask IT to approve it first

Question 4 Which type of content is generally safe to share with an approved AI tool?

a) A spreadsheet with customer SSNs b) Your company's unannounced product roadmap c) A generic email draft asking a vendor for pricing [CORRECT] d) An HR performance review

Question 5 Who is responsible for AI-generated content you submit or send?

a) The AI tool's company b) Your IT department c) No one — it's AI-generated d) You [CORRECT]

Raw

FULL-module3-giving-feedback.md

STORYBOARD: New Manager Essentials — Module 3 of 3: Giving Feedback That Sticks

Variables

Variable | Type | Description module3_complete | Boolean | Set to True on final slide Continue click. SCORM reports completion. Full series complete.

Row ID | On-Screen Content / Prompt | Rise Block | Trigger / Logic / Notes ▶ LESSON 1 — Why Feedback Often Misses | ▶ LESSON 1 — Why Feedback Often Misses | ▶ LESSON 1 — Why Feedback Often Misses | ▶ LESSON 1 — Why Feedback Often Misses 1 | New Manager Essentials Module 3 of 3: Giving Feedback That Sticks | heading | Title screen. Module progress: "Module 3 of 3 — Final Module". No interaction. 2 | Most feedback fails not because the message was wrong, but because of how it landed. Too vague, too late, too personal, or buried in so many qualifiers that the actual point got lost. Good feedback is a skill — and it's learnable. | paragraph | Intro paragraph. No interaction. 3 | PROMPT: "Click each failure mode to recognize it — and avoid it."

Too Vague | Too Late | Too Personal | accordion | TRIGGER: Learner expands each item.

Item 1 — Too Vague: "You need to communicate better." Better says nothing. Communicate what? With whom? In what format? On what timeline? Feedback without specifics leaves people guessing — and usually guessing wrong.

Item 2 — Too Late: Feedback delivered three weeks after the event has no useful connection to the behavior. The person can barely remember what you're referring to. The moment matters. Feedback within 24–48 hours is dramatically more effective.

Item 3 — Too Personal: "You're disorganized" attacks character. "The last three deliverables came in without a summary — here's why that creates a problem downstream" addresses behavior. One creates defensiveness. The other creates clarity. ▶ LESSON 2 — The SBI Framework | ▶ LESSON 2 — The SBI Framework | ▶ LESSON 2 — The SBI Framework | ▶ LESSON 2 — The SBI Framework 4 | The SBI Framework | heading | Section header. 5 | PROMPT: "SBI is a three-part structure that keeps feedback specific, observable, and actionable. Click through each step." | paragraph | Instructional prompt. 6 | Situation | Behavior | Impact | process | TRIGGER: Learner clicks through steps.

Step 1 — SITUATION: Describe the specific context. When and where did this happen? Be precise enough that both of you are picturing the same moment. Example: "In Tuesday's client presentation..."

Step 2 — BEHAVIOR: Describe what you actually observed — not your interpretation, not your conclusion about their character. Just the observable action. Example: "...you interrupted the client twice before they finished their question."

Step 3 — IMPACT: Describe the actual consequence — on the client, the team, the project, or the relationship. Example: "...The client looked frustrated and ended the call 15 minutes early. We lost the follow-up meeting." 7 | "Good job" is forgettable. SBI makes recognition stick.

Instead of: "Good job on that presentation."

Try: "In Thursday's board presentation, when you caught that revenue discrepancy before the CFO saw it — that saved us from a serious credibility problem. That kind of preparation matters, and I want you to know it was noticed." | quote | TRIGGER: Display as highlighted positive example callout (green or teal accent). Shows SBI applied to positive feedback. ▶ LESSON 3 — Delivering It Well | ▶ LESSON 3 — Delivering It Well | ▶ LESSON 3 — Delivering It Well | ▶ LESSON 3 — Delivering It Well 8 | Delivering It Well | heading | Section header. 9 | PROMPT: "Knowing what to say is half the job. Here's how to say it in a way that actually lands." | paragraph | Instructional prompt. 10 | Do it soon | Do it privately | Make it a dialogue | Follow up | accordion | TRIGGER: Learner clicks each item.

Item 1 — Do It Soon: Feedback within 24–48 hours of the event is most effective. After a week, it's historical. After a month, it's a surprise. Don't let "finding the right moment" become an excuse for delay.

Item 2 — Do It Privately: Corrective feedback in front of others is not feedback — it's punishment. Always find a private moment, even if it's a brief hallway conversation. Public praise is fine; public correction is not.

Item 3 — Make It a Dialogue: After you deliver the feedback, stop and ask: "What's your take on that?" You might learn context that changes the picture. You might learn the problem is upstream of the person. Either way, you've made them a participant, not a recipient.

Item 4 — Follow Up: One conversation rarely changes a pattern. Check back in at the next 1:1. If things improved, say so specifically. If not, have the conversation again — earlier, not later. ▶ LESSON 4 — Receiving Feedback | ▶ LESSON 4 — Receiving Feedback | ▶ LESSON 4 — Receiving Feedback | ▶ LESSON 4 — Receiving Feedback 11 | Receiving Feedback | heading | Section header. 12 | Managers need feedback too. And how you receive it sends a louder signal than anything you say about psychological safety. | paragraph | Body paragraph. 13 | PROMPT: "The next time someone gives you feedback, follow these three steps." | paragraph | Instructional prompt above process. 14 | Listen without interrupting | Ask a clarifying question | Thank them | process | TRIGGER: Learner clicks through steps.

Step 1 — Listen Without Interrupting or Defending: Your first instinct will be to explain. Resist it. Let them finish completely. Your explanation — even if valid — signals that you're defending, not listening.

Step 2 — Ask One Clarifying Question: "Can you give me a specific example?" This isn't a challenge — it's a genuine attempt to understand the behavior they observed, not just their interpretation of it.

Step 3 — Thank Them — Even If You Disagree: "I appreciate you telling me that" is not agreement. It's an acknowledgment that it took something to say it. People stop giving feedback when receiving it feels risky. Your response in this moment determines whether they'll do it again.

COMPLETION TRIGGER: Final block in the full series. On Continue click: → Set module3_complete = true → SCORM reports: completion status = "completed" → Display series completion screen: "🎉 New Manager Essentials — Complete! You've finished all 3 modules: ✅ Setting Expectations ✅ Running Effective 1:1s ✅ Giving Feedback That Sticks Great managers aren't born — they're built. You're already doing the work."

Raw

module1-setting-expectations.md

New Manager Essentials — Module 1 of 3

Setting Expectations with Your Team

Format: Rise | Est. time: 6 min | Completion-based (no quiz)

LESSON 1: The Cost of Unclear Expectations

Most early management mistakes don't come from bad intentions. They come from assumptions. You assumed they knew the deadline. They assumed "done" meant something different. Unclear expectations are the root of most team friction — and they're almost always fixable before they become a problem.

By the numbers:

57% of employees say unclear priorities are their top source of stress at work
Teams are 2x more likely to miss a deadline when success criteria weren't defined upfront
10 minutes is the average time a good kickoff conversation takes to prevent hours of rework

LESSON 2: What Good Expectations Look Like

Before you assign work, you should be able to answer four questions.

What

What exactly needs to be done? What does done look like?

When

What's the deadline — and are there milestones before it?

Why

Why does this matter? What decision or outcome depends on it?

How

Are there constraints on approach, format, or tools?

Tip: If you can't answer all four of these yourself before assigning the work, spend 5 minutes getting clear before you hand it off. Confusion travels downstream.

LESSON 3: The Kickoff Conversation

Use this four-step structure every time you assign meaningful work.

Step 1: State the task and outcome clearly

One or two sentences. What needs to happen and what success looks like.

Step 2: Confirm the deadline and constraints

Any hard stops, dependencies, or format requirements.

Step 3: Ask the right question

"What questions do you have?" — not "Does that make sense?" That one gets nods, not honesty.

Step 4: Agree on a check-in point

Before the deadline, not after. A quick midpoint check-in costs 5 minutes and saves hours of rework.

LESSON 4: When Expectations Shift

Priorities change. Deadlines move. When they do, don't assume your team will figure it out — tell them explicitly, and reset the expectation the same way you set it the first time.

Remember: Silence is not an update. If something changes, say so. The fastest way to lose a team's trust is to let them work toward a target that's already moved.

Raw

module2-running-11s.md

New Manager Essentials — Module 2 of 3

Running Effective 1:1s

Format: Rise | Est. time: 6 min | Completion-based (no quiz)

LESSON 1: What 1:1s Are Actually For

A 1:1 is not a status update meeting. Status updates can happen in Slack. A 1:1 is your team member's meeting — it exists so they have a dedicated space to raise blockers, talk about their work, and hear from you in a way that a group meeting doesn't allow.

What 1:1s Are For

Blockers, feedback, development, relationship-building, and coaching moments.

What They Are Not For

Reading a task list back to each other, quick updates that could be an email, or topics that need the whole team present.

How Often

Weekly for new team members, bi-weekly once trust is established. Consistency matters more than frequency.

LESSON 2: A Simple Structure That Works

Use this four-part structure to run a focused, useful 1:1.

Part 1 — Their Agenda First (10 minutes)

Start with: "What's on your mind?" Let them lead. Resist filling silence.

Part 2 — Blockers (5 minutes)

Ask: "What's slowing you down that I can help remove?"

Part 3 — Your Updates (5 minutes)

Anything they need to know: priority shifts, org news, feedback on recent work.

Part 4 — Close with One Action (2 minutes)

Each of you leaves with one clear next step — even if it's small.

LESSON 3: Questions That Actually Work

Replace generic questions with ones that get real answers.

Instead of "How's it going?" try:

"What's been the hardest part of your week?"

Instead of "Any blockers?" try:

"What's the one thing slowing you down most right now?"

Instead of "Are you okay?" try:

"What would make next week better than this one?"

Instead of "Good job on that project" try:

"When you handled [specific situation], that made a real difference — here's why..."

Instead of "What are your goals?" try:

"What kind of work do you want to be doing more of?"

LESSON 4: When Someone Goes Quiet

Not everyone will show up to a 1:1 ready to talk. That's fine. Your job is to make it safe to be honest — not to perform engagement.

If someone consistently has "nothing to discuss," that's information. It might mean they don't feel safe raising issues, or that the meetings feel pointless to them.

Try asking: "Is there anything that would make these conversations more useful for you?"

That question alone often opens the door.

Raw

module3-giving-feedback.md

New Manager Essentials — Module 3 of 3

Giving Feedback That Sticks

Format: Rise | Est. time: 6 min | Completion-based (no quiz)

LESSON 1: Why Feedback Often Misses

Most feedback fails not because the message was wrong, but because of how it landed. Too vague, too late, too personal, or buried in so many qualifiers that the actual point got lost. Good feedback is a skill — and it's learnable.

Too Vague

"You need to communicate better." Better says nothing. Communicate what, with whom, in what format?

Too Late

Feedback delivered weeks after the event has no useful connection to behavior. The moment matters.

Too Personal

Attacking character instead of behavior creates defensiveness, not change.

Instead of: "You're disorganized"
Try: "The last three deliverables came in without a summary — here's why that creates problems."

LESSON 2: The SBI Framework

SBI is a simple structure that keeps feedback grounded and actionable. Use it for corrective feedback and positive feedback.

S — Situation

Describe the specific situation. When did this happen? Where?

Example: "In Tuesday's client call..."

B — Behavior

Describe what you observed — not your interpretation, just the behavior itself.

Example: "...you interrupted the client three times before they finished their question."

I — Impact

Describe the actual impact on the team, project, or client.

Example: "...It made us look unprepared, and they ended the call early."

SBI for Positive Feedback

"Good job" is forgettable. SBI makes recognition meaningful.

Instead of: "Good job on that presentation."

Try: "In Thursday's presentation, when you caught that data error before we went live — that saved us from a real problem with the client. That kind of attention matters."

That's something they'll remember.

LESSON 3: Delivering It Well

Do It Soon

Feedback within 24–48 hours of the event is far more useful than feedback given at a quarterly review.

Do It Privately

Corrective feedback in front of others is not feedback — it's embarrassment. Always find a private moment.

Make It a Dialogue

After delivering feedback, ask: "What's your take on that?" You might learn something that changes the picture.

Follow Up

One conversation rarely changes a pattern. Check back in. Notice when things improve, and say so explicitly.

LESSON 4: Receiving Feedback

Managers need feedback too — and modeling how to receive it well is one of the most powerful things you can do for your team's culture.

Step 1: Listen without interrupting or defending.

Let them finish. Your first response should not be an explanation.

Step 2: Ask a clarifying question.

"Can you give me an example?" helps you understand the behavior they observed, not just their interpretation.

Step 3: Thank them — even if you disagree.

"I appreciate you telling me that" keeps the channel open. People will stop giving you feedback if it feels risky to do so.