Management Skills Masterclass: The Three Kingdoms Program

Gauge your team's performance and potential, assess leadership and cultural alignment, and define an action plan to address underperformance, build bench strength, and drive core team readiness through four conversations.

Tour through team development action plan templates (plan a and plan b), showing how to use the three kingdoms model, rate performance and potential, identify gaps, and plan development actions.

Apply the performance criteria to your TDA plan using a one, two, or three rating grid for results, leadership, and alignment, with Sherlock Holmes examples guiding the assessments.

Evaluate team performance over the past year to prioritize development needs, excluding new hires during onboarding. Assess three traits: results, personal leadership, and alignment with organizational values to gauge performance.

Rate Pat in results, leadership, and alignment using notes on inconsistent quality, missed work, frequent absences, and abrasive, demeaning interactions, guiding workbook ratings.

Assess Shawna's strong results, informal leadership, and respectful collaboration, noting her alignment with the firm's values and the trust colleagues place in her guidance.

Rate Shauna's performance by distinguishing solid performers from high performers and noting personal leadership. Highlight accountability, the informal leadership seen by peers, and alignment with expectations and organizational culture.

Examine Jose’s performance as a high achiever who delivers results, leads innovation, trains teammates, and partners across the organization with empathy to drive value and align with company values.

Open the TDA plan, fill out step one gauge of performance, enter employee names and scores, watch text populate automatically, and see the spreadsheet average to an overall rating.

Learn to manage performance in hybrid and remote teams by aligning goals with outcomes, building trust, and using multi channel communication and data driven insights to boost engagement and productivity.

Gauge potential through observable behaviors: ability, aspiration, and engagement; identify high-potential individuals who take on more, show willingness to learn, seek feedback, and add value to the organization.

Assess Pat’s potential using ability, aspiration, and engagement criteria, highlighting how task willingness, collaboration, job knowledge, career goals, and participation in training shape management skills in this masterclass.

Apply the potential criteria to assign one to three for ability, aspiration, and engagement, populate the grid, and determine an overall potential score to guide development decisions.

Assess Pat's potential relative to performance, noting low ability, aspiration, and engagement in learning and development, and discuss assigning broader responsibilities and career growth.

Apply potential criteria to Shauna's case by assessing her ability, aspiration, and engagement, and reflect on how mentors help her pursue career goals through feedback, self-awareness, and development opportunities.

assesses Shauna's potential across ability, aspiration, and engagement, highlighting her mentoring, proactive development, and self-awareness; shows readiness for broader responsibilities and rapid skill mastery for advancement.

Assess Jose's emerging leadership potential across ability, aspiration, and engagement, noting occasional initiative, openness to feedback, and willingness to learn, though consistency and initiation remain developing.

Enter ratings into the TDA plan to populate step two, balance ability, aspiration, and engagement scores, and combine step one data with step two to shape a decisive game plan.

Create a high level action plan that addresses underperformance, builds bench strength, and drives the performance and readiness of the core team.

Explore the nine box talent management matrix and how performance and potential placement reveals patterns across organizations, guiding decisions through the three kingdoms pattern.

Apply the three kingdoms model to classify underperformers, bench, and core contributors, guiding leadership development, performance management, and change readiness to prepare for tomorrow's jobs.

Learn to use the team development action plan to convert performance and potential ratings into a focused nine-box placement, gaps, actions, and timelines.

Identify the root causes of underperformance by analyzing role fit, cultural fit, skills, manager fit, resources, and clarity, then adjust roles, resources, or expectations to improve performance.

Identify root causes of underperformance, including role, culture, or manager fit and skills or resource deficits; act by changing the situation, the job, the individual, or the structure.

Practice analyzing three underperformance scenarios, identify root causes, and decide what changes to implement. Evaluate changing the situation, the job, the individual, or the structure to address underperformance.

Assess Pat's mismatch in the new customer-facing role and apply a two-pronged plan: train and coach her up, or reassign to a better-fitting role to safeguard customer service.

Assess Ned’s cultural fit after his transfer and implement coaching, mentoring, and a team-wide conversation to help Ned integrate, feel at home, and align with team norms.

Clarify roles and boundaries in the new business process, using a swim-lane walkthrough to align responsibilities, then revisit the process and assess deeper skill or fit issues if needed.

Accelerate bench strength by investing in development, special assignments, mentoring, job shadowing and rotation, reflection, and diagnostics to prepare future leaders and retain top talent.

Apply leadership development strategies to three bench strength scenarios, identify key development needs for Shonna, Hosie, and Kyra, and plan targeted actions and strategies.

Develop Shauna's business acumen by broadening cross-functional perspectives through special assignments, job rotations, and mentoring, enabling her to understand how the business makes money and drives profitability.

Develop Kyra’s teamwork skills through 360-degree feedback, diagnostics, and targeted mentoring. Use special assignments, after-action reviews, and coaching to reinforce collaboration and prevent derailers.

Strengthen your core team by implementing scalable mentoring through peer circles, special projects, and lunch and learns, while delegating innovation leadership to high performers to drive readiness for change.

Identify two to four core team priorities that drive today’s success and limit to four. Turn these into concrete actions for the year.

Identify two to four priorities, then drive learning with a three-month plan focused on customer service, training, and recognition. Build readiness for tomorrow with future skills such as automation.

Apply the team development action plan (TDA) to identify performance gaps and implement 30/60/90-day reassessments with coaching. Prioritize performance improvement, develop leadership bench, and tailor plans for the core team.

Create a core team development plan with the TDA Plan C template to drive three-month sprints that shift behaviors and attitudes across the whole team, prioritizing professional development.

Identify key success factors for a consulting practice, including exceptional customer service that drives repeat sales and referrals. Ensure on-time, on-budget delivery with quality and prepare teams for agile adoption.

Design quarterly sprints to strengthen project management around timeline, budget, and scope, with observable goals. Measure profitability growth from 20% to 30% by year-end through learning, pull through, and reinforcement.

Develop project management skills in timelines, budgets, and scope creep control through workshops, readings from the Project Management Book of Knowledge, and case studies to boost profitability and timely delivery.