We promote our best performers. Then hope they figure out how to lead people.
The performance-first model is an industrial-era inheritance. Knowledge work turned the job into developing people, but our promotion habits never updated.
This day replaces hope with discipline.
Getting it wrong is expensive. Getting it right pays.
Module 2 makes the cost concrete, first in behavior, then in dollars. Each table then costs the mismatch in its own organization.
A bad hire
Costs about 30 percent of first-year earnings. US Department of Labor.
Replacing the wrong leader
Replacement runs one to three times salary, all in. For a leader, 75,000 to over 200,000 dollars. Industry replacement studies.
The upside
Higher profit from the highest-talent managers. Role training lifts thriving from 28 to 50 percent. Gallup.
The morning names what to look for. The afternoon builds the toolkit.
Every module reads the same way in the guide: an objective, talking points tied to slides, a timed activity and a leader note. Pick a module to see it.
Twelve questions. Three themes. One follow-up that does the work.
When you hear a generality, say: give me a specific example. Score the evidence, not the impression. Pick a theme.
The full wording is in the guide and on workbook pages 8 and 9. Worksheet 02 is the scorecard.
One change to the system. One change to the self.
HR and selectors
One change to how we hire or promote: the role profile, the twelve questions, self-assessment first, or two career paths.
Current and aspiring leaders
One personal capacity to develop, and one coaching habit to start this week.
Every participant
A 30, 60, 90 day plan, checked with a partner at each mark.
Five worksheets for the weeks after
Four are tools for the people who select. The fifth keeps every participant's commitment alive.
14 files. Five folders. One theme.
Eight files read from a single document theme. Set your colors, fonts and logo once and the deck, workbook, worksheets and feedback form all follow.
Your colors, fonts and logo across all eight themed files, step by step.
Nobody describes their best boss by how good they were at the work. They describe how they were led.
By the end of the day, participants can:
Explain why the performance-first promotion model fails, and what getting it wrong costs in behavior and dollars.
Name the four human-centered capacities of a people leader, and recognize them in others and in themselves.
Use validated assessments and twelve structured interview questions to select and develop for people leadership.
Apply best-practice mindsets for hiring, promoting and developing leaders, including supporting a struggling one.
Leave with personal and organizational commitments and a 30, 60, 90 day plan.
A mixed room works best. Each side sees what the other cannot.
The people who hire and promote. They own the system changes.
The people who shape the leadership pipeline and sign off on promotions.
The people living with the current system. They own the personal shifts.
In person, virtual or hybrid
One restriction. Everything else is permission.
Whoever buys the kit can run it, with any of their own facilitators, as often as they like.
Run it as often as you like, with no cap on sessions or participants.
Charge your own clients and keep all of it. C3 takes no share.
Put your brand on the deck, workbook, worksheets and feedback form. Nothing has to credit C3.
In person, virtual or hybrid, shaped to your audience.
Any quantity, for the people attending your session.
You may not resell, redistribute or pass on the kit files themselves.