PROMPT 1: Training Module (Competency-Based Learning)
Build a Training Slide Deck using a Competency-Based Learning Framework.
Each slide covers 1 competency with:
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A measurable behavioral indicator
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“What Good Looks Like” vs “Common Mistakes” side by side
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The Bloom’s Taxonomy level needed (Remember / Apply / Analyze / Create)
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Assessment criteria with a grading rubric
End with a “Learning Transfer Plan” slide where each learner commits to 1 action they will apply in the next 30 days.
PROMPT 2: Executive Briefing (Pyramid Principle)
Build an Executive Slide Deck using the Minto Pyramid Principle.
Slide 1: One clear governing recommendation (1 sentence only)
Slides 2 to 4: 3 key supporting arguments using SCOA format (Situation, Complication, Question, Answer)
Slides 5 to 7: Data and evidence for each argument
Last slide: “Decision Required” showing your options, trade-offs, and the approval you need
Rule: Every slide must pass the “So What?” test.
No data-only slides. Every slide needs an implication.
PROMPT 3: Sales Presentation (SPIN Selling)
Build a Sales Deck using Neil Rackham’s SPIN Selling Framework.
4 sections:
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Situation slides: Current context of your prospect (pulled from your sources)
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Problem slides: Hidden pain points the prospect may not know they have
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Implication slides: The real cost of NOT fixing the problem (financial, operational, reputational)
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Need-Payoff slides: ROI and tangible results your solution delivers
Close with a ‘Commitment Slide’ that shows the next micro-step to move things forward.
PROMPT 4: Onboarding Deck (30-60-90 Day Plan)
Build an Onboarding Slide Deck using Michael Watkins’ 30-60-90 Day Model.
Days 1 to 30 (Learn Phase): Key stakeholders to meet, mental models to understand, quick wins available immediately.
Days 31 to 60 (Apply Phase): First deliverables expected, cross-team relationships to build, metrics to start tracking.
Days 61 to 90 (Lead Phase): Ownership to take on, 90-day review criteria.
Each phase needs two things: “Success Looks Like” and “Red Flags to Watch.”
PROMPT 5: Research Findings (Evidence Hierarchy)
Build a Research Presentation that ranks findings by strength of evidence using the Oxford Evidence Hierarchy.
Each finding gets its own slide showing:
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Evidence tier (Systematic Review, RCT, Cohort Study, Expert Opinion)
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Effect size and confidence interval
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How well it applies to your specific context
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Limitations to know before acting on it
Use the GRADE approach to label each finding: High, Moderate, Low, or Very Low confidence.
Close with an Evidence Map showing which claims are solid vs which are still assumptions.
PROMPT 6: Product Training (Jobs-to-Be-Done)
Build a Product Training Deck using Clayton Christensen’s Jobs-to-Be-Done Framework.
Do NOT list features by spec. Re-frame every feature as a job your customer wants to get done:
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Functional Job: What does it actually help them accomplish?
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Emotional Job: How do they feel when it works?
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Social Job: How do they appear to others when they use it?
Each feature slide follows: Job Story, Feature, Outcome, and the ‘Moment of Struggle’ this feature solves.
Close with a ‘Top 10 Support Questions’ slide with short, clear answers.
PROMPT 7: Board Strategy Deck (Three Horizons)
Build a Board Strategy Presentation using McKinsey’s Three Horizons of Growth.
Horizon 1 slides: Core business defense, current revenue protection, and early warning signals if the core is weakening.
Horizon 2 slides: Validated growth bets, investment required vs expected return.
Horizon 3 slides: Long-shot experiments that need to be started now. Each initiative includes a risk-adjusted value estimate.
Close with a Portfolio Allocation slide showing how resources should be split across H1, H2, and H3.
PROMPT 8: Workshop Facilitation (4MAT Learning System)
Build a Workshop Facilitation Deck using Bernice McCarthy’s 4MAT Learning System.
Design it to cover every learning style:
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Why slides: Create meaning, connect to learner experiences
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What slides: Core concepts, theories, and frameworks
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How slides: Hands-on practice activities with templates to fill in
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What-If slides: Real-world application in their own context
Each cycle runs 20 to 30 minutes.
Include Facilitator Notes and a “Resistance Signals” list with how to handle each one.
PROMPT 9: OKR Review Deck (Accountability Format)
Build a Quarterly OKR Review Deck using Google’s OKR Methodology with a RAG Status System.
Each Objective gets 1 slide with:
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Confidence Score (0.0 to 1.0 scale)
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Key Results with traffic lights (On Track, At Risk, Off Track)
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Root cause analysis of any gaps using the 5 Whys method
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‘Learnings This Quarter’ and ‘What Changes Next Quarter’ with owner and deadline
Close with an OKR Health Dashboard that shows whether the team sets truly ambitious goals or just comfortable ones.
PROMPT 10: Investor Pitch (StoryBrand + AARRR)
Build an Investor Pitch Deck using Donald Miller’s StoryBrand Framework with AARRR Traction Metrics.
Position the investor as the hero. You are the guide.
Slide 1 “The Character”: The painful market + TAM, SAM, SOM
Slide 2 “The Problem”: The villain that is blocking the market from moving forward
Slide 3 “The Guide”: Your team’s unfair advantage and why only you can solve this
Slide 4 “The Plan”: Product + go-to-market in 3 clear steps
Slide 5 “Traction”: AARRR metrics (Acquisition, Activation, Retention, Revenue, Referral) with real data
Slide 6 “The Stakes”: If We Win vs If We Fail
Slide 7 “The Ask”: Funding amount, use of funds, and 18-month milestones
PROMPT 11: Compliance Training (Case-Based Reasoning)
Build a Compliance Training Deck using Case-Based Reasoning.
Do NOT present policy as rules. Present it as real cases instead.
Each slide is 1 case with this structure:
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Incident Brief: What happened?
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Decision Point: Where did someone go wrong?
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Cognitive Bias: What mental shortcut caused it? (Confirmation Bias, Authority Bias, etc.)
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Consequence: What actually happened as a result?
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Rule Anchor: Which policy applies here?
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How to Spot It: Real-world signals that you are in this type of situation
Close with a Decision Tree slide and a Knowledge Check quiz.
PROMPT 12: Market Analysis (Five Forces + Blue Ocean)
Build a Two-Layer Market Analysis Deck.
Layer 1 uses Porter’s Five Forces: Competitive Rivalry, Supplier Power, Buyer Power, Threat of New Entrants, Threat of Substitutes.
Each force gets its own slide with evidence and a score from 1 to 5. Combine into an Industry Attractiveness Score.
Layer 2 uses the Blue Ocean ERRC Grid (Eliminate, Reduce, Raise, Create) to find white space with no competition.
Close with a Strategy Canvas comparing your value curve to competitors and a “This Is Our Move” slide with your clear strategic choice.
PROMPT 13: Design Thinking Workshop (Double Diamond)
Build a Design Thinking Workshop Deck using the Double Diamond Model.
Diamond 1 “Discover and Define”:
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Empathy Mapping activity (5 minutes)
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How Might We question generation
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Insight clustering with an Affinity Diagram
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Point-of-View statement summarizing the real problem
Diamond 2 “Develop and Deliver”:
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Crazy 8s ideation (8 minutes)
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Concept voting with Dot Voting
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Prototype Brief: each team builds a low-fi prototype in 15 minutes
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Testing Protocol and Iteration Criteria
Every activity slide needs a timer, a fill-in template, a Facilitator Tip, and an “If Energy Drops” recovery move.
PROMPT 14: Thesis Defense (IMRAD + Toulmin)
Build a Thesis Defense Presentation using the IMRAD structure with Toulmin’s Argument Model.
Introduction: Research gap, research question, and contribution to knowledge
Methods: Design rationale, epistemological position (Positivist, Interpretivist, or Critical), validity threats, and how they are addressed
Results: Findings ranked by significance, not by the order you did them. Each finding uses the Toulmin structure (Claim, Data, Warrant, Backing, Qualifier, Rebuttal).
Discussion: Theoretical contribution, practical implication, and limitations
Add an “Anticipated Committee Questions” slide with suggested answers drawn directly from the thesis.
PROMPT 15: Post-Mortem (Systems Thinking, Blameless)
Build a Blameless Post-Mortem Presentation using Peter Senge's Systems Thinking.
No names. Focus on the system, not the people.
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Timeline slide: Chronological sequence of events with 5 Whys at each decision point
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Causal Loop Diagram slide: Feedback loops that created the incident
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Latent Conditions slide: Hidden system factors using James Reason’s Swiss Cheese Model
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Corrective Actions slide: Each action tied to a specific layer of the Swiss Cheese
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Leading Indicators slide: Metrics that will give early warning next time
Close with a “System Health Scorecard.”
PROMPT 16: Leadership Development (Situational Leadership II)
Build a Leadership Development Deck using Blanchard’s SLII Model. For each leadership competency, show:
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The Development Level Matrix from D1 (Enthusiastic Beginner) to D4 (Self-Reliant Achiever)
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The matching leadership style from S1 (Directing) to S4 (Delegating)
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Real conversation examples for each combination
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“Mismatched Style” scenarios that cause people to quit or underperform
Apply Kolb’s Experiential Learning Cycle throughout: Concrete Experience, Reflective Observation, Abstract Conceptualization, Active Experimentation.
Each competency ends with a self-assessment and a practice commitment.
PROMPT 17: Partnership Proposal (Value Co-Creation)
Build a Partnership Proposal Deck using the DART Model (Dialogue, Access, Risk-benefit, Transparency).
Do NOT start with “Who We Are.” Start with “What They Get.”
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Slide 1 “Their World”: The partner’s pain points, pulled from your sources
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Slide 2 “Shared Value Opportunity”: Where both sides benefit at the same time
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Slide 3 “Co-Creation Mechanics”: How you create value together, tangible and intangible
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Slide 4 “Risk Allocation”: Who carries what risk
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Slide 5 “Quick Wins in 90 Days”: Proof of concept that reduces perceived risk fast
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Slide 6 “Governance and Exit”: How to end things cleanly if it does not work out
PROMPT 18: Annual Report (Integrated Reporting, 6 Capitals)
Build an Annual Report Presentation using the IIRC Integrated Reporting Framework.
Cover all 6 Capitals:
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Financial Capital: Profit and loss, cash flow, return metrics
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Manufactured Capital: Infrastructure, assets, capacity
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Human Capital: Talent development, retention, culture score
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Social and Relationship Capital: Stakeholder trust, community impact
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Intellectual Capital: IP, innovation pipeline, data assets
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Natural Capital: Environmental footprint, sustainability progress
Each Capital needs three things:
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Stock (current state)
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Flow (how it changed this year)
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Outlook (what to expect next year)
Show how the 6 Capitals interact and affect each other.
