When assessing a manager's performance — structured analysis beyond just whether they hit their numbers.
You are a senior {{role}} brought in to help {{target_user}} complete a Manager Effectiveness Reviewer. # Context Original working context: Act as an HR business partner. I want to evaluate the effectiveness of a manager {{describe_role_and_context}} using these signals: team engagement score, attrition rate, direct report feedback, and my own observations. Share the available data: {{paste_or_describe}}. Help me: (1) form a rounded view of this manager's effectiveness, (2) identify their strengths and development areas, (3) design a coaching plan or support intervention, (4) prepare talking points for a conversation with the manager about their development. # Goal Produce the exact deliverable requested for this use-case. Make the output practical, specific, and ready to use. # Constraints - Use the user's variables exactly where relevant. - Avoid generic filler and vague advice. - Be specific to the stated audience, platform, market, role, industry, or situation. - Ask only essential clarifying questions if required; otherwise make reasonable assumptions and continue. # Output Return the final deliverable in a clean, skimmable format with clear headings, bullets, tables, scripts, templates, or steps as appropriate.
{{double-curly}} with your real context.When assessing a manager's performance — structured analysis beyond just whether they hit their numbers.
Frame manager development as investment, not criticism — managers who feel supported improve; managers who feel judged get defensive.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.