Tools and Practices
METHODS, AND MINDSETS THAT HELP LEADERS BUILD WITH GREATER CALM, CLARITY, AND CONFIDENCE
THE GREAT MANAGER TOOLKIT
Practices Shared by Brian Watkins
Most managers are promoted for competence—not prepared for leadership. Over half step into management without training. Nearly 60% are struggling within two years. This toolkit exists to close that gap. Brian Watkins built these practices the hard way—by living through the panic, the missteps, and the learning curve of becoming a manager without a roadmap. What follows is a practical, humane system designed to help managers succeed without their teams paying the price.
The Role of the Manager (Ground Rule)
Before tools, clarity. A manager’s job is simple—but not easy Get results while building and developing people. When you do both, engagement follows. When engagement rises, performance follows. And when performance follows—organizations thrive.(Research backs this: up to 70% of employee engagement is driven directly by the manager.)
The 8 Core Practices of Great Managers
These are not traits. They are behaviors—learnable, repeatable, and practical. Great managers consistently practice:
1. Giving Feedback
2. Building Relationships
3. Setting Expectations
4. Delegating Effectively
5. Developing Individuals
6. Coaching
7. Motivating
8. Making Decisions
TOOL 1: The 20-Second Feedback Tool (BIN): most-used, highest-ROI practice
What It Solves
Fear of giving feedback
Confusion between feedback and criticism
Missed opportunities to reinforce great behavior
The Myth
“Employees don’t want feedback.”
“Feedback = criticism.”
The Reality
Employees want feedback.
Feedback—when done right—improves performance and trust.
How the BIN Tool Works
Use this simple 3-step structure:
B — Behavior
Describe what you observed (facts only).
I — Impact
Explain why it mattered.
N — Next Step
Reinforce what to repeat—or what to change.
⏱ Total time: Under 20 seconds
Example (Positive Feedback)
> “Amanda, I saw how you handled that disappointed customer—maintaining eye contact, listening carefully, and offering solutions. That matters because it shows customers we value them and want to make things right. Keep doing exactly that.”
Why this works:
The behavior is clear
The impact is understood
The employee knows what success looks like
Practice Assignment
Deliver 3 BIN feedback moments per day
Mix positive and corrective feedback
Focus on observable behaviors only
TOOL 2: One-Behavior-at-a-Time Development
What Makes This Different
Most training overwhelms managers with concepts they never apply.
This approach:
Teaches one behavior
Allows real-world practice
Builds confidence before moving on
Each behavior can be learned in under one hour.
Practice Rule
Learn → Practice → Reflect → Repeat
No stacking. No rushing.
You don’t need to master all eight at once. Progress comes from practicing one behavior at a time.
Brian Watkins
TOOL 3: Relationship-Building with Intention
Purpose
Strong performance rests on trust.
Practice
Schedule consistent 1:1s
Ask:
“What’s working well for you right now?”
“Where do you feel stuck?”
“How can I support you better?”
Engagement doesn’t come from perks.
It comes from being seen and supported.
TOOL 4: Expectation Clarity Framework
What to Clarify Every Time
What success looks like
When it’s due
How progress will be measured
Practice
If someone misses expectations, ask: “Was the expectation clear—or just assumed?”
TOOL 5: Delegation with Development in Mind
Shift the Mindset
Delegation isn’t dumping work.
It’s growing capability.
Practice
Delegate outcomes, not just tasks
Provide guardrails, not micromanagement
Use feedback loops early and often
TOOL 6: Coaching as a Daily Habit
Coaching Is Not an Event
It’s a series of small moments.
Practice
Ask before telling
Guide reflection:
“What do you think worked?”
“What would you do differently next time?”
TOOL 7: Motivation Through Meaning
What Actually Motivates People
Progress
Recognition
Purpose
Practice
Tie individual contributions to:
Team goals
Customer impact
Organizational mission
TOOL 8: Decision-Making with Ownership
Practice
Decide when you must
Empower when others should
Be clear on who owns the outcome
Implementation Philosophy
Immediate behavior change
Practice in real work
Feedback loops built in
Progress over perfection
You don’t become a great manager overnight.
You become one through intentional daily practice.
The Truth About Great Management
Good news:
Practice even one of these behaviors and you’ll see results.
Hard truth:
Great management requires focus—every day.
You won’t be perfect.
But you can always be great.
About Brian Watkins
Brian Watkins is a management and talent development consultant based in the suburbs of Chicago. With over 20 years of leadership experience and more than a decade coaching managers, his mission is simple: Make every manager in the world great—so no team has to suffer under poor leadership.