Capability template for marketing and content

Lead magnet plan

A marketer or owner gets the plan for one free resource built on a question buyers really ask: who it is for, what it promises and delivers, a format the team can make in the hours it has, the outline section by section, and whether it needs a form at all.

The outcome

You stop making free guides nobody asked for. The plan starts from the questions buyers keep raising in sales calls, support emails and the website chat, and picks the one asked most that nothing you have published already answers. It names one reader, the point they are at, and their question in their own words, with where and when each version was heard.

From there it chooses one format you actually make, in the hours you actually have, and writes a working title and a one-sentence promise. It then checks that the outline delivers every part of that promise and that the title claims nothing more. Each section says what it gives the reader and which of your existing material it draws on, so the person who writes it starts from what you already know.

The plan can also say no. When every question is already answered on your site, or the only way to make a magnet work would be to claim something you cannot support, it says so and why. It writes no finished magnet, builds no form and publishes nothing; you decide.

Who starts the work, and when

The marketing lead, or the owner who does the company's own marketing, starts it when they want a free resource for the website, when a magnet someone has proposed needs sorting, or when sales keeps answering the same question by hand. Whoever hears buyers' questions supplies them. The marketing lead approves the plan, and the finished magnet is approved again before it goes public.

What they supply

Your facts. A short note: what you sell and to whom, who finds you first and who decides, what you can show, what you must never say, what a reader should do next, where a magnet would live, and whether you have an email list and someone who follows up.
The buyer questions. Call notes, support emails, chat logs, or a question log exported from a spreadsheet.
What already exists. The pieces you have published, and material you hold but have not published, such as an internal checklist or a sample document.
Hours and forms. The time you can give to making it, what you make easily, what you will not make, and how long each format takes you.
Any choice already made, and ideas already proposed, with who proposed each.

What comes out

One plan, in a fixed order: a verdict and a short summary; the reader, their moment and their question with every place it was heard; the format, the hours it takes and the runner-up; the title, the promise and the honesty check; the outline, with a worked example and a closing that offers your next step once; the limits on what it must never say; where it lives and whether it needs a form; five checks against the usual ways a free resource goes wrong; how you will know it is working, in plain sentences with no targets; what was left out and why; and the decisions left to you.

Good looks like this: each part of the promise has its own section in the outline, and every section is built from material you already have.

An invented example

Illustrative example with invented data. The firm, its people, its documents and every buyer question below are invented. The firm is an invented nine-person company that runs IT support for small architecture practices. Its owner does the marketing and wants one free resource for the website.

The inputs come first, in full, so the template can be run on them. The plan follows.

The inputs

Your facts

What we sell: managed IT support for architecture practices with 5 to
  40 staff: the help desk, file storage and backups, and the computers
  that run design software. A fixed monthly fee per person.
Who finds us first and who decides: the practice manager usually finds
  us; a partner decides.
What we can show: our new-client onboarding checklist (internal, not
  published); a sample handover sheet filled in with invented details,
  used in sales meetings.
What we must never say: that a switch is finished in a set number of
  days; that a practice will be fully secure or compliant; any client's
  name or results without their written permission; prices anywhere
  but the pricing page; comparisons naming another IT provider.
What a reader should do next: book a 30-minute call from the website.
Where a magnet would live: the Resources page on our website. Live.
Email list: none yet. Nobody follows up on sign-ups.
Where leads are recorded: the owner's call notes.
Approves the plan: the owner.
Approves the finished magnet before it goes public: the owner.

Hours and forms

"I can put about six hours into this over the next month. I write; I
won't record video. A checklist takes me about three hours, a short
guide about eight."
(the owner, 4 November 2026)

The question log (exported from the owner's spreadsheet)

date,source,buyer_role,question
2026-08-06,sales call,practice manager,What do we need to sort out before we switch IT providers?
2026-08-20,website chat,partner,How much is it per month for a practice our size?
2026-09-03,sales call,partner,If we leave our current provider how do we get control of our admin accounts back?
2026-09-24,sales call,practice manager,Do you support Macs as well as Windows?
2026-10-01,website chat,practice manager,What will you need from our old provider to take over?

What already exists

Published:
- "Pricing" | website | 1 March 2026 | the monthly fee per person and
  what it includes
- "Services" | website | 1 March 2026 | what we support: Windows and
  Mac computers, design software, file storage and backups, the help
  desk
- "Why your backups need a test restore" | Resources page | 12 May
  2026 | article: checking that a backup can actually be restored

Material on hand (not published):
- New-client onboarding checklist: the steps from signing to the end
  of the first month. It starts with what we collect from the old
  provider: the old provider's notice period; the handover of every
  admin account; where project files and the archive are kept; the
  backup location and the last backup checked by a test restore; the
  list of computers; the design software licences; the domain and
  email settings.
- Sample handover sheet: one filled-in sheet with invented details,
  showing each handover item, who held it and where it was recorded.

Ideas already proposed

- An ebook on cybersecurity trends for architects (proposed by the
  operations lead)

Settings

Approver role: the owner. Publishing approver: the owner.
Length limit: the default. Date of the plan: 4 November 2026.

The output

LEAD MAGNET PLAN: Switching IT providers: the handover checklist for architecture practices [Proposed wording]

Prepared for: the owner · Date: 4 November 2026

Status: Plan for the owner's approval. Nothing has been written, published or sent.

In short

Verdict: plan this magnet.

A checklist for practice managers getting ready to switch IT providers, the question buyers asked most (three times) and one nothing on the website answers. It draws on the onboarding checklist and the sample handover sheet, takes 3 of the 6 hours available, and ends with the offer of a 30-minute call. Publish it with no form until there is an email list and someone to follow up.

The reader

Reader: the practice manager at an architecture practice with 5 to 40 staff
Moment: ready to start
Question: "What do we need to sort out before we switch IT providers?"
Heard 3 times: sales call, 6 August 2026, practice manager; sales call, 3 September 2026, partner ("If we leave our current provider how do we get control of our admin accounts back?"); website chat, 1 October 2026, practice manager ("What will you need from our old provider to take over?")
Already answered by: nothing

What it is

Format: checklist: the question asks what to have and check before a switch, and the reader is afraid of missing something.
Effort: 3 hours, as given, of 6 available
Runner-up: short guide: it could explain each step at more length, but takes 8 hours, as given, more than the 6 available.

Title and promise

Title: Switching IT providers: the handover checklist for architecture practices [Proposed wording]
Promise: A practice manager finishes with a list of the items to collect from the old provider and confirm before the switch, with a space to note who holds each item.
Honesty check: pass. Each handover item in the promise has a section below, and the title promises a checklist, not a finished switch.

Outline

Opening: for practice managers at architecture practices planning to change IT provider. Have beside you your current provider's notice period and a list of your computers. Tick each item, note who holds it, and where nobody knows the answer, follow the line on what to do.

Before you give notice
- Gives: the old provider's notice period.
- Draws on: onboarding checklist, "the old provider's notice period".
Admin accounts
- Gives: a list of every admin account, who controls it, and the handover of each to ask for, so control comes back to the practice.
- Draws on: onboarding checklist, "the handover of every admin account".
Project files, archive and backups
- Gives: where project files and the archive are kept, where the backups are, and when a backup was last checked by a test restore.
- Draws on: onboarding checklist, "where project files and the archive are kept" and "the backup location and the last backup checked by a test restore"; "Why your backups need a test restore" (Resources page).
Computers and design software
- Gives: the list of computers and the design software licences.
- Draws on: onboarding checklist, "the list of computers" and "the design software licences".
Domain and email
- Gives: who controls the domain and the email settings.
- Draws on: onboarding checklist, "the domain and email settings".

Every item carries a line on why it matters and a line on what to do when nobody knows the answer; to be written: the two lines per item (the onboarding checklist lists the items only).

Worked example: the admin accounts item shown completed, from the sample handover sheet; its details are invented and labelled invented.

Closing: book a 30-minute call from the website, offered once; the reader can stop here with something usable.

Limits

Never say that a switch is finished in a set number of days.
Never say that a practice will be fully secure or compliant.
No client's name or results without their written permission.
No prices; they stay on the pricing page.
No comparison naming another IT provider.
The worked example's details stay labelled invented; the checklist says nothing the onboarding checklist and the sample handover sheet do not show.

Delivery

Where it lives: the Resources page on the website, live
Form: no form, recommended: there is no email list yet and nobody follows up on sign-ups, so a form would collect addresses nobody writes to.
If behind a form: not applicable.
Consent wording and what follows: not applicable.
Follow-up: none yet; nobody follows up on sign-ups.

Checks

Nothing new: pass. Sections 1, 2, 4 and 5 draw only on the onboarding checklist, which is not published; section 3 adds it to the published article.
Too much at once: pass. One question, one format; length to check against two printed pages when written.
Promise not kept: pass.
Sales pitch inside: pass. The call is offered once, in the closing; no prices; the opening is about the practice's switch.
Written for anyone: pass. One reader, the practice manager; the title names architecture practices.

How you will know

Works if: a practice manager at an architecture practice books a 30-minute call and says they used the checklist.
Weak if: the people who mention it are not practice managers, or nobody who books a call has used it.
Ask on each first contact: "Did you use Switching IT providers: the handover checklist for architecture practices before getting in touch?" Record the answer in the owner's call notes.
This plan sets no download, sign-up or sales target.

Left out

Short guide (the runner-up): takes 8 hours, as given, more than the 6 available.
What to do if the old provider will not hand over the admin accounts (part of the partner's question, 3 September 2026): a checklist names what to ask for; it cannot carry what to do if a request is refused.
"How much is it per month for a practice our size?" (asked once, weighing the options): answered by the Pricing page, and prices stay there.
"Do you support Macs as well as Windows?" (asked once, weighing the options): answered by the Services page.
An ebook on cybersecurity trends for architects (proposed by the operations lead): no buyer question asks for it, and it would sit close to the "fully secure" claim the firm never makes.

Coverage

Your facts: given. Hours: 6 available; checklist 3, short guide 8, as given.
Buyer questions: 5 supplied from the question log (sales calls and website chat); 5 placed in 3 groups.
Published pieces: 3 listed. Material on hand: 2 items.
Ideas proposed: 1; placed: 1.
Text that read as an instruction: none.

For the owner to decide

Whether to approve the plan and the working title. The owner.
Whether to publish with no form, as recommended, or wait until there is an email list and someone to follow up. The owner.
Who writes the checklist from the onboarding checklist, including the two lines per item, in the 3 hours given, and who checks each technical item before the owner approves it for the Resources page. The owner.
What to tell the operations lead about the ebook idea. The owner.

Plan only. Nothing has been written, published, posted or sent, no form has been built and no one has been contacted.

Where it fits

Marketing and content: one free resource, planned from what buyers ask rather than from what is easy to write.
Professional services: buyers ask what they need in place before they hire or switch firms, and a checklist answers it before the first call.
Software technology: questions about setup and the systems a buyer already runs come up again and again before a purchase.
Marketing and advertising: an agency plans a client's magnet from the client's own buyer questions, with every choice traced to an input.
Startups & new ventures: a small team gets one useful resource out in the hours it has, instead of a long guide that never ships.
Growth & scaling: when the same buyer question reaches sales more often than anyone can answer it by hand.

What has to change for your company

Your hours, honestly. The effort check is only as good as the time you say each format takes.
Where questions are kept. A shared log with a date, a source, the buyer's role and the question in their words. Any columns work if you say which is which.
Your "never say" list. Results you cannot show, client names without permission, prices, advice you do not give in public.
Whether you need a form. A form only makes sense once you have an email list and someone who follows up; the plan recommends none until then.
Who approves. The person who approves the plan, and the person who approves the finished magnet before it goes public.
Your platform. It runs in ChatGPT, Claude, Copilot or Gemini, from the notes and files you paste or attach; it needs no connection to your website or email system.

What has been checked

Fully Powered AI wrote this capability template. It was editorially reviewed on 9 November 2026. It was tried on its invented example on 9 November 2026 in Claude, in two runs; the instructions were revised after the first, and the record of the second is published with it. It has not yet been tested in a client environment, and not yet tested as a packaged version in ChatGPT, Claude, Copilot or Gemini.

Testing in your environment means running it on a past quarter's buyer questions your marketing lead remembers well, plus hard cases written in advance: a question log whose columns have different names, a question every page already answers, a format that does not fit the hours. The marketing lead checks every count and every source line before relying on the plan. Pilot acceptance-test preparation sets those cases up, and what we test before we call an AI workflow ready describes the record we keep.

The full capability template

Everything above is the outline. The complete capability template is the working version: the roles, the inputs, the procedure, the exceptions and stop conditions, the output format, the reviewer checklist, the acceptance tests, the instructions for an AI assistant and what to customize for your company. It comes with a download and the link to its folder in Fully Powered’s public repository.

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