Loading...
Loading...
Found 133 Skills
Help users delegate effectively. Use when someone is struggling to let go of tasks, deciding what to delegate, building team autonomy, or balancing being hands-on vs hands-off.
/em -hard-call — Framework for Decisions With No Good Options
Think like Intel's legendary CEO. Apply Andy Grove's management operating system to maximize your team's output through leverage, OKRs, and systematic decision-making. Use when: **Scaling a team** when individual contribution isn't enough; **Performance management** to measure and improve output; **Meeting optimization** to make meetings productive; **Decision-making** in management contexts; **New manager transition** from individual contributor
Build or refresh a team culture and produce a Team Culture Operating System Pack (culture snapshot, culture code, norms, rituals, rollout + measurement plan). Use for team culture, culture code, team values, team norms, psychological safety, and coaching culture. Category: Hiring & Teams.
Guides managers out of the bottleneck role — provides the Team Rep pattern, Epic Ownership model, Task-Relevant Maturity framework, kingdom ownership, and three-layer assignment strategy. Use when the user wants to delegate work or says "I'm doing everything," "team isn't taking ownership," "I can't let go," "team rep," "project ownership," "I'm the go-to person," "bus factor," "I work weekends," "how do I delegate," or "engineers don't take initiative." Do NOT use for managing a specific underperformer (use performance-reviews) or deciding what work to prioritize (use roadmap-planning).
Use when asked to "radical candor", "give feedback that cares", "have a difficult conversation", "challenge directly", "manage performance issues", or "give praise that lands". Helps deliver direct feedback while showing you care. The Radical Candor framework (created by Kim Scott) teaches how to challenge directly while caring personally.
Coach product managers with evidence-based feedback, growth plans, and operating cadence.
Coaches PMs and new Directors through the transition from individual contributor to organizational leader across four situations: preparing, interviewing, newly landed, or recalibrating.
Extract insights and intelligence from meeting discussions. Identifies key decisions, action items, and patterns from meeting content.
Helps EMs assess their own effectiveness, avoid common traps, navigate bad days, and handle recurring tensions in their own mindset and behavior. Use when the user says "I feel stuck," "am I doing this right," "personal development," "EM effectiveness," "blind spots," "bad days," "sanity check on my behavior," "the same problem keeps coming back," "made a mistake with someone," or "my team isn't motivated." Do NOT use when the issue is about the user's relationship with their own manager (use managing-up) or giving specific feedback to someone (use feedback).
Helps engineering managers support direct report growth — produces a stage-by-stage model of engineering impact (Circles of Influence), a framework for non-linear career planning (Tarzan Method), diagnostic signals for stalled growth, conversation scripts for career talks, and a promotion readiness vs. timing distinction. Use when the user says "career growth," "promotion," "career path," "this person wants to grow," "career conversation," "what's next for this person," "career ladder," "IC vs manager track," "how do I help my report advance," "help someone grow," or "engineer wants a promotion." Do NOT use for formal written performance reviews or underperformance — use performance-reviews instead.
Plans PM career growth using frameworks from 40+ career episodes and Ami Vora's advancement strategies. Use when planning promotions, identifying skill gaps, navigating career transitions, or choosing between IC and management paths.