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Found 166 Skills
RICE prioritization scoring initiatives by Reach, Impact, Confidence, and Effort. Use for feature prioritization, roadmap planning, or when comparing initiatives objectively.
A deterministic thinking partner that challenges assumptions and applies mental models to sharpen decisions, solve problems, and think more clearly. Use this skill whenever a user says "help me think through X", "challenge my thinking", "what am I missing", "apply mental models to this", "play devil's advocate", "stress test this idea", "poke holes in my plan", "help me decide between X and Y", "what are the second-order effects", "I'm stuck on a decision", names any specific model (SWOT, first principles, inversion, pre-mortem, etc.), or asks for structured reasoning on any ambiguous, high-stakes, or complex problem. Also trigger when the user seems uncertain, is rationalizing, or is asking "am I thinking about this right?" Even casual phrases like "what do you think about..." on non-trivial topics should trigger this skill.
Trigger: Invoked when multiple tasks are competing for time, attention, computing power or budget at the same time, and it is necessary to determine the main attack direction and stop dispersing efforts; common signals include too many priorities, tight resources, scattered progress, and the need to decide what to do first. English: Trigger when limited resources are being split across too many tasks and one main target must be chosen. Use this skill to concentrate effort, sequence work decisively, and finish a meaningful breakthrough before expanding.
Trigger: Prioritize invoking this skill when you are about to make judgments, decisions or put forward suggestions while facts, context or first-hand information are still insufficient. Common signals include unknowns, information gaps, insufficient evidence, unfamiliarity with the domain, and the need to first figure out the current status. Trigger this skill before making claims or decisions when context is incomplete, evidence is weak, or the domain is unfamiliar. Use this skill to investigate first, gather firsthand facts, and let reality shape the conclusion.
Trigger: Call this skill when you need to achieve dynamic balance among multiple goals, stakeholders or mutually restrictive indicators. Common signals include trade-offs, goal conflicts, systemic constraints, and that optimizing one indicator will harm another. Trigger when several important goals must be advanced together and optimizing one dimension can damage another. Use this skill to map the key relationships, avoid one-sided decisions, and balance the system as a whole.
Use when evaluating ideas in voting phase. Be aggressive - score misaligned or poor ideas low enough to veto, score weak proposals below approval, score strong aligned ideas high. First check directive, then vote.
Pre-sprint diagnostic that determines whether a team should run a Foundation Sprint now, postpone it, or do prerequisite work first. Produces a Go / Conditional Go / Wait verdict with diagnosis, recommended preconditions, attendee list, and pre-sprint activities. Use when a team is considering starting a Foundation Sprint and wants a fast yes/no diagnosis before committing two days of facilitated work.
Day 3 (Wednesday) move of a Design Sprint that runs the art museum layout, heat map, speed critique, straw poll, Decider supervote, rumble-vs-all-in-one decision, and the storyboard that drives Thursday's prototype build. The most decision-heavy day of the sprint. Use Wednesday morning and afternoon after Tuesday's sketches are collected and attribution-stripped. Produces the canonical 5-15 step storyboard that becomes the build spec.
Apply George Mack's High Agency approach to founder and leadership execution. Use when facing ambiguity, blockers, stalled execution, "impossible" constraints, cross-functional deadlock, or high-uncertainty decisions that require ownership and rapid action.
Structured disagreement protocols to strengthen proposals through systematic challenge and alternative generation.
Analyze complex systems through stocks, flows, and feedback loops to find high-leverage interventions. For organizational, environmental, social, and technical systems exhibiting circular causality. NOT for linear problems or simple cause-effect chains.
Adversarial thinking partner for founders and executives. Stress-tests plans, prepares for brutal board meetings, dissects decisions with no good options, and forces honest post-mortems. Use when you need someone to find the holes before the board does, make a decision you've been avoiding, or understand what actually went wrong.