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Skills in this repository
SkillsMP has collected 1,313 skills from jeffreytse/grimoire-core. Open a skill to review its source and details.
jeffreytse/grimoire-coreShowing 40 of 1,313 collected skills.
Use when a direct report has a documented pattern of performance falling below role expectations — after informal feedback has not produced sustained change — to create a structured, time-bound plan with clear success criteria before making a continuation…
Use when a senior manager wants candid feedback about team health, culture, and manager effectiveness from employees who report to their direct reports — to surface issues that would not otherwise reach them through normal reporting channels.
Use when a manager needs to communicate with their entire team at once — to share direction, context, decisions, or significant news — in a structured meeting that informs, aligns, and invites genuine dialogue rather than broadcasting in one direction.
Use when a manager wants to periodically assess team effectiveness across multiple dimensions — trust, clarity, collaboration, workload, and psychological safety — so that problems are identified through data before they surface as attrition, conflict, or…
Use when a manager first observes that a direct report's performance is declining or falling below expectations — to have an early, direct, non-punitive conversation that names the gap and opens a path to correction before the situation requires formal…
Use when writing or calibrating a performance review for a direct report at any level
Use when misconduct, policy violation, or serious wrongdoing has been detected — to determine whether to act immediately or delay enforcement until the case is overwhelming and legally unassailable, because premature enforcement against powerful bad actors…
Use when investigating the root cause of a quality defect, recurring process failure, or operational problem — to map all contributing causes across multiple categories simultaneously before selecting which cause to address.
Use when identifying waste, bottlenecks, or inefficiencies in a repeatable business or operational workflow
Use when designing or auditing your organization's documentation practices — to establish institutional norms for recording events, failures, and decisions accurately and without euphemism, because institutions that record reality honestly have better…
Use when creating or improving an incident response process for a production system or operational team
Use when building or auditing your organization's ability to surface ethical violations, compliance breaches, safety issues, and misconduct — to design the channels, protections, and culture that make reporting wrongdoing possible and expected, because…
Use when facilitating a recurring business review meeting to assess operational performance, address blockers, and align leadership on priorities
Use when competing with limited resources against a stronger opponent across multiple simultaneous contests — deliberately sacrificing the unwinnable match to concentrate strength where it produces a winning majority
Use when building early-stage credibility to attract investors, customers, or partners — to strategically deploy genuine associations, endorsements, and early relationships to signal capability and scale that you have not yet built directly
Use when you need to attack a target — competitor, policy, incumbent — that you cannot attack directly due to political, legal, reputational, or resource constraints, by enlisting third parties with their own genuine aligned interest
Use when planning a major competitive move — to pre-emptively secure distribution, talent, supply, regulatory, or ecosystem position so that when you strike, the opponent's countermoves are already foreclosed
Use when assessing organizational risk exposure — to map how cascade failures propagate through implicit network proximity, shared infrastructure, and correlated dependencies, because organizations that assess only direct relationships systematically…
Use when a competitor is distracted by an internal or external crisis that has left key positions temporarily undefended — to pre-position in advance and move decisively into undefended territory when the crisis window opens
Use when your organization receives external criticism, complaints, or negative feedback — to institutionalize collection and learning from adverse signals rather than defending against or suppressing them, because negative feedback is the highest-signal…
Use when customer or partner adoption at scale requires removing upfront barriers — to offer genuine value freely, let switching costs accumulate naturally, then shift to monetisation once the dependency is established
Use when in a weak or vulnerable position that cannot be immediately strengthened — to project credible strength and signal the cost of engagement so that opponents reconsider attacking while you rebuild actual capability
Use when a dormant or discredited asset — brand, regulatory license, platform, entity, or abandoned standard — retains residual value that can serve as a vehicle for something new, enabling access, legitimacy, or market entry that would be slower or more…
Use when planning a competitive campaign to ensure the means of winning do not destroy what you are competing for — avoiding pyrrhic victories, preserving resources for follow-on engagements, and using proportionate force at each stage
Use when assessing, developing, or hiring for leadership capability — to evaluate a leader against the five virtues that Sun Tzu identifies as determinants of strategic success and diagnose which virtue deficits are causing organisational or competitive…
Use when preparing for any competitive engagement — product launch, market entry, negotiation, or campaign — to audit your position across the five strategic dimensions before committing resources
Use when outmatched overall but able to choose where to engage — concentrating all available resources on the opponent's weakest or most exposed point while avoiding their strength, maintaining initiative, and remaining formless to prevent…
Use when direct confrontation with a stronger or entrenched opponent would be costly, slow, or unwinnable — to win by undermining their strategy, dependencies, or position rather than attacking their strength directly
Use when the competitive outcome — a sale, a hire, a partnership, a policy decision — is controlled by a single decision-maker or gatekeeper, and engaging the broader organisation is slower and more expensive than influencing the key person directly
Use when designing a competitive strategy, pricing policy, auction, contract, or negotiation where multiple rational parties make interdependent decisions — to identify stable strategy combinations, predict where unstable strategies will drift, and design…
Use when participating in someone else's ecosystem or platform — to enter as a value-adding participant, become indispensable to the ecosystem's participants, and gradually shift the power dynamic until the platform depends on you rather than you on it
Use when engaging with any organization — customer, partner, regulator, acquirer, or internal — to map actual decision authority and influence separately from the formal org chart, because nominal titles and actual power routinely diverge, and strategies…
Use when competing for contested territory against a stronger opponent who outguns you in direct confrontation — to relieve pressure on the primary front by creating a genuine crisis at the opponent's rear or home base
Use when structuring a business recommendation, analysis, or proposal — to ensure every argument moves clearly from observable fact (Sky) through logical interpretation (Rain) to a specific recommended action (Umbrella), eliminating ambiguity about what…
Use when a competitor's apparent strength is sustained by a specific underlying resource, relationship, or capability — to attack the source directly rather than competing against its surface manifestations
Use when operating in competitive environments where revealing your intentions, timing, or concentration point would allow the opponent to pre-empt, counter-concentrate, or deny you the element of surprise
Use when preserving something of high strategic value requires giving up something of lower value, or when offering something valuable will attract something of greater value in return — to make deliberate, asymmetric trades rather than defending everything…
Use when assessing a business, product, team, or initiative before a strategic decision — to systematically surface internal capabilities and external conditions, then derive concrete strategic options rather than an unactionable list.
Use when circumstances change mid-engagement and tactics must adapt — diagnosing which of the nine strategic situations you occupy, applying the situation-specific response, and avoiding the five commander faults that cause strategic failure
Use when choosing where to compete or commit resources — to classify the competitive terrain, avoid fighting on ground that advantages the opponent, and create or occupy terrain that structurally favours your position