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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 receiving a first number in a negotiation, price discussion, estimate, or judgment task — a list price, opening offer, salary figure, or comparison value — before reacting to or countering it, because any initial number pulls subsequent judgment…
Use when judging how frequent, common, or risky something is based on how easily examples come to mind — recent news coverage, a vivid personal anecdote, a memorable failure — before treating that ease-of-recall as an accurate frequency estimate, because…
Use when a person holds distorted, unhelpful, or catastrophic thought patterns that fuel emotional distress, anxiety, or depression
Use when a group or individual is converging on a conclusion and about to commit to it — before an irreversible decision, a major bet, or locking in a plan — to deliberately construct and test the strongest case against the prevailing consensus view, rather…
Use when evaluating a person, product, brand, or piece of work across multiple distinct dimensions — performance reviews, product testing, grading, judging, or quality assessment — before letting one strong first impression, or a single standout trait, color…
Use when reviewing a past decision after its outcome is already known — a postmortem, an investment review, a medical case review, a historical judgment — before judging how foreseeable the outcome was, because knowing the outcome makes it feel like it was…
Use when reviewing multiple candidates, options, or items one after another in sequence — interviews, applications, presentations, evidence — before forming an overall ranking or impression, because information presented earlier in a sequence…
Use when you notice yourself repeatedly, passively replaying the causes or consequences of a negative event without arriving at any new insight or plan — interrupt the cycle with a concrete behavioral break, shift from abstract self-evaluation to concrete…
Use when a validated statistical model, checklist, or actuarial formula exists for a prediction task — hiring, credit risk, medical diagnosis, parole/recidivism, quality forecasting — and you are tempted to override it with expert intuition or "holistic"…
Use when pursuing a long-term goal involving sustained setbacks, discouragement, or volatility — a new venture, a difficult skill, a volatile position — and others, including credible experts, advise you to quit, because long-term perseverance separates those…
Use when helping someone reduce self-criticism, shame, or harsh inner judgment — particularly when perfectionism, failure responses, or chronic self-blame are interfering with wellbeing, resilience, or motivation.
Use when a team or working relationship suffers from unclear mutual understanding — recurring surprises about how someone is perceived, or unsurfaced blind spots — map what's known to self and known to others across four quadrants (open, blind, hidden,…
Use when drawing a conclusion, trend, or explanation from a small number of observations — a short streak, a handful of test results, a few data points on a dashboard — before treating the pattern as reliable, because small samples produce extreme,…
Use when planning and conducting a journalistic interview to maximize source cooperation and information yield
Use when a validated problem is ready to move into building — deciding what minimum viable product to build first, what to measure to test whether it actually solves the problem, and whether to pivot or persevere — bridging the gap between problem-validation…
Use when launching a new product, entering a new market, or planning the commercialization approach for a startup or new business unit
Use when validating a startup idea, product hypothesis, or new feature by conducting structured interviews with target customers before building
Use when creating a business plan for a startup, new venture, loan application, or investor pitch requiring a formal written document
Use when building or assessing a team, decision process, or organizational culture where you need genuine diverse thinking to surface before commitment — not after — and where the risk is false consensus rather than open conflict
Use when a manager wants to design work, roles, or conditions that sustain employee motivation over the long term — by understanding what drives internal engagement rather than relying primarily on compensation, perks, or external incentives.
Use when a system's overall output is capped by one bottleneck resource — a production line, a dev/release pipeline, a service queue, a hiring funnel — and local optimizations elsewhere aren't moving system-wide throughput.
Use when building or redesigning a performance dashboard to track organizational, team, or product KPIs and support data-driven decisions
Use when you have received information from a party that has motivation to mislead you — to verify claims under adversarial conditions using designed tests, inconsistency detection, and independent corroboration rather than accepting stated information at…
Use when entering a high-stakes interaction — board meeting, negotiation opening, crisis briefing, new executive role introduction — where the authority frame will be set in the first minutes and you need to establish it deliberately rather than let others…
Use when rivals are fighting each other or exhausting themselves through overreach, and the most valuable action is deliberate non-engagement — to pre-position while they deplete each other, then enter when the winner is weakened
Use when predicting or accelerating how a new product, technology, policy, or behavior will spread through a population — classifying the target population into adopter categories and diagnosing an innovation's relative advantage, compatibility, complexity,…
Use when a target population isn't adopting a digital product, service, or program and the cause isn't obvious — diagnose which of four independent access barriers (motivational, physical/material, skills, or usage) is actually blocking adoption before…
Use when deciding whether to pioneer a new product category or market first, or deliberately let competitors validate it before entering with superior execution — per Duan Yongping's 敢为天下后 ("dare to follow, not pioneer") principle.
Use when a subordinate or peer has accumulated dangerous concentrated power — a general with personal loyalty of troops, a co-founder with an entrenched board bloc, a division head with an independent power base — and a direct confrontation or purge risks…
Use when a current position is deteriorating or no longer worth defending — to exit cleanly while preserving key assets, reputation, and relationships for the next engagement, rather than fighting to exhaustion or withdrawing in disarray
Use when an audience isn't ready to engage directly with the actual goal you need them to reach — a lesson, a behavior change, a product adoption — but does have a specific, concrete want of their own; use that existing want, unmodified, as the literal entry…
Use when designing a product, evaluating product-market fit, or investigating why customers switch to or away from a solution — to understand what functional, social, and emotional progress customers are trying to make, independent of your existing product…
Use when seeking durable market authority without direct confrontation — to control or heavily influence the existing source of legitimacy in a market (standards body, regulatory definition, platform API, analyst category) so that competitors must conform to…
Use when cascading organizational objectives down through management layers, replacing task/activity supervision with outcome-based autonomy, structuring a manager-employee objective-setting conversation, or deciding between MBO, OKRs, and KPI-only…
Use when no established market exists for what you are building, or when you want to redefine an existing market on your own terms — to invent the category before competing for it, becoming the reference rather than a competitor
Use when a tempting but off-mission opportunity appears mid-execution — a quick win, an inbound request, an easy side-project — and pursuing it would cost time or focus on the actual primary objective. E.g. "should I take this on right now", "this looks easy,…
Use when uncertain about hidden opposition, competitive response, regulatory posture, or customer reaction before committing to a major strategic move — to design a low-cost probe that reveals the real landscape before full resource commitment
Use when facing a stronger, better-resourced incumbent in an active, ongoing competitive struggle — not a single defeat already suffered — where a quick decisive confrontation favors the incumbent; instead trade ground for time in an opening phase, mobilize…
Use when a subordinate power base — a regional division, a family-controlled business unit, an equity bloc — is dangerous not because of one person's individual power but because of a standing structure that lets power concentrate and compound across…
Use when improving a system, product, process, or decision framework — to identify and remove non-essential elements, fragilities, and complexity rather than adding features or capabilities, because subtraction produces more durable improvement than addition