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SkillsMP has collected 41 skills from JoelLewis/skill-library. Open a skill to review its source and details.
Showing 40 of 41 collected skills.
Use when confronting a specific counterpart about a breach, violation, or adversarial behavior — situations where trust is already broken and the goal is accountability or resolution, not relationship-building. Not for giving developmental feedback (use…
Use when you need to act on a known political landscape — building coalitions, persuading specific people, or maneuvering to get a decision approved. Assumes you already know who the stakeholders are (if not, use stakeholder-discovery first to map them).
Use when building trust with people who don't yet know or trust you — new teams, new roles, hostile audiences, or strained relationships where the goal is connection before any ask. Applies Tactical Empathy through mirroring, labeling, and belonging cues. Not…
Use as the mandatory evidence gate before signing off on any strategy, PRD, or business case—audits every key claim against documented sources and assigns calibrated probabilities.
Use when justifying investment, resource allocation, or strategic decisions with financial and logical reasoning to ensure positive ROI and alignment with long-term goals.
Use when defining target users, customers, or audience segments to ensure they are grounded in real customer jobs rather than arbitrary demographics.
Use when performing a structured teardown of a specific competitor's activity system, moat, or vulnerability profile—requires at least one named rival to analyze.
Use when validating market timing, structural forces, or distribution moats before committing strategic resources—focuses on macro context, not individual competitor teardowns.
Use when you need to map who has power, who will be affected, and what motivates each party — produces a stakeholder map as an analytical artifact. This skill identifies and categorizes stakeholders; it does not persuade or influence them (use…
Use when a deliverable needs structured stakeholder sign-off before finalization—runs the pre-read, feedback-type alignment, and conflict-resolution protocol.
Use when an organization needs strategic clarity — identifying where to play, how to win, and whether the position is defensible. Composes Wardley evolution mapping, Lafley's choice cascade, Helmer's 7 Powers, and Working Backwards based on what's already…
Structures performance feedback using Radical Candor (challenge directly, care personally) and identity-safe framing to ensure feedback drives growth rather than defensiveness. Use when giving or receiving feedback, conducting 1:1s, preparing performance…
Transforms negotiations into structured discovery using tactical empathy, interest analysis, and calibrated questions from Voss, Fisher, and Malhotra. Use when preparing for or conducting any negotiation — deals, contracts, salary, partnerships, or vendor…
Use when choosing between mutually exclusive strategic paths or building a repeatable decision process—constructs Decision Matrices with probability estimates and runs Pre-Mortems.
Use when a proposal has unanimous support or relies on a single high-impact assumption—constructs the strongest possible counter-argument (Steel Man) and runs a Pre-Mortem.
Provides a structured framework for new-role transitions — accelerating credibility, avoiding the Savior Trap, and reaching the breakeven point where value contribution exceeds consumption. Use when starting a new job, joining a new team, or taking on…
Designs rigorous hiring processes using structured behavioral interviews and work sample tests, replacing gut feel with data-driven evaluation of energy, obsession, and persistence. Use when building interview loops, evaluating candidates, writing job…
Designs high-leverage execution systems that translate strategic choices into measurable output — building mechanisms (not intentions), managing controllable inputs, and optimizing team topology for flow. Use when designing OKR frameworks, operational…
Use when a team is deflecting blame to external factors or a leader is micromanaging—shifts from permission-seeking to intent-stating using Willink's Extreme Ownership and Marquet's Leader-Leader model.
Analyzes platform business models by distinguishing Aggregators from Platforms, mapping network effects, and identifying when to externalize internal primitives as ecosystem growth engines. Use when evaluating platform dynamics, designing marketplace…
Creates high-trust, high-performance team environments through structural mechanisms for psychological safety, shared consciousness, and empowered execution. Use when building team culture, onboarding new teams, diagnosing team dysfunction, or improving…
Use at the start of any session or when a task has no clear skill assignment—routes the request to the correct skill family and establishes workflow chain context.
Compresses domain mastery using Ultralearning and Metacognition principles — moving from passive consumption to active production through directness, retrieval practice, and feedback loops. Use when learning a new domain rapidly, building a study plan, or…
Use when a problem spans multiple disciplines or when single-domain thinking has produced stale analysis—applies Munger's latticework of mental models across physics, biology, and psychology.
Engineers prompts into clear, structured, model-optimized instructions using the 4-D methodology (Deconstruct, Diagnose, Develop, Deliver) with architecture-specific tuning. Use when a draft prompt, instruction set, or agent skill description needs refinement…
Invoke before responding to any non-trivial task—enforces the 1% rule that if any skill has even a 1% chance of improving output, it must be invoked first.
Enforces a test-driven approach to skill authoring — defining what a skill must achieve before writing content to prevent hallucinated utility or ungrounded advice. Use when creating new skills, editing existing ones, or verifying skill quality before…
Use when a character feels flat, too competent, or unrelatable—identifies the Sacred Flaw (Storr's Theory of Control) and dials the Three Sliders (Sanderson) to create earned vulnerability.
Writes and refines dialogue that serves plot and reveals character through subtext, intention, and behavioral exchange — applying McKee's subtext principle and Sorkin's intention-and-obstacle model. Use when dialogue feels flat, expository, or 'on the nose.'
Designs plot structure and story arcs using McKee's value turns, Campbell's monomyth, and Sanderson's Promise/Progress/Payoff model to ensure causal integrity and emotional resonance. Use when constructing narratives, outlining novels, or diagnosing why a…
Engineers internally consistent fictional worlds using Brand's Pace Layers for social structure and Sanderson's Laws of Magic for system constraints. Use when building settings, designing magic or tech systems, or auditing a world for logical contradictions.
Performs line-level prose editing — pruning adverbs, activating voice, cutting redundancy, and enforcing parallel structure for concision and readability. Use when revising any written content, even if the request is just 'make this better,' 'tighten this…
Stress-tests business documents for logical gaps, unproven assertions, and structural weakness using the Amazon narrative standard, Minto's pyramid logic, and the Completed Staff Work doctrine. Use when evaluating memos, proposals, strategy docs, or any…
Use when a document's argument buries its conclusion or has logical gaps—applies Minto's Pyramid (Answer First, MECE grouping) and Orwell's concision rules to rebuild structure.
Use when writing is structurally clear but emotionally flat—adds turning points, sensory metaphors, and change hooks using Storr's brain-change model and Hopkins' specificity techniques.
Applies Hopkins' testing rigor and Ogilvy's brand-building discipline to write advertising copy where every line justifies its cost through traced results. Use when writing ads, marketing materials, landing pages, or any evidence-based persuasive content.
Crafts senior leadership communications that deliver judgment rather than activity reports, connecting directly to organizational strategy and driving clear decisions. Use when presenting to board members, C-suite executives, or senior leadership — including…
Use when compressing a complex strategy or analysis into a strictly one-page narrative—enforces Pyramid SCQ structure and Orwell word-budget discipline.
Builds investor pitches and funding proposals that prove a 'secret' through data and narrative — answering 'Why Now?' and 'Why Us?' using Thiel's definite optimism framework. Use when creating pitch decks, internal presentations, or funding requests.
Use when translating a product vision into engineering requirements—enforces the Working Backwards PR/FAQ method, requiring a customer-facing press release before any technical spec.