// Help users build and maintain strong team culture. Use when someone is defining team values, creating psychological safety, onboarding to a new team, navigating cultural change, or building distributed team norms.
Help users create and run AI evaluations. Use when someone is building evals for LLM products, measuring model quality, creating test cases, designing rubrics, or trying to systematically measure AI output quality.
Help users define AI product strategy. Use when someone is building an AI product, deciding where to apply AI in their product, planning an AI roadmap, evaluating build vs buy for AI capabilities, or figuring out how to integrate AI into existing products.
Help users synthesize and act on customer feedback. Use when someone is analyzing NPS responses, processing support tickets, reviewing user research, synthesizing feedback from multiple channels, or trying to identify patterns in customer input.
Help users apply behavioral science to product design. Use when someone is designing for habit formation, reducing friction, applying psychology to UX, increasing retention through behavioral principles, or using nudges to influence user behavior.
Help users craft compelling brand narratives. Use when someone is defining brand strategy, writing company positioning, creating pitch narratives, developing messaging frameworks, or trying to make their company story more memorable.
Help users get promoted at work. Use when someone is preparing for a promotion conversation, building their case for advancement, trying to understand what's blocking their promotion, or figuring out how to get to the next level in their career.
| name | building-team-culture |
| description | Help users build and maintain strong team culture. Use when someone is defining team values, creating psychological safety, onboarding to a new team, navigating cultural change, or building distributed team norms. |
Help the user build and sustain high-performing team culture using frameworks from 138 product leaders who have shaped cultures at companies from startups to Google and Airbnb.
When the user asks for help with team culture:
Dharmesh Shah: "Culture actually already exists... what I'm really trying to do is kind of describe the culture that's there. It's not creating culture, it's articulating the culture." Document the attributes of people who make others happy and successful.
Chip Conley: "Culture is what happens around here when the boss is not around. The more distributed a company, the more culture is important." Use culture as a decentralized decision-making guide, especially for remote teams.
Cam Adams: "We don't really have managers, but everyone at Canva has a coach. They're constantly working with you to look at your skills, but also when it might be time to move on to the next level." Coaches focus on skill development and career trajectory, not task oversight.
Katie Dill: "It can be hard to bring feedback forward like that. So it was an extremely valuable learning experience. I took from that to then immediately shift how I was operating." Prioritize listening over "coming in swinging" when joining a new team.
Kayvon Beykpour: "We wanted to change the lack of ambition, the lack of creativity, the lack of customers feeling that the product had changed at all." Identify and challenge cultural artifacts that prevent product evolution.
Chip Conley: Culture attracts the right people and repels the wrong ones. Prioritize in-person gatherings for remote teams to reinforce cultural cues that can't be transmitted digitally.
Dharmesh Shah: Create a "Culture Code" that acts as an operating system for the company. Update it as you learn what actually works versus what sounds good.
Katie Dill: Building trust through active listening and empathy is the foundation for organizational change. Teams won't give honest feedback if they don't feel safe.
For all 212 insights from 138 guests, see references/guest-insights.md