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SkillsMP は jeffreytse/grimoire-core から 1,313 件の skill を収集しています。skill を開くとソースと詳細を確認できます。
収集済み skill 1,313 件中 40 件を表示しています。
Use when comparing very differently-titled roles for compensation banding, leveling, or organizational design — score each role's inherent Know-How (knowledge, skills, experience required), Problem Solving (complexity and freedom of thinking, scored as a…
原文の言語: 英語
Use when many people request your scarce time, mentorship, or expertise and you cannot evaluate their genuine commitment level from a conversation alone — require a specific, costly, objectively verifiable unit of self-directed output (a set number of…
原文の言語: 英語
Use when deciding how to allocate a manager's or leader's limited time across competing activities — before defaulting to whatever is most urgent, estimate each candidate activity's leverage (how many people's output it affects, for how long, and whether it…
原文の言語: 英語
Use when making any talent selection, promotion, or recommendation decision — to test your evaluation against the reversed-relationship check, because evaluator relationship bias systematically corrupts talent decisions even in well-intentioned evaluators,…
原文の言語: 英語
Use when a significant decision is being made based on a slide presentation — require a structured, written narrative document (full sentences and paragraphs, not bullet points) instead, and have the room read it silently before any discussion, because slide…
原文の言語: 英語
Use when someone wants to advance their career or capture opportunities by staying alert to situational openings and deliberately cultivating relationships with sponsors — people who actively advocate, not just mentors who advise. E.g. "I have a mentor but…
原文の言語: 英語
Use when designing a promotion process or deciding whether to promote someone based on strong current-role performance — explicitly test whether the skills that made them successful there are the same skills the next level requires, because promotion systems…
原文の言語: 英語
Use when trying to gain access to a senior leader or "big name" during a period of rapid technological or generational change — identify the specific new domain (a technology, platform, or cultural shift) that person doesn't understand but fears being left…
原文の言語: 英語
Use when someone asks you a specific question, or when you're tempted to offer advice, opinion, or evaluation nobody asked for — answer exactly the scope of what was asked and no more, and don't volunteer advice or judgment unprompted, because unsolicited or…
原文の言語: 英語
Use when deciding what to post on a personal social feed reaching distant contacts, senior figures, or a broad network — post rarely, and only content that gives the viewer genuine value (a specific insight, a distilled takeaway from a book or talk) rather…
原文の言語: 英語
Use when talking with a junior colleague, mentee, source, or interviewee and you want them to open up and share more — visibly write down what they say, regardless of whether you find it useful or agree with it, because the physical act of recording their…
原文の言語: 英語
Use when your professional network has grown beyond what you can maintain through memory and ad hoc contact alone — assign each contact an explicit tier based on their value and depth of relationship, set a minimum contact frequency per tier, and actively…
原文の言語: 英語
Use when someone has just become a people manager for the first time — or when an experienced manager takes over a new team — to navigate the first 90 days in a way that builds trust, establishes authority through relationship rather than position, and avoids…
原文の言語: 英語
Use when a physical workspace, shared digital environment, or shop floor has accumulated clutter, unclear organization, or inconsistent upkeep that slows work down or hides problems — apply the five sequential steps (sort, set in order, shine, standardize,…
原文の言語: 英語
Use when an organization adopts a new external process or evidence-based practice — implement it with strict fidelity to its original design first, resisting the urge to customize based on discomfort or habit, because premature adaptation by people who don't…
原文の言語: 英語
Use when implementing a process improvement, resolving a recurring operational problem, or running a controlled experiment where you need to learn and standardize before scaling.
原文の言語: 英語
Use when a project or recurring process has unclear ownership — tasks stall waiting on an unnamed decision-maker, or too many people weigh in on a decision that only needed one owner — assign each task exactly one Responsible doer and one Accountable owner,…
原文の言語: 英語
Use when monitoring a repeated process measurement over time and deciding whether a given data point warrants intervention — plot it on a control chart with limits calculated from the process's own historical common-cause variation (not from a target or…
原文の言語: 英語
Use when negotiating a price and a single opening offer plus ad hoc counters isn't converging efficiently — set a target price, open with an anchor around 65% of it, make three further offers at roughly 85%, 95%, and a final non-round number at target, using…
原文の言語: 英語
Use when your strategic goal is blocked by an operational limit that the entire industry has accepted as fixed — to identify that specific constraint, verify it is genuinely the binding limit, and invest to solve it as an engineering problem, gaining durable…
原文の言語: 英語
Use when a venture, campaign, or leader has just won decisively — closed the acquisition, achieved market dominance, ended the crisis, unified the territory — to deliberately diagnose that the offense-phase playbook which produced the win is not the playbook…
原文の言語: 英語
Use when designing behavioral feedback systems — performance management, compliance mechanisms, software quality loops, or habit formation — to ensure consequences are clear, certain, and swift, because certainty and timing determine behavior modification…
原文の言語: 英語
Use when deciding how to respond to someone who has wronged you or treated you well — respond to a wrong with proportionate fairness (neither indiscriminate forgiveness that erodes accountability nor escalating retaliation that compounds the conflict), and…
原文の言語: 英語
Use when you detect early warning signals — technical debt accumulating, customer relationship cooling, team friction forming, process degrading — to intervene while the problem is still small and cheap, because intervention cost increases nonlinearly with…
原文の言語: 英語
Use when a company's investment decisions — R&D spending, long-term infrastructure, maintenance — are being evaluated against their effect on the next quarterly earnings report, before letting that pressure cut or delay a genuinely positive-long-term-value…
原文の言語: 英語
Use when communicating a vision, pitch, or call to action and the audience isn't moved despite the content being factually clear — restructure the message to lead with Why (the belief or purpose driving the work), then How (the specific approach that makes it…
原文の言語: 英語
Use when choosing what to measure for a KPI, OKR, ML training objective, or SLO — or when a metric that once tracked real performance keeps rising while the underlying outcome doesn't — to diagnose or prevent the specific mechanism by which a measure degrades…
原文の言語: 英語
Use when you have the power to enforce compliance but enforcement without genuine buy-in will fail over time — to win voluntary commitment from a resistant counterpart through repeated demonstration and release, rather than coercion
原文の言語: 英語
Use when you have made a prior public commitment that has become costly to honour — to honour it visibly and completely, using the demonstrated trustworthiness to build moral authority with your own organisation and observing third parties, because the…
原文の言語: 英語
Use when you've gathered a substantial body of research or data and are about to write up or present it — stop gathering, cluster the findings by underlying pattern rather than by source or chronology, and repeatedly ask "so what does this mean for the…
原文の言語: 英語
Use when a rule, standard, or process you have established is visibly violated by someone with significant personal relationship, exceptional talent, or high status — where the temptation to make an exception is strongest and the cost of making it is highest
原文の言語: 英語
Use when solving a hard problem, stress-testing a plan, or identifying risks by reasoning backwards from failure instead of forwards from goals.
原文の言語: 英語
Use when trying to produce durable change in an organization, market, or system and a first intervention (a number, rate, or threshold) failed to stick — classify what type of lever you're actually pulling (parameter, rule, information flow, goal, or…
原文の言語: 英語
Use when allocating resources, credit, funding, or attention across people or projects with genuinely similar underlying merit — or when trying to break into a field where early visibility disproportionately determines future opportunity — because existing…
原文の言語: 英語
Use when structuring a problem, organizing findings, or building an analysis where you need to ensure no gaps and no overlaps in your categories.
原文の言語: 英語
Use when building long-term relationships, networks, or organizational loyalty — to give help, information, introductions, and resources without explicit expectation of return, because non-transactional generosity creates more durable social capital than…
原文の言語: 英語
Use when managing a high-stakes live conversation where you need to control information flow — negotiation, sales, intelligence gathering, or any dialogue where you must draw out the other party's true position without prematurely telegraphing your own
原文の言語: 英語
Use when facing a long list of causes, customers, defects, tasks, or inputs with unknown relative impact — before allocating effort evenly across all of them, measure which small subset accounts for the majority of the outcome, and concentrate resources on…
原文の言語: 英語
Use when you hold a position, initiative, or advantage that is still producing positive results — to identify whether you are at or approaching the optimal stopping point, and exit before the peak rather than after, because the signals that tell you to stop…
原文の言語: 英語
Use when assessing a complex, ambiguous organization, conflict, product, or strategic situation you are embedded in — deliberately gather multiple, structurally different vantage points (varying role, distance, and angle) before concluding you understand its…
原文の言語: 英語