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このリポジトリの skills
SkillsMP は jeffreytse/grimoire-hub から 468 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。
jeffreytse/grimoire-hub収集済み skill 468 件中 40 件を表示しています。
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…
原文の言語: 英語
Use when a team or individual is hedging — preserving a comfortable exit rather than committing fully to the objective — to deliberately create an irreversible position that removes the retreat option and forces total effort, because humans perform…
原文の言語: 英語
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
原文の言語: 英語
Use when you are in a growth or capability-building phase where a dominant incumbent would act to suppress, acquire, or preemptively compete against you if they became aware of your development trajectory — to proactively manage your visibility and apparent…
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 a more powerful actor has already announced a decision you need to reverse — to enumerate what that decision costs them in terms of their own stated goals, rather than expressing opposition, so they reconsider against their own framework without…
原文の言語: 英語
Use when preparing to announce a major organizational change, reform program, or new commitment — when the audience has reason to doubt that announced commitments will be honored — to make a visible demonstration of follow-through before the main announcement
原文の言語: 英語
Use when assigning people to high-stakes roles — to match the specific capability profile the role actually requires against what each candidate specifically has, rather than deploying overall excellence or seniority as a proxy for fit, because mismatching…
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 evaluating a strategy or major initiative — to categorize major external forces as tailwinds (working with you) or headwinds (requiring you to overcome), and systematically prefer strategies that work WITH dominant forces rather than against them
原文の言語: 英語
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
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 facing a group of pre-committed objectors in a high-stakes setting — board meeting, investor Q&A, regulatory hearing, buying committee, or resistant town hall — where collective opposition would defeat your proposal unless each objector's position is…
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 entering a negotiation, sales conversation, or persuasion effort where the other party's stated position may not reflect what they actually need — discover the underlying interest before presenting your proposal
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 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…
原文の言語: 英語
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…
原文の言語: 英語
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
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 facing an aggressive opening demand, threat, hostile objection, or competitive move — to determine whether to respond immediately or wait out the initial emotional peak before engaging, because the timing of your response determines whether you…
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 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 you are a crisis contributor whose exceptional capability made you indispensable during an emergency — to recognise that the same capability which made you irreplaceable during the crisis becomes a structural threat to the principal once the crisis…
原文の言語: 英語
Use when a plan is finalized but not yet launched, to surface failure modes the team hasn't acknowledged before commitment is locked in.
原文の言語: 英語
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
原文の言語: 英語
Use when you need to attract an extraordinary person — a key hire, co-founder, advisor, or critical partner — who has alternatives, won't respond to standard incentives, and screens candidates by how much they genuinely understand and need them
原文の言語: 英語
Use when you need to discover another party's true position, interest, or timeline and direct questioning would produce diplomatic or socially expected answers rather than genuine disclosure
原文の言語: 英語
Use when facing severe competitive defeat — forced exit, punishing terms, or subjugation by a stronger opponent — where survival requires accepting humiliation in the short term, to systematically rebuild capability over years while maintaining the motivation…
原文の言語: 英語
Use when planning a campaign, product launch, or competitive push — to build strategic potential before committing, combine direct and indirect forces simultaneously, and strike at the moment of maximum advantage rather than at the earliest opportunity
原文の言語: 英語
Use when managing a portfolio of initiatives, products, teams, or investments — to identify areas generating surplus above their optimal level and actively redirect those resources to deficit areas, because the human default (pile more into what's already…
原文の言語: 英語
Use when a problem keeps recurring despite fixes, when a team is reacting to events without understanding why they happen, or when a decision needs structural rather than symptomatic treatment.
原文の言語: 英語
Use when direct recruiting for a specific type of talent or partner is failing — to make a single visible, costly, and seemingly disproportionate investment in a specific instance of what you want to attract, demonstrating credibly to the market that you are…
原文の言語: 英語
Use when designing governance, organizational policy, or team operating standards — to publish rules explicitly, permanently, and publicly before situations arise, so that enforcement is predictable and independent of the enforcer's discretion
原文の言語: 英語
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
原文の言語: 英語
Use when considering direct competitive confrontation — to exhaust higher-level strategic options first (disrupting the opponent's plans, neutralising their alliances, establishing deterrence through positioning) so that the opponent yields position without…
原文の言語: 英語
Use when competing in a market where third-party relationships — partners, distributors, platforms, standards bodies, or key suppliers — determine who wins, to build your own coalition while preventing the opponent from forming theirs
原文の言語: 英語
Use when designing organizational processes, product iteration cycles, or performance systems and need to identify what feedback exists, what is missing, and how to make it faster or more accurate.
原文の言語: 英語