Instalar com Codex ou Claude Copie este prompt, cole no Codex, Claude ou outro assistente e deixe que ele revise a página da skill e instale para você.
Um comando direto ignora o prompt de revisão. Verifique a origem antes de executá-lo.
Situation (2-3 sentences) - Context and background
Implications (2-3 sentences) - Why it matters
Next Steps - What happens now
Example:
BOTTOM LINE: We're pausing the mobile app to focus on web performance.
SITUATION: Our web app speed is 2x slower than competitors, causing
40% of free users to churn. Mobile app is only 5% of usage.
IMPLICATIONS: Focusing on web unlocks 10x retention improvements,
strengthens our core offering, and builds foundation for mobile later.
NEXT STEPS: Engineering team shifts Tuesday. We'll replan mobile for Q2.
SitRep (Situation Report)
Weekly Status Template:
PROJECT: [Name]
STATUS: On Track / At Risk / Off Track
PROGRESS:
- Completed: [Achievement]
- In Progress: [Current work]
- Blocked: [Blockers]
METRICS:
- Metric 1: [Current vs Target]
- Metric 2: [Current vs Target]
CHALLENGES:
- Challenge 1 (Severity: High)
Mitigation: [Plan]
- Challenge 2 (Severity: Medium)
NEXT WEEK:
- Next step 1
- Next step 2
One-Pager Format
2-Page Executive Brief:
Page 1:
Title and date
Summary (2-3 sentences)
Problem statement
Proposed solution
Expected impact (revenue/growth/NPS)
Page 2:
Detailed reasoning
Success metrics
Timeline
Resource needs
Risks and mitigations
Decision requested
Executive Communication
Board Update (Monthly/Quarterly)
Presentation Structure (30 minutes):
Dashboard (5 min)
Key metrics vs targets
Green/yellow/red status
Trend arrows
Progress (5 min)
Launched features
Customer wins
Team updates
Challenges (5 min)
Market challenges
Competitive threats
Internal blockers
Opportunities (5 min)
Market opportunities
Strategic bets
Investment needs
Request (5 min)
What you need (capital, resources, approval)
Timeline and impact
Board decision needed
Pitch Deck (Investor Ready)
15-20 Slides:
Problem (customer pain)
Market opportunity (TAM/SAM/SOM)
Solution (what you're building)
Product demo (show it working)
Business model (how you make money)
Go-to-market (customer acquisition)
Team (why you'll win)
Traction (customer proof)
Financials (revenue projections)
Use of funds (how you'll use investment)
Q&A (be ready)
Executive Storytelling
Golden Circle Framework:
WHY?
░░░░░
┌────────┐
│ What? │
│(Facts) │
└────────┘
WHY: Why does this matter?
WHAT: What are we doing?
HOW: How will we do it?
Example:
WHY: Every team wastes hours syncing data across tools
WHAT: We're building one unified hub for collaboration
HOW: Real-time sync, zero-config integrations, beautiful UX
Cross-Functional Alignment
Stakeholder Alignment Meeting
Pre-Meeting (Friday before):
Send agenda + context
1-pager with key points
Data/evidence
Proposed decision
Meeting (Monday, 45 minutes):
Opening (5 min) - Goal and decision needed
Context (10 min) - Why this matters
Proposal (10 min) - What we recommend
Discussion (15 min) - Questions and concerns
Decision (5 min) - Clear decision and next steps
Post-Meeting (Tuesday):
Send summary
Decision documented
Next steps assigned
Follow-up timeline
Conflict Resolution
When stakeholders disagree:
Listen deeply - Understand both perspectives
Find common ground - What do both care about?
Reframe - Bigger goal both support
Propose trade-off - Can you do both phased?
Decide - If needed, PM makes call (with escalation path)
Example:
Engineering wants more technical debt cleanup.
Sales wants new features for customers.
Reframe: Both want happy, sticky customers.
Cleanup: Makes new features faster, higher quality
Features: What customers actively need
Trade-off: 70% features, 30% cleanup each sprint
Regular Cadence Meetings
Weekly:
Product standup (15 min) - Progress update
Engineering sync (30 min) - Technical discussions
Design review (30 min) - Design progress
Bi-Weekly:
Product council (60 min) - Roadmap decisions
Cross-functional planning (60 min) - Upcoming work
For Immediate Release
[Company] Launches [Product] to Help [Customer Type] [Benefit]
[City] - [Company] today announced the launch of [Product],
which [key benefit].
Key features:
- Feature 1
- Feature 2
- Feature 3
"[CEO quote about why this matters]," said [Name].
Availability: [Where/when available]
About [Company]: [1-2 sentence description]
Contact: [PR contact]
Change Management
When You Need to Change Course
Announcement Framework:
The Past - What we learned, why it was right then
The Present - New information/market reality
The Future - New direction and why it's better
The Impact - What changes for each group
The Support - How we'll help with transition
Example:
"We've learned that SMBs (not Enterprise) is our biggest opportunity.
(Our focus was backwards.)
We're shifting all resources to SMB GTM starting next month.
(The change.)
Enterprise sales team will transition to SMB sales team.
(Impact.)
We'll provide training and offer roles in other departments.
(Support.)"
Communication Cadence
Weekly
Status email
1-on-1s with reports
Product standup
Stakeholder updates
Monthly
All-hands presentation
Product email newsletter
Metrics review
Stakeholder meetings
Quarterly
Strategic review
Roadmap presentation
Team offsite
Board update
Annually
Company retreat
Vision refresh
Compensation/promotion cycle
Difficult Conversations
Delivering Difficult News
Structure:
Lead with empathy - "I know this affects you"
Be clear and direct - Not dancing around
Explain why - Context and reasoning
Give space - Let them react
Offer support - "Here's how I'll help"
Example:
"I know you were expecting the mobile app this quarter. We've made
the difficult decision to delay it to focus on web performance,
which is causing churn. This was a tough call but right for the
business. I want to help you through the transition. What concerns
you most?"
Saying No
To feature requests:
"That's a great idea. It would solve [problem]. Right now we're
focused on [strategic priority] which impacts [bigger opportunity].
I'm adding it to the roadmap for Q2. Can we put a placeholder?"
To stakeholder pressure:
"I understand you need this. Our roadmap is full of higher-impact
items. If this is truly critical, what would you deprioritize?
I need to understand the trade-off."
Troubleshooting
Yaygın Hatalar & Çözümler
Hata
Olası Sebep
Çözüm
Stakeholder resistance
Insufficient involvement
Early inclusion
Decision paralysis
Too many stakeholders
RACI matrix
Misalignment
Poor communication
Increase cadence
Conflict escalation
Unaddressed concerns
1:1 meetings
Debug Checklist
[ ] Tüm stakeholder'lar identified mi?
[ ] RACI matrix var mı?
[ ] Communication cadence set mi?
[ ] Decision rights clear mi?
[ ] Conflict early identified mi?
