菜单
Open-ended brainstorming and idea exploration grounded in engineering leadership frameworks and thought leaders. Use when someone wants to think through a challenge broadly, bounce ideas around, or explore a topic without a specific deliverable in mind.
用 Codex 或 Claude 帮你安装 复制这段 Prompt，粘贴到 Codex、Claude 或其他助手里，让它检查 Skill 页面并帮你完成安装。
基于 SOC 职业分类
Deep analysis from the perspective of a specific thought leader or framework. Use when someone wants to examine a situation through a particular lens — "what would Will Larson say?" or "apply systems thinking to this" or "think about this like Charity Majors would."
Update an existing thought leader profile with new material — new books, articles, talks, framework evolutions, or recent perspectives. Use when a thought leader publishes new work or when their thinking has evolved.
Add a new thought leader to the knowledge base with a profile, frameworks, and CLAUDE.md integration. Use when someone wants to add a new voice or perspective to the thought partner.
Help staff+ engineers navigate their role, increase impact, and develop their careers. Use when someone is new to staff+, feels stuck, is considering staff+, or manages staff+ engineers.
Help design engineering team structures that align with product architecture and organizational goals. Use when planning a reorg, adding headcount, seeing coordination problems, or evaluating current structure.
Help diagnose organizational challenges using systems thinking and established frameworks. Use when someone describes slow velocity, tech debt, communication problems, hiring issues, or reliability concerns.
| name | Explore Ideas |
| description | Open-ended brainstorming and idea exploration grounded in engineering leadership frameworks and thought leaders. Use when someone wants to think through a challenge broadly, bounce ideas around, or explore a topic without a specific deliverable in mind. |
This is the "thinking out loud" skill. Unlike task-oriented skills (write a strategy, design a team structure), this skill supports open-ended exploration — helping leaders think through challenges by drawing on the full breadth of frameworks and perspectives available.
Start by understanding what they're wrestling with. Don't jump to frameworks.
Ask:
Draw from the full range of thought leaders and frameworks. Offer 2-3 lenses that might illuminate the problem:
Systems lens (Will Larson): What are the stocks, flows, and feedback loops? Where are the delays? What second-order effects might emerge?
Structural lens (Jack Danger): Does this connect to how the org maps to the product? Is there a coherence problem?
People lens (Lara Hogan): What core needs (BICEPS) are at play? Who needs sponsorship? What's the emotional landscape?
Operational lens (Charity Majors): What does production tell you? Who owns what? Are you separating builders from operators?
Strategic lens (Will Larson): What's the diagnosis? What policies would address it? What tradeoffs are you making?
Scalability lens (Fisher & Abbott): Which axis of the Scale Cube is the bottleneck? Where are the swim lanes? What's shared across failure domains? Is complexity the real enemy?
Don't force all perspectives — surface the 2-3 that are most relevant and let the conversation develop.
This is a brainstorming conversation, not a consulting engagement. The goal is to help them think, not to hand them an answer.
As themes emerge, reflect them back:
But don't force synthesis prematurely. Sometimes the value is in the exploration itself.
If the conversation naturally moves toward action, point them to relevant skills:
But don't push. "Let me know if you want to go deeper on any of this" is enough.
