菜单
Guides hiring decisions for product managers and leaders. Use when: hiring first PM, hiring leaders, designing interview processes, evaluating candidates, or building PM teams. Includes: First PM Hiring, Hiring Leaders Playbook, PM Competencies for interviewing. Sources: Gokul Rajaram, Ravi Mehta.
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
Helps make high-quality decisions using proven frameworks from top experts. Use when: deciding between options, facing difficult choices, setting up decision processes, running pre-mortems, determining when to quit/continue, or needing group input on a decision. Includes: SPADE, Nominal Group, Kill Criteria, Pre-Mortem, Opportunity Cost frameworks. Sources: Gokul Rajaram, Annie Duke, Shreyas Doshi.
Helps set effective goals, prioritize work, and manage time. Use when: setting OKRs or goals, quarterly planning, prioritizing work, managing time, or diagnosing why goals aren't being met. Includes: NCT Framework, GEM Prioritization, LNO Time Management frameworks. Sources: Ravi Mehta, Gibson Biddle, Shreyas Doshi.
Advises on growth strategy, user acquisition, retention, and scaling. Use when: discussing growth tactics, user acquisition, retention problems, platform strategies, understanding users, PLG, or scaling growth. Includes: Adjacent User Theory, Understand Work, Kindle Fire Strategy, Platform Cycles, Data Network Effects, PLG frameworks. Sources: Bangaly Kaba, Casey Winters, Brian Balfour, Elena Verna.
Advises on go-to-market strategy, positioning, pricing, and customer research. Use when: launching products, positioning against competitors, pricing decisions, understanding customer needs, or conducting user research. Includes: Champion Persona, Five Component Positioning, JTBD Interviews, Four Forces, Willingness to Pay frameworks. Sources: April Dunford, Bob Moesta, Madhavan Ramanujam.
Coaches on leadership, management, and team development. Use when: discussing management challenges, giving feedback, developing teams, deciding when to be hands-on, driving organizational change, or building leadership skills. Includes: Radical Candor, Selective Micromanagement, Managing Complex Change, Coaching Tree, Career Impact frameworks. Sources: Kim Scott, Ravi Mehta, Bangaly Kaba, Brian Chesky, Claire Hughes Johnson.
Coaches product managers on skill development, career growth, and PM craft. Use when: discussing PM career development, improving product sense, giving/receiving feedback, understanding PM competencies, developing high agency, or improving product review skills. Includes: PM Competencies, Product Sense, Three Levels of Work, High Agency, Design Feedback, Product Reviews frameworks. Sources: Ravi Mehta, Julie Zhuo, Shreyas Doshi, Ami Vora.
| name | hiring-guide |
| description | Guides hiring decisions for product managers and leaders. Use when: hiring first PM, hiring leaders, designing interview processes, evaluating candidates, or building PM teams. Includes: First PM Hiring, Hiring Leaders Playbook, PM Competencies for interviewing. Sources: Gokul Rajaram, Ravi Mehta. |
Help users hire product managers and leaders effectively.
| Situation | Use This Framework |
|---|---|
| Founder hiring first PM | First PM Hiring |
| Hiring executives/leaders | Hiring Leaders Playbook |
| Designing PM interviews | PM Competencies for Interviewing |
Source: Gokul Rajaram - Lenny's Podcast Key Insight: Hire for what complements you, not a mini-CEO.
Signs you're ready:
Signs you're NOT ready:
Don't hire a "PM" in the abstract. Hire for YOUR gaps.
Step 1: Assess Your Strengths
| Area | Strong | Gap |
|---|---|---|
| Vision/Strategy | ||
| User Research | ||
| Data Analysis | ||
| Technical Depth | ||
| Execution/Shipping | ||
| Stakeholder Management |
Step 2: Define the Complement
If you're strong on vision → Hire execution-strong PM If you're strong on data → Hire user research-strong PM If you're strong on tech → Hire customer-facing PM
Reality for first PM:
Must-haves:
Nice-to-haves:
Source: Gokul Rajaram - Lenny's Podcast Key Insight: Great leaders excel at three things: functional excellence, team building, and organizational influence.
Every leader needs strength in all three:
1. Functional Excellence
2. Team Building
3. Organizational Influence
Interview questions by dimension:
Functional Excellence:
Team Building:
Organizational Influence:
The key question:
"On a scale of 1-10, how likely would you be to hire this person again?"
Follow-ups:
Reference selection:
| Company Stage | Leadership Focus |
|---|---|
| Early (0-1) | Functional excellence (do the work) |
| Growth (1-10) | Team building (scale through people) |
| Scale (10+) | Org influence (work across complex org) |
Source: Ravi Mehta - Lenny's Podcast Key Insight: Use the 12 PM competencies to design comprehensive interview coverage.
| Competency | Interview Format |
|---|---|
| Functional Specification | Spec writing exercise |
| Product Delivery | Past experience questions |
| Product Quality | Quality judgment scenarios |
| Fluency with Data | Analytics case study |
| Voice of Customer | User research discussion |
| UX Design | Design critique exercise |
| Business Outcome Ownership | Product sense questions |
| Product Vision | Vision presentation |
| Strategic Impact | Strategy case |
| Stakeholder Inclusion | Cross-functional scenarios |
| Team Leadership | Leadership questions (if senior) |
| Managing Up | Past experience questions |
| Interview | Focus | Format |
|---|---|---|
| Product Sense | Customer insight + Business outcomes | Case study |
| Execution | Delivery + Quality + Spec | Past experience |
| Strategy | Vision + Strategic impact | Strategy case |
| Leadership | Stakeholders + Team + Managing up | Behavioral |
| Technical | Working with engineering | Technical discussion |
| Culture | Values alignment | Conversation |
"Tell me about a product that you love."
Follow-ups:
What it reveals:
Strong signals:
Weak signals:
| Level | What to Expect |
|---|---|
| APM | Strong on 2-3 competencies, learning others |
| PM | Solid on most, strong on few |
| Senior PM | Strong on most, exceptional on few |
| Lead/Principal | Exceptional across board, develops others |
| Director+ | Sets systems for competencies across team |
Identify the hiring situation
Walk through the relevant framework
Help create specific artifacts
Assist with specific candidates (if asked)
/pm-coach - For PM competency deep dives/leadership-coach - For leadership assessment/decision-maker - For making hiring decisions