菜单
Help users navigate tough feedback, performance conversations, and conflict. Use when someone needs to give hard feedback, have a performance conversation, fire someone, address conflict with a colleague, or deliver disappointing news like a denied promotion.
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
Help users create and run AI evaluations. Use when someone is building evals for LLM products, measuring model quality, creating test cases, designing rubrics, or trying to systematically measure AI output quality.
Help users define AI product strategy. Use when someone is building an AI product, deciding where to apply AI in their product, planning an AI roadmap, evaluating build vs buy for AI capabilities, or figuring out how to integrate AI into existing products.
Help users synthesize and act on customer feedback. Use when someone is analyzing NPS responses, processing support tickets, reviewing user research, synthesizing feedback from multiple channels, or trying to identify patterns in customer input.
Help users apply behavioral science to product design. Use when someone is designing for habit formation, reducing friction, applying psychology to UX, increasing retention through behavioral principles, or using nudges to influence user behavior.
Help users craft compelling brand narratives. Use when someone is defining brand strategy, writing company positioning, creating pitch narratives, developing messaging frameworks, or trying to make their company story more memorable.
Help users get promoted at work. Use when someone is preparing for a promotion conversation, building their case for advancement, trying to understand what's blocking their promotion, or figuring out how to get to the next level in their career.
| name | having-difficult-conversations |
| description | Help users navigate tough feedback, performance conversations, and conflict. Use when someone needs to give hard feedback, have a performance conversation, fire someone, address conflict with a colleague, or deliver disappointing news like a denied promotion. |
Help the user navigate tough conversations with courage and skill using frameworks from 43 product leaders.
When the user asks for help with a difficult conversation:
Kim Scott: "Radical Candor is what happens when you care personally and challenge directly at the same time." Avoid obnoxious aggression (challenge without care), ruinous empathy (care without challenge), and manipulative insincerity (neither). Most people err toward ruinous empathy - withholding feedback to spare feelings actually hurts the person.
Paige Costello: "Situation, behavior, impact. The situation is on Tuesday in that meeting at 3:00. Behavior, you interrupted me while I was saying this thing. Impact, made me feel like you weren't listening." Keep it objective and specific. Describe what a camera would have recorded, not your interpretation of their motives.
Carole Robin: "'I feel that you don't care' and 'I feel you're being insensitive' are not feelings. That's where we make our biggest mistakes." Use actual emotion words (hurt, disappointed, anxious) not "I feel that" or "I feel like" which introduce stories and accusations.
Carole Robin: "Stick with the two realities you know - your intent and their behavior. We get in trouble the minute we think we know the other person's reality." Only speak to what you observed and how it impacted you. Don't assume their motives.
Carole Robin: "Address it while it's still small and then it won't get big." Small interpersonal irritations escalate into major conflicts when ignored. Notice when you're becoming activated and speak up early.
Matt Mochary: "The biggest marker between a botched layoff and a successful layoff is whether they heard it from their manager in a one-on-one." Always deliver termination news in a private 1:1 meeting. Ensure the setting allows them to express emotions privately.
Alisa Cohn: "I need you to fix this within the next 30 days. Otherwise, we're going to have to part ways." Before firing someone, you must have a "crystal clear" conversation where consequences are explicitly stated. Use the phrase "part ways" or "not have a future together" so there's no ambiguity.
Matt Mochary: "Decision is one thing, implementation is completely separate. If you let them go kindly, become their agent - help them find their next job actively." The business decision may be necessary; the implementation should be compassionate. Reach out to your network to help them land somewhere that fits.
Alisa Cohn: "Hope for the future is so important. 'I know this is challenging to hear, not going to promote you, but I want you to know I'm committed to your success here.'" When denying a promotion or delivering disappointment, acknowledge the difficulty, express commitment to their career, and offer specific support.
Carole Robin: "One of the most powerful things you can do when somebody responds unexpectedly is ask 'What did you hear me say?'" Repair conversations by checking for misaligned perceptions. Validate their reaction based on what they heard, even if it wasn't what you intended.
Matt MacInnis: "The most selfish thing you can do is withhold feedback from someone. You're optimizing for your own comfort." Reframe difficult feedback as an unselfish act of service. Give it immediately when you observe something that could help them improve.
Annie Duke: "'I hear you and understand. Nevertheless, this is what's going to happen.' Validate the perspective, then use 'nevertheless' to transition to the final decision without inviting further debate."
For all 78 insights from 43 guests, see references/guest-insights.md
