grimoire-business

Plugin grimoire-business from marketplace grimoire in jeffreytse/grimoire-core. Commands read from the repo's manifest — 28 days ago.

Skills (200)

• apply-decision-speed-advantage

  Use when competing for allocation in a sought-after venture deal — compressing the investment decision-making cycle to move faster than competing investors, since in a competitive fundraising process the founder often has the option to choose among several willing investors and speed itself becomes

• apply-deep-industry-immersion-research

  Use when forming an investment thesis in a new or emerging technology trend — committing to extended, multi-year immersion in the industry before evaluating specific deals, rather than assessing opportunities opportunistically as they arrive.

• apply-double-down-portfolio-strategy

  Use when managing a portfolio of early-stage investments — reserving significant capital for follow-on investment in the clearest-performing companies rather than spreading the initial investment evenly or holding follow-on capital back proportionally.

• apply-full-lifecycle-investing

  Use when structuring a venture capital firm's investment mandate — building the capability to invest in a portfolio company across its entire lifecycle from seed through pre-IPO and beyond, rather than confining the firm to a single stage, so the strongest companies can be backed continuously withou

• apply-lean-startup-methodology

  Use when a validated problem is ready to move into building — deciding what minimum viable product to build first, what to measure to test whether it actually solves the problem, and whether to pivot or persevere — bridging the gap between problem-validation interviews and post-launch growth experim

• apply-local-market-adaptation-strategy

  Use when entering or investing in a new geographic market with an existing successful business model — adapting the model to local consumer behavior, regulatory environment, and competitive dynamics rather than directly porting the original model unchanged.

• apply-market-size-first-screening

  Use when evaluating an early-stage investment opportunity — screening for a genuinely large addressable market first, before assessing team or product quality, since even excellent execution in a small market caps the achievable outcome, while a large market can produce an outsized result even from

• apply-moonshot-technology-investing

  Use when evaluating a technically ambitious, high-uncertainty breakthrough technology investment — accepting a much higher individual-investment failure rate than standard venture investing in exchange for the possibility of a genuinely transformative, category-defining outcome most investors wouldn

• apply-non-consensus-category-conviction

  Use when evaluating an investment in an unproven category or business model that the prevailing market consensus actively doubts or dismisses — betting on the category and founder ahead of any price or market validation signal, based on independently-formed conviction rather than following consensus

• apply-product-market-fit-test

  Use when deciding whether a startup has found product-market fit before investing in growth, sales, or scaling — survey active users with Sean Ellis's "how would you feel if you could no longer use this product" question and treat 40%+ answering "very disappointed" as the threshold, rather than rely

• audit-founder-quality

  Use when evaluating a startup investment opportunity — assessing the founder's execution capability, adaptability, and long-term vision as the primary signal, since a business plan will likely change while founder quality is the more durable predictor of outcome.

• calculate-startup-unit-economics

  Use when computing or auditing a business's unit-level profitability including CAC, LTV, payback period, and contribution margin

• design-go-to-market-strategy

  Use when launching a new product, entering a new market, or planning the commercialization approach for a startup or new business unit

• run-customer-discovery

  Use when validating a startup idea, product hypothesis, or new feature by conducting structured interviews with target customers before building

• write-business-plan

  Use when creating a business plan for a startup, new venture, loan application, or investor pitch requiring a formal written document

• apply-hay-job-evaluation

  Use when comparing very differently-titled roles for compensation banding, leveling, or organizational design — score each role's inherent Know-How (knowledge, skills, experience required), Problem Solving (complexity and freedom of thinking, scored as a percentage of Know-How), and Accountability (

• apply-talent-density-culture

  Use when deciding whether to keep a team member whose performance is adequate but not exceptional — apply the keeper test (would you fight to keep this person if they said they were leaving for a similar role elsewhere?) instead of tolerating adequate performance indefinitely, pairing fast departure

• design-compensation-structure

  Use when building or redesigning a salary band structure, total rewards framework, or compensation philosophy for an organization

• design-employee-onboarding

  Use when creating or improving a new employee onboarding program, first-day experience, or ramp plan for a role or organization

• design-performance-review-system

  Use when building or redesigning an employee performance review process, evaluation framework, or feedback cadence for an organization

• run-exit-interview

  Use when conducting or designing an exit interview process for departing employees to capture retention insights

• write-job-description

  Use when creating or improving a job posting, role description, or position specification to attract qualified candidates

• apply-change-leadership

  Use when a manager's team is experiencing a significant organizational change — restructuring, strategy shift, leadership change, layoffs, or major process transition — and needs leadership that maintains team stability, preserves trust, and converts uncertainty into direction.

• apply-coaching-habit

  Use when a manager wants to shift their default interaction style from advice-giving to question-asking — so that direct reports build self-sufficiency rather than dependence, and the manager's time is freed from problems the team can solve themselves.

• apply-constructive-dissent

  Use when building or assessing a team, decision process, or organizational culture where you need genuine diverse thinking to surface before commitment — not after — and where the risk is false consensus rather than open conflict

• apply-costly-commitment-screening

  Use when many people request your scarce time, mentorship, or expertise and you cannot evaluate their genuine commitment level from a conversation alone — require a specific, costly, objectively verifiable unit of self-directed output (a set number of completed attempts) before engaging, because gen

• apply-cross-functional-leadership

  Use when a manager needs to lead a project or initiative that depends on team members or stakeholders they do not formally manage — to build voluntary cooperation, alignment, and momentum across organizational boundaries through influence rather than authority.

• apply-distributed-team-practices

  Use when managing a team where members work in different locations, time zones, or on hybrid schedules — to adapt management practices so remote members have equal access to information, relationships, and advancement opportunities as in-office members.

• apply-enabling-structure

  Use when building or leading a team, organization, or system — to create the conditions, remove the obstacles, and design the structures that let people execute with high autonomy, rather than directing through control, because the best leaders are barely visible in their teams' day-to-day success

• apply-extreme-ownership

  Use when leading a team and outcomes are falling short — to apply the principle that the leader owns every result, including failures caused by team members, as the non-negotiable foundation for improving performance and building trust.

• apply-grow-coaching

  Use when a manager wants to help a direct report solve a problem, develop a skill, or reach a goal through structured questioning rather than advice-giving — because telling people answers builds dependency while coaching builds self-sufficiency.

• apply-high-performer-retention

  Use when a manager wants to proactively retain top-performing direct reports — because high performers have the most options to leave and require active, differentiated management attention to stay engaged and challenged.

• apply-intrinsic-motivation

  Use when a manager wants to design work, roles, or conditions that sustain employee motivation over the long term — by understanding what drives internal engagement rather than relying primarily on compensation, perks, or external incentives.

• apply-managerial-leverage

  Use when deciding how to allocate a manager's or leader's limited time across competing activities — before defaulting to whatever is most urgent, estimate each candidate activity's leverage (how many people's output it affects, for how long, and whether it requires your specific position), because

• apply-merit-selection

  Use when making any talent selection, promotion, or recommendation decision — to test your evaluation against the reversed-relationship check, because evaluator relationship bias systematically corrupts talent decisions even in well-intentioned evaluators, and merit discipline must be applied at the

• apply-narrative-memo-discipline

  Use when a significant decision is being made based on a slide presentation — require a structured, written narrative document (full sentences and paragraphs, not bullet points) instead, and have the room read it silently before any discussion, because slide formats systematically let weak analysis

• apply-opportunity-and-sponsorship-strategy

  Use when someone wants to advance their career or capture opportunities by staying alert to situational openings and deliberately cultivating relationships with sponsors — people who actively advocate, not just mentors who advise. E.g. "I have a mentor but I'm not getting considered for big things",

• apply-peter-principle-check

  Use when designing a promotion process or deciding whether to promote someone based on strong current-role performance — explicitly test whether the skills that made them successful there are the same skills the next level requires, because promotion systems that reward current-role performance alon

• apply-reverse-mentoring-strategy

  Use when trying to gain access to a senior leader or "big name" during a period of rapid technological or generational change — identify the specific new domain (a technology, platform, or cultural shift) that person doesn't understand but fears being left behind on, position yourself as someone who

• apply-situational-leadership

  Use when a manager needs to determine how much direction vs. support to give a specific direct report on a specific task — because the same management approach applied uniformly produces over-management of high performers and under-support of developing employees.

• apply-solicited-advice-discipline

  Use when someone asks you a specific question, or when you're tempted to offer advice, opinion, or evaluation nobody asked for — answer exactly the scope of what was asked and no more, and don't volunteer advice or judgment unprompted, because unsolicited or over-scoped advice is systematically disc

• apply-trust-building

  Use when a manager is new to a team, has experienced a trust breach, or wants to deliberately strengthen the trust foundation of their management relationships — because trust determines whether employees share real problems, follow direction with confidence, and engage fully.

• apply-upward-influence

  Use when a manager needs to build an effective working relationship with their own manager, secure resources or decisions for their team, or influence organizational priorities without formal authority over the outcome.

• apply-value-first-posting

  Use when deciding what to post on a personal social feed reaching distant contacts, senior figures, or a broad network — post rarely, and only content that gives the viewer genuine value (a specific insight, a distilled takeaway from a book or talk) rather than personal-life updates or generic greet

• apply-visible-note-taking-elicitation

  Use when talking with a junior colleague, mentee, source, or interviewee and you want them to open up and share more — visibly write down what they say, regardless of whether you find it useful or agree with it, because the physical act of recording their words is a costly, hard-to-fake attention si

• build-inclusion-practices

  Use when a manager wants to create a team environment where people from different backgrounds have equitable access to voice, visibility, advancement opportunities, and meaningful work — beyond just having diverse representation on the team.

• build-psychological-safety

  Use when a team leader wants to assess and improve the degree to which team members feel safe to speak up, admit mistakes, ask questions, and disagree — because psychological safety is the strongest predictor of team learning and high performance.

• delegate-work

  Use when a manager needs to transfer ownership of a task or responsibility to a direct report — to clarify scope, authority, and success criteria upfront so the work transfers completely rather than bouncing back.

• design-family-business-governance

  Use when a family-owned business needs governance structures addressing the specific tension between family dynamics and business decision-making — establishing a family council separate from the operating board, a written family charter or constitution, and defined succession criteria, rather than

• design-hiring-process

  Use when building or overhauling a hiring process for a role to reduce bias and improve quality-of-hire

• design-organizational-structure

  Use when designing, restructuring, or evaluating an organization's reporting hierarchy, team topology, or division of responsibilities

• design-relationship-tiering-system

  Use when your professional network has grown beyond what you can maintain through memory and ad hoc contact alone — assign each contact an explicit tier based on their value and depth of relationship, set a minimum contact frequency per tier, and actively schedule touchpoints against that cadence, b

• design-team-culture

  Use when a manager wants to intentionally shape the values, behaviors, and working patterns that define how their team operates — going beyond written norms to embed culture through rituals, stories, symbols, and leader modeling.

• design-team-meeting-structure

  Use when a team's meetings feel like the wrong type of conversation for the decisions being made, when meetings are too frequent or too infrequent, or when team members feel their time is wasted — to design the right meeting types, cadences, and facilitation practices for how the team actually works

• design-team-norms

  Use when a team is forming, after a significant membership change, or when a recurring dysfunction suggests the team lacks shared agreements on how to work together — to co-create explicit norms covering communication, decision-making, conflict, and accountability.

• give-developmental-feedback

  Use when a manager needs to deliver specific, in-the-moment developmental feedback to a direct report — separate from a formal performance review — to improve a behavior or reinforce a strength using observable evidence.

• give-employee-recognition

  Use when a manager wants to acknowledge a direct report's specific contribution, achievement, or behavior in a way that reinforces it and builds engagement — separate from compensation and formal performance reviews.

• plan-manager-transition

  Use when someone has just become a people manager for the first time — or when an experienced manager takes over a new team — to navigate the first 90 days in a way that builds trust, establishes authority through relationship rather than position, and avoids the most common new-manager failure mode

• plan-team-succession

  Use when a manager wants to identify which roles on their team are critical, assess who is ready to fill them, and create development plans so the team is resilient when a key person leaves, is promoted, or is unavailable.

• prevent-employee-burnout

  Use when a manager wants to reduce the risk of burnout on their team, or when they observe signs that a direct report may be approaching burnout — to identify contributing factors and intervene before the employee becomes disengaged, impaired, or leaves.

• resolve-team-conflict

  Use when two or more team members have an interpersonal or work-based conflict that is affecting collaboration, quality, or team morale — and the conflict has not resolved through normal working interaction.

• run-behavioral-interview

  Use when conducting a job interview — to ask structured behavioral questions using the STAR method so that candidate evaluation is based on demonstrated past behavior rather than self-reported traits or hypothetical answers.

• run-career-conversation

  Use when a manager wants to have a structured career development conversation with a direct report — separate from weekly one-on-ones and performance reviews — to understand their long-term aspirations, identify growth gaps, and create a concrete development plan.

• run-difficult-conversation

  Use when preparing for or facilitating a high-stakes conversation involving conflict, feedback, performance issues, or sensitive interpersonal topics

• run-direct-report-onboarding

  Use when a manager has a new direct report joining the team — to structure the first 30, 60, and 90 days so the new hire builds the right relationships, understands expectations, and achieves early wins before taking on full autonomous scope.

• run-employee-offboarding

  Use when a direct report is leaving the team — voluntarily or otherwise — to manage the knowledge transfer, team morale impact, departure announcement, and the departing employee's experience in a way that serves the team, the organization, and the relationship.

• run-one-on-one-meeting

  Use when preparing for or facilitating a regular manager-to-direct-report one-on-one meeting to build trust, surface blockers, and develop the employee

• run-one-on-one

  Use when preparing for or improving weekly one-on-one meetings between a manager and a direct report

• run-performance-calibration

  Use when a group of managers needs to align their performance ratings across teams before finalizing reviews — to ensure consistent standards, surface bias, and produce fair compensation and promotion decisions.

• run-performance-improvement-plan

  Use when a direct report has a documented pattern of performance falling below role expectations — after informal feedback has not produced sustained change — to create a structured, time-bound plan with clear success criteria before making a continuation decision.

• run-reference-check

  Use when evaluating a finalist candidate for a role — to conduct structured phone reference calls that surface specific performance evidence, development needs, and potential red flags that interviews cannot reveal.

• run-skip-level-interview

  Use when a senior manager wants candid feedback about team health, culture, and manager effectiveness from employees who report to their direct reports — to surface issues that would not otherwise reach them through normal reporting channels.

• run-stay-interview

  Use when a manager wants to proactively understand what keeps a valued direct report engaged and what might drive them to leave — before any sign of resignation appears — so that retention can be acted on before it becomes a crisis.

• run-team-all-hands

  Use when a manager needs to communicate with their entire team at once — to share direction, context, decisions, or significant news — in a structured meeting that informs, aligns, and invites genuine dialogue rather than broadcasting in one direction.

• run-team-health-check

  Use when a manager wants to periodically assess team effectiveness across multiple dimensions — trust, clarity, collaboration, workload, and psychological safety — so that problems are identified through data before they surface as attrition, conflict, or missed delivery.

• run-team-retrospective

  Use when a team needs to reflect on a completed period, project, or significant event — to extract what worked, what didn't, and what specific changes to make before the next cycle, rather than repeating the same patterns.

• run-underperformance-conversation

  Use when a manager first observes that a direct report's performance is declining or falling below expectations — to have an early, direct, non-punitive conversation that names the gap and opens a path to correction before the situation requires formal process.

• write-performance-review

  Use when writing or calibrating a performance review for a direct report at any level

• write-role-scorecard

  Use when defining a role before hiring for it — to specify the outcomes the new person must achieve, the competencies required to achieve them, and the cultural requirements, so that interview questions target evidence of actual job performance rather than proxies like credentials or experience.

• apply-5s-methodology

  Use when a physical workspace, shared digital environment, or shop floor has accumulated clutter, unclear organization, or inconsistent upkeep that slows work down or hides problems — apply the five sequential steps (sort, set in order, shine, standardize, sustain) in order, because skipping ahead t

• apply-enforcement-timing
• apply-fidelity-before-adaptation
• apply-fishbone-diagram
• apply-iso-31000-risk-framework
• apply-pdca
• apply-raci-matrix
• apply-statistical-process-control
• apply-theory-of-constraints
• audit-governance-maturity
• audit-process-efficiency
• design-business-continuity-plan
• design-committee-charter-framework
• design-compliance-risk-assessment
• design-conflict-of-interest-policy
• design-crisis-management-governance-protocol
• design-decision-rights-framework
• design-honest-record-keeping
• design-incident-response
• design-kpi-dashboard
• design-operational-risk-framework
• design-policy-management-lifecycle
• design-political-activity-disclosure-policy
• design-raci-matrix
• design-speak-up-framework
• design-vendor-risk-assessment
• run-operational-review
• write-ops-runbook
• apply-ackerman-bargaining
• apply-adversarial-verification
• apply-ally-far-attack-near
• apply-ansoff-matrix
• apply-asymmetric-matching-strategy
• apply-bcg-matrix
• apply-binding-constraint-removal
• apply-borrowed-credibility
• apply-borrowed-force
• apply-chestertons-fence
• apply-command-presence
• apply-commit-with-no-retreat
• apply-competitive-encirclement
• apply-competitive-patience
• apply-conceal-growing-capability
• apply-conquest-to-governance-shift
• apply-consequence-clarity
• apply-consequence-framing
• apply-contagion-risk-mapping
• apply-credibility-demonstration
• apply-crisis-opportunism
• apply-criticism-intelligence
• apply-dependency-trap
• apply-deploy-to-strength
• apply-deterrence-posture
• apply-differentiated-reciprocity
• apply-diffusion-of-innovations
• apply-digital-divide-diagnostic
• apply-door-in-the-face
• apply-dormant-asset-revival
• apply-early-intervention
• apply-earnings-myopia-defense
• apply-economy-of-force
• apply-emergent-scaling
• apply-fast-follower-strategy
• apply-five-commander-virtues
• apply-five-factors-assessment
• apply-force-alignment
• apply-force-concentration
• apply-gilded-retirement
• apply-golden-circle
• apply-goodharts-law
• apply-graceful-withdrawal
• apply-graduated-entry-point-technique
• apply-hearts-and-minds
• apply-honor-prior-commitment
• apply-hostile-room-conversion
• apply-indirect-strategy
• apply-insight-synthesis
• apply-institutional-integrity
• apply-interest-alignment
• apply-interest-tracing-analysis
• apply-inversion
• apply-jobs-to-be-done
• apply-key-person-targeting
• apply-legitimacy-control
• apply-leverage-points-analysis
• apply-management-by-objectives
• apply-market-creation
• apply-matthew-effect-leverage
• apply-mece
• apply-mission-primacy-principle
• apply-morale-timing
• apply-nash-equilibrium
• apply-non-transactional-giving
• apply-open-close-dialogue
• apply-pareto-prioritization
• apply-peak-exit
• apply-perspective-triangulation
• apply-platform-takeover
• apply-poison-cure-diagnostic
• apply-post-crisis-trap
• apply-power-mapping
• apply-premortem
• apply-probe-strategy
• apply-problem-reframing
• apply-protracted-resistance
• apply-razor-and-blades
• apply-recruit-with-devotion
• apply-reference-class-forecasting
• apply-reversal-probe
• apply-second-front-strategy
• apply-seven-s-framework
• apply-sora-ame-kasa
• apply-source-disruption
• apply-strategic-deception
• apply-strategic-endurance
• apply-strategic-momentum
• apply-strategic-sacrifice
• apply-structural-power-dilution
• apply-sunk-cost-discipline
• apply-surplus-reallocation
• apply-swot-analysis