ph-lead

Plugin ph-lead from marketplace photon-plugins in mattlindell/photon-plugins. Commands read from the repo's manifest — 2 days ago.

Skills (24)

• building-team-culture

  Build or refresh a team's culture: diagnose what is real today, articulate it as principles and decision rules, and reinforce it through norms, rituals, hiring, and onboarding.

• coaching-pms

  Coach product managers to grow product judgment and decision quality — define what good looks like, diagnose gaps from evidence, and turn them into growth bets, reps, and a coaching cadence; also for coaching a PM through a live problem or feedback moment.

• cross-functional-collaboration

  Align teams that work across functions - stand up or repair how they work together, defuse a live cross-team conflict, unblock a stalled dependency, or fix slow and re-litigated decisions. Use when the user mentions cross-functional friction, working with Engineering/Design/Product/Data, teams thras

• delegating-work

  Delegate a specific task, project, or decision right now — pick the level of authority, write the brief, transfer context, and set check-ins — or design a standing delegation system that grows your team without dropping accountability.

• energy-management

  Redesign your week around energy instead of time - audit the calendar, expand zone-of-genius work, set meeting and recovery boundaries, and handle a specific energy or burnout situation (your own or a report's) sustainably.

• engineering-culture

  Build or refresh engineering culture as a delivery system: diagnose what is real in the code and the pipeline, express it as a culture code, align teams with architecture (Conway's Law), raise clock speed and DevEx, and fix a specific practice or run a blameless postmortem right now.

• evaluating-trade-offs

  Evaluate a leadership or product trade-off: compare options on all-in cost and opportunity cost, estimate impact as ranges, and reach a decision-ready recommendation with stop/continue triggers.

• having-difficult-conversations

  Prepare and lead a difficult conversation as a manager or leader. Use when the user mentions a hard or difficult conversation, tough or corrective feedback, a performance conversation or formal warning, denying a promotion, delivering disappointing news, or a layoff or termination -- or wants a talk

• leadership

  Route a management or leadership need to the right leadership skill. Use when the user has a people-management, team, org, cross-team, decision, delivery, or leadership-process need but has not named a specific skill — e.g. they mention managing their team, a direct report, their boss, another team,

• managing-timelines

  Manage a deadline, launch date, or delivery target: build the plan, rescue a slipping date, prep a status update, or set commit/forecast/target dates. Use when the user mentions a deadline, launch or ship date, milestone plan, delivery timeline, or schedule; wants to turn a date into phases and mile

• managing-up

  Manage up: build a manager's upward operating system, or prep a specific leadership update, escalation, decision memo, or boundary conversation right now. Use when the user mentions managing up, managing their boss or manager, working with their manager, exec or stakeholder communication, a weekly l

• organizational-design

  Design or redesign an org structure and operating model: map current-state dependencies, choose a centralized/decentralized and functional/divisional posture, and produce a target blueprint with a transition plan.

• organizational-transformation

  Lead an organizational transformation toward a modern product operating model: diagnose the current system, design a context-fit target model, and sequence adoption through nudge-first pilots rather than wholesale framework adoption.

• planning-under-uncertainty

  Plan and lead execution when outcomes are uncertain: diagnose reality, turn assumptions into falsifiable hypotheses and experiments, and build a plan with buffers, contingencies, and pivot triggers.

• post-mortems-retrospectives

  Run blameless post-mortems and retrospectives: incident reviews, project and OKR retros, pre-mortems with kill criteria, and the recurring learning ritual that turns insight into owned action.

• running-decision-processes

  Run a high-quality decision process: classify one-way vs two-way doors, frame the choice, weigh options against criteria, assign RAPID/DACI decision rights, and commit with a logged rationale and a review loop.

• running-design-reviews

  Run high-signal design reviews and critiques — plan the review around a real decision, facilitate feedback in Value/Ease/Delight order, and synthesize it into prioritized changes with owners.

• running-effective-1-1s

  Design a manager's 1:1 operating system, or prep and run a specific 1:1, skip-level, or career conversation. Use when the user mentions 1:1s (one-on-ones), check-ins with direct reports, skip-levels, career conversations, or 1:1s that have decayed into status readouts.

• running-effective-meetings

  Prep or run a specific meeting, or design a decision meeting, strategic discussion, or recurring operational sync - and fix meetings that drift. Use when the user mentions meeting agendas, facilitation, decision meetings, strategic discussions, operational syncs or standups, prepping a meeting that'

• running-offsites

  Plan and run a high-signal team offsite that produces durable decisions and alignment — choose the format, design an artifact-first agenda, facilitate deep work, and close with owned follow-through.

• setting-okrs-goals

  Set aligned, measurable OKRs and goals: turn strategy into a small set of objectives and robust, hard-to-game key results, backed by default-on systems and a review-and-grading loop.

• stakeholder-alignment

  Align stakeholders and secure durable buy-in: map who decides and why, decode how they think, run a no-surprises pre-brief loop, then land a committed decision and lock it with clear comms.

• systems-thinking

  Apply systems thinking to a leadership decision: map actors and incentives, find the feedback loops and leverage points, trace second- and third-order effects, and design interventions that don't backfire.

• team-rituals

  Design a lightweight team operating cadence: a small set of named, templated Golden Rituals that drive alignment, decisions, execution, and learning without adding meeting load, each with an owner, a repeatable agenda, and a real artifact output.

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