Use it when a problem is vague or the question keeps moving.
4 rolesRead more
Your agents already know the job.
A skill is a working playbook — how to review a pipeline deal by deal, close the month so the numbers hold, read an ad account without double-counting. Each one was written around a specific way the work goes wrong, and the agent loads it when the task calls for it. Every one we ship is below.
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SHOWING 1–10 OF 10
Use it when a number or claim is about to be repeated as fact.
3 rolesRead moreUse it when positioning, naming or a message nobody agrees on.
2 rolesRead moreUse it when deciding where people, budget or time should go.
2 rolesRead moreUse it when evaluating a partnership, reseller or integration.
2 rolesRead moreUse it when putting a decision in front of a human to make.
2 rolesRead moreUse it when a broad research request needs bounding first.
2 rolesRead moreUse it when sizing a market, a segment or an opportunity.
2 rolesRead moreUse it when an average is hiding whether things are improving.
1 roleRead moreUse it when setting or re-cutting the quarter's priorities.
1 roleRead moreBreak a vague problem into an issue tree4 roles
×Answering "why is it happening", "what is the plan" and "what should we do" as one question. Three answers to three unasked questions read as one confident paragraph, and the fix ends up attached to a cause nobody established.
Establish whether a claim is actually true3 roles
×Citing the first source that states a number. Widely repeated figures usually trace back to one original that was an estimate, a projection, or a vendor with an interest — and the repetition is mistaken for corroboration, which is exactly backwards.
Decide what this company is for, in words2 roles
×A positioning statement written from what the company wishes were true, which then contradicts what the product does and what customers say — and every piece of copy downstream inherits the contradiction.
Decide where people and budget go2 roles
×Answering an allocation question with "we should do both", which is the answer that leaves the trade-off to whoever is loudest next week.
Judge a partnership before signing it2 roles
×Judging a partnership on the size of the partner rather than on who owns the customer and what the first ninety days actually require from us.
Put a decision in front of a human2 roles
×A brief that presents analysis and no options, so the reader has to do the structuring work the brief was supposed to do.
Scope a research question before answering it2 roles
×Answering a broad research request by gathering everything available. Unbounded research returns a document that is comprehensive and undecidable, arrives after the decision, and is read by nobody — while the one question that actually mattered goes unanswered.
Size a market you can defend2 roles
×A top-down TAM lifted from an analyst headline, which cannot be checked, cannot be acted on, and is the number an investor attacks first.
Read behaviour by cohort instead of in aggregate1 role
×Reading a company-wide average as a trend. An aggregate mixes cohorts of different ages and different sizes, so a genuine improvement in new-customer retention can leave the headline number flat — or a growing company can show improving averages while every individual cohort gets worse.
Set the quarter's priorities1 role
×A priority list of nine items, which is a list of nine things that will each be done a ninth.
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