topic
Leadership prompts
Feedback, 1:1s, team decisions, the conversation you're avoiding.
619 prompts live in leadership next drop in 05:17
- work Translate Technical Work Into Language a Non-Technical Stakeholder Will Act On
Explain finished technical work to someone who does not care how it was built.
- work Plan a Structured One to One With a Direct Report
Turn your next one to one into a real conversation, not a status update.
- work Decide whether to raise a workplace concern with HR or handle it informally first
Work out if this goes to HR or gets sorted with a quiet word first.
- work Reframe a missed deadline at work as a process gap instead of a personal failing
Work out if that missed deadline was a process gap or actually on you.
- work Reframe a difficult piece of feedback from your manager into something specific you can act on
Turn need to be more strategic into something you can actually go and do on Monday.
- work Critique a draft performance review before you send it to your report
Catch the vague line in your review before your report does.
- work Compare two approaches to structuring a weekly team standup meeting
Fix the standup that has turned into status theatre nobody listens to.
- work Plan a multi stage negotiation for cross team resource allocation at senior level
Plan the multi stage negotiation before two teams go to war over the same headcount.
- work Compress a quarter's worth of project updates into a five minute leadership read
Turn three months of scattered status notes into a five minute board read.
- work Explain a technical decision to a non technical stakeholder without losing the substance
Explain the technical call so the stakeholder actually follows it, first time.
- work Explain a confusing performance review comment in terms you can act on
Work out what your manager actually meant by that one vague review comment.
- learn Compare two career paths using evidence you actually have, not gut feel
Compare your two career options on actual evidence instead of whichever felt more exciting this week.
- work Plan a return to work conversation after an extended period of leave
Plan a proper return to work conversation instead of just winging it on the day.
- work Plan a new starter's first week so nothing important is left to chance
A new starter's first week planned properly, so nothing important gets forgotten.
- work Plan a phased approach to raising a difficult performance issue with a direct report
Plan the awkward performance conversation you have been putting off, properly this time.
- work Plan how to tell your manager you are quitting without burning the relationship
Plan the resignation conversation so it goes well, not just so it gets said.
- work Generate three agenda options for a team offsite with different goals
Get three offsite agendas built around different goals, not one bloated day.
- work Compare Agile and Waterfall for a Specific Project's Actual Needs
Work out which methodology actually suits this project, not which one is trendier.
- work Critique a Draft Performance Review for Unsupported Claims
Catch the vague claims in a performance review before your employee does.
- work Reframe Being Passed Over for a Promotion as Information, Not Rejection
Turn being passed over for a promotion into information you can actually use.
- work Explain Why a Colleague Might Be Acting Defensively in Meetings
Get a plausible read on defensive meeting behaviour before assuming the worst.
- work Critique a Restructuring Plan for Where Accountability Quietly Disappears
Find out whose job it actually is to catch what falls through the cracks.
- work Reframe a Rejected Project Proposal as a Timing Problem, Not a Bad Idea
Work out if your proposal actually failed or just landed at the wrong time.
- work Turn Team Progress Notes Into an Update Stakeholders Will Read
Turn your standup scraps into an update the steering group reads.