Company updates, decision memos, goals, board updates and hard announcements. 9 reviewed prompts for leadership.
Founders and leaders write the documents that set direction and tone: company updates, decision memos with options and trade-offs, goals and key results, investor and board updates, and hard announcements. These prompts and skills give each a clear structure. They draft the shape, you supply the facts and the judgment, and you decide what to say and to whom.
Helps a manager plan a hard conversation (underperformance, a complaint, bad news, a conflict): the message, opening words, likely reactions, how to respond and how to close. Use before a conversation you are dreading.
Writes a one-page decision memo: the question, options considered, trade-offs, the recommendation, who decides and by when. Use when a team decision needs sign-off or a written record of why it was made.
Builds the business case for adding one role to your team: the problem, the work the person would do, options other than hiring, cost, expected benefit and risks of not hiring. Use when asking leadership or finance for a new position.
Turns a week's scattered notes into a short update for your own manager: progress against goals, risks, decisions needed and help wanted, in a skimmable format. Use at the end of each week.
Builds a day-by-day welcome plan for a new hire's first two weeks: setup, people to meet, learning, a first small win and check-ins with the manager. Use a week before someone joins your team.
Plans a half-day to two-day team offsite with a clear purpose, timed sessions, activities, pre-work and how decisions will be captured. Use when organising a team away day, planning day or strategy session.
Writes a clear handover for a task you are delegating: the goal, what done looks like, decisions they can make alone, deadlines, resources and check-in points. Use when passing work to a team member so it does not bounce back.
Turns a vague impression into clear, specific feedback using the situation, behaviour and impact, with a conversation opener and a follow-up question. Works for praise and for things that need to change. Use before giving feedback in person.
Prepares a focused one-to-one meeting: topics to raise, questions to ask, recognition to give and follow-ups from last time, in an order that leaves room for the team member's own agenda. Use the day before a regular 1:1.
