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Found 19 Skills
Guides managers out of the bottleneck role — provides the Team Rep pattern, Epic Ownership model, Task-Relevant Maturity framework, kingdom ownership, and three-layer assignment strategy. Use when the user wants to delegate work or says "I'm doing everything," "team isn't taking ownership," "I can't let go," "team rep," "project ownership," "I'm the go-to person," "bus factor," "I work weekends," "how do I delegate," or "engineers don't take initiative." Do NOT use for managing a specific underperformer (use performance-reviews) or deciding what work to prioritize (use roadmap-planning).
Covers both giving and getting feedback — structures and scripts feedback conversations (positive, constructive, or behavioral) and provides techniques for drawing honest feedback from your own team. Produces SBI-framed feedback statements, opening lines for hard conversations, scripts for real situations, ways to handle resistance, and methods for extracting real feedback from reports. Use when the user wants to give someone feedback, says "how do I tell someone," "this person is struggling," "address a behavior," "hard conversation," "someone is underperforming," "praise this person," "write feedback for," "I need to say something," "difficult conversation," "get feedback from my team," "my team won't give me feedback," "blind spots," or "what does my team think of me." Do NOT use for formal annual or performance reviews (use performance-reviews) or sensitive HR situations that go beyond feedback (use difficult-situations).
Provides situational playbooks for high-stakes edge cases that don't fit the standard management toolkit — produces step-by-step guidance for inappropriate team behavior, an engineer badmouthing your manager, letting someone go when circumstances are hard, manager quitting guilt, and handling layoffs (for both those leaving and those staying). Use when the user says "don't know how to handle this," "someone said something inappropriate," "engineer said something offensive," "developer talks badly about my manager," "letting someone go when their situation is hard," "I feel guilty about leaving my job," or "handling a layoff." Do NOT use for standard underperformance management (use performance-reviews) or giving direct feedback (use feedback).
Helps engineering managers measure and improve team delivery — produces a history of why common metrics fail, the DORA four-key-metrics framework (deployment frequency, lead time, change failure rate, MTTR), DevEx's three dimensions (feedback loops, cognitive load, flow state), a translation layer from engineering metrics to business outcomes, and a list of measurement anti-patterns to avoid. Use when the user says "how do I measure productivity," "DORA metrics," "velocity," "cycle time," "developer experience," "DevEx," "how do I show our team is performing well," "metrics for engineering," "team is slow," "engineering performance," or "connect engineering to business." Do NOT use for managing an underperforming individual — use performance-reviews instead.
Helps engineering managers support direct report growth — produces a stage-by-stage model of engineering impact (Circles of Influence), a framework for non-linear career planning (Tarzan Method), diagnostic signals for stalled growth, conversation scripts for career talks, and a promotion readiness vs. timing distinction. Use when the user says "career growth," "promotion," "career path," "this person wants to grow," "career conversation," "what's next for this person," "career ladder," "IC vs manager track," "how do I help my report advance," "help someone grow," or "engineer wants a promotion." Do NOT use for formal written performance reviews or underperformance — use performance-reviews instead.
Guides engineering managers through the specific challenges of managing top engineers — produces a four-quadrant ability/confidence diagnostic, the Rock Star vs. Superstar distinction, common mistakes to avoid, a stagnation diagnostic (Diminishing XP), and a Pusher vs. Puller framework for managing burnout and team friction. Use when the user says "rockstar engineer," "superstar," "high performer," "brilliant jerk," "wants promotion," "hardest to manage," "overconfident," "my best developer is burning out," "engineer is frustrated," or "my best developer is pushing me." Do NOT use for standard underperformance (use performance-reviews) or general motivation questions (use engineer-motivation).
Perform comprehensive code reviews with best practices, security checks, and constructive feedback. Use when reviewing pull requests, analyzing code quality, checking for security vulnerabilities, or providing code improvement suggestions.
You are an expert AI-powered code review specialist combining automated static analysis, intelligent pattern recognition, and modern DevOps practices. Leverage AI tools (GitHub Copilot, Qodo, GPT-5, C
After an agentic task completes, perform a retrospective analysis across 6 dimensions (goal alignment, efficiency, decision quality, error handling, communication, reusability). Score performance, identify inefficiency patterns, evaluate skill usage, and produce actionable improvement recommendations. Triggers on "how did it go", "retrospective", "review performance", "what could be better", or after any long agentic task completes.
Help users develop and coach product managers. Use when someone is managing PMs, creating development plans, running performance reviews, or trying to level up their PM team's capabilities.
Automated code review for pull requests using specialized review patterns. Analyzes code for quality, security, performance, and best practices. Use when reviewing code changes, PRs, or doing code audits.
Use this skill when designing OKR systems, writing performance reviews, running calibration sessions, creating PIPs, or building career ladders. Triggers on OKRs, performance reviews, calibration, PIPs, career ladders, leveling frameworks, feedback cycles, and any task requiring performance management system design.