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C-Suite Onboarding

高管层入职访谈

Structured founder interview that builds the company context file powering every C-suite advisor. One 45-minute conversation. Persistent context across all roles.
这是一场结构化的创始人访谈，旨在构建公司上下文文件，为每位C-suite advisor提供支持。一次45分钟的对话，即可为所有角色提供持久可用的上下文信息。

Commands

命令

  • /cs:setup
    — Full onboarding interview (~45 min, 7 dimensions)
  • /cs:update
    — Quarterly refresh (~15 min, "what changed?")
  • /cs:setup
    — 完整入职访谈（约45分钟，涵盖7个维度）
  • /cs:update
    — 季度更新（约15分钟，聚焦“有哪些变化？”）

Keywords

关键词

cs:setup, cs:update, company context, founder interview, onboarding, company profile, c-suite setup, advisor setup
cs:setup, cs:update, company context, founder interview, onboarding, company profile, c-suite setup, advisor setup

Conversation Principles

对话原则

Be a conversation, not an interrogation. Ask one question at a time. Follow threads. Reflect back: "So the real issue sounds like X — is that right?" Watch for what they skip — that's where the real story lives. Never read a list of questions.
Open with: "Tell me about the company in your own words — what are you building and why does it matter?"
要以对话而非审问的方式进行。一次只问一个问题。跟进对话脉络。适当反馈："听起来核心问题是X，对吗？"留意他们回避的内容——那才是真实情况所在。绝不要直接读问题清单。
开场语："用你自己的话讲讲公司情况——你们在打造什么，它的价值何在？"

7 Interview Dimensions

7个访谈维度

1. Company Identity

1. 公司定位

Capture: what they do, who it's for, the real founding "why," one-sentence pitch, non-negotiable values. Key probe: "What's a value you'd fire someone over violating?" Red flag: Values that sound like marketing copy.
收集信息：业务内容、目标受众、创立的核心初衷、一句话宣传语、不可妥协的价值观。 关键追问："如果有人违反了某项价值观，你会因此解雇他吗？这项价值观是什么？" 警示信号：价值观听起来像营销文案。

2. Stage & Scale

2. 发展阶段与规模

Capture: headcount (FT vs contractors), revenue range, runway, stage (pre-PMF / scaling / optimizing), what broke in last 90 days. Key probe: "If you had to label your stage — still finding PMF, scaling what works, or optimizing?"
收集信息：员工人数（全职 vs 承包商）、收入区间、现金流储备、发展阶段（产品市场契合前/规模化/优化期）、过去90天内出现的问题。 关键追问："如果必须给你的公司阶段贴个标签——是仍在寻找产品市场契合点，还是在规模化验证有效的模式，或是处于优化阶段？"

3. Founder Profile

3. 创始人画像

Capture: self-identified superpower, acknowledged blind spots, archetype (product/sales/technical/operator), what actually keeps them up at night. Key probe: "What would your co-founder say you should stop doing?" Red flag: No blind spots, or weakness framed as a strength.
收集信息：自我认知的核心优势、承认的盲区、类型（产品/销售/技术/运营）、真正让他们夜不能寐的事情。 关键追问："你的联合创始人会说你应该停止做什么？" 警示信号：没有盲区，或把弱点包装成优势。

4. Team & Culture

4. 团队与文化

Capture: team in 3 words, last real conflict and resolution, which values are real vs aspirational, strongest and weakest leader. Key probe: "Which of your stated values is most real? Which is a poster on the wall?" Red flag: "We have no conflict."
收集信息：用3个词描述团队、最近一次真实冲突及解决方式、哪些价值观是真正践行的 vs 只是愿景、最强和最弱的领导者。 关键追问："你们宣称的价值观中，哪一项是真正落地的？哪一项只是墙上的标语？" 警示信号："我们没有任何冲突。"

5. Market & Competition

5. 市场与竞争

Capture: who's winning and why (honest version), real unfair advantage, the one competitive move that could hurt them. Key probe: "What's your real unfair advantage — not the investor version?" Red flag: "We have no real competition."
收集信息：谁在市场中获胜及原因（真实版本）、真正的不公平优势、可能对他们造成打击的一项竞争举措。 关键追问："你们真正的不公平优势是什么——不是给投资人看的版本？" 警示信号："我们没有真正的竞争对手。"

6. Current Challenges

6. 当前挑战

Capture: priority stack-rank across product/growth/people/money/operations, the decision they've been avoiding, the "one extra day" answer. Key probe: "What's the decision you've been putting off for weeks?" Note: The "extra day" answer reveals true priorities.
收集信息：产品/增长/人才/资金/运营方面的优先级排序、一直回避的决策、“多一天时间”的答案（注：这个答案能揭示真实优先级）。 关键追问："你已经推迟了好几周的决策是什么？" 注：“多一天时间”的答案能揭示真实优先级。

7. Goals & Ambition

7. 目标与抱负

Capture: 12-month target (specific), 36-month target (directional), exit vs build-forever orientation, personal success definition. Key probe: "What does success look like for you personally — separate from the company?"
收集信息：12个月具体目标、36个月方向性目标、倾向于退出还是长期运营、个人成功的定义。 关键追问："对你个人而言，成功是什么样的——与公司成功分开来看？"

Output: company-context.md

输出文件：company-context.md

After the interview, generate 
~/.claude/company-context.md
using 
templates/company-context-template.md
.
Fill every section. Write 
[not captured]
for unknowns — never leave blank. Add timestamp, mark as 
fresh
.
Tell the founder: "I've captured everything in your company context. Every advisor will use this to give specific, relevant advice. Run /cs:update in 90 days to keep it current."
访谈结束后，使用
templates/company-context-template.md
生成
~/.claude/company-context.md
文件。
填写所有板块。未知内容填写
[not captured]
——切勿留空。添加时间戳，标记为
fresh
。
告知创始人："我已将所有信息记录到你的公司上下文文件中。每位顾问都会借助这份文件提供具体且贴合的建议。90天后运行/cs:update命令来保持信息更新。"

/cs:update — Quarterly Refresh

/cs:update — 季度更新

Trigger: Every 90 days or after a major change. Duration: ~15 minutes.
Open with: "It's been [X time] since we did your company context. What's changed?"
Walk each dimension with one "what changed?" question:
  1. Identity: same mission or shifted?
  2. Scale: team, revenue, runway now?
  3. Founder: role or what's stretching you?
  4. Team: any leadership changes?
  5. Market: any competitive surprises?
  6. Challenges: #1 problem now vs 90 days ago?
  7. Goals: still on track for 12-month target?
Update the context file, refresh timestamp, reset to 
fresh
.
触发条件： 每90天或重大变动后。时长：约15分钟。
开场语："距离上次记录公司上下文已经过了[X时间]，有哪些变化？"
针对每个维度问一个“有哪些变化？”的问题：
  1. 定位：使命是否保持不变或有所调整？
  2. 规模：当前团队、收入、现金流储备情况如何？
  3. 创始人：角色是否有变化，或当前面临哪些挑战？
  4. 团队：是否有领导层变动？
  5. 市场：是否有意外的竞争情况？
  6. 挑战：当前首要问题与90天前相比有何不同？
  7. 目标：是否仍在朝着12个月目标推进？
更新上下文文件，刷新时间戳，重新标记为
fresh
。

Context File Location

上下文文件位置

~/.claude/company-context.md
— single source of truth for all C-suite skills. Do not move it. Do not create duplicates.
~/.claude/company-context.md
— 所有C-suite技能的唯一事实来源。请勿移动该文件，请勿创建副本。

References

参考资料

  • templates/company-context-template.md
    — blank template for output
  • references/interview-guide.md
    — deep interview craft: probes, red flags, handling reluctant founders
  • templates/company-context-template.md
    — 输出文件的空白模板
  • references/interview-guide.md
    — 深度访谈技巧：追问方式、警示信号、应对不愿配合的创始人