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C-Suite Onboarding

C-Suite 高管入职流程

Tier: POWERFUL Category: C-Level Advisory Tags: onboarding, company context, founder interview, advisor setup, context capture, executive onboarding
等级：强力型 分类：高管层咨询 标签：onboarding, company context, founder interview, advisor setup, context capture, executive onboarding

Overview

概述

C-Suite Onboarding captures the company context that powers every C-level advisory skill. One structured conversation produces a persistent context file that transforms generic advice into specific, situationally-aware guidance. Without context, advisory skills give textbook answers. With context, they give your-company answers.
C-Suite 入职流程可捕获为所有高管层咨询技能提供支撑的公司上下文信息。一场结构化的对话即可生成一份持久化的上下文文件，将通用建议转化为贴合具体场景的针对性指导。没有上下文时，咨询技能只能给出教科书式的答案；有了上下文，就能给出适配贵公司的专属答案。

Commands

命令

CommandDurationPurpose
/cs:setup
45 minutesFull onboarding interview across 7 dimensions
/cs:update
15 minutesQuarterly refresh -- what changed since last capture
/cs:score
5 minutesAssess context completeness and freshness
命令时长用途
/cs:setup
45分钟覆盖7个维度的完整入职访谈
/cs:update
15分钟季度更新——自上次捕获以来发生了哪些变化
/cs:score
5分钟评估上下文的完整性与新鲜度

Interview Principles

访谈原则

This is a conversation, not a form. Follow these rules:
  1. One question at a time. Never list multiple questions.
  2. Follow threads. When something interesting surfaces, go deeper before moving on.
  3. Reflect back. "So the real issue sounds like X -- is that right?"
  4. Watch for what they skip. Avoidance signals the most important areas.
  5. Never read from a list. Use the framework as a map, not a script.
  6. Earn the hard questions. Start easy, build trust, then ask about weaknesses and fears.
Opening line:
"Tell me about the company in your own words -- what are you building and why does it matter?"
Then let the conversation flow naturally across the 7 dimensions.
这是一场对话，而非填写表格。请遵循以下规则：
  1. 一次只提一个问题，切勿列出多个问题。
  2. 跟进对话线索，当出现值得深挖的内容时，先深入探究再推进到下一话题。
  3. 反馈确认：“这么说核心问题听起来像是X，对吗？”
  4. 留意回避的内容，回避往往指向最关键的领域。
  5. 切勿照本宣科，将框架当作指引而非脚本。
  6. 先建立信任再问尖锐问题，从简单话题入手，建立信任后再询问关于弱点和担忧的问题。
开场白：
“用你自己的话介绍一下公司——你们在打造什么，它的价值是什么？”
随后引导对话自然覆盖7个维度。

The 7 Interview Dimensions

7个访谈维度

Dimension 1: Company Identity

维度1：公司定位

What to capture: What they do, who it is for, the real founding "why," one-sentence pitch, non-negotiable values.
Key probes:
  • "If you had to explain this to your grandmother in one sentence, what would you say?"
  • "What is a value you would fire someone over violating?"
  • "What do you refuse to compromise on, even if it costs you?"
Red flags:
  • Values that sound like marketing copy ("we empower synergies")
  • Cannot articulate the founding "why" beyond "I saw a market opportunity"
  • Mission statement that could apply to any company in the industry
需要捕获的信息： 业务内容、目标客户、真实的创立初衷、一句话宣传语、不可妥协的核心价值观。
关键提问：
  • “如果必须用一句话向你的祖母解释你们的业务，你会怎么说？”
  • “哪条价值观是你们绝对不会妥协的，哪怕因此付出代价？”
  • “哪些事情是你们无论如何都不会去做的？”
警示信号：
  • 价值观听起来像营销话术（如“我们赋能协同”）
  • 无法清晰阐述创立初衷，只说“我看到了市场机会”
  • 使命陈述适用于行业内任何公司

Dimension 2: Stage & Scale

维度2：发展阶段与规模

What to capture: Headcount (FT vs contractors), revenue range, runway, stage label, what broke in the last 90 days.
Key probes:
  • "If you had to label your stage -- still finding PMF, scaling what works, or optimizing -- which is it?"
  • "What broke in the last 90 days that you did not expect?"
  • "What is the one metric you check every morning?"
Stage Definitions:
StageSignalTypical Challenges
Pre-PMF<$500K ARR, pivoting, searchingFinding the right customer/problem/solution fit
Early PMF$500K-$2M ARR, repeatable salesHiring, process, not breaking what works
Scaling$2M-$10M ARR, growth machine buildingMiddle management, culture preservation, unit economics
Optimizing$10M+ ARR, efficiency focusInnovation stagnation, org complexity, market defense
需要捕获的信息： 员工数量（全职 vs 外包）、收入区间、现金流储备、阶段标签、过去90天内出现的重大问题。
关键提问：
  • “如果给你们的阶段贴个标签——仍在寻找PMF、规模化验证可行模式，还是优化运营——你们属于哪一类？”
  • “过去90天内，有没有出现过超出预期的问题？”
  • “你每天早上第一件事会查看哪个指标？”
阶段定义：
阶段特征典型挑战
Pre-PMFARR <50万美元，正在转型、探索寻找合适的客户/问题/解决方案契合点
Early PMFARR 50万-200万美元，销售模式可复制招聘、流程搭建，避免破坏已验证的模式
ScalingARR 200万-1000万美元，搭建增长引擎中层管理、文化保留、单位经济效益
OptimizingARR >1000万美元，聚焦效率创新停滞、组织复杂性、市场防御

Dimension 3: Founder Profile

维度3：创始人画像

What to capture: Self-identified superpower, acknowledged blind spots, archetype, what actually keeps them up at night.
Key probes:
  • "What would your co-founder (or closest advisor) say you should stop doing?"
  • "When things go wrong, what is your instinctive first reaction?"
  • "What part of running this company do you secretly dislike?"
Founder Archetypes:
ArchetypeStrengthBlind SpotAdvisory Focus
ProductDeep user empathy, product visionSales, go-to-market, delegationRevenue strategy, hiring
TechnicalEngineering excellence, technical moatsBusiness model, communicationGTM, storytelling, team
SalesRevenue generation, relationshipsProduct depth, technical debtProduct strategy, engineering
OperatorExecution, processes, efficiencyVision, innovation, risk-takingStrategy, long-term planning
Red flags:
  • No acknowledged blind spots
  • Weakness framed as strength ("I'm too much of a perfectionist")
  • Co-founder dynamics described as "fine" with no specifics
需要捕获的信息： 自我认知的核心优势、认可的盲区、创始人类型、当前真正担忧的问题。
关键提问：
  • “你的联合创始人（或最信任的顾问）会说你应该停止做哪件事？”
  • “当出现问题时，你的第一反应是什么？”
  • “运营公司的过程中，你私下最不喜欢哪部分工作？”
创始人类型：
类型优势盲区咨询重点
产品型深刻的用户同理心、产品愿景销售、市场推广、授权管理营收策略、招聘
技术型工程卓越性、技术壁垒商业模式、沟通能力市场推广、故事塑造、团队管理
销售型营收增长、人脉资源产品深度、技术债务产品策略、工程管理
运营型执行力、流程搭建、效率优化愿景、创新、风险承担战略规划、长期布局
警示信号：
  • 不承认自己有任何盲区
  • 将弱点伪装成优势（如“我太追求完美了”）
  • 描述联合创始人关系时只说“挺好的”，没有具体细节

Dimension 4: Team & Culture

维度4：团队与文化

What to capture: Team described in 3 words, last real conflict and how it was resolved, which values are real vs aspirational, strongest and weakest leader.
Key probes:
  • "Which of your stated values is most real? Which is a poster on the wall?"
  • "Tell me about the last real disagreement in the leadership team."
  • "Who is the one person you cannot afford to lose, and why?"
Red flags:
  • "We have no conflict" -- every healthy team has conflict
  • Cannot name a weak leader -- either lying or not paying attention
  • Culture described only in positive terms with no self-awareness
需要捕获的信息： 用3个词描述团队、上一次重大冲突及解决方式、真正落地的价值观 vs aspirational价值观、最强和最弱的领导者。
关键提问：
  • “你们公开宣称的价值观中，哪一条是真正落地的？哪一条还只是墙上的标语？”
  • “告诉我最近一次领导团队内部的真正分歧。”
  • “谁是你们绝对不能失去的人，为什么？”
警示信号：
  • “我们团队没有任何冲突”——健康的团队必然存在冲突
  • 无法指出团队中的薄弱领导者——要么在撒谎，要么不够关注团队
  • 只从正面描述文化，缺乏自我认知

Dimension 5: Market & Competition

维度5：市场与竞争

What to capture: Who is winning and why (honest version), real unfair advantage, the competitive move that could hurt them.
Key probes:
  • "What is your real unfair advantage -- not the investor pitch version?"
  • "If your best competitor had unlimited funding, what would they do that scares you?"
  • "What do your competitors do better than you? Be honest."
Red flags:
  • "We have no real competition" -- you always have competition, even if it is the status quo
  • Unfair advantage is a feature that can be copied in 6 months
  • No awareness of competitor strategy
需要捕获的信息： 谁在市场上领先及原因（真实版本）、真正的不公平优势、可能对公司造成重大打击的竞争对手动作。
关键提问：
  • “你们真正的不公平优势是什么——不是给投资人的版本？”
  • “如果你们最强的竞争对手获得无限资金，他们会做什么让你们感到担忧？”
  • “竞争对手哪些方面做得比你们好？请说实话。”
警示信号：
  • “我们没有真正的竞争对手”——任何公司都有竞争对手，哪怕是现状
  • 不公平优势是6个月内就能被复制的功能
  • 对竞争对手的战略毫无察觉

Dimension 6: Current Challenges

维度6：当前挑战

What to capture: Priority stack-rank across product/growth/people/money/operations, the decision they have been avoiding, the "one extra day" answer.
Key probes:
  • "If you had one extra day per week, what would you spend it on?" (Reveals true priority)
  • "What is the decision you have been putting off for weeks?"
  • "Rank these: product, growth, people, money, operations. What is number 1 right now?"
The "avoided decision" is often the most valuable insight. Common avoided decisions:
  • Firing an underperformer who is well-liked
  • Pivoting away from a product that is not working
  • Having an honest conversation with a co-founder
  • Raising prices
  • Cutting a feature or initiative
需要捕获的信息： 产品/增长/人才/资金/运营的优先级排序、一直回避的决策、“多一天时间”的答案。
关键提问：
  • “如果每周多给你一天时间，你会用来做什么？”（能揭示真实优先级）
  • “你已经推迟了几周的决策是什么？”
  • “给这些排序：产品、增长、人才、资金、运营。当前的第一优先级是什么？”
“被回避的决策”往往是最有价值的洞察。 常见的被回避决策：
  • 解雇表现不佳但受欢迎的员工
  • 放弃表现不佳的产品
  • 与联合创始人进行坦诚对话
  • 涨价
  • 砍掉某个功能或项目

Dimension 7: Goals & Ambition

维度7：目标与愿景

What to capture: 12-month target (specific and measurable), 36-month target (directional), exit vs build-forever orientation, personal success definition.
Key probes:
  • "What does 12 months from now look like if everything goes right?"
  • "What does success look like for you personally -- separate from the company?"
  • "Are you building to sell, building forever, or haven't decided?"
Red flags:
  • 12-month target that is vague ("grow a lot")
  • Personal and company goals completely disconnected
  • Exit orientation that conflicts with stated mission
需要捕获的信息： 12个月的具体可衡量目标、36个月的方向性目标、出售公司 vs 长期经营的倾向、个人成功的定义。
关键提问：
  • “如果一切顺利，12个月后公司会是什么样子？”
  • “对你个人而言，成功是什么——与公司目标无关的定义？”
  • “你们是打算打造可出售的公司，还是长期经营，或者还没决定？”
警示信号：
  • 12个月目标模糊（如“大幅增长”）
  • 个人目标与公司目标完全脱节
  • 出售公司的倾向与公开的使命冲突

Context Output Structure

上下文输出结构

After the interview, generate the context file at 
~/.claude/company-context.md
:
markdown
undefined
访谈结束后，在
~/.claude/company-context.md
路径下生成上下文文件：
markdown
undefined

Company Context

Company Context

Last updated: [Date] Freshness: Fresh (< 90 days) Completeness: [X/7 dimensions captured] Interviewed: [Founder name and role]
Last updated: [Date] Freshness: Fresh (< 90 days) Completeness: [X/7 dimensions captured] Interviewed: [Founder name and role]

1. Company Identity

1. Company Identity

What we do: [One sentence] Who it's for: [Target customer] Why it matters: [Founding motivation -- the real version] One-line pitch: [Elevator pitch] Non-negotiable values: [Values they would fire over]
What we do: [One sentence] Who it's for: [Target customer] Why it matters: [Founding motivation -- the real version] One-line pitch: [Elevator pitch] Non-negotiable values: [Values they would fire over]

2. Stage & Scale

2. Stage & Scale

Stage: [Pre-PMF / Early PMF / Scaling / Optimizing] Headcount: [X FT + Y contractors] Revenue: [$X ARR / MRR] Runway: [X months at current burn] Morning metric: [What they check first] Recent break: [What broke in last 90 days]
Stage: [Pre-PMF / Early PMF / Scaling / Optimizing] Headcount: [X FT + Y contractors] Revenue: [$X ARR / MRR] Runway: [X months at current burn] Morning metric: [What they check first] Recent break: [What broke in last 90 days]

3. Founder Profile

3. Founder Profile

Archetype: [Product / Technical / Sales / Operator] Superpower: [Self-identified strength] Blind spot: [Acknowledged weakness] Up-at-night: [Current anxiety] Co-founder dynamic: [Healthy / Strained / Solo]
Archetype: [Product / Technical / Sales / Operator] Superpower: [Self-identified strength] Blind spot: [Acknowledged weakness] Up-at-night: [Current anxiety] Co-founder dynamic: [Healthy / Strained / Solo]

4. Team & Culture

4. Team & Culture

Team in 3 words: [Their words] Real values: [Values that are actually lived] Aspirational values: [Values that are work-in-progress] Key person risk: [Who they cannot lose] Weakest link: [Leadership gap] Last conflict: [What happened and how resolved]
Team in 3 words: [Their words] Real values: [Values that are actually lived] Aspirational values: [Values that are work-in-progress] Key person risk: [Who they cannot lose] Weakest link: [Leadership gap] Last conflict: [What happened and how resolved]

5. Market & Competition

5. Market & Competition

Winning competitor: [Who and why] Real unfair advantage: [Not the investor version] Kill-shot risk: [Competitive move that could hurt them] Market position: [Leader / Challenger / Niche / Emerging]
Winning competitor: [Who and why] Real unfair advantage: [Not the investor version] Kill-shot risk: [Competitive move that could hurt them] Market position: [Leader / Challenger / Niche / Emerging]

6. Current Challenges

6. Current Challenges

Priority #1: [Top challenge area] Priority stack: [Rank of product/growth/people/money/ops] Avoided decision: [What they have been putting off] One-extra-day: [What they would spend time on]
Priority #1: [Top challenge area] Priority stack: [Rank of product/growth/people/money/ops] Avoided decision: [What they have been putting off] One-extra-day: [What they would spend time on]

7. Goals & Ambition

7. Goals & Ambition

12-month target: [Specific, measurable] 36-month target: [Directional] Orientation: [Build to sell / Build forever / Undecided] Personal success: [What success means for the founder personally]
12-month target: [Specific, measurable] 36-month target: [Directional] Orientation: [Build to sell / Build forever / Undecided] Personal success: [What success means for the founder personally]

Notes

Notes

[Observations, inferred patterns, things to watch] [CONTEXT UPDATE entries from subsequent sessions]

**Rules:**
- Write `[not captured]` for unknowns -- never leave blank
- Use their actual words when possible, not corporate paraphrasing
- Note confidence level for inferred information
- Never silently modify -- always confirm before updating

---
[Observations, inferred patterns, things to watch] [CONTEXT UPDATE entries from subsequent sessions]

**规则：**
- 未知内容填写`[not captured]`，切勿留白
- 尽可能使用受访者的原话，不要用企业化措辞改写
- 标注推断信息的置信度
- 切勿擅自修改，更新前务必确认

---

Context Quality Scoring

上下文质量评分

Completeness Score

完整性评分

Dimensions CapturedScoreLabel
7/7100%Complete
5-6/770-85%Good (identify gaps)
3-4/740-55%Partial (schedule follow-up)
1-2/715-25%Minimal (re-interview needed)
已捕获维度数量得分标签
7/7100%完整
5-6/770-85%良好（需识别缺口）
3-4/740-55%部分（需安排后续访谈）
1-2/715-25%极少（需重新访谈）

Freshness Score

新鲜度评分

AgeScoreLabelAction
< 30 daysFreshHigh confidenceUse directly
30-90 daysAgingMedium confidenceUse, flag what may have changed
90-180 daysStaleLow confidencePrompt for /cs:update
> 180 daysExpiredVery low confidenceRe-interview recommended
时长得分标签行动建议
<30天新鲜高置信度直接使用
30-90天老化中置信度可使用，但标注可能已变化的内容
90-180天陈旧低置信度触发
/cs:update
更新
>180天过期极低置信度建议重新访谈

Quality Signals

质量信号

SignalConfidence Impact
Full interview completed+High
Update done within 90 days+Medium
Key fields populated with specifics+High
Fields contain vague/generic answers-Medium
Financial fields missing-High (for CFO/CEO skills)
"Not captured" in 3+ fields-High
信号对置信度的影响
完成完整访谈+高
90天内完成更新+中
关键字段填充具体内容+高
字段内容模糊、通用-中
财务字段缺失-高（对CFO/CEO技能而言）
3个及以上字段为
Not captured
-高

Quarterly Refresh Protocol (
/cs:update
)

季度更新机制（
/cs:update
）

Trigger: Every 90 days or after a major event (fundraise, reorg, pivot, key hire/departure).
Opening: "It has been [X time] since we captured your company context. Let's do a quick refresh. What has changed?"
Walk each dimension with a single "what changed?" question:
DimensionRefresh Question
Identity"Still the same mission, or has it shifted?"
Stage & Scale"Team size, revenue, and runway now?"
Founder"Has your role changed? What is stretching you?"
Team"Any leadership changes? New key players?"
Market"Any competitive surprises? Market shifts?"
Challenges"What is the #1 problem now vs 90 days ago?"
Goals"Still on track for the 12-month target?"
After refresh:
  • Update relevant sections in context file
  • Update 
    Last updated
    timestamp
  • Reset freshness to 
    Fresh
  • Note what changed in the Notes section
触发时机： 每90天或在重大事件后（融资、重组、转型、关键人员入职/离职）。
开场白： “距离我们上次捕获公司上下文已经过去[X]时间了，我们快速更新一下吧。有哪些变化？”
针对每个维度只需问一个“有什么变化？”的问题：
维度更新提问
定位“使命愿景还是和之前一样，还是有变化？”
发展阶段与规模“当前的团队规模、收入和现金流储备情况如何？”
创始人“你的角色有没有变化？当前最具挑战的是什么？”
团队“有没有领导层变动？有没有新的关键成员加入？”
市场“有没有竞争对手带来的意外？市场有没有发生变化？”
挑战“当前的首要问题和90天前相比有什么不同？”
目标“12个月的目标进度如何？”
更新完成后：
  • 更新上下文文件中的相关部分
  • 更新
    Last updated
    时间戳
  • 将新鲜度重置为
    Fresh
  • 在Notes部分记录变化内容

Context Enrichment During Sessions

会话过程中的上下文补充

During advisory conversations, new information surfaces. Capture it without disrupting flow.
Triggers for enrichment:
  • New metric or number shared
  • Key person mentioned for the first time
  • Priority shift expressed
  • New constraint or risk surfaces
  • Timeline or deadline revealed
Protocol:
  1. Note internally during conversation
  2. At session end: "I picked up a few things that would be useful to add to your context. Want me to update the file?"
  3. If yes: append to relevant section, update timestamp
  4. If no: respect the decision
Never silently modify the context file. Always confirm before changes.
在咨询对话过程中，会浮现新的信息。在不打断对话流程的前提下捕获这些信息。
触发补充的场景：
  • 分享了新的指标或数据
  • 首次提及关键人员
  • 表达了优先级变化
  • 浮现了新的约束或风险
  • 透露了时间节点或截止日期
流程：
  1. 对话过程中在内部记录信息
  2. 会话结束时：“我注意到一些可以补充到上下文文件中的信息，需要我更新文件吗？”
  3. 如果同意：补充到对应章节，更新时间戳
  4. 如果不同意：尊重对方决定
切勿擅自修改上下文文件，更新前务必确认。

Privacy Rules

隐私规则

Never Send Externally

严禁对外共享

  • Specific revenue or burn rate figures
  • Customer names (unless publicly known)
  • Employee names (unless publicly known)
  • Investor names (unless publicly announced)
  • Specific runway months
  • Watch list contents
  • Avoided decisions
  • 具体收入或烧钱率数据
  • 客户名称（除非是公开已知的）
  • 员工名称（除非是公开已知的）
  • 投资人名称（除非已公开宣布）
  • 具体现金流储备时长
  • 观察清单内容
  • 被回避的决策

Safe to Use Externally (Anonymized)

可匿名对外使用

  • Stage label (seed, Series A, etc.)
  • Team size ranges (1-10, 10-50, 50-200+)
  • Industry vertical
  • Challenge category (not specifics)
  • Market position descriptor
  • 阶段标签（种子轮、A轮等）
  • 团队规模范围（1-10人、10-50人、50-200+人）
  • 行业垂直领域
  • 挑战类别（不涉及具体细节）
  • 市场定位描述

Before Any External API Call

调用外部API前

  • Numbers become ranges or stage-relative descriptors
  • Names become roles ("the CTO" not "Sarah")
  • Revenue becomes stage labels ("early revenue" not "$800K ARR")
  • Customers become "Customer A, B, C"
  • 将具体数值转换为范围或阶段相关描述
  • 将名称替换为职位（如“CTO”而非“Sarah”）
  • 将收入转换为阶段标签（如“早期收入”而非“80万美元ARR”）
  • 将客户命名为“客户A、B、C”

Missing Context Handling

缺失上下文的处理

Handle gracefully -- never block the conversation.
MissingApproach
Stage"Just to calibrate -- are you still finding PMF or scaling what works?"
FinancialsUse stage + team size to infer. Note the inference.
Founder profileInfer from conversation style. Mark as inferred.
Multiple foundersContext reflects interviewee. Note co-founder perspective may differ.
Recent context"It's been a while since your last update. Should I assume things are roughly the same, or has something big changed?"
灵活处理，切勿中断对话。
缺失内容处理方式
发展阶段“为了更精准地适配——你们仍在寻找PMF，还是已经在规模化验证可行的模式？”
财务信息根据发展阶段和团队规模进行推断，并标注为推断内容
创始人画像根据对话风格进行推断，并标注为推断内容
多位创始人上下文反映受访者的视角，标注联合创始人的视角可能不同
近期上下文“距离上次更新已经有一段时间了。我可以假设情况大致不变，还是有重大变化？”

Integration with C-Suite Skills

与高管层技能的集成

The context file is loaded by every C-level advisory skill:
SkillUses Context For
ceo-advisorStrategic recommendations calibrated to stage and challenges
cfo-advisorFinancial guidance calibrated to runway and revenue
cto-advisorTechnical strategy calibrated to team and architecture
coo-advisorOperations advice calibrated to scale and processes
cmo-advisorMarketing strategy calibrated to stage and market position
internal-narrativeNarrative construction based on company truth
scenario-war-roomRisk variables calibrated to actual threats
上下文文件会被所有高管层咨询技能加载使用：
技能上下文用途
ceo-advisor根据发展阶段和挑战调整战略建议
cfo-advisor根据现金流储备和收入调整财务指导
cto-advisor根据团队和架构调整技术战略
coo-advisor根据规模和流程调整运营建议
cmo-advisor根据发展阶段和市场定位调整营销策略
internal-narrative基于公司真实情况构建叙事
scenario-war-room根据实际威胁调整风险变量

Related Skills

相关技能

SkillUse When
ceo-advisorUsing context for strategic decisions
internal-narrativeBuilding narratives from the captured context
scenario-war-roomModeling risks based on company context
context-engineTechnical implementation of context management for AI agents
技能使用场景
ceo-advisor利用上下文制定战略决策时
internal-narrative基于捕获的上下文构建叙事时
scenario-war-room基于公司上下文模拟风险时
context-engine为AI Agent实现上下文管理的技术方案时