executive-mentor

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Executive Mentor

高管导师

Not another advisor. An adversarial thinking partner. Finds the holes before your competitors, board, or customers do. Every plan has fatal assumptions -- the question is whether you find them now or in a post-mortem later.

不是普通的顾问，而是你的对抗性思维伙伴，会在你的竞争对手、董事会或客户发现问题前先找到漏洞。每份计划都存在致命假设，区别只在于你是现在就发现它们，还是等到事后复盘时才追悔莫及。

Keywords

关键词

executive mentor, pre-mortem, board prep, hard decisions, stress test, postmortem, plan challenge, devil's advocate, founder coaching, adversarial thinking, crisis, pivot, layoffs, co-founder conflict, blind spots, decision quality, assumption testing, scenario planning

高管导师、事前复盘、董事会筹备、艰难决策、压力测试、事后复盘、方案挑战、唱反调、创始人辅导、对抗性思维、危机、转型、裁员、联合创始人冲突、盲点、决策质量、假设测试、场景规划

The Difference

核心差异

Other C-suite skills build plans. Executive Mentor breaks them.

Other Skills	Executive Mentor
"Here's the strategy"	"Your strategy has three fatal assumptions"
"Here's the financial model"	"What happens when this assumption is wrong by 40%?"
"Here's the hiring plan"	"You can't afford this if revenue misses by one quarter"
"Here's the roadmap"	"Your biggest competitor ships this feature in 60 days. Then what?"

其他高管层技能是用来搭建计划的，而高管导师是用来拆穿计划问题的。

其他技能输出	高管导师输出
"这是我们的战略"	"你的战略存在3个致命假设"
"这是我们的财务模型"	"如果这个假设偏差了40%会发生什么？"
"这是我们的招聘计划"	"如果营收差了一个季度的目标你就付不起这些成本"
"这是我们的产品路线图"	"你最大的竞争对手60天内就会上线这个功能，之后你怎么办？"

Framework 1: Pre-Mortem Analysis

框架1：事前复盘（Pre-Mortem）分析

Process

流程

Step 1: STATE THE PLAN
  Describe the plan as if it succeeded perfectly.

Step 2: ASSUME FAILURE
  "It's 12 months from now. This plan failed completely. Why?"

Step 3: IDENTIFY FAILURE MODES
  List every way the plan could fail. Minimum 5 failure modes.
  Rate each: Probability (1-5) x Impact (1-5) = Severity (1-25)

Step 4: FIND THE KILLERS
  Focus on severity > 15. These are the ones that will actually kill you.

Step 5: BUILD HEDGES
  For each killer: What's the earliest warning signal?
  What's the cheapest hedge that reduces severity by 50%?

Step 6: SET TRIPWIRES
  Define specific conditions that trigger plan modification.
  "If [metric] drops below [threshold] by [date], we [action]."

Step 1: STATE THE PLAN
  Describe the plan as if it succeeded perfectly.

Step 2: ASSUME FAILURE
  "It's 12 months from now. This plan failed completely. Why?"

Step 3: IDENTIFY FAILURE MODES
  List every way the plan could fail. Minimum 5 failure modes.
  Rate each: Probability (1-5) x Impact (1-5) = Severity (1-25)

Step 4: FIND THE KILLERS
  Focus on severity > 15. These are the ones that will actually kill you.

Step 5: BUILD HEDGES
  For each killer: What's the earliest warning signal?
  What's the cheapest hedge that reduces severity by 50%?

Step 6: SET TRIPWIRES
  Define specific conditions that trigger plan modification.
  "If [metric] drops below [threshold] by [date], we [action]."

Pre-Mortem Output Template

事前复盘输出模板

Failure Mode	Probability (1-5)	Impact (1-5)	Severity	Earliest Warning	Hedge	Tripwire
Key hire doesn't work out	3	4	12	60-day performance review	Start backup pipeline now	If not performing at 60 days, activate backup
Market shifts faster than expected	2	5	10	Competitor announces similar product	Build modular architecture, pivot-ready	If competitor launches in 90 days, convene board
Revenue misses by > 20%	3	5	15	Pipeline coverage drops below 2x	Cut discretionary spend plan ready	If Q1 misses by > 15%, execute cost reduction

失败模式	发生概率 (1-5)	影响程度 (1-5)	风险严重程度	最早预警信号	风险对冲措施	触发条件
核心招聘人员不符合预期	3	4	12	60天绩效复盘	现在就启动备选招聘 pipeline	如果60天未达绩效要求，启动备选方案
市场变化速度快于预期	2	5	10	竞争对手发布同类产品	搭建模块化架构，做好转型准备	如果竞争对手90天内上线同类产品，召开董事会
营收缺口超过20%	3	5	15	销售 pipeline 覆盖率低于2倍	提前制定非必要支出削减方案	如果Q1缺口超过15%，执行成本削减计划

Framework 2: Board Preparation

框架2：董事会筹备

The 48-Hour Board Prep Protocol

48小时董事会筹备流程

T-48 hours: INFORMATION GATHERING
  - Pull all metrics the board tracks
  - Identify every number that missed target
  - List every hard question they could ask
  - Review previous board meeting action items

T-24 hours: NARRATIVE CONSTRUCTION
  - Build the story: where we said we'd be, where we are, why, what next
  - Prepare the bad news delivery (Framework: State, Own, Understand, Fix)
  - Practice the three hardest questions out loud
  - Prepare specific asks (not "any help appreciated")

T-2 hours: FINAL PREP
  - Review deck one more time
  - Ensure every metric has a target and status
  - Confirm every variance has a one-sentence explanation
  - Know your three key messages cold

During: EXECUTION
  - Lead with the most important thing (slide 3, not slide 30)
  - Deliver bad news early, with ownership and a plan
  - End with specific, actionable asks

T-48 hours: INFORMATION GATHERING
  - Pull all metrics the board tracks
  - Identify every number that missed target
  - List every hard question they could ask
  - Review previous board meeting action items

T-24 hours: NARRATIVE CONSTRUCTION
  - Build the story: where we said we'd be, where we are, why, what next
  - Prepare the bad news delivery (Framework: State, Own, Understand, Fix)
  - Practice the three hardest questions out loud
  - Prepare specific asks (not "any help appreciated")

T-2 hours: FINAL PREP
  - Review deck one more time
  - Ensure every metric has a target and status
  - Confirm every variance has a one-sentence explanation
  - Know your three key messages cold

During: EXECUTION
  - Lead with the most important thing (slide 3, not slide 30)
  - Deliver bad news early, with ownership and a plan
  - End with specific, actionable asks

The 10 Hardest Board Questions

10个最难回答的董事会问题

Prepare answers for these regardless of your agenda:

Question	What They Really Want to Know
"Walk me through the miss"	Can you diagnose problems honestly?
"What's the path to profitability?"	Do you have unit economics discipline?
"Who's your biggest competitive threat?"	Are you aware and strategic, or dismissive?
"What keeps you up at night?"	Are you honest about risks, or selling?
"If you had to cut 30% of the team, who stays?"	Do you know who's critical?
"Why should we put more money in?"	Is the risk/reward still compelling?
"What would you do differently?"	Can you learn and adapt?
"Show me the cohort data"	Is retention real or is growth masking churn?
"What's your biggest hiring mistake?"	Are you self-aware and decisive?
"When will you need more capital?"	Do you understand your cash position?

无论你的议程是什么，都要提前准备好这些问题的答案：

问题	他们真正想知道的信息
"跟我说说这次目标没达成的原因"	你能坦诚地诊断问题吗？
"盈利路径是什么样的？"	你对单位经济学有把控力吗？
"你最大的竞争威胁是谁？"	你是有战略认知的，还是盲目自大的？
"什么事会让你夜不能寐？"	你是会坦诚面对风险，还是只会画饼？
"如果你必须裁掉30%的团队，你会留下哪些人？"	你清楚哪些人是核心成员吗？
"我们为什么要给你投更多钱？"	现在的风险收益比还有吸引力吗？
"如果重来一次你会做什么不同的选择？"	你有学习和适应能力吗？
"给我看看用户 cohort 数据"	留存是真实的，还是增长掩盖了 churn？
"你犯过的最大的招聘错误是什么？"	你有自我认知和决断力吗？
"你什么时候需要更多资金？"	你清楚自己的现金流状况吗？

Board Dynamics Matrix

董事会成员应对矩阵

Board Member Type	Behavior	How to Handle
The Operator	Digs into execution details	Have the numbers ready, respect their experience
The Financier	Everything is an IRR calculation	Lead with unit economics and capital efficiency
The Strategist	Wants to see the big picture	Connect tactics to strategy, show the vision
The Skeptic	Questions everything, plays devil's advocate	Welcome the challenge, don't get defensive
The Passive	Agrees with everything, adds little	Assign specific topics, ask direct questions

董事会成员类型	行为特征	应对方式
实操型	深挖执行细节	提前准备好所有数据，尊重他们的经验
财务型	所有决策都围绕IRR计算	先讲单位经济学和资本效率
战略型	想看全局规划	把战术和战略关联起来，展示愿景
质疑型	质疑所有内容，唱反调	欢迎挑战，不要有防御心态
被动型	同意所有内容，几乎没有贡献	分配特定讨论话题，直接提问

Framework 3: Hard Call Decision Framework

框架3：艰难决策框架

For decisions with no good options -- only less bad ones.

适用于没有好选项，只能选相对不那么差的选项的决策场景。

The Hard Call Protocol

艰难决策流程

Step 1: REVERSIBILITY TEST
  [Is this decision reversible within 90 days?]
  |
  +-- YES --> Make it faster. Speed > perfection for reversible decisions.
  +-- NO  --> Proceed through full framework.

Step 2: 10/10/10 ANALYSIS
  - How will you feel about this in 10 minutes?
  - How will you feel in 10 months?
  - How will you feel in 10 years?

Step 3: STAKEHOLDER IMPACT MAP
  For each stakeholder group:
  | Stakeholder | Impact | Severity | Can You Mitigate? |
  | Team        | [desc] | [H/M/L]  | [Yes/No/Partially] |
  | Customers   | [desc] | [H/M/L]  | [Yes/No/Partially] |
  | Investors   | [desc] | [H/M/L]  | [Yes/No/Partially] |
  | Partners    | [desc] | [H/M/L]  | [Yes/No/Partially] |

Step 4: OPTION MATRIX
  | Option | Upside | Downside | Reversibility | Speed | Regret Risk |
  | A      |        |          |               |       |             |
  | B      |        |          |               |       |             |
  | C (do nothing) | | |                      |       |             |

Step 5: DECIDE AND COMMUNICATE
  - Make the call
  - Communicate to affected stakeholders within 24 hours
  - Own the decision fully -- no "I was advised to"

Step 1: REVERSIBILITY TEST
  [Is this decision reversible within 90 days?]
  |
  +-- YES --> Make it faster. Speed > perfection for reversible decisions.
  +-- NO  --> Proceed through full framework.

Step 2: 10/10/10 ANALYSIS
  - How will you feel about this in 10 minutes?
  - How will you feel in 10 months?
  - How will you feel in 10 years?

Step 3: STAKEHOLDER IMPACT MAP
  For each stakeholder group:
  | Stakeholder | Impact | Severity | Can You Mitigate? |
  | Team        | [desc] | [H/M/L]  | [Yes/No/Partially] |
  | Customers   | [desc] | [H/M/L]  | [Yes/No/Partially] |
  | Investors   | [desc] | [H/M/L]  | [Yes/No/Partially] |
  | Partners    | [desc] | [H/M/L]  | [Yes/No/Partially] |

Step 4: OPTION MATRIX
  | Option | Upside | Downside | Reversibility | Speed | Regret Risk |
  | A      |        |          |               |       |             |
  | B      |        |          |               |       |             |
  | C (do nothing) | | |                      |       |             |

Step 5: DECIDE AND COMMUNICATE
  - Make the call
  - Communicate to affected stakeholders within 24 hours
  - Own the decision fully -- no "I was advised to"

Common Hard Calls

常见艰难决策场景

Decision	Key Consideration	Common Mistake
Layoffs	Cut deep enough once; don't do rolling layoffs	Cutting too shallow, needing a second round
Firing a co-founder	Delay costs more than the pain of acting	Waiting until the relationship is destroyed
Killing a product	Sunk cost is irrelevant; opportunity cost is everything	Keeping it alive because "we've invested so much"
Pivoting	Pivot from data, not desperation	Pivoting without understanding why current thing failed
Turning down funding	Wrong money at the wrong terms is worse than no money	Taking bad terms because "we need the runway"
Saying no to a big customer	One customer's needs vs. product vision	Building custom features that derail the roadmap

决策场景	核心考虑因素	常见错误
裁员	一次性裁足够多，不要滚动裁员	裁员力度不够，需要进行第二轮裁员
解雇联合创始人	拖延的代价比行动的痛苦更高	一直等到关系彻底破裂才行动
砍掉某款产品	沉没成本无关紧要，机会成本才是核心	因为“我们已经投入了这么多”而保留产品
业务转型	基于数据转型，不是因为走投无路才转型	没搞清楚当前业务失败的原因就盲目转型
拒绝融资	条款不好的钱比没钱更糟糕	因为“我们需要现金流”就接受不好的条款
拒绝大客户	单个客户的需求vs产品愿景	开发定制功能打乱产品路线图

Framework 4: Stress Test Protocol

框架4：压力测试流程

Assumption Stress Testing

假设压力测试

Step 1: IDENTIFY THE ASSUMPTION
  State it explicitly: "We assume [X]"

Step 2: FIND COUNTER-EVIDENCE
  What data or scenarios would make this assumption false?
  - Historical precedent
  - Competitor actions
  - Market shifts
  - Customer behavior changes
  - Regulatory changes

Step 3: MODEL THE DOWNSIDE
  If this assumption is wrong by 20%, what happens?
  By 40%? By 60%?
  At what point does the plan break?

Step 4: PROPOSE THE HEDGE
  What's the cheapest action that protects against this assumption being wrong?

Step 5: SET THE MONITORING
  What metric tells us earliest if this assumption is weakening?

Step 1: IDENTIFY THE ASSUMPTION
  State it explicitly: "We assume [X]"

Step 2: FIND COUNTER-EVIDENCE
  What data or scenarios would make this assumption false?
  - Historical precedent
  - Competitor actions
  - Market shifts
  - Customer behavior changes
  - Regulatory changes

Step 3: MODEL THE DOWNSIDE
  If this assumption is wrong by 20%, what happens?
  By 40%? By 60%?
  At what point does the plan break?

Step 4: PROPOSE THE HEDGE
  What's the cheapest action that protects against this assumption being wrong?

Step 5: SET THE MONITORING
  What metric tells us earliest if this assumption is weakening?

Common Assumptions to Challenge

常见需要挑战的假设

Assumption	Challenge	Hedge
"Revenue will grow 2x YoY"	What if it grows 1.3x?	Plan expenses for 1.5x, invest for 2x
"$5B TAM"	Is that serviceable? What's your SAM?	Focus on SAM, not TAM
"3-year moat"	What if someone well-funded enters in 12 months?	Build switching costs, not just features
"We'll hire 20 engineers this year"	What if time-to-fill is 90 days, not 45?	Start recruiting pipeline now, consider contractors
"Churn will stay at 5%"	What if a competitor offers a cheaper alternative?	Invest in stickiness, not just acquisition

假设	挑战点	对冲措施
"营收会同比增长2倍"	如果只增长1.3倍怎么办？	按照1.5倍增长规划支出，按照2倍增长做投入
"总潜在市场规模（TAM）有50亿美元"	这个规模是可触达的吗？你的可服务可触达市场（SAM）是多少？	聚焦SAM，不要只看TAM
"我们有3年的护城河"	如果12个月内有资金雄厚的玩家入场怎么办？	搭建用户转换成本，而不只是堆功能
"我们今年会招20个工程师"	如果招聘周期是90天而不是45天怎么办？	现在就启动招聘 pipeline，考虑雇佣外包人员
" churn 会维持在5%"	如果竞争对手推出更便宜的产品怎么办？	投入提升产品粘性，而不只是投入获客

Framework 5: Post-Mortem Protocol

框架5：事后复盘流程

Blameless Post-Mortem Structure

无责事后复盘结构

POST-MORTEM: [Event Name]
Date of Event: [YYYY-MM-DD]
Date of Review: [YYYY-MM-DD]
Facilitator: [Name]
Participants: [Names]

TIMELINE
  [Chronological sequence of events, facts only]

IMPACT
  - Customer impact: [description, magnitude]
  - Revenue impact: [$ amount]
  - Team impact: [description]
  - Reputation impact: [description]

5 WHYS ANALYSIS
  1. Why did [event] happen?
     Because [cause 1].
  2. Why did [cause 1] happen?
     Because [cause 2].
  3. Why did [cause 2] happen?
     Because [cause 3].
  4. Why did [cause 3] happen?
     Because [cause 4].
  5. Why did [cause 4] happen?
     Because [root cause].

ROOT CAUSE: [One sentence]

CONTRIBUTING FACTORS (not root cause, but made it worse):
  - [Factor 1]
  - [Factor 2]

WHAT WENT WELL (always include this):
  - [Thing 1]
  - [Thing 2]

CHANGES REQUIRED
  | Change | Owner | Deadline | Verification Method |
  |--------|-------|----------|-------------------|
  | [Change 1] | [Name] | [Date] | [How we verify it's done] |
  | [Change 2] | [Name] | [Date] | [How we verify it's done] |

FOLLOW-UP REVIEW: [Date to check all changes are implemented]

POST-MORTEM: [Event Name]
Date of Event: [YYYY-MM-DD]
Date of Review: [YYYY-MM-DD]
Facilitator: [Name]
Participants: [Names]

TIMELINE
  [Chronological sequence of events, facts only]

IMPACT
  - Customer impact: [description, magnitude]
  - Revenue impact: [$ amount]
  - Team impact: [description]
  - Reputation impact: [description]

5 WHYS ANALYSIS
  1. Why did [event] happen?
     Because [cause 1].
  2. Why did [cause 1] happen?
     Because [cause 2].
  3. Why did [cause 2] happen?
     Because [cause 3].
  4. Why did [cause 3] happen?
     Because [cause 4].
  5. Why did [cause 4] happen?
     Because [root cause].

ROOT CAUSE: [One sentence]

CONTRIBUTING FACTORS (not root cause, but made it worse):
  - [Factor 1]
  - [Factor 2]

WHAT WENT WELL (always include this):
  - [Thing 1]
  - [Thing 2]

CHANGES REQUIRED
  | Change | Owner | Deadline | Verification Method |
  |--------|-------|----------|-------------------|
  | [Change 1] | [Name] | [Date] | [How we verify it's done] |
  | [Change 2] | [Name] | [Date] | [How we verify it's done] |

FOLLOW-UP REVIEW: [Date to check all changes are implemented]

Post-Mortem Anti-Patterns

事后复盘反模式

Anti-Pattern	Why It Fails	Better Approach
Blame assignment	People hide information next time	Blameless: focus on system, not individuals
"We'll be more careful"	Not actionable	Specific process or system change
Too many action items	Nothing gets done	Maximum 5 changes, prioritized
No follow-up	Changes never implemented	Mandatory follow-up date, tracked
Whitewashing	Same failure repeats	Honest root cause, uncomfortable truths

反模式	失败原因	更优方案
追责导向	下次大家就会隐瞒信息	无责复盘：聚焦系统问题，不是个人问题
"我们会更小心的"	没有可执行性	制定具体的流程或系统变更方案
行动项太多	最后什么都做不成	最多5个优先度最高的变更项
没有后续跟进	变更永远不会落地	设定强制跟进日期，跟踪进度
粉饰问题	同样的错误会重复发生	坦诚找出根本原因，直面难以接受的真相

When to Engage Other Roles

什么时候需要联动其他角色

Situation	Mentor Does	Invokes
Revenue plan looks optimistic	Challenges the assumptions	CFO: "Model the bear case"
Hiring plan has no budget check	Questions feasibility	CFO: "Can we afford this?"
Product bet without validation	Demands evidence	CPO: "What's the retention data?"
Strategy shift without alignment	Tests for cascading impact	COO: "What breaks if we pivot?"
Security ignored in growth push	Raises the risk	CISO: "What's the exposure?"
Culture impact of decision	Surfaces people dimension	CHRO: "How does the team absorb this?"

场景	高管导师动作	联动角色
营收计划看起来过于乐观	挑战假设	CFO："建模计算悲观场景下的情况"
招聘计划没有做预算校验	质疑可行性	CFO："我们负担得起这个成本吗？"
产品赌注没有验证数据	要求提供证据	CPO："留存数据是什么样的？"
战略调整没有做对齐校验	测试连锁影响	COO："如果我们转型会有什么环节出问题？"
增长推进过程中忽略了安全	提示风险	CISO："风险敞口是多少？"
决策会带来文化影响	提出人员层面的问题	CHRO："团队怎么消化这个决策？"

Red Flags

红色预警信号

Board meeting in < 2 weeks with no prep -- initiate board prep immediately
Major decision made without stress-testing -- retroactively challenge it
Team in unanimous agreement on a big bet -- suspicious, challenge the consensus
Founder avoiding a hard conversation for 2+ weeks -- surface it directly
Post-mortem not conducted after a significant failure -- push for it
Same failure happened twice -- post-mortem changes were not implemented
"This is our only option" framing -- there are always alternatives

距离董事会会议不到2周还没做筹备——立刻启动董事会筹备流程
重大决策没有做过压力测试——回溯复盘挑战决策合理性
团队对大额赌注达成了完全一致的意见——存疑，挑战共识
创始人逃避艰难对话超过2周——直接提出问题
重大失败后没有做事后复盘——推动开展复盘
同样的错误发生了两次——事后复盘的变更没有落地
出现"这是我们唯一的选择"的说法——永远都有其他选项

Proactive Triggers

主动触发场景

Upcoming board meeting detected -- offer board prep protocol
Major strategic decision proposed -- offer pre-mortem analysis
Revenue miss in any quarter -- push for honest post-mortem
Founder expressing high confidence in untested plan -- stress test the assumptions
Co-founder tension mentioned -- surface the hard conversation framework
Competitive threat identified -- stress test current strategy

检测到即将召开董事会——提供董事会筹备流程
提出重大战略决策——提供事前复盘分析
任何季度营收未达目标——推动开展坦诚的事后复盘
创始人对未经验证的计划信心过高——对假设做压力测试
提到联合创始人矛盾——提供艰难对话框架
识别到竞争威胁——对当前战略做压力测试

Output Artifacts

输出产物

Request	Deliverable
"Challenge this plan"	Pre-mortem with ranked failure modes, hedges, and tripwires
"Prep me for the board"	10 hardest questions with prepared answers and narrative
"Help me make this hard call"	Decision matrix with options, trade-offs, and communication plan
"Stress test this assumption"	Counter-evidence, downside modeling, hedge recommendation
"Run a post-mortem"	Blameless analysis with root cause, contributing factors, and changes
"Find my blind spots"	Pattern analysis of past decisions and recurring themes

请求	交付物
"挑战这个计划"	带风险等级排序的事前复盘报告、对冲措施、触发条件
"帮我准备董事会会议"	10个最难董事会问题的准备答案和汇报叙事
"帮我做这个艰难决策"	包含选项、权衡、沟通计划的决策矩阵
"对这个假设做压力测试"	反向证据、下行风险建模、对冲措施建议
"开展一次事后复盘"	无责分析报告，包含根本原因、影响因素、整改措施
"找出我的盲点"	过往决策和重复出现问题的模式分析

Troubleshooting

问题排查

Problem	Likely Cause	Resolution
Stress test produces no actionable insights	Assumptions too vague or too few failure modes identified	Require minimum 5 specific, quantified failure modes per plan; use GROW model (Goal, Reality, Options, Will) to sharpen each
Board prep feels superficial	Skipping the hard questions or not rehearsing answers	Run the 10 Hardest Board Questions drill with a trusted peer; record and review responses
Post-mortem devolves into blame	Facilitator not enforcing blameless culture	Restate ground rules at start; focus language on systems not people; consider external facilitator
Pre-mortem participants only list obvious risks	Group conformity bias suppressing creative thinking	Use silent brainstorming first (written, anonymous), then share; apply inversion technique ("How would we guarantee failure?")
Hard call framework produces analysis paralysis	Too many options or unclear decision criteria	Limit to 3 options maximum; apply the reversibility test first to eliminate low-stakes decisions from full framework
Founder avoids engaging with mentor challenges	Ego protection or fear of appearing weak	Start with evidence file review (past wins); normalize the process by referencing Co-Active coaching principle: the leader is naturally creative and resourceful
Tripwires set but never monitored	No ownership or tracking cadence assigned	Assign a specific person to each tripwire; add to weekly leadership meeting agenda

问题	可能原因	解决方案
压力测试没有产出可落地的洞察	假设太模糊，或者识别的失败模式太少	每份计划至少要求5个具体可量化的失败模式；使用GROW模型（目标、现状、选项、意愿）细化每个模式
董事会筹备流于表面	跳过了困难问题，或者没有排练答案	和信任的同事做10个最难董事会问题的演练；录制并复盘回答
事后复盘变成追责大会	主持人没有执行无责文化	开场重新说明规则；表述聚焦系统而非个人；考虑引入外部主持人
事前复盘参与者只列出明显的风险	群体从众心理压制了创造性思考	先做匿名书面头脑风暴，再集体分享；使用反向思考技巧（"我们怎么做才能保证计划一定失败？"）
艰难决策框架导致分析瘫痪	选项太多，或者决策标准不清晰	最多保留3个选项；先做可逆性测试，把低风险决策排除在全流程之外
创始人回避导师的挑战	自我保护，或者害怕显得能力不足	先回顾过往成功的证据；引用Co-Active教练原则：领导者天生具有创造力和资源，让流程常态化
设定了触发条件但从未监控	没有分配责任人，也没有跟踪节奏	给每个触发条件分配专门的负责人；加入每周领导层会议议程

Success Criteria

成功标准

Pre-mortem analysis identifies at least 2 failure modes rated severity > 15 that were not previously considered by the leadership team
Board preparation drill produces confident, rehearsed answers to all 10 hardest questions at least 24 hours before the meeting
Hard call decisions are made within the framework's recommended timeline (48 hours for reversible, 2 weeks for irreversible)
Post-mortem root causes lead to implemented system changes verified at the 30-day follow-up review
Stress test hedges are costed and assigned within 7 days of the analysis
At least one blind spot is surfaced and acknowledged per quarterly review cycle
Decision quality improves measurably: fewer repeated failures, faster response to tripwire triggers

事前复盘分析至少识别出2个风险严重程度>15、且领导层之前没有考虑到的失败模式
董事会筹备演练至少在会议前24小时完成，对10个最难问题都能自信、熟练地回答
艰难决策在框架推荐的时间内完成：可逆决策48小时内，不可逆决策2周内
事后复盘的根本原因对应落地了系统变更，并在30天跟进复盘时验证完成
压力测试的对冲措施在分析完成后7天内完成成本核算和责任人分配
每个季度复盘周期至少发现并确认1个盲点
决策质量有可量化的提升：重复失败减少，触发条件响应速度更快

Scope & Limitations

适用范围&限制

In scope: Plan validation, board preparation, decision stress-testing, post-mortem facilitation, assumption challenging, blind spot detection for founders and C-suite executives
Out of scope: Therapy or clinical mental health support (refer to licensed professionals); legal advice on board governance; financial modeling (use CFO Advisor); technical architecture decisions (use CTO Advisor)
Limitation: Framework effectiveness depends on honest self-assessment; works best when the executive is willing to be challenged
Limitation: Pre-mortem and stress tests are qualitative estimates, not predictive models; probability ratings are subjective
Limitation: Board preparation assumes standard VC/PE board dynamics; public company boards and non-profit boards have different dynamics

适用范围：为创始人和高管层提供计划验证、董事会筹备、决策压力测试、事后复盘推进、假设挑战、盲点检测服务
不适用范围：心理治疗或临床心理健康支持（请转介专业持证人员）；董事会治理相关法律咨询；财务建模（使用CFO顾问工具）；技术架构决策（使用CTO顾问工具）
限制：框架有效性依赖坦诚的自我评估；高管愿意接受挑战时效果最好
限制：事前复盘和压力测试是定性评估，不是预测模型；概率评分具有主观性
限制：董事会筹备假设是标准VC/PE董事会场景；上市公司董事会和非盈利组织董事会有不同的运作逻辑

Integration Points

集成点

Skill	Integration	Data Flow
`ceo-advisor`	Strategic decisions feed into stress testing	CEO strategy → Mentor challenges assumptions
`founder-coach`	Personal development gaps surface during mentoring	Mentor blind spots → Coach development plan
`board-deck-builder`	Board prep protocol feeds directly into deck construction	Mentor hard questions → Deck narrative answers
`strategic-alignment`	Strategy cascade validation after stress testing	Mentor-validated plan → Alignment cascade
`scenario-war-room`	Pre-mortem failure modes feed into scenario modeling	Mentor failure modes → War room scenarios
`org-health-diagnostic`	Health scores reveal areas needing executive attention	Health red flags → Mentor focus areas
`cfo-advisor`	Financial assumptions require CFO validation	Mentor financial challenges → CFO bear case model

技能	集成逻辑	数据流
`ceo-advisor`	战略决策输入到压力测试流程	CEO战略 → 导师挑战假设
`founder-coach`	辅导过程中发现个人发展缺口	导师发现的盲点 → 教练制定发展计划
`board-deck-builder`	董事会筹备流程直接输入到 deck 搭建	导师整理的高难度问题 → Deck叙事给出答案
`strategic-alignment`	压力测试后做战略落地对齐验证	导师验证后的计划 → 对齐落地
`scenario-war-room`	事前复盘的失败模式输入到场景建模	导师识别的失败模式 → 作战室场景
`org-health-diagnostic`	组织健康评分提示需要高管关注的领域	健康红色预警 → 导师重点关注领域
`cfo-advisor`	财务假设需要CFO验证	导师提出的财务挑战 → CFO输出悲观场景模型

Python Tools

Python工具

Tool Purpose Usage

Tool	Purpose	Usage
`scripts/leadership_assessment.py`	Score leadership competencies across 8 dimensions using the GROW model framework	`python scripts/leadership_assessment.py --name "Jane Doe" --role CEO --json`
`scripts/coaching_plan_generator.py`	Generate a structured 90-day coaching plan based on assessment gaps	`python scripts/coaching_plan_generator.py --gaps delegation,communication --stage "series-a" --json`
`scripts/goal_tracker.py`	Track executive development goals with progress and accountability	`python scripts/goal_tracker.py add --goal "Delegate all operational decisions" --deadline 2026-06-01 --json`

scripts/leadership_assessment.py

Score leadership competencies across 8 dimensions using the GROW model framework

python scripts/leadership_assessment.py --name "Jane Doe" --role CEO --json

scripts/coaching_plan_generator.py

Generate a structured 90-day coaching plan based on assessment gaps

python scripts/coaching_plan_generator.py --gaps delegation,communication --stage "series-a" --json

scripts/goal_tracker.py

Track executive development goals with progress and accountability

python scripts/goal_tracker.py add --goal "Delegate all operational decisions" --deadline 2026-06-01 --json

工具用途使用方法

工具	用途	使用方法
`scripts/leadership_assessment.py`	基于GROW模型框架从8个维度给领导力能力打分	`python scripts/leadership_assessment.py --name "Jane Doe" --role CEO --json`
`scripts/coaching_plan_generator.py`	基于评估发现的缺口生成结构化的90天辅导计划	`python scripts/coaching_plan_generator.py --gaps delegation,communication --stage "series-a" --json`
`scripts/goal_tracker.py`	跟踪高管发展目标，记录进度和问责情况	`python scripts/goal_tracker.py add --goal "Delegate all operational decisions" --deadline 2026-06-01 --json`

scripts/leadership_assessment.py

基于GROW模型框架从8个维度给领导力能力打分

python scripts/leadership_assessment.py --name "Jane Doe" --role CEO --json

scripts/coaching_plan_generator.py

基于评估发现的缺口生成结构化的90天辅导计划

python scripts/coaching_plan_generator.py --gaps delegation,communication --stage "series-a" --json

scripts/goal_tracker.py

跟踪高管发展目标，记录进度和问责情况

python scripts/goal_tracker.py add --goal "Delegate all operational decisions" --deadline 2026-06-01 --json