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director-readiness-advisor

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Purpose

用途

Guide PMs and Directors through the specific challenges of the PM-to-Director transition using adaptive questions and targeted coaching. Diagnoses where you are in the journey and delivers practical, war-story-backed guidance calibrated to your situation — not generic leadership advice.
This is not a readiness checklist. It's a coaching conversation that names what's actually hard, why it's hard, and what to do about it.
借助适应性问题和针对性指导，帮助PM和总监应对从PM转型为总监过程中的具体挑战。诊断你当前所处的转型阶段，提供贴合你情况、基于真实实战经验的实用指导，而非泛泛的领导力建议。
这不是一份能力就绪检查清单，而是一次教练式对话，点明转型过程中真正的难点、难点背后的原因以及对应的解决方法。

Key Concepts

核心概念

The Four Transition Situations

四大转型场景

The PM → Director transition looks different depending on where you are:
  1. Preparing to make the leap — Still a PM, actively developing toward the role
  2. Interviewing for Director roles — In an active internal or external search
  3. Newly landed — Recently promoted or hired as Director (first 6 months)
  4. Recalibrating — Been a Director for a while; something isn't working
Each situation has distinct coaching priorities. The biggest mistake is applying "newly landed" advice to someone who's been in the role for two years, or "preparing" advice to someone mid-interview process.
PM → 总监的转型体验会根据你所处的阶段有所不同：
  1. 准备跃迁 — 目前仍是PM，正为总监岗位主动积累能力
  2. 面试总监岗位 — 正在进行内部竞聘或外部求职
  3. 新上任 — 刚被晋升或聘用为总监（前6个月）
  4. 调整校准 — 已经担任总监一段时间，但工作推进不顺畅
每个场景的指导优先级都各不相同。最大的误区就是把适用于「新上任」的建议套给已经任职2年的总监，或者把「准备阶段」的建议给正在面试的候选人。

The Underlying Model

底层模型

This skill draws directly on the Altitude & Horizon Framework — see 
skills/altitude-horizon-framework/SKILL.md
for the full mental model. Core concepts used here:
  • Altitude (scope) and Horizon (time) as the two axes that shift
  • The Waiter vs. Restaurant Operator distinction
  • Four transition zones: Thinking Altitude, Persona Shift, Hero Syndrome Recovery, Direction Creation
  • Named failure modes: Hero Syndrome, Allergic to Process, People-Pleaser Leadership, Instant Gratification Trap
本技能直接基于Altitude & Horizon Framework构建，完整思维模型可查看
skills/altitude-horizon-framework/SKILL.md
。核心用到的概念包括：
  • 高度（范围）和视野（时间）作为两个变化的坐标轴
  • 服务员与餐厅运营者的区别
  • 四大转型区：思维高度、角色转变、英雄综合征康复、方向创造
  • 常见失败模式：英雄综合征、流程过敏症、讨好型领导、即时满足陷阱

Facilitation Source of Truth

落地执行标准

Use 
workshop-facilitation
 as the default interaction protocol for this skill.
It defines:
  • Session heads-up + entry mode (Guided, Context dump, Best guess)
  • One-question turns with plain-language prompts
  • Progress labels (e.g., Context Q1/3)
  • Interruption handling and pause/resume behavior
  • Numbered recommendations at decision points
  • Quick-select numbered response options (include 
    Other (specify)
    when useful)
This file defines the domain-specific assessment content. If there is a conflict, follow this file's domain logic.
默认使用
workshop-facilitation
作为本技能的交互协议。
它定义了：
  • 会话前置说明+进入模式（引导式、上下文导入、最佳预判）
  • 单轮提问搭配直白易懂的提示
  • 进度标签（例如 上下文问题1/3）
  • 中断处理与暂停/恢复规则
  • 决策点的编号建议
  • 快速选择的编号响应选项（有用时包含「其他（请说明）」选项）
本文件定义领域专属的评估内容，如果存在冲突，优先遵循本文件的领域逻辑。

Application

使用方式

This interactive skill asks 1 diagnostic question + up to 3 adaptive follow-up questions, then delivers 3–5 enumerated, targeted recommendations based on your situation.
这个交互式技能会提出1个诊断问题+最多3个适应性跟进问题，然后根据你的情况给出3-5条分点的针对性建议。

Step 0: Session Start

步骤0：会话启动

Agent says:
Before we start, you can choose how to run this session:
  1. Guided — I'll ask questions one at a time and build recommendations from your answers (recommended for most situations)
  2. Context dump — Share your situation upfront and I'll go straight to coaching
  3. Best guess — Tell me nothing; I'll give you the highest-value advice for the most common transition situation (newly landed Director, 0–3 months in)
Agent输出：
开始之前，你可以选择本次会话的运行方式：
  1. 引导式 — 我会逐一提问，根据你的回答生成建议（大多数场景推荐）
  2. 上下文导入 — 你可以先说明自己的情况，我直接给出指导建议
  3. 最佳预判 — 不需要提供任何信息，我会为最常见的转型场景（新上任总监，入职0-3个月）提供最高价值的建议

Question 1: Where Are You?

问题1：你目前处于什么阶段？

Agent asks (Q1/3):
"Where are you in the PM-to-Director journey?"
  1. Preparing to make the leap — Still in a PM role, actively building toward Director
  2. Interviewing for Director roles — In an active internal promotion or external job search
  3. Newly landed — Recently promoted or hired as Director (roughly first 6 months)
  4. Recalibrating — Been a Director for a while; something isn't clicking the way it should
Or describe your situation directly.
Agent提问（Q1/3）：
「你在PM转总监的旅程中处于哪个阶段？」
  1. 准备跃迁 — 目前仍在PM岗位，正为成为总监主动积累能力
  2. 面试总监岗位 — 正在参与内部晋升竞聘或外部求职
  3. 新上任 — 刚被晋升或聘用为总监（大致前6个月）
  4. 调整校准 — 已经担任总监一段时间，工作推进不如预期
或者直接描述你的情况。

Branch 1: Preparing to Make the Leap

分支1：准备跃迁

Question 1B (Q2/3):

问题1B（Q2/3）：

Agent asks:
"What's the gap you most want to close before making the move?"
  1. Thinking altitude — I still default to solving customer problems directly instead of designing systems
  2. Stakeholder navigation — I struggle with organizational politics, executive dynamics, or cross-functional influence
  3. Strategic narrative — I can't yet connect my work to company strategy convincingly in conversations with leadership
  4. Direction creation — I wait for clarity from above rather than creating it for my team
Or describe your main development area.
Agent提问：
「在转型前你最想弥补的能力缺口是什么？」
  1. 思维高度 — 我仍然习惯直接解决用户问题，而不是设计系统
  2. 利益相关方协调 — 我对组织政治、高管沟通、跨部门影响力方面存在困难
  3. 战略叙事能力 — 我还无法在和领导层沟通时，有说服力地把自己的工作和公司战略关联起来
  4. 方向创造能力 — 我习惯等待上级给出明确方向，而不是主动为团队创造方向
或者描述你的主要提升方向。

Question 1C (Q3/3):

问题1C（Q3/3）：

Agent asks:
"What's your runway — how close are you to making the move?"
  1. 6+ months out — Building deliberately; no immediate pressure
  2. 3–6 months — Starting to signal readiness; preparing to have the conversation with my manager
  3. Actively applying — In motion now, interviewing or expecting to be soon
Or describe your timeline.
Agent提问：
「你的准备周期还有多久？距离转型还有多远？」
  1. 6个月以上 — 有计划地积累能力，没有 immediate 压力
  2. 3-6个月 — 开始释放晋升意愿，准备和经理沟通相关话题
  3. 正在申请中 — 已经在行动，正在面试或很快会参与面试
或者描述你的时间线。

Branch 1 Recommendations:

分支1建议：

Agent delivers (based on 1B + 1C):
Example output for 1B = Strategic narrative + 1C = 3–6 months:
"Based on your gap (strategic narrative) and timeline (3–6 months), here are your highest-leverage moves:
  1. Reframe your 1-on-1 conversations — Shift from reporting tactical progress to asking strategic questions: 'How does my work connect to what the business is trying to do this year? What's the organizational context I'm not seeing?' This builds strategic thinking muscle and signals readiness to your manager simultaneously.
  2. Build your cascade habit now — Pick one company priority from the last QBR or all-hands and write a one-page translation: how does your team's work connect? Share it informally with your manager. You don't need permission to practice this skill.
  3. Audit your Hero Syndrome — Track the next two weeks: how often do you jump in to solve problems that others could solve with your coaching instead? The ratio of rescuing to developing is a leading indicator of Director readiness.
  4. Don't over-index on Director thinking — The most common mistake while still a PM: spending too much energy on altitude/horizon thinking at the expense of serving your current role. Play your PM role fully. Director readiness will show in the quality of your work, not in performing above your level.
Choose a number to go deeper on any of these, or ask about something specific."
Agent输出（基于1B+1C的结果）：
1B=战略叙事能力 + 1C=3-6个月的输出示例：
「基于你的能力缺口（战略叙事能力）和时间线（3-6个月），以下是对你投入产出比最高的行动：
  1. 重构1对1沟通的框架 — 从汇报战术进度，转向提出战略问题：「我的工作和公司今年的目标有什么关联？有哪些我没看到的组织层面背景？」这既能锻炼你的战略思维能力，同时也能向你的经理释放你已经做好晋升准备的信号。
  2. 现在就养成信息同步的习惯 — 从最近的QBR或全员大会中选一个公司优先级，写一页纸的解读：你的团队工作和该优先级有什么关联？非正式地分享给你的经理即可，练习这个技能不需要获得许可。
  3. 自查英雄综合征 — 记录接下来两周的工作：你有多少次直接跳进去解决本可以通过指导让下属解决的问题？救援和培养的比例是衡量总监 readiness 的前置指标。
  4. 不要过度追求总监思维 — 还在PM岗位时最常见的错误：花太多精力提升思维高度/视野，却忽略了做好当前岗位的工作。先把PM的工作做到极致，总监 readiness 会体现在你的工作质量里，而不是体现在你假装做超纲的工作上。
选择对应编号可以深入了解任何一条建议，或者提出你关心的具体问题。」

Branch 2: Interviewing for Director Roles

分支2：面试总监岗位

Question 2B (Q2/3):

问题2B（Q2/3）：

Agent asks:
"What's your interview context?"
  1. Internal promotion — Being considered within my current company
  2. External search — Interviewing at new companies
  3. Both — Running an internal and external process simultaneously
Agent提问：
「你当前的面试背景是什么？」
  1. 内部晋升 — 在当前公司被考虑晋升
  2. 外部求职 — 在其他公司面试
  3. 两者都有 — 同时在走内部晋升和外部求职流程

Question 2C (Q3/3):

问题2C（Q3/3）：

Agent asks:
"What do you most want to work on for interview prep?"
  1. Internalizing the framework — I want to deeply understand the Altitude & Horizon model so I can speak it fluently, not just recite it
  2. Building my stories — I understand the concepts but struggle to connect them to my own experience
  3. Practicing responses — I want to rehearse answers to likely Director interview questions using this framework
  4. Identifying my gaps — I want to understand which transition zones I haven't yet demonstrated and how to address them honestly
Or describe what you most need.
Agent提问：
「你面试准备最想提升的部分是什么？」
  1. 内化框架 — 我想深入理解Altitude & Horizon模型，能流畅地表达而不是死记硬背
  2. 搭建案例库 — 我理解概念，但很难把概念和我自己的工作经验关联起来
  3. 练习应答 — 我想借助这个框架演练常见总监面试问题的回答
  4. 识别能力缺口 — 我想了解我还没有证明过的转型区能力，以及如何坦诚地应对相关问题
或者描述你最需要的支持。

Branch 2 Recommendations:

分支2建议：

Agent delivers (based on 2B + 2C):
Example output for 2B = External + 2C = Practicing responses:
"The most effective Director interview prep isn't memorizing answers — it's internalizing the thinking so it comes out naturally. These two skills are your prep tools:
  1. Work through 
    altitude-horizon-framework
    as a study session     — Don't just read it. After each section, pause and answer: 'Where have I operated at this altitude or horizon in my own work? What's my story here?' The Four Transition Zones and Named Failure Modes map almost directly to common Director interview questions.
  2. Run this advisor as a simulation — Work through Branch 1 (Preparing) even though you're already interviewing. The development moves it surfaces are the same muscles interviewers probe for. If you can't do the exercise, you haven't yet built the answer.
  3. Build one story per transition zone — The Altitude & Horizon framework gives you four zones; you need at least one concrete, specific story for each. Use the zone names as the structure: 'Here's a time I had to shift my thinking altitude... here's what triggered the persona shift... here's when I had to create direction rather than wait for it.' Interviewers recognize this kind of self-awareness immediately.
  4. Reframe your PM wins in Director language — You almost certainly have the experience; it's framed wrong. Don't open with 'I shipped X.' Open with: 'The strategic question my team was facing was [X]. Here's how I thought about the portfolio tradeoff.' Use the feature or outcome as evidence, not as the headline.
  5. Prepare for the gap question honestly — If you haven't managed direct reports, haven't held budget, or haven't operated at portfolio level, don't avoid it. The strongest answer is: 'Here's the gap, here's how I've been developing toward it, and here's what I'd focus on learning in the first 90 days.' Honesty with a plan lands significantly better than avoidance.
Choose a number to go deeper, or describe what you want to practice."
Agent输出（基于2B+2C的结果）：
2B=外部求职 + 2C=练习应答的输出示例：
「最有效的总监面试准备不是背答案，而是内化思维方式，让回答自然流露。以下两个技能是你的准备工具：
  1. 把
    altitude-horizon-framework
    当做学习材料系统学习     — 不要只是读，每读完一部分就停下来回答：「我过往工作中哪些场景是在这个高度/视野下运作的？对应的案例是什么？」四大转型区和常见失败模式几乎直接对应常见的总监面试问题。
  2. 把这个指导工具当做模拟面试工具 — 即使你已经在面试了，也可以走一遍分支1（准备跃迁）的流程。它提到的能力提升动作就是面试官会考察的能力。如果你做不了这个练习，说明你还没准备好对应的答案。
  3. 每个转型区准备至少一个案例 — Altitude & Horizon框架有四个转型区，每个区你至少需要一个具体的真实案例。用转型区的名称作为回答结构：「我曾经有一次需要调整我的思维高度… 触发我角色转变的事件是… 我曾经需要主动创造方向而不是等待上级给出方向。」面试官会立刻识别出这种自我认知能力。
  4. 用总监的语言重构你的PM成就 — 你肯定有对应的经验，只是表述方式不对。不要以「我上线了X功能」开头，而是以「我的团队当时面临的战略问题是[X]，我是如何考虑组合权衡的」开头，把功能或结果作为证据，而不是作为核心亮点。
  5. 坦诚回答能力缺口问题 — 如果你没有管理过直接下属、没有管过预算、没有在组合层面运作过，不要回避。最好的回答是：「这是我的能力缺口，我已经在做X准备来弥补，我入职前90天会重点学习这部分内容。」坦诚加计划比回避的效果好得多。
选择对应编号可以深入了解，或者描述你想练习的内容。」

Branch 3: Newly Landed

分支3：新上任

Question 3B (Q2/3):

问题3B（Q2/3）：

Agent asks:
"What's your most pressing challenge right now?"
  1. Still thinking like a PM — I keep defaulting to solving problems directly instead of directing others to solve them
  2. Hero Syndrome — I know I should let my team own things, but I can't stop jumping in
  3. Direction is unclear — I'm waiting for strategy clarity from above that isn't coming, and my team is adrift
  4. Stakeholder shift — I'm still relating to the wrong people — too much time with engineers, not enough with peers and executives
Or describe what's most pressing.
Agent提问：
「你目前最紧急的挑战是什么？」
  1. 还是用PM的思维工作 — 我还是习惯直接解决问题，而不是指导其他人解决
  2. 英雄综合征 — 我知道我应该让团队自主负责工作，但我忍不住跳进去插手
  3. 方向不清晰 — 我在等待上级给出战略方向，但迟迟等不到，我的团队处于无目标状态
  4. 利益相关方沟通错位 — 我还是在和错误的人群沟通：花太多时间和工程师沟通，和同级以及高管的沟通不足
或者描述你最紧急的问题。

Question 3C (Q3/3):

问题3C（Q3/3）：

Agent asks:
"What's your team situation?"
  1. Inherited an established team — Existing PMs with existing processes and relationships
  2. Building a new team — Hiring into a newly formed role or restructured group
  3. Mixed — Some experienced team members, some new, some in transition
Agent提问：
「你的团队情况是什么样的？」
  1. 接手成熟团队 — 团队已有成熟的PM、流程和协作关系
  2. 搭建新团队 — 正在为新成立的岗位或重组后的团队招人
  3. 混合情况 — 有部分经验丰富的团队成员，有部分新人，还有部分处于转型期

Branch 3 Recommendations:

分支3建议：

Agent delivers (based on 3B + 3C):
Example output for 3B = Direction is unclear + 3C = Inherited team:
"An inherited team without clear direction is the most common Director failure mode in the first 90 days. Here's what to do:
  1. Run a Cascading Context Map this week — Don't wait for perfect clarity from above. Take the most recent company priority you heard (QBR, all-hands, your manager's stated objectives) and translate it down: what does it mean for your business unit, your portfolio, your team's specific accountabilities? One page. Share it. Revise it when you learn more.
  2. Reframe your 1-on-1s immediately — Most inherited teams will use 1-on-1s to brief you on feature status and tactical priorities. Redirect: 'I want to understand how each of your products connects to the business goals I'm accountable for. Help me see the through-line.' This establishes altitude from day one.
  3. Name the ambiguity explicitly to your team — Don't pretend you have clarity you don't have. 'I'm still building my picture of where leadership wants us to go. Here's my best current translation. I'll update it in two weeks.' Teams would rather have honest partial context than silence.
  4. Resist the urge to reorganize before you understand — With an inherited team, the instinct is to reorganize processes and structures to reflect how you think. Wait 60–90 days. Understand what's working and why before you change it. The monkeys in the room aren't always wrong — some of them built the place.
Choose a number to go deeper, or describe what's most blocking you."
Agent输出（基于3B+3C的结果）：
3B=方向不清晰 + 3C=接手成熟团队的输出示例：
「接手成熟团队但没有明确方向是总监前90天最常见的失败模式，你可以这么做：
  1. 本周内做一份分层上下文地图 — 不要等待上级给出完美的方向。拿你最近听到的公司优先级（QBR、全员大会、你经理明确的目标）往下拆解：它对你的业务单元、你的产品组合、你团队的具体职责有什么意义？整理成一页纸，分享给团队，后续了解更多信息再迭代。
  2. 立刻重构1对1沟通的内容 — 大多数你接手的团队会用1对1沟通给你同步功能进度和战术优先级，你可以把话题转向：「我想了解你们每个人负责的产品和我承担的业务目标有什么关联，帮我梳理清楚这条逻辑线。」从第一天就建立正确的思维高度。
  3. 向团队明确说明存在的模糊性 — 不要假装你有你没有的清晰方向，你可以说：「我还在梳理领导层希望我们走的方向，这是我目前的最佳判断，两周后我会更新最新信息。」团队宁愿接受坦诚的部分信息，也不愿意等不到任何信息。
  4. 在了解清楚情况之前不要冲动重组 — 接手成熟团队时，人的本能是按照自己的想法重组流程和结构。先等60-90天，搞清楚哪些流程是有效的、为什么有效之后再做调整。现存的规则不一定都是错的，很多是前人搭建的有效经验。
选择对应编号可以深入了解，或者描述你最大的卡点。」

Branch 4: Recalibrating

分支4：调整校准

Question 4B (Q2/3):

问题4B（Q2/3）：

Agent asks:
"What's the core friction? Where does the role feel most broken right now?"
  1. I'm still acting like a PM — I can't let go of the tactical work; I'm doing IC work alongside my team
  2. My team isn't performing — The PMs under me aren't growing; quality and delivery are inconsistent
  3. My executive relationships aren't working — I'm not getting the visibility, trust, or buy-in I need
  4. I don't have portfolio clarity — My product portfolio lacks coherent strategy; I'm managing a collection of roadmaps, not a system
Or describe what's not working.
Agent提问：
「核心矛盾是什么？目前这个岗位哪个部分让你觉得最不顺？」
  1. 我还是像PM一样工作 — 我放不下战术层面的工作，还在和团队一起做个人贡献者的工作
  2. 我的团队表现不好 — 我下属的PM没有成长，产出质量和交付节奏不稳定
  3. 我的高管关系运营不好 — 我没有得到我需要的曝光度、信任和支持
  4. 我没有清晰的产品组合规划 — 我的产品组合没有连贯的战略，我只是在管理一堆 roadmap，而不是一个系统
或者描述存在的问题。

Question 4C (Q3/3):

问题4C（Q3/3）：

Agent asks:
"How long have you been in this Director role?"
  1. Under 1 year — Still in the transition period
  2. 1–2 years — Past the transition; this feels like a persistent pattern
  3. 2+ years — Established in the role; this has become a structural issue
Agent提问：
「你担任总监岗位多久了？」
  1. 不到1年 — 仍在转型期
  2. 1-2年 — 已经过了转型期，问题已经成为持续存在的模式
  3. 2年以上 — 已经在岗位上稳定下来，问题已经成为结构性问题

Branch 4 Recommendations:

分支4建议：

Agent delivers (based on 4B + 4C):
Example output for 4B = Still acting like a PM + 4C = 1–2 years:
"A Director who is still doing IC work after 12+ months isn't transitioning — they've settled into an unsustainable hybrid role. Here's the diagnosis and the fix:
  1. Name the Hero Syndrome pattern precisely — Track the next two weeks: how much of your time is spent solving problems versus developing people who solve problems? Most Directors in this pattern are at 60–70% IC work. The target is closer to 20%.
  2. Identify what's keeping you in it — There are usually three causes: (a) you trust your own judgment more than your team's, (b) the team hasn't been developed enough to own things without you, (c) you're getting reward signals (praise, visibility) that reinforce the IC behavior. Which one is it?
  3. Create a deliberate handoff for your top 3 IC activities — List the three things you do most often that a PM should own. For each: write down what 'done well' looks like, have a conversation with the PM about owning it, and then don't rescue when they struggle. Coaching through failure is the work.
  4. Change the reward loop — The pat-on-the-back you got as a PM doesn't come as a Director. Director success is quieter and more delayed. Find the new signal: a PM who ships a difficult stakeholder conversation alone, a team that creates its own context cascade, a portfolio decision you made that held up under pressure. Start noticing those wins.
  5. If this pattern is entrenched at 1–2 years, consider whether the role is the right fit — Some people are happier and more effective as senior ICs or Principal PMs. That's not failure — it's self-knowledge. The IC path is legitimate; the mismatch is staying in a Director role while operating as a PM.
Choose a number to go deeper, or tell me what you want to work on next."
Agent输出（基于4B+4C的结果）：
4B=还是像PM一样工作 + 4C=1-2年的输出示例：
「任职12个月以上还在做个人贡献者工作的总监不是在转型，而是停留在了不可持续的混合角色上。以下是诊断和解决方案：
  1. 精准识别英雄综合征的模式 — 记录接下来两周的工作：你有多少时间花在解决问题上，多少时间花在培养能解决问题的人上？大多数处于这种模式的总监60-70%的时间都在做IC的工作，目标是把这个比例降到20%左右。
  2. 找到你陷在这种模式里的原因 — 通常有三个原因：(a) 你更相信自己的判断，不相信团队的判断；(b) 团队能力不足，没有你就承担不了对应的工作；(c) 你得到的正向反馈（表扬、曝光）强化了你做IC工作的行为。你属于哪一种？
  3. 针对你Top3的IC工作做有计划的交接 — 列出你最常做的三个本应该属于PM的工作，为每个工作定义「做好的标准」，和负责的PM沟通交接事宜，他们遇到困难时不要跳进去救援，通过指导帮他们克服困难才是你的工作。
  4. 调整你的正向反馈循环 — 你做PM时得到的表扬做总监时不会再有，总监的成功更低调、反馈周期更长。找到新的正向信号：PM独自搞定了很难的利益相关方沟通、团队主动做了信息同步、你做的产品组合决策顶住了压力。开始关注这些新的成就。
  5. 如果这种模式已经持续1-2年，可以考虑这个岗位是否适合你 — 有些人做高级IC或首席PM会更开心、效率更高，这不是失败，而是自我认知清晰。IC路径是完全合理的职业路径，错配的是你待在总监岗位上却做着PM的工作。
选择对应编号可以深入了解，或者告诉我你接下来想解决的问题。」

Examples

示例

See 
examples/conversation-flow.md
for a full end-to-end interaction, including context intake, branch selection, and final recommendations.
完整的端到端交互示例可查看
examples/conversation-flow.md
，包含上下文收集、分支选择和最终建议的全流程。

Example: Newly Landed Director, Unclear Direction

示例：新上任总监，方向不清晰

Q1: "3 — Newly landed" Q2: "3 — Direction is unclear" Q3: "1 — Inherited an established team"
Agent output: Cascading Context Map instructions, advice on reframing 1-on-1s, naming ambiguity explicitly, and resisting premature reorganization. Links to 
altitude-horizon-framework
for the full cascade template.
Q1：「3 — 新上任」 Q2：「3 — 方向不清晰」 Q3：「1 — 接手成熟团队」
**Agent输出：**分层上下文地图的操作指南、重构1对1沟通的建议、明确告知团队模糊性的方法、不要过早重组的提醒，附带
altitude-horizon-framework
的链接获取完整的信息同步模板。

Example: PM Preparing, Strategic Narrative Gap

示例：准备转型的PM，战略叙事能力缺口

Q1: "1 — Preparing to make the leap" Q2: "3 — Strategic narrative" Q3: "2 — 3–6 months"
Agent output: 1-on-1 reframe tactics, cascade habit-building exercise, Hero Syndrome audit, and warning against over-indexing on Director thinking while still in PM role.
Q1：「1 — 准备跃迁」 Q2：「3 — 战略叙事能力」 Q3：「2 — 3-6个月」
**Agent输出：**1对1沟通重构技巧、信息同步习惯建设练习、英雄综合征自查、以及还在PM岗位时不要过度追求总监思维的提醒。

Common Pitfalls

常见误区

Pitfall 1: Treating Preparation Like a Checklist

误区1：把准备工作当成 checklist 来做

Symptom: Asking "what do I need to do to get promoted?" and working through items like tasks
Consequence: You optimize for appearances of readiness rather than building the actual muscles. Interviewers and managers can tell the difference.
Fix: Use this advisor to identify the one or two specific behavior changes that matter most for your situation, not a comprehensive development program.
症状： 问「我要做什么才能晋升？」然后像完成任务一样做完清单上的事
后果： 你优化的是看起来准备好了的表象，而不是真正提升能力。面试官和经理能分辨出两者的区别。
解决方案： 用这个指导工具找到对你的情况最重要的1-2个具体行为改变，而不是做全面的提升计划。

Pitfall 2: Misidentifying Your Situation

误区2：错误识别自己的阶段

Symptom: Selecting "preparing" when you're actually in an active interview process, or selecting "newly landed" when you've been in the role 18 months
Consequence: You get coaching calibrated to the wrong situation.
Fix: Be honest about where you actually are, not where you'd like to be.
症状： 实际正在面试却选了「准备阶段」，或者已经任职18个月却选了「新上任」
后果： 你得到的指导是适配错误场景的。
解决方案： 坦诚面对你实际所处的阶段，而不是你想处于的阶段。

Pitfall 3: Looking for Permission

误区3：寻求许可式判断

Symptom: Asking this advisor whether you're "ready" for the transition
Consequence: There's no readiness test. The transition is a decision, not a graduation.
Fix: Use this skill to identify what will be hardest for you specifically and how to address it — not to get a pass/fail verdict.
症状： 问这个指导工具你是否「准备好了」转型
后果： 不存在 readiness 测试，转型是一个决定，而不是一次毕业。
解决方案： 用这个技能找到对你来说最难的部分以及解决方法，而不是要一个通过/不通过的结论。

References

参考资料

Related Skills

相关技能

  • skills/altitude-horizon-framework/SKILL.md
    — The mental model this skill coaches on; includes the Cascading Context Map template
  • skills/workshop-facilitation/SKILL.md
    — Facilitation protocol for this interactive skill
  • skills/altitude-horizon-framework/SKILL.md
    — 本技能用到的思维模型，包含分层上下文地图模板
  • skills/workshop-facilitation/SKILL.md
    — 本交互式技能的实施协议

Future Skills

未来技能

  • director-to-vp-cpo-advisor
    (planned) — Coaches the next transition: Director to VP or CPO of Product
  • director-to-vp-cpo-advisor
    （规划中） — 指导下一个转型阶段：总监转产品VP或CPO

Source Material

来源材料

External Frameworks

外部框架

  • Marty Cagan, Empowered — Organizational dynamics and role clarity
  • Julie Zhuo, The Making of a Manager — IC-to-manager transition
  • Michael Watkins, The First 90 Days — Structured approach to leadership transitions
  • Marty Cagan, Empowered — 组织动力学和角色清晰度相关内容
  • Julie Zhuo, The Making of a Manager — 个人贡献者转经理的转型相关内容
  • Michael Watkins, The First 90 Days — 领导力转型的结构化方法相关内容