Business
244 prompts in this category · Page 1 of 21
Engineering Manager Prompt: Weekly 1:1 Agendas From Notes
Prep every engineer's one-on-one in minutes: ChatGPT turns your notes, project signals, and growth goals into agendas, questions, and a commitments list.
Act as a seasoned engineering manager and leadership coach who prepares weekly one-on-ones for software teams. You work only from the manager's own notes, you put the engineer's topics first, and you never rate performance or guess at anyone's health or private life. Inputs: - Each team member with role, tenure, and current project: [TeamMembers] - My notes and open commitments from the last one-on-one with each person: [RecentNotes] - Project signals I observed this week (sprint status, on-call, incidents, review load): [ProjectSignals] - Each person's stated growth goals: [GrowthGoals] - What I am worried about or want to raise: [ManagerConcerns] Generate: 1. One-on-one agenda per engineer: their topics first, then follow-ups on open commitments from RecentNotes, one project check tied to ProjectSignals, and one growth question tied to GrowthGoals. Keep it to 30 minutes. 2. Open questions: three per engineer that invite them to talk, not yes or no checks. 3. Specific recognition: one thing per engineer to thank them for, citing the exact work from my notes. 4. Watch list: workload or morale signals from my notes only, written as questions to ask, never as diagnoses. 5. How to raise my concerns: for each ManagerConcern, an opening line that is direct and kind, plus what to listen for. 6. Commitments tracker: a table of who owes what by when, carried from RecentNotes and new items. 7. Team themes: patterns across the one-on-ones to bring to the staff meeting, without naming who said what. Rules: - Use only facts in my inputs. Mark anything I did not provide as a question. - No performance ratings, rankings, or compensation advice. - Sensitive issues (health, harassment, personal crises) go to HR or the right support, not into the agenda.
Leadership Development Prompt: 90-Day Plan From Feedback
Turn your real 360 or review feedback into a 90-day leadership development plan: themes, two focus gaps, observable behaviors, practice reps, and check-ins.
Act as a leadership development coach who works with first-time and mid-level managers. You turn the feedback I actually received into a focused 90-day development plan with practice reps, 1:1 talking points, and a way to check progress. Use only the feedback, goals, and situations I give you. Inputs: - My role, team size, and how long I have led people: [LeaderRole] - Feedback I received, quoted or summarized (360, manager review, skip-level, team survey comments): [FeedbackNotes] - My manager's expectations for the next quarter: [ManagerExpectations] - Upcoming situations where I can practice (meetings, projects, hard conversations): [PracticeMoments] - Leadership skills I want to build, in my own words: [GrowthGoals] - Hours per week I can give to development: [WeeklyHours] Generate: 1. Feedback themes: group FeedbackNotes into 2 to 4 themes, quote the lines behind each, and mark each theme as a strength to keep, a gap to close, or mixed. Do not add feedback I did not get. 2. Focus pick: choose at most 2 gaps for the next 90 days, explain how each connects to ManagerExpectations or GrowthGoals, and name what I should deliberately not work on yet. 3. Behavior targets: for each focus gap, 2 observable behaviors a team member could notice in a normal week. 4. Practice plan: map each behavior to specific PracticeMoments, phase by phase across about 13 weeks, sized to WeeklyHours. 5. Feedback loop: 3 short questions to ask my team every 2 weeks, plus a short 1:1 script for sharing the plan with my manager. 6. Day 90 evidence: what I can observe or collect to show progress. No predicted scores. Rules: - Coach tone: direct, specific, no flattery. - If FeedbackNotes are thin or contradict each other, say so and suggest how to get better feedback before planning. - Do not diagnose personality, and do not give HR or legal advice about specific employees.
Salary Negotiation Prompt: Counteroffer Plan and Scripts
Plan a salary counteroffer from your real offer and sourced market data: target and walk-away numbers, an email, a call script, pushback replies, and practice.
Act as a career negotiation coach who helps a candidate answer a job offer with a calm, specific counteroffer built only from the offer letter and the market data the candidate brings, never from made-up salary figures. Inputs: - The written offer (title, base, bonus, equity, sign-on, start date, deadline): [OfferDetails] - Market data I found, with sources (posted pay range, salary surveys, peer offers): [MarketData] - My leverage (other interviews or offers, rare skills, timing): [Leverage] - My target number and my walk-away number: [TargetAndFloor] - Non-salary items I care about (remote days, title, start date, learning budget, vacation): [OtherAsks] - Who I am talking to (recruiter or hiring manager) and the tone so far: [Counterpart] Generate: 1. Offer snapshot: every number in OfferDetails in one table, plus total first-year cash if bonus and sign-on are listed. 2. Market check: where the base sits against MarketData, quoting only the numbers and sources I gave. If MarketData is thin, say so and suggest where to look. 3. The ask: one specific base number tied to TargetAndFloor and MarketData, the reason in one sentence, and which OtherAsks to raise if base cannot move. 4. Counteroffer email: under 170 words, thankful, enthusiastic, specific number, no ultimatum, no lies about Leverage. 5. Call script: opening line, the ask, then silence, and how to close the call with next steps. 6. Pushback replies: answers to "that is the top of the band", "we need an answer today", "what are you making now", and "we can revisit at your review". 7. Trade-off ladder: the order to concede OtherAsks if base stays flat, ending at the walk-away point. 8. Practice round: play Counterpart for three short exchanges, then score my replies on clarity, confidence, and honesty. Rules: - Never invent salary numbers, market data, or competing offers. If a number is missing, ask for it. - Do not tell me to bluff about other offers. - This is coaching, not legal or financial advice; check equity and contract terms with a qualified professional.
Networking Prompt: Event Prep, Intros, and Follow-Ups
Prepare for one networking event from your real background: a 30 second intro, questions for the people you want to meet, follow-up messages, and a tracker.
Act as a career networking coach who prepares me for one networking event: a short intro in my own words, questions for the specific people I want to meet based only on what I know about them, follow-up messages that ask for one small thing, and a simple tracker with dates. Inputs: - My background and the one result I am proudest of: [MyBackground] - What I want from networking in the next few weeks: [NetworkingGoal] - The event: name, date, time, and format: [EventDetails] - People I hope to meet, with their role and what I know from their public talk or profile: [PeopleToMeet] - What I can offer them in return: [WhatICanOffer] - How I will follow up (email or a LinkedIn message) and by when: [FollowUpChannel] - Things I do not want to do (ask for a job outright, pitch, send long messages): [MyLimits] Generate: 1. 30 second intro: about 75 words, in plain first person, ending with one line on NetworkingGoal. 2. Short intro: one sentence for a quick handshake. 3. Questions for each person in PeopleToMeet: two specific questions tied to what I know about them, plus one easy opener. 4. Conversation exits: two polite ways to end a talk and ask to stay in touch. 5. Follow-up messages: one per person, under 100 words, through FollowUpChannel, mentioning one thing we talked about (left as a [blank] to fill after the event), what I can offer from WhatICanOffer, and one small ask such as a 20 minute call. 6. Tracker: name, role, where we met, date of first follow-up, one gentle nudge date a week later, and the next step. 7. Event checklist: what to prepare the night before. Rules: - Use only facts I give you about me and about them; never invent details of their work or claim we talked about something we did not. - Respect MyLimits; no mass messages, no automated outreach. - One follow-up nudge at most if there is no reply.
Operations Prompt: Weekly Ops Review to Bottleneck Fix Plan
Turn your process steps, weekly metrics, team hours, and open issues into an ops review with capacity math, the real bottleneck, a fix plan, and SOP updates.
Act as an operations manager who runs a weekly operations review from a team's own process steps, metrics, and staff hours, finds the real bottleneck with capacity math, and turns it into a fix plan with owners and SOP updates. Inputs: - Process steps in order, with who does each: [ProcessSteps] - This week's metrics (volume, on-time, errors, wait time by step): [WeeklyMetrics] - Targets or service levels we promise: [OpsTargets] - Staff hours available by step and time per unit: [TeamCapacity] - Open issues and what we know about their causes: [OpenIssues] - Changes coming up (volume, staff, equipment): [UpcomingChanges] Generate: 1. Scorecard: each metric against its target, with the gap and the math shown (rates to one decimal). 2. Capacity check: demand hours versus available hours for every step with time per unit, the load percentage, and the bottleneck step. 3. Cause check: for the top two issues, what the numbers show, the share of the problem each cause explains, and two questions to confirm the cause. 4. Fix plan: up to five actions, each with an owner role, a start date or week, the metric it should move, and the target. 5. Upcoming load test: the capacity check rerun with UpcomingChanges, and the hours short or spare per step. 6. SOP updates: which steps need a written procedure change and the exact line to add. 7. Ops update: a five-sentence summary for leadership with the bottleneck, the fix, and what it costs in hours. Rules: - Use only my numbers; show every calculation and label any estimate. - Owners are roles from ProcessSteps; do not invent people, vendors, or budgets.
Customer Success Prompt: Account Health Review and Save Plan
Score your customer accounts from usage, tickets, and champion notes with your own rubric, rank renewal risk, and get save plans and a first outreach email.
Act as a customer success manager who reviews a book of accounts before renewals, scores health with the team's own rubric, shows every calculation, and writes save plans a CSM can run this week. Inputs: - Today's date: [AsOfDate] - Accounts with seats bought, active seats, annual contract value, and renewal date: [AccountList] - Open support tickets per account, with one-line notes: [TicketNotes] - Champion status and recent contact notes: [ChampionNotes] - Our health rubric with points and color bands: [HealthRubric] - What success looks like for these customers: [SuccessCriteria] - My time available this week: [CSMCapacity] Generate: 1. Health table: for each account, active seat percentage, points for each rubric line, total, and color, with the math shown. Then days to renewal from AsOfDate. 2. Book summary: total contract value, value in each color band, and value renewing in the next 90 days. 3. Risk reasons: for every Yellow or Red account, the reasons taken from TicketNotes and ChampionNotes, quoted, and anything you cannot tell from the data. 4. Priority order: accounts ranked by color, then days to renewal, then value, with one line on why. 5. Save plans: for each Red or Yellow account, a 30-day plan with three actions, an owner, and the signal that shows it is working, tied to SuccessCriteria. 6. This week: the actions that fit CSMCapacity, with time estimates that add up to no more than the capacity. 7. First outreach email: to the top-priority account, short, specific to its notes, and asking for a meeting, with no discount offered. 8. Green account note: one expansion or advocacy idea for each Green account, only if the data supports it. Rules: - Use only the data I paste; never invent usage numbers, contacts, or reasons. - No discounts or contract promises; flag them for my manager instead.
Event Planning Prompt: Run of Show, Budget, Vendor Emails
Plan an event from your own date, headcount, venue, and quotes: a countdown timeline, a budget check, a minute-by-minute run of show, and vendor emails to send.
Act as a corporate and community event planner who builds plans from the client's real date, headcount, venue, and vendor quotes, and who marks anything unconfirmed instead of filling it in. Inputs: - Event type, goal, date, start and end time: [EventBasics] - Expected headcount and who is coming: [Guests] - Venue name, rooms, capacity, and what it includes (tables, AV, catering rules): [Venue] - Total budget: [Budget] - Vendor quotes I have, with what each covers: [Quotes] - Program items in order (welcome, talks, meals, breaks, awards, music): [Program] - Team or volunteers and their roles: [Team] - Today's date: [Today] Generate: 1. Countdown timeline: tasks grouped by weeks before EventBasics date, counted back from Today. Flag anything already late. 2. Budget check: add up Quotes, compare to Budget, and show what is left. Mark every item with no quote NEED QUOTE. Never guess a price. 3. Run of show: a minute-by-minute schedule for event day from load-in to teardown, built from Program, with an owner from Team for each line and a buffer after anything that tends to run long. 4. Vendor email drafts: one short email per vendor in Quotes confirming date, times, headcount, load-in, and what is included, ending with the open questions for that vendor. 5. Day-of checklist: what each person in Team carries or checks, plus a contact sheet layout (role, name, phone to fill in). 6. Risk list: the three most likely problems for this event (for example weather, late speaker, AV failure) and the backup for each. Rules: - Use only the dates, numbers, and prices I give you; label everything else TO CONFIRM. - Check headcount against Venue capacity and say so if it is over. - Keep the run of show realistic: no back-to-back items without a transition.
Management Consultant Prompt: Issue Tree to Interview Guide
Turn a client question and engagement facts into a problem statement, an issue tree, hypotheses with tests, an interview guide, and a data request list.
Act as a management consultant who structures client problems in the first week of an engagement, turning a client question and the facts gathered so far into an issue tree, testable hypotheses, an interview guide, and a data request, without inventing market sizes or client numbers. Inputs: - Client code name and industry (no real client name if confidential): [ClientCodeName] - The question the client wants answered, in their words: [ClientQuestion] - Facts we already have, with source (kickoff notes, financials, prior decks): [EngagementFacts] - Team hypotheses so far, even rough ones: [Hypotheses] - People we can interview and their roles: [Stakeholders] - Data the client has said it can share: [DataAvailable] - Deadline and the deliverable the steering committee expects: [SteerCoDeliverable] Generate: 1. Problem statement: situation, complication, and key question in three sentences, using only EngagementFacts. 2. Issue tree: break the key question into 3 to 4 branches that do not overlap and together cover the problem, with 2 to 3 sub-questions each. 3. Hypothesis tests: for each item in Hypotheses, the issue tree branch it belongs to, the analysis that would prove or kill it, and the exact data it needs. 4. Interview guide: for each person in Stakeholders, 5 open questions tied to issue tree branches, plus one question that could disprove our favorite hypothesis. 5. Data request: a numbered list the client can act on, mapped to DataAvailable, with anything not yet offered marked NEW ASK. 6. Storyline skeleton: 6 to 8 action-title slide headlines for SteerCoDeliverable, each written as a claim to test, labeled HYPOTHESIS until data confirms it. 7. Gaps: facts we still need before the issue tree can be trusted. Rules: - Use only numbers in EngagementFacts. Never estimate market size, share, or benchmarks; write DATA NEEDED instead. - Keep the client anonymous by code name, and follow your firm's rules on putting client data into AI tools. - Slide headlines stay labeled as hypotheses until the analysis is done.
Startup Validation Sprint from Idea, Customer, and Evidence
Paste your startup idea, target customer, and the evidence you have to get a risk-ranked assumption map, interview script, 2-week tests, and a go or stop rule.
Act as a startup product discovery coach who helps a founder test the riskiest assumptions behind an idea in two weeks, using only the evidence the founder has, and who never invents market sizes, traction, or customer quotes. Inputs: - The idea in one or two sentences: [Idea] - The specific customer you think has the problem (role, company type, situation): [TargetCustomer] - The problem as you believe it happens today: [ProblemToday] - Evidence you already have (interviews, waitlist, pilot, messages), with counts: [CurrentEvidence] - What people use today instead (tools, spreadsheets, doing nothing): [CurrentAlternatives] - Budget and hours you can spend in the next 2 weeks: [SprintBudget] - The decision you need to make after the sprint (build, pivot, stop, raise): [Decision] Generate: 1. Assumption map: 6 to 8 assumptions across problem, customer, solution, willingness to pay, and channel, each scored for risk (high, medium, low) based on how much CurrentEvidence supports it. 2. Top 3 risky assumptions with the evidence that would change your mind on each. 3. Customer interview script: 8 questions about past behavior and CurrentAlternatives (no pitching, no "would you use"), plus who to recruit and where. 4. Two-week test plan inside SprintBudget: for each top assumption, one test, the metric, and a pass line the founder writes now, before seeing results. 5. Smoke-test landing page outline or concierge offer, if it fits the budget. 6. Decision rule for Decision: what result means build, pivot, or stop. 7. Evidence ledger: every claim in this plan traced to CurrentEvidence, and the open questions still unknown. Rules: - No market-size numbers, competitor revenues, or growth stats unless the founder pasted them. - Pass lines are the founder's to set; suggest a starting point and label it a suggestion. - Not legal, tax, or investment advice.
Business Model Canvas Prompt: Nine Blocks From Your Notes
Fill all nine Business Model Canvas blocks from your notes, tag each line as evidence or assumption, check unit economics, and plan tests for the riskiest bets.
Act as a startup advisor who runs Business Model Canvas workshops for early founders, fills each block only from the founder's notes, and labels every line as evidence or assumption. Inputs: - The business idea in a few sentences: [BusinessIdea] - What customers said in interviews or sales calls, with how many people: [CustomerNotes] - Prices, variable costs per sale, and fixed monthly costs: [PricingAndCosts] - Channels tried so far and what each produced: [ChannelsTried] - Pilot or sales numbers to date: [TractionToDate] - People, equipment, and skills we have: [Resources] - Partners and suppliers, current or planned: [Partners] - Questions I am unsure about: [OpenQuestions] Generate: 1. The nine blocks of the Business Model Canvas: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, Cost Structure. Two to four lines per block, each tagged [evidence: source input] or [assumption]. 2. Unit economics from PricingAndCosts: contribution per sale for each offer, monthly fixed costs, break-even volume, and how TractionToDate compares. Show every calculation. 3. Fit check: does each Value Proposition answer a problem in CustomerNotes, and does each Channel reach a Customer Segment? Flag mismatches. 4. The five riskiest assumptions, ranked by how badly the business suffers if each is wrong. 5. A test for each of the top three: what to do in two weeks or less, what it costs, and the result that would change my mind. 6. A one-page text canvas I can paste into a slide or a whiteboard tool. 7. Answers or next steps for OpenQuestions, using only my inputs. Rules: - Use only my notes and numbers. No market size figures or industry statistics unless I pasted them. - Keep the canvas to one page; cut weak lines rather than add filler.
Construction PM Prompt: 3 Week Look Ahead and Constraint Log
Turn your schedule, open RFIs, submittals, and field notes into a 3 week look ahead, a constraint log with owners, an owner update, and an OAC meeting agenda.
Act as a construction project manager for a general contractor who runs weekly planning from the master schedule, open RFIs and submittals, and field notes, and who removes constraints before they stop a crew. Inputs: - Project type, size, location, and current phase: [ProjectSnapshot] - Master schedule milestones and activities for the next 3 weeks, with dates: [ScheduleActivities] - Open RFIs with number, question, date sent, and who owes the answer: [OpenRFIs] - Submittals with status (not sent, in review, approved, revise and resubmit) and lead times: [Submittals] - Inspections needed and how they are scheduled with the authority having jurisdiction: [Inspections] - Subcontractor crews, manpower, and any issues raised in the last foreman meeting: [SubsAndCrews] - Field notes from this week (weather, delays, deliveries, safety observations): [FieldNotes] Generate: 1. A 3 week look ahead table by week: activity, trade, area, start and finish, and the constraint that could stop it (RFI, submittal, inspection, material, manpower, predecessor work). 2. A constraint log: each constraint, the activity it blocks, the owner, the date it must clear to hold the schedule, and the next action. 3. An RFI and submittal hot list: items that will block work in the look ahead, ordered by need by date, with a one line follow up message for each. 4. An inspection plan: each inspection in the look ahead, what must be complete before calling it, and when to request it. 5. A schedule risk note: activities on or near the critical path that are at risk, the days at risk, and two recovery options for each (resequence, add crew, split area, expedite). 6. A one page owner update: progress this week, the look ahead in three lines, decisions needed from the owner or architect, and risks in plain words. 7. An OAC (owner, architect, contractor) meeting agenda with timed items and the decisions needed. 8. A foreman meeting script: what each trade needs to hear this week, in the order of work. Rules: - Do not invent dates, RFI answers, or approval statuses. Mark gaps [CONFIRM]. - Do not decide contract or change order entitlement; flag possible changes as "notify per contract." - Safety items from FieldNotes go to the top of the foreman script.
Business Strategy Prompt: Options Memo With Real Tradeoffs
Turn your numbers, customer evidence, and constraints into a strategy options memo: three real choices, a tradeoff table, cheap tests, a pick, a 90 day plan.
Act as a strategy consultant for owner-led small and mid-size companies who turns a messy growth question into a short options memo the owner can decide from, using only the facts and numbers the owner provides. Inputs: - The company in two sentences: what it sells, to whom, and where: [CompanySnapshot] - The decision or goal, with a time frame: [StrategicQuestion] - Current numbers you can share (revenue mix, margins, growth, cash): [KeyNumbers] - What customers have actually said or done (requests, complaints, churn, waitlists): [CustomerEvidence] - Competitors and what they do better or worse: [Competitors] - Hard limits such as cash, people, lease, or owner time: [Constraints] - Options already on the table: [OptionsOnTheTable] - When the decision must be made: [DecisionDeadline] Generate: 1. A situation summary in five bullets: where the money comes from, what is growing, what is shrinking, and what customers are asking for. 2. Three strategic options: the strongest two from OptionsOnTheTable and one alternative the owner did not list. For each, state where the company would play, how it would win against Competitors, and what it would stop doing. 3. A tradeoff table scoring each option on upfront cost, time to first revenue, fit with Constraints, use of existing strengths, and main risk. Use the owner's numbers and mark estimates as [ESTIMATE]. 4. The three assumptions each option depends on most, with the cheapest test to check each one before DecisionDeadline. 5. A recommendation with the condition that would change it ("Pick B unless test 2 shows..."). 6. A 90 day plan for the recommended option: owners, milestones by month, and the numbers to watch. 7. Kill criteria: the specific results at day 90 that mean stop or switch. Rules: - Never invent market sizes, growth rates, or competitor numbers. Write [NEED DATA] where a number would help. - Keep the memo under one page per section, in plain words.