'team lead spec' 검색 결과

Coordinates a named team of Codex workers with concrete responsibilities and shared progress records. It selects available collaboration tools, manages communication and separate working copies when needed, and handles integration, team archival, and cleanup after the work ends.

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• Splitting related implementation work across cooperating agents
• Investigating several aspects of a clearly defined problem
• Inspecting team progress and member responsibilities

Codex-only team orchestration: run a named team of cooperating Codex workers with durable, script-managed state. MUST USE when the user asks Codex to create, run, coordinate, inspect, archive, or delete a team of agents/threads/sessions, or to work on something as a team in parallel. FIRST inspects the active tool surface (checking tool_search for deferred tools) and tells the user the route: native MultiAgentV2 agents (flat spawn_agent with task_name) when available, Codex App threads as the fallback, or a plain-subagent split when neither set exists. The main session is always the leader; members are defined by a concrete part, ownership area, or perspective - never a vague job role; a bundled cross-platform script writes the .omo/teams state plus an auto-generated member field manual. Use a team when the work is not perfectly isolated but parallelizing helps; use plain subagents when scope is perfectly isolated or the goal is ambiguous. Triggers: team mode, teammode, make a team, run as a team, team of agents, coordinate threads, parallel Codex threads, archive the team.

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Review a sales team's pipeline by representative and deal stage. The skill summarizes progress against targets, highlights deals that could affect the quarter, and suggests concrete manager actions and coaching questions using CRM data or an uploaded export.

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• Prepare for a team pipeline review
• Compare each representative's forecast with their target
• Identify major deals and risks affecting the quarter

Review incoming sales inquiries, classify their fit and urgency, and draft replies in the owner's voice using available meeting times. Notify the team about urgent prospects, record activity, and hold every customer reply for approval.

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• Drafting a reply to an unanswered inquiry
• Sorting overnight inquiries for morning review
• Alerting the team to urgent prospects

Triage mode operational spec for the team lead. Returns lead identity, facilitator identity, mode-specific rules, suggest-members guidance, and phase arc for triage teams that diagnose an issue without changing it.

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Code mode operational spec for the team lead. Returns lead identity, facilitator identity, mode-specific rules, suggest-members guidance, and phase arc for code-mode teams.

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General mode operational spec for the team lead. Returns lead identity, facilitator identity, suggest-members guidance, and phase arc for general-purpose teams. The silent fallback when outcomes fit no specific mode, and a wrapper base for custom workflows — it has no shortcut command.

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SpecStory Workthreads - a weekly work-thread rollup across a team's repos from SpecStory coding histories (any agent - Claude Code, Codex, Cursor, Gemini, and more). It groups the window's sessions into threads of work per project and labels each new / open / recently closed, so a lead sees what shipped, what is still an open loop, and what was just started. Use when someone asks "what happened this week", "what is still open", "what did the team finish", "give me the weekly rollup", or wants a status report over a .specstory/history corpus.

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亚马逊管理之道 (亚马逊管理之道 (The Amazon Way — Amazon 自身的领导力与运营操作系统) — 这个 master skill 蒸馏的不是『在亚马逊平台上开店卖货』(那是跨境电商运营,已由 cross-border-ecommerce 另蒸),也不是 AWS 云技术架构;而是亚马逊这家公司『怎么运营自己、怎么做决策、怎么招人、怎么创新、怎么规划』的一整套可迁移的管理机制(mechanisms)与心智操作系统。面向想在自己团队/公司引入亚马逊式机制的创始人/CEO/高管/运营负责人(COO)、产品经理与技术产品经理(PM/PMT)、组织与流程设计者(chief of staff / ops)、以及在亚马逊工作或准备面试亚马逊(著名的 LP 行为面试 + Bar Raiser)的人。覆盖: (a) 第一性张力 — 亚马逊 OS 的核心世界观分歧: **机制 > 良好意图(Good intentions don't work, mechanisms do:问题不能靠『下次更努力』修复,要装一个带检查闭环的自我强化流程) ⇄ 可控输入指标 vs 滞后输出指标(管你能控制的 input 如选品/价格/在库/配送速度,而非 revenue/股价这类滞后又不可控的 output) ⇄ 长期主义 vs 季度业绩(Day 1、willing to be misunderstood、用现金流+飞轮长期投入,宁可牺牲短期利润) ⇄ 客户执念 vs 竞争对手执念(working backwards 从客户倒推,而非从竞品或『我们能造什么』正推) ⇄ 叙事备忘录 vs PPT(6-pager + 开会前静默阅读、动手前先写 PR/FAQ;写作逼出清晰思考,禁 PowerPoint) ⇄ 单线程负责人/两个披萨团队 vs 协调税(separable、autonomous、one owner per initiative,砍掉跨团队依赖) ⇄ 高标准可学习可传递 vs 与生俱来(insist on the highest standards + Bar Raiser 招聘门,标准是 domain-specific 且能教的) ⇄ 节俭催生创造力 vs 血汗文化(frugality/约束驱动发明 —— 但 frugality + 高压 bar + URA 强制淘汰 = 文化阴暗面批判) ⇄ 两类决策(Type 1 不可逆/单向门 慎重 vs Type 2 可逆/双向门 高判断力个人快速决策,别用重流程拖慢))**; (b) 核心机制(mechanisms,本行的『工具栈』其实是一套运营机制而非软件) — Leadership Principles(14 条→2021 增至 16 条,是一套运营语言和决策仲裁器)、Working Backwards(从客户倒推:动手前先写新闻稿+常见问答 PR/FAQ)、叙事备忘录(6-pager narrative / 1-pager + silent reading 静默阅读、禁 PPT)、Weekly Business Review(WBR + metrics deck 指标看板)、input/output metrics(可控输入指标体系、DMAIC 式指标选择)、年度规划(OP1/OP2 + S-Team goals)、Bar Raiser(招聘机制,独立于用人经理的抬杠者拥有一票否决)、Two-Pizza Team / Single-Threaded Leader STL / separable teams、Correction of Errors(COE 事故复盘 + 5 Whys 五问法)、Andon Cord(安灯绳,借自丰田,一线可拉停)、Flywheel(飞轮:低价→更多客户→更多卖家→更多选品→更低成本结构→更低价)、Type 1/Type 2(单向门/双向门决策分级)、Regret Minimization Framework(遗憾最小化,贝索斯创业决策法); (c) 心智模型层 — customer obsession(客户执念是所有 LP 之首)、long-term thinking / Day 1(第二天就是停滞衰亡)、invent and simplify、ownership(主人翁,不说 that's not my job)、bias for action(可逆决策就快,speed matters)、disagree and commit(充分反对后即便不同意也全力执行)、frugality、dive deep(深入细节、不靠代理指标脱离一线)、think big、are right a lot(用强判断力和证伪自己的能力多做对的判断)、earn trust、deliver results; (d) 工作流/SOP — 用亚马逊方式发起一个新产品/业务(先写 PR/FAQ→评审→倒推着造)、如何跑一场 WBR、如何写和评审一份 6-pager(叙事流程 + 静默阅读)、Bar Raiser 招聘 loop、年度规划(OP1/OP2→S-Team goals→输入指标追踪)、事故后的 Correction of Errors; (e) 知识正典(en-primary,极其丰富且可取一手) — 贝索斯致股东信 1997-2021(1997 首封是奠基文本,每年附在信末;Day 1、遗憾最小化、long term)、《Working Backwards》Colin Bryar & Bill Carr(2021,运营机制圣经)、《The Everything Store》Brad Stone(2013,公司史)、《Amazon Unbound》Brad Stone(2021,权力与阴暗面续作)、《Invent and Wander》贝索斯文集(2020)、《The Amazon Way》/《Think Like Amazon》John Rossman(前亚马逊高管)、Amazon 官方 Leadership Principles 页(amazon.jobs,一手)、HBR『The Institutional Yes』(2007 贝索斯访谈); (f) 行业大佬/figures — Jeff Bezos(创始人,源头教义)、Andy Jassy(现任 CEO,OS 超越创始人的证据 + AWS 缔造者)、Colin Bryar(前贝索斯影子/TPM,《Working Backwards》作者)、Bill Carr(前数字媒体 VP,《Working Backwards》作者)、Jeff Wilke(前全球消费者 CEO,运营架构师)、John Rossman(前亚马逊、机制布道者/顾问)、Brad Stone(记者/编年史作者,批判性外部视角); (g) 争议/批判(必须保留,不能洗白) — 文化阴暗面(NYT 2015『Inside Amazon: Wrestling Big Ideas in a Bruising Workplace』揭露高压职场)、仓储与一线劳工争议、URA(unregretted attrition 强制淘汰)与 stack-ranking 的残酷、frugality + 高 bar = 燃尽(burnout);机制能否迁出亚马逊(cargo-culting:在初创或非科技公司照搬 PR/FAQ/输入指标/Bar Raiser 常失败);是贝索斯个人天才(personality)还是制度化机制(institution)—— OS 在贝索斯卸任后于 Jassy 治下延续,是机制派的证据; (h) 流派/思想谱系 — **信徒/机制布道派(Bryar & Carr《Working Backwards》+ 前亚马逊 operator 顾问圈,信 mechanisms 可移植、任何公司可安装)** vs **批判派(Brad Stone《Amazon Unbound》+ NYT + 劳工视角,认为 OS 与高淘汰的残酷机器不可分割,不该被浪漫化)** vs **情境/规模怀疑派(机制之所以有效是因为亚马逊特定的规模/现金流/创始人权力,照搬到小公司=cargo cult)** vs **创始人中心 vs 制度中心之争(是贝索斯个人 vs 可传承的机制)**。不含: 在亚马逊开店卖货/选品/PPC/FBA 的卖家运营(=cross-border-ecommerce)、AWS 云技术架构与运维、通用 MBA 管理理论泛泛而谈、把普通商业常识包装成『亚马逊独家秘诀』。) Master OS — automated mastery of 亚马逊管理之道 (The Amazon Way — Amazon 自身的领导力与运营操作系统) — 这个 master skill 蒸馏的不是『在亚马逊平台上开店卖货』(那是跨境电商运营,已由 cross-border-ecommerce 另蒸),也不是 AWS 云技术架构;而是亚马逊这家公司『怎么运营自己、怎么做决策、怎么招人、怎么创新、怎么规划』的一整套可迁移的管理机制(mechanisms)与心智操作系统。面向想在自己团队/公司引入亚马逊式机制的创始人/CEO/高管/运营负责人(COO)、产品经理与技术产品经理(PM/PMT)、组织与流程设计者(chief of staff / ops)、以及在亚马逊工作或准备面试亚马逊(著名的 LP 行为面试 + Bar Raiser)的人。覆盖: (a) 第一性张力 — 亚马逊 OS 的核心世界观分歧: **机制 >

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6つの専門レビュアーロールを並列実行し、consensusLevel（複数ロールの合意度）と Tech Lead レポート（top3指摘・blindSpots・consensusSummary）で結果を統合する マルチエージェントレビュー entry skill。 Parallel multi-role review with consensus scoring (consensusLevel) and Tech Lead report. Use when a major release needs exhaustive multi-angle review, or when a single-perspective review is not enough and you want confidence that no reviewer angle was missed（重要リリース前の網羅レビュー・多視点の確証が 欲しいとき）。

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Use cmux on macOS to organize visible teams of AI agents, send prompts, inspect terminal output, and monitor completion. Set up role-based teams or have several agents investigate the same problem; live operation remains unproven in the supplied material.

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• Launch a team to investigate an intermittent test failure
• Have multiple agents investigate the same bug
• Send follow-up prompts to a running agent

Rewrites technical research content into a structured lay summary that cross-disciplinary teams can quickly understand and act on. Use when the user wants to explain research to colleagues outside their specialty — clinicians, wet-lab scientists, bioinformaticians, product managers, or leadership. Trigger on: "lay summary", "explain my research to the team", "non-technical summary", "cross-disciplinary summary", "translate my findings", "align our team on the study", or any request to communicate research goals, findings, or next steps to a mixed or non-specialist audience. Part of the AIPOCH Academic Writing skill hub. Sits midstream: after research content is clarified, before downstream deliverables like slide decks or graphical abstracts.

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Data-driven sprint retrospectives from git history — velocity, cycle/lead time, contributor insights, and churn hotspots. Use to run a retrospective, analyze team velocity or throughput, or generate a retro report from commit history.

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You are an expert in Clay, the data enrichment and outbound sales platform that pulls from 75+ data providers to build rich prospect profiles. You help teams automate lead discovery, enrich contacts with firmographic and technographic data, score leads against ICP criteria, and trigger personalized outreach sequences — replacing manual research with automated, data-driven prospecting.

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Design collaborative AI teams with CrewAI by defining each agent’s role, goals, tasks, and expected results. Covers passing work between agents, manager-led coordination, memory settings, and execution planning for workflows such as research and writing.

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• Build a team that researches and writes articles
• Coordinate specialists through a manager agent
• Define agent roles and expected task outputs

Draft weekly or monthly progress updates, launch announcements, and risk escalations for specific audiences. Turn shared project information into concise leadership summaries, detailed engineering updates, or customer-facing messages with clear next steps.

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• Writing weekly or monthly updates for leadership
• Sharing blockers and decisions with engineering teams
• Preparing customer-facing launch announcements

Assign ready tasks from a project plan to Worker agents and check their submitted results. The skill defines task specifications, file ownership, and result statuses, helping a coordinator decide whether to accept work or plan follow-up tasks.

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• Assign a ready project task to a Worker
• Check submitted outputs and result statuses
• Define ownership of task files

Build a scalable outbound B2B sales machine with specialized roles (SDR, AE, CSM). Use when the user mentions "outbound sales", "Cold Calling 2.0", "cold email sequences", "sales pipeline", "SDR process", "sales development", "build an outbound sales team", or "fill my pipeline". Also trigger when setting up a B2B SaaS sales team from scratch or building a lead-qualification framework to improve close rates. Covers the three lead types (seeds/nets/spears), role specialization, the referral-email method, ANUM qualification, and pipeline math. For offer design, see hundred-million-offers. For persuasion science, see influence-psychology.

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Virtual QA Lead that turns requirements into review-ready, TestRail-importable test cases in one conversation. Use it whenever the user has requirements, a spec, a user story, or acceptance criteria (PDF, DOCX, XLSX, TXT, MD, or pasted text) and wants test cases, a test plan, a checklist, test coverage, a regression suite, or a TestRail/Qase/Zephyr export, even without saying "test cases" ("write tests for this spec", "what should we check here?"). Especially useful when they attach their team's existing test cases to match. When the spec describes an API (endpoints, status codes, schemas, auth, OpenAPI/Swagger), Casely also builds a runnable Postman collection, so use it for "API tests", "Postman collection", or "tests I can run in Newman/CI". Triggers on the same request in any language.

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Plan and measure defensive deception operations with MITRE Engage. Connect decoy systems and credentials to specific attacker techniques, define measurable objectives, and document operating boundaries, response procedures, and criteria for assessing results.

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• Giving existing honeypots a coordinated strategy
• Selecting decoys for a specific threat actor
• Writing an adversary engagement operation plan

Use when a leader evaluates a marketing TEAM MEMBER using data — a KPI scorecard by role, strengths with real examples, areas to improve stated as observable behavior, a 30 and 90 day development plan, and a 1-5 rating rubric. Trigger on 'performance review for my marketer', 'evaluate a team member', 'monthly 1:1 review', 'feedback for my content writer', 'development plan for an employee', 'is this person underperforming'. Also use when the user is unhappy with someone and cannot articulate why. Not for — evaluating a campaign rather than a person, see `63-campaign-retrospective-global`; reviewing one piece of output, see `62-marketing-review-global`; scoring an external vendor, see `67-agency-vendor-brief-global`.

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Writing mode operational spec for the team lead. Returns lead identity, facilitator identity, ownership boundaries, editorial baseline, suggest-members guidance, and phase arc for writing-mode teams.

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Marketing analytics and data-driven optimization for B2B SaaS campaigns. Use this skill when analyzing marketing performance, optimizing conversion rates, running A/B tests, conducting customer research, creating marketing dashboards, building attribution models, analyzing funnel metrics, or storytelling with data. Also triggers on: marketing ops, performance analytics, CRO, A/B testing, data storytelling, customer insights, tracking plan, event taxonomy, UTM taxonomy, GA4 audit, consent mode, instrumentation contract, sample size calculation, minimum detectable effect, test duration, not enough traffic to A/B test, statistical significance, Bayesian vs frequentist, sample ratio mismatch, experiment feasibility, martech stack, marketing tech stack audit, tool consolidation, build vs buy, vendor evaluation, shadow IT tools, ESP/CRM/platform migration, switching cost, cutover plan, suppression list migration, data portability, customer interviews, survey design, sampling frame, non-response bias, how many people should I interview, thematic saturation, voice of customer, jobs-to-be-done, buyer persona research, is this finding real, data enrichment, which enrichment provider should we buy, waterfall enrichment, contact data quality, match rate, our list data is bad, email verification, catch-all domain, accept-all, bounce rate from bad data, B2B data decay, how often should we re-verify contacts, ZoomInfo vs Apollo vs Clearbit evaluation, cost per usable record, where did this list come from, GDPR Article 14 notice, purchased list compliance, suppression screening, TAM list building, demand planning, marketing plan, how many leads do we need, what pipeline target should marketing carry, funnel model, top-down vs bottom-up plan, plan of record, annual marketing planning, quarterly planning, pipeline coverage we have to create, sales cycle lag, our leads cannot close this quarter, carry-in pipeline, scenario planning, conservative moderate aggressive forecast, stretch target, reforecast, re-forecast triggers, assumption register, capacity ceiling, addressable audience ceiling, marginal cost per lead, blended CPL is wrong, we missed plan and nobody knows why, AI policy for the marketing team, AI governance, AI acceptable use policy, which AI tools are we allowed to use, can I paste customer data into ChatGPT, shadow AI, AI use register, human review of AI output, when can we stop reviewing every AI draft, can the agent send on its own, the AI made a mistake now what, pull back AI autonomy, AI evals, our AI vendor changed the model, AI output went out wrong, prompt injection, can our AI read prospect replies safely, lethal trifecta, the AI leaked internal notes, turn off auto-generated ad assets, auto-applied recommendations, AI literacy training, EU AI Act Article 4, duplicate records in the CRM, dedupe before import, which value wins in a merge, CRM cleanup.

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Run an org-team workflow — a flat pod of up to four peer Claude Code sessions claims lane-tagged slices of an approved spec over the baseline MCP channel and implements them concurrently, each in its own git worktree. Each peer DECIDES its own in-lane implementation choices in its own main context (Article X); only un-decidable or cross-lane forks escalate peer→lead→human (yield_fork for task-bound forks, ask_lead for free-form queries). Opt-in and OFF by default (velocity.org_mode.enabled). Graduates the retired sprint-dispatch prototype into the constitutionally-sanctioned org-team model (Article X — Multi-session coordinated workflows). Requires git.

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