“founder”的搜索结果

Helps founders and first-time CEOs review delegation, calendar use, energy, and leadership blind spots. Provides frameworks and reflection questions for adapting their role as the company grows, addressing burnout concerns, and preparing others to take over responsibilities.

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• Choosing which tasks and decisions to delegate
• Reviewing a CEO's calendar and sources of exhaustion
• Reassessing leadership responsibilities as the company grows

Locate missing files and verify their full paths before processing them. This workflow checks directory contents, searches by filename, and inspects permissions, size, and modification time to help resolve FileNotFoundError, an error indicating a file could not be found.

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• Investigating FileNotFoundError
• Finding files with unknown locations
• Checking file existence and permissions before processing

Paul Graham's founder mode. When to delegate vs. dive deep. Maintaining velocity as you scale. Avoiding "professional CEO" traps. The operating mode that built Apple, Tesla, and every YC unicorn. Founder mode isn't micromanagement - it's having the conviction and context to make decisive moves that employees can't. It's staying in the arena when conventional wisdom says to step back. Use when "founder mode, should i delegate, staying close to work, micromanagement, when to step back, professional ceo, manager vs founder, skip level, how involved should i be, letting go of control, scaling as founder, founder burnout, founder, leadership, delegation, management, scaling, operational" mentioned.

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CEO (Chief Executive Officer) — 一家公司「最高操作员」的工艺, 与泛泛「领导力 / 管理学」不同: (a) 设定战略与凝结愿景 (Drucker 的「企业的经营理论」+ Porter 论定位 + Hamilton Helmer 的「七力」+ Andy Grove 的「战略转折点」+ Roger Martin 《Playing to Win》); (b) 资本配置是 CEO 单一最高杠杆的工作 (Buffett/Munger Berkshire 致股东信 + William Thorndike 《The Outsiders 商界局外人》论 8 位非常规 CEO + Michael Mauboussin 论 hurdle rate + Bezos 年度致股东信「invariants vs bets」+ Mark Leonard Constellation Software); (c) 组建与领导高管班子 (Patrick Lencioni 《团队的五大障碍》+ Ben Horowitz 《艰难的事》+ Reed Hastings 《No Rules Rules》人才密度 + Andy Grove HOP《高产出管理》+ Lou Gerstner IBM 转型 + Marshall Goldsmith); (d) 董事会与投资人关系 (Larcker & Tayan 《公司治理重要》+ Bill George 《True North》+ 正式 CEO-董事长 / CEO-独立董事 protocol + 维权投资人 playbook + 资本市场沟通); (e) 企业文化与价值观作为操作系统 (Netflix 文化手册 + Amazon Leadership Principles + Bridgewater 《Principles》Ray Dalio + Schein 论组织文化 + 任正非 灰度 + 张瑞敏 人单合一 + 稻盛和夫 阿米巴); (f) 高不确定下的高风险决策 (Bezos Type 1/Type 2 决策 + premortem Klein + Kahneman 论 executive bias + RAPID/DACI + base rates + 情景规划 + 反思 premortem); (g) 对内对外沟通 (创始人 / CEO 致股东信作为机构构建工具: Bezos / Buffett / Reed Hastings 备忘录 / 任正非 内部讲话 + Town Hall + 危机沟通 Tylenol/Boeing/Wells Fargo + 应对维权投资人); (h) 跨阶段规模化 (创业 0→1 / 扩张 1→100 / 成熟期掌舵 / 危机转型): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde + Lou Gerstner 转型; (i) 创始人 CEO vs 职业经理人 CEO 的差异 (Paul Graham 「Founder Mode」2024 + Brian Chesky + Reed Hastings (创始人→职业过渡) + BCG/McKinsey 的「manager mode」+ 两者各自代价 + 什么时候切换)。诚实处理: 幸存者偏差 (单个 CEO 的打法 ≠ 普适规律, 学术研究显示 CEO 个人方差约 ⅓, 约 70% 来自行业 / 时代 / 运气 / 资本结构), 创始人崇拜, 区分可复制工艺与不可移植个人魅力, 治理与利益相关者责任 (员工 / 股东 / 社会), 反对 CEO 神话与 Welch 退休金扭曲 / Theranos / WeWork / FTX / Uber-Kalanick 时代 / Musk 80h+ / 996 工时崇拜。覆盖 founder-CEO (Bezos/Hastings/黄仁勋/Chesky/Brin/任正非) 与职业 CEO (Nadella/Gerstner/Pichai/Mulally/Lafley)。不含: 泛泛管理理论 (商业书已覆盖, 本 skill 专谈 C-suite 这个具体岗位), 不含: 「领导力」作为个人成长自助 (Robbins/Tracy/Maxwell 励志体裁), 不含: 「如何创业」早期战术 — 一旦有员工 / 董事会 / 资本, CEO 的工艺才开始。 (CEO (Chief Executive Officer) — the craft of being the top operator of a company, distinct from generic 'leadership/management': (a) setting the strategy and crystallizing the vision (Drucker's 'theory of the business' + Porter on positioning + Hamilton Helmer's 7 powers + Andy Grove's strategic inflection points + Roger Martin Playing to Win); (b) capital allocation as the CEO's single highest-leverage job (Buffett/Munger Berkshire letters + William Thorndike 'The Outsiders' on 8 unconventional CEOs + Michael Mauboussin on hurdle rates + Bezos's annual shareholder letter approach to invariants vs bets + Mark Leonard Constellation Software); (c) building and leading the executive team (Patrick Lencioni 'Five Dysfunctions' + Ben Horowitz 'Hard Things About Hard Things' + Reed Hastings 'No Rules Rules' on talent density + Andy Grove HOP + Lou Gerstner IBM turnaround + Marshall Goldsmith); (d) board and investor relations (Larcker & Tayan 'Corporate Governance Matters' + Bill George 'True North' + the formal CEO-Chair / CEO-Lead Director protocols + activist investor playbooks + capital markets communication); (e) culture and values as operating system (Netflix culture deck + Amazon Leadership Principles + Bridgewater 'Principles' Ray Dalio + Schein on org culture + 任正非 Ren Zhengfei 灰度 + 张瑞敏 Zhang Ruimin 人单合一 + 稻盛和夫 阿米巴); (f) high-stakes decision-making under uncertainty (Bezos Type 1 vs Type 2 + premortem Klein + Kahneman 'Thinking Fast and Slow' for executive bias + RAPID/DACI + base rates + scenario planning + premortem); (g) internal and external communication (founder/CEO letters as institution-builders: Bezos shareholder letters / Buffett letters / Reed Hastings memos / 任正非 内部讲话 + Town Halls + crisis communication Tylenol/Boeing/Wells Fargo + activist responses); (h) cross-stage scaling (founder-CEO of 0→1 / scaling 1→100 / mature-stage stewardship / turnaround): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde mining vs steady-state + Lou Gerstner turnaround; (i) the founder-CEO vs professional-manager-CEO distinction (Paul Graham 'Founder Mod

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Send a founder’s strategic question to the appropriate executive advisor by matching its wording and intent. Questions spanning several roles go to a boardroom discussion, while unclear questions receive an intake to clarify the issue.

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• Finding the right advisor for a business question
• Framing fundraising decisions across multiple roles
• Routing sales or customer retention concerns

Plan customer acquisition as a solo founder, from choosing tools and sales channels to assigning work to AI agents. Organize priorities by revenue stage, divide time between building and selling, and assess when hiring makes sense.

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• Planning customer acquisition as a solo founder
• Dividing marketing and sales work among AI agents
• Choosing between self-service signup and sales calls

Find potential companies for private equity investment, check past correspondence and internal discussions for existing relationships, and draft personalized introductory emails to founders. Produce a researched shortlist and concise outreach drafts for review.

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• Finding investment targets by industry, size, and location
• Checking prior contact before approaching a company
• Drafting personalized introductory emails to founders

Creates and refines Founder Story and brand narrative content for DTC/independent stores selling founder-driven products (e.g. handcrafted leather, artisan sauces, small-batch goods). Use whenever the user mentions founder story, brand story, about page, origin story, artisan brand, handcrafted brand, "who we are" copy, brand voice, mission/vision for a product brand, landing page hero narrative, PDP brand block, or wants to differentiate through authenticity and founder-led storytelling—even if they do not say "founder story" explicitly. Output structured narrative frameworks, placement guidance, and ready-to-use copy aligned with DTC best practices.

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Personal leadership development for founders and first-time CEOs. Covers founder archetype identification, delegation frameworks, energy management, CEO calendar audits, leadership style evolution, blind spot identification, imposter syndrome, founder mental health, and succession planning. Use when a founder feels like the bottleneck, struggles to delegate, is burning out, transitioning from IC to executive, managing a board, or when user mentions founder mode, CEO growth, leadership development, delegation, burnout, or imposter syndrome.

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Clarify a founder's business question through six written answers covering the problem, customer, distribution, competitive protection, capital, and founder fit. Turn the answers into a one-page brief with an assessment of readiness for further strategy discussion.

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• Clarify assumptions before starting a major initiative
• Organize business questions before fundraising
• Examine the rationale for a strategic pivot

A drafting-and-review copilot for a founders' / co-founders' agreement — the terms fixing equity, vesting, IP, roles, control, deadlock, and departure between cofounders. Jurisdiction-agnostic, anchored on the Delaware C-corp default. Two modes: DRAFT (intake → equity & vesting → clauses → blocker triage → pre-signature check) and REVIEW (audit an existing agreement against an 18-clause checklist and red-flag scan). It handles the highest-dispute terms first-class: the equity split as documented reasoning (not a fake calculator), reverse vesting and the 83(b) clock, present-tense IP assignment (the Stanford v. Roche trap), leaver buyback and dead equity, and the deadlock clause most tools omit. It drafts for the venture, never one founder against another. Not legal advice.

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Founders face unique challenges in how they work. Maker vs manager schedule conflicts. Default alive vs dead math. Time and money slowly leaking away. Effective founders develop systems for navigating these challenges. This skill synthesizes PG's essays on founder productivity and decision-making into an operating system for founder effectiveness. Use when "keywords, contexts, " mentioned.

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通过多次访谈梳理品牌目的、受众和表达风格，保存回答与进度并汇编为品牌手册，帮助创始人明确想法，向设计师和文案人员共享品牌方向。

• 确定新品牌的方向
• 重新审视品牌定位
• 准备设计师或文案人员的工作简报

Draft a LinkedIn post from a topic and audience, choosing among 20 opening and structure formulas by the response you want. Includes founder-focused angles, wording cleanup, optional visuals, and scheduling through Publora after approval.

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• Draft a new LinkedIn post from a topic
• Choose a structure for comments or saves
• Find an angle for a founder's post

Your business planner. Compiles everything the other founder skills wrote (the board's verdict, the competitors, the buyer panel, pricing, the offer, the CFO's numbers, marketing, brand, operations and the launch plan) into one business plan with a verdict at the top that is computed from the numbers, never written by hand: Profitable, Not yet (with the failing numbers) or Incomplete. Adds an executive summary and a one-page version for a partner, lender or investor. Use when the user says "write my business plan", "put it all together", "is it profitable", "give me the plan", or at the end of the founder pack.

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When the user wants indie hacker or bootstrapping founder strategy—growth, channels, Build in Public, or solo founder tactics. Also use when the user mentions "indie hacker," "indie developer," "bootstrapping," "bootstrapped founder," "solo founder," "Build in Public," "scratch your own itch," "Micro-SaaS," "first 100 users," or "solo company." For cold start, use cold-start-strategy.

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When the user wants to build personal brand, thought leadership, or IP as a founder on Twitter/X or LinkedIn. Also use when the user mentions "founder brand", "personal content", "build audience", or "grow my following".

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What makes founders succeed? Paul Graham has observed thousands of founders and distilled patterns. Relentlessly resourceful. Fierce nerds. Earnest. These traits matter more than credentials or connections. This skill synthesizes PG's essays on founder character into actionable guidance for developing the traits that predict success. Use when "keywords, contexts, " mentioned.

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Draws out a founder's or expert's point of view: what they believe about their market that others don't, the hot takes they'd defend, the stories behind them, and their taste. Generates interview questions, works from answers, a live call or existing content, and ends with ranked One Big Idea candidates for thought leadership and positioning. Triggers: "expert POV", "founder POV", "one big idea", "OBI", "contrarian beliefs", "what makes our founder different", "thought leadership foundation", "founder interview questions". Feeds /positioning and /tov-guidelines. Not for writing posts or articles, and not for brand voice rules (use /tov-guidelines).

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Extract a founder's or expert's point of view — core beliefs, contrarian takes, origin stories, taste — and synthesize a recommended "one big idea" (OBI) that anchors thought leadership and brand voice. Writes to marketing/expert-pov/expert-pov.md. Triggers - "expert pov", "founder point of view", "thought leadership angle", "one big idea", "OBI", "founder beliefs", "founder narrative"

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Founder Brand And Thought Leadership Specialist. Use to define founder IP territory, create content systems for X and LinkedIn, and turn founder experience into audience, distribution, and credibility.

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Product marketing and go-to-market strategy for B2B SaaS launches and positioning. Use this skill when planning a product launch, developing positioning and messaging, analyzing competitive landscape, building customer advocacy programs, designing a customer referral program (who may accept the reward, how the introduction is made), designing a win/loss interview program, working out why we lose deals, designing GTM strategy, creating category positioning, planning analyst briefings, or deciding which country to expand into and how far to localize. Also use it for an early-stage startup where the founder is still doing the selling — running founder-led sales, setting up a design-partner program, judging whether you have product-market fit, deciding what not to do yet, deciding when to hire the first AE or first marketer, and moving upmarket to larger buyers. Also use it when your company has just acquired another (or is about to), to plan the marketing integration: what you may and may not do between signing and close, the first letter to the acquired customers, whether to keep, endorse, fold in or retire the acquired brand, merging the two marketing databases without mailing people who opted out, when to start cross-selling, and announcing a product sunset. Also use it to design a demand-generation campaign and the channel plan it runs on: one campaign with one job, the offer for buyers who are and are not in market, what each channel is for, the kill and scale rules set before launch, the follow-up sales agrees to, the yearly calendar of always-on programs and tentpole campaigns, and which channels to keep, test or stop. Also use it for brand marketing and demand creation — how much to spend on brand versus performance, what to measure when a brand campaign produces no conversion event, and how to answer "we cannot attribute it". Also triggers on: founder-led sales, founder-led GTM, design partners, design partner agreement, first customers, first 10 customers, do we have product-market fit, PMF, Sean Ellis test, very disappointed survey, pre-seed, seed stage, when to hire our first AE, first sales hire, first marketing hire, moving upmarket, going upmarket, enterprise readiness, first enterprise deal, what do enterprise buyers need before they sign, positioning, product launch, beta program, early access program, design partners, private preview, public preview, general availability, GA launch, when can we call it GA, can sales sell a beta feature, selling the roadmap, launch tier, competitive intelligence, messaging, customer advocacy, win/loss analysis, win/loss interviews, why we lose deals, closed-lost analysis, loss reason, close-reason field, competitive displacement, displace an incumbent, rip and replace, competitive takeout, switch from a competitor, win deals from a competitor, incumbent contract, renewal window, auto-renewal notice period, switching costs, EU Data Act, cloud switching rights, why do we lose to no decision, GTM, category design, ideal customer profile, ICP, what is our real ICP, who actually buys from us, refresh our ICP from closed-won deals, ICP refresh before planning, analyst briefing, G2 review, international expansion, market entry, expand into Europe, which country should we launch in next, localization, translate our site, in-country go-to-market, regional GTM, is cold email legal in Germany, brand marketing, brand awareness, brand vs performance, brand versus demand gen, demand creation, demand capture, 95-5 rule, out of market buyers, category entry points, distinctive brand assets, mental availability, brand tracking, brand health, brand lift, share of search, how do we measure brand, justify brand spend, brand budget. Also triggers on public-sector marketing: sell to government, government marketing, public sector go-to-market, federal marketing, state and local government, SLED, FedRAMP, FedRAMP marketing claims, can we say FedRAMP ready, GovRAMP, StateRAMP, VPAT, accessibility confor

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Spar with the founder as a synthetic cofounder on business questions (revenue, funnel, pricing, fundraising, debt, hiring, runway) with numbered objections and no flattery, arguing to consensus instead of agreeing. Not a coach and not a chatbot. Triggers: "/cofounder", or any strategic business question.

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Runs an iterative, conversational product-discovery process with a founder/stakeholder: structured interview, live low-fi wireframing, a linked feature/page node-graph built up as you go, a founder-confirmed lock-in checkpoint, then a generated PRD, a Mermaid-rendered sitemap, and a mockup with a full design system (palette, typography, dark mode). Use when building or operating an AI product-discovery chatbot, or when running founder/stakeholder discovery by hand and you need the structure (interview script, node-graph schema, PRD template, design-system handoff order). NOT for implementing the spec'd product once locked — hand off to feature-specific skills (ideal-web-app-builder, tailwind-v4-expert, color-theory-palette-harmony-expert, typography-expert, dark-mode-design-expert) for that. NOT for one-shot PRD generation without an interview loop — if the founder already has a written spec, this process is unnecessary overhead.

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