“Help me prepare feedback for [role/name]. The behaviour or situation I need to address: [describe specifically — what happened, when, what the impact was]. What I want them to do differently: [describe the outcome, not the process]. What I know about how they receive feedback: [describe — do they get defensive? Do they tend to agree in the moment and then not change?]. Write: (1) The opening sentence that sets the tone without triggering defensiveness, (2) The specific observation using the SBI model (Situation, Behaviour, Impact), (3) The question I should ask before I give my view — to hear their perspective first, (4) The specific ask — what I’m requesting they do differently, and by when. Keep it under 5 minutes of speaking time.”

“I have a team member [describe role] who has been underperforming for [time period]. Specifically: [describe what’s happening — missed targets, quality issues, behaviour concerns]. What I’ve already tried: [describe any previous conversations or interventions]. What I want: to address this clearly and give them a genuine chance to turn it around, without immediately escalating to a formal PIP. Help me: (1) Identify whether the root cause is more likely a clarity problem (they don’t know what good looks like), a capability problem, or a motivation problem, (2) Write a conversation script for a direct but constructive performance conversation, (3) Define what ‘improvement’ looks like in specific, measurable terms over the next 30 days, (4) Describe the decision point: if X doesn’t change in 30 days, what happens next?”

“There’s a conflict between [Person A’s role] and [Person B’s role] on my team. Here’s what I understand about the situation: [describe — what the conflict is about, what each person’s position appears to be, how long it’s been going on, how it’s affecting the team]. I want to resolve this without: taking sides publicly, letting it fester, or forcing a false resolution that doesn’t hold. Help me: (1) Identify whether this is a task conflict (a disagreement about work) or a relationship conflict (a personal dynamic), since these require different responses, (2) Write the individual conversation I should have with each person before bringing them together, (3) Design a structured conversation between the two of them that I facilitate — including how to open it and how to reach a genuine resolution, (4) Identify what I may have done or not done that contributed to this conflict.”

“I need to communicate a role change to my team. The change: [describe — someone’s scope is changing, a role is being eliminated, a restructure is happening]. The person most affected: [describe their role and how long they’ve been with the company]. What I want to communicate: [the change, the rationale, what this means for them and the team]. Tone: honest and direct, not corporate. Help me write: (1) A message to the affected person — delivered in person, with this as a guide for the key points, (2) A team message that explains the change and the rationale without oversharing or undermining anyone’s dignity, (3) Answers to the 3 questions the team will definitely ask. Flag anything in how I’ve described this that sounds like it could be poorly received — I want to know before I say it.”

“I believe [role/name] may be considering leaving. Signals I’ve noticed: [describe — disengagement, asking about equity, taking external calls, reduced enthusiasm]. What I know about what matters to them: [describe their motivations as best you understand them — growth, compensation, autonomy, mission]. What I can offer: [describe what’s realistic — equity refresh, role expansion, title change, more autonomy, etc.]. Help me: (1) Identify the most likely root cause of their disengagement — is this about compensation, growth ceiling, recognition, or something else? (2) Write the opening question for a genuine retention conversation — not a performance conversation, a ‘what would make this the right place for you’ conversation, (3) Outline what I should and shouldn’t offer in the first conversation, (4) Help me prepare for the outcome where they decide to leave anyway — how to handle that with dignity.”

“Help me write a culture document for my company. Not a list of values that sound good — something that actually describes how we work and what we care about. Context: [describe company stage, team size, what kind of people thrive here, what kinds don’t, 2–3 behaviours you’ve seen that made you proud, 2–3 that caused problems]. Help me: (1) Identify 4–5 genuine cultural values based on what I’ve described — stated as behaviours, not aspirations, (2) Write a one-paragraph description of each value that includes a specific example of what it looks like in practice and what it doesn’t look like, (3) Write a one-page culture doc I could share with candidates and use in onboarding — honest enough to self-select the right people and credible enough that current team members would recognise it as real.”

“I need to let [role] go. The reason: [describe — performance, role elimination, restructure]. What I’ve already done: [describe prior conversations, PIPs if any, or context for why this is happening now]. What I’m worried about: [describe concerns — their reaction, the team’s reaction, a specific risk]. Help me: (1) Write the key points I need to cover in the conversation — opening sentence, the decision statement, the rationale, the practical next steps, (2) Prepare for the 3 most likely emotional reactions and how to respond to each with empathy but firmness, (3) Write the team message I’ll send after the conversation — honest about the fact that they’ve left, without oversharing or damaging their reputation, (4) Identify anything I haven’t thought of that I should prepare for.”

“Design a quarterly team retrospective for my team of [size]. We want to: identify what’s working and what isn’t, surface things people haven’t felt comfortable raising day-to-day, and commit to 2–3 specific changes we’ll actually make. What’s happened in the last quarter: [describe key events — launches, challenges, team changes, wins]. Help me: (1) Design a 90-minute retrospective agenda with specific activities (not just ‘open discussion’), (2) Suggest a pre-work exercise that surfaces honest input before people get into the room, (3) Write the facilitation questions that will produce real answers rather than safe ones, (4) Design the output: how do we capture and commit to the changes so they don’t get forgotten in the next week of work?”