Prompt templates, downloads, and workflow starters for practical AI work

Use when you want to get real, lasting value from meetings — better prep beforehand, cleaner notes during, clear action items after, and a follow-up that actually moves things forward. Works for any recurring or high-stakes meeting.

This is a 4-step workflow for getting full value from meetings.

**Step 1 — Pre-meeting prep (run before the meeting)**

Paste your meeting agenda or description, then run:

"I have a meeting coming up. Here is the context: [paste agenda or description].

Please help me prepare by:
1. Identifying the 2–3 most important outcomes I should push for
2. Listing 3–5 smart questions I should ask or be ready to answer
3. Flagging any background information I should review or bring

Keep this brief — one short paragraph per item."

**Step 2 — Live note capture (during the meeting)**

Open a notes doc and jot bullet points as you go. Do not worry about structure — just capture what is said. You will clean it up in Step 3.

**Step 3 — Post-meeting processing (within 30 minutes of the meeting)**

Paste your raw notes and run:

"Here are my raw notes from a meeting: [paste notes]

Please structure them into:
1. Key decisions made (with any rationale mentioned)
2. Action items (each with owner and deadline if mentioned)
3. Open questions that still need an answer
4. One-sentence summary of what this meeting was about

Use bullet points. Be specific — do not add information that was not in my notes."

**Step 4 — Follow-up draft (for meetings where follow-up matters)**

"Using the structured notes above, write a brief follow-up email I can send to attendees. Include:
- A one-sentence meeting summary
- The action items list with owners
- Any open questions assigned to specific people
- A clear next step or next meeting date if there was one

Tone: professional but direct. Under 150 words."

Use when you have a meeting in the next hour or day and want to walk in prepared. Fill in the blanks, paste into your AI tool, and get a focused prep brief.

I have a meeting and I want to prepare properly.

Meeting details:
- Type: [one-on-one / team meeting / client call / interview / presentation / other]
- Topic or agenda: [paste or describe]
- Duration: [X minutes]
- My role: [facilitator / participant / presenter / interviewee]
- What I want to achieve: [your goal for this meeting]

Please give me:
1. The 2–3 most important outcomes I should aim for
2. Three smart questions I should ask or be ready to answer
3. One thing I should prepare or bring that I might otherwise overlook

Keep each point to 1–2 sentences. Do not pad.

Use when you have raw, messy meeting notes and need to turn them into a clear, usable summary in under two minutes.

Here are my raw notes from a meeting. Please structure them into a clean summary with these sections:

1. Key decisions made (include any rationale if it was mentioned)
2. Action items (each with owner and deadline if I captured them)
3. Open questions still to be answered
4. One-sentence summary of what this meeting was about

My raw notes:
[PASTE YOUR NOTES HERE]

Important: only include information that is actually in my notes. Do not add, invent, or assume anything. Use bullet points. Be specific.

Use when you have meeting notes or a transcript and only need the action items pulled out cleanly — no summary, no other sections.

Please extract all action items from the text below.

For each action item, give me:
- What needs to be done (specific and concrete)
- Who is responsible (if mentioned)
- When it is due (if mentioned)
- Any context needed to understand why it matters

Format as a numbered list. If something is vague, note that it needs clarification rather than guessing.

Text to process:
[PASTE MEETING NOTES OR TRANSCRIPT HERE]

Use when you need to send a post-meeting follow-up that captures decisions, assigns action items, and gives people a clear record of what was agreed.

Write a follow-up email for a meeting I just had.

Context:
- Meeting topic: [what was discussed]
- Attendees: [names and roles, or just how many people]
- Decisions made: [list them]
- Action items: [list each with owner and deadline]
- Open questions: [anything still unresolved]
- Next meeting or next step: [date / action / none]
- Tone: [professional / warm / direct / formal]

Requirements:
- Under 150 words
- Put action items in a clear list format
- End with a single clear next step
- Do not start with "I hope this email finds you well" or similar filler

Use when a recurring meeting — weekly standup, monthly review, team check-in — has started feeling unproductive, unfocused, or like a habit rather than a necessity.

I have a recurring meeting that I want to improve. Here is the situation:

Meeting: [name or description]
Frequency: [weekly / monthly / other]
Duration: [X minutes]
Attendees: [number and roles]
Stated purpose: [what it is supposed to achieve]
What actually happens: [what really goes on]
What I think is broken: [your honest assessment]

Please give me:
1. A diagnosis of what is causing this meeting to underperform
2. Three specific changes to the structure, agenda, or format that would make it more useful
3. A rewritten agenda I could propose for the next session

Be direct. If the meeting should be eliminated, say so and explain why.

Use when you need to extract real value from a long or dense document — a report, policy, contract, research paper, or strategy doc — without spending hours reading and re-reading it.

This 4-step workflow turns any document into actionable intelligence.

**Step 1 — Orient (run this first)**

Paste the document and run:

"Here is a document I need to understand: [paste document or key sections]

Please give me:
1. A one-paragraph plain-English summary of what this document is and what it is trying to do
2. The 3–5 most important points or findings
3. What decision or action this document seems designed to support
4. Any sections I should read carefully versus skim"

**Step 2 — Extract what you need (targeted questions)**

Once you have the overview, ask specific questions:

"Based on this document, answer the following questions. If the document does not contain enough information to answer, say so rather than guessing:
[your specific questions here]"

**Step 3 — Translate dense sections**

For any section that is too technical, legal, or dense:

"Please explain this section in plain language, as if explaining it to someone intelligent but not an expert in this field:
[paste the dense section]"

**Step 4 — Identify gaps and risks**

"Looking at this document, what important questions does it leave unanswered? What information would a decision-maker need that this document does not provide? What risks or implications are not addressed?"

Use when you want to give AI the context it needs to help you analyse a document — your role, what you need to find, and how you will use the output.

I need help analysing a document. Here is the context:

About me:
- My role: [job title or function]
- Why I am reading this: [reason]
- What I need to do with this information: [decision / action / report / other]

About the document:
- Document type: [report / contract / policy / research paper / strategy doc / other]
- Who wrote it and why: [author / organisation and their purpose]
- How long: [approximate pages or word count]

What I need from you:
[List 2–4 specific questions you need answered, or describe the summary format you need]

Constraints:
- Time I have: [X minutes]
- Key deadline: [date or none]

Document:
[PASTE DOCUMENT HERE]

Use when you need the most important findings from a document quickly — without reading the whole thing — and want them in a format you can use immediately.

Please extract the key insights from the document below.

I need:
1. The 5 most important findings, conclusions, or recommendations — stated as clear, specific sentences (not vague summaries)
2. The single most important number, statistic, or data point — with context
3. The main argument or position the document takes
4. One thing in this document that would surprise most people who have not read it

For each insight, note which part of the document it comes from (section name or approximate location).

Document:
[PASTE DOCUMENT HERE]

Use when you have two versions of a document — two reports, two proposals, two policies — and need to understand how they differ and which differences actually matter.

I have two documents I need to compare. Please analyse them and give me:

1. The most significant differences between them (focus on substance, not formatting)
2. Points where they agree or reach the same conclusions
3. Contradictions — where they directly conflict
4. Which document is more [recent / thorough / conservative / specific — choose what applies]
5. A recommendation for which to rely on for [state your purpose], with a brief reason

Document A:
[PASTE FIRST DOCUMENT]

---

Document B:
[PASTE SECOND DOCUMENT]

Note: if the documents are too long to paste in full, paste the relevant sections and tell me which parts you have included.

Use when you have a long document, report, or analysis and need to produce a crisp executive summary that a busy senior person will actually read.

Write an executive summary of the document below.

Audience: [who will read this — their role and what they care about]
Length: [one paragraph / half a page / one page]
Format: [flowing prose / bullet points / headline + bullets]
Purpose: [what decision or action this summary should enable]

The summary must include:
- The core finding or recommendation in the first sentence
- The 2–3 supporting points that matter most to this audience
- Any numbers or data that are essential to the argument
- A clear call to action or next step if there is one

Do not include background information the audience already knows. Do not hedge when the document takes a clear position.

Document:
[PASTE DOCUMENT HERE]

Use when you are reading a dense, technical, legal, or jargon-heavy section and need it explained in plain language without losing the meaning.

Please translate the following text into plain, clear language.

My background: [your role and relevant expertise — e.g. "I am a marketer with no legal background" or "I am a manager, not an engineer"]

What I need to understand: [what decision or action this text relates to]

Translation requirements:
- Replace all jargon and technical terms with plain alternatives, or explain them in brackets
- Keep the meaning accurate — do not simplify to the point of losing important nuance
- If anything in this text is particularly important for me to understand, flag it clearly
- If anything is ambiguous or unclear even after translation, say so

Text to translate:
[PASTE THE DENSE SECTION HERE]

Use when you are facing a non-trivial decision — a hire, a vendor choice, a strategy call, a major change — and you want to think it through rigorously before committing.

This 4-step workflow helps you make better decisions by structuring what you know, testing your reasoning, and producing a clear recommendation.

**Step 1 — Frame the decision**

"I need to make a decision. Help me frame it properly.

Decision: [describe what you are deciding]
Context: [background, constraints, timeline]
Who it affects: [stakeholders]
What success looks like: [outcome you are aiming for]

Please:
1. Restate the decision as a clear, answerable question
2. Identify what type of decision this is (reversible vs. irreversible, individual vs. team, urgent vs. important)
3. List the information I actually need to make it well — vs. information that would be nice to have
4. Flag any decision traps I should watch out for given what I have described"

**Step 2 — Generate and evaluate options**

"Here are the options I am considering: [list them]

For each option, give me:
- The main advantage (be specific, not generic)
- The main risk (the thing most likely to go wrong)
- What would make this option clearly right
- What would make this option clearly wrong"

**Step 3 — Stress-test your thinking**

"Based on the decision and options above, please:
1. Make the strongest possible argument against the option I seem to be leaning toward
2. Identify any assumptions I am making that I have not verified
3. Ask me the 2 questions I most need to answer before deciding"

**Step 4 — Write the brief**

"Write a one-page decision brief covering:
- The decision and context (2–3 sentences)
- Options considered with key trade-offs
- Recommended option and rationale
- Key risks and how to mitigate them
- Next step and who owns it"

Use when you want to give AI the full context of a decision before asking for analysis. Fill this in to get sharper, more relevant output than you would get from a vague question.

I am working through a decision and need your help thinking it through.

The decision:
[Describe the choice you are making in one or two sentences]

Context:
- Organisation or project: [brief description]
- Timeline: [when does this need to be decided]
- Budget or resource constraints: [if relevant]
- Who else is involved or affected: [list key stakeholders]

What I already know:
[Paste any relevant information, data, or background]

What I do not know (and need to):
[List the gaps in your information]

My current leaning:
[What are you currently thinking — or are you genuinely undecided?]

What I need from you:
[Analysis / options / risks / a recommendation / questions I should ask / other]

Use when you have 2–4 options on the table and need a clear-headed comparison — not a generic pros and cons list, but a structured analysis that highlights what actually matters.

I need to compare the following options for [state the decision]:

Option A: [name and brief description]
Option B: [name and brief description]
Option C: [name and brief description — add or remove as needed]

For each option, please analyse:
1. The single strongest argument for choosing it
2. The single most likely way it fails or disappoints
3. What type of situation it is best suited for
4. What assumptions it depends on being true

Then:
- Identify the most important trade-off across these options
- Tell me what information would most change the analysis
- If you had to choose, which would you lean toward and why? Be direct — I can disagree.

Context: [paste any relevant background]

Use when you have made a decision or are leaning strongly one way and want to pressure-test it before committing. The goal is to find the problems before they find you.

I am planning to [describe the decision or action you are about to take].

Please argue against this as persuasively as you can. I want you to:

1. Identify the 3 most serious risks or downsides I may be underestimating
2. Make the strongest possible case for NOT doing this
3. List the assumptions I seem to be making that might be wrong
4. Describe the most likely way this goes badly in the first [month / quarter / year — choose timeframe]
5. Suggest what a cautious, experienced person would ask before agreeing to proceed

Do not hedge or be polite about this — the more rigorous the challenge, the more useful it is to me.

Context: [paste any relevant background about the decision]

Use when you need to write up a recommendation for a decision — to your manager, your team, a client, or a board — and want a clear, professional structure.

Write a recommendation brief for the following decision.

Decision context: [describe the decision being made]
Recommended option: [what you are recommending]
Audience: [who will read this — their role and what they care about]
Tone: [formal / direct / conversational]
Length: [short paragraph / one page / one slide worth of content]

The brief must include:
1. The recommendation stated clearly in the first sentence
2. The 2–3 reasons this is the right call (concrete, not generic)
3. The main risk and how it will be managed
4. What happens next and who owns it

If you have data or analysis to include, here it is:
[PASTE RELEVANT INFORMATION]

Do not use hedging language like "it might be worth considering" or "one could argue." State the recommendation directly.

Use when you are about to present a decision or proposal and want to anticipate the objections you will face — so you can address them proactively rather than being caught off guard.

I am about to present [describe the decision, proposal, or change] to [describe the audience — their roles and priorities].

Please help me anticipate their response.

1. What are the 4–5 most likely objections or concerns this audience will raise?
2. For each objection:
   - Why they would raise it (what underlying concern is driving it)
   - A direct, honest response that addresses the concern without dismissing it
3. Is there any objection that would be genuinely difficult to answer well? If so, how would you recommend I handle it?
4. What would this audience need to hear to feel confident rather than resistant?

Context about the audience: [paste what you know about their priorities, constraints, or past reactions]
Context about the proposal: [paste key details]

Use at the end of each week to close out open loops, extract the real lessons, and set up the next week with a realistic plan. Takes 20–30 minutes and replaces scattered end-of-week thinking.

This 4-step workflow runs at the end of your week — typically Friday — and takes 20–30 minutes.

**Step 1 — Review what happened**

"I am doing my weekly review. Here is what I planned to do this week: [paste your plan or task list]

Here is what actually happened: [paste your notes, completed tasks, or describe your week]

Please help me:
1. Identify what went well (be specific, not just 'you were productive')
2. Identify what did not happen and why — categorise each as: ran out of time / became less important / was blocked / other
3. Surface any patterns in how my week diverged from my plan"

**Step 2 — Clear open loops**

"Here is everything that is still open or unfinished from this week: [list everything]

For each item, help me decide:
- Complete it now (takes less than 10 minutes)
- Schedule it for next week
- Delegate it
- Delete it — it was never that important

Be direct. Do not add items to next week just because they feel familiar."

**Step 3 — Extract the learning**

"What is the single most important thing I should do differently next week based on this review? Give me one specific, actionable change — not a principle, a behaviour."

**Step 4 — Plan next week**

"Here is what I need to accomplish next week: [list your priorities]

Please help me create a realistic weekly plan:
1. Identify the 3 most important outcomes for the week (not tasks — outcomes)
2. Flag any priorities that conflict or that I am underestimating the time for
3. Suggest which day of the week each major item should happen on, and why
4. Identify what I should protect time for but am likely to let slip"

Use when you want to give AI the raw material for a weekly review. Fill this in and paste it — you will get structured output rather than a generic response.

I am doing my weekly review. Here is the raw material:

Week of: [date range]

What I planned to accomplish:
[list your goals or tasks from the start of the week]

What I actually completed:
[list what you finished]

What did not get done:
[list incomplete items]

What interrupted or changed my plan:
[meetings that ran long, unexpected requests, context switches, other]

Current energy and focus level: [high / medium / low / variable]

Biggest win of the week:
[one thing that went well]

Biggest frustration:
[one thing that did not work]

Open loops (things I am still thinking about or need to resolve):
[list them]

Please use this to:
1. Give me an honest assessment of my week
2. Identify patterns I might not be seeing
3. Help me clear my open loops
4. Set me up for a strong next week

Use at the start of the week when you are facing a long task list and need to cut it down to what actually matters — rather than spending the week busy without being effective.

Here is everything on my task list and radar for this week:

[paste your full task list, inbox items, projects, commitments]

Please help me prioritise by:

1. Identifying the 3 items that will have the most impact if done well this week
2. Flagging any items I should probably not do this week — and suggesting what to do with them instead (delegate, defer, drop)
3. Identifying any hidden dependencies — items that need to happen before other items can
4. Pointing out anything that looks like it will take longer than I probably think

My constraints this week:
- Available focus time: [hours]
- Key commitments already locked in: [meetings, deadlines, travel]
- Main goal I am working toward: [current priority or project]

Use when you have tasks that keep appearing on your list week after week but never get done — and you want to understand why and break the pattern.

I have tasks that have been on my list for too long and keep not getting done. I want to understand why and fix it.

Stuck items:
[List each one with how long it has been on your list]

For each item, please give me:
1. The most likely reason it keeps getting avoided — be honest: is it unclear, unpleasant, low-priority, blocked, or something else?
2. The smallest possible next action that would move it forward
3. A recommendation: do it, break it down, delegate it, defer it with a specific date, or delete it

Then tell me: is there a pattern across these items? What does the pattern suggest about how I am managing my work?

Use when you want a clear, realistic plan for the week ahead — not just a to-do list, but a structured view of outcomes, priorities, and how your time should flow.

Please help me plan next week.

My main priorities for the week (in rough order of importance):
1. [priority]
2. [priority]
3. [priority]

Key deadlines:
[list anything that must be done by a specific date]

Locked commitments (meetings, travel, events):
[list with approximate time blocks]

Available focus time:
- Monday: [hours]
- Tuesday: [hours]
- Wednesday: [hours]
- Thursday: [hours]
- Friday: [hours]

One thing I want to make sure does not get dropped:
[the item that keeps slipping]

Please give me:
1. A realistic weekly plan with each priority assigned to a specific day
2. A flag if I am overloaded and what to move or drop
3. A suggested daily order for each day's main tasks
4. One thing to protect that will likely get pushed by urgent requests

Use when your productivity is inconsistent and you want to design your week around when you actually think best — rather than just reacting to whatever comes first.

I want to design my work week around my energy, not just my calendar.

My energy pattern:
- When I do my best focused thinking: [morning / afternoon / evening, and which days]
- When my energy is typically lowest: [time and days]
- Types of work that drain me quickly: [list]
- Types of work that feel easier or energise me: [list]

My typical week:
- Regular meetings I cannot move: [list with times]
- Flexible meetings I can reschedule: [list]
- Deep focus work I need to do: [list]
- Admin and low-cognitive tasks: [list]

Please give me:
1. A recommended weekly schedule that matches my task types to my energy levels
2. Specific suggestions for when to do my most important focused work
3. What to batch together (low-energy tasks, meetings, admin) to protect my high-energy windows
4. One habit or scheduling change that would most improve my week based on what I have described

Use when you need to produce a full suite of content from a single idea or brief — blog post, social cuts, email, and headline variations — without starting each piece from scratch.

This is a 4-step workflow for turning one idea into a full content suite.

**Step 1 — Core message extraction**

Start by defining what you're actually trying to say:

"I'm writing content about: [topic or brief]
My audience is: [describe them]
The one thing I want them to feel or do after reading: [outcome]

Based on this, give me:
1. A core message in one sentence
2. Three supporting proof points or angles
3. The best content format for this audience and goal (long-form, carousel, video script, etc.)

Be concise. No fluff."

**Step 2 — Long-form anchor piece**

"Write a [blog post / article / LinkedIn post] based on this brief:

Core message: [paste from Step 1]
Supporting points: [paste from Step 1]
Tone: [conversational / authoritative / punchy]
Length: [word count or 'as long as it needs to be']

Structure it clearly. Lead with the most important thing. No filler introduction."

**Step 3 — Social cuts**

"Take the article above and cut it into:
- 3 LinkedIn posts (each under 200 words, different angles)
- 5 tweets or short-form posts (punchy, standalone, no hashtag spam)
- 1 carousel outline (5–7 slides with a headline and one key point each)

Each piece should work on its own — don't reference 'this article' or assume the reader saw the long-form version."

**Step 4 — Email and headline variations**

"Now create:
- 1 email version of the core message (subject line + 150-word body, CTA at the end)
- 5 headline variations for the anchor piece (mix curiosity, benefit, and bold claim styles)

Label each headline with its style so I can choose."

Use when you have a content brief but need help finding the most compelling angle before you start writing.

I have a content brief I need to write. Help me find the strongest angle.

Here is the brief:
[paste brief]

Give me:
1. The three most interesting angles to approach this topic (label them: contrarian, emotional, practical)
2. For each angle, one sentence describing what makes it compelling
3. Your recommended angle and why

I'll choose one and brief you properly from there.

Use when you have a piece of content that needs a stronger opening — the first line or paragraph that stops the scroll.

Write 10 opening hooks for this piece of content:

Topic: [topic]
Audience: [who will read this]
Core message: [what the piece is about]

Mix these hook styles:
- Bold claim or counterintuitive statement
- Specific number or stat (you can invent a plausible placeholder if needed)
- Relatable problem or frustration
- Story opener (first line of a micro-story)
- Direct question

Label each hook with its style. Keep each one under 25 words. No ellipsis abuse.

Use when you have a long-form piece (blog post, podcast, report) and want to turn it into platform-ready social content without losing the substance.

Repurpose the following content for social media.

Original content:
[paste article, transcript, or report excerpt]

Create:

**LinkedIn (3 posts)**
Each post: unique angle, under 200 words, strong first line, no "In this post I will" openers.

**X / Twitter (5 posts)**
Each tweet: standalone, punchy, under 280 characters. No thread indicators unless it's genuinely a thread.

**Short-form video script (1)**
60-second script: hook (0–5s), core insight (5–50s), CTA (50–60s). Conversational language only.

For each piece, note which angle of the original you're drawing from.

Use when your call-to-action feels flat, generic, or too salesy — and you want versions that actually motivate action.

Rewrite this call-to-action in 8 different ways:

Current CTA: [paste your CTA]
What we want the reader to do: [describe the action]
What they get from doing it: [the benefit or outcome]
Tone of the overall piece: [casual / professional / urgent / etc.]

Write 8 versions using these styles:
1. Benefit-led (focus on what they gain)
2. Curiosity-led (make them want to find out more)
3. FOMO (what they miss by not acting)
4. Social proof (what others like them are doing)
5. Command (direct and confident)
6. Question (draws them in)
7. Low-commitment (reduce friction)
8. Specific and concrete (exact next step)

Label each. No generic "Click here" or "Learn more" versions.

Use when you have existing content that isn't performing and want a diagnosis before deciding what to fix, delete, or repurpose.

Audit this piece of content and tell me what to do with it.

Content: [paste the piece]
Original goal: [what it was trying to achieve]
Current performance issue: [low traffic / low engagement / poor conversions / feels dated]

Assess it on:
1. Clarity of core message (0–10, with explanation)
2. Strength of opening (0–10, with explanation)
3. Value density — how much useful information vs. filler (0–10)
4. CTA effectiveness (0–10)
5. Relevance to likely audience today

Then give a verdict:
- Keep and republish as-is
- Update (list specific changes)
- Repurpose (suggest the format)
- Delete (explain why)

Be direct. I'd rather know it's bad than have it sugarcoated.

Use at the start of any campaign — product launch, seasonal push, brand initiative — to go from goal to structured plan with channels, messages, and a timeline.

This is a 4-step workflow for planning a marketing campaign from scratch.

**Step 1 — Campaign brief**

Define what you're working with:

"I'm planning a marketing campaign. Here is the context:

Goal: [what success looks like — leads, sales, awareness, signups]
Product or offer: [what you're promoting]
Audience: [who you're targeting — be specific]
Timeline: [when the campaign runs]
Budget level: [rough indication: small / medium / large]

Based on this brief:
1. Restate the campaign goal in one crisp sentence
2. Identify the primary audience insight we should build from (what do they care about right now?)
3. Suggest the campaign concept in one sentence — the core idea that ties everything together"

**Step 2 — Channel and message map**

"Based on the campaign brief above, create a channel plan:

For each recommended channel, give me:
- Why this channel for this audience
- The message angle (what we're saying here, and why it fits this channel)
- Content format (video, carousel, email, paid ad, etc.)
- One example execution idea

Recommend 3–5 channels maximum. Rank them by likely impact."

**Step 3 — Timeline and phases**

"Map out the campaign into phases:

Phase 1 — Warm-up (before launch): what goes out, when, and why
Phase 2 — Launch (peak activity): key moments and content beats
Phase 3 — Follow-through (post-launch): how we extend the momentum

Give me a week-by-week view for a [X-week] campaign. Flag the 3 must-hit dates."

**Step 4 — Measurement plan**

"Define how we'll know if this campaign worked:

1. Primary KPI (the one number that tells us if we succeeded)
2. Supporting metrics (3–5 that explain why the primary moved)
3. What 'good' looks like for each metric — be specific
4. Early signal to watch in week 1 that predicts overall success
5. One thing that would tell us to change course mid-campaign"

Use when you need to get under the skin of a specific audience segment before writing copy or planning a campaign.

Help me understand this audience deeply.

Audience segment: [describe them — role, industry, situation, demographics if relevant]
Product or offer they might care about: [what I'm marketing]
What I already know about them: [any data, research, or assumptions you have]

Give me:
1. Their top 3 frustrations related to [topic/product area]
2. Their top 3 goals or aspirations in this area
3. The language they actually use (words, phrases, how they describe the problem)
4. What they've tried before that didn't work — and why
5. What would make them instantly trust a new solution

Then: one sentence insight that should inform the entire campaign message.

Use when you need to articulate what makes your product or brand different — in a way that's actually useful for writing copy, not just a paragraph in a deck.

Help me write a sharp positioning statement for this product or brand.

Product / brand: [name and brief description]
Target audience: [who it's for, specifically]
Category: [what space it competes in]
Key benefit: [the most important thing it does for the customer]
Key differentiator: [what makes it different from alternatives]
Proof point: [one specific thing that backs up the claim]

Write the positioning in 3 formats:
1. Internal positioning statement (classic "For [audience] who [need], [product] is the [category] that [benefit]. Unlike [alternative], [differentiator].")
2. Tagline (under 7 words, punchy and memorable)
3. Elevator pitch (3 sentences max — what it is, who it's for, why it beats the alternative)

Then flag any positioning risks — places where the claim could fall flat or be challenged.

Use when you want to understand how competitors are positioning themselves before writing your own campaign or copy.

Analyse the messaging of these competitors.

My product / brand: [brief description]
Competitors to analyse:
1. [Competitor 1 — paste their homepage headline, tagline, or key marketing copy]
2. [Competitor 2 — same]
3. [Competitor 3 — same]

For each competitor:
1. What is their primary message? (one sentence)
2. Who are they positioning themselves for?
3. What emotion or outcome are they selling?
4. What are they NOT saying — what gap or angle are they ignoring?

Then:
- Where is there a genuine white space in this market's messaging?
- What angle could I own that none of them are claiming?
- What language should I avoid because it's already saturated?

Use in the week before a campaign or product launch to make sure nothing critical has been missed.

I'm launching [product / campaign] in [X days]. Review my launch plan and identify what's missing.

Here is what I have planned:
[paste your current launch plan or checklist]

Check against these categories and flag any gaps:
1. Pre-launch warm-up (audience priming, waitlist, teaser content)
2. Launch day execution (exact sequence of posts, emails, announcements)
3. Team coordination (who does what, when, how)
4. Asset readiness (copy, creative, landing pages, links)
5. Tracking setup (UTMs, conversion events, analytics)
6. Contingency (what to do if something breaks or underperforms)

Give me:
- A list of gaps, ranked by severity (critical / important / nice to have)
- One thing I'm most likely to regret missing
- Three things that commonly go wrong on launch day that I should prepare for

Use after a campaign ends to extract what worked, what didn't, and what to carry into the next one — instead of just moving on.

Run a debrief on this campaign.

Campaign name: [name]
Goal: [what we were trying to achieve]
Duration: [dates]
Channels used: [list]
Key results:
- [Metric 1]: [target] vs [actual]
- [Metric 2]: [target] vs [actual]
- [Metric 3]: [target] vs [actual]

What went well: [your initial notes]
What didn't: [your initial notes]

Now help me turn this into a proper debrief:

1. **Performance verdict** — did we hit the goal? Why or why not? (2–3 sentences, no hedging)
2. **Top 3 things that worked** — and the specific reason each one worked
3. **Top 3 things that didn't** — and the root cause (not just "the creative wasn't strong enough")
4. **Biggest surprise** — something we didn't expect, good or bad
5. **Three things to carry forward** — concrete changes to make in the next campaign
6. **One thing to stop doing** — a habit or tactic this campaign proved doesn't work

Use when you need to write or improve marketing emails — newsletters, nurture sequences, launch emails, or re-engagement campaigns — and want them to actually get read.

This is a 4-step workflow for writing emails that get opened, read, and acted on.

**Step 1 — Email brief**

Define the email before writing it:

"I need to write a marketing email. Here is the context:

Goal: [what I want the reader to do after reading]
Audience: [who this is going to, and where they are in the journey]
Offer or topic: [what the email is about]
Tone: [how we normally talk to this audience]
One thing we must NOT do: [e.g. feel pushy, assume prior knowledge, etc.]

Based on this brief, give me:
1. The core message in one sentence
2. The single best angle for the subject line (not the line itself yet — the angle)
3. The biggest mistake to avoid with this email"

**Step 2 — Subject lines**

"Write 10 subject lines for this email.

Core message: [from Step 1]
Audience: [from brief]
Tone: [from brief]

Mix these styles:
- Curiosity gap
- Specific benefit
- Personal / conversational
- Urgency (without fake scarcity)
- Contrarian or surprising take

Label each style. Under 50 characters where possible. No clickbait."

**Step 3 — Body copy**

"Write the email body. Here is the brief:

[paste your full brief from Step 1]

Structure:
- Opening line: grabs attention without being gimmicky
- 2–3 short paragraphs: deliver the core message, build desire, address the obvious objection
- CTA: one clear action, framed around what they gain

Keep it under 200 words unless the topic genuinely needs more. Write like a human, not a broadcast system."

**Step 4 — Sequence extension (if needed)**

"This email is part of a [X-email] sequence. The goal of the full sequence is [goal].

Based on this email (paste it), write brief outlines for the next [2–4] emails in the sequence:
- Email [N]: subject angle, core message, CTA
- [Repeat for each]

Each email should move the reader forward — no repetition of the same message in different words."

Use when you have 2–3 subject line candidates and want a structured assessment before you pick one.

Assess these subject lines and recommend the best one.

Email context: [brief description of what the email is about and who it's going to]
Subject line candidates:
1. [Subject line 1]
2. [Subject line 2]
3. [Subject line 3]

For each, rate (1–10) and comment on:
- Clarity (does it clearly convey what the email is about?)
- Curiosity (does it make you want to open it?)
- Relevance (will this audience care?)
- Risk (could it feel spammy, confusing, or off-brand?)

Then:
- Your recommended pick and why
- One tweak that would make the winner even stronger
- If none are strong enough, write 3 alternatives

Use when part of your email list hasn't opened or clicked in 60+ days and you need to win them back before they go cold permanently.

Write a re-engagement email for subscribers who haven't opened in [X days/months].

Brand: [your brand name and what you do]
What these subscribers originally signed up for: [the original value promise]
What's changed or improved since they last engaged: [new content, features, offers]
Tone: [how you normally communicate]

Write 3 re-engagement email versions:

**Version 1 — Direct honesty**
Acknowledge they've been quiet. Ask if they still want to hear from us. Simple, human, low-pressure.

**Version 2 — Value reminder**
Lead with the best thing we've published or offered recently. Make them feel like they've been missing out on something genuinely useful.

**Version 3 — Fresh start**
Frame it as a reset. Tell them what they can expect going forward. Give them a reason to stay subscribed.

For each version, include:
- Subject line
- Preheader (under 90 characters)
- Full email body (under 150 words)
- CTA

Use when setting up or rewriting your welcome email sequence — the most important emails you send, and the ones most marketers underinvest in.

Plan a welcome email sequence for new subscribers.

Brand: [brand name and what you do]
What subscribers get when they sign up: [lead magnet, newsletter, free resource, etc.]
Goal of the welcome sequence: [build trust / drive first purchase / get them to use the product / etc.]
Sequence length: [how many emails, e.g. 5 emails over 2 weeks]

For each email, give me:
- Send timing (e.g. immediately, Day 1, Day 3)
- Purpose (one sentence — what this email is trying to do)
- Subject line
- Core message (2–3 sentences)
- CTA

The sequence should:
- Start with delivery of what they signed up for
- Build trust through value before asking for anything
- Introduce who we are and why we're different
- Move toward the goal without feeling like a hard sell

Use when you want an honest critique of an email you've written before sending — or to analyse a competitor's email for ideas.

Tear down this email and tell me exactly what to fix.

[Paste the full email including subject line and preheader]

Assess:
1. Subject line — does it make you want to open? What would you change?
2. Opening line — does it earn the next sentence?
3. Core message — is it clear what this email is about and why it matters?
4. Structure — does it flow logically? Where does it lose you?
5. CTA — is there one clear ask? Is the framing motivating?
6. Length and tone — is it the right length? Does the tone match the audience?

Then:
- List the 3 changes that would have the biggest impact on open rate / click rate
- Rewrite the weakest part of the email (your choice) to show what better looks like

Use when you need to write a promotional email for a sale, launch, or limited offer without it reading like a generic blast.

Write a promotional email for this offer.

Brand: [brand name]
Offer: [what's on sale or being promoted]
Discount or incentive: [% off / free shipping / bonus / etc., or 'none']
Deadline: [when the offer ends, or 'no deadline']
Primary audience: [who this is going to]
Tone: [how we normally talk to this audience]

Write the email with:
- Subject line (create 3 options, label each style)
- Preheader
- Opening: lead with the most compelling thing — not "We're excited to announce"
- Body: what the offer is, why it matters to them, any key details (dates, limits, conditions)
- CTA: one button or link with action-oriented text
- P.S.: one sentence reinforcing urgency or the key benefit (P.S. lines get read)

Keep the body under 150 words. If the offer genuinely needs more explanation, go up to 250 words and note why.

Use when you need to understand a new audience segment, build a customer persona that's actually useful, or stress-test your assumptions about who you're marketing to.

This is a 4-step workflow for building a real understanding of your audience — not a generic persona template.

**Step 1 — Assumption audit**

Start by surfacing what you think you know:

"I'm trying to understand this audience: [describe them — role, situation, what they care about]

List what I'm likely assuming about them (based on what I told you). Then flag:
- Which assumptions are probably right
- Which ones are probably oversimplified or wrong
- What I'd need to find out to replace the assumptions with facts

Give me 5 specific questions I should be asking real people from this audience."

**Step 2 — Psychographic deep-dive**

"Based on this audience: [description]

Go beyond demographics. Tell me:
1. What keeps them up at night? (3 specific fears, not categories)
2. What do they secretly want? (not what they say they want — what they actually want)
3. Who or what do they blame when things go wrong? (this drives messaging angles)
4. What have they already tried? What failed and why?
5. What would make them immediately trust a new solution?
6. What would make them immediately dismiss it?

Back each answer with reasoning."

**Step 3 — Voice and language mining**

"I need to write in this audience's voice, not mine.

Based on everything you know about [audience], give me:
1. 10 phrases they use to describe the problem we solve (exact words, not professional language)
2. 5 phrases they use when they're frustrated
3. 3 things they say when they find something that works
4. Words or phrases they'd find patronising, jargon-y, or off-putting

These should read like real things real people say — not marketing copy."

**Step 4 — Persona synthesis**

"Synthesise everything into a usable persona.

Do NOT use a persona template with boxes and bullet points. Instead, write a 200-word character profile — a day-in-the-life sketch of one person who represents this audience.

Then answer:
- What is the single most important thing we need to say to this person?
- What would make them immediately share our product with someone else?
- What's the fastest path from 'first encounter' to 'converted customer' for this person?"

Use when designing a customer survey — to get questions that surface real insights instead of confirming what you already think.

Generate survey questions for this research goal.

What I'm trying to understand: [the question you're trying to answer about your audience]
Who will answer this survey: [audience description]
Format: [NPS follow-up / discovery / post-purchase / churn / etc.]
Number of questions I want: [target number, e.g. 5–8]

For each question:
1. The question itself (written as a real survey question)
2. What it's designed to reveal
3. Format recommendation (open text / rating scale / multiple choice)

Rules for the questions:
- No leading questions
- No compound questions (only one thing per question)
- Open-ended questions should feel easy to answer, not like homework
- At least 2 questions should surface language I can use in copy

Then flag: the one question that will give me the most useful single data point.

Use before conducting customer discovery or user research interviews — to prepare questions that surface real insights, not validation.

Prepare me for a customer research interview.

Who I'm interviewing: [role, background, situation]
What I want to understand: [the core research question]
What I already think I know: [your current assumptions]

Give me:
1. A warm-up question to put them at ease (not related to the product)
2. 5–7 core interview questions (open-ended, explore behaviour and context, not opinions about our product)
3. 3 follow-up probes I can use anywhere the conversation gets interesting ("tell me more about...", "what happened next?", etc.)
4. One question I should NOT ask — and why it would bias the answers

Guidelines:
- Questions should uncover what people DO, not what they THINK they'd do
- Avoid "would you" or "do you think" — they lead to hypothetical answers
- The best insights come from stories, not ratings

Also give me a checklist of 5 things to do BEFORE the interview to set it up for success.

Use when you want to understand why customers really buy your product — the underlying job they're trying to get done — so you can write copy that speaks to motivation, not features.

Help me apply Jobs-to-Be-Done thinking to this product.

Product: [name and brief description]
Primary customers: [who buys it]
What they say they use it for: [the stated use case]

Based on this, help me identify:

1. **Functional jobs** — the practical task they hire this product to do (what problem does it solve, step by step)
2. **Emotional jobs** — how they want to feel as a result of using it (and what anxiety they want to avoid)
3. **Social jobs** — how they want to be perceived by others because of using it

Then:
- What are they actually "firing" when they hire this product? (the old solution, workaround, or nothing they're replacing)
- What is the real moment of hire — the specific situation that triggers the purchase decision?
- Rewrite the product's core value proposition using JTBD language (focus on the outcome, not the feature)

Use when you need to get specific about your Ideal Customer Profile — the customers who get the most value, stick around longest, and refer others.

Help me define my Ideal Customer Profile (ICP).

Business: [describe your business — what you sell and to whom]
Best customers you've had: [describe 2–3 customers who loved the product, paid on time, referred others, or had the best outcomes]
Worst-fit customers you've had: [describe customers who churned, complained, or needed too much support]

Based on this, help me define my ICP across:

1. **Firmographics** (B2B) or **Demographics** (B2C): what characteristics do best-fit customers share?
2. **Psychographics**: what mindset, values, or beliefs do they have?
3. **Situation triggers**: what situation or event makes someone a ready buyer?
4. **Red flags**: what early signals suggest someone will be a bad fit?

Then:
- Write a one-paragraph ICP description I can use to align my team
- List 3 ways I can use this ICP to make my marketing more targeted immediately

Use when you have raw customer feedback — reviews, interviews, survey responses, support tickets — and need to turn it into usable copy insights.

Help me synthesise customer feedback into copy insights.

Source of feedback: [reviews / interview transcripts / survey responses / support tickets]
Product or service: [brief description]

Raw feedback:
[paste 5–15 pieces of raw customer feedback — quotes, review snippets, or interview notes]

Analyse the feedback and give me:

1. **Top 3 outcomes customers care about most** — ranked by frequency and emotional intensity
2. **Exact phrases to use in copy** — real customer language that should appear verbatim in headlines, subject lines, or ads (list 10–15 phrases)
3. **Top 3 objections or concerns** — what hesitations appear most often?
4. **Surprise insight** — something that stands out that I probably didn't expect
5. **The single best headline this feedback suggests** — written in customer language, not brand language

Use when opening a new role or backfilling a position — to go from headcount approval to a structured hiring process with job description, interview plan, and evaluation criteria.

This is a 4-step workflow for building a structured, bias-reduced hiring process from scratch.

**Step 1 — Role definition**

Start by getting clear on what you're actually hiring for:

"I need to hire a [role title]. Help me define this role properly.

Context:
- Team and function: [where this person sits]
- Why we're hiring: [new headcount / backfill / growth]
- Most important outcomes in the first 90 days: [what success looks like early]
- Must-have experience or skills: [genuine requirements, not wish lists]
- Nice-to-have (truly optional): [things that would be a bonus]

Based on this, give me:
1. A clear one-sentence description of what this person does
2. The 3 most important capabilities (not job duties — underlying skills or traits)
3. Two red flags in a candidate's background that would indicate poor fit
4. One question I should ask myself: 'Am I hiring for what I need now, or what I needed last year?'"

**Step 2 — Job description**

"Write a job description for this role.

Role: [title]
Team: [team name and function]
Key outcomes (from Step 1): [paste]
Must-haves: [paste]
Nice-to-haves: [paste]
Company culture / tone: [how you want to come across]

Format:
- Opening: 2 sentences on what the company does and why this role matters (no marketing fluff)
- What you'll do: 5–7 outcomes-focused bullet points (not task lists)
- What we're looking for: 4–6 must-haves, clearly separated from nice-to-haves
- What we offer: honest, specific, no 'competitive salary' placeholders
- Closing: one sentence on the application process

Write for the candidate who is currently employed and not actively looking — give them a reason to read past the first paragraph."

**Step 3 — Interview structure**

"Design an interview process for this role.

Role: [title]
Must-have capabilities: [from Step 1]
Team size: [so we know how many interviewers are realistic]

Give me a 3–4 stage interview process:
- Stage name
- Who conducts it
- What it's designed to assess
- 2–3 specific questions or exercises for that stage
- How long it should take

Include at least one structured competency interview and one skills-based assessment. Flag any stages where unconscious bias is a particular risk."

**Step 4 — Evaluation scorecard**

"Build an evaluation scorecard for this role.

Role: [title]
Capabilities being assessed: [list from your interview plan]

For each capability:
1. Name the capability
2. Define what 'strong' looks like (observable behaviours, not vague adjectives)
3. Define what 'weak' looks like
4. Rating scale: 1 (poor) – 4 (strong) — no middle 3 (forces a decision)

Then:
- List the 2 capabilities that are weighted most heavily and why
- Include one 'derailer' question: something that, if answered poorly, disqualifies regardless of other scores"

Use when you need to write or rewrite a job description that attracts strong candidates rather than just listing duties.

Write a job description for this role.

Role title: [title]
Team / department: [team]
What this person will actually do: [3–5 core responsibilities in plain language]
Must-have requirements: [genuine requirements — would you reject a candidate without this?]
Nice-to-have requirements: [truly optional extras]
What we offer: [specific benefits, not "competitive salary"]
Tone: [e.g. direct and honest / warm and conversational / formal]

Write the job description with:
1. Opening hook: 2 sentences on why this role matters — not company history
2. What you'll own: outcomes-focused bullet points (not task lists)
3. What we're looking for: must-haves clearly separated from nice-to-haves
4. What we offer: specific, honest, no placeholders
5. How to apply: one clear sentence

Avoid: "fast-paced environment", "wear many hats", "rockstar", "ninja", "passionate", "dynamic team", any use of "competitive".

After writing, flag any requirements that might unnecessarily exclude qualified candidates (e.g., degree requirements where experience would serve equally well).

Use when preparing for interviews — to get structured, bias-resistant questions that actually reveal how candidates think and behave.

Generate interview questions for this role.

Role: [title]
Key capabilities I'm assessing: [list 3–5 — e.g. "stakeholder management", "data analysis", "handling ambiguity"]
Interview stage: [screening call / first round / final round / panel]

For each capability, generate:
1. One behavioural question (past behaviour predicts future behaviour — "Tell me about a time when...")
2. One situational question (hypothetical but grounded — "Imagine you...")
3. One follow-up probe (to dig deeper when an answer is vague)

Also give me:
- 2 questions to assess cultural contribution (not "fit" — that's a bias trap)
- 1 question to ask at every stage to check for consistency
- 3 questions I should NOT ask (legal or bias risks) and their safer alternatives

Format as a question bank I can hand to multiple interviewers.

Use when rejecting candidates at any stage — to communicate clearly and respectfully while protecting your employer brand.

Write rejection email templates for these hiring stages.

Company name: [your company]
Role: [position]
Tone: [warm and human / professional and direct]

Write 3 versions:

**Version 1 — Post-application (no interview)**
They applied but weren't selected for screening. Keep it brief, warm, and non-generic.

**Version 2 — Post-first interview**
They interviewed but won't progress. Acknowledge the time they invested. Optional: include one line of genuine (not generic) positive feedback.

**Version 3 — Final stage rejection (post-final interview or offer stage)**
They got far in the process. This person deserves more care. Acknowledge the process, be honest without being cruel, leave the door open if appropriate.

For each:
- Subject line
- Email body (under 150 words)
- Optional personalisation note: one sentence I can customise per candidate

Rules: no "we'll keep your CV on file" unless true. No "we had many strong candidates" (generic). No "we wish you all the best in your future endeavours" (hollow).

Use before opening a role — to align with the hiring manager on what they actually need versus what they think they need.

Help me prepare for a role intake meeting with a hiring manager.

Role they want to hire: [title]
What they've told me so far: [paste any brief or notes]
My concerns or gaps: [things that are unclear or seem off]

Give me:
1. 8 questions to ask the hiring manager before we start the search (focus on: outcomes, success criteria, real must-haves, process, and timeline)
2. 3 common mismatches between what hiring managers say they want and what actually makes someone successful — so I can probe for these
3. One honest question to ask them about their own readiness to make a hire (e.g. speed of decision-making, feedback quality)

Also:
- Draft a role intake summary template I can complete during the meeting and share back for sign-off
- Flag 2 red flags that would tell me this role isn't ready to open yet

Use after a round of interviews to run a structured debrief that makes a fair, bias-aware hiring decision.

Help me structure an interview debrief for this candidate.

Role: [title]
Candidate name: [name]
Interview stages completed: [list stages and who conducted them]
Capabilities assessed: [list what each stage was designed to evaluate]

Generate a debrief guide with:

1. **Opening framing** (what to say to start the debrief on the right foot — independent assessments before group discussion)
2. **Per-capability discussion** — for each capability, prompt the group to share evidence before opinions
3. **Bias check** — 3 questions to ask the group to surface potential bias ("Are we describing behaviours or assumptions?")
4. **Decision framework** — how to handle split opinions, how to distinguish "not right for this role" from "not right for us"
5. **Documentation prompt** — what interviewers should write down, and why it matters for future audits

Also: a one-paragraph template for capturing the hiring decision and rationale.

Use when running performance reviews, managing underperformance, or setting up a performance improvement plan — to make the process fair, documented, and actually useful.

This is a 4-step workflow for handling performance management — from goal setting to difficult conversations to formal plans.

**Step 1 — Goal setting and expectations**

"Help me set clear performance expectations for this role.

Role: [title]
Person's current stage: [new hire / established / struggling]
Team's key priorities for this period: [what the team is working toward]

Give me:
1. A framework for 3–5 measurable goals for this period (use OKR or SMART format — your recommendation)
2. For each goal area, two example goals (one strong, one weak — so I can calibrate)
3. A list of 'success indicators' that don't require formal metrics (observable behaviours that show someone is performing well)
4. One question to ask the employee during goal-setting to make sure they've actually bought in"

**Step 2 — Mid-period check-in**

"Prepare me for a mid-period performance check-in with [name/role].

What's going well: [your observations]
Where there are concerns: [what you've noticed]
Goal progress so far: [where things stand vs. targets]

Write a check-in agenda (30 minutes) that:
- Opens with the employee's self-assessment
- Reviews progress on each goal without lecturing
- Surfaces early concerns without triggering defensiveness
- Ends with clear next steps

Also give me: 3 questions to ask that will tell me whether we have a skills gap or a motivation/clarity issue."

**Step 3 — Performance review documentation**

"Help me write a performance review for this employee.

Role: [title]
Review period: [timeframe]
Overall performance: [strong / meeting expectations / below expectations]
Key achievements: [list]
Key areas for development: [list]
Goals met: [which goals were hit, partially hit, or missed]
Tone needed: [e.g. direct but constructive / encouraging with clear feedback]

Write:
1. An opening summary paragraph (3–4 sentences, overall assessment)
2. Achievements section (3–4 bullet points with specific examples)
3. Development areas section (2–3 bullet points — direct, evidence-based, non-personal)
4. Goals for next period (3 goals with measurable outcomes)
5. Closing paragraph (forward-looking, motivating but honest)"

**Step 4 — Performance improvement plan (PIP)**

"Help me structure a Performance Improvement Plan for this situation.

Employee role: [title]
Nature of the performance gap: [describe clearly — behaviour, output, or both]
Duration of the issue: [how long has this been a concern]
Previous feedback given: [what's already been said and when]
Target timeline for improvement: [e.g. 30 / 60 / 90 days]

Give me:
1. PIP structure (goals, metrics, support, review dates)
2. Language for describing the performance gap clearly without being punitive
3. The support and resources the employer should commit to providing
4. Weekly check-in agenda for the PIP period
5. Documentation checklist — what to keep on file throughout
6. Two scenarios at the end of the PIP: what success looks like and what the next steps are if the standard isn't met"

Use before having a hard conversation with an employee — about performance, behaviour, redundancy, or anything sensitive — so you go in prepared, not reactive.

Help me prepare for a difficult conversation with an employee.

The situation: [describe what happened and what the conversation needs to address]
What outcome I need from this conversation: [what needs to change or be communicated]
Employee's likely reaction: [how I expect them to respond]
My concerns about the conversation: [what I'm worried about getting wrong]

Help me prepare by:
1. Drafting an opening 2–3 sentences that states the purpose clearly without being aggressive or evasive
2. Anticipating the 3 most likely pushback responses and scripting how I'd respond to each
3. Identifying the one thing I must NOT say — and what to say instead
4. Writing a closing that summarises the outcome and next steps
5. Flagging any legal or HR policy considerations I should check before the conversation

Also: one thing I should do before the conversation to make sure I'm in the right headspace to have it well.

Use during calibration sessions to ensure ratings are consistent, evidence-based, and not skewed by recency bias or favouritism.

Help me facilitate a performance review calibration session.

Team or function being calibrated: [department or group]
Number of employees: [number]
Rating scale being used: [e.g. 1–5, or categories like Exceeds / Meets / Below]
Known tensions or concerns: [any managers or employees where you expect debate]

Give me:
1. A calibration session agenda (60–90 minutes)
2. Ground rules to share at the start (to reduce bias and anchoring effects)
3. 5 calibration questions to ask when a manager's rating seems too high or too low
4. A framework for discussing outliers — the very high and very low performers
5. A bias checklist: 5 common biases in performance reviews and how to surface them in the room

Also: a one-paragraph script for opening the session that sets the right tone — rigorous, fair, and not a rubber stamp.

Use when you need to give structured, honest feedback to an employee — or when coaching a manager to give better feedback.

Help me write or structure feedback for this employee.

Situation: [what happened — be specific]
The impact: [what effect it had — on the team, the work, a stakeholder, a process]
What needs to change or continue: [the behaviour or outcome you want]
Delivery context: [verbal feedback / written review / informal check-in]

Write this feedback using the SBI model (Situation, Behaviour, Impact):
1. Situation: when and where the behaviour occurred (specific, not "you always")
2. Behaviour: what I observed (observable, not interpreted)
3. Impact: the effect it had (factual, not personal)
4. Request or expectation: what I need to see going forward

Then give me:
- A version for positive/reinforcing feedback (same situation)
- A version for developmental/corrective feedback
- One common mistake in delivering this feedback — and how to avoid it

Keep each version under 100 words. Direct but not harsh.

Use when formalising a Performance Improvement Plan — to create documentation that is fair, specific, and legally defensible.

Help me draft a Performance Improvement Plan (PIP) for this employee.

Employee role: [title]
Performance concerns: [describe the gap clearly — be specific about what is not meeting expectations]
Previous verbal or written feedback given: [what was already communicated and when]
PIP duration: [30 / 60 / 90 days]
Success criteria: [what 'improved performance' looks like — measurable where possible]

Write a PIP document with these sections:

1. **Purpose** — why this plan is being initiated (factual, non-punitive)
2. **Performance concerns** — specific, evidenced description of the gap
3. **Expectations** — clear standards required to be met by the end of the PIP
4. **Support provided** — what the employer will do to help (training, check-ins, resources)
5. **Review schedule** — when formal check-ins will happen and what will be assessed
6. **Consequences** — what happens if standards are or aren't met (honest, specific)
7. **Signatures block** — employee, manager, HR

Language must be: specific (not "poor attitude"), evidence-based (not assumptions), and forward-looking (focused on the standard needed, not cataloguing past failures).

Use when you're noticing early signs that someone is struggling, before the situation becomes a formal performance issue.

Help me diagnose an underperformance situation before it becomes a formal issue.

Role: [employee's role]
What I'm observing: [describe the behaviours or outputs that concern you]
How long this has been going on: [timeframe]
What's already been tried: [any conversations, support, or interventions so far]

Help me:
1. Distinguish between a skills gap, a motivation issue, a clarity/expectations problem, or an external circumstance — and identify which this is most likely to be
2. Draft 3 diagnostic questions to ask the employee in a low-pressure conversation to understand the root cause
3. Identify early interventions I could try before going formal (ranked from lowest to highest escalation)
4. Decide whether this is a situation where I should involve HR, the manager's manager, or handle it directly

Also: one thing I might be doing — as their manager or HR partner — that could be contributing to the problem.

Use when onboarding a new hire — to build a structured, human first 90 days that sets them up for success and reduces early attrition.

This is a 4-step workflow for designing a first 90-day onboarding experience.

**Step 1 — Pre-boarding plan**

"Help me design the pre-boarding experience for a new [role] joining [team].

Start date: [date]
Remote / hybrid / in-person: [setup]
What they'll be working on in week 1: [initial projects or priorities]

Give me a pre-boarding checklist covering:
1. Admin and systems access (what needs to be ready on day 1)
2. Welcome communications (what to send, from whom, and when)
3. First week agenda (high-level — not too packed)
4. Who they should meet in the first week and why
5. One thing that often goes wrong in week 1 for new hires in this type of role"

**Step 2 — 30-day plan**

"Design the 30-day onboarding plan for this role.

Role: [title]
Team: [team description]
Key priority in the first month: [learning the role / contributing quickly / building relationships — pick one primary focus]

Give me a week-by-week plan:
- Week 1: foundations (systems, people, culture)
- Week 2: learning the work (how things actually get done here)
- Week 3: contributing (first small piece of real work)
- Week 4: reflecting and connecting (what to review, what questions to ask)

Include: one milestone or output for each week so we know they're on track."

**Step 3 — 60-and 90-day checkpoints**

"Design the 60-day and 90-day check-in structure for this new hire.

What success looks like at 90 days: [define it — outcomes, not tasks]
Who should be involved in check-ins: [manager / HR / skip-level]

For the 60-day check-in:
- Agenda (30 minutes)
- Questions to ask the employee
- What the manager should be assessing
- Red flags that would suggest the onboarding is off track

For the 90-day check-in:
- Formal review structure
- How to assess whether they've hit the 90-day success criteria
- Transition from 'onboarding' to 'performing'"

**Step 4 — New hire feedback**

"Help me gather structured feedback from new hires about their onboarding experience.

When to collect: [30 days / 60 days / 90 days / all three]

Create a short feedback survey (8–10 questions) that assesses:
- Clarity of role and expectations
- Quality of training and information
- Relationships and belonging
- Systems and tools readiness
- Overall onboarding rating

Include at least 2 open-ended questions. Avoid leading questions. Include one question specifically about what we could improve."

Use when creating or updating an onboarding checklist for a specific role — to make sure nothing essential gets missed in the chaos of someone's first week.

Build an onboarding checklist for this new hire.

Role: [title]
Department: [team/function]
Start date: [date]
Work setup: [remote / hybrid / in-office]
Line manager: [name]

Generate a checklist covering:

**Before day 1 (HR and manager actions)**
- Systems and access
- Equipment
- Welcome communications
- First day agenda sent

**Day 1**
- Who greets them and when
- What they need to know by end of day
- First conversations to have

**Week 1**
- Key introductions and meetings
- What they should understand by Friday
- First task or contribution

**Month 1**
- Learning milestones
- Check-ins scheduled
- Progress markers

Format as an assignable checklist with: task / owner (HR / manager / IT / employee) / due date. Flag any tasks where the timing is often missed in real organisations.

Use to write the first email a new hire receives — the one that sets the tone before they've even walked through the door.

Write a welcome email for a new hire joining the company.

New hire name: [name]
Role: [title]
Start date: [date]
Reporting to: [manager name]
Work setup: [remote / hybrid / in-office]
Company name: [company]
Tone: [warm and human / professional / casual]

Write 2 versions:

**Version 1 — From HR**
Focus: practical information (what to bring, where to go/log in, first day agenda, who to contact with questions). Warm but informational.

**Version 2 — From the manager**
Focus: why we're excited they're joining, what the first week will look like, one thing we want them to know about how the team works. Personal, not a list.

For each:
- Subject line
- Email body (under 200 words)
- One thing NOT to include (that makes welcome emails feel generic or cold)

Use when setting expectations with a new hire about what success looks like in their first three months.

Build a 30-60-90 day plan for a new hire in this role.

Role: [title]
Team: [team description]
What the team is working on right now: [key priorities]
What success looks like at 90 days: [be specific — not just "settling in"]

Structure the plan across three phases:

**30 days — Learn**
Focus: understanding the role, the team, the context
Milestones: [what they should know or have done by day 30]
Key meetings and relationships to establish

**60 days — Contribute**
Focus: first real contributions, building confidence
Milestones: [what they should have delivered or demonstrated by day 60]
Assessment point: how manager and new hire will check in

**90 days — Own**
Focus: taking ownership of their area
Milestones: [what they should own by day 90]
Transition: from 'new hire' to 'full team member'

Format as a document the manager and new hire can co-create together on day 1. Include space for the new hire to add their own goals.

Use when conducting the 30-day check-in with a new hire — to go beyond "how are you settling in?" and surface what's actually working and what needs fixing.

Prepare a 30-day check-in guide for a new hire.

Role: [title]
What was in the 30-day plan: [key milestones from onboarding plan]
Any concerns so far: [anything the manager or HR has noticed]

Generate:

**Check-in agenda (30 minutes)**
- Opening (5 min): set the tone — this is a learning conversation, not a performance review
- Their experience (10 min): open-ended questions about how they're finding it
- Role clarity (5 min): do they know what's expected of them?
- Support and blockers (5 min): what do they need that they're not getting?
- Next steps (5 min): what happens now

**Questions to ask**
- 3 questions about their experience and belonging
- 2 questions about role clarity and expectations
- 2 questions about what's making their job harder than it needs to be
- 1 question we might be afraid to ask (but should)

**Red flags** — 3 signals from this conversation that would tell you they're at flight risk

Use to collect structured feedback from new hires about their onboarding experience — so you can fix what's broken and scale what's working.

Write an onboarding survey for new hires.

Survey timing: [30 days / 60 days / 90 days]
Company name: [company]
Approximate completion time: [5–10 minutes]

Include questions across these areas:
1. Role clarity (do they understand what's expected of them?)
2. Training and information (did they get what they needed to do their job?)
3. Manager support (how well supported do they feel?)
4. Team and culture (do they feel like they belong?)
5. Systems and tools (was everything ready when they needed it?)
6. Overall experience (how would they rate onboarding overall?)

Format:
- 8–10 questions total
- Mix of rating scales (1–5 or 1–10) and open-ended
- At least 2 open-ended questions, including "What one thing would have made your onboarding better?"
- One question about likelihood to recommend the company to others (as an early eNPS signal)

Avoid leading questions. Keep it anonymous where possible.

Use when you need to communicate sensitive HR topics to employees — redundancies, policy changes, benefits updates, or company-wide announcements — in a way that is clear, fair, and doesn't create panic or confusion.

This is a 4-step workflow for drafting HR communications that people will actually read and understand.

**Step 1 — Message framing**

Before writing, get clear on what you're communicating and why:

"I need to communicate [topic] to [audience — e.g. all staff / a specific team / affected employees].

Context:
- What is changing or happening: [describe]
- Why it's happening: [the honest reason]
- Who is affected and how: [be specific]
- What I'm worried people will misunderstand or react badly to: [your concern]

Help me:
1. Identify the 3 things people most need to know from this communication
2. Anticipate the 3 questions they'll have immediately after reading it
3. Recommend the right tone (e.g. empathetic / matter-of-fact / urgent)
4. Suggest whether this should be written or delivered verbally first — and why"

**Step 2 — Draft the communication**

"Write the [email / announcement / letter / FAQ] for this situation.

Topic: [from Step 1]
Audience: [who this is going to]
Key messages: [from Step 1]
Tone: [from Step 1]
What must be included: [any legal, policy, or HR-mandated language]
What must NOT be included: [anything confidential or premature]

Format:
- Clear subject line or heading
- Opening: state what this is about in the first sentence — no long preambles
- Body: the key facts and what they mean for the reader
- What happens next: specific, not vague
- Contact: who to speak to with questions

Write for the employee who is worried or confused — not for the lawyer."

**Step 3 — FAQ document**

"Write an FAQ document to accompany this communication.

Topic: [same as above]
Anticipated questions: [list any specific concerns you know will come up]

Generate 10–15 likely questions and clear answers. Include:
- Practical questions (when / how / what do I need to do)
- Emotional questions (am I safe / is my job at risk / is this fair)
- Process questions (what happens next / who decides / what are my rights)

Write answers that are honest, specific, and don't sound like they were written by a lawyer. Flag any question where the honest answer is 'we don't know yet' — and say that."

**Step 4 — Manager briefing**

"Prepare a briefing for managers who will be delivering or supporting this communication.

Topic: [from above]
What managers need to know first: [anything before the employee announcement]
What they should say: [key talking points]
What they should NOT say: [off-limits topics or speculation]
Likely questions from their team: [anticipated reactions]

Give me:
1. A one-page manager briefing document
2. A suggested script for how to open the conversation with their team
3. 5 anticipated employee questions and how managers should answer them
4. Escalation guide: what to do if someone has a strong emotional reaction or question they can't answer"

Use when announcing a new or updated policy — to communicate it in a way employees actually understand and follow, not just file in their inbox.

Write an employee communication for this policy update.

Policy: [name of the policy]
What's changing: [describe the change in plain English — not policy language]
Who is affected: [all staff / specific roles / specific locations]
Effective date: [when this takes effect]
Why it's changing: [the honest reason — compliance / feedback / safety / business need]
Where to find the full policy: [link or location]
Action required from employees: [what they need to do, if anything]

Write:
1. Email to all affected employees (under 200 words)
   - Clear subject line
   - What's changing and why (2 sentences max)
   - What they need to do
   - Where to get more information

2. Manager talking points (bullet list, not a script)
   - The headline
   - Likely questions and how to answer them
   - What to do if someone pushes back

Avoid: policy language, passive voice, excessive disclaimers. Write like a human explaining something to another human.

Use when communicating a redundancy process — to handle it with the dignity, clarity, and honesty employees deserve.

Help me draft communications for a redundancy process.

Context: [brief description — restructure / role elimination / site closure / etc.]
Number of people affected: [approximate number]
Timing: [when the process starts and when decisions will be made]
What you can and cannot say at this stage: [any legal or consultation constraints]

Write three documents:

**1. Initial announcement (all staff)**
What's happening, why, and what the process will look like. Acknowledge the uncertainty without creating panic. Under 300 words.

**2. Individual consultation letter (to affected employees)**
Formal notification that their role is at risk. Clear, legally appropriate language. Include: what 'at risk' means, the next steps, their rights, and who to contact. Under 400 words.

**3. Manager script (for one-to-one conversations)**
What to say when delivering the news individually. Include: opening line, how to explain the situation, what to say about next steps, how to handle tears or anger. Not a script to read verbatim — a guide for having a human conversation.

Flag: any section where you recommend I get legal review before using.

Use when making internal announcements — promotions, new hires, departures, or structural changes — in a way that feels thoughtful rather than corporate.

Write employee announcement templates for these common scenarios.

Company name: [company]
Tone: [warm and personal / professional / brief and factual]

Generate templates for:

**1. New hire announcement**
Welcoming a new team member. Include: role, start date, brief background (what to include), what they'll be working on, one human detail.

**2. Promotion announcement**
Celebrating an internal promotion. Include: new role, what they'll be responsible for, a brief note on why they deserve it (without revealing performance discussions).

**3. Departure announcement**
Acknowledging someone leaving. Include: last day, what they contributed, best wishes — without being gushing or overly formal. Cover both resignation and mutual departures (not redundancies).

**4. Structural change announcement**
Informing the team of a re-org or reporting line change. Clear on what's changing, who's affected, and why — without speculation space.

For each: subject line, body (under 150 words), and one thing NOT to include (that makes these announcements feel generic or uncomfortable).

Use when designing an employee engagement or pulse survey — to get data that actually tells you something, not just average scores that make everyone feel vaguely OK.

Design an employee survey for this purpose.

Survey purpose: [engagement / pulse / DEI / benefits / manager effectiveness / return-to-office / other]
What decisions this survey will inform: [be specific — what will you do with the results?]
Audience: [all staff / specific team / managers]
Frequency: [one-time / monthly pulse / annual]
Target completion time: [5 min / 10 min / 15 min]

Give me:
1. 8–12 questions covering the core areas relevant to this survey purpose
2. For each question: the question text, format (scale / open / yes-no), and what it's designed to measure
3. 2 questions that will surface what you don't currently know (not just validate what you think)
4. The one question that, if you only asked one thing, would tell you the most
5. Three questions to AVOID and why (leading, double-barrelled, or unanswerable)

Also: a recommended communication plan — how to introduce the survey, how to share results, and what to do if scores are bad.

Use when communicating employee benefits — whether launching new benefits, running open enrolment, or helping employees understand what they have access to.

Write employee communications about benefits.

Company name: [company]
Context: [new benefits launch / annual open enrolment / one benefit being added or changed / general awareness]
Benefits to communicate: [list the specific benefits with brief descriptions]
Deadline or action required: [what employees need to do and by when, if anything]
Tone: [conversational / informational / enthusiastic]

Write:

**1. All-staff email**
Announcing or reminding employees about available benefits. Lead with what's in it for them — not with administrative process. Under 250 words.

**2. Benefits one-pager**
A simple summary of the key benefits, written so any employee can understand it without an HR background. Plain English. Clear layout. No jargon.

**3. FAQ (5–8 questions)**
Common questions employees have about the benefits. Include at least one question about cost, one about eligibility, and one about what happens if they miss the deadline.

Flag: any benefit where the language needs to be legally reviewed before distributing.