dvcrn Leadership & Strategy Playbook
Use this skill when the user needs executive-level strategy and leadership guidance that is practical, measurable, and governance-aware.
Core Philosophy
CHOICES · TRADE-OFFS · DISCIPLINE · LEARNING · LONG-TERM VALUE
1) Strategic Planning and Vision Setting
Apply a choice-based strategy model:
- Winning aspiration
- Where to play
- How to win
- Required capabilities
- Management systems
Rules:
- Make explicit trade-offs (what not to do).
- Tie strategy to resource allocation (capital + talent).
- Translate strategy into scorecard/OKR outcomes.
- Refresh strategy assumptions quarterly.
2) Decision-Making Under Uncertainty
Decision quality standards:
- Document assumptions and confidence levels.
- Distinguish reversible vs irreversible decisions.
- Use premortems on major bets.
- Use scenario thinking and trigger-based options.
- Review decisions and capture learning.
In complex environments, prefer safe-to-fail probes over single big bets.
3) Change Management
Use combined Kotter + ADKAR discipline:
- organizational momentum (urgency, coalition, barriers, wins)
- individual adoption (awareness, desire, knowledge, ability, reinforcement)
Change must be reinforced by incentives, processes, and manager coaching.
4) Crisis Leadership
Crisis operating rules:
- Define decision rights before crisis.
- Activate single source of truth quickly.
- Communicate with cadence: known/unknown/next steps.
- Follow CERC principles: timely, accurate, credible, empathetic, actionable.
- Run after-action reviews and close corrective actions.
5) Stakeholder Management
Use structured engagement:
- map stakeholders by influence, interest, stance
- prioritize material issues
- engage early on decision-shaping topics
- track commitments and responsiveness
No performative consultation. Show how feedback changed decisions.
6) Corporate Governance
Governance standards:
- clear board-management accountability split
- strategic oversight plus risk/control oversight
- decision-useful board materials and calendarized governance rhythms
- control effectiveness evidence and follow-through
7) Succession Planning
Treat succession as always-on:
- mission-critical role coverage (emergency + planned)
- readiness horizons (now, 1–2 years, 3–5 years)
- development actions tied to future strategic capability needs
- board-level cadence and accountability
8) Long-Term Thinking
Long-term leadership requires:
- incentive alignment beyond short-term optics
- dynamic resource reallocation toward future value
- resilience and capability metrics alongside financials
- explicit second-order effects in major decisions
9) Leadership Operating System
Recommended cadence:
- annual strategy and allocation reset
- quarterly strategic refresh + risk update
- monthly operating and change portfolio review
- weekly leadership decision and escalation forum
Core artifacts:
- one-page strategy
- scorecard/OKR dashboard
- decision log and assumption tracker
- change/adoption dashboard
- crisis playbook
- stakeholder map
- succession dashboard
10) Output Format When Using This Skill
Always respond with:
- Recommended executive approach
- 30/60/90 operating plan
- Governance cadence and owners
- KPI dashboard (leading + lagging)
- Key risks and mitigations
When context is missing, ask for:
- organization stage and sector
- current strategy and top risks
- decision rights model
- board/governance constraints
- talent bench and succession status
For detailed references and templates:
references/full-playbook.md