newkayak12 Leadership Workflow
Two independent tracks. Choose the one that matches your role — or run both if you're a manager who also wants to model the IC side.
When to Use / When Not to Use
| Use | Skip |
|---|---|
| Performance review cycle approaching | Single step only — use the individual skill |
| IC preparing promotion conversation | Already have strong evidence log and clear gaps |
| New manager setting up dev practice | Team is small, informal process works fine |
| Manager assessing reports before calibration | Just need 1-on-1 agenda help |
Workflow Overview
Choose your track — or run both.
IC TRACK MANAGER TRACK
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[IC-1] leveling-ic [M-1] leveling-manager
Understand your level, Assess your reports' levels,
map the gap, build build promotion cases,
evidence log prepare for calibration
| |
[IC-2] 1-on-1-ic [M-2] 1-on-1-manager
Prepare the promotion Run growth conversations
conversation; drive that develop your reports
career topics in 1-on-1s and surface blockers
COMBINED USE CASE
-----------------
IC + Manager in the same cycle:
IC-1 → IC-2 (IC prepares)
M-1 → M-2 (Manager prepares)
Both meet in the 1-on-1 with aligned context
IC Track
Step IC-1 — Leveling and Evidence
Skill: leveling-ic
Goal: Understand your current level, map the gap to the next, and build a STAR-format evidence log
Input: Your current level title, target level, and any rubric or career ladder your company uses
Output: Self-assessment by rubric dimension; evidence log with tagged STAR entries; gap statement; 5-phase readiness score
Skip if: You already have a strong evidence log and clear gap diagnosis — go straight to IC-2
"IC-1 시작" or "레벨업 준비 — 증거 로그부터 만들어줘"
Step IC-2 — 1-on-1 Preparation
Skill: 1-on-1-ic
Goal: Drive the promotion conversation and career development topics in your 1-on-1s; give and receive feedback effectively
Input: Evidence log and gap diagnosis from IC-1; a specific 1-on-1 coming up (or recurring frustrations with how 1-on-1s are going)
Output: Prepared 1-on-1 agenda; drafted upward feedback using SBI model; promotion conversation talking points; 1-on-1 practice score
Skip if: You already run strong, agenda-driven 1-on-1s and just needed the evidence work from IC-1
"IC-2 시작" or "매니저와 커리어 대화 준비해줘"
Manager Track
Step M-1 — Assess and Build Promotion Cases
Skill: leveling-manager
Goal: Evaluate your reports' levels fairly, build evidence-based promotion cases, and prepare for calibration
Input: Your direct reports' current and target levels, evidence you've observed, and your company's level rubric
Output: Per-engineer level assessment by rubric dimension; promotion case draft (executive summary + evidence by dimension + developmental areas); calibration arguments; "not-yet" communication with specific gap and path
Skip if: Calibration is far out and you're in ongoing evidence-collection mode — use 1-on-1-manager to build evidence, then return here
"M-1 시작" or "팀원 레벨 평가 및 승진 케이스 작성 시작"
Step M-2 — Run Growth 1-on-1s
Skill: 1-on-1-manager
Goal: Transform 1-on-1s from status updates into growth conversations that develop your reports and surface real blockers
Input: What you've learned about each report's level and gaps from M-1; the current state of your 1-on-1 practice
Output: Per-report 1-on-1 agenda; 3-5 coaching questions specific to each situation; 1-on-1 practice score with highest-leverage improvement; SBI feedback statements; follow-through commitments
Skip if: Your 1-on-1 practice is already strong (8+/10) and you only needed the leveling work from M-1
"M-2 시작" or "팀원 성장 1on1 준비해줘"
State Tracking
어느 단계에 있는지 알려주면 바로 합류합니다:
- "IC 트랙, 이미 증거 로그 있어" → IC-2로 바로
- "매니저, 캘리브레이션 2주 남았어" → M-1 집중
- "두 트랙 다 필요해" → IC-1 → M-1 → IC-2 → M-2
What Claude Does / What You Do
| Claude | You |
|---|---|
| Explains level criteria per rubric dimension | Has the actual promotion conversation |
| Writes STAR evidence entries from your examples | Collects real evidence through direct observation |
| Drafts promotion cases and calibration arguments | Advocates in the calibration room |
| Generates coaching questions for specific situations | Builds the trust that makes feedback land |
| Scores current practice, names highest-leverage improvement | Makes judgment calls on timing and readiness |
Related Skills
self:self-discovery-workflow— identity and values context beneath career decisionsthink:deep-thinking-workflow— structured thinking on career direction choicespm:stakeholder-management— when calibration requires organizational influence