---
name: 01-discovery-critique
description: Run on a discovery call transcript or notes. Trigger - "run 01" plus the transcript.
---

# TASK 01 — DISCOVERY CRITIQUE

## INPUT
Transcript or detailed notes. Who was on the call. Say whether
it was mine or a rep's.

## PROCESS
1. Find the moment the call turned. There is almost always one
   exchange where it either opened up or closed down. Quote it.
2. Name what was missed there — the follow-up question that
   was available and did not get asked.
3. Check talk ratio if the transcript supports it. Flag it
   only when it is genuinely off; a ratio note on every call
   becomes noise and gets ignored.
4. Say what is still unknown that should not be after a
   discovery call. Usually: who else has to say yes, what
   happens if they do nothing, and what they have already
   tried.

## OUTPUT
THE TURN (quote + one line) / THE MISSED QUESTION (one) /
WHAT WE STILL DON'T KNOW (max three) / NEXT CALL OPENS WITH
(one line).

## RULES
- One missed question, not a list. A rep fixes one thing.
- Never critique tone or personality. Behaviour and questions
  only.
- Never claim a call is good or bad overall. Say what happened.

## EDGE CASES
- The call went well: still find the turn, and give the harder
  question they could have asked at it.
- Notes are too thin to critique: say so and list the three
  things to capture next time rather than guessing.

## GOOD LOOKS LIKE
"THE TURN: 'honestly our managers just know who's good.' That
was the whole call. Nobody asked how they know."

---
name: 02-category-gap-reply
description: Run when a buyer says they already have this covered. Trigger - "run 02" plus what they said.
---

# TASK 02 — CATEGORY GAP REPLY

## INPUT
What they said, verbatim if possible. What is in their stack.
Who said it and how senior.

## PROCESS
1. Diagnose first, one line to me: is this a category gap, a
   priority problem, a budget problem, or a genuine no?
   Only the first one gets this treatment.
2. Find the true thing in what they said and concede it fully.
   Not "I hear you, but". Actually concede it.
3. Separate the questions. Their tools answer what happened.
   Name the question about capacity that nothing in their
   stack answers.
4. End on a question they cannot answer from a dashboard.

## OUTPUT
- One line to me: the diagnosis.
- The reply.
- INTERNAL: what their answer to the closing question tells
  you, and what to do in each case.

## RULES
- Never mention a feature. Not one.
- Never position against a tool they own and like.
- No statistic unless I gave you the source.
- If they answer the closing question well and instantly,
  they are not a buyer right now. Say so to me. Do not
  manufacture a second angle.

## EDGE CASES
- It is actually a budget or priority problem: say so and do
  not run this task. Category framing on a budget objection
  reads as not listening.
- They are hostile rather than skeptical: shorten to three
  lines. Length reads as defensiveness.

## GOOD LOOKS LIKE
"One is a record of results. The other is a read on capacity.
Which of your reps could you move onto enterprise on Monday?"

---
name: 03-deal-review
description: Run on a stalled or important deal. Trigger - "run 03" plus the history.
---

# TASK 03 — DEAL REVIEW

## INPUT
What has happened so far: who we have met, what they said,
what we sent, how long since the last movement.

## PROCESS
1. State where it actually is, not where the pipeline says.
   The stage in the CRM is a claim, not evidence.
2. Identify the real blocker. Usually one of: no economic
   buyer in the room, no consequence of doing nothing, a
   champion who cannot sell it internally, or a competing
   priority nobody has named.
3. Name the one action that moves it and who does it.
4. Say plainly if it is dead. A dead deal in the pipeline
   costs more than a lost one.

## OUTPUT
WHERE IT IS (2 lines) / THE BLOCKER (1) / THE ONE ACTION
(who, what, by when) / VERDICT (live, at risk, or dead).

## RULES
- Never suggest "following up" or "checking in". That is not
  an action, it is the absence of one.
- One blocker. Two blockers means you have not found it yet.
- Never soften a dead verdict.

## EDGE CASES
- Silence with no clear cause: the action is a permission-to-
  close message, not another follow-up.
- Champion is engaged but nothing moves: the blocker is almost
  always that they cannot articulate it upward. Task 05.

## GOOD LOOKS LIKE
"VERDICT: dead. Three weeks silent after a strong demo means
someone above him said no and he has not told us."

---
name: 04-price-pushback
description: Run when a buyer pushes on price. Trigger - "run 04" plus their pushback and my floor if I have one.
---

# TASK 04 — PRICE PUSHBACK

## INPUT
Their pushback, verbatim if possible. My floor if I have given
you one. Deal size, term, seats.

## PROCESS
1. Diagnose: budget ceiling, ritual negotiation, value doubt,
   or a signal that the gap was never really landed. The last
   one is the most common and the most missed.
2. If it is value doubt, do not negotiate. Go back to the
   question in task 02. A discount does not fix a buyer who
   never saw the gap.
3. Otherwise hold with ONE reason tied to something concrete.
4. Offer one concession that is not a discount: term, payment
   timing, phased rollout, scope.
5. Write the walk-away, held back.

## OUTPUT
- One line to me: the diagnosis.
- The reply.
- THE RESERVE: the walk-away line, marked "only if they push
  again", not in the email body.

## RULES
- If I gave a floor, nothing below it appears anywhere, ever.
- If I gave no floor, ask before drafting. Hard stop.
- Never invent a discount structure or a list price.
- Never justify price with a benchmark I have not sourced.

## EDGE CASES
- Procurement, not the buyer, is pushing: the reply goes to
  the champion with the ammunition, not to procurement.
- The gap was never landed: say that to me first and do not
  write a price email at all.

## GOOD LOOKS LIKE
"Diagnosis: the gap never landed. He is pricing us against
Gong because he still thinks we do the same job. Do not
discount into that."

---
name: 05-champion-ammunition
description: Run when a champion has to sell it internally without me in the room. Trigger - "run 05" plus who they need to convince and what that person cares about.
---

# TASK 05 — CHAMPION AMMUNITION

## INPUT
Who the champion is, who they must convince, what that person
is measured on, and any internal politics I have told you.

## PROCESS
1. Write it in the champion's voice, not mine. They are
   forwarding or presenting this. Anything that sounds like
   the vendor wrote it gets discounted the moment it lands.
2. Lead with the problem in the language of the person
   approving, not the person championing. A CFO does not care
   about skill visibility; they care about ramp cost and
   attrition.
3. Include the cost of doing nothing, stated as a question
   rather than a scare number.
4. Give them the answer to the one objection they will get
   thrown, so they are not standing there alone.

## OUTPUT
A short internal note or slide-worth of text, plus a section
headed IF THEY ASK, with the one likely objection and the
champion's answer to it.

## RULES
- No vendor language. No product name in the first paragraph.
- No invented ROI. If I have not given you a number, build the
  case on a question they cannot answer instead.
- Never make the champion promise a result on our behalf.

## EDGE CASES
- The champion is junior: shorten it and make the ask a
  conversation, not a decision.
- The approver is the champion's boss and skeptical of them
  personally: the note must survive being read as if the
  champion is biased. Fewer claims, more questions.

## GOOD LOOKS LIKE
"IF THEY ASK 'why now': we're hiring six reps in Q1 and we
have no way to tell which of the current team should be
mentoring them."

---
name: 06-post-from-a-number
description: Run when I have a data point worth posting. Trigger - "run 06" plus the number and where it came from.
---

# TASK 06 — POST FROM A NUMBER

## INPUT
The number, its source, and the sample if there is one.

## PROCESS
1. Check the number can be defended. Source, sample, what it
   measures. If I cannot answer those, say so and stop —
   posting a soft number is how a credible account stops
   being one.
2. Find the counterintuitive read. The number alone is a fact;
   what it contradicts is the post.
3. Write it the way I talk. Short lines, no wind-up, the
   number early.

## OUTPUT
A post of 40-120 words. Number in the first two lines. Last
line is a statement or a real question, never a CTA and never
a link to us.

## RULES
- The source appears in the post if the number is not mine.
- No hook formula. No "most people get this wrong".
- Never round a number to make it cleaner than it is.
- Never post a number from a sample too small to carry it.

## EDGE CASES
- The number is interesting but the sample is thin: post it as
  an observation with the sample stated, or not at all. Say
  which you recommend.
- It is a customer's number: it does not get posted without me
  confirming permission. Ask, every time.

## GOOD LOOKS LIKE
"Best reps talk 43% of a discovery call. Most managers coach
reps to talk less. The number that actually moves is what they
do with the other 57%."

---
name: 07-week-plan
description: Run Sunday night. Trigger - "run 07" plus calendar, live deals, product decisions, anything on fire. Reads on a phone.
---

# TASK 07 — WEEK PLAN

## INPUT
Calendar, live deals, product or hiring decisions, content
commitments, anything on fire.

## PROCESS
1. Three OUTCOMES, one from each: build, sell, tell. If a
   side has nothing, name it and say why that is the risk.
2. What to decline or hand off, with the one-line script.
3. The thing I am avoiding. Derive it from what I pasted —
   the deal with no next step, the decision I keep deferring,
   the hire I have not made.

## OUTPUT — half a page, phone-readable
THREE OUTCOMES (build / sell / tell) / DROP OR HAND OFF /
THE AVOIDED THING (one line).

## RULES
- Outcomes state what is TRUE on Friday, not what I will do.
- At this stage selling outranks building in a collision, and
  say so when they collide.
- Maximum three. Say what you parked.

## EDGE CASES
- Week is all customer calls: the build outcome becomes one
  decision made, not code shipped.
- Fundraise or board week: everything else compresses to
  holding, and say that plainly.

## GOOD LOOKS LIKE
"AVOIDING: the deal that went quiet after the demo. You've
rewritten the follow-up twice and sent neither."

---
name: 08-investor-one-pager
description: Run at month end for investors or the board. Trigger - "run 08" plus the numbers and what actually happened.
---

# TASK 08 — INVESTOR ONE-PAGER

## INPUT
The month's numbers, wins and losses, what changed in the
product, hiring, and anything they should hear from me before
they hear it elsewhere.

## PROCESS
1. Line one is the number. No wind-up, no narrative first.
2. Two things that worked, specifically enough to be repeated.
3. One thing that did not, with the real reason.
4. The one ask, with a date. Introductions, a hire, a decision.

## OUTPUT — one page
THE NUMBER / WORKED (2) / DIDN'T (1, honest) /
THE ASK (1, dated).

## RULES
- Never a number I did not give you, and never a projection
  presented as a result.
- "Didn't work" names a cause, never a person.
- No adjective a number could replace.
- A bad month gets the same structure and the same length. The
  temptation to write more is the tell.

## EDGE CASES
- Numbers moved for a reason outside our control: say so.
  Taking credit for luck costs the next conversation.
- No ask: say "nothing needed this month". Never invent one.

## GOOD LOOKS LIKE
"DIDN'T WORK: outbound to enablement leaders. They get it
immediately and cannot sign anything. Moving to CRO-first."