vp-cpo-readiness-advisor by deanpeters/product-manager-skills
npx skills add https://github.com/deanpeters/product-manager-skills --skill vp-cpo-readiness-advisor通过适应性问题和针对性指导,引导总监和高级产品负责人应对向副总裁或首席产品官转型过程中的具体挑战。诊断您所处的转型阶段,并提供基于您实际情况的、实用的、源自亲身经验的指导——而非通用的高管建议。
副总裁/首席产品官的转型并非总监转型的延续。格局已然改变。战略在很大程度上变得不成文。您的主要客户可能发生转变。您需要停止在高管会议上使用产品语言。约束并未消失——只是魔方从 3×3 变成了 9×9。本顾问将明确指出这一级别真正困难之处以及应对之策。
在副总裁和首席产品官级别,您的职责范围同时在三个维度上扩展:
大多数总监在产品维度上很强,在实践维度上尚可。而人员维度——不是管理个人,而是管理组织系统——是副总裁/首席产品官转型中最常出现问题的地方。
关于晋升为副总裁或首席产品官最常见的错误信念是:“一旦我到达那个位置,我终于会被赋权。我将拥有我一直认为需要做的事情的权威。”
现实是:约束并未消失。它们只是改变了形态。产品经理的魔方是 3×3。总监的是 5×5。副总裁的是 7×7。首席产品官的是 9×9。同样的原则适用——您仍在平衡相互竞争的优先级,驾驭利益相关者动态,并在信息不完整的情况下做出决策。只是每个决策的影响范围呈指数级扩大。
在副总裁/首席产品官级别上取得成功的领导者,是那些接受了这一点的人:您不是在逃避约束,而是在培养驾驭更大约束的能力。
整个产品领导力发展路径中最重大的认知重构:
副总裁思维模式: “我们要发布什么?我们的产品组合表现如何?路线图是什么?” 首席产品官思维模式: “我们要对哪些业务成果负责,产品组织如何实现它们?”
这种转变带来的实际后果:
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| 级别 | 短期 | 长期 |
|---|---|---|
| 个人贡献者 | 冲刺 | 季度 |
| 总监 | 季度 | 1–2 年 |
| 副总裁 | 1–2 个季度 | 3 年 |
| 首席产品官 | 1–2 个季度 | 3–5 年 |
有一点没有改变:您仍然需要每个季度交付成果。长期视野并不会取代短期责任——它们是并行存在的。“为大象清扫”(那些不引人注目但必要的季度性工作)在首席产品官级别仍然是工作的一部分。区别在于,您还需要负责了解三年后的大方向。
在总监级别,您向下管理并横向影响。在副总裁/首席产品官级别,高管团队成为您的主要运营环境——而建立联盟不再是可选项。
没有联盟,您就是“行尸走肉”。高管们可能在会议上表示支持,却在会议之外积极破坏决策。在这个级别建立联盟意味着:
使用 workshop-facilitation 作为本技能的默认交互协议。
它定义了:
其他(请说明))本文件定义了特定领域的评估内容。如果存在冲突,请遵循本文件的领域逻辑。
本互动技能会提出 1 个诊断性问题 + 最多 3 个适应性后续问题,然后根据您的情况提供 3–5 条编号的、有针对性的建议。
代理说:
在我们开始之前,请选择如何运行本次会话:
代理提问 (Q1/3):
“您在从总监到副总裁/首席产品官的旅程中处于哪个阶段?”
或者直接描述您的情况。
代理提问:
“目前,三 P 框架中哪个是您最大的发展领域?”
代理提问:
“您目前对高管动态的观察视角如何?”
代理提供(基于 1B + 1C):
示例输出(针对 1B = 人员 + 1C = 接触有限):
“在副总裁/首席产品官级别,人员维度通常是决定成败的关键——而对高管动态接触有限意味着您同时在为两个转型做准备。以下是需要关注的重点:
通过您现任副总裁/首席产品官的视角研究三 P 框架 —— 观察他们把时间花在哪里。当他们被拉入会议时,是关于什么?当他们做出艰难决定时,是哪个 P 在驱动?直接问他们:‘您的时间有多少百分比花在每个 P 上,这与您刚开始时相比有变化吗?’答案会很有启发性。
现在就找一个人员问题来负责 —— 您不需要成为副总裁才能开始培养组织思维。主动领导一个团队重组、负责一次招聘标准讨论,或者解决一个您当前领导正在回避的人员错配问题。这项技能是通过实践而非学习建立的。
有意识地建立高管关系 —— 确定一位您的副总裁经常互动的同级高管。找一个理由与他们建立工作关系——一个跨职能项目、一个共同的问题。从外部了解高管如何看待产品,是为加入那个团队做准备的最快方式。
将本顾问用作准备工具,而不仅仅是指导 —— 即使您没有在积极寻找机会,也请完成分支 2(评估/面试中)的内容。首席执行官面试问题揭示了您需要应对的情况。为那次对话做准备就是为这个角色做准备。
选择一个编号以深入了解,或描述您想重点解决的问题。”
代理提问:
“您处于流程的哪个阶段?”
代理提问:
“在这个阶段,您最想处理什么问题?”
代理提供(基于 2B + 2C):
示例输出(针对 2B = 接近录用 + 2C = 在接受前评估职位):
“在副总裁/首席产品官级别,您面试组织的程度和组织面试您的程度一样多。在这个级别上最大的职业错误,就是在没有事先探查约束、期望和组织现实的情况下接受一个职位。以下是评估框架:
在接受前先问五个首席执行官面试问题 —— 这些问题在 skills/executive-onboarding-playbook/SKILL.md(第 0 阶段)中,但关键的是:(a) ‘您对产品组织在前 90 天/第一年有什么期望?’——揭示不切实际的转型时间表;(b) ‘有哪些我现在就应该了解的约束条件?’——自由度通常比职位描述暗示的要窄得多;(c) ‘您的产品团队中有哪些明星成员,为什么?’——揭示首席执行官的人才视角和偏见。他们常常是错的,但这告诉您将面临什么。
留意带有具体名称的危险信号 —— ‘您不能改变现有的路线图’意味着您在开始前就失去了基本权威。‘我们需要您在两个季度内改变文化’会让您注定失败。‘团队只需要方向’通常意味着‘团队存在深层的结构性问题,没人愿意指出。’如果听到这些,请进一步探查或直接放弃。
测试不成文的战略 —— 问:‘今年产品组织能做的最重要的事情是什么,而它不在当前的路线图上?’答案告诉您首席执行官真正想要什么。它可能与成文的战略毫无关系。
校准联盟格局 —— 问您未来的老板:‘当产品、销售和工程部门想要不同的东西时,高管团队如何做决策?’答案告诉您高管团队的功能性如何,以及您是否拥有成功所需的联盟。
将这些技能用作准备工具 —— 在接受职位前,先完成本顾问的分支 3(新官上任)内容。如果那里的指导与您将要面对的情况不符,您就发现了一个值得调查的信号。
选择一个编号以深入了解,或询问您评估过程中的具体问题。”
代理提问:
“您目前最紧迫的挑战是什么?”
代理提问:
“您在前 90 天的哪个阶段?”
代理提供(基于 3B + 3C):
示例输出(针对 3B = 高管团队动态 + 3C = 第 2 个月):
“第 2 个月是高管动态变得真实的时候——您有足够的背景来了解联盟和紧张关系,但还没有足够的地位来直接应对。以下是应对这个阶段的方法:
在需要之前绘制联盟地图 —— 谁在这个组织待得最久?谁是首席执行官信任的核心圈成员?谁和您差不多时间加入?联盟结构并非随机——它们反映了历史、共同的成败经历以及多年来建立的个人信任。理解这张地图比评判它更重要。
现在就开始每周的高管对齐实践 —— 不要等到出现冲突。与您关键的同行高管(首席营收官、首席财务官、首席营销官)建立简短、定期的接触点。议程:‘这是产品本月关注的重点。这是我正在处理的权衡取舍。这是我从您这里需要的。’每周建立理解;每季度会导致意外。
遵循完整的高管入职手册 —— skills/executive-onboarding-playbook/SKILL.md 包含了第 1-3 个月的完整诊断流程。现实核对步骤(第 2 阶段)专门为您现在所处的位置设计:揭示您在组织中听到的情况与您入职时老板告诉您的情况之间的差距。
接受高管团队功能失调是现实 —— 如果您在高管团队会议中遇到了琐碎的政治、个人议程或不成熟的行为,您所在的组织并非特例。几乎每个高管团队都是这样运作的。成功的领导者是在功能失调的情况下建立联盟,而不是等待它自行解决。
选择一个编号以深入了解,或描述最阻碍您的问题。”
代理提问:
“核心摩擦点是什么?目前哪个方面感觉最不顺利?”
代理提问:
“您担任这个副总裁或首席产品官职位多久了?”
代理提供(基于 4B + 4C):
示例输出(针对 4B = 高管关系 + 4C = 1-2 年):
“12 个月后高管关系仍然不畅是一个结构性问题,而非情境性问题。它不会自行解决。以下是诊断和前进路径:
明确指出哪个联盟出了问题 —— ‘高管团队’这个范围太宽泛。哪个具体的同行是摩擦点——是信任问题、优先级冲突还是个人动态?每种情况的纠正措施都不同。信任问题需要透明度和长期的一致性。优先级冲突需要结构化的权衡对话。个人动态可能需要您老板的介入。
审计您与高管的沟通模式 —— 您是主动让他们参与,还是被动地为决策辩护?与高管关系有困难的副总裁/首席产品官领导者几乎总是等待太久才分享背景信息。如果高管们第一次听到产品权衡取舍是在一个他们无法同意的会议上,您已经输了。
进行语言审计 —— 您是否仍在高管论坛上使用产品语言?功能、路线图、冲刺和用户故事在高管层面行不通——它们表明您的思维高度不对。切换词汇:投资回报率、收入贡献、留存影响、市场定位。同样的决策,不同的语言。仅这一转变就能改变同行对产品领导力的看法。
考虑这个职位是否适合您 —— 这是本次对话的诚实版本:有些副总裁/首席产品官职位在结构上就注定失败(路线图被锁定、不切实际的转型时间表、不信任产品领导力的首席执行官)。如果高管关系问题根源于首席执行官对产品角色的根本性怀疑,那么再多的关系建设也无法解决。诊断问题是需要您来解决,还是组织的问题。
如果在职位上 1–2 年且模式持续存在,是时候寻求外部指导了 —— 这不是失败的标志,而是解决问题的正确工具。副总裁/首席产品官的转型是这个职业中最困难的转型之一。同行指导、高管教练或一位经历过此领域的合适导师,其价值远超过持续的内部故障排除。
选择一个编号以深入了解,或告诉我您接下来想处理什么问题。”
请参阅 examples/conversation-flow.md,了解涵盖评估/面试分支和接近录用决策支持的完整交互示例。
Q1: “1 — 准备跃升” Q2: “3 — 人员” Q3: “1 — 高管接触有限”
代理输出: 如何通过观察研究三 P 框架,在哪里找到现在就可以负责的人员问题,如何有意识地建立一项高管关系,以及如何将本顾问的面试分支用作准备工具。
Q1: “3 — 新官上任” Q2: “4 — 发掘不成文的战略” Q3: “2 — 第 2 个月”
代理输出: 指向高管入职手册第 2 阶段的现实核对技巧,用于发掘部落知识的特定间接问题,以及现在就要开始的每周高管对齐实践。
Q1: “2 — 评估或面试中” Q2: “3 — 接近录用/录用决定” Q3: “2 — 在接受前评估职位”
代理输出: 五个首席执行官面试问题,指明的危险信号,如何测试不成文的战略,如何在第一天之前校准联盟格局。
症状: 将总监 → 副总裁和副总裁 → 首席产品官的转型视为不同规模的相同转变
后果: 副总裁 → 首席产品官的转变是质变(从产品优先到业务优先),而不仅仅是范围扩大。将副总裁思维应用于首席产品官问题会产生错误的答案。
解决方法: 明确识别您正在应对的是哪种转型。仅语言转变就是一个信号:如果您作为首席产品官仍在高管论坛上使用产品语言,您就还没有完成转型。
症状: 担任副总裁/首席产品官职位,期望终于拥有权威去做您一直认为正确的事情
后果: 赋权迷思会让您幻想破灭。约束持续存在;它们只是变得更大了。
解决方法: 在到达之前就重新定义:“我的工作不是被赋权。我的工作是培养驾驭比我以往面对过的更大约束的能力。”
症状: 主要专注于管理直接下属和产品组织;将高管团队关系视为次要
后果: 没有高管联盟,每个重要的产品决策都可能被一个未被争取支持的同行破坏。
解决方法: 在副总裁/首席产品官级别,您最重要的团队是高管团队,而不是产品组织。在这些关系上的投入至少要和培养您的团队一样用心。
症状: 选择“准备跃升”,而实际上您是在重新校准一个运作不佳的职位
后果: 您得到的是针对您已经完成的转型的指导,而不是针对您实际面临的问题。
解决方法: 诚实地面对您渴望达到的位置和您实际所处位置之间的差距。如果职位已经出现问题,重新校准分支会更有用。
skills/executive-onboarding-playbook/SKILL.md — 30-60-90 天诊断手册;分支 3(新官上任)和分支 2(评估中)的必读材料skills/altitude-horizon-framework/SKILL.md — 总监级别的思维模型;理解副总裁/首席产品官转型起点的背景基础skills/director-readiness-advisor/SKILL.md — 总监级别转型的对应指导;如果您正在指导一位总监下属进行他们自己的转型,会很有用skills/workshop-facilitation/SKILL.md — 本互动技能的引导协议每周安装次数
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Guide Directors and senior product leaders through the specific challenges of the transition to VP or CPO using adaptive questions and targeted coaching. Diagnoses where you are in the journey and delivers practical, lived-experience coaching calibrated to your situation — not generic executive advice.
The VP/CPO transition is not a continuation of the Director transition. The landscape changes. Strategy becomes largely unwritten. Your primary customer may shift. You stop using product language with executives. Constraints don't disappear — the Rubik's Cube just goes from 3×3 to 9×9. This advisor names what's actually hard at this level and what to do about it.
At VP and CPO level, your accountability expands across three dimensions simultaneously:
Most Directors are strong in Product and adequate in Practice. The People dimension — not managing individuals but stewarding the organizational system — is where the VP/CPO transition most often breaks down.
The most common false belief about promotion to VP or CPO: "Once I get there, I'll finally be empowered. I'll have the authority to do what I always knew needed to be done."
The reality: constraints don't disappear. They change shape. A PM's Rubik's Cube is 3×3. A Director's is 5×5. A VP's is 7×7. A CPO's is 9×9. The same principles apply — you're still balancing competing priorities, navigating stakeholder dynamics, and making decisions with incomplete information. The blast radius of each decision just gets exponentially larger.
The leaders who thrive at VP/CPO level are the ones who made peace with this: you're not escaping constraints. You're developing the capacity to navigate larger ones.
The most significant cognitive reframe in the entire product leadership track:
VP mindset: "What are we releasing? How does our product portfolio perform? What's the roadmap?" CPO mindset: "What business outcomes are we accountable for, and how does the product organization achieve them?"
Practical consequences of this shift:
| Level | Short-term | Long-term |
|---|---|---|
| Individual Contributor | Sprint | Quarter |
| Director | Quarter | 1–2 years |
| VP | 1–2 quarters | 3 years |
| CPO | 1–2 quarters | 3–5 years |
One thing doesn't change: you still have to deliver every quarter. The long-term horizon doesn't replace the short-term accountability — it runs in parallel. "Sweeping up after the elephants" (the unglamorous, necessary quarterly work) is still part of the job at CPO level. The difference is that you're also responsible for knowing where the parade is going three years from now.
At Director level, you manage down and influence laterally. At VP/CPO level, the executive team becomes your primary operating environment — and alliances are not optional.
Without them, you're a "dead man walking." Executives can appear supportive in meetings and actively undermine decisions outside them. Alliance building at this level means:
Use workshop-facilitation as the default interaction protocol for this skill.
It defines:
Other (specify) when useful)This file defines the domain-specific assessment content. If there is a conflict, follow this file's domain logic.
This interactive skill asks 1 diagnostic question + up to 3 adaptive follow-up questions , then delivers 3–5 enumerated, targeted recommendations based on your situation.
Agent says:
Before we start, choose how to run this session:
Agent asks (Q1/3):
"Where are you in the Director-to-VP/CPO journey?"
Or describe your situation directly.
Agent asks:
"Which of the Three Ps is your biggest development area right now?"
Agent asks:
"What's your current vantage point on executive dynamics?"
Agent delivers (based on 1B + 1C):
Example output for 1B = People + 1C = Limited exposure:
"At VP/CPO level, People is the dimension that most often determines success or failure — and limited exposure to executive dynamics means you're preparing for two transitions simultaneously. Here's where to focus:
Study the Three Ps through your current VP/CPO's lens — Observe what they spend time on. When they're pulled into a meeting, what's it about? When they make a hard call, which of the Three Ps is driving it? Ask them directly: 'What percentage of your time goes to each P, and has that changed since you started?' The answer will be instructive.
Find a people problem to own now — You don't need to be VP to start developing organizational thinking. Volunteer to lead a team restructuring, own a hiring bar conversation, or tackle a people mismatch that your current leader is avoiding. The skill is built through reps, not study.
Build an executive relationship deliberately — Identify one executive peer your VP interacts with regularly. Find a reason to build a working relationship with them — a cross-functional initiative, a shared problem. Understanding how executives think about product from the outside is the fastest way to prepare for sitting on that team.
Use this advisor as preparation, not just coaching — Work through Branch 2 (Evaluating/Interviewing) even if you're not in active search. The CEO interview questions surface what you'll need to navigate. The preparation for that conversation is the preparation for the role.
Choose a number to go deeper, or describe what you want to work on."
Agent asks:
"Where are you in the process?"
Agent asks:
"What do you most want to work on for this stage?"
Agent delivers (based on 2B + 2C):
Example output for 2B = Near offer + 2C = Evaluating the role before accepting:
"At VP/CPO level, you are interviewing the organization as much as it's interviewing you. The single biggest career mistake at this level is taking a role without probing the constraints, expectations, and organizational reality upfront. Here's the framework:
Run the five CEO interview questions before accepting — These questions are in skills/executive-onboarding-playbook/SKILL.md (Phase 0), but the critical ones are: (a) 'What are you expecting from the product org in the first 90 days / first year?' — surfaces unrealistic transformation timelines; (b) 'What constraints am I working with that I should understand now?' — degrees of freedom are often much narrower than the job description implies; (c) 'Who are the all-stars on your product team, and why?' — reveals the CEO's talent lens and biases. They're often wrong, but it tells you what you're walking into.
Listen for red flags with specific names — 'You can't change the existing roadmap' is a loss of basic authority before you start. 'We need you to transform the culture in two quarters' sets you up to fail. 'The team just needs direction' often means 'the team has deep structural problems nobody wants to name.' If you hear these, probe further or walk away.
Test for unwritten strategy — Ask: 'What's the most important thing the product organization could do this year that isn't on the current roadmap?' The answer tells you what the CEO really wants. It may have nothing to do with the written strategy.
Calibrate the alliance landscape — Ask your future boss: 'How does the executive team make decisions when product, sales, and engineering want different things?' The answer tells you how functional the exec team is and whether you'll have the alliances you need to succeed.
Use these skills as prep tools — Work through this advisor's Branch 3 (Newly Landed) before you accept. If the coaching there doesn't match what you're walking into, you've found a signal worth investigating.
Choose a number to go deeper, or ask about something specific in your evaluation."
Agent asks:
"What's your most pressing challenge right now?"
Agent asks:
"Where are you in the first 90 days?"
Agent delivers (based on 3B + 3C):
Example output for 3B = Executive team dynamics + 3C = Month 2:
"Month 2 is when executive dynamics become real — you have enough context to see the alliances and tensions, but not yet the standing to navigate them directly. Here's how to approach this phase:
Map the alliances before you need them — Who has been in this organization the longest? Who is the CEO's trusted inner circle? Who came in around the same time you did? Alliance structures are not random — they reflect history, shared wins and losses, and personal trust built over years. Understanding the map is more important than judging it.
Start the weekly executive alignment practice now — Don't wait until you have a conflict. Establish brief, regular touchpoints with your key peer executives (CRO, CFO, CMO). The agenda: 'Here's what product is focused on this month. Here's the trade-off I'm navigating. Here's what I need from you.' Weekly builds understanding; quarterly leads to surprises.
Follow the full executive-onboarding-playbook — skills/executive-onboarding-playbook/SKILL.md has the complete diagnostic process for Months 1–3. The reality-checking step (Phase 2) is specifically designed for where you are now: surfacing the gap between what you've heard in the organization and what your boss told you coming in.
Accept that executive team dysfunction is real — If you've encountered petty politics, personal agendas, or immaturity in executive staff meetings, you are not in an unusual organization. This is how almost every executive team operates. The leaders who succeed build alliances despite the dysfunction, not by waiting for it to resolve.
Choose a number to go deeper, or describe what's most blocking you."
Agent asks:
"What's the core friction? Where does the role feel most broken right now?"
Agent asks:
"How long have you been in this VP or CPO role?"
Agent delivers (based on 4B + 4C):
Example output for 4B = Executive relationships + 4C = 1-2 years:
"Executive relationship dysfunction after 12+ months is a structural problem, not a situational one. It doesn't resolve on its own. Here's the diagnosis and the path forward:
Name which alliance is broken — 'The executive team' is too broad. Which specific peer is the friction point — and is it a trust problem, a priorities conflict, or a personal dynamic? The corrective action is different for each. A trust problem requires transparency and consistency over time. A priorities conflict requires a structured trade-off conversation. A personal dynamic may require your boss's involvement.
Audit your communication pattern with execs — Are you bringing them along proactively, or defending decisions reactively? VP/CPO leaders who struggle with executive relationships almost always wait too long to share context. If executives are hearing about product trade-offs for the first time in a meeting where they can't agree, you've already lost.
Do the language audit — Are you still using product language in executive forums? Features, roadmaps, sprints, and user stories don't land at the executive level — they signal that you're thinking at the wrong altitude. Switch the vocabulary: ROI, revenue contribution, retention impact, market positioning. Same decisions, different language. This shift alone changes how peers perceive product leadership.
Consider whether the role is the right fit — This is the honest version of this conversation: some VP/CPO roles are structurally set up to fail (locked roadmap, unrealistic transformation timeline, CEO who doesn't trust product leadership). If the executive relationship problem is rooted in the CEO's fundamental skepticism of product's role, no amount of relationship-building will fix it. Diagnose whether the issue is yours to solve or the organization's.
If 1–2 years in and the pattern persists, it's time for external coaching — Not as a sign of failure, but as the correct tool for the job. The VP/CPO transition is one of the hardest in the profession. Peer coaching, an executive coach, or the right mentor who has navigated this terrain is worth significantly more than continued internal troubleshooting.
Choose a number to go deeper, or tell me what you want to work on next."
See examples/conversation-flow.md for a full interaction covering the evaluating/interviewing branch and near-offer decision support.
Q1: "1 — Preparing to make the leap" Q2: "3 — People" Q3: "1 — Limited executive exposure"
Agent output: How to study the Three Ps through observation, where to find people problems to own now, how to build one executive relationship deliberately, and how to use this advisor's interviewing branch as preparation.
Q1: "3 — Newly landed" Q2: "4 — Surfacing unwritten strategy" Q3: "2 — Month 2"
Agent output: Pointer to the executive-onboarding-playbook Phase 2 reality-check technique, specific indirect questions for surfacing tribal knowledge, and the weekly executive alignment practice to start now.
Q1: "2 — Evaluating or interviewing" Q2: "3 — Near offer / offer decision" Q3: "2 — Evaluating the role before accepting"
Agent output: Five CEO interview questions, named red flags, how to test for unwritten strategy, how to calibrate the alliance landscape before day one.
Symptom: Treating the Director → VP and VP → CPO transitions as the same move at different scales
Consequence: The VP → CPO shift is a qualitative change (product-first to business-first), not just a scope expansion. Applying VP thinking to CPO problems produces the wrong answers.
Fix: Explicitly identify which transition you're navigating. The language shift alone is a signal: if you're still leading with product language in executive forums as CPO, you haven't made the transition.
Symptom: Taking the VP/CPO role expecting to finally have the authority to do what you've always known was right
Consequence: The Empowerment Myth sets you up for disillusionment. Constraints persist; they just get bigger.
Fix: Reframe before you arrive: "My job is not to be empowered. My job is to develop the capacity to navigate larger constraints than I've ever faced."
Symptom: Focusing primarily on managing your direct reports and product organization; treating exec team relationships as secondary
Consequence: Without executive alliances, every significant product decision can be undermined by a peer who wasn't brought along.
Fix: Your most important team at VP/CPO level is the executive staff, not the product org. Invest in those relationships at least as deliberately as you invest in developing your team.
Symptom: Selecting "preparing" when you're actually recalibrating a role that isn't working
Consequence: You get coaching for a transition you've already made, not for the problem you're actually in.
Fix: Be honest about the gap between where you aspire to be and where you actually are. The recalibrating branch will be more useful if the role has already landed badly.
skills/executive-onboarding-playbook/SKILL.md — The 30-60-90 diagnostic playbook; essential reading for Branch 3 (Newly Landed) and Branch 2 (Evaluating)skills/altitude-horizon-framework/SKILL.md — The Director-level mental model; foundational context for understanding where the VP/CPO transition beginsskills/director-readiness-advisor/SKILL.md — The Director-level transition equivalent; useful if you're coaching a Director report through their own transitionskills/workshop-facilitation/SKILL.md — Facilitation protocol for this interactive skillWeekly Installs
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