AIプロンプト： リーダーシップスキルプロンプト

**My leadership context:**
- Role: [YOUR TITLE/POSITION]
- Team size: [NUMBER OF DIRECT/INDIRECT REPORTS]
- Industry: [FIELD]
- How long I've been leading: [YEARS]

**How I typically lead:**
- When my team faces a crisis, I usually: [YOUR DEFAULT RESPONSE]
- When someone disagrees with me, I usually: [YOUR DEFAULT RESPONSE]
- When delegating, I tend to: [DESCRIBE YOUR APPROACH]
- My team probably describes me as: [WHAT YOU THINK THEY'D SAY]
- The feedback I get most often is: [POSITIVE AND NEGATIVE]

**Recent situations:**
- A time I led well: [DESCRIBE BRIEFLY]
- A time I led poorly: [DESCRIBE BRIEFLY]

Diagnose my leadership style:

1. **Primary Style**: Which leadership archetype best fits my default behavior? (Directive, Coaching, Supportive, Delegative, Visionary, Democratic, Pacesetting, Affiliative)

2. **Style Strengths**: When my natural style works perfectly — what situations, team types, and challenges it handles best

3. **Style Blind Spots**: Where my default style creates problems — the predictable failure modes

4. **Situational Flex Guide**:
   - Crisis situations → which style to use and why
   - High-performer management → which style to use
   - Underperformer management → which style to use
   - Innovation/creative work → which style to use
   - Cross-functional influence → which style to use

5. **Development Priority**: The ONE style adaptation that would have the biggest impact on my effectiveness right now, with specific practice exercises

**The decision I'm facing:**
[DESCRIBE THE DECISION IN DETAIL]

**Context:**
- Stakes: [LOW/MEDIUM/HIGH — what's at risk?]
- Reversibility: [EASILY REVERSIBLE / HARD TO UNDO / PERMANENT]
- Timeline: [WHEN DO I NEED TO DECIDE BY?]
- Who's affected: [STAKEHOLDERS]
- What I'm leaning toward: [YOUR GUT INSTINCT — be honest]
- What's making this hard: [THE TENSION OR TRADEOFF]

**Options I'm considering:**
[LIST ALL OPTIONS, INCLUDING DOING NOTHING]

Analyze this decision through multiple frameworks:

1. **First Principles**: Strip away assumptions. What's actually true vs. what I'm assuming? What would I decide if I had no prior commitments?

2. **Second-Order Consequences**: For each option:
   - Immediate effect (0-30 days)
   - Second-order effect (1-6 months)
   - Third-order effect (6-24 months)
   - Who benefits and who loses in each timeframe?

3. **Regret Minimization**: At 80 years old, which decision would I regret NOT making? Which regret is more tolerable?

4. **Pre-Mortem**: Assume each option failed. What's the most likely reason it failed? How catastrophic is that failure?

5. **Reversibility Test**: If this decision is easily reversible, bias toward action and learning. If irreversible, bias toward caution and more data.

6. **Stakeholder Impact**: Who needs to be consulted vs. informed? Whose support is critical for execution?

7. **Recommendation**: Based on the analysis, which option and why. Include what additional information would change the recommendation.

**What I'm trying to influence:**
[THE CHANGE, DECISION, OR ACTION YOU WANT TO DRIVE]

**My position:**
- My role: [TITLE]
- I have direct authority over: [WHO/WHAT]
- I need buy-in from: [LIST PEOPLE/TEAMS AND THEIR ROLES]
- My relationship with each: [STRONG/NEUTRAL/WEAK/ADVERSARIAL]

**The challenge:**
- Why people might resist: [THEIR LIKELY OBJECTIONS]
- What I've already tried: [PREVIOUS APPROACHES]
- Political dynamics: [ANY ORG POLITICS I SHOULD KNOW ABOUT]

Build an influence strategy:

1. **Stakeholder Mapping**:
   - Champions (already supportive) → how to activate them
   - Persuadables (neutral, could go either way) → what they need to hear
   - Skeptics (mildly opposed) → their valid concerns and how to address them
   - Blockers (actively opposed) → whether to convert, neutralize, or go around

2. **Currency Analysis**: For each key stakeholder, what do they value most?
   - Task currencies (resources, support, information)
   - Position currencies (recognition, visibility, reputation)
   - Relationship currencies (belonging, understanding, acceptance)
   - Personal currencies (gratitude, ownership, self-worth)

3. **Influence Approach** (per stakeholder):
   - The frame: How to position this in terms of THEIR priorities, not yours
   - The ask: Specific, concrete, and easy to say yes to
   - The sequence: Who to approach first (to build momentum)
   - The forum: Best setting for this conversation (1:1, group, written)

4. **Coalition Building**: How to create visible momentum so fence-sitters join

5. **Fallback Plan**: If direct persuasion doesn't work — escalation, alternative paths, or compromise positions

**The conversation I need to have:**
- With whom: [NAME/ROLE AND RELATIONSHIP TO YOU]
- About what: [THE TOPIC]
- Why now: [WHAT TRIGGERED THIS/WHY IT CAN'T WAIT]
- What I want to achieve: [IDEAL OUTCOME]
- What I'm afraid of: [WORST CASE SCENARIO I'M WORRIED ABOUT]

**Context:**
- History on this issue: [PREVIOUS CONVERSATIONS OR EVENTS]
- Their likely perspective: [HOW THEY PROBABLY SEE THIS]
- Power dynamics: [WHO HAS MORE LEVERAGE AND WHY]
- Emotional temperature: [HOW CHARGED IS THIS? 1-10]

Prepare me for this conversation:

1. **Opening Statement** (the first 30 seconds matter most):
   - Lead with shared purpose, not accusation
   - State the topic clearly without softening it into vagueness
   - 2-3 sentence opener I can practice

2. **Key Messages** (3 max — more than that and nothing lands):
   - Message 1: [the core point]
   - Message 2: [supporting evidence or impact]
   - Message 3: [what you're asking for/proposing]

3. **Anticipated Responses & Rebuttals**:
   - If they get defensive: [how to respond]
   - If they deflect or change the subject: [how to redirect]
   - If they get emotional: [how to hold space without backing down]
   - If they bring up a valid point you hadn't considered: [how to acknowledge without losing your thread]

4. **Questions to Ask** (listening > talking in difficult conversations):
   - 3 open-ended questions that invite their perspective
   - 1 question that tests whether you're making assumptions

5. **Closing & Next Steps**:
   - How to summarize agreements
   - Specific follow-up actions with deadlines
   - How to end on a constructive note even if the conversation was hard

6. **Self-Regulation Plan**:
   - My emotional triggers in this conversation and how to manage them
   - My exit strategy if it goes off the rails
   - Physical grounding techniques for staying calm

**My team context:**
- Team size: [NUMBER]
- Team type: [ENGINEERING, SALES, MARKETING, CROSS-FUNCTIONAL, etc.]
- Remote/hybrid/in-office: [SETUP]
- How long team has existed: [DURATION]
- Current culture in one sentence: [HONEST DESCRIPTION]

**Culture problems I'm seeing:**
[LIST SPECIFIC BEHAVIORS OR PATTERNS — e.g., "people don't speak up in meetings," "blame culture after incidents," "siloed communication"]

**Culture I want to build:**
[DESCRIBE THE IDEAL — e.g., "psychological safety," "bias for action," "transparent disagreement"]

**What I've already tried:**
[PREVIOUS CULTURE INITIATIVES AND WHY THEY DID/DIDN'T WORK]

Design a culture-building strategy:

1. **Culture Diagnosis**: Based on the symptoms described, what's the likely root cause? (Usually one of: trust deficit, unclear expectations, misaligned incentives, leadership inconsistency, or hiring misfit)

2. **Behavioral Specifics**: Translate abstract culture goals into 5-7 specific observable behaviors:
   - "We value transparency" → "We share bad news within 24 hours, not when it's convenient"
   - "We value accountability" → "When something goes wrong, the first question is 'what happened?' not 'who did this?'"

3. **Rituals & Practices** (culture lives in recurring rituals):
   - Weekly practices that reinforce desired behaviors
   - Monthly practices for deeper connection/alignment
   - Quarterly practices for reflection and course correction
   - Specifically what to STOP doing that reinforces the old culture

4. **Reward & Recognition System**:
   - How to publicly celebrate desired behaviors (not just outcomes)
   - How to address violations without creating fear
   - How to handle culture-misfit high performers (the hardest leadership test)

5. **Leader Modeling Plan**: The 3 things I personally need to consistently do/say/demonstrate — culture change starts with the leader's behavior, not the team's

**My current strategic challenge:**
[DESCRIBE A REAL SITUATION WHERE YOU NEED TO THINK STRATEGICALLY — business, career, team, project]

**My role in the decision:**
[DECISION-MAKER / ADVISOR / INFLUENCER / IMPLEMENTER]

**Time horizon:**
[3 MONTHS / 1 YEAR / 3 YEARS / 5+ YEARS]

**Information I have:**
[KEY DATA, TRENDS, CONSTRAINTS]

**What I'm unsure about:**
[UNKNOWNS, ASSUMPTIONS I'M MAKING]

Guide me through strategic thinking frameworks:

1. **Zoom Out**: What's the system this decision lives in? Map the ecosystem — competitors, market forces, technology trends, regulatory environment, stakeholder interests. What forces are shaping the future whether I act or not?

2. **Scenario Planning**: Develop 3 plausible futures:
   - Optimistic: What if the best trends accelerate?
   - Base case: What if things continue roughly as they are?
   - Pessimistic: What if key risks materialize?
   - For each: what strategy would be optimal?
   - Which strategy works reasonably well across ALL scenarios? (Robust > optimal)

3. **Asymmetric Bets**: Where can I take action with limited downside but massive upside? What small investments now could create disproportionate returns later?

4. **Constraint Analysis**: What's the real bottleneck? (Usually not what people think — the obvious problem is often a symptom of the actual constraint)

5. **Second-Mover Analysis**: Who else is likely to act? How will competitors/peers/market respond to my moves? What does the game look like 3 moves ahead?

6. **Decision Quality Check**:
   - Am I optimizing for the right metric?
   - Am I anchored to sunk costs?
   - What would I do if I were starting from scratch?
   - What would a smart outsider do with this information?