elliot-stack 1.0.36 → 1.0.37

package/skills/estack-chris-voss/references/voss-principles.md

@@ -1,210 +1,210 @@
-# Never Split the Difference — Principles Reference
-
-Sourced from Elliot's comprehensive notes on Chris Voss's *Never Split the Difference*.
-
----
-
-## Voice & Tone
-
-- **3 voice tones** (in order of usefulness):
-  1. **Positive/Playful** *(most useful)*: Smile while talking. Puts people in a positive frame of
-     mind — they think faster and problem-solve more readily.
-  2. **Calm/Downward** *(authority)*: Slow, clear, downward inflection. Conveys "I've got this."
-     Use when something is not up for discussion.
-  3. **Direct/Assertive** *(avoid)*: Signals dominance. Most people push back against it.
-- Upward inflection invites response and signals uncertainty. Use intentionally.
-- Slow it down. Going too fast makes people feel unheard.
-
----
-
-## Listening & Rapport
-
-- **Make understanding the other person your singular purpose.** This quiets both their inner
-  voice and yours.
-- **Mirroring**: Repeat the last 3 words (or 3 most important words) of what they said. Gets the
-  speaker to elaborate. Always pause and let them respond after.
-- **Being right isn't the goal — having the right mindset is.**
-- **Ask people for help.** Everyone wants to help. Especially ask people who don't like you.
-
----
-
-## Labeling
-
-- Identify and acknowledge the other party's emotions to build rapport and guide the conversation.
-- Use: *"It sounds like…"* / *"It seems like…"* / *"It looks like…"*
-- **Never use "I"** — it sounds selfish and shifts focus to you.
-- Emotions have two levels: the **presenting behavior** (visible) and the **underlying feeling**
-  (what actually drives behavior). Labeling surfaces the underlying feeling.
-- **Label negatives first.** Acknowledging fears or concerns upfront reduces their impact.
-  Ex: *"I don't want this to seem like I'm asking for too much…"* or *"This might sound
-  unreasonable…"*
-- The fastest way to establish rapport: acknowledge the negative and diffuse it.
-
----
-
-## The Power of "No"
-
-- "No" is most people's default. It's the **start** of negotiation, not the end.
-- "No" makes people feel in control — it satisfies their primal need for safety and autonomy.
-- **Don't push for "Yes."** It makes people defensive. Go for "No" instead.
-- How to get a "No" from someone who isn't engaging:
-  - Say something totally wrong, forcing them to correct you.
-  - Ask what they *don't* want.
-- **Re-engagement email formula**: *"Have you given up on [project/this]?"* — forces a "No"
-  response and pulls them back in.
-
----
-
-## "That's Right" Breakthrough
-
-- The goal response in any negotiation. Signals the other party truly feels understood.
-- **How to get it**: Summarize their position — their words, feelings, perspective — better than
-  they could. When they say "That's right," you've built enough trust to move forward.
-- *"You're right"* ≠ *"That's right."* "You're right" means they want you to stop talking.
-
----
-
-## Accusation Audit
-
-- Preemptively list every negative thing the other party might be thinking or feeling about you
-  or your ask — before they can say it.
-- This triggers loss aversion and prepares them to jump on the first positive you offer.
-- **Template**: *"This might sound like I'm [negative thing]. At the same time, [pivot to
-  value/ask]."*
-- **Never use "but"** — it erases everything before it. Use "and" or pause instead.
-
----
-
-## Calibrated Questions
-
-- Open-ended, non-yes/no questions that make the other party problem-solve *for you*.
-- Use **how** and **what** (not "why" — it makes people defensive).
-- Examples:
-  - *"How am I supposed to do that?"*
-  - *"What are we trying to accomplish here?"*
-  - *"How does this work for you?"*
-- Use "why" only when asking them to defend a position that benefits you.
-  Ex: *"Why would you ever leave your current supplier?"*
-
----
-
-## Fairness & Emotion
-
-- Decision-making is governed by **emotion**, not rationality.
-- When accused of being unfair: *"Let's go back to where I started treating you unfairly and fix it."*
-- Open negotiations by stating you want to treat them fairly — sets a tone of honesty.
-- **Loss aversion**: People take more risks to avoid loss than to realize gain. Make sure the
-  other party sees what they lose by *not* acting.
-
----
-
-## FOMO & Urgency
-
-- *"I wanted to bring this to you before I took it to anyone else."*
-  → Creates urgency, makes them feel special, implies a deadline.
-- Deadlines are often self-imposed and based on external factors. Don't feel obligated to accept
-  or reveal your deadline. If you don't know theirs, you'll bargain against yourself.
-
----
-
-## Monetary Negotiation
-
-- **Let the other side go first** when possible — you rarely have all the facts.
-- **Establish a range**: Anchor with a range where your floor is higher than your real target.
-  The other party will anchor to the low end.
-- **Precise numbers feel immovable**: $126,263 feels more researched than $125,000.
-- **Ackerman Bargaining Model**:
-  1. Set your target price.
-  2. First offer: 65% of target (extreme anchor).
-  3. Three decreasing increments: 85% → 95% → 100%.
-  4. Use empathy and different ways to say "no" to make them counter before you move.
-  5. Final offer: precise number + nonmonetary item (signals you're at your limit).
-- **Add a surprise nonmonetary gift**: Creates reciprocity — they'll feel compelled to give back.
-- **Pleasantly persistent on nonmonetary terms**: Can lead to monetary increase as a compromise.
-
----
-
-## Rule of 3
-
-- Getting the other party to agree to the same thing **3 times** triples the likelihood of a
-  commitment yes (vs. a counterfeit yes).
-- Don't repeat yourself — use labels, mirrors, or "how/what" implementation questions to get
-  3 versions of the same agreement.
-- Asking "how" or "what" about implementation counts as a confirmation.
-
----
-
-## 3 Types of Yes
-
-1. **Counterfeit Yes**: Avoids conflict. They're not committed.
-2. **Confirmation Yes**: Agreement to a fact. Doesn't mean action.
-3. **Commitment Yes**: Real agreement with intent to follow through. This is what you want.
-
----
-
-## Reading People: 3 Negotiator Types
-
-| Type | Traits | How to Handle | Silence Means |
-|---|---|---|---|
-| **Assertive** | Time = money, direct, wants to be heard | Mirrors, labels, calibrated questions, "That's right" | They ran out of things to say |
-| **Accommodator** | Values relationship, loves win-wins, talkative | Listen deeply, nudge toward action with calibrated Qs | They're angry |
-| **Analyst** | Methodical, hates surprises, data-driven | Use clear data, minimal early questions, give thinking time | They're thinking |
-
-- **66% chance** the other person has a different style than you. Never assume they think like you.
-- **Black Swan Rule**: Treat others the way *they* need to be treated.
-
----
-
-## Detecting Deception
-
-- Liars use **more words**, more **third-party pronouns** (avoiding "I"), and more **complex
-  sentences**.
-- **Pronoun power**: Heavy use of "I/me/my" = lower power. Heavy "we/they/them" = likely a
-  key decision-maker deflecting commitment.
-
----
-
-## Leverage
-
-- **Leverage** = ability to inflict loss and withhold gain.
-  1. **Positive**: Other side wants what you have.
-  2. **Negative**: You can damage or hurt them (loss aversion lever). Find: what are they
-     worried about? Who's their audience?
-  3. **Normative**: Use their own values/beliefs against inconsistency.
-
----
-
-## Black Swans
-
-- Hidden, unpredictable information that changes everything. Every negotiation has at least 3.
-- When someone seems "crazy," there's likely a black swan — they're either ill-informed, have
-  a hidden constraint, or have interests you don't know about.
-- How to find them: Talk in person. Observe unguarded moments (start/end of meetings). Let
-  what you know guide you but not blind you. Get into their world view.
-
----
-
-## Similarity Principle
-
-- People trust and cooperate more with those they see as similar.
-- Find common ground — shared language, tone, values, experiences — to build bond faster.
-
----
-
-## The Interview Question That Always Works
-
-In any high-stakes conversation where you want them invested in your success:
-*"What does it take to be successful here?"*
-When someone gives you guidance, they have a personal stake in seeing you succeed.
-
----
-
-## Key Maxims
-
-- No deal is better than a bad deal.
-- *"How am I supposed to do that?"* instead of "No."
-- Never say "but" — use "and" or pause.
-- Prepare obsessively. Under pressure, you don't rise to the occasion — you fall to your highest
-  level of preparation.
-- Just asking for something gives 60% success. Adding a reason (any reason) jumps it to 90%.
-- The 7/38/55 Rule: 7% words, 38% tone, 55% body language/face.
+# Never Split the Difference — Principles Reference
+
+Sourced from Elliot's comprehensive notes on Chris Voss's *Never Split the Difference*.
+
+---
+
+## Voice & Tone
+
+- **3 voice tones** (in order of usefulness):
+  1. **Positive/Playful** *(most useful)*: Smile while talking. Puts people in a positive frame of
+     mind — they think faster and problem-solve more readily.
+  2. **Calm/Downward** *(authority)*: Slow, clear, downward inflection. Conveys "I've got this."
+     Use when something is not up for discussion.
+  3. **Direct/Assertive** *(avoid)*: Signals dominance. Most people push back against it.
+- Upward inflection invites response and signals uncertainty. Use intentionally.
+- Slow it down. Going too fast makes people feel unheard.
+
+---
+
+## Listening & Rapport
+
+- **Make understanding the other person your singular purpose.** This quiets both their inner
+  voice and yours.
+- **Mirroring**: Repeat the last 3 words (or 3 most important words) of what they said. Gets the
+  speaker to elaborate. Always pause and let them respond after.
+- **Being right isn't the goal — having the right mindset is.**
+- **Ask people for help.** Everyone wants to help. Especially ask people who don't like you.
+
+---
+
+## Labeling
+
+- Identify and acknowledge the other party's emotions to build rapport and guide the conversation.
+- Use: *"It sounds like…"* / *"It seems like…"* / *"It looks like…"*
+- **Never use "I"** — it sounds selfish and shifts focus to you.
+- Emotions have two levels: the **presenting behavior** (visible) and the **underlying feeling**
+  (what actually drives behavior). Labeling surfaces the underlying feeling.
+- **Label negatives first.** Acknowledging fears or concerns upfront reduces their impact.
+  Ex: *"I don't want this to seem like I'm asking for too much…"* or *"This might sound
+  unreasonable…"*
+- The fastest way to establish rapport: acknowledge the negative and diffuse it.
+
+---
+
+## The Power of "No"
+
+- "No" is most people's default. It's the **start** of negotiation, not the end.
+- "No" makes people feel in control — it satisfies their primal need for safety and autonomy.
+- **Don't push for "Yes."** It makes people defensive. Go for "No" instead.
+- How to get a "No" from someone who isn't engaging:
+  - Say something totally wrong, forcing them to correct you.
+  - Ask what they *don't* want.
+- **Re-engagement email formula**: *"Have you given up on [project/this]?"* — forces a "No"
+  response and pulls them back in.
+
+---
+
+## "That's Right" Breakthrough
+
+- The goal response in any negotiation. Signals the other party truly feels understood.
+- **How to get it**: Summarize their position — their words, feelings, perspective — better than
+  they could. When they say "That's right," you've built enough trust to move forward.
+- *"You're right"* ≠ *"That's right."* "You're right" means they want you to stop talking.
+
+---
+
+## Accusation Audit
+
+- Preemptively list every negative thing the other party might be thinking or feeling about you
+  or your ask — before they can say it.
+- This triggers loss aversion and prepares them to jump on the first positive you offer.
+- **Template**: *"This might sound like I'm [negative thing]. At the same time, [pivot to
+  value/ask]."*
+- **Never use "but"** — it erases everything before it. Use "and" or pause instead.
+
+---
+
+## Calibrated Questions
+
+- Open-ended, non-yes/no questions that make the other party problem-solve *for you*.
+- Use **how** and **what** (not "why" — it makes people defensive).
+- Examples:
+  - *"How am I supposed to do that?"*
+  - *"What are we trying to accomplish here?"*
+  - *"How does this work for you?"*
+- Use "why" only when asking them to defend a position that benefits you.
+  Ex: *"Why would you ever leave your current supplier?"*
+
+---
+
+## Fairness & Emotion
+
+- Decision-making is governed by **emotion**, not rationality.
+- When accused of being unfair: *"Let's go back to where I started treating you unfairly and fix it."*
+- Open negotiations by stating you want to treat them fairly — sets a tone of honesty.
+- **Loss aversion**: People take more risks to avoid loss than to realize gain. Make sure the
+  other party sees what they lose by *not* acting.
+
+---
+
+## FOMO & Urgency
+
+- *"I wanted to bring this to you before I took it to anyone else."*
+  → Creates urgency, makes them feel special, implies a deadline.
+- Deadlines are often self-imposed and based on external factors. Don't feel obligated to accept
+  or reveal your deadline. If you don't know theirs, you'll bargain against yourself.
+
+---
+
+## Monetary Negotiation
+
+- **Let the other side go first** when possible — you rarely have all the facts.
+- **Establish a range**: Anchor with a range where your floor is higher than your real target.
+  The other party will anchor to the low end.
+- **Precise numbers feel immovable**: $126,263 feels more researched than $125,000.
+- **Ackerman Bargaining Model**:
+  1. Set your target price.
+  2. First offer: 65% of target (extreme anchor).
+  3. Three decreasing increments: 85% → 95% → 100%.
+  4. Use empathy and different ways to say "no" to make them counter before you move.
+  5. Final offer: precise number + nonmonetary item (signals you're at your limit).
+- **Add a surprise nonmonetary gift**: Creates reciprocity — they'll feel compelled to give back.
+- **Pleasantly persistent on nonmonetary terms**: Can lead to monetary increase as a compromise.
+
+---
+
+## Rule of 3
+
+- Getting the other party to agree to the same thing **3 times** triples the likelihood of a
+  commitment yes (vs. a counterfeit yes).
+- Don't repeat yourself — use labels, mirrors, or "how/what" implementation questions to get
+  3 versions of the same agreement.
+- Asking "how" or "what" about implementation counts as a confirmation.
+
+---
+
+## 3 Types of Yes
+
+1. **Counterfeit Yes**: Avoids conflict. They're not committed.
+2. **Confirmation Yes**: Agreement to a fact. Doesn't mean action.
+3. **Commitment Yes**: Real agreement with intent to follow through. This is what you want.
+
+---
+
+## Reading People: 3 Negotiator Types
+
+| Type | Traits | How to Handle | Silence Means |
+|---|---|---|---|
+| **Assertive** | Time = money, direct, wants to be heard | Mirrors, labels, calibrated questions, "That's right" | They ran out of things to say |
+| **Accommodator** | Values relationship, loves win-wins, talkative | Listen deeply, nudge toward action with calibrated Qs | They're angry |
+| **Analyst** | Methodical, hates surprises, data-driven | Use clear data, minimal early questions, give thinking time | They're thinking |
+
+- **66% chance** the other person has a different style than you. Never assume they think like you.
+- **Black Swan Rule**: Treat others the way *they* need to be treated.
+
+---
+
+## Detecting Deception
+
+- Liars use **more words**, more **third-party pronouns** (avoiding "I"), and more **complex
+  sentences**.
+- **Pronoun power**: Heavy use of "I/me/my" = lower power. Heavy "we/they/them" = likely a
+  key decision-maker deflecting commitment.
+
+---
+
+## Leverage
+
+- **Leverage** = ability to inflict loss and withhold gain.
+  1. **Positive**: Other side wants what you have.
+  2. **Negative**: You can damage or hurt them (loss aversion lever). Find: what are they
+     worried about? Who's their audience?
+  3. **Normative**: Use their own values/beliefs against inconsistency.
+
+---
+
+## Black Swans
+
+- Hidden, unpredictable information that changes everything. Every negotiation has at least 3.
+- When someone seems "crazy," there's likely a black swan — they're either ill-informed, have
+  a hidden constraint, or have interests you don't know about.
+- How to find them: Talk in person. Observe unguarded moments (start/end of meetings). Let
+  what you know guide you but not blind you. Get into their world view.
+
+---
+
+## Similarity Principle
+
+- People trust and cooperate more with those they see as similar.
+- Find common ground — shared language, tone, values, experiences — to build bond faster.
+
+---
+
+## The Interview Question That Always Works
+
+In any high-stakes conversation where you want them invested in your success:
+*"What does it take to be successful here?"*
+When someone gives you guidance, they have a personal stake in seeing you succeed.
+
+---
+
+## Key Maxims
+
+- No deal is better than a bad deal.
+- *"How am I supposed to do that?"* instead of "No."
+- Never say "but" — use "and" or pause.
+- Prepare obsessively. Under pressure, you don't rise to the occasion — you fall to your highest
+  level of preparation.
+- Just asking for something gives 60% success. Adding a reason (any reason) jumps it to 90%.
+- The 7/38/55 Rule: 7% words, 38% tone, 55% body language/face.

package/skills/estack-customer-discovery/SKILL.md

@@ -1,63 +1,63 @@
----
-name: estack-customer-discovery
-version: 1.0.2
-description: (customer-discovery) Guide users through customer discovery — validating business ideas, identifying target customers, crafting outreach, preparing interview questions, and analyzing interview results. Use this skill whenever the user mentions customer discovery, customer interviews, validating an idea, market research, finding product-market fit, talking to customers, outreach messages, interview guides, or analyzing customer feedback. Also use when someone says they have a business idea and want to test it, or when they're preparing to talk to potential customers.
----
-
-# Customer Discovery
-
-This skill guides users through the full customer discovery process, or any specific part of it. Customer discovery is a detective exercise — you're confirming or denying assumptions, not selling or pitching.
-
-## The flow
-
-There are 4 steps. Each builds on the last, but the user can jump to any step directly.
-
-1. **Strategy & Targeting** — Define who you're talking to, what you're testing, and why. Map assumptions, define customer segments, frame the job-to-be-done.
-2. **Outreach** — Craft messages that get people to say yes to a conversation. Warm intros first, then cold outreach using proven formulas.
-3. **Interview Execution** — Build a tailored interview guide with the right questions (behavioral, story-eliciting) and avoid the wrong ones (speculative, leading). Prepare to run great interviews.
-4. **Analysis & Signals** — Make sense of what you heard. Spot patterns, rank problems, identify progression signals, and decide what to do next.
-
-## How to use this skill
-
-### Step 1: Figure out what the user needs
-
-Ask the user: do they want to go through the full flow, or do they need help with a specific step?
-
-If they describe their situation without picking a step, route them based on where they are:
-- Have an idea but haven't talked to anyone yet → Start at **Step 1: Strategy & Targeting**
-- Know who to talk to but need help reaching out → **Step 2: Outreach**
-- Have interviews scheduled but need questions → **Step 3: Interview Execution**
-- Have done interviews and need to make sense of them → **Step 4: Analysis & Signals**
-
-### Step 2: Read the right step file — MANDATORY
-
-<CRITICAL>
-You MUST read the step file AND its corresponding reference file BEFORE responding to the user. Do NOT skip this. These files contain the actual frameworks and instructions — without reading them, your output will be generic and wrong.
-</CRITICAL>
-
-Each step has its own workflow file with detailed instructions. **Read the step file first, then read the reference file it points to.** Both reads are required — not optional, not "if you have time."
-
-| Step | Step file (read first) | Reference file (read second) |
-|---|---|---|
-| 1. Strategy & Targeting | `steps/step-1-strategy.md` | `references/01-strategy-and-targeting.md` |
-| 2. Outreach | `steps/step-2-outreach.md` | `references/02-outreach.md` |
-| 3. Interview Execution | `steps/step-3-interviews.md` | `references/03-interview-execution.md` |
-| 4. Analysis & Signals | `steps/step-4-analysis.md` | `references/04-analysis-and-signals.md` |
-
-The reference docs are the source of truth — they contain the principles and frameworks. The step files tell you how to work through them with the user.
-
-### Step 3: Be adaptive
-
-Read the room. If the user clearly knows what they're doing, don't over-explain. If they're new to this, coach them. Adjust your depth and pacing based on how they talk about their idea.
-
-### Step 4: Offer deliverables
-
-At the end of each step, offer to produce a written summary the user can reference later. Don't force it — some users just want the conversation.
-
-### Step 5: Continue the flow
-
-After completing a step, offer to continue to the next one by name (e.g., "Would you like to continue to **Step 3: Interview Execution**?"). Never reference a step by number alone — always include the name so the user knows what it covers. If the user jumped into a specific step, still offer the next step — they might want to keep going.
-
+---
+name: estack-customer-discovery
+version: 1.0.2
+description: (customer-discovery) Guide users through customer discovery — validating business ideas, identifying target customers, crafting outreach, preparing interview questions, and analyzing interview results. Use this skill whenever the user mentions customer discovery, customer interviews, validating an idea, market research, finding product-market fit, talking to customers, outreach messages, interview guides, or analyzing customer feedback. Also use when someone says they have a business idea and want to test it, or when they're preparing to talk to potential customers.
+---
+
+# Customer Discovery
+
+This skill guides users through the full customer discovery process, or any specific part of it. Customer discovery is a detective exercise — you're confirming or denying assumptions, not selling or pitching.
+
+## The flow
+
+There are 4 steps. Each builds on the last, but the user can jump to any step directly.
+
+1. **Strategy & Targeting** — Define who you're talking to, what you're testing, and why. Map assumptions, define customer segments, frame the job-to-be-done.
+2. **Outreach** — Craft messages that get people to say yes to a conversation. Warm intros first, then cold outreach using proven formulas.
+3. **Interview Execution** — Build a tailored interview guide with the right questions (behavioral, story-eliciting) and avoid the wrong ones (speculative, leading). Prepare to run great interviews.
+4. **Analysis & Signals** — Make sense of what you heard. Spot patterns, rank problems, identify progression signals, and decide what to do next.
+
+## How to use this skill
+
+### Step 1: Figure out what the user needs
+
+Ask the user: do they want to go through the full flow, or do they need help with a specific step?
+
+If they describe their situation without picking a step, route them based on where they are:
+- Have an idea but haven't talked to anyone yet → Start at **Step 1: Strategy & Targeting**
+- Know who to talk to but need help reaching out → **Step 2: Outreach**
+- Have interviews scheduled but need questions → **Step 3: Interview Execution**
+- Have done interviews and need to make sense of them → **Step 4: Analysis & Signals**
+
+### Step 2: Read the right step file — MANDATORY
+
+<CRITICAL>
+You MUST read the step file AND its corresponding reference file BEFORE responding to the user. Do NOT skip this. These files contain the actual frameworks and instructions — without reading them, your output will be generic and wrong.
+</CRITICAL>
+
+Each step has its own workflow file with detailed instructions. **Read the step file first, then read the reference file it points to.** Both reads are required — not optional, not "if you have time."
+
+| Step | Step file (read first) | Reference file (read second) |
+|---|---|---|
+| 1. Strategy & Targeting | `steps/step-1-strategy.md` | `references/01-strategy-and-targeting.md` |
+| 2. Outreach | `steps/step-2-outreach.md` | `references/02-outreach.md` |
+| 3. Interview Execution | `steps/step-3-interviews.md` | `references/03-interview-execution.md` |
+| 4. Analysis & Signals | `steps/step-4-analysis.md` | `references/04-analysis-and-signals.md` |
+
+The reference docs are the source of truth — they contain the principles and frameworks. The step files tell you how to work through them with the user.
+
+### Step 3: Be adaptive
+
+Read the room. If the user clearly knows what they're doing, don't over-explain. If they're new to this, coach them. Adjust your depth and pacing based on how they talk about their idea.
+
+### Step 4: Offer deliverables
+
+At the end of each step, offer to produce a written summary the user can reference later. Don't force it — some users just want the conversation.
+
+### Step 5: Continue the flow
+
+After completing a step, offer to continue to the next one by name (e.g., "Would you like to continue to **Step 3: Interview Execution**?"). Never reference a step by number alone — always include the name so the user knows what it covers. If the user jumped into a specific step, still offer the next step — they might want to keep going.
+
 ---
 
 ## Skill Feedback