Five seats at the table. The same 108 frameworks.
What changes is where you start. Find the row that sounds like your week, open it, and you get three module numbers and one prompt you can run before lunch.
Open the one that sounds like your week.
Each seat gives you the situation, the three modules to read first, and one real prompt from the first of them.
Deciding alone, at speed, with your own money on it
Seat 01 of 5 · Founders
The situation
You are the strategy department, the hiring committee and the finance function, usually before 11am. The expensive mistakes are the ones you make confidently and alone.
The frameworks do not make the call. They force the question you were skipping — what would have to be true, what happens if this fails, what the customer actually buys — and hand back an answer structured enough to argue with.
One prompt to run
Act as a Pre-Mortem facilitator. Project or decision : [DESCRIBE WHAT YOU ARE ABOUT TO DO] Timeline : [HOW LONG THIS WILL TAKE] Team involved : [ROLES RESPONSIBLE FOR EXECUTION] Resources committed : [BUDGET, TIME, PEOPLE] Run a Pre-Mortem: SCENARIO: It is [DATE 12 MONTHS FROM NOW]. This project has failed. Not partially, completely. What happened? Generate 10 specific reasons it failed, across: Execution failures (team, timeline, quality) Market failures (wrong assumptions about customers) Resource failures (budget, capacity, dependencies) Strategic failures (wrong direction or timing) External failures (competition, regulation, market shift) Then: rank the top 3 by likelihood × severity. For each top failure: one prevention action and one owner. Pre-Mortem Analysis Imagine Failure Write Individually Identify Top 3 Assign Prevention Project has failed one year Each person lists every Group finds the most likely, Each failure mode gets a from now reason it failed most serious failure modes named owner and action PRO TIP The Pre-Mortem's greatest value is not the list of failure modes — it is the social permission it creates for people to raise concerns. In a team that is committed to a plan, raising doubts feels disloyal. The Pre-Mortem makes it the job. Run it before every significant commitment and watch concerns surface that would have stayed silent until they became problems.
Running conversations nobody trained you to run
Seat 02 of 5 · Managers
The situation
Nobody prepared you for the 1-on-1 that goes sideways, the hire you are not sure about, or the process everyone quietly ignores. You are improvising conversations that carry real consequences.
These modules move the part you rehearse in your head onto paper first: the questions to ask, the order to ask them in, and what to do with whatever comes back.
One prompt to run
Act as an executive coaching facilitator using the GROW model. Team member context : [ROLE, EXPERIENCE LEVEL, CURRENT PROJECT] Presenting situation : [WHAT THEY HAVE BROUGHT TO THIS 1-ON-1] Guide me through a GROW coaching conversation: GOAL : What questions should I ask to help them define what they want to get from this conversation? REALITY : What questions surface the honest current situation without my assumptions? OPTIONS : What prompts generate multiple paths forward not just the obvious one? WILL : How do I lock in a specific, committed action with a timeline and accountability? Give me 2–3 actual questions for each stage. GROW Model for Coaching Status Update Coaching Conversation Coaching Ineffective team Effective team Conversation communication communication Define desired Assess current Explore potential Define actionable outcomes situation honestly solutions creatively steps PRO TIP End every GROW conversation by asking the person to rate their commitment to the agreed action on a scale of 1–10. Anything below 7 means the action is wrong, too big, wrong timing, or not genuinely chosen. Ask what would make it a 9. The answer is almost always a smaller first step or a removed obstacle.
Walking into a first job that assumes you are fluent
Seat 03 of 5 · Students
The situation
Knowing how to prompt is table stakes now. What still separates people is whether they can frame a business question worth asking.
Every framework here is the reasoning a working manager applies, written down. It holds up in a case competition, a placement interview and your first month on the job, because the structure does not change.
One prompt to run
Act as a strategic analyst. Build a comprehensive SWOT for: Business : [YOUR COMPANY NAME AND WHAT IT DOES] Industry : [YOUR MARKET AND KEY COMPETITORS] Stage : [REVENUE, TEAM, KEY MARKETS] Context : [WHAT DECISION YOU ARE ABOUT TO MAKE] STRENGTHS : Internal advantages — what we do better WEAKNESSES : Internal limitations — where we are vulnerable OPPORTUNITIES : External conditions we can exploit now THREATS : External conditions that could hurt us Give 4–5 points per quadrant. Be specific. After the grid: give 3 strategic actions one to leverage a strength, one to fix a critical weakness, one to capture the best opportunity before it closes. Strategic Snapshot 1 2 Strengths Opportunities Positive internal Positive external factors factors 3 4 Weaknesses Threats Negative internal Negative external factors factors PRO TIP The most useful output from SWOT is not the grid itself — it's the SO strategies (use Strengths to capture Opportunities) and the WT strategies (reduce Weaknesses to avoid Threats). Ask AI to generate those strategies explicitly. Most people stop at the grid and never get to the insight.
Six people, six prompting habits, nothing that adds up
Seat 04 of 5 · Teams
The situation
Ask three people on the same team to draft the same brief with AI and three documents come back sharing no structure, no depth and no assumptions. Reviewing them costs more than writing them would have.
Fixing the input fixes the output. When everyone runs the same framework for the same job, drafts arrive in a shape you can read at a glance, argue with, and pass on without rewriting.
One prompt to run
Act as a product-market fit consultant. My product / service : [DESCRIBE WHAT YOU OFFER] Target customer : [SPECIFIC ROLE, INDUSTRY, COMPANY SIZE] CUSTOMER PROFILE: Jobs : What are they trying to accomplish — functional, social, and emotional jobs? Pains : What frustrates them, costs them, or risks them? Gains : What outcomes and benefits do they want? VALUE MAP: Pain Relievers : How does my product address each pain? Gain Creators : How does it deliver the gains they want? Fit Score : Where is the match strong? Where are the gaps? Identify the top 3 pains I am NOT addressing. Tell me what to build or change first. FIT Value proposition alignment Customer Profile Value Map Understanding customer How products deliver value needs PRO TIP Ask AI to fill in the Customer Profile as if it were your most sceptical potential customer not your ideal one. The gap between the ideal profile and the sceptical one is exactly where your messaging and product need to improve.
Shelf space that has to earn itself every semester
Seat 05 of 5 · Institutions
The situation
A book about AI dates in eighteen months and gets quietly withdrawn. A book students keep pulling down mid-assignment does not.
Every page here ends in something to run, which is why it stays in circulation. It sits alongside existing entrepreneurship and management coursework, and because each prompt lives on a page that can be corrected, the shelf copy stays accurate without a second edition.
One prompt to run
Role: Act as a [EXPERT ROLE e.g. B2B sales coach]. Context: I am [YOUR SITUATION company, stage, industry]. Action: [WHAT YOU WANT e.g. Give me 5 positioning ideas to differentiate in the [MARKET / REGION]]. Expectation: Format as a numbered list. Each point 2–3 lines. Use plain business language. No jargon. CRAFTING EFFECTIVE AI PROMPTS 4 State Expectation Clearly outline the desired format, length, and tone of the output. 3 Start with Role Begin the prompt by defining the AI's persona. 2 Fill C.A.R.E Layers Provide context, action, role, and expectation for the prompt. Identify Need 1 Determine the specific task you want the AI to perform. PRO TIP If your output feels off, the problem is almost always a vague Role or missing Expectation. Fix those two before rewriting the whole prompt.
Five starting points. One book underneath them.
Nobody gets a different edition — the five seats above are reading orders, not versions, and between them they touch every module in the book. Module 02 turns up in three of the five: designing the business is the question a founder, a team and a library all arrive at from different directions. Modules 01, 07 and 09 each appear twice.
One copy per desk beats one copy per office.
The shared-language effect only works if everyone has the book open in front of them. Bulk and institutional orders are handled directly — tell us how many copies and where they are going.
Keep it on the desk. Not on a shelf.
108 frameworks in print, every prompt live on this site, updated as the models change.
Paperback · 276 pages · published by Notion Press
Store links to be added before launch