operating-cadence

Name: operating-cadence
Author: beingsmit

39stars7forks

How to install operating-cadence?

beingsmit/technical-product-gtm/operating-cadence

$npx -y skills add beingsmit/technical-product-gtm --skill operating-cadence

Installs into the current project.

Summary

Design meeting rhythms, metric reporting, quarterly planning, and decision-making velocity for scaling companies. Use when decisions are slow, planning is broken, the company is growing but alignment is worse, or leadership meetings consume all time without producing decisions.

Files · 1

View on GitHub

SKILL.md

1	# Operating Cadence
2
3	The meeting structure that worked at 30 people collapses at 100. What worked at 100 collapses at 300. The failure mode is always the same: too many people in too many meetings making too few decisions.
4
5	## When to Use
6
7	Triggers:
8	- "Our meetings don't produce decisions"
9	- "We're growing but alignment is getting worse"
10	- "How often should we meet?"
11	- "Nobody knows what's happening across functions"
12	- "Decisions take forever"
13	- "Leadership is in meetings all day"
14
15	Context:
16	- Companies scaling from 20 to 300+ people
17	- Post-PMF through growth stage
18	- Distributed / remote teams
19	- Any stage where "we need to talk about this" has become the default
20
21	---
22
23	## Core Frameworks
24
25	### 1. The Five-Level Meeting Architecture
26
27	The Pattern:
28
29	Different meetings serve different purposes. Conflating them creates either inefficiency (too much time) or confusion (unclear decisions). Separate meetings by function, frequency, and decision authority.
30
31	Level 1: Daily Standup (15 min, teams only)
32
33	- What we finished yesterday, what we're starting today, what's blocking us
34	- 5-10 people max. Whole-company standups are theater
35	- Anti-pattern: Status reporting (use Slack, not meetings)
36	- Anti-pattern: Strategic discussion (wrong time, wrong place)
37	- Success criteria: Finishes in 15 minutes, surfaces 1-2 blockers
38
39	Level 2: Weekly Functional Reviews (60 min, function leadership)
40
41	Each function gets its own weekly rhythm:
42	- Product team Friday 4pm: metrics, user feedback, roadmap blockers
43	- GTM team Tuesday 4pm: pipeline, customer updates, deal health
44	- Engineering Wednesday 4pm: velocity, bug backlog, deployment
45
46	Format: Metric recap (10 min) → Wins/blockers (15 min) → One deep-dive (30 min) → Next week priorities (5 min)
47
48	Anti-pattern: Trying to solve every problem in the meeting. Pick 1-2, delegate the rest to follow-ups.
49
50	Level 3: Weekly All-Hands (60 min, whole company)
51
52	The single most important alignment mechanism at a scaling company.
53
54	- CEO update (15 min): north star progress, week focus, what's changed
55	- Metric dashboard (10 min): same format every week (consistency enables pattern recognition)
56	- Deep dive (20 min): one strategic topic needing team input — not a presentation, a discussion
57	- Q&A (15 min): real questions, real answers
58
59	Anti-pattern: Defensive tone. All-hands should be straightforward, not spin.
60	Anti-pattern: Inconsistent metrics. If you change the dashboard, the team can't track progress.
61
62	Level 4: Bi-Weekly Leadership Alignment (90 min)
63
64	- North star progress (5 min)
65	- Functional updates (30 min, 5-7 min each)
66	- Major decisions needing resolution (30-40 min): resource conflicts, strategic pivots, customer/product decisions
67	- Next 2 weeks planning (15 min)
68
69	This is where cross-functional blockers get resolved. If functions operate independently, this meeting isn't working.
70
71	Level 5: Quarterly Strategic Planning (half-day to full-day)
72
73	- Previous quarter retrospective (90 min): What worked, what didn't, what we'd do differently
74	- Next quarter planning (120 min): What are we optimizing for? What's the roadmap?
75	- Function breakouts (90 min): Each function plans their quarter
76	- Synthesis (60 min): Functions share commitments, resolve conflicts
77
78	Anti-pattern: Too much "fun activity," not enough substance.
79	Anti-pattern: No clear decisions coming out.
80
81	Scaling Adjustments:
82
83	- <30 people: Levels 2-3 only. Skip daily standups (you see everything). Skip bi-weekly leadership (you ARE leadership).
84	- 30-100 people: Add all 5 levels. Monthly review catches what you no longer see daily.
85	- 100-300 people: Add skip-level reviews. You're 2+ layers from execution.
86	- 300+ people: Add function-specific sub-cadences. CEO should be in fewer meetings than at 50 — not more.
87
88	The Rule That Makes This Work:
89
90	Every meeting must produce decisions or be cancelled. Status updates are async. If you're in a meeting and nobody is making a decision, leave.
91
92	---
93
94	### 2. Weekly Metric Reporting (The Dashboard That Catches Problems Early)
95
96	The Pattern:
97
98	Monthly reporting catches problems 30 days late. By then, a bad month is baked. Weekly reporting catches problems in week 2, when you can still save the month.
99
100	The Format (Same Structure Every Week):
101
102	```
103	WEEK OF [DATE]
104
105	North Star: [Metric]
106	This Week: [Value] \| Last Week: [Value] \| Change: [+/-] [↑↓]
107	Context: [One sentence — why this trend matters]
108
109	Functional Metrics:
110	Product: 7-Day Retention: 34% \| Last: 33% \| +1% ↑
111	Feature Adoption: 18% \| Last: 16% \| +2% ↑

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6 picks

Type

operating-cadence

39stars7forks

View on GitHub

How to install operating-cadence?

beingsmit/technical-product-gtm/operating-cadence

$npx -y skills add beingsmit/technical-product-gtm --skill operating-cadence

Installs into the current project.

Summary

Files · 1

View on GitHub

SKILL.md

1	# Operating Cadence
2
3	The meeting structure that worked at 30 people collapses at 100. What worked at 100 collapses at 300. The failure mode is always the same: too many people in too many meetings making too few decisions.
4
5	## When to Use
6
7	Triggers:
8	- "Our meetings don't produce decisions"
9	- "We're growing but alignment is getting worse"
10	- "How often should we meet?"
11	- "Nobody knows what's happening across functions"
12	- "Decisions take forever"
13	- "Leadership is in meetings all day"
14
15	Context:
16	- Companies scaling from 20 to 300+ people
17	- Post-PMF through growth stage
18	- Distributed / remote teams
19	- Any stage where "we need to talk about this" has become the default
20
21	---
22
23	## Core Frameworks
24
25	### 1. The Five-Level Meeting Architecture
26
27	The Pattern:
28
29	Different meetings serve different purposes. Conflating them creates either inefficiency (too much time) or confusion (unclear decisions). Separate meetings by function, frequency, and decision authority.
30
31	Level 1: Daily Standup (15 min, teams only)
32
33	- What we finished yesterday, what we're starting today, what's blocking us
34	- 5-10 people max. Whole-company standups are theater
35	- Anti-pattern: Status reporting (use Slack, not meetings)
36	- Anti-pattern: Strategic discussion (wrong time, wrong place)
37	- Success criteria: Finishes in 15 minutes, surfaces 1-2 blockers
38
39	Level 2: Weekly Functional Reviews (60 min, function leadership)
40
41	Each function gets its own weekly rhythm:
42	- Product team Friday 4pm: metrics, user feedback, roadmap blockers
43	- GTM team Tuesday 4pm: pipeline, customer updates, deal health
44	- Engineering Wednesday 4pm: velocity, bug backlog, deployment
45
46	Format: Metric recap (10 min) → Wins/blockers (15 min) → One deep-dive (30 min) → Next week priorities (5 min)
47
48	Anti-pattern: Trying to solve every problem in the meeting. Pick 1-2, delegate the rest to follow-ups.
49
50	Level 3: Weekly All-Hands (60 min, whole company)
51
52	The single most important alignment mechanism at a scaling company.
53
54	- CEO update (15 min): north star progress, week focus, what's changed
55	- Metric dashboard (10 min): same format every week (consistency enables pattern recognition)
56	- Deep dive (20 min): one strategic topic needing team input — not a presentation, a discussion
57	- Q&A (15 min): real questions, real answers
58
59	Anti-pattern: Defensive tone. All-hands should be straightforward, not spin.
60	Anti-pattern: Inconsistent metrics. If you change the dashboard, the team can't track progress.
61
62	Level 4: Bi-Weekly Leadership Alignment (90 min)
63
64	- North star progress (5 min)
65	- Functional updates (30 min, 5-7 min each)
66	- Major decisions needing resolution (30-40 min): resource conflicts, strategic pivots, customer/product decisions
67	- Next 2 weeks planning (15 min)
68
69	This is where cross-functional blockers get resolved. If functions operate independently, this meeting isn't working.
70
71	Level 5: Quarterly Strategic Planning (half-day to full-day)
72
73	- Previous quarter retrospective (90 min): What worked, what didn't, what we'd do differently
74	- Next quarter planning (120 min): What are we optimizing for? What's the roadmap?
75	- Function breakouts (90 min): Each function plans their quarter
76	- Synthesis (60 min): Functions share commitments, resolve conflicts
77
78	Anti-pattern: Too much "fun activity," not enough substance.
79	Anti-pattern: No clear decisions coming out.
80
81	Scaling Adjustments:
82
83	- <30 people: Levels 2-3 only. Skip daily standups (you see everything). Skip bi-weekly leadership (you ARE leadership).
84	- 30-100 people: Add all 5 levels. Monthly review catches what you no longer see daily.
85	- 100-300 people: Add skip-level reviews. You're 2+ layers from execution.
86	- 300+ people: Add function-specific sub-cadences. CEO should be in fewer meetings than at 50 — not more.
87
88	The Rule That Makes This Work:
89
90	Every meeting must produce decisions or be cancelled. Status updates are async. If you're in a meeting and nobody is making a decision, leave.
91
92	---
93
94	### 2. Weekly Metric Reporting (The Dashboard That Catches Problems Early)
95
96	The Pattern:
97
98	Monthly reporting catches problems 30 days late. By then, a bad month is baked. Weekly reporting catches problems in week 2, when you can still save the month.
99
100	The Format (Same Structure Every Week):
101
102	```
103	WEEK OF [DATE]
104
105	North Star: [Metric]
106	This Week: [Value] \| Last Week: [Value] \| Change: [+/-] [↑↓]
107	Context: [One sentence — why this trend matters]
108
109	Functional Metrics:
110	Product: 7-Day Retention: 34% \| Last: 33% \| +1% ↑
111	Feature Adoption: 18% \| Last: 16% \| +2% ↑

People who liked this also viewed

6 picks

Type