board-pre-read
Write a board pre-read that's sent before the meeting so the meeting is about decisions, not status. Use when asked to prepare a board pre-read, a board update/package, or pre-meeting materials for a board. Produces a board pre-read — a TL;DR, the metrics dashboard vs. plan, what's working / what's not, the decisions and asks for the board, and risks — designed to be read in advance.
git clone --depth 1 https://github.com/mohitagw15856/pm-claude-skills /tmp/board-pre-read && cp -r /tmp/board-pre-read/plugins/pm-business/skills/board-pre-read ~/.claude/skills/board-pre-readSKILL.md
# Board Pre-Read Skill The best board meetings spend zero time on status because the board already read it. A pre-read sent 48+ hours ahead does that: it conveys the state of the business and, crucially, tells the board exactly what input and decisions are needed — so the meeting is discussion and decisions, not a slide-reading session. This skill structures that document. ## Required Inputs Ask for these only if they aren't already provided: - **The headline** — the one thing the board should take away this period (good or bad). - **Metrics vs. plan** — the key numbers against the plan/forecast (revenue, growth, burn, runway, the north-star). - **What changed** — major wins, misses, and shifts since last meeting. - **Decisions/asks** — what you actually need from the board (approval, input, introductions). ## Output Format ### Board Pre-Read — [company], [month/quarter] **Sent:** [date, ≥48h before the meeting] **1. TL;DR** — 3–5 bullets: the state of the business, the headline, runway, and the decisions you're bringing. A busy board member should get the gist from this alone. **2. Metrics dashboard** — the core numbers vs. plan, with the trend and a one-line "so what" each. Show misses honestly — boards trust founders who surface bad news first. | Metric | This period | vs. plan | Trend | Note | |---|---|---|---|---| **3. What's working** — the 2–3 things going well and why (so they can be doubled down on). **4. What's not** — the 2–3 problems, what you're doing about them, and where you want the board's help. Candour here is the whole game. **5. Decisions & asks** — explicit: "We're asking the board to approve X" / "We'd value input on Y" / "We need intros to Z." Tie each to the agenda. **6. Risks & watch-items** — the top risks to the plan and runway, and the leading indicators you're watching. **Appendix** — detail, financials, and supporting data (linked, not inline). ## Quality Checks - [ ] It's genuinely a pre-read — sent ahead, readable without a presenter - [ ] The TL;DR stands alone for a time-pressed director - [ ] Metrics are shown vs. plan, with misses surfaced honestly (not buried) - [ ] The decisions/asks for the board are explicit and tied to the agenda - [ ] Runway and the top risks are stated plainly ## Anti-Patterns - [ ] Do not save bad news for the live meeting — boards punish surprises; lead with the hard numbers - [ ] Do not send a deck to be read aloud — a pre-read is prose/dashboards designed for solo reading - [ ] Do not omit the asks — if the board doesn't know what you need, the meeting defaults to status theatre - [ ] Do not vanity-metric the dashboard — show the numbers that govern the business, against plan - [ ] Do not inline 40 pages of appendix — link the detail; keep the core pre-read tight ## Based On Board-management practice — pre-circulated reading, metrics-vs-plan transparency, and decision-focused agendas.
Design a 360-degree feedback survey or write a structured 360 feedback report. Use when asked to build a 360 feedback process, write 360 feedback for a colleague, design a feedback survey, or produce a feedback report. Produces either a complete survey instrument with rating scales and open-ended questions, or a structured narrative feedback report with themes, strengths, and development areas.
Decode a 401k or workplace retirement plan — the real cost of its funds, the match's fine print, vesting math, and the plan features worth using or avoiding. Use when someone asks 'is my 401k any good', 'decode my 401k plan', 'which funds should I look at', or 'what fees am I paying'. Produces a fee decode in dollars-over-time, match and vesting math, a fund-lineup triage by cost, and the questions for HR or the plan administrator.
Design statistically rigorous A/B tests for product features, UI changes, onboarding flows, and pricing experiments. Use when asked to set up an experiment, design an A/B test, calculate sample size, or interpret test results. Produces a complete test plan with hypothesis, variant definitions, sample size, duration estimate, guardrail metrics, and a results interpretation guide.
Analyse a finished A/B test and write the readout — the result, whether it's statistically and practically significant, what it means, and the ship/no-ship call. Use when asked to analyse experiment results, write an A/B test readout, interpret test data, or decide whether to ship a variant. Produces a clear verdict with the lift and confidence, segment cuts, the risks (peeking, novelty, sample), and a recommendation. Distinct from planning a test — this reads results.
Generate a WCAG 2.2 accessibility audit checklist and remediation suggestions for any UI or design. Use when asked to audit for accessibility, check WCAG compliance, review a design for a11y issues, or create an accessibility remediation plan. Produces a prioritised checklist with pass/fail assessments and specific fixes.
Plan a trip that actually works with a disability or access need — confirm real accessibility (not just 'accessible' labels), book the assistance in advance, plan for equipment and medication, and build in the contingencies for when access breaks down. Use when someone says 'plan an accessible trip', 'travelling with a wheelchair/disability', 'book assistance for my flight', or 'will this hotel actually work for me'. Produces an access-verified itinerary, an assistance-booking checklist, an equipment/medication plan, and contingency scripts. Verify specifics with providers.
Request a reasonable accommodation at work or in education — frame it around the barrier and the adjustment (not your diagnosis), cite the right process, and navigate the back-and-forth constructively. Use when someone says 'I need a workplace accommodation', 'request reasonable adjustments', 'ADA/Equality Act accommodation', or 'how do I ask for accommodations for my disability/condition'. Produces the request letter, a barriers-and-adjustments map, disclosure guidance, and a plan for the interactive process. Not legal advice — routes to the formal process and to advocacy where needed.
Build a structured account plan for any key customer or target account. Use when asked to create an account plan, key account strategy, strategic account review, or territory plan. Produces a complete account plan with relationship map, growth opportunities, risks, and 90-day action plan.