Work & Productivity
Plan, prioritize, and decide faster at work.
Planning
Prioritize Your To-Do List
Act as a productivity coach who uses the Eisenhower Matrix. Here is my to-do list: [LIST YOUR TASKS]. For each task, classify it as: Do now (urgent + important), Schedule (important, not urgent), Delegate (urgent, not important), or Drop (neither). Then give me a recommended order for today’s top 5 tasks with a one-line reason for each. Be ruthless – if something doesn’t serve my stated goal of [YOUR GOAL], say so. End with the single most important task I should start with. My goal for this week: [YOUR GOAL]
Project Plan From a Goal
Act as a project manager. My goal is: [YOUR GOAL]. The deadline is [DATE] and my constraints are [TIME/BUDGET/RESOURCES]. Break this into a phased project plan: phases with names, the 3-5 key tasks per phase, dependencies between tasks, and a suggested timeline working backward from the deadline. Flag the 3 biggest risks and one mitigation for each. Present it as a clear outline I can paste into a doc. Keep the total plan under 400 words.
Weekly Review Coach
Act as a weekly review coach. Walk me through a review in 5 steps: 1) what I completed this week [pasted below], 2) anything unfinished or still open, 3) how it maps to my goals for [YOUR GOALS], 4) what to carry forward, delegate, or drop, and 5) my top 3 priorities for next week. Ask me one question at a time and wait for my answers before moving on – do not rush through all five steps at once. Keep each of your messages focused and under 150 words. Here’s what I completed this week: [PASTE COMPLETED ITEMS]
Meeting Prep Brief
Act as my chief of staff. I have a meeting about [TOPIC] with [ATTENDEES AND THEIR ROLES]. The goal is [MEETING GOAL]. Using the background I paste below, give me a one-page prep brief: 1) three things I must know going in, 2) five sharp questions to ask, 3) the two most likely objections and a one-line response to each, 4) what a good outcome looks like and the single decision I should push for. Keep it under 300 words and scannable. Mark anything I still need to look up as [TO RESEARCH]. Background: [PASTE CONTEXT]
Meeting Notes to Action Items
Act as an operations assistant. Turn my raw meeting notes below into three sections: ACTION ITEMS (each with owner, exact task, and deadline – if the owner or deadline is unclear, write [OWNER?] or [NO DEADLINE – SUGGEST ONE]), DECISIONS MADE (one line each), and OPEN QUESTIONS (still unresolved). Keep the whole output under 250 words. Do not invent owners, deadlines, or decisions that are not in the notes. If two notes describe the same task, merge them into one item. Notes: [PASTE NOTES]
Project Kickoff Checklist
Act as a program manager. I’m kicking off [PROJECT NAME] for [TEAM OR CLIENT], targeting delivery by [DATE]. Generate a kickoff checklist covering: objectives and success criteria, what is in and out of scope, key milestones with owners, top risks and dependencies, and the communication plan (who gets what updates, how often, in what format). End with the five questions I must answer before work starts. Present it as a checklist with empty checkboxes. Keep it under 350 words and specific to my project – no generic filler.
Daily Time-Block Plan
Act as a time-management coach. Here is my task list for [DAY]: [TASKS WITH ESTIMATED DURATIONS]. My working hours are [START] to [END], my energy peaks in [MORNING OR AFTERNOON], and my fixed commitments are [TIMES]. Build a time-blocked schedule: assign every task a start and end time, batch similar tasks together, put deep work in my peak window, and include a 30-minute buffer block and a real lunch break. End with the one task I must protect if the day goes sideways. Under 250 words.
Brain Dump to Organized Task List
Act as a productivity assistant. Here is my unfiltered brain dump: [PASTE EVERYTHING ON YOUR MIND]. Sort it into four lists: TASKS (rewrite each as a concrete next action starting with a verb), WAITING ON OTHERS (who and what), SOMEDAY (not now), and DELETE (things that do not matter – be honest). Tag every task as Do, Schedule, Delegate, or Drop. If an item is vague, rewrite it as a specific action and mark it [REWRITTEN]. Keep total output under 300 words.
Project Risk Check
Act as a blunt risk analyst. I’m planning [PROJECT], due [DATE], with these constraints: [BUDGET, TEAM, TOOLS]. Identify the eight most likely risks, ranked by likelihood times impact. For each: name it in one line, state the trigger in one line, and give one concrete mitigation I can start this week. End with the single risk you would lose sleep over and why. Do not reassure me about risks that are real, and do not pad the list with trivial ones. Under 300 words.
Realistic Deadline Check
Act as a no-nonsense project manager. I must deliver [DELIVERABLE] by [PROPOSED DATE]. The work breaks down into [TASK LIST], I have [HOURS PER WEEK] available, and my dependencies are [PEOPLE OR ITEMS]. Estimate realistic time per task (include review rounds and waiting time), add a 20 percent buffer, and show your math in a small table. Then tell me plainly whether the proposed date is achievable. If not, give me three options: what to cut, what to renegotiate, and the earliest honest delivery date.
Quarterly OKR Draft
Act as a strategy coach. My role is [ROLE] and my team’s top priority this quarter is [PRIORITY]. Draft three objectives with two to three measurable key results each. Objectives should be ambitious but achievable; every key result needs a number and a deadline. Add one line per OKR on how I would track it weekly. Then critique your own draft: name the weakest key result and explain why. Keep everything under 300 words.
Delegation Brief
Act as a leadership coach. I need to delegate [TASK] to [NAME, ROLE]. Their experience with this kind of work is [LEVEL]. Write a delegation brief covering: the exact outcome I want (what “done” looks like), the deadline, which decisions they can make alone versus check with me, the context and resources they need, and check-in points. Then give me a four-sentence handover script that grants real ownership without hovering. Keep it under 250 words.
SOP Generator
Act as an operations consultant. Write a standard operating procedure for [PROCESS NAME] at [COMPANY OR TEAM]. Structure it as: purpose in one line, who owns it, numbered steps a new hire could follow with zero help, the three most common mistakes and how to avoid each, and how often the SOP should be reviewed. First ask me up to four clarifying questions if anything is unclear – then write the SOP. Keep it under 400 words, jargon-free.
Handoff Document
Act as a knowledge-management specialist. I’m handing [PROJECT OR RESPONSIBILITY] to [NAME]. Current state: [STATUS]. Key contacts: [NAMES AND ROLES]. Upcoming deadlines: [DATES]. Build a handoff document with: where things stand, active tasks with owners and deadlines, key files and where to find them, people to know and why each matters, known landmines (what breaks, what to watch), and the five questions the new owner will ask in week one. Keep it under 350 words.
Vacation Handoff Email
Act as an executive assistant. I’m out from [START DATE] to [END DATE]. [COVER PERSON] is covering me. Draft my handoff email to the team, under 200 words: my dates away, who covers what (three to five key items), what can safely wait until I’m back, and how to reach me for true emergencies only [CONTACT DETAILS]. Warm but clear tone. Then draft the one-paragraph automatic out-of-office reply version.
Retrospective Facilitator
Act as an agile facilitator. We just finished [PROJECT OR SPRINT], running [START] to [END]. The outcome was [RESULT]. Run a retrospective in two rounds. Round one: give me eight questions split across Went Well, Went Poorly, and Puzzling – ask them one group at a time and wait for my answers. Round two: turn each “poorly” and “puzzling” item into one concrete action for next time with an owner. End with a one-paragraph summary I can share with the team.
Daily Standup Summary
Act as a scrum assistant. Here are yesterday’s standup notes for [TEAM]: [PASTE NOTES]. Summarize in under 150 words: what got done, what is in progress, and blockers – each as a bullet with the owner’s name. Then list the blockers separately with a suggested person to resolve each one. Flag any task blocked for more than two days as AT RISK. Do not add opinions beyond what the notes say.
Meeting Detox Audit
Act as a ruthless calendar coach. Here are my recurring meetings: [NAME, FREQUENCY, DURATION, ATTENDEES, PURPOSE – one per line]. For each, give a verdict: KEEP, SHORTEN (suggest a new length), MAKE ASYNC (suggest the replacement format), or KILL (one-line reason). Then calculate the total hours I would save per week. End with the three meetings I should cancel first and one sentence each on how to break the news. Be aggressive – assume I want my calendar back.
Energy Audit Schedule
Act as a productivity researcher. My typical week: [WORKING HOURS, ENERGY HIGHS AND LOWS, FIXED COMMITMENTS, MAIN TYPES OF WORK]. Design a weekly rhythm matching task types to energy: deep work in high-energy windows, admin in low-energy windows, meetings clustered in [PREFERRED WINDOW]. Give me a day-by-day template with time blocks and three rules to protect the schedule. Keep it under 300 words and practical – no theory, just the plan.
Project Scope Document
Act as a project manager. I’m starting [PROJECT] for [CLIENT OR BOSS], targeting [DATE]. Draft a one-page scope document: the goal in one sentence, in-scope items (five to eight specific ones), explicitly out-of-scope items (three to five things people always assume are included), deliverables with acceptance criteria, three to four milestones with dates, and the change-request process in two sentences. End with a sign-off line. Make the out-of-scope list strong enough to prevent scope creep. Under 300 words.
Stakeholder Map
Act as a strategy consultant. My project is [PROJECT]. The people involved: [NAMES, ROLES, CURRENT STANCE]. Build a stakeholder map: for each person, classify influence (high or low) and interest (high or low), their likely position (supporter, neutral, or blocker), and what they personally need from this project. Then give me a communication plan: who gets what, how often, in what format. End with the one relationship I should invest in most. Under 300 words.
Decision Log Entry
Act as a chief of staff. Document this decision: we decided [DECISION], the options were [OPTIONS], the key factors were [FACTORS], decided by [WHO] on [DATE]. Write a decision-log entry with: the decision, two lines of context, each option with a one-line pro and con, the rationale, who was consulted, and a review date to revisit it. Keep it under 200 words so I can scan it in thirty seconds six months from now.
Onboarding Plan for a New Hire
Act as an HR operations lead. I’m onboarding [NAME] as [ROLE], starting [DATE], reporting to [MANAGER]. Build a 30-60-90 day plan: week one (logistics, access, introductions), day 30 (first wins and learning goals), day 60 (owning real work), day 90 (fully ramped – define exactly what that means). Include a checklist of accounts, tools, and documents they need on day one, plus five people they should meet in week one and why. Under 400 words.
Focus Session Plan
Act as a deep-work coach. I have [NUMBER] uninterrupted hours [WHEN]. My session goal is [DELIVERABLE]. Design the session: a ten-minute warm-up routine, focused work blocks with break lengths, the exact tiny first task to start with, what to do if I’m stuck for more than fifteen minutes, and a ten-minute shutdown review. Add three rules to protect the time (phone, notifications, people). Under 250 words.
Monthly Business Review Summary
Act as a business analyst. Here are my team’s numbers and notes for [MONTH]: [PASTE METRICS, WINS, MISSES]. Write a monthly review under 300 words: headline result versus target, three wins with numbers, three misses with one-line causes, and the top three priorities for next month. Then give me three questions my boss is likely to ask, with a one-line answer for each. No spin – if something missed, say why plainly.
Effort Estimator
Act as an experienced [ROLE – e.g., designer, developer, analyst]. I need to estimate [TASK OR PROJECT]. Break it into subtasks, estimate each in hours with a best-case and worst-case range, add [NUMBER] rounds of revisions plus coordination time, and give me a total range plus your single best-guess number. List the three things most likely to blow up the estimate. Show it as a simple table and state your assumptions explicitly in [BRACKETS].
Project Status One-Pager
Act as a PMO lead. My project is [PROJECT NAME]; current status is [ON TRACK, AT RISK, OR OFF TRACK]. Key facts: [MILESTONES, DATES, OWNERS, BLOCKERS]. Build a one-page status report: RAG status with a one-line justification, progress since the last update, upcoming milestones with dates, the top three risks with mitigations, and decisions needed (naming who must decide). Under 250 words and executive-readable. Lead with bad news – do not bury it.
Quarterly Planning Session
Act as a strategic facilitator. It’s the start of [QUARTER]. My role is [ROLE], my team’s capacity is [PEOPLE OR HOURS], and the company priority is [PRIORITY]. Plan the quarter in four steps: 1) review last quarter’s hits and misses – ask me for these first and wait, 2) draft three big bets, 3) map the bets to capacity (what fits, what gets cut), 4) define the one metric that tells us we won. Keep each of your replies under 200 words. End with a one-page plan summary.
15-Minute Weekly Review
Act as a blunt but supportive productivity coach and walk me through a 15-minute weekly review in three rounds. Round 1: ask me for my 3 biggest wins and 3 biggest time sinks from last week. Round 2: have me list every open loop on my mind, then sort them for my role as [ROLE] into do this week, do later, delegate, or drop. Round 3: build my next-week plan as a short ordered list with realistic time blocks for my [AVAILABLE HOURS PER DAY], and flag any day that is overcommitted. Rules: no generic advice, every recommendation must reference something I told you, and end with one sentence I can repeat to myself when I drift.
Should I Say Yes? Capacity Check
Act as my brutally honest chief of staff. I am considering this new commitment: [DESCRIBE THE ASK]. Here is what is already on my plate: [LIST CURRENT COMMITMENTS WITH HOURS PER WEEK]. My non-negotiables right now: [HEALTH / FAMILY / KEY PROJECT]. Assess: (1) how many real hours per week this new commitment will cost, (2) what it would displace or delay, and (3) whether it fits my non-negotiables. Then give a verdict: say yes, say no, or renegotiate - with one concrete counter-proposal if you choose renegotiate. No hedging and no motivational filler. If the math says no, say no.
Communication
Decision Matrix
Act as a decision analyst. I need to decide between these options: [OPTION A], [OPTION B], [OPTION C]. My top criteria are: [CRITERION 1], [CRITERION 2], [CRITERION 3]. Build a weighted decision matrix: assign weights to each criterion (totaling 100) based on what matters most for my situation: [YOUR SITUATION IN 1-2 SENTENCES]. Score each option 1-10 per criterion, show the weighted totals in a table, and recommend the winner with a 2-3 sentence rationale. Then play devil’s advocate: give me the strongest argument against your recommendation.
Meeting Agenda From Rough Notes
Act as an operations manager. Turn my rough notes below into a clean meeting agenda. Structure it as: meeting title, date/time placeholder [DATE/TIME], attendees [NAMES], then agenda items each with a time allocation, a one-line purpose, and the person leading it. Add a “Decisions needed” section at the end listing anything that requires a yes/no. Keep the whole agenda scannable in under 250 words. Do not invent agenda items – if my notes are thin, mark gaps as [TO CONFIRM]. Rough notes: [PASTE NOTES]
Say No Politely
Act as a professional communication coach. Help me decline this request politely but firmly: [DESCRIBE THE REQUEST AND WHO IT’S FROM]. I want to say no without burning bridges. Draft a response under 120 words that: thanks them genuinely, gives a brief honest reason (no over-explaining), says no clearly without hedging, and – only if I truly mean it – offers one specific alternative. Give me two versions: one warm and one more formal. Do not make the reason sound like an excuse.
Inbox Triage Assistant
Act as a ruthless executive assistant. Below is my inbox: sender, subject line, and first 2 lines of anything that looks important. Put each email in ONE bucket: Reply Today, Waiting On Me (needs a decision), FYI Only, or Archive. Then give me: 1) the 3 emails that need a reply most urgently, in order, with a 1-line reason for each; 2) a suggested 1-sentence reply starter for each; 3) anything that looks like a phishing attempt, flagged separately. Do not draft full replies. If two emails are part of the same thread, group them. My inbox: [PASTE SENDER + SUBJECT LINES]
Turn a Heated Draft Into a Professional Message
Act as a senior communications coach. I wrote the message below while frustrated, and I need to send it to [RECIPIENT – BOSS, CLIENT, OR COLLEAGUE]. Rewrite it into a professional message that keeps every fact and request intact but removes blame, sarcasm, and emotional language. Give me two versions: a full email (under 200 words) and a 2-3 sentence chat-style version for Slack or Teams. Match this tone: [FORMAL / FRIENDLY / FIRM]. Do not soften the actual ask or decision – only the delivery. End with one line naming the sentence you changed the most and why. My draft: [PASTE YOUR DRAFT]
Meeting Follow-Up Email
Act as an executive assistant. The meeting about [TOPIC] just ended. Attendees: [NAMES]. Key discussion points: [POINTS]. Decisions made: [DECISIONS]. Action items: [TASK, OWNER, DEADLINE – one per line]. Draft a follow-up email under 200 words: thank attendees in one line, list the decisions, list action items with owners and deadlines bolded, and include the next meeting date [DATE] if set. End with one line inviting corrections. Professional, warm tone.
Executive Status Update
Act as a communications coach. I must update [BOSS OR STAKEHOLDER] on [PROJECT]. Status: [ON TRACK, AT RISK, OR BEHIND]. Key facts: [THREE TO FIVE FACTS]. What I need from them: [DECISION, RESOURCE, OR NOTHING]. Draft an update under 150 words: headline status first, three bullet facts, what I’m doing about any problems, and the specific ask with a deadline – make the ask impossible to miss. No background paragraphs; assume they skim.
Give Constructive Feedback
Act as a leadership coach. I need to give [NAME] feedback about [SITUATION]. Using the SBI model (Situation-Behavior-Impact), draft what I’ll say in under 180 words: the specific situation, the observable behavior with no judgments attached, and the impact on the team or work. Then give me two open-ended questions to invite their perspective and one closing line that shows I support them. Direct and kind. If my draft below sounds like an attack, rewrite it first. My draft: [PASTE DRAFT]
Respond to Critical Feedback
Act as a career coach. I just received this feedback: [PASTE FEEDBACK]. Help me in two parts. Part one: a reply I can send now, under 80 words, that thanks them, shows I heard the specific point, and asks one clarifying question – zero defensiveness. Part two: a private reflection for me only – which part is probably true, which part might be a misunderstanding, and two concrete changes to try this week. Keep the reflection honest, not comforting.
Ask for a Raise
Act as a negotiation coach. My role is [ROLE], tenure is [TIME HERE], and my wins this year are [THREE TO FIVE ACHIEVEMENTS WITH NUMBERS]. Market rate for my role is [RATE RANGE]. Draft a raise-request email under 200 words: open with commitment to the team, state three achievements with numbers, name the specific figure I’m asking for [AMOUNT OR RANGE], and request a meeting to discuss. Then give me three likely pushbacks with a one-line response to each. Confident, not entitled.
Difficult Conversation Script
Act as a conflict-resolution coach. I need to talk to [NAME] about [ISSUE – e.g., repeated missed deadlines, dismissive tone in meetings]. The facts: [TWO TO THREE SPECIFIC EXAMPLES WITH DATES]. Write a conversation script under 250 words: how to open without triggering defensiveness, how to state the facts and their impact, two questions to understand their side, and how to close with a clear agreement plus a follow-up date. Add one line on what to do if they get defensive. Direct, respectful, no HR jargon.
Executive Presentation Outline
Act as a presentation coach. I’m presenting [TOPIC] to [AUDIENCE – e.g., executives, board] in [NUMBER] minutes. The goal is [DECISION, APPROVAL, OR INFORMATION]. My key points: [POINTS]. Build the outline: a thirty-second hook, the three slides that matter most with what goes on each, the one number that carries the argument, likely questions with one-line answers, and a closing ask. Cut anything that doesn’t serve the goal. Under 300 words.
Polite Chaser Email
Act as a professional communication coach. I’m waiting on [NAME] for [DELIVERABLE], originally due [DATE]. This is follow-up number [1, 2, OR 3]. Draft a chaser under 120 words: friendly opening, one-line reminder of what I need and the original date, the impact of the delay stated neutrally in one sentence, and a clear new ask (“Can you confirm by [DATE]?”). Give me two versions: gentle for a first follow-up and firm for a third. Never passive-aggressive.
Client Scope Negotiation
Act as a client-services lead. My client [NAME] is asking for [EXTRA WORK] outside our agreed scope of [ORIGINAL SCOPE]. I want to keep them happy without doing free work. Draft an email under 180 words: acknowledge the request positively, reference the original scope in one line, state the impact on time or cost in one line, then offer two options – do it as a paid add-on [PRICE AND TIMELINE] or trade it for something else in scope. End with a clear next step. Firm and friendly; no apologies for charging.
Change Announcement
Act as an internal communications lead. We’re announcing [CHANGE – e.g., new process, tool switch, reorg] to [TEAM], effective [DATE]. The reason: [REASON]. The main concern people will have: [CONCERN]. Draft the announcement under 200 words: what is changing in one line, why in two lines max, what people must do differently starting [DATE], and where to ask questions. Address the concern head-on – don’t bury it. Honest, calm tone.
Cold Outreach Email
Act as a sales copywriter. I’m reaching out to [NAME, ROLE AT COMPANY] about [YOUR OFFER]. One specific thing I noticed about them: [DETAIL]. Draft a cold email under 150 words: a subject line under eight words, an opening line referencing that detail (prove it’s not a template), the problem I solve in one line, one proof point [RESULT OR CLIENT], and a low-friction ask – one specific question, not “a quick call.” Then give me two alternative subject lines. No hype, no exclamation marks.
Request a Referral or Testimonial
Act as a marketing assistant. I did [WORK] for [CLIENT NAME] and the result was [RESULT WITH A NUMBER]. Draft a request under 150 words: thank them, remind them of the specific result in one line, then ask for one of two things – a two-to-three sentence testimonial I can publish, or an introduction to [TYPE OF PERSON]. Make saying yes easy: offer to draft the testimonial for their approval. Warm and specific, not generic.
Meeting Minutes From a Transcript
Act as a meeting secretary. Below is a transcript from [MEETING NAME] on [DATE]. Produce formal minutes under 300 words: attendees, absentees, decisions made (numbered), action items with owners and deadlines, and items deferred to a later date. If an owner or deadline is unclear, mark it [CONFIRM] rather than guessing. Cut small talk and repetition. If nothing was actually decided, say so plainly. Transcript: [PASTE TRANSCRIPT]
Summarize a Long Email Thread
Act as an executive assistant. Here is a long email thread about [TOPIC]: [PASTE THREAD]. Summarize it in under 200 words: the original question or issue, each person’s position in one line, where things currently stand, and what decision or action is still needed – and from whom. If the thread went in circles, say so and name the point where it stalled. End with a one-line suggested next step.
Slack Announcement
Act as an internal comms coach. I need to announce [NEWS] to the team on Slack or Teams. The details people need: [KEY DETAILS]. The action required: [ACTION]. Draft the message in under 80 words: a bold headline, three bullets max, and the action with its deadline. Then give me an even shorter two-line version for a channel topic or pinned post. Punchy – no corporate filler.
Executive Summary of a Document
Act as a chief of staff. Here is a [REPORT, PROPOSAL, OR DOC] about [TOPIC]: [PASTE OR SUMMARIZE THE CONTENT]. Write an executive summary under 200 words: the one-sentence bottom line, three key findings with the most important number in each, the recommendation, and what happens if we do nothing. Write it for someone who will read only this summary. No jargon, no throat-clearing opening paragraph.
Decline a Meeting Invite
Act as a communication coach. I’ve been invited to [MEETING NAME] on [DATE] by [ORGANIZER]. The stated purpose is [PURPOSE]; my honest assessment is [WHY I SHOULDN’T ATTEND]. Draft a decline under 100 words: thanks, one honest line about why (no fake conflicts), and what I’ll do instead – read the notes, stay available async, or send [NAME] in my place. Give me a warm version and a brief version. Never invent a scheduling conflict.
Missed Deadline Apology
Act as a communication coach. I missed the deadline for [DELIVERABLE], due [DATE], owed to [PERSON OR TEAM]. The honest reason: [REASON – no excuses]. Draft an apology under 150 words: own it in the first sentence, one-line explanation (not justification), the new committed date [NEW DATE], and what I’m changing so it doesn’t repeat. No groveling, no blame-shifting. Then give me a two-line version for chat.
Request Resources or Headcount
Act as a business-case writer. I need [RESOURCE – e.g., one hire, a tool, budget] for [TEAM OR PROJECT]. It costs [AMOUNT]; the problem it solves is [PROBLEM WITH NUMBERS]. Draft a request under 200 words: the problem and its cost in one paragraph, what I’m asking for, the expected return in numbers, and what happens if we don’t act. End with a specific ask and a decision deadline. Make it easy to say yes.
Stakeholder Update Email
Act as a program manager. I owe [STAKEHOLDER OR GROUP] an update on [PROJECT]. Since last time: [THREE TO FOUR DEVELOPMENTS]. Current status: [STATUS]. Next milestone: [MILESTONE, DATE]. Draft the update under 180 words: lead with the headline, bullets for the developments, one line on risks (or “no new risks”), and what’s needed from them (or “no action needed”). Keep a consistent skimmable format.
Resignation Letter
Act as a career coach. I’m resigning from [ROLE] at [COMPANY]; my last day will be [DATE – at least two weeks out]. Draft a resignation letter under 150 words: state the resignation clearly in the first line, give the last day, thank them naming [ONE SPECIFIC THING], and offer to help with the transition. Professional and warm – no complaints, no hints about the new role. Then give me three lines for telling my manager in person first.
Contractor Brief Email
Act as a hiring manager. I’m bringing on a contractor for [PROJECT OR TASK]. Scope: [SCOPE]. Timeline: [DATES]. Budget: [AMOUNT]. Success looks like: [DELIVERABLE OR OUTCOME]. Draft the brief email under 200 words: project context in two lines, exact deliverables, timeline with check-in points, how we’ll communicate, and payment terms [TERMS]. End with two questions to confirm they’re the right fit. Clear enough to prevent scope confusion later.
Introduce Two People by Email
Act as a networking coach. I want to introduce [NAME 1, ROLE] to [NAME 2, ROLE] because [WHY THEY SHOULD KNOW EACH OTHER]. Draft the intro email under 150 words: one line on why I’m connecting them, a two-line bio of each highlighting what’s relevant to the other, and a clear suggested next step. Include a line giving them permission to drop me from the thread. Warm, useful, no fluff.
Push Back on an Unrealistic Deadline
Act as a communication coach. [BOSS OR CLIENT] wants [DELIVERABLE] by [DATE], but my honest assessment says it needs [REALISTIC TIMEFRAME] because [TWO TO THREE SPECIFIC REASONS]. Draft a pushback under 180 words: acknowledge the urgency, state the trade-offs plainly (what breaks at their date: quality, scope, or my other commitments), propose the realistic date, and offer two options to get something sooner (reduced scope or phased delivery). Confident and collaborative – not complaining.
Team Conflict Mediation Email
Act as a people manager. There’s tension between [PERSON A] and [PERSON B] over [ISSUE]; the impact on the team is [IMPACT]. Draft a message to both, under 180 words, inviting them to a thirty-minute reset: acknowledge the tension without taking sides, state the shared goal you all need, propose the meeting with a clear purpose (agree on [SPECIFIC WORKING AGREEMENT]), and set the tone (facts, not history). Then give me five questions to guide the conversation itself.