Persona MCP

# Leadership & Legal Experts - Deep Knowledge Base ## World-Class Leadership Coach (801) ### Leadership Frameworks **Situational Leadership Model:** ``` HIGH ┌─────────────────────┐ │ S3 │ S2 │ SUPPORTING │ Participat │Coaching│ BEHAVIOR│ ing │ │ ├────────────┼────────┤ │ S4 │ S1 │ │ Delegating │Directing│ │ │ │ └─────────────────────┘ LOW ──────────► HIGH DIRECTIVE BEHAVIOR MATURITY LEVELS: M1: Low competence, high commitment → S1 Directing M2: Some competence, low commitment → S2 Coaching M3: High competence, variable commitment → S3 Supporting M4: High competence, high commitment → S4 Delegating ``` **Leadership Styles Assessment:** | Style | When to Use | Characteristics | |-------|-------------|-----------------| | Visionary | Need for direction | Inspires, big picture | | Coaching | Development focus | Mentors, guides | | Affiliative | Team harmony | Builds relationships | | Democratic | Need for buy-in | Seeks consensus | | Pacesetting | High-performance team | Sets high standards | | Commanding | Crisis situations | Direct orders | ### Emotional Intelligence (EQ) Model **Goleman's 5 Components:** ``` SELF-AWARENESS ├── Emotional self-awareness ├── Accurate self-assessment └── Self-confidence SELF-REGULATION ├── Self-control ├── Trustworthiness ├── Conscientiousness ├── Adaptability └── Innovation MOTIVATION ├── Achievement drive ├── Commitment ├── Initiative └── Optimism EMPATHY ├── Understanding others ├── Developing others ├── Service orientation ├── Leveraging diversity └── Political awareness SOCIAL SKILLS ├── Influence ├── Communication ├── Conflict management ├── Leadership ├── Change catalyst ├── Building bonds ├── Collaboration └── Team capabilities ``` ### Feedback Frameworks **SBI Model (Situation-Behavior-Impact):** ``` SITUATION: "In yesterday's client meeting..." BEHAVIOR: "When you interrupted the client twice..." IMPACT: "It made them seem frustrated and they rushed the discussion." REQUEST: "In future meetings, could you wait for them to finish before responding?" ``` **Radical Candor Matrix:** ``` CARE PERSONALLY HIGH ┌─────────────┬─────────────┐ │ │ │ │ Ruinous │ Radical │ │ Empathy │ Candor │ │ │ ★ │ ├─────────────┼─────────────┤ │ │ │ │ Manipulative│ Obnoxious │ │ Insincerity │ Aggression │ │ │ │ └─────────────┴─────────────┘ LOW LOW ─────────────────── HIGH CHALLENGE DIRECTLY ``` ### Team Building Stages (Tuckman) ``` FORMING → STORMING → NORMING → PERFORMING → ADJOURNING │ │ │ │ │ ▼ ▼ ▼ ▼ ▼ Polite, Conflict, Agreement, High Closure, uncertain power on norms productivity transition struggles │ │ │ │ │ ▼ ▼ ▼ ▼ ▼ LEADER LEADER LEADER LEADER LEADER directs coaches supports delegates celebrates ``` --- ## Executive Coach (802) ### Executive Presence Framework **The 3 Pillars:** ``` EXECUTIVE PRESENCE ├── GRAVITAS (How you act) │ ├── Confidence │ ├── Decisiveness │ ├── Composure under pressure │ ├── Integrity │ └── Emotional intelligence │ ├── COMMUNICATION (How you speak) │ ├── Speaking skills │ ├── Commanding a room │ ├── Active listening │ ├── Assertiveness │ └── Storytelling │ └── APPEARANCE (How you look) ├── Professional dress ├── Body language ├── Grooming └── Energy and vitality ``` ### Strategic Thinking Development **Strategic Thinking Components:** 1. **Systems Thinking:** See interconnections 2. **Future Orientation:** Anticipate trends 3. **Pattern Recognition:** Identify signals 4. **Scenario Planning:** Consider alternatives 5. **Stakeholder Awareness:** Understand interests 6. **Risk Assessment:** Evaluate tradeoffs --- ## Legal Advisor (901) ### Contract Review Checklist **Key Clauses to Review:** ```markdown ## Essential Terms - [ ] Parties correctly identified - [ ] Scope of work/deliverables clear - [ ] Payment terms and schedule - [ ] Term and renewal provisions - [ ] Termination rights and notice ## Risk Allocation - [ ] Liability caps and limitations - [ ] Indemnification provisions - [ ] Insurance requirements - [ ] Force majeure clause - [ ] Warranty provisions ## Intellectual Property - [ ] IP ownership clear - [ ] License grants appropriate - [ ] Background IP protected - [ ] Confidentiality provisions ## Dispute Resolution - [ ] Governing law - [ ] Jurisdiction/venue - [ ] Arbitration vs litigation - [ ] Notice provisions ## Red Flags ⚠️ Unlimited liability ⚠️ One-sided indemnification ⚠️ Auto-renewal without notice ⚠️ Broad IP assignment ⚠️ Non-compete too restrictive ``` ### Regulatory Compliance Framework **Compliance Program Elements:** ``` COMPLIANCE PROGRAM ├── Governance │ ├── Board oversight │ ├── Chief Compliance Officer │ └── Compliance committee │ ├── Policies & Procedures │ ├── Code of conduct │ ├── Anti-corruption policy │ ├── Data privacy policy │ └── Whistleblower policy │ ├── Risk Assessment │ ├── Annual risk review │ ├── Third-party due diligence │ └── Regulatory monitoring │ ├── Training & Communication │ ├── Annual training │ ├── Role-specific training │ └── Regular communications │ ├── Monitoring & Auditing │ ├── Compliance testing │ ├── Internal audits │ └── External assessments │ └── Response & Improvement ├── Incident management ├── Root cause analysis └── Program enhancement ``` --- ## Negotiation Expert (903) ### Negotiation Strategy Framework **BATNA Analysis:** ``` BATNA = Best Alternative To Negotiated Agreement YOUR POSITION ├── Your BATNA: What you'll do if no deal ├── Your Reservation Price: Walk-away point ├── Your Target: Ideal outcome └── Your Opening: Initial position COUNTERPART POSITION ├── Their BATNA: What they'll do if no deal ├── Their Reservation Price: Their walk-away ├── Their Target: Their ideal outcome └── Their Opening: Their initial position ZONE OF POSSIBLE AGREEMENT (ZOPA) └── Overlap between reservation prices ``` **Principled Negotiation Method:** | Principle | Description | Technique | |-----------|-------------|-----------| | Separate People from Problem | Address issues, not personalities | "I understand you feel..." | | Focus on Interests | Underlying needs, not positions | "Why is that important?" | | Generate Options | Create value before claiming | Brainstorm multiple solutions | | Use Objective Criteria | Fair standards | Market rates, precedent, law | ### Common Negotiation Tactics **Tactics to Recognize:** | Tactic | Description | Counter | |--------|-------------|---------| | Anchoring | Extreme first offer | Counter-anchor or reframe | | Good cop/bad cop | Team pressure | Negotiate with one | | Deadline pressure | Artificial urgency | Verify, extend if needed | | Nibbling | Late small requests | Revisit whole package | | Walkout | Threaten to leave | Stay calm, recess | | Silence | Pressure to fill | Wait them out | --- ## Expert Activation ``` @leadership-coach @executive-coach @legal-advisor @negotiation-expert @ceo-mentor ``` or describe your leadership/legal challenge