Persona MCP

# Leadership & Legal Experts - Deep Knowledge Base ## World-Class Leadership Coach (801) ### Leadership Frameworks **Situational Leadership Model** ``` HIGH ┌─────────────────────┐ │ SUPPORTING (S3) │ COACHING (S2) SUPPORTIVE│ High Support │ High Support BEHAVIOR │ Low Direction │ High Direction │ │ │ For: Capable but │ For: Some competence │ uncertain people │ but low commitment ├─────────────────────┤ │ DELEGATING (S4) │ DIRECTING (S1) │ Low Support │ Low Support │ Low Direction │ High Direction │ │ │ For: Highly │ For: Low competence │ capable & committed│ but high commitment └─────────────────────┘ LOW DIRECTIVE BEHAVIOR HIGH Match leadership style to follower development level: D1 (Enthusiastic beginner) → S1 (Directing) D2 (Disillusioned learner) → S2 (Coaching) D3 (Capable but cautious) → S3 (Supporting) D4 (Self-reliant achiever) → S4 (Delegating) ``` **Transformational Leadership** ``` THE FOUR I's: IDEALIZED INFLUENCE ├── Model ethical behavior ├── Build trust and respect ├── Lead by example └── Put followers' needs first INSPIRATIONAL MOTIVATION ├── Articulate compelling vision ├── Create meaning and challenge ├── Communicate optimism └── Build team spirit INTELLECTUAL STIMULATION ├── Challenge assumptions ├── Encourage creativity ├── Support innovation └── Avoid public criticism INDIVIDUAL CONSIDERATION ├── Recognize unique needs ├── Act as coach/mentor ├── Listen actively └── Personalize development ``` ### Executive Coaching Tools **360-Degree Feedback Framework** ``` FEEDBACK SOURCES: ┌─────────────┐ │ MANAGER │ └──────┬──────┘ │ ┌────────────┼────────────┐ │ │ │ ┌───▼───┐ ┌────▼────┐ ┌──▼────┐ │ PEERS │ │ SELF │ │DIRECT │ │ │ │ │ │REPORTS│ └───────┘ └─────────┘ └───────┘ COMPETENCY AREAS: ├── Strategic thinking ├── Communication ├── Team leadership ├── Decision making ├── Emotional intelligence ├── Results orientation ├── Change management └── Development of others RATING SCALE: 1 = Development needed 2 = Meets some expectations 3 = Fully meets expectations 4 = Exceeds expectations 5 = Role model/exceptional ``` **GROW Coaching Model** ``` G - GOAL "What do you want to achieve?" ├── Short-term and long-term goals ├── Specific, measurable outcomes └── Why is this important? R - REALITY "What is the current situation?" ├── Where are you now? ├── What have you tried? ├── What obstacles exist? └── What resources are available? O - OPTIONS "What could you do?" ├── Generate multiple alternatives ├── What else? (push for more) ├── Pros and cons of each └── What would you advise someone else? W - WILL (Way Forward) "What will you do?" ├── Which option will you pursue? ├── When will you do it? ├── What support do you need? └── How committed are you (1-10)? ``` ### Leadership Development **Leadership Pipeline Model** ``` LEVEL 6: Enterprise Manager ├── Long-term vision ├── External relationships ├── Portfolio management ↓ LEVEL 5: Group Manager ├── Business strategy ├── Portfolio thinking ├── Developing leaders ↓ LEVEL 4: Business Manager ├── P&L responsibility ├── Cross-functional leadership ├── Strategic decisions ↓ LEVEL 3: Manager of Managers ├── Selecting managers ├── Developing managers ├── Resource allocation ↓ LEVEL 2: Manager of Others ├── Planning work ├── Assigning tasks ├── Developing direct reports ↓ LEVEL 1: Managing Self ├── Technical skills ├── Individual contribution ├── Self-development ``` **Emotional Intelligence (EQ) Framework** ``` SELF-AWARENESS ├── Know your emotions ├── Recognize impact ├── Understand strengths/weaknesses └── Self-confidence SELF-REGULATION ├── Control impulses ├── Think before acting ├── Adaptability └── Integrity MOTIVATION ├── Drive to achieve ├── Commitment ├── Initiative └── Optimism EMPATHY ├── Understand others' emotions ├── Active listening ├── Cultural sensitivity └── Service orientation SOCIAL SKILLS ├── Communication ├── Influence ├── Conflict management └── Team building ASSESSMENT: Rate each dimension 1-5 Focus development on lowest scores ``` --- ## Ethical Technologist (802) ### Technology Ethics Framework **Principles of Ethical Technology** ``` 1. HUMAN-CENTERED DESIGN Technology should enhance human well-being ├── Accessibility for all users ├── Privacy by design ├── Safety considerations └── User autonomy respected 2. FAIRNESS & NON-DISCRIMINATION Avoid bias in systems and outcomes ├── Diverse training data ├── Regular bias audits ├── Transparent algorithms └── Equitable access 3. TRANSPARENCY Clear about capabilities and limitations ├── Explainable decisions ├── Open about data use ├── Honest marketing └── Disclosed risks 4. ACCOUNTABILITY Clear responsibility for outcomes ├── Human oversight ├── Audit trails ├── Redress mechanisms └── Corporate responsibility 5. SUSTAINABILITY Consider environmental impact ├── Energy efficiency ├── Resource usage ├── Long-term effects └── Circular design ``` ### Tech Ethics Decision Framework ``` ETHICAL ASSESSMENT CHECKLIST: STAKEHOLDER ANALYSIS □ Who is affected by this technology? □ Who benefits? Who might be harmed? □ Have all stakeholders been consulted? PRIVACY EVALUATION □ What data is collected? □ Is collection minimized? □ How is data protected? □ Can users control their data? FAIRNESS CHECK □ Could this discriminate? □ Has bias testing been done? □ Are edge cases considered? □ Is access equitable? TRANSPARENCY REVIEW □ Can decisions be explained? □ Are limitations clear? □ Is the technology's purpose evident? LONG-TERM IMPACT □ Environmental effects? □ Social implications? □ Economic disruption? □ Unintended consequences? GOVERNANCE □ Clear accountability? □ Oversight mechanisms? □ Incident response plan? □ Regular ethics reviews? ``` --- ## Legal Advisor (901) ### Contract Fundamentals **Contract Essentials** ``` VALID CONTRACT REQUIREMENTS: 1. Offer 2. Acceptance 3. Consideration (exchange of value) 4. Capacity (legal ability to contract) 5. Legality (lawful purpose) 6. Intent (intention to be bound) COMMON CONTRACT CLAUSES: TERM & TERMINATION ├── Duration of agreement ├── Renewal provisions ├── Termination for convenience └── Termination for cause INDEMNIFICATION ├── Who indemnifies whom ├── Scope of indemnification ├── Exclusions and caps └── Notice requirements LIMITATION OF LIABILITY ├── Cap on damages ├── Exclusion of consequential damages ├── Carve-outs (IP, confidentiality) └── Insurance requirements INTELLECTUAL PROPERTY ├── Ownership of work product ├── License grants ├── Background IP └── Improvements CONFIDENTIALITY ├── Definition of confidential info ├── Permitted disclosures ├── Duration of obligations └── Return/destruction requirements DISPUTE RESOLUTION ├── Governing law ├── Jurisdiction/venue ├── Arbitration vs. litigation └── Mediation requirements ``` ### Business Legal Checklist ``` ENTITY FORMATION □ Entity type selection (LLC, Corp, etc.) □ Articles of incorporation/organization □ Operating agreement/bylaws □ EIN obtained □ State registrations □ Business licenses EMPLOYMENT □ Offer letters/employment agreements □ Employee handbook □ I-9 compliance □ Workers' compensation □ Payroll tax registration □ At-will disclaimers INTELLECTUAL PROPERTY □ Trademark search and registration □ Copyright registration □ Patent assessment □ Trade secret policies □ Employee IP assignments □ NDA templates CONTRACTS □ Standard terms of service □ Privacy policy □ Customer agreements □ Vendor agreements □ Partnership agreements □ Contractor agreements COMPLIANCE □ Industry-specific regulations □ Data protection (GDPR, CCPA) □ Securities laws □ Export controls □ Anti-corruption policies ``` --- ## Harvard Law Dispute Resolution (902) ### Dispute Resolution Methods **ADR Spectrum** ``` NEGOTIATION ├── Direct party communication ├── No third party ├── Most flexible ├── Lowest cost └── Parties control outcome MEDIATION ├── Neutral facilitator ├── Non-binding ├── Voluntary participation ├── Confidential └── Parties control outcome ARBITRATION ├── Neutral decision-maker ├── Binding (usually) ├── Formal procedures ├── Limited appeal └── Third party controls outcome LITIGATION ├── Public court system ├── Judge/jury decides ├── Formal rules of evidence ├── Full appeal rights └── Highest cost and time ``` **Mediation Process** ``` STAGE 1: OPENING ├── Mediator introduction ├── Ground rules ├── Opening statements └── Set agenda STAGE 2: EXPLORATION ├── Joint sessions ├── Private caucuses ├── Identify interests (not positions) └── Gather information STAGE 3: NEGOTIATION ├── Generate options ├── Evaluate alternatives ├── Bridge differences └── Reality testing STAGE 4: CLOSURE ├── Memorialize agreement ├── Implementation plan ├── Follow-up provisions └── Confidentiality terms ``` --- ## Harvard PhD Negotiation (903) ### Principled Negotiation (Getting to Yes) **Four Principles** ``` 1. SEPARATE PEOPLE FROM PROBLEMS ├── Attack the problem, not each other ├── Manage emotions ├── Build working relationship └── Communicate effectively 2. FOCUS ON INTERESTS, NOT POSITIONS Position: What you say you want Interest: Why you want it Example: Position: "I want a corner office" Interest: Status, privacy, natural light Ask: "Why?" and "Why not?" 3. GENERATE OPTIONS FOR MUTUAL GAIN ├── Brainstorm without judging ├── Expand the pie ├── Find shared interests └── Make trade-offs 4. USE OBJECTIVE CRITERIA ├── Market value ├── Precedent ├── Expert opinion ├── Scientific standards └── Professional standards ``` **BATNA Analysis** ``` BATNA = Best Alternative To Negotiated Agreement STEPS TO DEVELOP BATNA: 1. List alternatives if negotiation fails 2. Evaluate each alternative 3. Tentatively select best one 4. Calculate reservation point EXAMPLE: Job Offer Negotiation ├── Current offer: $100K ├── BATNA: Other offer at $95K ├── Reservation point: $97K (minimum acceptable) └── Target: $110K USE BATNA TO: ├── Know when to walk away ├── Negotiate with confidence ├── Avoid accepting bad deals └── Improve your alternatives ``` **Negotiation Preparation Worksheet** ```markdown ## Parties and Relationships - Who are the stakeholders? - What is the relationship history? - What is the desired future relationship? ## Interests | Party | Positions | Underlying Interests | |-------|-----------|---------------------| | Us | | | | Them | | | ## Options What creative solutions might satisfy both parties? 1. 2. 3. ## Objective Criteria What standards can we appeal to? - - ## BATNA Our BATNA: Their BATNA (estimated): Our reservation point: ## Strategy Opening offer: Target: First concession: Walk-away point: ``` ### Difficult Conversation Framework ``` THREE CONVERSATIONS: 1. THE "WHAT HAPPENED" CONVERSATION Move from blame to contribution ├── Each side has a piece ├── Understand different perspectives └── Focus on how to improve 2. THE FEELINGS CONVERSATION Address emotions ├── Acknowledge feelings ├── Don't attribute intent └── Share your feelings 3. THE IDENTITY CONVERSATION Protect sense of self ├── Avoid all-or-nothing thinking ├── Recognize complexity └── Accept mistakes OPENING A DIFFICULT CONVERSATION: "I'd like to talk about [topic]. I think we see this differently, and I'd like to understand your perspective better and share mine." ```