Getting it into your agent
One page per mod, every tool's command on it. A separate URL per tool would split the same page into five that compete with each other.
npx skills add ace3000chao/book2startup --skill manager-as-coachgit clone --depth 1 https://github.com/ace3000chao/book2startupWrote this? Show the measurements
A badge with what this costs and how it scanned, read live from this page, so it follows the numbers instead of freezing them. Markdown for a README, HTML for a documentation site or a project page.
[](https://agentmods.dev/skills/ace3000chao/book2startup/manager-as-coach)<a href="https://agentmods.dev/skills/ace3000chao/book2startup/manager-as-coach"><img src="https://agentmods.dev/badge/skills/ace3000chao/book2startup/manager-as-coach.svg" alt="Measured on agentmods" height="20"></a>What it costs to keep this loaded
Counted locally with the o200k_base tokenizer, which is exact for GPT models; Claude uses its own tokenizer and its counts differ. Treat this as one consistent yardstick across the catalogue rather than a bill. Prices are per million input tokens.
| Model | Per session | Once invoked |
|---|---|---|
| Fable 5.1 | $0.00104 | $0.02416 |
| Opus 5 | $0.00052 | $0.01208 |
| Sonnet 5 | $0.00021 | $0.00483 |
| Haiku 4.5 | $0.00010 | $0.00242 |
Grade A, and why
manager-as-coach scanned grade A with 0 findings against 26 rules in 11 categories — prompt injection, anti-refusal, data exfiltration, privilege escalation, supply chain, agent snooping, system-prompt leakage, SSRF and excessive agency — measured 8d ago.
A static scan of the body, not an audit. Every finding is printed with the line that produced it so you can judge whether it matters here. A mod is markdown that instructs an agent; that is exactly why what it instructs is worth reading.
Nothing flagged
None of the 26 patterns this scan looks for appear in this file: no shell pipes, no recursive deletes, no credential paths, no hidden text, no instruction-override or anti-refusal phrasing, no agent-config snooping. That is not a guarantee, it is the absence of the things that are checkable.
How it starts
The opening of the file, as written. The whole thing — 154 lines — stays where its author put it; the contents beside it link to each section on GitHub.
5大管理者习惯（Manager as Coach）
R — 原文 (Reading)
"Great managers must focus on five topics: 1. Help people play to their strengths. 2. Don't demotivate; dehassle. 3. Set clear expectations and provide line of sight. 4. Give recognition and show appreciation. 5. Hire fewer people, but pay them more."
— Verne Harnish, Scaling Up, 第5章
优秀的管理者不是"管人"，而是"支持人"。这5个习惯构成了从监工到教练的转变框架：发挥优势而非弥补短板、移除障碍而非制造压力、设定清晰期望而非模糊要求、及时认可而非年终review、精英小团队而非臃肿大军。
I — 方法论骨架 (Interpretation)
管理的本质不是控制，而是释放团队的生产力。这5个习惯形成一个闭环：
- 用人之长：每个人都有自己的天赋，把人放在能发挥天赋的位置，比弥补短板高效得多。A类人才在对的角色上能顶3个B/C类。
- 去障碍（Dehassle）：员工离职往往不是因为工资低，而是因为"被琐事缠身"或"政治斗争消耗"。管理者最重要的职责之一是帮团队扫除阻碍工作的障碍。
- 设期望+视线可见：每个岗位必须有清晰的KPI和结果定义，并且员工能看到自己的工作如何连接到大目标（line of sight）。
- 给认可：及时的正向反馈比年终奖金更有效。认可必须具体、即时、与行为挂钩。
- 少人高薪：小而精的团队比大而散的团队更有战斗力。用市场上等20%高手的钱招前10%的人才。
核心转变：从"我管你做什么"到"我怎么帮你做得更好"。
A1 — 书中的应用 (Past Application)
案例1: LinkedIn的扁平化薪酬革命
- 问题: LinkedIn如何在高速扩张期保持团队战斗力和人才密度？
- 方法论的使用: LinkedIn采用"宽带薪酬"+"全员股票期权"，对A类人才给予溢价薪酬，同时严格控制团队规模，确保每个人都是高绩效者。
- 结论: 少人高薪策略让LinkedIn保持精英文化，招聘速度慢但留存率高。
- 结果: 团队规模不到同阶段雅虎的1/3，但产出远超竞争对手。
案例2: Atlassian的自组织团队实验
- 问题: Atlassian如何在没有传统管理者的情况下保持高产出？
- 方法论的使用: Atlassian推行"去障碍"文化：取消繁文缛节、会议门槛、审批流程，团队成员可以自主决定工作方式和节奏。
- 结论: 减少管理层级和内部摩擦，让工程师的生产力大幅提升。
- 结果: Atlassian以不到1万人的团队规模支撑了全球最成功的项目管理软件之一。
案例3: 某餐饮连锁的"用人之长"实践
- 问题: 一家快速扩张的餐饮连锁如何解决店长能力参差不齐的问题？
- 方法论的使用: 该公司不做统一的店长培训，而是通过性格+能力测试，将每位店长分为"运营型"和"销售型"，然后匹配不同风格的门店（社区店重运营，商圈店重销售）。
- 结论: 用人所长而非补短，让每个店长都在自己擅长的场景中发挥。
- 结果: 门店整体营业额平均提升18%，店长流失率下降40%。
A2 — 触发场景 (Future Trigger) ★
用户会在什么情境下需要这个 skill？
- 团队扩张后效率反而下降，从管3个人变成管10个人却顾不过来
- 员工提离职，特别是优秀人才离开，管理者困惑"我哪里做得不够"
- 年度调薪/奖金分配，思考怎么发钱才能真正激励团队
- 新任管理者上任，从个人贡献者转向团队管理者，不知从何入手
- 团队士气低落，觉得下属不主动、不积极、推一下动一下
语言信号（用户的话里出现这些就应激活）
- "怎么管好这帮人"
- "为什么下属总需要我盯着"
- "工资怎么发才合理"
- "这个人不合适，是换人还是培养"
- "员工没有积极性"
- "我管得太细了"
与相邻 skill 的区分
- 与
Topgrading招聘体系的区别：Topgrading是招人阶段的方法，manager-as-coach是用人和管理阶段的方法；先招对人，再用这5个习惯培养人。 - 与
A Player vs B/C Player的区别：A Player定义是招聘标准，manager-as-coach是管理行为；即使招到A Player，如果管理方式错误，A Player也会变成B/C。 - 与
10大Rockefeller Habits的区别：Rockefeller Habits是高管团队和企业层面的运营节奏，manager-as-coach是直接主管与下属之间的日常互动模式。
What ships with it
1 file beside SKILL.md in the same directory: the scripts, references and assets a skill reads on demand. Not counted in the per-session cost; read them before you install if any of them is executable.
What this file has done since we first saw it
Hashed on every crawl. A supply-chain change to an agent config is a question of when, not whether, so the history is kept rather than the latest state alone.
- 8d ago First seen · 154 lines · 104 tokens per session scan A aa88f569bc91
manager-as-coach is a skill published in the GitHub repository ace3000chao/book2startup (79 stars, last pushed 4mo ago), licensed MIT. It adds 104 tokens to every session and 2,416 once invoked, about $0.0005 per session on Opus 5. A static security scan graded it A with 0 findings. No closer match exists in the catalogue, so it is treated as the original; first seen 2026-08-30.
Other skills, from other repositories
giving-feedback
Structures effective feedback conversations using the Situation-Behaviour-Impact (SBI) model from the Center for Creative Leadership. Separates observable behavior from interpretation, anchors feedback in specific situations, and articulates concrete impact. Use when preparing difficult performance conversations…
hackman-enabling-conditions
Diagnoses and designs team effectiveness using Hackman's six enabling conditions: a real team, compelling direction, right people, sound structure, supportive context, and expert coaching. Shifts focus from blaming team members to establishing the structural and environmental conditions that make high performance…
situational-leadership
Matches leadership style to follower development level using Hersey and Blanchard's Situational Leadership model. Maps four styles -- directing, coaching, supporting, delegating -- to four development levels based on competence and commitment per task. Use when diagnosing style mismatches causing disengagement…
teaching-and-leading
Guides founders in leading through modelling behaviour, coaching (not managing), leveraging mirror neurons for mood contagion, distributing leadership titles generously, and using gratitude as a pre-meeting performance enhancer. Covers showing rather than telling, strengths-based leadership, the coach-and-student…
one-on-one-prep
Prep structured 1:1 agendas with deal review, metrics, coaching moments, and follow-up.
leadership-style-adaptation
Provides practical self-diagnosis exercises and daily habits for recognising when a leader's default style fails and adapting in real time. Focuses on behavioural flexibility rather than theory -- how to read the room, when to shift approach, and how to stay authentic while flexing. Complements the theoretical models…