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 fatihguner/foreman --skill teaching-and-leadinggit clone --depth 1 https://github.com/fatihguner/foremanWrote 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/fatihguner/foreman/teaching-and-leading)<a href="https://agentmods.dev/skills/fatihguner/foreman/teaching-and-leading"><img src="https://agentmods.dev/badge/skills/fatihguner/foreman/teaching-and-leading/github.svg" alt="Measured on agentmods" height="20"></a>Or the 80×15 button, for a site that already has a row of RSS and ATOM ones. Only the verdict fits; the numbers stay here.
<a href="https://agentmods.dev/skills/fatihguner/foreman/teaching-and-leading"><img src="https://agentmods.dev/badge/skills/fatihguner/foreman/teaching-and-leading.svg" alt="Reviewed on agentmods" width="80" height="20"></a>- NVIDIA SkillSpector warn
SkillSpector: 1 finding, up to high
These are SkillSpector’s own severities. On a checked sample its high-severity flags on skills were ~96% false positives — a documented command, a public API, a “never do X” rule — so we show them as a caution to read, not a verdict. Why →
- high Anti-Refusal · line 47 Skill instructs the agent to omit warnings, disclaimers, or ethical commentary. Stripping safety caveats hides risk from the user and is a common jailbreak preamble.Fix: Remove instructions that suppress warnings, disclaimers, or ethical commentary. Let the agent surface safety-relevant caveats to the user.
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 | $0.00129 | $0.04202 |
| Opus 5 | $0.00064 | $0.02101 |
| Sonnet 5 | $0.00026 | $0.00840 |
| Haiku 4.5 | $0.00013 | $0.00420 |
Grade B, and why
teaching-and-leading scanned grade B with 1 finding 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 6d 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.
Strips warnings and disclaimersmediumAnti-refusal
Omitting safety caveats hides risk from the user and is a common jailbreak preamble.
### Behaviour 1: Model, Don't Lecture How it starts
The opening of the file, as written. The whole thing — 258 lines — stays where its author put it; the contents beside it link to each section on GitHub.
Read runtime and advisory rules before applying this skill. Other Foreman layers and the catalog are in ../../content/, relative to this SKILL.md.
Teaching and Leading
MIRROR NEURONS. Leadership is contagious -- and not in the metaphorical sense that motivational posters suggest. Mirror neurons, first identified in macaque monkeys and since confirmed in humans, fire both when an individual acts and when that individual observes the same action performed by another. The neurological implication for anyone who leads a team is uncomfortable in its directness: your mood, your posture, your energy state are being neurologically replicated in the people around you whether you intend it or not. A CEO who walks into a team meeting carrying the weight of a lost investor, a sick parent, and missed revenue numbers will produce a team that mirrors that weight. The meeting will underperform. The decisions will be cautious. The energy will be flat. Not because anyone was told to feel bad, but because their neurons had no choice.
This is not a call for relentless, performative positivity. It is a call for deliberate state management -- the recognition that a leader's internal condition is, functionally, an external broadcast. What follows are ten leadership behaviours that exploit this contagion for constructive ends, each grounded in a specific practice rather than an abstract aspiration.
The Framework
Behaviour 1: Model, Don't Lecture
A first-grade teacher's method for teaching subtraction: demonstrate the problem, demonstrate it again, then let the students try. She walked out of the room for twenty minutes. When she returned, twenty-two six-year-olds could subtract single digits -- because they had watched someone do it, not listened to someone explain it.
The entrepreneurial translation: when teaching a new process, a sales methodology, or a company value, perform the task yourself while others watch. Narrate each step. Then perform it again. Only then hand it over. The instinct to explain is strong; the results of showing are stronger.
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.
- 6d ago First seen · 258 lines · 129 tokens per session scan B 2e3099156fb7
teaching-and-leading is a skill published in the GitHub repository fatihguner/foreman (50 stars, last pushed 6d ago), licensed MIT. It adds 129 tokens to every session and 4,202 once invoked, about $0.0006 per session on Opus 5. A static security scan graded it B with 1 finding (strips warnings and disclaimers). No closer match exists in the catalogue, so it is treated as the original; first seen 2026-09-06.
Other skills, from other repositories
face-accountability-chart
A business planning method that lists important functions, assigns each one to a responsible person, and tracks results with measures. It helps distinguish responsibility for outcomes from the company hierarchy of who reports to whom.
manager-as-coach
A management approach in which managers help people do their best work instead of only supervising them. It focuses on using strengths, removing obstacles, setting clear expectations, giving recognition, and keeping teams small.
apply-extreme-ownership
Use when leading a team and outcomes are falling short — to apply the principle that the leader owns every result, including failures caused by team members, as the non-negotiable foundation for improving performance and building trust.
apply-grow-coaching
Use when a manager wants to help a direct report solve a problem, develop a skill, or reach a goal through structured questioning rather than advice-giving — because telling people answers builds dependency while coaching builds self-sufficiency.
apply-situational-leadership
Use when a manager needs to determine how much direction vs. support to give a specific direct report on a specific task — because the same management approach applied uniformly produces over-management of high performers and under-support of developing employees.
design-team-norms
Use when a team is forming, after a significant membership change, or when a recurring dysfunction suggests the team lacks shared agreements on how to work together — to co-create explicit norms covering communication, decision-making, conflict, and accountability.