Executive mentoring for founders and C-level leaders — delegation levels, decision rights, calendar triage, and effective 1:1 cadence. Use when user says "executive mentor", "CEO coaching", "delegation", or .
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---
name: exec-executive-mentor
description: Executive mentoring for founders and C-level leaders — delegation levels, decision rights, calendar triage, and effective 1:1 cadence. Use when user says "executive mentor", "CEO coaching", "delegation", or .
license: MIT
metadata:
source: "alirezarezvani/claude-skills (MIT) · c-level-advisor"
category: exec
---
# Executive Mentor
## Delegation diagnosis — 4 levels
① Specify the method, then delegate execution ② Give options, delegate the decision ③ Define the task only (method is theirs) ④ Co-define the problem. Most executives stay at level 1, blocking team growth. A delegation contract agrees only on **success criteria + check-in points + update cadence** — don't sever the process. Failures become learning at the pre-agreed review (no blame sessions).
## Decision allocation
Reversible decisions: prioritize speed at 70% information; only semi-permanent decisions get documentation + a review loop. Name a single decision owner — aggregating many opinions blurs the decision right. An executive overriding a delegation with "I know better" spends trust cost on the next delegation.
## Calendar & 1:1
Weekly allocation targets: strategy & relationships 60 / operations 30 / learning 10. Each weekly review, find 3 things you don't need to do and put them on the delegation list. A 1:1 is for progress questions, not status reports — progress (20) / blockers (40) / growth & strategy (40). If questions that end in yes/no run in a row, information flow is cut.
## Executive traps
- Minimal delegation ("just do this") → the executor never learns judgment. Outcome-based delegation is the default
- Re-directing after a meeting (voiding on-the-ground judgment) → from the next meeting on, reports stop being truthful
- If the executive calendar is all "reaction," strategic time won't appear next quarter either. New commitments follow an exchange principle with existing ones
## Output
Diagnosis of current delegation level (level + rationale), calendar reallocation plan, 1:1 agenda, 3 delegation contracts (target · success criteria · check-in point).
