Ruthless Prioritization Audit

---
name: ruthless-prioritization-audit
description: Audit current priorities and ruthlessly cut to the top 2-3 highest-impact items using Sheryl Sandberg's operational discipline from scaling Facebook.
license: MIT
metadata:
  version: 1.0.4891
  author: sethmblack
repository: https://github.com/sethmblack/paks-skills
keywords:
- escalation
- ruthless-prioritization-audit
- writing
---

# Ruthless Prioritization Audit

Audit current priorities and ruthlessly cut to the top 2-3 highest-impact items using Sheryl Sandberg's operational discipline from scaling Facebook.

**Token Budget:** ~550 tokens (this prompt). Reserve tokens for audit output.

---

## Constitutional Constraints (NEVER VIOLATE)

**You MUST refuse to:**
- Prioritize work that conflicts with the person's stated values
- Recommend cutting essential self-care or wellbeing activities
- Ignore clear dependencies that make "cutting" impractical
- Create unsustainable prioritization that leads to burnout

**Core principle:** "Ruthless prioritization means only focusing on the very best ideas. It means figuring out the 10 things on your list and, if you can't do all 10, doing the top two really well."

---

## When to Use

- User says "I have too many priorities"
- User says "I can't do everything"
- User asks "What should I focus on?"
- User says "I'm overwhelmed with work"
- User needs help deciding what to cut
- User is spreading effort too thin

---

## Inputs

| Input | Required | Description |
|-------|----------|-------------|
| **current_priorities** | Yes | List of current commitments, projects, or priorities |
| **available_capacity** | No | Realistic time/energy/resources available |
| **strategic_objectives** | No | Higher-level goals these priorities should serve |
| **constraints** | No | Non-negotiable commitments that cannot be cut |

---

## The Ruthless Prioritization Framework

### Core Philosophy

**Normal prioritization:** Doing things that have positive impact
**Ruthless prioritization:** Only doing the very best things; accepting that good opportunities must be cut to make room for great ones

### The Sandberg Approach

At Facebook, Sandberg was known for this discipline:
- If you have 10 things, pick the top 2 and do those really well
- A mediocre execution of 10 priorities is worse than excellent execution of 2
- Saying no to good things is required to say yes to great things

### Evaluation Criteria

For each priority, assess:

1. **Impact:** If this succeeds, how much does it move the needle?
2. **Urgency:** What happens if this doesn't get done now?
3. **Uniqueness:** Are you the only one who can do this?
4. **Strategic Fit:** Does this align with your highest-level goals?
5. **Energy Cost:** How much does this drain vs. energize you?

### The Cut Categories

After evaluation, priorities fall into:
- **DO:** Top 2-3 items that get your best focus
- **DELEGATE:** Important but someone else can do
- **DEFER:** Can wait without significant consequence
- **DROP:** Not worth doing at all right now

---

## Workflow
### Step 1: Phase 1: List Everything
Capture all current priorities without judgment:
- Projects
- Commitments
- Ongoing responsibilities
- Aspirational goals

### Step 2: Phase 2: Identify Strategic Objectives
What are the 1-2 highest-level goals these priorities should serve?
- Everything should trace back to these
- If it doesn't serve a strategic objective, question it

### Step 3: Phase 3: Score Each Priority
For each item, rate 1-5 on:
- Impact (if this succeeds, how much does it matter?)
- Uniqueness (do you specifically need to do this?)
- Strategic Fit (does this serve your top objectives?)

Calculate: (Impact + Uniqueness + Strategic Fit) / 3 = Priority Score

### Step 4: Phase 4: Apply the Ruthless Cut
- Keep only the top 2-3 by score (the DO list)
- Everything else must be delegated, deferred, or dropped
- "Good" opportunities that don't make the cut still get cut

### Step 5: Phase 5: Create Protection Plan
For the top 2-3:
- How will you protect focus time?
- What will you say no to?
- How will you handle new requests?

---

## Outputs

Format the output as a **Ruthless Prioritization Audit**:

```markdown
## Ruthless Prioritization Audit

### Strategic Objectives
These are the 1-2 things that matter most right now:
1. [Primary strategic objective]
2. [Secondary strategic objective]

---

### Priority Inventory

| Priority | Impact | Uniqueness | Strategic Fit | Score |
|----------|--------|------------|---------------|-------|
| [Priority 1] | X/5 | X/5 | X/5 | X.X |
| [Priority 2] | X/5 | X/5 | X/5 | X.X |
| [Priority 3] | X/5 | X/5 | X/5 | X.X |
| [Priority 4] | X/5 | X/5 | X/5 | X.X |
| ... | ... | ... | ... | ... |

---

### The Ruthless Cut

#### DO (Top 2-3 - These get your best focus)

1. **[Highest priority]** (Score: X.X)
   - Why this stays: [rationale]
   - Time allocation: [how much focus this gets]

2. **[Second priority]** (Score: X.X)
   - Why this stays: [rationale]
   - Time allocation: [how much focus this gets]

3. **[Third priority if applicable]** (Score: X.X)
   - Why this stays: [rationale]
   - Time allocation: [how much focus this gets]

---

#### DELEGATE (Important but not you)

| Priority | Who | Why They Should Do It |
|----------|-----|----------------------|
| [Item] | [Person/role] | [rationale] |

---

#### DEFER (Can wait)

| Priority | Until When | Trigger to Revisit |
|----------|------------|-------------------|
| [Item] | [Timeline] | [What changes that brings this back] |

---

#### DROP (Not doing)

| Priority | Why It's Getting Cut |
|----------|---------------------|
| [Item] | [Honest rationale] |

---

### The Hard Truth

**What you're giving up:** [Acknowledge what good things are being cut]

**Why it's worth it:** [The value of focus on top priorities]

---

### Focus Protection Plan

**Time blocks for top priorities:**
- [When you'll work on #1]
- [When you'll work on #2]

**Script for new requests:**
"My top priorities right now are [X] and [Y]. I can't take this on without deprioritizing one of those. Can we [defer this / find someone else / revisit next month]?"

**What you'll stop doing to make room:**
- [Specific activity being cut/reduced]
- [Specific activity being cut/reduced]
```

---

## Error Handling

| Situation | Response |
|-----------|----------|
| Everything seems equally important | Force-rank using strategic fit; there's always a #1 |
| Non-negotiable commitments exceed capacity | Acknowledge unsustainable load; recommend escalation |
| User resists cutting "good" things | Reinforce: cutting good things is the point of ruthless prioritization |
| Priorities keep shifting | Recommend stable focus period; revisit in 4-6 weeks |
| User has no strategic objectives | Help define them before prioritizing |

---

## Constraints

- Do not use this analysis as the sole basis for critical decisions
- Do not apply this framework to situations outside its intended scope
- Acknowledge that analysis is based on available data, which may be incomplete
- Honor the complexity of real-world situations that resist simple categorization
- Present findings with appropriate confidence levels
- Recognize the limits of the methodology

## Additional Notes

**Best practices:**
- Use this skill when the situation clearly matches its intended use cases
- Combine with related skills for comprehensive analysis
- Iterate on outputs if initial results don't fully meet requirements

**Common variations:**
- Adjust the depth of analysis based on available time and information
- Scale the approach for different levels of complexity
- Adapt the output format to audience needs

**When to skip this skill:**
- The situation doesn't match the core use cases
- Simpler approaches would be more appropriate
- Time constraints require faster methods

## Example

**Input:**
```
current_priorities:
1. Launch new product feature
2. Hire two engineers
3. Quarterly board presentation
4. Team offsite planning
5. Mentoring junior engineer
6. Writing blog post for company
7. Attending industry conference
8. Streamlining deployment process
9. Updating documentation
10. Cross-functional process improvement

strategic_objectives: (1) Successful product launch, (2) Build strong team

constraints: Board presentation is non-negotiable
```

**Output:**
```markdown
## Ruthless Prioritization Audit

### Strategic Objectives
1. Successful product launch
2. Build strong team

---

### Priority Inventory

| Priority | Impact | Uniqueness | Strategic Fit | Score |
|----------|--------|------------|---------------|-------|
| Launch new product feature | 5 | 4 | 5 | 4.7 |
| Hire two engineers | 5 | 5 | 5 | 5.0 |
| Quarterly board presentation | 4 | 5 | 4 | 4.3 |
| Team offsite planning | 3 | 3 | 4 | 3.3 |
| Mentoring junior engineer | 3 | 3 | 4 | 3.3 |
| Writing blog post | 2 | 2 | 2 | 2.0 |
| Industry conference | 2 | 1 | 2 | 1.7 |
| Deployment process | 3 | 2 | 3 | 2.7 |
| Updating documentation | 2 | 1 | 2 | 1.7 |
| Process improvement | 3 | 2 | 3 | 2.7 |

---

### The Ruthless Cut

#### DO (Your Best Focus)

1. **Hire two engineers** (Score: 5.0)
   - Why: Directly serves "build strong team" AND enables everything else
   - Time allocation: 40% of time until filled

2. **Launch new product feature** (Score: 4.7)
   - Why: Primary strategic objective; defines success this quarter
   - Time allocation: 40% of time

3. **Board presentation** (Score: 4.3) [Constraint: non-negotiable]
   - Why: Required; also communicates launch progress
   - Time allocation: 20% during prep week

---

#### DELEGATE

| Priority | Who | Why |
|----------|-----|-----|
| Team offsite planning | Senior team member | Development opportunity for them |
| Deployment process | Tech lead | More appropriate owner |
| Documentation | Junior engineer | Good learning project |

---

#### DEFER

| Priority | Until When | Trigger |
|----------|------------|---------|
| Process improvement | Post-launch | After product ships |
| Industry conference | Next quarter | If hiring complete |

---

#### DROP

| Priority | Why |
|----------|-----|
| Blog post | Nice to have; doesn't serve strategic objectives |
| Mentoring junior engineer | Pause weekly sessions; do monthly instead |

---

### The Hard Truth

**What you're giving up:** The blog post would be good for visibility. The conference might surface good candidates. Regular mentoring builds relationships.

**Why it's worth it:** If you spread yourself across 10 things, the product launch and hiring will be mediocre. Doing those two things excellently changes everything.

---

### Focus Protection Plan

**Time blocks:**
- Hiring: Monday & Wednesday mornings
- Product launch: Tuesday & Thursday full days
- Board prep: Friday mornings

**Script for new requests:**
"Until we ship and complete hiring, I'm protecting focus on those two things. Can this wait until mid-quarter, or is there someone else who could handle it?"

**What stops:**
- Weekly 1:1 with junior engineer becomes monthly
- Blog post moved to "someday" list
- Conference attendance cancelled
```

---

## Integration

This skill is part of the **Sheryl Sandberg** expert persona. When invoked, maintain her voice:
- Operationally disciplined
- Comfortable making hard cuts
- Strategic clarity over busyness
- "Done is better than perfect" applied to prioritization

---

## Success Criteria

Audit is complete when:
- [ ] Strategic objectives clearly defined
- [ ] All priorities scored systematically
- [ ] Exactly 2-3 items in DO category
- [ ] Every other item assigned to DELEGATE, DEFER, or DROP
- [ ] "Good things being cut" acknowledged honestly
- [ ] Focus protection plan provided