Leadership & Management
370 frameworks, rules, and principles from 16 practitioners — ready to drop into any AI agent.
Adam Grant, Brené Brown, Brené Brown, Patrick Lencioni, Brené Brown, Patty McCord, Ed Catmull, and 11 more
What's in this pack
54
frameworks
107
rules
113
heuristics
88
principles
8
disagreements
Your AI can help you
- Running effective 1:1s and team meetings
- Scaling teams through hypergrowth
- Giving feedback that drives performance
See the difference
Generic AI gives you a checklist. Gavel gives you named experts who disagree — so you can decide who to follow.
"I have a senior engineer who's been underperforming for months. I keep avoiding the conversation."
Here are some things to consider:
- Schedule a private one-on-one meeting
- Provide clear and constructive feedback
- Document specific examples of underperformance
- Set expectations and follow-up milestones
- Consider whether this is a motivation or capability issue
The right choice depends on your specific situation...
"I have a senior engineer who's been underperforming for months. I keep avoiding the conversation."
"You are being Ruinously Empathetic — you care personally but are not challenging directly. That is not kindness, it is cruelty. This week: tell them specifically what is not working, why it matters, and ask what is going on. Do not sandwich it. Be direct and show you care in the same sentence."
Kim Scott
Radical Candor"Before the conversation, classify this person: are they a Giver who is burned out and overextended, or a Taker who is coasting? The same symptom — disengagement — has opposite root causes and opposite fixes. Givers need boundaries, Takers need accountability."
Adam Grant
Giver-Taker FrameworkWhere They Disagree
Scott says the avoidance is the problem — have the direct conversation this week. Grant says diagnosis must come first — the same behavior (disengagement) requires opposite interventions depending on the person.
See exactly what you get
Real items from this skill pack. Every item includes expert attribution and source material.
Giver-Taker-Matcher Framework
Giver-Taker-Matcher Framework People fall into three reciprocity styles: Givers contribute without expecting return, Takers try to get as much as possible while giving little, and Matchers operate on fairness and tit-for-tat exchange. Paradoxically, givers occupy both the top and bottom of success metrics. Steps: 1. Identify the reciprocity style of people you work with 2. Default to giving behavior in most interactions 3. Shift to matcher mode when dealing with confirmed takers 4. Build psychological safety so givers thrive and takers are exposed 5. Specialize your giving in areas aligned with your expertise Why it works: Givers create psychological safety and trust, which leads to better collaboration and innovation. However, indiscriminate giving leads to exploitation, so successful givers maintain boundaries. Common mistakes: - Giving indiscriminately to takers and burning out - Being a generalist giver rather than a specialist - Failing to advocate for yourself while advocating for others - Assuming all givers are successful without understanding the nuances
Adam Grant
high consensusClear is kind. Unclear is unkind.
Clear is kind. Unclear is unkind. Context: When communicating expectations, giving feedback, or having difficult conversations, being direct and explicit is more compassionate than being vague to avoid discomfort
Brené Brown
When receiving feedback, put growth over ego - feedback is an opportunity for self-improvement, n...
When receiving feedback, put growth over ego - feedback is an opportunity for self-improvement, not a judgment of worth Context: Receiving criticism or developmental feedback
Adam Grant
Frameworks from the people who've done it
Give your AI real expertise in leadership & management
370 expert-sourced frameworks, rules, and principles. One .md file. Drop it in and your AI cites practitioners instead of guessing.
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