Skill: realteamprinz/colleague (version 1.0.1)

--- name: colleague-skill description: Distill your colleagues' work styles, thinking patterns, and institutional knowledge. Self-learning — deepens with every observation. When they leave, what they contributed stays. --- # colleague.skill 👔 ## Purpose Your colleagues are invaluable sources of institutional knowledge, work patterns, and collaborative insight. colleague.skill helps you capture, understand, and preserve this knowledge while colleagues are present, and maintains it as institutional memory after they depart. ## Core Philosophy - **Respectful Understanding**: This skill is about appreciating colleagues, not surveilling them - **Preservation Over Loss**: Knowledge should transfer, not disappear when people move on - **Continuous Learning**: The profile deepens with every interaction - **Practical Application**: The goal is actionable insight for better collaboration --- ## Privacy & Consent This skill profiles colleagues based **ONLY** on the user's own observations, memories, and voluntary inputs. It does NOT access, scrape, monitor, or collect data from any colleague's private accounts, messages, emails, or devices. **What this skill does:** - Records the user's own observations about how colleagues work - Structures those observations into useful profiles - Stores everything locally on the user's own machine **What this skill does NOT do:** - Access anyone's email, Slack, calendar, or any private system - Monitor or track colleague behavior automatically - Collect data without the user's explicit input - Transmit any data to external servers or third parties - Use automated surveillance or scraping of any kind **User responsibilities:** - Use this tool with respect for your colleagues - Do not record sensitive personal information (health, finances, relationships) - Consider informing colleagues if you maintain detailed work-style profiles - Comply with your organization's data and privacy policies --- ## Data Storage All data is stored **locally on the user's machine only**. No cloud sync. No external transmission. ``` ~/.colleague-skill/ └── colleagues/ └── [colleague-name]/ ├── PROFILE.md # Structured profile └── interaction-log.jsonl # Observation log ``` - **Storage location**: `~/.colleague-skill/colleagues/` - **Format**: Markdown profiles + JSONL logs (human-readable) - **Cloud sync**: None. Zero external data transmission. - **Deletion**: Users can delete any profile at any time by removing the folder - **Portability**: All files are plain text, fully portable, no vendor lock-in --- ## Profile Dimensions ### Work Identity - **Name, Role & Team**: Who they are and where they fit - **Tenure**: How long you've worked together - **Expertise Areas**: What they bring to the table ### Communication Style - **Preferred Channel**: email / Slack / face-to-face / voice notes - **Response Pattern**: instant / batch processor / slow but thorough - **Writing Style**: bullet points / paragraphs / voice messages / visual - **Meeting Behavior**: dominates / listens / derails / keeps on track ### Decision-Making Pattern - **Approach**: data-driven / gut feeling / consensus builder - **What Convinces**: numbers / stories / authority / precedent - **Speed**: fast with adjustments / slow and deliberate / decision avoider - **Risk Tolerance**: cautious / calculated / bold ### Problem-Solving Style - **Thinking**: top-down (answer-first) / bottom-up (data-first) - **Processing**: visual thinker / verbal thinker / needs to write - **Approach**: solo solver / talks through problems - **Crisis Response**: calm / action-oriented / needs to process ### Collaboration Manual - **Best Pitch**: how to present ideas (data-first / story-first / direct ask) - **Triggers**: what frustrates them in meetings - **Disagreement Style**: avoids / confronts / passive-aggressive / finds compromise - **Feedback Style**: direct / sandwich / hints / written only - **Trust Building**: results / transparency / loyalty / expertise - **Pet Peeves**: specific irritations at work ### Recurring Patterns - **Catchphrases**: "let's circle back", "what does the data say" - **Energizers**: topics that excite them - **Drainers**: topics that disengage them - **Approval Signals**: how they show agreement - **Stress Signals**: quiet / snappy / overwork / cancel meetings ### Institutional Knowledge - **Unique Expertise**: what only they know - **Processes Owned**: workflows they've built or maintain - **Relationships**: clients, vendors, cross-team connections - **History**: context they carry about past decisions - **Undocumented Knowledge**: tribal knowledge they hold --- ## Operating Modes ### 1. Profile Building Mode **Trigger**: User describes a colleague or provides observations **Actions**: - Extract and structure information across all dimensions - Create/update profile in `colleagues/[name]/PROFILE.md` - Log interaction in `colleagues/[name]/interaction-log.jsonl` - Track confidence levels based on observation frequency **Output**: Structured profile with confidence indicators --- ### 2. Active Mode (Colleague Present) **Trigger**: User asks about collaborating with or understanding a present colleague **Example Queries**: - "How should I approach pitching X to Sarah?" - "She's been quiet in meetings all week, what causes that?" - "We disagree on X, how do I find common ground?" - "What does the new person need to know about working with John?" **Actions**: - Reference existing profile - Provide actionable, context-aware advice - Update profile with new observations --- ### 3. Departure Mode (Colleague Left) **Trigger**: User mentions a former colleague or asks about past patterns **Example Queries**: - "How would Marcus have handled this situation?" - "What would Sarah say about this proposal?" - "Who did David talk to about client relations?" - "Why did we implement the process this way?" **Actions**: - Access preserved profile and institutional knowledge - Apply known thinking patterns to current situations - Maintain continuity of understanding --- ### 4. Multi-Colleague Mode **Trigger**: User asks about team dynamics or comparisons **Example Queries**: - "Who on the team is best for this type of problem?" - "These two always disagree on X, how do I navigate it?" - "Five people are in this meeting, what are the dynamics?" **Actions**: - Compare work styles and strengths - Map team dynamics and potential friction points - Suggest optimal configurations --- ## File Architecture All data stored locally at `~/.colleague-skill/`: ``` ~/.colleague-skill/ └── colleagues/ └── [colleague-name]/ ├── PROFILE.md # Structured profile across all dimensions └── interaction-log.jsonl # Local-only observation log Log format: {"timestamp": "ISO-8601", "type": "observation|meeting|feedback|memory", "content": "...", "profile_updates": [...]} ``` No data leaves the user's machine. All files are human-readable plain text. --- ## Memory Rules 1. **Never Overwrite**: Always add new observations alongside existing ones 2. **Confidence Tracking**: "observed 15 times" vs "mentioned once" 3. **Cross-Session Persistence**: Load profiles before responding 4. **Timestamp Everything**: Every interaction is logged with date and time 5. **Refinement Over Replacement**: Update iteratively, preserve history --- ## Usage Examples ### Building a Profile ``` User: "I want to understand my colleague Jake better. He's a senior engineer, been here 3 years, always sends long technical emails at 11pm, makes decisions based on data, hates meetings that go off agenda." Skill Response: [Creates comprehensive profile with: - Work Identity: Senior Engineer, 3 years tenure - Communication: Email preferred, 11pm sender pattern - Decision-Making: Data-driven, evidence-based - Triggers: Off-agenda meetings ... etc.] ``` ### Active Collaboration ``` User: "I need to pitch moving to a new CI/CD pipeline to Jake next week. How should I approach it?" Skill Response: [References profile: - Prepare data-heavy presentation - Keep to agenda strictly - Show measurable benefits first - Allow time for evaluation - Follow up with written proposal] ``` ### Preserved Knowledge ``` User: "We need to onboard someone for the API integration work. Who handled this before Sarah left and what should they know?" Skill Response: [References Sarah's profile: - She owned the API architecture - Key relationships: External vendor X, internal team Y - Important context: Why we chose GraphQL over REST - Her undocumented knowledge about scaling issues - Files and systems she maintained] ``` --- ## Emotional Tone Guidelines - **Professional but Warm**: Respectful, not clinical - **Understanding, Not Profiling**: Appreciation, not surveillance - **Preservation Mindset**: Capturing value, not monitoring - **Empathetic Departure**: People leave, impact remains - **No Gossip**: Facts and patterns, not speculation --- ## Best Practices 1. **Start Early**: Build profiles before colleagues leave 2. **Regular Updates**: Log significant interactions 3. **Multiple Sources**: Include observations from various contexts 4. **Respect Privacy**: Don't capture personal information 5. **Use Consistently**: Reference profiles in daily work 6. **Share Thoughtfully**: Help others understand colleagues better

path: references/work-style-dimensions.md
content: # Work Style Dimensions Reference Guide

This reference explains each dimension in the colleague profile — what it means, why it matters, and examples of different types.

---

## 1. Work Identity

### Role & Team
**What it means**: The colleague's formal position and organizational placement.

**Why it matters**: Context shapes expectations and influence. A senior IC has different dynamics than a manager; someone in sales interacts differently than engineering.

**Examples**:
- Senior Software Engineer, Platform Team
- Product Manager, Growth
- Engineering Manager, Infrastructure

### Tenure
**What it means**: How long they've been at the organization and how long you've worked together.

**Why it matters**: Longer tenure means more institutional knowledge, relationships, and political capital. Also indicates stability and organizational fit.

**Examples**:
- 3 months (new)
- 2 years (established)
- 7 years (veteran)

### Expertise Areas
**What it means**: Specific domains where they have deep knowledge or skills.

**Why it matters**: Helps route problems to the right person and understand their perspective on issues within their domain.

**Examples**:
- Distributed systems architecture
- Client relationship management
- Regulatory compliance
- Frontend performance optimization

---

## 2. Communication Style

### Preferred Channel
**What it means**: The communication medium they naturally gravitate toward.

**Why it matters**: People have preferences. Respecting them improves response time and engagement quality.

| Channel | Characteristics |
|---------|----------------|
| Email | Formal, asynchronous, good for documentation |
| Slack/Teams | Real-time, casual, fast iterations |
| Face-to-face | Richest context, builds relationships |
| Voice notes | Expressive, efficient for complex thoughts |
| Video calls | Balance of synchronous and visual |

### Response Pattern
**What it means**: How and when they respond to communications.

**Why it matters**: Sets expectations and helps you know when to follow up or escalate.

**Examples**:
- **Instant replier**: Responds within minutes during work hours
- **Batch processor**: Checks and responds at set times (end of day, morning)
- **Slow but thorough**: Takes time but gives comprehensive responses
- **Selective responder**: Only responds to high-priority items

### Writing Style
**What it means**: How they express themselves in written communication.

**Why it matters**: Matching style improves comprehension and rapport.

**Examples**:
- **Bullet points**: Structured, scannable, efficient
- **Long paragraphs**: Narrative, context-rich, thorough
- **Voice messages**: Expressive, conversational, detailed
- **Diagrams**: Visual, technical, shows thinking

### Meeting Behavior
**What it means**: How they act in group discussions.

**Why it matters**: Affects meeting dynamics and outcomes.

**Types**:
- **Dominates**: Talks a lot, leads discussion
- **Listens**: Observes, speaks when has input
- **Deep-diver**: Goes deep on technical details
- **On-track**: Keeps conversations productive
- **Derails**: Goes off on tangents
- **Silent**: Participates minimally

---

## 3. Decision-Making Pattern

### Approach
**What it means**: The primary lens through which they evaluate decisions.

**Why it matters**: Understanding this helps you present information in a persuasive way.

| Approach | Description |
|----------|-------------|
| Data-driven | Needs metrics, statistics, evidence |
| Gut feeling | Trusts intuition and experience |
| Consensus builder | Needs team agreement before proceeding |
| Authority-based | Respects hierarchy and expertise |
| Precedent-based | Looks for similar past situations |

### What Convinces Them
**What it means**: The type of evidence or argument that tips the scales.

**Why it matters**: Tailoring your pitch to their convincing factor is more persuasive.

**Examples**:
- Hard numbers and statistics
- Stories and case studies
- Authority figures' opinions
- Successful precedents
- Team consensus
- Personal relationship/trust

### Decision Speed
**What it means**: How quickly they reach conclusions.

**Why it matters**: Impacts project timelines and meeting pacing.

**Types**:
- **Fast with adjustments**: Decides quickly, course-corrects as needed
- **Slow and deliberate**: Takes time to evaluate all angles
- **Avoids decisions**: Delays or deflects commitment
- **Context-dependent**: Varies based on stakes

### Risk Tolerance
**What it means**: How much uncertainty they're comfortable with.

**Why it matters**: Affects project planning and strategic direction.

**Spectrum**:
- **Cautious**: Minimizes risk, thorough vetting required
- **Calculated**: Accepts risk with analysis and mitigation
- **Bold**: Comfortable with significant uncertainty
- **Risk-averse**: Will not proceed without guarantees

---

## 4. Problem-Solving Style

### Thinking Approach
**What it means**: Whether they start with the answer or the data.

**Why it matters**: Affects how they process information and solve problems.

| Approach | Description |
|----------|-------------|
| Top-down | Starts with hypothesis/answer, finds supporting evidence |
| Bottom-up | Gathers data first, builds conclusion from evidence |

### Processing Style
**What it means**: How they mentally work through problems.

**Why it matters**: Helps you support them effectively and know when to give space.

**Types**:
- **Visual**: Thinks in images, diagrams, spatial relationships
- **Verbal**: Processes through reading and writing
- **Kinesthetic**: Needs to work through physically
- **Auditory**: Processes through discussion/explanation

### Crisis Response
**What it means**: Their first reaction when things go wrong.

**Why it matters**: Predicts behavior during high-pressure situations.

**Types**:
- **Stays calm**: Maintains composure, thinks clearly
- **Action mode**: Immediately starts doing something
- **Processes**: Needs to understand before acting
- **Delegates**: Assigns tasks to others
- **Takes control**: Asserts authority over situation

---

## 5. Collaboration Manual

### Best Way to Pitch Ideas
**What it means**: How to most effectively present new concepts.

**Why it matters**: The same idea pitched wrong can be rejected; pitched right, embraced.

**Approaches**:
- **Data first**: Show metrics and evidence before the ask
- **Story first**: Build narrative and context, then reveal conclusion
- **Direct ask**: Get to the point immediately
- **Problem-solution**: Present the problem, then your solution
- **Vision first**: Paint the picture of success, then show path

### Meeting Triggers
**What it means**: What frustrates them in meetings.

**Why it matters**: Avoiding triggers improves meeting effectiveness.

**Common Triggers**:
- Being interrupted mid-thought
- Meetings without clear agenda
- Lack of preparation by attendees
- Wasted time on topics that could be async
- Unclear action items
- People who haven't done homework

### Disagreement Style
**What it means**: How they handle conflicts or differences of opinion.

**Why it matters**: Predicts how conflicts will play out.

| Style | Behavior |
|-------|----------|
| Avoids | Sidesteps conflict, changes subject |
| Confronts | Addresses directly and openly |
| Passive-aggressive | Indirect resistance, backhanded comments |
| Finds compromise | Works toward middle ground |
| Escalates | Brings in others to resolve |

### Feedback Style
**What it means**: How they give and receive feedback.

**Why it matters**: Feedback is crucial for growth; understanding style helps both give and receive better.

| Style | Description |
|-------|-------------|
| Direct and blunt | Says exactly what they think, no sugarcoating |
| Sandwich method | Positive-negative-positive structure |
| Hints and hopes | Subtly implies, expects you to infer |
| Written only | Prefers written feedback over verbal |
| Private only | Gives feedback one-on-one, never public |

### Trust Building
**What it means**: What earns their trust and respect.

**Why it matters**: Knowing this helps build stronger relationships faster.

**Factors**:
- Delivering results consistently
- Being transparent about problems
- Showing loyalty to team and company
- Demonstrating expertise
- Being consistent in words and actions
- Admitting mistakes openly

---

## 6. Recurring Patterns

### Catchphrases
**What it means**: Repeated phrases they use.

**Why it matters**: Can be useful, harmless, or signal something. Understanding usage context matters.

**Examples**:
- "Let's circle back on that"
- "What does the data say?"
- "At the end of the day..."
- "Ship it and iterate"
- "Can we table this?"

### Approval/Disapproval Signals
**What it means**: How they show agreement or disagreement.

**Why it matters**: Reading these signals helps gauge reception in real-time.

**Approval Signals**:
- Enthusiastic agreement
- "Let's do it"
- Immediately positive body language
- Building on the idea

**Disapproval Signals**:
- "Let's discuss more"
- Raising concerns
- Going quiet
- Deflecting to other topics
- Qualified responses

### Stress Signals
**What it means**: How they behave differently under stress.

**Why it matters**: Recognizing stress helps support colleagues and adjust interactions.

**Common Signals**:
- Going quiet
- Snappy or short responses
- Working late/overtime
- Canceling meetings
- Avoiding one-on-ones
- Increased formality
- More email than usual

---

## 7. Institutional Knowledge

### What Only They Know
**What it means**: Unique knowledge or context they hold.

**Why it matters**: Critical for succession planning and continuity.

**Examples**:
- Specific client relationship history
- Legacy system details
- Past decision rationale
- Vendor relationships

### Processes They Own
**What it means**: Workflows they've built or maintain.

**Why it matters**: If they leave, someone needs to take over.

**Examples**:
- Deployment process
- Onboarding workflow
- Incident response
- Code review practices

### Historical Context
**What it means**: Background knowledge about past events.

**Why it matters**: Provides crucial context for decisions and understanding current state.

**Examples**:
- "We chose X because Y failed in 2019"
- "The reason for this structure is..."
- "Nobody remembers but we tried Z before"

---

## Capturing Confidence

For each dimension, note confidence level based on:

| Level | Basis |
|-------|-------|
| **High** | Directly observed multiple times across contexts |
| **Medium** | Observed once or twice, or second-hand information |
| **Low** | Single mention, speculation, or self-reported only |

**Remember**: Profiles are living documents. Update confidence as you observe more.


path: README.md
content: # colleague.skill 👔

**Your colleagues, distilled.**

Their work style. Their thinking patterns. Their institutional knowledge. When they leave, what they contributed stays.

---

## What is colleague.skill?

colleague.skill captures and preserves the nuances of how your colleagues work — their communication preferences, decision-making patterns, problem-solving approaches, and the institutional knowledge they carry. Built as an OpenClaw skill, it helps you understand your team better while they're present and maintains that understanding after they move on.

Every colleague holds unique value: the undocumented processes they've built, the relationships they maintain, the historical context they carry. When people leave, that knowledge often disappears with them. colleague.skill ensures it doesn't.

---

## How It Works

### 1. Describe
Share what you know about a colleague — their role, your interactions, observed behaviors, or specific situations you've encountered together.

### 2. Learn
The skill extracts patterns across multiple dimensions: communication style, decision-making approach, collaboration preferences, and institutional knowledge. It builds a structured profile that deepens with every interaction.

### 3. Query
Ask questions about your colleagues:
- "How should I approach this conversation with Sarah?"
- "What's the best way to work with Marcus on this?"
- "Who on the team handles vendor relationships?"

### 4. Preserve
When colleagues leave, their profiles become institutional memory. Their thinking patterns, preferences, and knowledge remain available for future reference.

---

## Quick Start

### OpenClaw
```
/colleague describe my colleague Alex
/colleague profile Alex
/colleague prepare meeting with Alex and Sarah
```

### Hermes
```
@colleague describe Alex
@colleague how would Marcus approach this decision?
```

### Claude Code
```
/colleague who handles API integrations?
/colleague prep me for meeting with the engineering team
```

---

## Key Features

### Comprehensive Profile Building
Capture colleagues across 50+ dimensions including:
- Communication preferences and patterns
- Decision-making approaches
- Problem-solving styles
- Collaboration preferences
- Institutional knowledge
- Recurring phrases and signals

### Active Collaboration Support
- Meeting preparation guidance
- Conflict resolution strategies
- Onboarding assistance for new team members
- Behavioral interpretation

### Institutional Memory Preservation
- Knowledge retention after departure
- Historical decision context
- Relationship mapping
- Process documentation

### Multi-Colleague Analysis
- Team dynamics mapping
- Work style comparisons
- Optimal team configuration suggestions
- Meeting dynamics prediction

---

## Active Mode vs After They Leave Mode

### Active Mode (Colleague Present)

When colleagues are still part of the team, use their profile for:

**Meeting Preparation**
```
How should I approach asking Sarah to change the API design?
What does Marcus need to see before he can approve this?
```

**Behavior Decoding**
```
She's been declining all meetings this week, what usually causes that?
Why does he always push back on feature requests in standup?
```

**Conflict Navigation**
```
We disagree on the implementation approach, how do I find common ground?
What triggers tensions between these two?
```

**Onboarding Support**
```
What does the new developer need to know about working with the team?
How do I explain our code review process to someone new?
```

### After They Leave Mode

When colleagues depart, their profiles become critical institutional memory:

**Decision Support**
```
How would David have approached this technical debt problem?
What factors would Sarah weigh in this vendor evaluation?
```

**Historical Context**
```
Why did we choose PostgreSQL over MySQL?
Who made the call on the microservices migration?
```

**Knowledge Transfer**
```
Sarah owned the client onboarding process, what should we know?
Who handled the relationship with our primary vendor?
```

**Continuity Planning**
```
What institutional knowledge did Marcus carry?
How do we rebuild the context for this project?
```

---

## Platforms

| Platform | Status | Installation |
|----------|--------|--------------|
| OpenClaw | Primary | `/colleague install` |
| Hermes | Supported | `@colleague` prefix |
| Claude Code | Supported | `/colleague` command |
| Codex | Community | Via OpenClaw bridge |
| Cursor | Community | Via OpenClaw bridge |

---

## Privacy & Data

- **All data stored locally** on your machine at `~/.colleague-skill/`
- **No cloud sync.** No external transmission. Zero data leaves your device.
- **No surveillance.** This skill only records YOUR observations — it never accesses colleagues' emails, messages, or accounts.
- **You control everything.** Delete any profile anytime by removing its folder.
- **Plain text files.** Human-readable Markdown and JSONL. No vendor lock-in.

---

## Related Skills

colleague.skill distills the people you work with. These skills distill other relationships:

- 🐾 **[paw.skill](https://clawhub.ai/realteamprinz/paw)** — Distill your pet's personality and soul
- 👶 **[baby.skill](https://github.com/realteamprinz/baby-skill)** — Your baby's patterns and preferences
- 💰 **[midas.skill](https://clawhub.ai/realteamprinz/midas)** — Extract wealth systems from public figures
- 👩 **[mom.skill](https://clawhub.ai/realteamprinz/mom)** — Parenting co-pilot for mothers
- 👨 **[dad.skill](https://clawhub.ai/realteamprinz/dad)** — Parenting co-pilot for fathers

> *"We distill what time takes away."*

---

## License

MIT License

---

Built by [@realteamprinz](https://github.com/realteamprinz) · [PRINZCLAW](https://prinzclaw.ai)

[![OpenClaw](https://img.shields.io/badge/OpenClaw-Ready-brightgreen)](https://openclaw.io)
[![Hermes](https://img.shields.io/badge/Hermes-Supported-blue)](https://github.com/NousResearch/hermes-agent)


path: templates/COLLEAGUE-PROFILE.md
content: # Colleague Profile: [Colleague Name]

> Last Updated: [YYYY-MM-DD]
> Profile Confidence: [High/Medium/Low]
> Status: [Active/Former]

---

## Work Identity

| Field | Details |
|-------|---------|
| **Full Name** | |
| **Role/Title** | |
| **Team/Department** | |
| **Years at Organization** | |
| **Time Working Together** | |
| **Key Responsibilities** | |
| **Areas of Expertise** | |

---

## Communication Style

### Channel Preferences
- [ ] Email
- [ ] Slack/Teams
- [ ] Face-to-Face
- [ ] Voice Notes
- [ ] Video Calls

### Response Patterns
- [ ] Instant replier
- [ ] Batch processor (end of day)
- [ ] Slow but thorough
- [ ] Selective responder
- [ ] Always available

### Writing Style
- [ ] Bullet points
- [ ] Long paragraphs
- [ ] Voice messages
- [ ] Visual/diagrams
- [ ] Code snippets
- [ ] Mixed format

### Meeting Behavior
- [ ] Dominates discussion
- [ ] Active listener
- [ ] Technical deep-diver
- [ ] Keeps on track
- [ ] Sometimes derails
- [ ] Silent participant

**Meeting Preferences**: [In-person / Remote / Async]

---

## Decision-Making Pattern

### Approach
- [ ] Data-driven
- [ ] Gut feeling
- [ ] Consensus builder
- [ ] Authority-based
- [ ] Precedent-based

### What Convinces Them
- [ ] Hard numbers/data
- [ ] Stories/anecdotes
- [ ] Expert authority
- [ ] Past precedents
- [ ] Team consensus
- [ ] Personal relationships

### Decision Speed
- [ ] Fast with quick adjustments
- [ ] Slow and deliberate
- [ ] Avoids decisions
- [ ] Depends on context

### Risk Tolerance
- [ ] Cautious/minimal risk
- [ ] Calculated risks
- [ ] Bold/yolo approach
- [ ] Risk-averse

**Decision Style Notes**:

---

## Problem-Solving Style

### Thinking Approach
- [ ] Top-down (start with answer, find evidence)
- [ ] Bottom-up (gather data, find pattern)

### Processing Style
- [ ] Visual thinker
- [ ] Verbal/logical thinker
- [ ] Needs to write it out
- [ ] Likes diagrams/whiteboarding

### Approach Type
- [ ] Solo solver (needs space to work alone)
- [ ] Talk-it-through (verbal processor)
- [ ] Collaborative (involves others)
- [ ] Hybrid (alternates between approaches)

### Crisis Response
- [ ] Stays calm
- [ ] Goes into action mode
- [ ] Needs to process first
- [ ] Delegates immediately
- [ ] Takes control

**Problem-Solving Notes**:

---

## Collaboration Manual

### Best Way to Pitch Ideas
- [ ] Lead with data
- [ ] Lead with the story/outcome
- [ ] Ask directly
- [ ] Present problem, then solution
- [ ] Show the vision first
- [ ] Have a written proposal ready

### Meeting Triggers (What Frustrates Them)
- [ ] Being interrupted
- [ ] Going off agenda
- [ ] Lack of preparation
- [ ] Wasted time
- [ ] Unclear decisions
- [ ] People not doing homework
- [ ] Talking in circles

### Handling Disagreement
- [ ] Avoids conflict
- [ ] Confronts directly
- [ ] Passive-aggressive
- [ ] Finds compromise
- [ ] Escalates
- [ ] Waits for right moment

### Feedback Style
- [ ] Direct and blunt
- [ ] Sandwich method
- [ ] Hints and hopes you get it
- [ ] Written only
- [ ] Private only
- [ ] Public recognition

### How to Earn Trust
- [ ] Deliver results
- [ ] Be transparent
- [ ] Show loyalty
- [ ] Demonstrate expertise
- [ ] Be consistent
- [ ] Admit mistakes

### Pet Peeves at Work
1.
2.
3.

**Collaboration Notes**:

---

## Recurring Phrases & Patterns

### Catchphrases
- "..."
- "..."
- "..."

### Topics That Energize Them
-
-

### Topics That Shut Them Down
-
-

### Approval Signals
- Says "yes"
- Says "let's do it"
- Gets quiet (needs time)
- Shows enthusiasm
- Other: ___________

### Disapproval Signals
- Says "let's discuss more"
- Raises concerns
- Goes silent
- Deflects
- Other: ___________

### Stress Signals
- [ ] Goes quiet
- [ ] Gets snappy/short
- [ ] Works late/overtime
- [ ] Cancels meetings
- [ ] Avoids one-on-ones
- [ ] Increased formality
- [ ] Other: ___________

**Pattern Notes**:

---

## Institutional Knowledge

### What They Know That Nobody Else Does
1.
2.
3.

### Processes They Own or Built
| Process | Description | Key Details |
|---------|-------------|-------------|
| | | |
| | | |
| | | |

### Key Relationships Maintained
| Person/Entity | Relationship | Notes |
|---------------|--------------|-------|
| | | |
| | | |

### Historical Context They Carry
- "This happened because three years ago..."
- "We chose this approach because..."
- "The reason we do X is..."
- "Nobody remembers but..."

### Undocumented Decisions Remembered
1.
2.

**Institutional Knowledge Notes**:

---

## Professional Background

### Career Highlights
-
-

### Skills & Strengths
-
-

### Growth Areas / Development
-
-

### Preferred Work Style
- [ ] Deep work blocks
- [ ] Flexible schedule
- [ ] Structured routine
- [ ] Async-first
- [ ] Collaborative environment

---

## Personal Touches

### Working Style Indicators
- Best time of day for important discussions: ___________
- Preferred meeting length: ___________
- Documentation preference: ___________
- Favourite tools: ___________

### What They Value
-
-

### What They Don't Have Patience For
-
-

**Personal Notes**:

---

## Profile Confidence Levels

| Dimension | Confidence | Evidence |
|-----------|------------|----------|
| Work Identity | | |
| Communication | | |
| Decision-Making | | |
| Problem-Solving | | |
| Collaboration | | |
| Patterns | | |
| Institutional Knowledge | | |

**Overall Confidence**: [High/Medium/Low]
**Last Significant Interaction**: [YYYY-MM-DD]
**Total Interactions Logged**: [N]

---

## Changelog

| Date | Update | Notes |
|------|--------|-------|
| YYYY-MM-DD | Created profile | Initial observations |
| | | |
| | | |

---

*This profile is a living document. Update with each significant interaction or observation.*


path: templates/INTERACTION-LOG.md
content: # Interaction Log: [Colleague Name]

> Format: JSONL (JSON Lines)
> Storage: `~/.colleague-skill/colleagues/[name]/interaction-log.jsonl`

---

## Log Entry Format

```json
{
  "timestamp": "ISO-8601 datetime",
  "type": "observation|meeting|feedback|memory|decision|pattern",
  "context": "Brief description of the situation",
  "content": "Detailed observation or content",
  "profile_updates": ["List of updated profile dimensions"],
  "confidence": "high|medium|low",
  "source": "direct|second-hand|self-reported"
}
```

---

## Example Entries

### Observation Entry
```json
{
  "timestamp": "2024-03-15T14:30:00Z",
  "type": "observation",
  "context": "Weekly team standup",
  "content": "Pushed back on the new feature timeline citing 'need to see more data on user adoption'. Prefers to delay rather than ship and iterate.",
  "profile_updates": ["decision_making_risk_tolerance", "decision_making_speed"],
  "confidence": "high",
  "source": "direct"
}
```

### Meeting Entry
```json
{
  "timestamp": "2024-03-10T10:00:00Z",
  "type": "meeting",
  "context": "One-on-one with Alex about Q2 planning",
  "content": "Alex prefers written proposals over verbal discussions. Asked me to send agenda 24h before our meetings. Responded quickly to email but delayed Slack messages.",
  "profile_updates": ["communication_channel_preference", "communication_response_pattern"],
  "confidence": "high",
  "source": "direct"
}
```

### Feedback Entry
```json
{
  "timestamp": "2024-03-05T16:00:00Z",
  "type": "feedback",
  "context": "Code review feedback session",
  "content": "Gave direct, specific feedback without sugarcoating. Focused on technical correctness. Didn't mix praise with criticism - just stated what needed to change.",
  "profile_updates": ["collaboration_feedback_style"],
  "confidence": "medium",
  "source": "direct"
}
```

### Memory Entry
```json
{
  "timestamp": "2024-02-28T11:00:00Z",
  "type": "memory",
  "context": "Discussing why we chose PostgreSQL",
  "content": "Alex remembers being part of the database migration decision in 2021. Knows the trade-offs we considered and why Postgres was chosen over MySQL. Has context on the vendor evaluation.",
  "profile_updates": ["institutional_knowledge_historical_context"],
  "confidence": "high",
  "source": "direct"
}
```

### Pattern Entry
```json
{
  "timestamp": "2024-02-20T09:15:00Z",
  "type": "pattern",
  "context": "Three consecutive morning meetings declined",
  "content": "Declined morning meetings three weeks in a row. Previously attended regularly. Possible stress signal or preference change. Asked EA about preferences - they mentioned Alex is 'deep in a technical problem lately'.",
  "profile_updates": ["communication_response_pattern", "recurring_stress_signals"],
  "confidence": "medium",
  "source": "second-hand"
}
```

---

## Quick Reference: Entry Types

| Type | When to Use |
|------|-------------|
| `observation` | Noted behavior, reaction, or interaction |
| `meeting` | Significant meeting content or dynamics |
| `feedback` | How feedback was given or received |
| `memory` | Historical knowledge they shared |
| `decision` | How they made a specific decision |
| `pattern` | Recurring behavior noticed multiple times |

---

## Confidence Levels

| Level | When to Use |
|-------|-------------|
| `high` | Directly observed multiple times, consistent |
| `medium` | Observed once or twice, or second-hand |
| `low` | Single mention, uncertain, or self-reported |

---

## Source Types

| Source | Description |
|--------|-------------|
| `direct` | First-hand observation |
| `second-hand` | Heard from others |
| `self-reported` | Colleague shared directly |

---

*Log entries are cumulative. Historical observations are preserved, not deleted.*


Security scan verdicts — ClawScan: suspicious | static analysis: clean | VirusTotal: clean | SkillSpector: suspicious (CRITICAL)