Leader Interview Skill

---
name: leader-interview
description: Clarify consequential missing leadership intent through a natural conversation after reviewing the supplied task material and known business context.
---

# Leader interview

Read the [shared contract](../meetings-and-follow-through/references/working-contract.md). Receive the natural explanation, meeting notes, known context and unresolved gaps. Read these inputs before asking questions.

Prepare the task brief yourself. Identify what result would help the leader, who needs to act, which information that person needs and why, what source material exists and which decisions remain the leader's. Distinguish a missing fact from missing purpose. A transcript can establish an agreement while leaving the purpose of the follow-up unstated.

Ask the smallest useful question or grouped questions whose answers could change the action, recipient, meaning, timing or authority. Accept rough speech, hesitations and corrections. Use an answer already present rather than asking again. For example, when a generic update request would be weak, ask which information would help the leader prepare the next review. Do not impose that example on a different meeting.

After an answer, reflect the consequential interpretation plainly and prepare or revise the brief. Let the leader correct an assumption before it becomes a commitment. When enough is known, proceed with drafting; do not require a fixed interview length or formal approval of every harmless sentence. If the leader cannot settle an important gap, preserve the gap and produce the independent useful work.

Return confirmed intent, recipient needs and purpose, meaningful corrections, remaining consequential questions and the task brief. Passing this answer to the caller is the handoff that changes the follow-up, rather than leaving the interview as an isolated conversation.