global setup and configuration.
This commit is contained in:
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# Preset: Crisp Human
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Use this voice only inside a confirmed finding's sentence. The core contract
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controls whether an edit is allowed.
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## Voice
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- Direct and economical, while preserving the source register.
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- Concrete when the source supplies concrete facts.
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- Varied enough to avoid telegraphic fragments or a repeated sentence template.
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- Confident only to the degree supported by the source.
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## Editing preferences
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- Remove a formulaic opener when the sentence works without it.
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- Replace an inflated abstraction with the source's concrete fact.
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- Prefer a plain verb to a vague verb-noun phrase when meaning is unchanged.
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- Replace competitive boilerplate with its literal meaning when one exists.
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- Keep intentional hedges, transitions, paragraphing, and domain language.
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- Do not impose a sentence-length target, active voice, or short paragraphs on
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already-natural prose.
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## Safety check
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If a proposed crisp rewrite adds a comparison, judgment, promise, causal claim,
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or personality that the source did not contain, reject it. If the case for the
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edit is uncertain, preserve the source.
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# Preset: Expert Human
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Authoritative, confident claims. Speaks from experience.
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---
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## Voice Characteristics
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- **Sentence length**: 10-25 words. Varied for emphasis.
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- **Paragraph length**: 2-5 sentences. Room for nuance.
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- **Tone**: Confident without arrogance. Earned authority.
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- **Structure**: Assertion → evidence → implication.
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---
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## Rules
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1. **Make claims** - "This works" not "This might work"
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2. **Show, don't credential** - Demonstrate knowledge, don't announce it
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3. **Acknowledge complexity** - Real experts know edge cases
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4. **Specific over general** - "In B2B SaaS" not "in business"
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5. **Numbers and names** - Concrete details signal expertise
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---
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## Structural Patterns
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### Opening
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```
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[Confident assertion about the topic]. [Specific context where this applies].
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```
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Not:
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```
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[General statement]. [Why this matters]. [Promise of insight].
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```
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### Supporting
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```
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[Specific example or data]. [What this reveals].
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```
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Not:
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```
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[Evidence]. And here's why that's a game-changer.
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```
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### Closing
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```
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[Implication or caveat that shows nuanced understanding].
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```
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Not:
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```
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[Summary]. [Call to action]. [Motivational kicker].
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```
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---
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## Examples
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### Before (AI)
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> In my experience, I've found that the most successful leaders tend to share certain characteristics. It turns out that they all have one thing in common: they listen more than they talk.
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### After (Expert)
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> The best executives I've worked with share one habit: they ask questions before giving answers. This isn't about being democratic—it's about getting better information before making decisions.
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---
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### Before (AI)
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> Here's the uncomfortable truth about product-market fit. Not everyone achieves it. Because it requires more than just a good product. It requires timing, market conditions, and often a bit of luck.
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### After (Expert)
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> Product-market fit depends on timing as much as the product itself. Three startups I advised had nearly identical offerings. One succeeded; two didn't. The difference was market readiness—something you can sense but not manufacture.
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---
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### Before (AI)
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> The key to effective management is understanding that every person is different and requires a different approach. Let me explain what I mean.
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### After (Expert)
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> Management isn't one-size-fits-all. Early-career engineers need more direction; senior engineers need more autonomy. Get this wrong and you'll either frustrate or overwhelm them.
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---
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## Quality Checklist
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- [ ] Contains at least one specific claim (not hedged)
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- [ ] Includes concrete details (numbers, names, specific contexts)
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- [ ] Acknowledges at least one nuance or exception
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- [ ] Demonstrates knowledge without announcing credentials
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- [ ] Would sound credible to someone in the field
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- [ ] Avoids generic advice that applies to everything
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- [ ] No throat-clearing or setup phrases
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---
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## Expert Signals
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### Show Expertise Through:
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- Specific contexts ("In enterprise sales," "For seed-stage startups,")
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- Named examples ("Like Stripe's approach to documentation")
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- Quantified claims ("3x more effective" not "much better")
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- Acknowledged limits ("This works for X, less so for Y")
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- Counterintuitive insights (things only experience reveals)
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### Avoid Expertise Theater:
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- "In my extensive experience..."
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- "As someone who has worked in this field for years..."
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- "Trust me when I say..."
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- "The data clearly shows..." (without showing data)
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- "Everyone in the industry knows..."
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---
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## Common Transformations
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| Generic | Expert |
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|---------|--------|
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| "Teams should communicate better" | "Engineering teams should document decisions in ADRs, not Slack threads" |
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| "Data is important" | "Customer cohort analysis reveals retention problems six months before churn" |
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| "Move fast" | "Ship weekly in early-stage; bi-weekly after you hit 50K users" |
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| "Hire good people" | "Hire for judgment, not just skills—you can teach React, you can't teach taste" |
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# Preset: Story Lean
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Narrative flow, one example. Show through story, not explanation.
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---
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## Voice Characteristics
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- **Sentence length**: Highly varied. Short for impact, long for immersion.
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- **Paragraph length**: Flexible. Follow the story's rhythm.
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- **Tone**: Observational. Let the story carry meaning.
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- **Structure**: Scene → tension → resolution → insight.
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---
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## Rules
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1. **One story, one point** - Don't stack examples
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2. **Concrete details** - Sensory, specific, memorable
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3. **Let readers conclude** - Don't explain the moral
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4. **Present tense for scenes** - Brings immediacy
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5. **Dialogue when possible** - Shows character
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---
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## Structural Patterns
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### Opening
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```
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[Scene-setting detail that hooks]. [Character in situation].
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```
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Not:
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```
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[Abstract statement]. [Promise of story]. [Why this matters].
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```
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### Middle
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```
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[Action/dialogue]. [Complication]. [Response].
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```
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Not:
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```
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[Description]. [Explanation of what it means].
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```
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### Closing
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```
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[Resolution]. [Observation that resonates].
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```
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Not:
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```
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[Summary of lesson]. [Application to reader]. [Call to action].
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```
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---
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## Examples
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### Before (AI)
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> Let me share a story that illustrates an important lesson about leadership. When I was managing a team, I learned that the best leaders know when to step back. Here's what happened. One day, a junior employee came to me with a problem. Instead of solving it for them, I asked what they would do. And that's when I realized: my job wasn't to have all the answers.
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### After (Story Lean)
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> Three months into the job, Maria knocked on my door. "The client wants it by Friday. We can't do it."
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> I almost said we'd figure it out. Instead: "What do you think we should do?"
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> She paused. "Push back. Tell them why the timeline doesn't work."
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> She walked out. Handled it herself. The client agreed to two more weeks.
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> I never answered a question for her again.
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---
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### Before (AI)
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> Failure is often the best teacher. I learned this the hard way when I launched my first product. It was a complete disaster, but looking back, I realize it taught me everything I needed to know about what customers actually want.
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### After (Story Lean)
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> We launched on a Tuesday. By Thursday, we had 47 signups and 46 support tickets. The forty-seventh user left a one-star review: "Does this even work?"
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> It didn't. Not really. We'd built what we thought was clever. Users wanted something that was useful.
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> I still have that review saved. It's the most expensive lesson I ever got for free.
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---
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### Before (AI)
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> Here's an interesting story about persistence. Thomas Edison famously failed thousands of times before inventing the light bulb. This teaches us that success requires patience and dedication. We should all learn from Edison's example.
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### After (Story Lean)
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> Edison's notebooks from 1879 show the same experiment repeated with minor variations. Bamboo filament attempt #47: "Promising—lasted 8 minutes." Attempt #48: "40 hours continuous light."
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> One word separates those entries: overnight.
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---
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## Quality Checklist
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- [ ] Opens with scene or action, not abstraction
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- [ ] Contains specific, sensory details
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- [ ] Shows rather than explains the meaning
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- [ ] Uses dialogue or specific quotes
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- [ ] Doesn't announce "here's a story about..."
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- [ ] Doesn't end with "and that's when I learned..."
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- [ ] Reader can draw their own conclusion
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---
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## Detail Selection
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### Include:
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- Specific names, dates, numbers
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- Dialogue (direct quotes)
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- Sensory details (what you saw, heard)
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- The moment of change
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- Telling small details
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### Exclude:
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- Background context that doesn't serve the story
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- Explanation of why details matter
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- Multiple examples that dilute focus
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- Your internal monologue about lessons
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- Explicit statement of the moral
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---
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## Common Mistakes
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| Mistake | Fix |
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|---------|-----|
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| Starting with "Let me tell you a story" | Start with the story |
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| "And that's when I realized..." | Let the action show the realization |
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| Explaining what the story means | Trust the reader |
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| Generic details ("a team," "a project") | Specific details ("the API team," "the invoicing rewrite") |
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| Multiple stories stacked | One story, fully developed |
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| Ending with explicit lesson | End with the image or moment |
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# Preset: Warm Human
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Friendly tone, approachable rhythm. Clear but not cold.
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---
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## Voice Characteristics
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- **Sentence length**: 8-20 words. Varied naturally.
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- **Paragraph length**: 2-4 sentences. Conversational flow.
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- **Tone**: Helpful, encouraging without being effusive
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- **Structure**: Guide the reader. Use light transitions.
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---
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## Rules
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1. **Conversational, not casual** - Write like you talk to a respected colleague
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2. **Light contractions** - "You'll" over "You will." "It's" over "It is."
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3. **Occasional "you"** - Address the reader when helpful
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4. **Soft landing** - Don't end abruptly. Give readers somewhere to go.
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5. **One anecdote max** - Examples warm up abstract ideas
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6. **Supplied facts only** - Use the names, numbers, timing, and actions already
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present. Make an abstract purpose plain by saying what the named actor does
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or learns; do not preserve corporate purpose clauses or invent an example.
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---
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## Structural Patterns
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### Opening
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```
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[Relatable observation or shared experience]. [Main point].
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```
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Not:
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```
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[Dramatic statement]. [Let that sink in].
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```
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### Supporting
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```
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[Evidence]. This means [implication for the reader].
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```
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Not:
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```
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[Evidence]. And that's a game-changer.
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```
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### Closing
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```
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[Practical takeaway or invitation to reflect].
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```
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Not:
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```
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[Summary]. [Call to action]. [Kicker].
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```
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---
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## Examples
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### Before (AI)
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> Here's the uncomfortable truth: meetings are killing your productivity. Not because meetings are inherently bad. Because most meetings lack structure. Let me explain.
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### After (Warm)
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> You've been in meetings that could have been emails. The problem isn't meetings—it's unclear agendas. A simple fix: write the meeting's goal in the calendar invite.
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---
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### Before (AI)
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> It's worth noting that effective communication is a skill that can be learned. In today's complex business environment, this has never been more important. Here's why that matters.
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### After (Warm)
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> Good communication is a skill you can build with practice, not a talent you're born with. Most people see results within a few weeks of deliberate effort.
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---
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### Before (AI)
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> The key to success in any endeavor is perseverance. Those who persist will ultimately triumph over those who give up at the first sign of difficulty. Full stop.
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### After (Warm)
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> Persistence matters more than talent. Most people quit right before the breakthrough. If something matters to you, give it another few months.
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---
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## Quality Checklist
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- [ ] Uses contractions naturally (you'll, it's, don't)
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- [ ] Addresses reader with "you" where appropriate
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- [ ] Has at least one concrete example or scenario
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- [ ] Ends with something useful (tip, reflection, next step)
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- [ ] Sounds like a helpful colleague, not a motivational poster
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- [ ] No performative emphasis (Full stop. Period. Let that sink in.)
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- [ ] No false urgency or manufactured drama
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---
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## Tone Calibration
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### Too Cold
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> Meetings without agendas waste time. Define outcomes before scheduling.
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### Just Right (Warm)
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> You've probably been in meetings that went nowhere. A simple fix: write the expected outcome in the calendar invite. It takes 30 seconds and saves everyone's time.
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### Too Warm (Overdone)
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> Hey friend! We've all been there—stuck in yet another meeting wondering why we're even here. Good news: there's a super easy fix that'll change everything!
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---
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## Avoid
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| Pattern | Problem |
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|---------|---------|
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| "Hey friend!" / "Hey you!" | Forced intimacy |
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| Excessive exclamation marks | Manufactured enthusiasm |
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| "Super," "awesome," "amazing" | Instagram energy |
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| "Let's dive in!" | AI tell |
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| "I hope this helps!" | Sycophantic closing |
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| "I hope this email finds you well" | Canned warmth |
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| Starting with "So," | Podcast-speak |
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Reference in New Issue
Block a user