weekly-prep-brief
替未來 7 天的外部客戶通話產出每週準備簡報
中文翻譯
--- name: weekly-prep-brief description: "替未來 7 天所有的外部通話產出完整的每週簡報。用「weekly prep brief」「prepare my week」「what calls do I have this week」「Monday prep」觸發，或任何每週規劃的請求。" --- # 每週準備簡報 產出一份完整的每週簡報，涵蓋未來 7 天每一場外部客戶或潛在客戶通話，並附上來自 Common Room 的每場會議的帳號與聯絡人研究。 ## 簡報流程 ### 步驟 1：取得本週的外部會議 **選項 A — 有連接行事曆：** 用 `~~calendar` connector 抓取未來 7 天（或使用者指定的範圍）排定的所有會議。只保留外部會議，也就是有組織外部與會者的會議。丟掉純內部的會議、與同事的一對一，以及週期性的內部同步會議。 為每場外部會議找出： - 公司名稱 - 會議日期和時間 - 外部與會者的姓名和 email 位址 **選項 B — 沒有連接行事曆：** 問使用者：「要建立你的每週準備簡報，我需要你接下來的外部通話。請列出：公司名稱、日期/時間，以及與會者姓名。」 接受自由格式的輸入，並先把它解析成結構化的清單，再繼續。 ### 步驟 2：確認會議清單 開始研究之前，先把找到的會議呈現給使用者確認： > 「這是我找到的本週外部通話。如果有漏掉或該排除的，請告訴我： > - [Company] — [Day], [Time] — [Attendees] > - ...」 這樣可以避免把研究浪費在已取消或錯誤的會議上。 ### 步驟 3：研究每場會議 對每場確認過的外部會議，盡可能平行執行： 1. **帳號研究**：用 account-research skill 做完整的帳號快照 2. **聯絡人研究**：用 contact-research skill 為每位外部與會者建立檔案 Common Room 的資料是主要來源。CR 研究之後，對每家公司做一次快速的**時效檢查**，這是補充，不是主要來源： - 搜尋 `"[company name]" news`，範圍限定在最近 7 天 - 對於高階主管與會者，搜尋他們的名字，看最近的公開貼文或訪談 - 只收錄真正值得注意的發現（募資、領導層異動、重大媒體報導）。不要用一般性的新聞來湊簡報。 深度的校準： - 高優先順序的帳號（大型帳號、有進行中的 opportunity、續約風險），產出完整深度的研究 - 優先順序較低或較短的會議，產出精簡的快照（每個 3–4 個重點） ### 步驟 4：彙整每週簡報 把每場會議的研究彙整成一份結構化的文件，依會議日期/時間排序。 以簡短的週層級概覽開頭，標出： - 有緊急訊號的帳號（有風險、試用即將到期、有擴展機會） - 需要特別準備或高階主管參與的會議 - 外部通話的總數和預估所需時間 ## 輸出格式 ``` # Weekly Prep Brief — Week of [Date] ## Week Overview [2–4 bullets: key themes, flagged priorities, call count] --- ## [Monday / Tuesday / etc.] ### [Company Name] — [Time] **Attendees:** [Names and titles] **Meeting type:** [Discovery / QBR / Renewal / Expansion / etc. — inferred if possible] **Company Snapshot** [4–5 bullets: account status, top signals, recent activity] **Attendee Profiles** - **[Name]** ([Title]): [2–3 bullets on their signals, persona, conversation angle] - [Repeat per attendee] **Top Signals This Week** [2–3 most relevant signals for this specific call] **This Week's News** [If notable news found] [Only genuinely noteworthy findings — funding, leadership changes, major press] **Recommended Objectives** [1–2 sentences: what to accomplish in this meeting] --- [Repeat per meeting, sorted by date/time] ``` ## 當某場會議的資料很少時 如果 Common Room 對某場會議的帳號或與會者只回傳有限的資料，那場會議就用精簡格式，不要用完整範本： ``` ### [Company Name] — [Time] ⚠️ Limited Data **Attendees:** [Names and titles if known] **Data available:** [What Common Room actually returned] **Web Search Results** [Findings from web search — company news, attendee LinkedIn profiles] **Note:** Common Room has limited data on this account. The rep may want to check directly in CR or gather context from colleagues before this call. ``` 不要用稀少的資料硬產出完整的會議準備區塊（公司快照、訊號重點、談話要點、建議目標）。簡短但誠實的區塊，比捏造出來的完整區塊更有用。 ## 品質標準 - 讓每場會議的區塊容易掃讀：業務通常在早上讀，而且常常是用手機 - 一律依日期/時間由早到晚排序 - 緊急狀況要醒目標出（風險、試用到期、進行中的 opp），不要把它們埋起來 - 如果某場會議的 Common Room 資料很薄，就用上面的精簡格式，絕對不要用猜的去填滿完整範本 - 一週有 4–6 場會議時，整份簡報應該能在 10–15 分鐘內讀完 - **每個事實都必須來自工具呼叫**：不准捏造 deal 背景、活動或訊號 ## 參考檔案 - **`references/briefing-guide.md`** — 簡報結構的準則、優先順序的邏輯，以及如何處理 edge case（已取消的會議、沒有資料的新帳號等）
英文原文
--- name: weekly-prep-brief description: "Generate a comprehensive weekly briefing for all external calls in the next 7 days. Triggers on 'weekly prep brief', 'prepare my week', 'what calls do I have this week', 'Monday prep', or any weekly planning request." --- # Weekly Prep Brief Generate a single comprehensive weekly briefing that covers every external customer or prospect call in the next 7 days, with per-meeting account and contact research from Common Room. ## Briefing Process ### Step 1: Get the Week's External Meetings **Option A — Calendar connected:** Use the `~~calendar` connector to fetch all meetings scheduled in the next 7 days (or a user-specified range). Filter to keep only external meetings — those with attendees from outside your organization. Discard internal-only meetings, one-on-ones with colleagues, and recurring internal syncs. Identify for each external meeting: - Company name - Meeting date and time - External attendee names and email addresses **Option B — No calendar connected:** Ask the user: "To build your weekly prep brief, I'll need your upcoming external calls. Please list them: company name, date/time, and attendee names." Accept freeform input and parse it into a structured list before proceeding. ### Step 2: Confirm the Meeting List Present the identified meetings to the user for confirmation before beginning research: > "Here are the external calls I found for this week. Let me know if anything's missing or should be excluded: > - [Company] — [Day], [Time] — [Attendees] > - ..." This prevents wasted research on cancelled or incorrect meetings. ### Step 3: Research Each Meeting For each confirmed external meeting, run in parallel where possible: 1. **Account research** — full account snapshot using the account-research skill 2. **Contact research** — profile for each external attendee using the contact-research skill Common Room data is the primary source. After CR research, run a quick **recency check** for each company — this is supplementary, not primary: - Search `"[company name]" news` scoped to the last 7 days - For executive attendees, search their name for recent public posts or interviews - Only include findings that are genuinely noteworthy (funding, leadership changes, major press). Don't pad the brief with generic news. Depth calibration: - For high-priority accounts (large accounts, open opportunities, renewal risk), produce full depth research - For lower-priority or short meetings, produce abbreviated snapshots (3–4 bullets each) ### Step 4: Synthesize the Weekly Brief Compile all per-meeting research into a single structured document, sorted by meeting date/time. Open with a brief week-level overview that flags: - Any accounts with urgent signals (at-risk, trial expiring, expansion opportunity) - Any meetings that need special preparation or executive involvement - Total external call count and estimated time commitment ## Output Format ``` # Weekly Prep Brief — Week of [Date] ## Week Overview [2–4 bullets: key themes, flagged priorities, call count] --- ## [Monday / Tuesday / etc.] ### [Company Name] — [Time] **Attendees:** [Names and titles] **Meeting type:** [Discovery / QBR / Renewal / Expansion / etc. — inferred if possible] **Company Snapshot** [4–5 bullets: account status, top signals, recent activity] **Attendee Profiles** - **[Name]** ([Title]): [2–3 bullets on their signals, persona, conversation angle] - [Repeat per attendee] **Top Signals This Week** [2–3 most relevant signals for this specific call] **This Week's News** [If notable news found] [Only genuinely noteworthy findings — funding, leadership changes, major press] **Recommended Objectives** [1–2 sentences: what to accomplish in this meeting] --- [Repeat per meeting, sorted by date/time] ``` ## When a Meeting Has Sparse Data If Common Room returns limited data for a particular meeting's account or attendees, use a compressed format for that meeting instead of the full template: ``` ### [Company Name] — [Time] ⚠️ Limited Data **Attendees:** [Names and titles if known] **Data available:** [What Common Room actually returned] **Web Search Results** [Findings from web search — company news, attendee LinkedIn profiles] **Note:** Common Room has limited data on this account. The rep may want to check directly in CR or gather context from colleagues before this call. ``` Do not generate a full meeting prep section (company snapshot, signal highlights, talking points, recommended objectives) from sparse data. A short honest section is more useful than a fabricated full one. ## Quality Standards - Keep each meeting section scannable — reps read these in the morning, often on mobile - Always sort by date/time ascending - Flag urgent situations prominently (risk, trial expiration, open opps) — don't bury them - If a meeting has very thin Common Room data, use the sparse-data format above — never fill the full template with guesses - Total brief should be readable in 10–15 minutes for a week with 4–6 meetings - **Every fact must come from a tool call** — no invented deal context, activity, or signals ## Reference Files - **`references/briefing-guide.md`** — guidelines for structuring briefings, prioritization logic, and how to handle edge cases (cancelled meetings, new accounts with no data, etc.)