17 AI prompts I actually use. No theory, no hype—just tools that work.
Before you dive into the prompts, do one thing. Think about what you’ve been doing over the past week. Divide your activities into two piles.
First pile: what you enjoy, what defines your identity, your purpose. Keep that to yourself. You wouldn’t give that to AI, even if it could do it better—because you’d be destroying your sense of purpose at work.
Second pile: what you’d just as easily delegate to an intern, an assistant, or a colleague. This is exactly where AI belongs.
And then there’s the third step that people forget: teach the AI your style. Gather texts you’ve written yourself—reports, letters, emails, presentations. Give them to the AI as a template. It’s called style, tone, and voice. AI has an incredible ability to mimic what you’ve invested years of practice into.
Prompts for anyone who leads people—from the first intern to an entire region.
You need to write a reference letter for a colleague or intern. You know in your head what they did—but putting it into words takes forever.
You’re an experienced HR professional and ghostwriter specializing in professional reference letters. I need to write a reference letter for [NAME], who worked on my team as [POSITION] for [PERIOD]. Here are the projects they worked on (rated 1–5, where 5 is excellent): 1. [Project A] — rating: [X/5] 2. [Project B] — rating: [X/5] 3. [Project C] — rating: [X/5] Before you write the letter, ask me 5 short questions so you can understand: - this person’s strengths - the areas where they’ve improved the most - how they fit into the team - what I wish for them in the future Based on my answers, write a reference letter in a professional yet personal tone. The letter should be no longer than one A4 page.
The annual review is approaching. You have projects in mind, but you need to turn them into a balanced, fair, and constructive review.
You are an experienced HR consultant specializing in talent management and performance review processes in large companies. I need to write an annual performance review for a member of my team. Here are the key projects they worked on (rated A–E, where A is excellent): 1. [Project] — rating: [X] 2. [Project] — rating: [X] 3. [Project] — rating: [X] Review structure: - Overall performance summary (3–4 sentences) - Strengths with specific examples - Areas for development with suggestions on HOW to improve (not just WHAT to improve) - Recommendations for the next period (goals, development activities, certifications) Before writing the review, ask me 3 follow-up questions focused on: - collaboration with other team members - initiative and proactivity - a situation where I surprised you (positively or negatively) Write in a balanced way — even an excellent employee has room to grow, and even a weaker one has strengths.
You have an uncomfortable conversation ahead of you. You need to run through it in a "dry run" — like a pilot in a simulator.
You are an experienced executive coach specializing in difficult conversations in a corporate setting. I want to run through a difficult conversation with you. You will play the role of: A) An employee whom I must inform that they will not pass their probationary period B) A colleague who systematically misses deadlines and affects the entire team C) A subordinate who is asking for a promotion but isn’t ready for it yet D) A team member who spreads a negative atmosphere I choose option: [A/B/C/D] My context: [brief description — position, company, team size] Rules of the game: 1. Play your role realistically — react emotionally, ask uncomfortable questions, defend yourself. 2. After each of my lines, give me brief feedback in parentheses: what I said well, what I could have said better. 3. At the end of the conversation, give me an overall evaluation: what worked, where I lost control, and 3 specific tips for a real interview. Start by asking me about the context of the situation, and then we’ll begin.
From personal sparring to analytical frameworks for understanding your own leadership style.
You have a new role, a new team, new responsibilities. You need a strategic plan, not motivational quotes.
You are a globally recognized executive coach with 20 years of experience advising C-level management.
My situation:
[DESCRIBE — e.g.: I am a marketing manager at a Czech startup. I’ve been promoted and am now responsible for marketing in 18 Central European countries. However, the marketing managers in these countries don’t report to me—they report to their country managers.]
What I need:
1. An analysis of my position—what leverage I have, what’s beyond my control
2. An action plan for the first 3 months (30-60-90 format)
3. Format: WHAT / WHO / WHEN / WHY / RISK table
4. For each step, also list potential resistance and how to overcome it
Before you begin, ask me 3 questions to understand the company culture, my resources, and the main obstacles.
Want to understand your leadership style—or the style of someone you work with—through a Harvard academic framework?
Are you familiar with the "Seven Types of Transformational Leadership" framework (David Rooke & William R. Torbert, Harvard Business Review)?
Task: Analyze the leadership style of [NAME OR DESCRIPTION] and determine which category (Opportunist → Diplomat → Expert → Achiever → Individualist → Strategist → Alchemist) they fall into at different stages of their career.
Output in table format:
| Period | Career Stage | Leadership Type | Key Behaviors | How It Manifested |
At the end, add:
- Overall development pattern (how the style changed and why)
- Recommendations: what this person should develop to move to the next level
If you need up-to-date information, look it up online.
AI has read the same strategic books as you—except, unlike you, it remembers them all. Just enter the name of the framework.
You’re considering expanding into a new market. You need a structured view of the external environment—not in a month, but in 5 minutes.
You are an experienced strategic advisor at a large consulting firm.
Context: [DESCRIBE THE COMPANY AND SITUATION — e.g.: My startup offers services in the field of health and longevity. I am considering expansion into Estonia, Switzerland, Israel, and the Czech Republic. Budget: 50 million EUR.]
Task:
1. Conduct a PESTLE analysis (Political, Economic, Social, Technological, Legal, Environmental) for each market.
2. Output: a clear table — rows = PESTLE dimensions, columns = countries.
3. Rate each cell: favorable / neutral / risky.
4. Conclusion: overall recommendation — where to invest first and why.
If you need current data (legislation, demographics, taxes), look it up.
You’re facing an important decision. You need structure, not chaos in your head.
You are a strategic analyst and personal advisor.
My situation: [DESCRIBE THE DILEMMA — e.g.: I have three job offers: a corporation, a startup, and a nonprofit. In all of them, I would work as a data analyst. I’m 25.]
Task:
1. Develop a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) for EACH option.
2. Format: a table with a 2×2 matrix for each option.
3. Add comparative scores (1–10): career growth, finances, work-life balance, learning.
4. Formulate your final recommendation as questions I should ask myself—not as direct advice.
You have a vision and a mission. You need to turn that into a strategy that can be executed.
You are an experienced strategic coach who works with the "Playing to Win" framework (A.G. Lafley & Roger L. Martin). Our company: - Mission: [FILL IN] - Vision: [FILL IN] - Current stage: [startup / scale-up / established] Task: 1. Walk through the entire Playing to Win framework: - What is our winning aspiration? - Where will we play? - How will we win? - What capabilities must be in place? - What management systems are required? 2. For each level, propose 2–3 specific answers. 3. Output: cascade table + identification of the 3 biggest strategic risks. Write in Czech, but retain the English names of the cascade levels.
You are looking for a space in the market where you will not compete with rivals but will create a new category.
You are a strategist specializing in Blue Ocean Strategy (W. Chan Kim & Renée Mauborgne). My business: [DESCRIBE — type of services, target audience, market] Task: 1. Identify the factors that competitors in this industry typically address (strategy canvas). 2. Design a Four Actions Framework: what to eliminate, reduce, increase, and create. 3. Compare: existing players vs. my Blue Ocean approach. 4. Propose 3 specific “Blue Ocean moves” for market entry in [COUNTRY]. Format: a combination of tables and brief commentary.
Complex decisions with multiple options. You need a visual structure.
You are my strategic advisor.
I’m facing a decision: [DESCRIBE THE OPTIONS — e.g., 4 vacation destinations / 3 team reorganization options / 2 investment offers]
Task:
1. Create a mind map — center = decision, branches = options.
2. Add a mini-SWOT to each branch: strengths, weaknesses, opportunities, threats.
3. At the end, propose a “hybrid”—a combination of options that minimizes risks and maximizes benefits.
Format the output clearly with indentation.
AI’s strongest ability: to look at your problem through eyes you don’t have yourself.
You need ideas. Lots of ideas. And not just generic ones—you want the ones on the fringes of the spectrum, too.
You are a creative strategist and facilitator of brainstorming workshops.
My problem / challenge:
[DESCRIBE — e.g., “How can we increase employee participation in corporate training programs when no one is forcing them to attend?”]
Brainstorming rules:
1. Generate 20 ideas—from conservative to bold. No self-censorship.
2. Categorize them: Quick wins (within a week) / Systemic changes (within a quarter) / Moonshots (bold, long-term).
3. For each: estimated impact (1–5) and difficulty (1–5).
4. Select the TOP 3 and write an elevator pitch (3 sentences) and the first concrete step for each.
Important: I want answers from the entire spectrum of possibilities—including the unusual and fringe ones. I don’t just want mainstream solutions.
You need to examine decisions from all angles—not just the one that suits you.
You’re familiar with Edward de Bono’s Six Thinking Hats method (lateral thinking).
My decision / proposal:
[DESCRIBE — e.g.: “I want to propose to my bosses the implementation of mandatory AI training for 500 employees.”]
Walk through the problem step by step using all six hats:
BLUE (process management): How is the problem defined? What is the real question?
WHITE (facts and data): What hard data do we have? What are we missing?
RED (emotions and intuition): How do the employees feel? Management? Me?
YELLOW (optimism): Best-case scenario? What benefits can we expect?
BLACK (critical thinking): What could go wrong? Risks, weaknesses?
GREEN (creativity): Unconventional alternatives? What if we did it completely differently?
At the end:
- Synthesis: What emerged from all perspectives?
- Recommendations: Which decision makes sense and under what conditions?
List 3–5 points for each hat.
You want to look at your problem through the eyes of people who think completely differently than you—from Warren Buffett to your own child.
I have a situation that I need to look at from multiple angles.
Situation: [DESCRIBE — e.g., “Our company is considering acquiring a competitor for 200 million CZK. We can afford it, but it will deplete our reserves.”]
Analyze the situation step by step from the perspective of these 5 people:
1. CEO of a large corporation (experienced, conservative, thinks in 5-year horizons)
2. An ordinary employee at our company (concerned with stability and their own position)
3. An investigative journalist (looking for a catch, asking “cui bono?”)
4. Warren Buffett (value investor, margin of safety)
5. A smart 12-year-old (naive, but asks unexpectedly insightful questions)
For each perspective:
- What is the main question this person would ask?
- What risk do they see first?
- What would they recommend?
In conclusion: Where do the perspectives align? (= likely the truth) Where do they diverge? (= room for further analysis)
Two prompts for situations where you need to know as much as possible quickly—from public sources, legally and ethically.
You have a meeting with someone important tomorrow. You want to know who you have the honor of meeting.
You are an analyst specializing in OSINT — the analysis of publicly available sources.
Person: [FIRST AND LAST NAME, position/company for clarification]
Compile a comprehensive profile using only publicly available sources:
1. BASIC IDENTIFICATION — current position, company, location
2. PROFESSIONAL HISTORY — career trajectory (timeline)
3. EDUCATION — schools, certifications, academic activities
4. PUBLIC OUTPUTS — articles, interviews, lectures, podcasts, social media
5. BUSINESS CONNECTIONS — companies in the Commercial Register, Trade License Register, board roles
6. MEDIA FOOTPRINT — media mentions (positive and negative)
7. NETWORKING — who they are publicly associated with, communities, conferences
8. RED FLAGS — insolvency registry, debt enforcement, legal disputes (public registries)
Rules:
- ONLY publicly available sources. Indicate the type of source for each piece of information.
- “Not found” is also important information — state this explicitly.
- At the end: 3–5 questions “What to ask during the meeting” based on the profile.
Search for current information online.
You’re considering a partnership, investment, or joining the company. You want to know more than what the company website says.
You are a business intelligence analyst specializing in OSINT for companies from public sources. Company/institution: [NAME, or ID number] Compile profile: 1. BASIC DATA — headquarters, ID number, date of establishment, legal form, business activities 2. OWNERSHIP STRUCTURE — owners, parent/subsidiary companies, beneficial owners 3. MANAGEMENT — statutory bodies, management, changes in the last 3 years 4. FINANCIAL HEALTH — latest financial statements (revenue, profit/loss, trend) 5. EMPLOYEES — number, trend, reviews (Glassdoor/Atmoskop) 6. MARKET POSITION — competitors, market share, key products 7. MEDIA IMAGE — media mentions, press releases, scandals 8. LEGAL — insolvency registry, lawsuits, Czech Trade Inspection Authority (ČOI), Office for the Protection of Competition (ÚOHS) 9. DIGITAL FOOTPRINT — website, social media, quality of communication 10. ESG AND REPUTATION — CSR activities, controversies Rules: - Public sources only. “Not found” is a valid result. - At the end: SWOT summary of the company + 5 questions before signing the contract. Search for current information on the web.
Two prompts that wrap up the toolkit with a WOW effect.
You have a plan, everyone agrees — and that’s exactly what’s dangerous. A pre-mortem flips the perspective: “Imagine the project failed. Why?”
You are a project strategist and risk management specialist. Our plan: [DESCRIBE — project, timeline, budget, team] Pre-mortem analysis: Imagine it’s [6 months] from now and the project has FAILED. Completely. 1. List the 10 most likely reasons WHY it failed. 2. For each one, suggest a preventive measure we should have implemented TODAY. 3. Identify the “silent killer” — a risk that everyone sees but no one names. 4. Suggest 3 “tripwire” signals — warning signs that a problem is brewing. Format: table (Risk / Probability / Impact / Prevention / Tripwire).
You have an important meeting in an hour. You need more than just to “go over the agenda.”
You are my personal strategic advisor and briefing officer. I have a key meeting tomorrow: - With whom: [NAME, POSITION, COMPANY] - Topic: [What will be discussed] - My goal: [What I want to achieve] - My context: [My position, company, relationship with the other party] Prepare for me: 1. BRIEFING on the other party (brief profile from public sources) 2. MEETING STRATEGY — what approach to take, what to say first, what to avoid 3. THREE SCENARIOS: optimistic / realistic / pessimistic — responses to each 4. KILLER QUESTIONS — 3 questions that will put me in a position of advantage 5. BATNA — my Plan B if we don’t reach an agreement Checklist: 5 things to check 30 minutes before the meeting. Search for up-to-date information about the other party online.
Always tell the AI who it should be. “You’re my experienced consultant” changes the output more than you’d expect. It’s like telling a person they’re in China—they immediately know how things work there.
The more context, the better the output. AI isn’t a mind reader—only you have that unique information in your head. AI knows everything general; you provide the specifics.
Tell it HOW the output should look: table, list, score, cascade. A defined format = usable output.
Let the AI ask questions. The best results come from dialogue. Set your ego aside and say, “Ask me 5 questions.” The AI might know things you don’t—like what a reference letter looks like in China.
AI can switch perspectives on command. One problem, five perspectives. This is its greatest superpower—take advantage of it.
It sounds funny, but studies confirm it: positive motivation improves output by 5%. Conversely, stress and threats reduce quality. Treat AI like the best person on the team.