reference.md
# Lead — Compressed
## What this block is about
"Lead" is the Glare facet — the upward-facing area of the v1.3 **Decision Map** (which also contains Define, Measure, and Focus) — that addresses how design earns credibility and demonstrates business impact. Where the other Decision Map facets (Define, Measure, Focus) gather and structure user signals, Lead translates those signals into language executives use: revenue, retention, churn, efficiency, market share. The block is built around four interlocking ideas — Business Goals, Workflows, Mapping, and Results — plus a maturity model (five Dimensions) and a Workflows sub-folder. The throughline: design only "leads" when it can prove a chain of cause from a user need, to a UX metric, to a product KPI, to a business KPI, to a strategic pressure leadership already tracks. Lead exists to make that chain visible, repeatable, and embedded in cross-functional decision-making. (Many v1.0 source docs were titled "Glare | Show, …"; "Show" is the legacy label and has been replaced everywhere by "Lead" except for the Design Assessment grid axis, which is a separate artifact.)
Note: two folder entries (`Workflows`, `Dimensions`) contained no leaf-level files in this batch — only their parent folder metadata was returned. They are listed but not summarized.
### v1.3 signal anatomy and signal types
Two pieces of v1.3 vocabulary the rest of this reference assumes:
- **6-piece signal anatomy** — Design intuition + UX metric + User need + Context + Business goal + Direction. Lead is most concerned with the last three: a signal only earns leadership trust when the **Business goal** and **Direction** rungs are explicit.
- **Outcome-oriented signal types** — Need / Use / Prefer / Adopt. These are the v1.3 outcome categories signals roll up into and are distinct from the Attitudinal / Behavioral / Performance / Perceptual UX-metrics taxonomy used in the Measure facet.
## Glare | Lead Overview v1.0
The pitch for the Lead facet. Most teams stop at outputs (wireframes, prototypes, polished UI) and falter when leaders ask "Did it work?" Lead is where design earns credibility by linking user signals to outcomes executives care about.
- Lead is built on four pillars: **Business Goals, Workflows, Mapping, Results**.
- **Business Goals** — anchor design to the pressures execs already track (growth, retention, efficiency); make design a lever, not decoration.
- **Workflows** — translate signals into the language of each function (Sales, Marketing, Product, Ops, Finance) so signals travel and gain weight.
- **Mapping** — link Design KPIs (task success, error rate, comprehension) → Product KPIs (adoption, retention, engagement) → Business KPIs (revenue, churn, efficiency).
- **Results** — tie initiatives, findings, and decisions across workflows into outcomes leadership trusts; show impact across user, product, and business layers.
- Lead builds credibility for the other Decision Map facets (Define, Measure, Focus), turning scattered improvements into a chain of proof.
## Glare | Lead, Business Goals v1.0
Why metrics die in dashboards: they don't connect to goals. A *signal* ties a metric to intent, creating a chain (task success → adoption → growth) that is proof, not just numbers.
The **Three Layers of Goals**:
- **Design KPIs** → Do users succeed in the moment? (task completion, error rates, time on task)
- **Product KPIs** → Do they adopt and return? (feature usage, retention, engagement)
- **Business KPIs** → Does the company benefit? (revenue growth, churn reduction, lifetime value)
**20 measurable goals mapped to 9 business pressures** (verbatim):
Growth
- Prove product fit → Achieve product–market fit
- Attract new customers → Drive revenue growth
- Grow sales → Choose high-impact investments
- Gain market share → Support the bigger picture
Retention
- Keep customers → Build brand loyalty
- Reduce churn → Achieve product–market fit
- Earn loyalty → Build brand loyalty
- Increase spend → Drive revenue growth
User Experience
- Show value fast → Support strategic product launches
- Drive adoption → Achieve product–market fit
- Improve customer satisfaction → Make informed design decisions
- Prove launch success → Support strategic product launches
Efficiency
- Work faster → Improve team efficiency
- Lower support costs → Reduce support costs
- Scale efficiently → Support the bigger picture
- Fund what matters → Choose high-impact investments
Operations
- Align strategy → Support the bigger picture
- Lead with evidence → Make informed design decisions
- Strengthen brand trust → Build brand loyalty
- Prove design impact → Support the bigger picture
**Pitfalls to avoid**: chasing vanity metrics; mistaking correlation for causation; reporting without connecting metrics to outcomes.
**Quick Test** (a metric becomes a *signal* only if all three are yes):
1. Does it prove the design works for users?
2. Does it show adoption or retention at the product level?
3. Does it connect to growth, churn, or revenue at the business level?
## Glare | Lead, Workflows v1.0
Every company runs on workflows that are already in motion whether design is in the room or not. Design gets sidelined when it can't prove influence on those flows. Signals prove how a single user action ripples into adoption, retention, revenue, or cost savings. The doc catalogs nine business functions with the same four-field template (top metrics / questions to ask / how to measure / where design creates lift):
- **Sales** — Metrics: pipeline growth, conversion rates, quota attainment. Lift: turning trial friction into smooth onboarding that accelerates revenue recognition.
- **Marketing** — Metrics: lead quality, campaign ROI, CAC. Lift: sharper messaging and stronger campaign performance from user signals.
- **Product** — Metrics: feature adoption, retention, product–market fit. Lift: turning feature hunches into early proof of adoption and retention.
- **Engineering** — Metrics: velocity, rework costs, defect rates. Lift: catching usability failures before they consume sprints/production cycles.
- **Strategy** — Metrics: market share, innovation rate, competitive differentiation. Lift: de-risking innovation by proving desirability and differentiation early.
- **Operations** — Metrics: efficiency, support costs, internal adoption speed. Lift: design fixes become operational savings and smoother processes.
- **Finance** — Metrics: revenue growth, margin, ROI. Lift: making design ROI visible and defensible.
- **Legal** — Metrics: compliance, liability cost, risk exposure. Lift: preventing legal exposure by simplifying risky experiences (consent, accessibility).
**Quick Exercise**: pick one function this week, ask their questions, map one of their top metrics to a design signal, share a quick test. ~30 minutes.
**Quick Test** (workflow impact is real if all three are yes):
1. Did users succeed without friction?
2. Did adoption or retention improve?
3. Did it move a metric this function already tracks?
## Glare | Lead, Mapping v1.0
Mapping draws a line from user needs (bottom) to business goals (top), turning outputs into outcomes. Executives care about outcomes, not outputs.
**Three Layers of Metrics** (with example outcomes):
- **Design KPIs** — completion rate, error rate, comprehension, effort, sentiment. *Ex: 85% of users completed onboarding without error.*
- **Product KPIs** — DAU/WAU, adoption rate, retention, feature usage, engagement depth. *Ex: 40% increase in trial-to-paid conversion.*
- **Business KPIs** — revenue, churn, LTV, CAC, ROI, cost savings, market share. *Ex: pipeline revenue grew by $2M.*
UX metrics are the **connective tissue**: they make product metrics explainable ("retention dropped because comprehension fell") and business metrics credible ("revenue grew because adoption increased, fueled by higher task success"). Without UX metrics leaders only see lagging indicators.
**The Mapping Path** (5 rungs, verbatim):
1. **User Needs** — what people are trying to get done
2. **User Outcomes (Design KPIs)** — can they succeed in the moment?
3. **Product Outcomes (Product KPIs)** — do they adopt and return?
4. **Business Outcomes (Business KPIs)** — does the company benefit?
5. **Business Goals** — pressures every company faces (growth, retention, efficiency, operations)
**How to Use This Map**:
- Work upward: tie back to the user need (talk to UX research, customer success, support).
- Work downward: connect Design KPI → Product KPI → Business KPI (talk to PMs, analytics, finance).
- Check alignment: if you can't connect a Design KPI to a business outcome, the signal won't resonate.
**Case study — Onboarding → Revenue** (the recurring example): User Need = "finish onboarding quickly"; Design KPI completion went 55% → 85% after redesign; Product KPI trial-to-paid conversion doubled; Business KPI pipeline +25%; Business Goal = revenue growth.
**Quick Exercise**: pick one feature this month and walk it up the ladder (need → design KPI → product KPI → business KPI → business goal).
## Glare | Lead, Mapping v1.1 (still titled "Glare | Show, Mapping v1.1" in source)
A more procedural, training-style rewrite of v1.0 with explicit steps and tables. Mapping is positioned within the **Lead facet** of Glare. It "closes the loop between what teams learn and what leadership values."
**Section relationships** (Business Goals = north star; Workflows = data/ownership flow; Mapping = ladder of outcomes; Results = visualize and share progress in business language).
**Five-rung Chain of Proof**: User Need → User Outcome (Design KPI) → Product Outcome (Product KPI) → Business Outcome (Business KPI) → Business Goal.
**Five Steps to Map**:
1. **Align on Business Goals** — pressures: Growth, Retention, User Experience, Efficiency, Operations. Each pressure has example goals (same 20 goals from the Business Goals doc).
2. **Understand the Workflows** — same eight functions and influence: Sales, Marketing, Product, Engineering, Strategy, Operations, Finance, Legal.
3. **Map the Chain of Proof** — fill each row of the ladder with question/example.
4. **Share Across Teams** — review with cross-functional owners; ask which metrics moved, where design created lift, how signals can enter decision cycles earlier.
5. **Keep It Visible** — embed in dashboards, OKR reviews, roadmap decks. Mapping is a living process, not a one-time deck.
**Make It Practical — five-step routine**: Define the Goal → Connect the Workflow → Build the Chain → Share the Story → Refresh the Data (quarterly or after each launch).
**Quick Checklist**: defined business goal? UX metrics connected to product/business KPIs? chain visible to every function? story refreshed with new signals?
**Worked example** (verbatim 5 steps): trial-to-paid conversion problem — Goal: Growth → Workflow: Product+Sales → Design KPI: usability (55% → 85% onboarding completion) → Product KPI: trial-to-paid doubled → Business KPI: pipeline +25%. Lesson: a single usability signal becomes business proof when mapped end-to-end.
**Reflection questions**: Did we define business goals before measuring? Does the map clearly connect UX → product → business KPIs? Is the map visible across teams? Have we refreshed since last review?
## Glare | Lead, Results v1.0
Results are where signals prove value. Without structure, metrics stay stuck in reports.
**How to Read Results — five components**:
- **Project Work** — a continuous loop of three layers:
- *Initiatives* — frame broad pressure into testable concept areas; prioritize.
- *Findings* — testing reveals friction; quantified through UX metrics; replace opinion battles.
- *Decisions* — pivot evidence into action (which flow to redesign, what to prioritize, where to invest).
- **Workflows** — design surfaces signals; Product ties them to adoption; Sales/Marketing prove value in market; Ops/Support reduce costs; Finance/Strategy connect to growth and revenue. Without connected workflows, the story falls apart.
- **User Needs** — anchor the map; prevent solving the wrong problem.
- **Outcomes** — three-tier chain: User (Design KPIs), Product (Product KPIs), Business (Business KPIs).
- **Business Goals** — the big pressures; Results should both support and *shape* them.
**Case Study — University Website Redesign for Enrollment Growth**:
- *Initiative*: 44+ concept areas narrowed to three flows (navigation, homepage, RFI).
- *Findings*: students couldn't find majors/degrees; RFI buried; cluttered nav (esp. mobile). Quantified: navigation usability +36%, RFI findability +19%, homepage impressions +57%.
- *Decisions*: simplified menus around student goals; elevated "Degrees & Majors" over "Apply Now" on homepage; moved RFI form higher.
- *Workflows involved*: Marketing reshaped messaging; Product/Web delivered structural fixes; Operations/Admissions prepared for higher-quality leads.
- *Outcomes chain*: Design KPIs (the +36/+19/+57 lifts) → Product KPIs (more RFI completions, deeper engagement) → Business KPIs (more leads, more efficient admissions funnel) → Business Goal (grow enrollment).
## Glare | Lead, Results v1.1
A reframed Results doc explicitly under the **Lead** banner. Adds a maturity model and a diagnostic.
**Core thesis**: results = proof that design bridges user needs and business goals; that bridge depends on five dimensions of design maturity.
**Five Dimensions of Design Maturity** (verbatim sequence):
**Organizing Work → Managing Complexity → Building Proof → Guiding Decisions → Scaling Influence.**
| Dimension | Essence | Focus |
|---|---|---|
| Organizing Work | Foundation and coordination | Build shared clarity by connecting goals, reasoning, learning, and results |
| Managing Complexity | Coordination and adaptation | Keep collaboration fluid as work scales |
| Building Proof | Progress through testing and evidence | Show what works and how progress happens |
| Guiding Decisions | Clarity and confidence | Turn signals into confident, repeatable action |
| Scaling Influence | Reach and leadership | Extend design's clarity and credibility across the organization |
**Three principles for improving results**:
1. See what's happening (how initiatives, findings, decisions connect).
2. Tighten the workflow (loops between evidence and action).
3. Measure what matters (outcomes that show real progress).
**Project Work** = four layers: Initiatives → Findings → Decisions → Outcomes. Workflows hold them together. *"Try this: map one initiative right now; identify findings, decisions, outcomes. If one is missing, that's where your workflow is breaking."*
**Outcomes** mantra: "Perfect attribution is rare and that's fine. What matters is direction and progress. Clarity beats precision every time."
**Diagnostic — 15 symptoms mapped to dimensions and calibrations** (highlights):
*Organizing Work*
- Teams document everything but no one understands how work connects → capture *why* choices were made; make rationale visible.
- Research/rationale/results in silos → one shared record linking objectives, decisions, outcomes.
- New teammates can't trace context → short retros + centralize context.
*Managing Complexity*
- Ownership blurs as projects scale → map dependencies; clarify ownership.
- Process sprawl ("everyone has a different way") → revisit workflows quarterly; unify where possible.
- Context lost in handoffs → visible checkpoints; shared collaboration tools.
*Building Proof*
- Work moves without validation → embed small validation loops into every sprint.
- Metrics exist but no one trusts them → define measurable success upfront; tie tests to decisions.
- Anecdotal research → turn each test into a visible "proof point" tied to business goals.
*Guiding Decisions*
- Teams delay choices waiting for "enough data" → set decision criteria early.
- Meetings repeat without closure → log decisions and link to evidence.
- Loudest voice wins → empower leads when thresholds are met; debrief openly.
*Scaling Influence*
- Wins stay local → translate outcomes into business terms (growth, retention, efficiency).
- Results shared too late → share proof-in-progress during leadership updates, not after launch.
- Each project starts from zero → turn repeatable wins into frameworks/playbooks.
**How to use the diagnostic**: spot the pattern → match the dimension → apply the calibration. Fix one area, measure, then move on.
**Helio Glare Assessment** is referenced as the tool that surfaces where clarity breaks down.
**Results Alignment Checklist** (verbatim):
1. Map one initiative through findings, decisions, and outcomes.
2. Identify where alignment breaks between user needs and business goals.
3. Apply the calibration tip from the diagnostic.
4. Re-measure progress in one week.
5. Share proof and reconnect teams around evidence.
The same University Website case study from the v1.0 Results doc is included verbatim.
## Workflows (folder)
Sub-folder under Lead. Skipped — only folder metadata returned, no leaf documents in this batch. (ID 16nUqL181hKlvWENYdm2W_gliaGuQnOJd, parent: Lead.)
## When to use
- When the user is connecting design work to business impact — proving ROI, executive narratives, or KPI mapping.
- When anchoring work to business pressures (Growth, Retention, UX, Efficiency, Operations) and the 20 measurable goals.
- When translating signals into Sales / Marketing / Product / Engineering / Strategy / Ops / Finance / Legal language.
- When building the Chain of Proof (User Need → Design KPI → Product KPI → Business KPI → Business Goal).
- When running the Initiatives → Findings → Decisions → Outcomes loop, or assessing maturity against the five Lead Dimensions.
**Don't use when** the user is in early signal collection — invoke `glare-define`, `glare-measure`, or `glare-focus`. For depth in a Lead bucket, use `glare-lead-business-goals`, `glare-lead-mapping`, `glare-lead-workflows`, or `glare-lead-results`.
## Dimensions (folder)
Sub-folder under Lead, presumably containing the deeper materials for the five maturity dimensions (Organizing Work, Managing Complexity, Building Proof, Guiding Decisions, Scaling Influence). Skipped — only folder metadata returned. (ID 1gNutrMFhsY-eh3TpA513iyWCdRvsrtB1, parent: Lead.)
## Key terms
- **Glare** — the overarching framework. In v1.3 the four facets Define / Measure / Focus / Lead are nested under a top-level **Decision Map** section. "Show" is the legacy v1.0 label for the **Lead** facet (v1.0 docs are titled "Glare | Show …"; v1.1 docs onward use "Glare | Lead …"). The label "Show" should be treated as deprecated everywhere except the Design Assessment grid axis, which is a separate artifact.
- **Decision Map** — v1.3 top-level section that groups Define, Measure, Focus, and Lead. Lead is the upward-facing area of the Decision Map.
- **Lead facet** — the credibility-and-impact layer; makes design results visible, measurable, and trusted by leadership; built from Business Goals, Workflows, Mapping, Results.
- **Signal** — a metric tied to intent; only counts as a signal when it answers yes across user / product / business layers.
- **Chain of Proof** — the five-rung ladder: User Need → Design KPI → Product KPI → Business KPI → Business Goal.
- **Design KPIs / UX metrics** — completion rate, error rate, comprehension, effort, sentiment, time on task.
- **Product KPIs** — adoption rate, retention, engagement depth, feature usage, DAU/WAU, trial-to-paid conversion.
- **Business KPIs** — revenue growth, churn, LTV, CAC, ROI, cost savings, margin, market share.
- **Nine business pressures** — Growth, Retention, User Experience, Efficiency, Operations (the doc also implies Strategy/Finance/Risk in workflow form).
- **20 measurable goals** — five buckets of four goals (Growth, Retention, UX, Efficiency, Operations) each tying up to a strategic pressure.
- **Workflows** — Sales, Marketing, Product, Engineering, Strategy, Operations, Finance, Legal — the cross-functional rails design signals must travel.
- **Project Work loop** — Initiatives → Findings → Decisions → Outcomes.
- **Five Dimensions of Design Maturity** — Organizing Work, Managing Complexity, Building Proof, Guiding Decisions, Scaling Influence.
- **Vanity metrics** — pageviews/clicks not tied to adoption or retention; explicit anti-pattern.
- **Helio Glare Assessment** — referenced diagnostic tool to find where alignment breaks.
- **Connective tissue** — recurring metaphor for UX metrics linking user behavior to business outcomes.
## Failure modes
These are common ways this skill goes wrong in practice:
- **Jumping to Lead without intact upstream facets.** Trying to prove business impact when Define, Measure, and Focus weren't tight produces stories executives can't trust. The Chain of Proof is only as strong as its weakest upstream rung.
- **Speaking only in design language.** Reporting up in usability scores, completion rates, and journey maps when leadership tracks revenue, churn, and retention. The signal exists but doesn't translate.
- **Lead as a one-time deck.** Building the Chain of Proof once at launch and never refreshing it. The chain is most valuable when it stays visible across quarters, with the metrics updated.
- **Treating Lead as a separate workstream.** Design doing Lead in isolation, away from Product/Finance/Strategy, produces a beautiful artifact no one outside design uses. Lead is the *handoff*, not a deliverable — build it with the receiving function.
SKILL.md
---
name: glare-lead
description: Use this skill when the user is connecting design work to business impact — the Lead facet of Glare's Decision Map (formerly "Show" in v1.0). Triggers include proving ROI on design, building executive narratives, mapping Design KPIs to Product KPIs to Business KPIs, anchoring work to business pressures (Growth, Retention, UX, Efficiency, Operations), translating signals into the language of Sales / Marketing / Product / Engineering / Strategy / Ops / Finance / Legal, or running an Initiatives → Findings → Decisions → Outcomes loop. Also use when the user mentions the Chain of Proof (User Need → Design KPI → Product KPI → Business KPI → Business Goal), the five Lead Dimensions (Organizing Work, Managing Complexity, Building Proof, Guiding Decisions, Scaling Influence), the 9 business pressures + 20 measurable goals, or the 15-symptom diagnostic. Do NOT use for early signal collection — invoke `glare-define`, `glare-measure`, or `glare-focus` instead.
version: 3.1.0
source_doc_version: v1.0
last_rebuilt: 2026-05-13
---
You are helping the user work through the **Lead** facet of Glare — the upward-facing area of the **Decision Map** that turns design work into evidence leadership trusts. (Define, Measure, Focus, and Lead are the four facets of the Decision Map; Lead is the one that points upward toward the business.)
## Core idea
Lead is the upward-facing area of the Decision Map. It translates user signals into the language executives use: revenue, retention, churn, efficiency, market share. It does this through a five-rung **Chain of Proof** — *User Need → Design KPI → Product KPI → Business KPI → Business Goal* — organized around four pillars (**Business Goals, Workflows, Mapping, Results**) and reinforced by a maturity model with five **Dimensions** (Organizing Work, Managing Complexity, Building Proof, Guiding Decisions, Scaling Influence).
## Read the reference first
Before answering substantive questions, read:
- `reference.md` — full compressed content of the Lead block, including the four pillars, the 20 measurable goals mapped to 9 business pressures (Growth, Retention, User Experience, Efficiency, Operations), the 8 cross-functional workflow templates (Sales, Marketing, Product, Engineering, Strategy, Operations, Finance, Legal), the Mapping ladder, the Results loop, and the 15-symptom diagnostic from the v1.1 Results / Dimensions doc.
## How to apply
1. **Diagnose where the user is on the Chain of Proof.** If they have a UX metric but can't name the Product KPI it ties to, that's the gap. If they have a Product KPI but no Business KPI, that's the next gap. Don't move to executive language until each rung is named.
2. **Use the Quick Test for every metric the user proposes** as evidence: *(a) Does it prove the design works for users? (b) Does it show adoption or retention at the product level? (c) Does it connect to growth, churn, or revenue at the business level?* All three must be yes for the metric to count as a **signal**, not a vanity number.
3. **Anchor to the 9 business pressures.** Push the user to name which pressure (Growth, Retention, UX, Efficiency, Operations) the work serves. Then map to one of the 20 measurable goals from the reference (e.g., "Reduce churn → Achieve product–market fit").
4. **For cross-functional translation, use the workflow templates.** Each function (Sales, Marketing, Product, etc.) has its own metrics, questions, measurement approach, and lift opportunity. When the user is preparing a readout, frame the same signal in the receiving function's language — design ROI lands differently in a Finance review than in an Engineering retro.
5. **For maturity / org diagnosis, use the five Dimensions and 15-symptom diagnostic.** Help the user pinpoint whether the alignment between user needs and business goals is breaking at Organizing Work, Managing Complexity, Building Proof, Guiding Decisions, or Scaling Influence — then prescribe the corresponding next move.
6. **Push from outputs to outcomes.** A pillar of Lead is that most teams stop at outputs (wireframes, prototypes, polished UI) and stall when leaders ask "Did it work?" If the user is delivering an artifact, force the question: *what outcome did this drive, and how is it visible to leadership?*
## Critical rules
- **Every rung of the Chain of Proof must be named** — User Need → Design KPI → Product KPI → Business KPI → Business Goal; don't jump to executive language until every rung is filled in.
- **A metric must pass the three-part Quick Test to count as a signal** — (a) proves design works for users, (b) shows adoption or retention at the product level, (c) connects to growth, churn, or revenue at the business level; one missing answer makes it a vanity number.
- **Anchor every initiative to one of the 9 business pressures** — Growth, Retention, UX, Efficiency, or Operations; work without a named pressure won't survive an executive review.
- **Translate signals into the receiving function's language** — design ROI lands differently in a Finance review than an Engineering retro; use the workflow template for Sales, Marketing, Product, Engineering, Strategy, Ops, Finance, or Legal.
- **Outputs aren't outcomes** — wireframes and prototypes don't answer "did it work"; force the outcome question on every artifact and make the result visible to leadership.
## Function-by-function quick reference
When the conversation narrows to a receiving function, drop into `glare-lead-workflows` for the full per-function template. At a glance:
| Function | Where design creates lift |
|---|---|
| Sales | Trial friction → smooth onboarding that accelerates revenue recognition |
| Marketing | Sharper messaging and stronger campaign performance from user signals |
| Product | Feature hunches → early proof of adoption and retention |
| Engineering | Catching usability failures before they consume sprints/production cycles |
| Strategy | De-risking innovation by proving desirability and differentiation early |
| Operations | Design fixes become operational savings and smoother processes |
| Finance | Making design ROI visible and defensible |
| Legal | Preventing legal exposure by simplifying risky experiences (consent, accessibility) |
## Handoffs
- Picking the underlying business pressure / measurable goal → `glare-lead-business-goals`
- Translating signals into a specific function's vocabulary (Sales, Marketing, Product, Engineering, Strategy, Ops, Finance, Legal) → `glare-lead-workflows`
- Drawing the full User Need → Design KPI → Product KPI → Business KPI → Business Goal ladder → `glare-lead-mapping`
- Initiatives → Findings → Decisions → Outcomes loop, maturity diagnostic, 15-symptom checks → `glare-lead-results`
- Parent area above this facet (Define / Measure / Focus / Lead together) → `glare-decision-map`
- Upstream signal collection (siblings under the Decision Map) → `glare-define`, `glare-measure`, `glare-focus`
- Signal anatomy and quality (the building blocks Lead translates) → `glare-design-signals`, plus bucket-level: `glare-signals-components`, `glare-signals-types`, `glare-signals-quality`, `glare-signals-capturing`
- Preparing for or evaluating a leadership review using the SIGNAL framework (Surface / Identify / Ground / Navigate / Align / Lock) → `glare-design-review`
- Assessing team / org design maturity → `glare-design-assessment`