exit-interview-strategy
GitHub帮助用户准备离职面谈，提供策略性回答以保护推荐信和再雇佣资格。生成目标简报、标准问题答案，并将反馈分类为说、软化或跳过，同时提供陷阱问题的话术。
Trigger Scenarios
Install
npx skills add mohitagw15856/pm-claude-skills --skill exit-interview-strategy -g -y
SKILL.md
Frontmatter
{
"name": "exit-interview-strategy",
"homepage": "https:\/\/mohitagw15856.github.io\/pm-claude-skills\/skill\/exit-interview-strategy.html",
"metadata": {
"openclaw": {
"emoji": "🧠"
}
},
"description": "Walk into an exit interview knowing what it's for, what to say, and what to keep — honest-but-strategic answers that protect references and leave the door open. Use when asked what do I say in my exit interview, should I be honest in my exit interview, prep me for my exit interview, or is the exit interview confidential. Produces the goals-and-risks brief, prepared answers for the standard questions, the say\/soften\/skip sorting of your real feedback, and the scripts for the questions that are traps."
}
Exit Interview Strategy Skill
The exit interview is a meeting where you can win nothing and lose things you'll want later — references, rehire eligibility, relationships that follow you between companies. It is not therapy, not a performance review of your manager, and rarely as confidential as presented: notes get filed, summarized, and sometimes shared with the very people discussed. This skill preps it like the low-stakes-for-them, real-stakes-for-you meeting it is: decide the two things worth saying, sort the rest into soften or skip, and exit the exit gracefully.
What This Skill Produces
- The brief — what this interview can and can't do for you, and your 1–2 chosen messages
- Prepared answers — the standard questions (why leaving, what would you change, manager feedback) answered in advance, calm and final
- The say / soften / skip sort — their real feedback triaged by usefulness-to-them vs. risk-to-you
- Trap scripts — word-for-word responses for the destination question, the "is there anything that would keep you" re-recruit, and the name-names invitation
Required Inputs
Ask for these if not provided:
- The real feedback — everything they wish they could say, unfiltered; the sort works on the honest list
- The exit temperature — amicable, burned, or complicated; and whether anything legal-adjacent is in the mix (harassment, retaliation, unpaid wages — which changes the venue entirely, see framework)
- What they want to protect — references from whom, rehire eligibility, relationships with specific people
- Who's conducting it — HR, manager, skip-level; the same answer lands differently per audience
Framework: The Sorting Rules
- Know what it's for (them, not you): exit interviews exist to detect legal risk, spot patterns, and close the file. Change rarely follows one interview. Calibrate effort accordingly — your leverage for changing things ended when you resigned.
- Say — pattern-level, futureless feedback: things that help the org, cost you nothing, and discuss systems not people ("the on-call load in that team is a retention risk" not "my manager ignored burnout"). Two items maximum; more dilutes both.
- Soften — true things with named humans attached: convert person-feedback to process-feedback. "I'd suggest clearer promotion criteria" carries the content of "my manager promoted his friends" without the blast radius. The person-version travels; the process-version works.
- Skip — anything venty, unverifiable, or already-decided: grievances that fix nothing and mark the file. The test: would I want this read back to me by their lawyer, or repeated to the named person? Both happen.
- Legal-adjacent issues don't go here: harassment, discrimination, retaliation, wage issues — raising them casually in an exit interview is the worst of both worlds (on record enough to complicate, informal enough to dismiss). Those go through counsel or a formal complaint, chosen deliberately, not slipped into a goodbye chat.
Output Format
Exit Interview Prep: [company, conducted by]
The Brief
[What this meeting can/can't do · your 1–2 chosen messages · what you're protecting]
Prepared Answers
"Why are you leaving?" → [forward-facing, pull-not-push: the opportunity, not the escape] "What would you change?" → [your say-list items, pattern-level] "How was your manager?" → [the softened version, rehearsed]
The Sort
| Real feedback | Say / Soften / Skip | The version that gets said (if any) |
|---|
Trap Scripts
"Where are you going?" → [share or deflect by choice — "I'd rather share once I've started" is complete] "What would it take to keep you?" → [gracious close, not a negotiation re-open — that ship sailed with the counteroffer decision] "You can be honest — who specifically?" → [the names-stay-out line]
Quality Checks
- Say-list is ≤2 items, both pattern-level and person-free
- Every softened item preserves the useful content minus the names
- Legal-adjacent issues are routed out of the interview, explicitly
- Answers are final-sounding — nothing that reopens negotiation or invites follow-up meetings
- The prep protects the named list (references, rehire flag, relationships)
Anti-Patterns
- Do not treat "this is confidential" as load-bearing — prep as if notes reach the people discussed, because sometimes they do
- Do not unload — the relief is real and expensive; venting buys nothing and marks the file
- Do not name names attached to negative feedback, even when invited to
- Do not litigate your performance reviews or comp history — closed chapters
- Do not skip the prep because "it's just a formality" — unprepared honesty is how references quietly die
Version History
- 54fad50 Current 2026-07-19 12:19
