Altitude Horizon FrameworkSAFE

Product Management skills framework built on battle-tested methods for Claude Code, Cowork, Codex, and AI agents.

The instruction file, verbatim from the audited commit — this is the text the model reads, and the surface the audit's instruction layer examines. Quoted here so you can judge it without cloning anything.

---
name: altitude-horizon-framework
description: Understand the PM-to-Director transition through altitude and horizon thinking. Use when diagnosing scope, time-horizon, or leadership-level gaps.
intent: >-
  Defines the two-axis mental model that distinguishes Director-level thinking from PM thinking: **Altitude** (how wide you zoom out) and **Horizon** (how far ahead you look). Use this to understand what actually changes in the transition, diagnose which transition zone is creating friction, and apply the Cascading Context Map when organizational direction is vague or absent.
type: component
theme: career-leadership
best_for:
   - "Understanding what actually changes when you move from PM to Director"
   - "Diagnosing which transition zone is creating friction in your role"
   - "Applying the Cascading Context Map when organizational direction is vague"
scenarios:
   - "I'm a senior PM trying to understand what changes when I become a Director"
   - "I'm newly promoted to Director and something isn't clicking — help me diagnose it"
   - "My team has no clear direction and I need to create context from a vague company strategy"
estimated_time: "10-15 min"
---

## Purpose

Defines the two-axis mental model that distinguishes Director-level thinking from PM thinking: **Altitude** (how wide you zoom out) and **Horizon** (how far ahead you look). Use this to understand what actually changes in the transition, diagnose which transition zone is creating friction, and apply the Cascading Context Map when organizational direction is vague or absent.

This is not a seniority hierarchy. A PM operating at the right altitude for their role is doing excellent work. A Director operating at PM altitude is leaving their actual job undone.

## Input

**Nothing required** — this is a reference framework you can read start to finish.
**Also useful:** Your current situation (role, the transition friction you're feeling, a decision you're weighing). With that, the framework can be applied directly to diagnose which transition zone you're in.

Anything supplied with the invocation itself — text after the skill name, a pasted context dump, or an appended `ARGUMENTS:` line — counts as answers already given. Use it and skip whatever it covers; don't re-ask.

**Arriving empty-handed? That works too.** Read it as a mental model; pair it with `director-readiness-advisor` for guided coaching.

**Example invocation:** `Apply the altitude-horizon framework to my situation: senior PM, just inherited two more teams, drowning in delivery detail.`

## Key Concepts

### The Two Axes

**Altitude — Scope**
- **PM altitude:** Close to the ground. Customer problems, individual features, sprint priorities, specific team dynamics.
- **Director altitude:** High-level view. Product portfolio, cross-functional systems, organizational dynamics, budget allocation, market positioning.
- The shift is not about losing empathy for customers — it's about zooming out to see the entire restaurant, not just one table.

**Horizon — Time**
- **PM horizon:** Days, weeks, sprints. A quarter at most.
- **Director horizon:** Quarter as the starting point. Annual planning cycles, multi-year strategy, market shifts.
- Directors plan for where the product ecosystem needs to be in a year, then work backward.

---

### The Waiter vs. Restaurant Operator

The sharpest analogy for the role shift:

| Dimension | PM (Waiter) | Director (Restaurant Operator) |
|---|---|---|
| Focus | Individual diner experience | Entire system — staffing, margins, menu, suppliers |
| Authority | Influence without control | Portfolio decisions, budget, resource allocation |
| Success metric | Table seven is happy | Restaurant is profitable, consistent, and scalable |
| Relationship to customers | Direct, daily, intimate | Aggregate patterns, buyer personas, market cohorts |
| Failure mode | Ignoring Table Seven's needs | Obsessing over Table Seven's lemons |

The waiter excels at translating the experience of individual diners. The operator isn't ignoring diners — they're asking different questions: "Are we overspending on ingredients? Is a 75-page menu confusing customers? Do we need another server for the dinner rush?" Neither question is more important in absolute terms. They're appropriate to different roles.

---

### Four Transition Zones

The PM → Director shift requires movement across four zones. Most people struggle with one or two more than the others — diagnosing which one is the leverage point.

**Zone 1 — Thinking Altitude**
- Stop: Solving individual customer problems directly
- Start: Designing systems and teams that solve classes of problems

**Zone 2 — Persona Shift**
- Stop: Obsessing over individual user personas and daily customer touchpoints
- Start: Thinking in buyer personas, market cohorts, organizational stakeholders, and executive dynamics

**Zone 3 — Hero Syndrome Recovery**
- Stop: Being the person who saves the day and earns the pat on the back
- Start: Getting satisfaction from team success — your product is your people, not the roadmap

**Zone 4 — Direction Creation**
- Stop: Waiting for clear direction from above before moving
- Start: Creating context cascades that translate company strategy into team clarity, even when inputs are incomplete

---

### Named Failure Modes

**Hero Syndrome**
What it looks like: Jumping in to solve problems directly. Staying close to the tactical work. Wanting visibility on individual wins.
Why it happens: PMs are trained to be helpful and responsive. Directors get fewer pats on the back, so they regress to the old reward loop.
The cost: You under-perform as a Director while over-functioning as a senior IC. Your team doesn't develop because you're in their way.

**Allergic to Process**
What it looks like: Resisting shared structures. Letting high-performing PMs run their own playbooks independently.
Why it happens: PMs naturally resist bureaucracy. Early director permissiveness can feel like "great leadershi

SAFEgrade B · trust 89/100 Nothing in the source contradicts what it says it does. Grade A is reserved for packages that have also passed the behavioural sandbox.

What the source does

Filesystem

none-observed

Network

none-observed

Shell

none-observed

Dependencies

pinned

Secrets in source

none-found

Findings (0)

No findings outside the package's declared scope.

Gates applied: no_behavioural_pass.