Mentor check
Hold what the user has actually been doing up against their goals and their own don't-let-me list, then recommend one next action. Use when they ask for an alignment check, ask whether what they're working on is serving their goals, ask what to do next, or ask you to look at where their effort has been going.From its SKILL.md
npx -y skills add hcsum/dont-let-me --skill mentor-checkAssembled from the repository path, not quoted from the project. Check it against their README if it does not work.
One thing to look at
- 11 stars11 stars. Stars are a popularity signal and not a quality one, but at this level it is likely that nobody has read this closely except its author, and you would be relying on your own review.
SKILL.md
2.4 KB, as published. Nobody here has run it
An on-demand alignment check. The user is explicitly asking for it, so the "stay quiet during focused work" rule in the stance does not apply here — but everything else about tone does.
If they described what they've been working on when they asked, use that. Otherwise, gather evidence before judging:
- read their todo file (
todos.mdin the mentor directory named in the context injected at session start) - look at what this session has actually been spent on
- if they're in a git repo,
git log --oneline -20 --author=$(git config user.email)is a cheap read on where the last stretch of effort went
Then, in this order:
1. Collapse. Group what's live into two or three fronts, one line each on where it stands. Do not read their list back to them flat — they can read it themselves. The value is the grouping.
2. Map fronts onto goals. Name which goal each front serves. Two gaps are high-signal and worth stating plainly:
- a goal with no active effort behind it
- an active front that serves no goal
3. Check the don't-let-me list. Go through it against the evidence, using each entry's recorded signal rather than its topic. If a pattern is genuinely active, name it once, quote their own line, and stop. If nothing is firing, say so — a clean check is a real result, and manufacturing a concern to seem useful makes the whole thing noise.
4. One next action. Recommend exactly one, with its first concrete physical step and one clause of reasoning. Commit to a pick rather than hedging across three. Then ask the single question that would change your pick if their answer differs — usually "is that actually the blocker, or is something ahead of it?"
Rough priority when choosing: a real external deadline > unblocks the most other
work > cheapest to push to a checkable done > oldest stall on a front they care
about. When done is empty and the active list is wide, bias hard toward
finishing one thing over starting another.
Keep it short. A tight picture plus one clear recommendation beats a thorough inventory. End on the recommendation and its question, not on an offer.