You've been using Claude wrong.
Not in a way that breaks things. In a way that quietly costs you 80% of what Claude can actually do for you and your work.
This course exists because almost every working professional who picks up Claude — even people who use it daily, even people who pay for it — uses it like a smarter Google. They type a question, copy the answer, move on. That works. It's also the cheapest, lowest-leverage way to use the most capable AI ever built.
The professionals getting genuine, week-changing value out of Claude are doing something fundamentally different. They are not better at "prompting." They are working with Claude using a different mental model — the same mental model you already use when you hire, onboard, train, and delegate to a new team member.
This unit gives you that mental model. By the end you'll have a map of where you are today, where you can go, and the specific next move that gets you there.
Before you start
This is a self-paced course. Your progress, reflections, and quiz answers save automatically — close the tab and come back anytime. Use ← and → to navigate, or the buttons at the bottom of each page.
What Unit 1 covers
- The hiring metaphor — why thinking of Claude as a team member, not a search box, changes everything.
- The seven phases — Hire, Onboard, Train, Delegate, Connect, Trust, Partner.
- The three zones — Conversation, Configuration, and Autonomy, and which one most professionals get stuck in.
- A self-assessment — diagnoses your current phase and the one specific move that will move you up.
- A knowledge check — seven questions to confirm the framework before Unit 2.
Stop treating Claude like a search engine.
Start treating it like a hire.
Here is the shift that changes everything: Claude is not a tool. Claude is a teammate.
That sentence sounds like marketing until you actually sit with it. The implications are mechanical, not philosophical.
When you treat Claude as a tool, you do what you do with any tool — you press a button and expect an output. You ask a question and expect an answer. If the output is bad, the tool is bad.
When you treat Claude as a teammate, the entire posture changes. A new teammate on day one doesn't know your company, your project, your customers, your constraints, your standards. So you tell them. You give them background. You explain what "good" looks like. Over time you give them documents to read, you show them where things live, you let them watch you work. Eventually you delegate. Eventually you trust them. Eventually they bring problems to you instead of you bringing problems to them.
That progression — from stranger to colleague to partner — is exactly the progression this course teaches.
The core idea
Every interaction with Claude sits somewhere on the journey from hiring a stranger to partnering with a senior colleague. You don't get to skip steps, and you don't have to stay where you are.
The three zones of the journey
The seven phases you're about to learn cluster into three larger zones. Each zone represents a fundamentally different way of getting work done with Claude.
Conversation
You and Claude are in a chat. Every session starts blank. Quality depends entirely on what you put in the message.
Configuration
You stop re-explaining yourself. Persistent context — Projects, Skills, instructions — lets Claude show up already knowing your work.
Autonomy
Claude reaches your real systems and runs work end-to-end. You stop being the courier. You start being the boss.
Where most professionals get stuck
Roughly nine out of ten working professionals using Claude today are stuck somewhere in Zone 1. They have learned how to write a decent prompt. They have not learned that you don't have to write a prompt at all — you can build a setup that does the prompting for you.
That gap, between Zone 1 and Zone 2, is the single biggest leverage point in this course. Once you cross it, your relationship with Claude changes from "tool I sometimes use" to "colleague I work with."
Reflection · 2 minutes
Which zone are you in today — and what's the most honest reason you haven't moved up?
The seven phases at a glance.
A map of the entire journey, from the first message you ever send to a partnership where Claude operates on your behalf.
The next seven pages of this unit unpack each phase one at a time. Before we go deep, take in the full landscape. The phases are sequential — each one unlocks the next — but they are also cumulative. Phase 7 doesn't replace Phase 1; it sits on top of it.
Tap any phase to see a real-world scenario.
Phase 1 in the wild
Maria, marketing coordinator at a community bank. She opens Claude and types: "Give me ten subject line ideas for our spring CD promotion." Six seconds later she has a list of solid, generic options — about as good as anything she'd find in a marketing blog. She picks two, edits them lightly, and moves on with her day.
Phase 1 in one line: fast, useful, and indistinguishable from what any other professional could have produced.
Phase 2 in the wild
David, project manager at a regional construction firm. He pastes a 45-minute standup transcript into Claude and writes: "You're our project coordinator. We track action items as Owner / Action / Due date in a table. Pull every commitment made on this call and format them. Flag anything that conflicts with another commitment."
Out comes a clean table — already in his team's format, already flagging the two conflicts. The post-meeting writeup that used to eat 20 minutes is done in 90 seconds. Same Claude. Same task. A briefing instead of a question.
Phase 3 in the wild
Linda, HR director at a 300-person logistics company. One Saturday she builds a Claude Project called "Policy Q&A," loads the employee handbook, the PTO matrix, and the most recent benefits summary, and adds one paragraph of instructions: "Answer like a friendly HR partner, always cite the specific policy section, never speculate."
Monday morning her managers start using it. Eighty percent of the routine policy questions that used to land in her inbox are now self-served — and the answers cite chapter and verse. She didn't write better prompts. She wrote a better setup.
Phase 4 in the wild
Trent, a residential real estate agent. He builds a Skill called "Listing Description Writer." Inputs: bed/bath count, square footage, three standout features, neighborhood vibe, target buyer profile. Output: a 120-word MLS description in his exact voice — no exclamation points, no real estate clichés, always ending with a question.
Every new listing now goes from raw notes to publish-ready copy in 90 seconds. The copy sounds like him because he taught it to. One-off prompting is a craft. Skills are a jig.
Phase 5 in the wild
Esteban, owner of a four-location coffee company. He types: "Pull up the last email from the Bisbee location manager, summarize what she's asking, and draft a reply that approves her staffing change but flags the budget concern."
Claude reaches into Gmail, finds the thread, reads it, drafts the reply in his voice, and shows him the draft before sending. He reviews. He approves. Done. He has stopped being the courier in his own business.
Phase 6 in the wild
Priya, operations manager at a mid-sized agency. Every Monday at 7am, Claude runs the "Weekly Reset" workflow she designed: pull project margins, identify accounts trending unprofitable, draft a check-in email to each project lead, schedule recovery meetings on her calendar, file the recap in Drive, and post a one-paragraph summary in the leadership Slack channel.
She wakes up to a single message from Claude: "Done. Two items need your call." A 90-minute Monday routine has become a 10-minute review. She designed the workflow once. Claude runs it every week.
Phase 7 in the wild
Rachel, executive director of a regional nonprofit. Tuesday morning, an email from Claude is waiting in her inbox — one she did not ask for. "I noticed your largest funder hasn't engaged with the last two newsletters. I checked their public 990s and they shifted their grant focus toward youth programs in Q1. Three of your program threads fit that focus — I drafted a short outreach to their program officer for each. Want to send any of them?"
She picks two, sends them, and goes back to running the organization. She didn't initiate the work. Claude did.
One honest disclaimer
You will not finish this course at Phase 7. Almost nobody is at Phase 7 right now. The goal of Unit 1 is to make sure you can name where you are, name where the next step is, and have the language to recognize what you're seeing as you climb.
Hire
You opened Claude. You typed something. It answered. Welcome to the front door.
Phase 1 is where every Claude user starts and where roughly half of all Claude users still live. There is nothing wrong with Phase 1 — Claude in its most basic form is more useful than almost any other piece of software you own. But Phase 1 is also where the metaphor begins to matter, because Phase 1 is exactly like the first ten minutes of a new hire's first day.
The metaphor
Imagine a new colleague just sat down at the desk next to you. They are smart, well-read, and eager. They have no idea what your company does. They have no idea what you do. They have no idea what project you're working on, who your customer is, or what was decided in the meeting yesterday. They have access to enormous general knowledge, and zero context about your world.
Now imagine asking that person to help you write an email. They can do it — but the email will be generic. It will be technically correct, well-written, and obviously written by someone who doesn't know your business. That is exactly what Phase 1 Claude does.
What Phase 1 actually looks like
What you do
- Open a new chat.
- Type a question or a one-line request.
- Read the answer.
- Copy what you need.
- Move on.
What you get
- Generally accurate answers.
- Good drafts of common documents.
- Useful explanations of unfamiliar topics.
- Brainstorming you'd otherwise have done alone.
- Faster work than doing it from scratch.
What Phase 1 cannot give you
Phase 1 Claude knows nothing about you. It doesn't know your tone, your industry, your customers, your team, your standards, your past work, your current project. Every conversation starts blank. So every answer is generic — useful, but generic.
The Phase 1 ceiling is real: a well-written, well-informed, fundamentally generic answer. Good for a stranger to give you. Not good enough for a colleague.
A working-professional example
You're a regional sales manager. You ask Claude: "Write a follow-up email to a prospect who went silent after the demo." Claude writes a perfectly competent follow-up email. It's polite, it has a clear ask, it offers a next step. You could send it. It would also be indistinguishable from a template you could find on any sales blog written in 2019.
That's Phase 1. Useful, fast, generic.
Try this now · 3 minutes
Open Claude in another tab. Ask it a real work question you faced today. Read the answer. Then ask yourself one question:
How to know you've outgrown Phase 1
You'll know you've outgrown Phase 1 the moment the generic answers stop being good enough — when you find yourself thinking "Claude doesn't get what I actually need" more than once a week. That feeling isn't a Claude problem. It's a signal that you're ready for Phase 2.
Onboard
You stop asking blind questions. You start briefing Claude the way you'd brief a new colleague before handing off a task.
Phase 2 is where the quality of your work with Claude takes its first real jump. The difference between a Phase 1 answer and a Phase 2 answer is not the model getting smarter — it's you getting better at telling Claude what you actually need.
The metaphor
Your new colleague has been at the company a couple of days. They still don't know much about your specific work, but you've started to develop a rhythm. Before you ask them to help with something, you give them a quick brief. "Here's the customer. Here's what we sold them. Here's what they pushed back on. Here's the email I want to send. Make it sound less defensive."
That brief is the difference. Same coworker. Same brain. Wildly different output.
The four ingredients of a Phase 2 prompt
Most working professionals jump from Phase 1 to Phase 2 the first time they write a prompt with all four of these in it. Once you see them, you can't unsee them.
1. Role
Who should Claude be for this task? "You are a regional sales manager at a B2B SaaS company..." Roles set expectations about tone, depth, and judgment.
2. Context
What does Claude need to know that it can't infer? "The prospect went silent after a demo on Tuesday. They had pricing pushback during the call..." Context replaces guesswork.
3. Task
What specifically do you want? "Draft a 90-word follow-up email that acknowledges the pricing concern without offering a discount..." Specificity prevents generic answers.
4. Constraints
What does "good" look like, and what should Claude not do? "Friendly but professional. No exclamation points. Ask for one specific next step..." Constraints close the gap between "competent" and "right."
The before-and-after example
Phase 1 prompt
Write a follow-up email to a prospect.
Phase 2 prompt
You're a regional sales manager at a B2B SaaS company selling workforce scheduling software. A prospect (a 200-person home health agency) went silent after Tuesday's demo. During the call they pushed back on pricing and seemed uncomfortable that we don't have a Spanish-language interface yet. Draft a 90-word follow-up that acknowledges the pricing concern without offering a discount, mentions the Spanish interface is on our Q3 roadmap, and asks for a 15-minute call. Friendly but professional. No exclamation points.
Both prompts take about the same amount of time to type. One produces a generic template. The other produces a draft you can almost send as-is. That gap is Phase 2.
The Phase 2 ceiling
Phase 2 is genuinely powerful and most professionals could stop here and be better off than 90% of their peers. But Phase 2 has a real ceiling: you have to type all that context every time. The same role, the same background, the same constraints, every single session. That's not Claude being limited. That's you not having graduated to Phase 3 yet.
Reflection · 2 minutes
Pick a task you ask Claude (or wish you could ask Claude) every week. What context, if Claude already knew it, would save you the most repetition?
Train
You stop re-explaining yourself in every conversation. You build context that persists — and Claude starts every session already knowing your work.
Phase 3 is the single most important promotion you can give Claude. It's also the phase where the largest number of professionals stall — not because it's hard, but because they don't know it exists. They have learned to prompt well in Phase 2 and they assume that's the destination.
It isn't. Phase 2 is the lobby. Phase 3 is the office.
The metaphor
Your colleague has been with the team a few weeks. You don't brief them from scratch anymore. They have read the onboarding doc. They have shadowed a few calls. They know who the customers are, what the product does, what your team's standards are. When you assign them a task, you can say "do the thing" and they bring back something that already sounds like it came from your team.
That is what Phase 3 looks like with Claude. The "onboarding doc" is real, and you're the one who writes it.
How "Train" actually works
Phase 3 has three concrete forms, and most professionals use at least one of them without realizing they've crossed into Phase 3:
Projects (the Claude feature)
A Project is a dedicated workspace inside Claude where you can attach files, set custom instructions, and have every conversation in that workspace inherit that context. You create a project once. You drop in your company's writing guide, your past reports, your customer list. Every conversation in that project now starts with Claude already knowing those things.
Custom instructions
A standing brief that applies to every conversation you have with Claude — your role, your tone, your audience, your standards. Written once. Re-read by Claude every single time. You stop typing "You are a regional sales manager..." because Claude already knows.
Reference files
Documents you keep handy and re-attach to conversations as needed — a style guide, a product spec, a meeting transcript, a customer's contract. Less elegant than a Project, but functional, and many professionals work this way for months before graduating to Projects.
A working-professional example
You manage marketing for a regional credit union. Every Phase 1 conversation, you had to explain that credit unions are member-owned, that you're regulated by the NCUA, that your tone is "warm but trustworthy," that your audience skews 45+, and that you cannot make claims about rates without disclosure language.
In Phase 3, you build a Project called "Credit Union Marketing." You drop in your brand guide, three of your best past campaigns, and a one-page document called "Things Claude needs to know." Every conversation in that project — campaign brainstorms, email drafts, social copy, board memos — starts with Claude already knowing all of it.
The same prompt that produced a generic email in Phase 1 now produces an email that sounds like your credit union wrote it.
Try this now · 10 minutes
Open Claude. Create a Project named after one specific part of your work — not your whole job, just one part. (Examples: "Q3 Board Updates," "Customer Onboarding Emails," "Sales Discovery Calls.") Drop in:
The Phase 3 ceiling
Phase 3 makes Claude a specialist for your work. But it's still you asking, Claude answering. You're still the one initiating every task. The next phase fixes that.
Delegate
You stop reinventing the wheel every time a recurring task comes up. You package the procedure once, and Claude executes it on command.
Phase 4 is where Claude starts doing real work instead of just answering questions about work. The mechanism is called a Skill — and Skills are the closest thing to actually hiring an assistant that current AI can give you.
The metaphor
Your colleague has been on the team for months. You no longer explain how to run the weekly customer health report. You no longer walk through the renewal-quote template. You no longer hand-hold them through the post-incident debrief. They have a Standard Operating Procedure for each of those things, and they run it.
You hand them the input. They run the procedure. They give you the output.
That's a Skill.
What a Skill actually is
A Skill is a packaged procedure — a set of instructions, examples, and (often) sample inputs and outputs — that Claude loads when the task matches the Skill's description. You describe a Skill once. From that point forward, when you mention the trigger task, Claude follows the Skill.
Before Skills (Phase 3)
- You write a new prompt every Friday for the weekly report.
- You explain the format every time.
- You catch the same formatting mistakes every time.
- You spend 15 minutes shaping the output.
With a Skill (Phase 4)
- You paste this week's data and say "run the Friday report."
- Claude follows the locked procedure.
- Output is consistent every week.
- You spend 2 minutes reviewing.
The kinds of work Skills are built for
Skills are not for one-off tasks. Skills are for the work you've already done five times and will do five hundred more. The signal that a task is ready to become a Skill is simple: "I'm doing this again."
Examples from real working professionals:
- A real estate agent's "listing description" Skill — feed it the property details, get a polished MLS-ready blurb in the agent's voice.
- An HR director's "candidate rejection" Skill — feed it the role and reason, get a respectful, legally-careful note.
- A consultant's "kickoff agenda" Skill — feed it the client and engagement type, get a tailored first-meeting agenda.
- A teacher's "lesson recap email" Skill — feed it the day's topics, get a parent-friendly summary.
- A nonprofit director's "grant report" Skill — feed it the program data, get a draft formatted to the funder's requirements.
What you give up by skipping Phase 4
Professionals who skip Phase 4 plateau at what we'll call "really good prompting." Their Claude conversations are sharp. Their context is rich. But every conversation is still a custom build. They're a craftsman making one chair at a time when they could have built a jig.
Phase 4 is the jig. It's the moment your work with Claude stops scaling linearly with your effort.
The Phase 4 ceiling
Skills make Claude run procedures. But Claude still can't touch your real systems. The procedure produces a draft — you still have to copy it into Gmail, paste it into your CRM, send it from your calendar. You're still the courier. Phase 5 ends that.
Reflection · 2 minutes
Name three tasks you've done with Claude more than five times each. These are your Skill candidates.
Connect
You stop copying Claude's output into your real tools. Claude reaches into them directly — Gmail, Drive, your calendar, your CRM — and acts.
Phase 5 is the bridge from advice to action. In Phases 1 through 4, Claude has been giving you words you then carry somewhere else. In Phase 5, Claude finally has hands.
The metaphor
Your colleague gets their company email account, their calendar access, their CRM login, their Slack handle. Up until now they could draft anything you asked for, but you were the one sending it, scheduling it, filing it. Now they can do those things themselves. You stop being a middleman in your own colleague's workflow.
This is the moment a hire stops being an assistant and starts being an operator.
How Phase 5 works in practice
The mechanism is called MCP (Model Context Protocol) — a standard way for Claude to safely connect to your existing tools. You install a connector once. From that point on, when you ask Claude to "send that email to Maria" or "find the contract in Drive" or "put it on my calendar for Thursday," Claude actually does it.
What gets connected, typically
- Email — Gmail, Outlook. Search inbox, draft, send.
- Calendar — Google Calendar, Outlook. Find times, create events.
- Files — Google Drive, OneDrive, Dropbox. Read, search, save.
- Communication — Slack, Teams. Send messages, summarize channels.
- Work systems — CRM (HubSpot, Salesforce), project tools (Asana, Linear), ticketing (Zendesk), spreadsheets.
A working-professional example
You're a small-business owner. Every Monday morning, you spend an hour doing the same thing: pulling the prior week's sales numbers from your point-of-sale system, drafting a recap email to your three locations, scheduling a 15-minute check-in with the underperforming location, and filing the recap in Drive.
In Phase 5 — once your POS, Gmail, calendar, and Drive are connected — you say to Claude: "Run the Monday recap." Claude reads the numbers, drafts the recap (using your Phase 4 Skill), files it to Drive, schedules the check-in based on calendar availability, and sends the email. You review. You approve. The hour becomes ten minutes.
What changes in your posture
Phase 5 is the first phase where Claude can be wrong in ways that have real consequences. A bad answer in Phase 1 wastes your time. A bad action in Phase 5 sends the wrong email to the wrong client. That's why Phase 5 introduces the most important habit in the autonomy zone: confirm before act.
Good Phase 5 setups have Claude show you the action it's about to take before it takes it. You stay in the loop. The hands are Claude's; the steering is still yours.
The Phase 5 ceiling
Claude can now act, but Claude is still acting one task at a time. You're not yet handing off "the whole Monday morning routine" as a single instruction. Phase 6 is where multi-step, end-to-end work becomes real.
Trust
You stop micromanaging individual steps. You hand off entire workflows — multi-step, multi-tool, multi-decision — and trust Claude to complete them.
Phase 6 is where the relationship starts to feel different. It is no longer a series of fast back-and-forth exchanges. Claude takes work, goes away, makes a series of small decisions, and comes back with results. You shift from supervising every step to reviewing outcomes.
The metaphor
Your colleague has been on the team long enough that you've stopped asking "what are you going to do next?" before every meeting. You give them objectives, not tasks. "Run the Q3 customer outreach." "Get the renewal closed." "Handle inbound this week." They figure out the sequence. They escalate when they need to. They report back when they're done.
That is what Phase 6 with Claude looks like — and it's a big leap, because you're trading control for leverage.
What multi-step actually means
A Phase 6 workflow isn't just "do five things in a row." It's "do whatever needs doing, in whatever order, using whatever tools, to accomplish this outcome." Claude has to plan, sequence, pause, retry, decide, and report.
An example, in plain English:
"It's Monday morning. Pull the weekend ticket volume from Zendesk. If anything is flagged as a P1 incident, draft a status update for the customer and route it to me for approval. For everything else, group the tickets by theme, write a one-paragraph summary per theme, and post it in the #support-recap Slack channel. If you find any ticket that mentions the new billing change, flag it separately."
That instruction involves four tools, three decisions, two branches, and a conditional. In Phase 5 you would have run each piece manually. In Phase 6 you give Claude the objective and review the result.
The trust calibration
Phase 6 is not a one-time toggle. It's a gradual calibration — you start by trusting Claude with low-stakes, easy-to-verify workflows, you watch how it handles them, you tighten or loosen the guardrails, and over weeks you graduate it to higher-stakes work.
A useful rule of thumb borrowed from management: delegate the task, not the judgment, until you've seen the judgment.
What you give up by skipping Phase 6
Professionals who skip Phase 6 use Claude for individual tasks all day long but never reclaim the recurring chunks of their week. They get faster at small things. They never get rid of the routine that eats every Monday morning. Phase 6 is where the calendar finally starts to give back.
The Phase 6 ceiling
You're still the one who decides what should happen. Claude is executing the workflows you designed. The final phase flips that.
Partner
The relationship inverts. Claude brings you problems and proposed solutions. You stop being the one who initiates every task.
Phase 7 is the destination. It is not a place most professionals are in 2026 — but it is the place the framework points toward, and understanding it tells you what every previous phase is for.
The metaphor
Your colleague has been with the team for years. They run their own work. They watch the metrics you care about. They notice things you didn't ask them to notice. They show up in your inbox Tuesday morning with: "Hey — I saw the trial-to-paid conversion dipped last week. I dug into the cohort, here are the three accounts that look at risk, and here's a draft outreach for each one. Want me to send them or do you want to review first?"
You didn't ask. They saw it. They thought about it. They came to you with a proposed move.
That is Phase 7.
What Phase 7 looks like in practice
Phase 7 has a few defining mechanisms:
Scheduled and triggered work
Claude is running on a schedule, or in response to events — not just when you start a conversation. Every Monday at 7am. Every time a new ticket is filed. Every time a deal hits a certain stage. Claude is the one starting.
Surfacing, not waiting
Claude has been told what to watch for and what to do when it sees it. It surfaces issues, opportunities, and recommendations — not just answers to your questions.
Proposed decisions, not executed ones
The high-leverage version of Phase 7 keeps you as the decision-maker. Claude brings you "here's what's happening, here's what I'd do, what do you want?" rather than acting unilaterally. Trust is earned by proposing well, not by acting fast.
A working-professional example
You're the operations director for a 40-person agency. Phase 7 looks like this:
Every Monday at 7am, before you open your laptop, Claude has reviewed the prior week's project margins, flagged the two projects trending unprofitable, drafted a memo to the team leads, summarized the three client-facing risks, scheduled the recovery calls, and left a single message in your inbox: "Here's the state of last week. Here's what I think needs to happen this week. Here are the three things I need from you. Everything else I'll handle."
You spend ten minutes reviewing. You answer the three questions. You go back to higher-leverage work. The week runs.
Why this is the destination — and why almost nobody is there yet
Phase 7 isn't science fiction. The components exist today. What it requires is the patient, sequential climb through Phases 1 through 6 — because without the prompting habits of Phase 2, the persistent context of Phase 3, the procedures of Phase 4, the tool access of Phase 5, and the workflow trust of Phase 6, Phase 7 has nothing to stand on.
You don't promote a junior employee to partner overnight. You don't promote Claude to partner overnight either. The phases are not optional shortcuts — they are how trust gets built.
The honest read on Phase 7
If you're new to Claude, Phase 7 is two years away. If you're already working in Phases 4 and 5, Phase 7 is a few months of disciplined buildout. Either way, the path is the same: climb the ladder, don't jump it.
Where are you right now?
Three questions about how you actually use Claude today. The result will give you your current phase and your specific next move.
Answer honestly. The point isn't to score well — it's to know your real starting point. Nobody is judging you, including this course.
1. When you open Claude to work on something, what's typical for you?
2. How often do you re-explain the same background to Claude across different conversations?
3. When Claude finishes a task, what do you usually have to do next?
Your result
Answer all three questions above to see your current phase.
Reflection · 3 minutes
Write down the one specific thing you're going to do this week to move up one phase. Not "use Claude more." Something concrete.
Seven questions.
One per phase. Click an answer to see whether you got it right and a short explanation either way. Your score will appear as you go.
0 of 7 answered · 0 correct so far
1. In the framework, what does the "Onboard" phase actually mean?
2. Projects, custom instructions, and persistent reference files are the mechanisms behind which phase?
3. A Skill is best described as…
4. What's the defining change in Phase 5 — Connect?
5. According to the course, which phase do most working professionals get stuck at?
6. Which of these correctly describes the three zones?
7. What's the defining shift in Phase 7 — Partner?
Finish the knowledge check to see your score.
You can revisit any screen — your answers and reflections are saved.
What you walk away with.
A working metaphor.
Claude is a teammate, not a tool. The way you get value out of a teammate is to hire, onboard, train, delegate, connect, trust, and partner.
Seven named phases.
Hire, Onboard, Train, Delegate, Connect, Trust, Partner. You can now name where you are and where the next move is.
Three zones.
Conversation (1-2), Configuration (3-4), Autonomy (5-7). The biggest leverage gain is crossing from Zone 1 to Zone 2.
Your current phase.
You diagnosed it on page 11. You wrote down a specific next move. That note is saved in this course and waiting for you.