This OS has one job: make the gap between where you are and where you want to be visible — so you can close it deliberately rather than drift past it.

It is not a productivity tracker. It is not a to-do list. It is a weekly operating rhythm, a decision record, a promotion evidence log, and a delivery system in one place. The Promotion Dashboard is the primary read on whether the case is building. The main Dashboard is the system health read. Use both.

The engine zones are seven: Dashboard, Promo Dashboard, This Week, Reflection, Decision Log, Promo Evidence, Achievements. These are weekly obligations. Everything else — Deliverables, Goals, Reading Log, Domain Learning, Leadership Formation — is on-demand. On busy weeks, use lean mode (⚡ Go lean in This Week) to reduce the weekly surface to three fields.

Open Decision Log and log it immediately. The rawness is the value. If you wait, you reconstruct — you don't recall.

Fill in the pre-execution visibility plan before you act: target audience, delivery channel, timing, and intended outcome with stakes. The stakes test is the filter: if this fails, what breaks? If the answer is nothing, it is not worth planning at this level. If it breaks something real — a deadline, a decision, a window — log it and plan the visibility deliberately.

If the decision was shaped by something you read, log it in the Learning source section at the bottom of the modal. Name the book and idea. Link to the specific Domain Learning entry if one exists. This is the connection that closes the loop between reading and operating.

Come back after the moment and fill in the visibility outcome (Landed / Partially / Missed + why). Over weeks this becomes your learning engine — what actually moves things versus what you thought would.

Open Domain Learning and log something deliberate. Write the Summary without the source in front of you — if you need it to reconstruct the idea, the idea is not yet yours. Add your own position in My Thoughts: where you agree, where you push back, what it changes. Then connect it to a live problem, derive a stance or constraint, and identify where it breaks.

Leave the entry as Not Yet Validated. Bring it to the coaching project, run it through adversarial dialogue until it holds, then return and mark it Validated. The validation status is visible on the card and in the Not Yet Validated filter tab.

Three domains: Platform & Architecture, Business & Commercial, AI & Emerging Tech. Rotate across all three over time. A director who only deepens one domain will plateau.

Open This Week. Set the date. Check the Director Move Filter — commit to which dimensions will apply before the week starts. If you cannot name one, plan for one. Entering the week without a specific director-scope commitment means defaulting to delivery management.

On high-pressure weeks, hit ⚡ Go lean. Lean mode collapses to three fields: decision + visibility plan, constraint interaction, and DMF label. Under five minutes. The week registers as "Lean ✓" rather than Pass/Fail and does not break your streak.

The floor checks are the minimum in full mode. The Director Move Filter is the standard. In lean mode, one decision + one constraint interaction + DMF = the bar.

Director Move Filter — tick at least one. If none apply, the week was management scope. Name it honestly.

Constraint Navigation — name the constraint and describe how you engaged with it. Directors are defined by how they work with constraints, not around them.

Decision Moment — fill in same day. Name the scope level (Team / Platform / Org / Multi-org). Fill in the pre-execution visibility plan: target audience, delivery channel, timing, and the intended outcome. The intended outcome must name a specific decision, behaviour change, or shift with consequences attached. "Get buy-in" is not an outcome. "Get approval to allocate 10% sprint capacity — without this, headless readiness slips" is an outcome.

Visibility outcome — come back after the moment and mark it: Landed / Partially / Missed, plus one line on why. This is the feedback loop. Over weeks it shows you what actually works versus what you thought would work.

Post-Decision Reflection — same day, not end of week. What you actually said, one sentence you would redo, whether you held or softened under first pushback.

★ Log achievement — use the button at the bottom of This Week whenever something worth recording happens. Language is sharper when it is fresh. Categorise as Strategic Initiative, Platform Improvement, or Org Influence wherever possible — those are the categories that build the director case.

Learning → Decisions — at the end of each week, answer the prompt in This Week: which decisions were directly influenced by reading? Name the decision and the idea. If the answer is none, that is the signal. Learning that does not shape decisions has not converted.

Before closing the week, answer all six promotion questions in This Week. These are not reflective questions — they are evidence-readiness questions. If you cannot answer "what evidence would I present if the decision was tomorrow" with something specific and recent, the week was not director-grade regardless of how much got done.

The six questions feed directly into the Promotion Dashboard honest read. Leaving them blank registers as a gap.

Open Weekly Reflection. 30–45 minutes. Answer all questions. The scope question is the most honest: did you operate at director level or delivery manager level this week? If the answer is delivery manager, name what pulled you there — and whether it was a constraint you navigated or one you let win.

Archive the reflection. Then go to This Week and hit + New week. Make sure the "Week of" date is set correctly before archiving — the verdict history strip matches by date. You can reconstruct past weeks retroactively: fill in the fields from memory or notes, set the correct past Monday date, and archive. Do multiple retroactive weeks oldest first.