Agents: hire, delegate and supervise|INEMA.CLUB-PRO

Lesson 5 · 18 min

Progressive trust

After the hotel request, Patrícia put Hora back on yellow: everything goes through her. Great for security, terrible for her calendar. The question now is when to loosen your grip. The answer is not courage or fatigue: it is evidence, one action at a time, with the way back written down before you move up.

Start the lesson
Weekly review meeting: two managers study bar and line charts on a big screen; laptops open on the table.

In this lesson you will

  1. 1Why start low and move up one action at a time
  2. 2What evidence counts (and why the volume dashboard does not)
  3. 3Using the promotion checklist
  4. 4Writing the demotion criterion before you promote

Goal: promote or demote the autonomy of an action with evidence: a log, a judged sample and one level at a time, with the way back written down.

01The trust cycle

One turn per week, one action at a time. Tap each step.

Click each block in the diagram to see what it does.

Cycle and five numbers adapted from the trust sheet of the Super-Agents in practice course (INEMA).

02How to loosen your grip safely

Four rules. The last one is the one almost nobody writes down.

1. Start low

A new agent, or one that just made a bad mistake, starts at yellow on everything that has an effect outside the conversation. It is the onboarding from lesson 2 under another name.

Promotion is for one action, one level, at a time. Moving everything up together erases the trail showing which change caused the next problem.

At HorizonteAfter c-202, Patrícia restarted Hora with replies to questions, orders and discounts at yellow, for two weeks.

03Templates to copy

The weekly sheet feeds the checklist. The checklist only closes with the way back.

Promotion and demotion checklist
AUTONOMY PROMOTION · <agent> · action: <verb + object>
From <current color/level> to <proposed color/level> · period: <dates>

EVIDENCE
- Cases in the period: <n> · reviewed sample: <n> (common and hard)
- Accepted without correction: <n> of <n> = <%> · required threshold: <%>
- Critical errors: <n> (must be 0)
- Corrected / rejected / escalated: <n> / <n> / <n>
- Cost for the period (model + human review): <estimated amount>

CHECKLIST (all yes to promote)
[ ] Representative sample (not just easy cases)
[ ] No critical error in the period
[ ] Accepted without correction above the threshold
[ ] Cheap reversal: <how it is undone>
[ ] Pilot supervised by <name> for <time>
[ ] Owner signs: <name>

DEMOTION CRITERION (written before promoting)
- Critical error → goes back to <color> right away, notice to <name>
- Accepted below <%> in one week → goes back to <color>
- Change of model, tool or constitution → goes back to yellow until there is new evidence

DECISION: [ ] expand  [ ] keep  [ ] reduce  [ ] turn off
Reason in 1 sentence: <...>
Signed: <name> · <date> · next review: <date>
Weekly trust sheet
TRUST SHEET · <agent> · week <n> · job sheet version: <v>

| Action | Attempts | Results | Accepted without correction | Critical errors | Cost (model + review) | Average time | Current color |
|---|---|---|---|---|---|---|---|
| <action 1> |  |  |  |  |  |  |  |
| <action 2> |  |  |  |  |  |  |  |

SAMPLE (3 questions: request fulfilled? rules followed? right source?)
Drawn: <n> · accepted <n> · corrected <n> · rejected <n>
Most important case of the week: <which one and why>

DECISION PER ACTION: <action> → <expand / keep / reduce / turn off> · number that decided it: <...>
Simulation: illustrative example

Horizonte, a fictional study company. Three actions at yellow during onboarding, judged by Patrícia and Juliana.

  • A · Answer catalog and delivery questions: 238 replies; 231 accepted without correction (97.1%); 0 critical errors; reversal: correction message.
  • B · Create an order up to R$ 5,000: 263 orders; 251 accepted without correction (95.4%); 11 corrected (quantity); 1 critical error: an order entered under another customer with a similar name, caught at approval.
  • C · Discount up to 5%: 9 cases; 9 accepted (100%).

04Practice

Decide as Patrícia would, using the fictional data; then prepare the measurement for your own agent.

1 · Patrícia's three decisions

20 min

Using the data from the two weeks (the next tab), fill out a promotion checklist for each of the three actions before opening the answer key. For the action you promote, write the demotion criterion. Then open Carlos's dashboard in the lab and note why it would not work for these decisions.

Done when: you have three checklists with a decision (expand, keep or reduce), the number that decided each one, a demotion criterion written for the promoted action, and one sentence about Carlos's dashboard.

2 · Measuring your own agent

20 min + 1 week

Choose the action of your agent that takes the most of your approval time. Work out with whoever looks after the technology the four-column log for it. At the end of one week, judge a sample of 15 to 20 items with the three questions and fill out the trust sheet and the checklist.

Done when: the four-column log exists for the chosen action, the weekly sheet has the five numbers and the reviewed sample, and the checklist ends in a signed decision with a demotion criterion.

Lab dashboard to compare: Carlos's dashboard (F11).

05Quick quiz

4 questions. The explanation appears after your attempt.

Question 1 of 4

An action had 100% accepted without correction in 9 cases. Promote?

06Summary

Start at yellowAnd move up one action, one level, at a time.
Evidence per actionAccepted without correction and critical errors in a judged sample. Volume doesn't decide.
Six itemsSample, zero critical, threshold, reversal, pilot, signature. If one is missing, keep it where it is.
The way back, written in advanceA critical error, a drop in the number, or a version change triggers demotion.

Go further

Super-Agents in practice: the trust sheetHorizonte Lab: Carlos's dashboard (fictional study company)Gestoria: the AI management simulator
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