{"id":"98d283f4-9e8d-4a1d-8340-87c1b19006d8","shortId":"NdY64n","kind":"skill","title":"stakeholder-communication","tagline":"Communicate effectively with stakeholders across functions and seniority levels. Use this skill when writing status updates, preparing executive reviews, sharing technical decisions with non-technical audiences, managing up, communicating bad news, or designing the communication ","description":"# Stakeholder Communication\n\nGet the right information to the right people at the right time, in a form they can act on. Stack-agnostic. Applies to any team operating with cross-functional stakeholders.\n\n---\n\n## When to use\n\n- Writing weekly or monthly status updates\n- Preparing for an executive review or board update\n- Sharing a technical decision with a non-technical audience\n- Communicating a delay, miss, or quality problem\n- Asking for help, resources, or decisions\n- Managing up to a manager or sponsor\n- Designing the communication cadence for a project\n- Drafting an internal announcement\n\n## When NOT to use\n\n- Customer-facing communication (use marketing/support skills)\n- Public comms or press (different framework, different stakes)\n- Incident communication during an active incident (use `incident-response`)\n- Internal documentation that isn't time-sensitive (use `documentation-strategy`)\n- Specific delivery formats (slide deck design, email tone) - this skill is about content and structure\n\n---\n\n## Required inputs\n\n- The audience (who specifically, what's their context, what do they care about)\n- The purpose (inform, decide, escalate, ask, celebrate)\n- The substance (what's actually happening)\n- The medium (email, doc, meeting, slide, chat)\n- Time constraints (when do they need this)\n\n---\n\n## The framework: 5 questions\n\nBefore any stakeholder communication, answer:\n\n### Question 1: Who is the audience?\n\nSpecifically. \"Leadership\" is too vague. The CFO and the VP of Engineering have different concerns.\n\nFor each named audience:\n- What do they care about? (revenue, risk, quality, velocity, costs, customers)\n- What do they already know? (background you can skip)\n- What's their level of detail tolerance? (executives want headlines; ICs want details)\n- What action do you want from them? (acknowledgment, decision, help, no action)\n\n### Question 2: What's the headline?\n\nIf they read only one sentence, what should they take away?\n\nThe headline goes first. Always. The narrative supports it; the data confirms it.\n\nThis is the biggest gap in most stakeholder communication: people start with context and build to a conclusion. Stakeholders want the conclusion first.\n\n### Question 3: What's the so-what?\n\nStakeholders ask \"and?\" implicitly. Answer it explicitly.\n\n- \"We hit 80% of the milestone.\" → so what?\n- \"We hit 80% of the milestone, which puts the launch one week behind plan.\" → that's the so-what.\n\nThe so-what makes the information actionable.\n\n### Question 4: What do you want?\n\nCommunications generally have one of these requests:\n\n- **Inform:** no action needed. Just keeping them in the loop.\n- **Decide:** a decision is needed; here are the options and recommendation.\n- **Escalate:** something is stuck; we need help.\n- **Ask:** a specific request (resource, introduction, review).\n- **Celebrate:** a win to share; no action needed but morale matters.\n\nState which. Don't bury the request.\n\n### Question 5: What format?\n\n- **Async written** (doc, email): rich content, decision trail, easy to reference\n- **Sync written** (chat, ticket comment): quick exchange, conversational\n- **Sync spoken** (meeting, call): nuance, debate, alignment\n- **Mixed** (doc + meeting): the doc is read in advance; meeting is decision\n\nFor most updates: async written. Save sync time for actual discussion.\n\n---\n\n## The structure: the inverted pyramid\n\nStakeholder communication reads like a news article, not an essay.\n\n```\nHeadline (one sentence)\n\nThe \"so what\" and the request (one paragraph)\n\nStatus / progress (the body)\n\nRisks and asks (what we need)\n\nDetail / appendix (what curious readers want)\n```\n\nCut from the bottom. If your update gets shortened, the top survives.\n\n---\n\n## Update templates\n\n### Weekly project update\n\n```\n**Project:** [Name]\n**Status:** [On track / At risk / Off track]\n**Headline:** [One-sentence summary]\n\n**This week:**\n- [Specific accomplishment]\n- [Specific accomplishment]\n- [Specific accomplishment]\n\n**Next week:**\n- [Specific plan]\n- [Specific plan]\n\n**Risks / blockers:**\n- [Risk + what we're doing about it / what we need]\n\n**Metrics:**\n- [Metric: value vs target]\n- [Metric: value vs target]\n```\n\nThe status indicator (on track / at risk / off track) is essential. Stakeholders scan for it.\n\n### Executive review\n\n```\n**Headline:** [The summary, one sentence]\n\n**Key points:**\n1. [Point with one supporting sentence]\n2. [Point with one supporting sentence]\n3. [Point with one supporting sentence]\n\n**Decisions needed:**\n- [Decision A: options and recommendation]\n- [Decision B: options and recommendation]\n\n**Asks:**\n- [Specific request]\n\n**Detail:** [Linked doc or appendix]\n```\n\nExecutives skim. They click into detail when interested.\n\n### Bad news\n\nThe hardest update to write well.\n\n```\n**Headline:** [The bad news, plainly stated]\n\n**What happened:**\n[Specific facts, no euphemisms]\n\n**Impact:**\n[Who's affected, how much, by when]\n\n**What we're doing:**\n[Specific actions and owners]\n\n**What we need:**\n[Specific asks, if any]\n\n**Timeline:**\n[When the next update will land]\n```\n\nDon't soften the headline. Soft headlines on bad news erode trust faster than the news itself.\n\n### Decision request\n\n```\n**Decision:** [What needs to be decided]\n\n**Context:** [The minimum needed to understand]\n\n**Options:**\n1. [Option A: description, pros, cons]\n2. [Option B: description, pros, cons]\n3. [Option C: description, pros, cons]\n\n**Recommendation:** [Option X, because...]\n\n**Need by:** [Date]\n**Decision rights:** [Who decides]\n```\n\nRecommendation matters. Not making one is putting the work back on the decider.\n\n---\n\n## Tone and register\n\n### Across audiences\n\n| Audience | Tone | Detail | Length |\n|---|---|---|---|\n| Direct manager | Candid, briefer | Mid | Medium |\n| Skip-level / VP | Polished, sharper | Low | Short |\n| Cross-functional peer | Collaborative, specific | Mid-high | Medium |\n| Executive / board | Headlines, confident | Low (with detail available) | Short |\n| Team / IC stakeholders | Detailed, direct | High | Long |\n\n### What to avoid\n\n- **Hedging when confident.** \"I think maybe we might be able to...\" Just say what you mean.\n- **Confidence when uncertain.** \"Definitely launching Friday\" when there's risk. Calibrate.\n- **Jargon for non-technical audiences.** Replace with plain language.\n- **Burying the lede.** Headline first.\n- **Implicit asks.** State explicitly what you want.\n- **Status updates that are 90% activity, 10% outcome.** Focus on outcomes; activity is supporting evidence.\n\n---\n\n## Workflow\n\n### Step 1: Define the audience and purpose\n\nBefore writing, answer Q1-Q5 above. Often this clarifies the message before any drafting.\n\n### Step 2: Draft the headline\n\nOne sentence. The takeaway. If you can't write the headline, you don't know yet what you're communicating.\n\n### Step 3: Write inverted pyramid\n\nHeadline, so-what, body, asks, detail.\n\n### Step 4: Cut\n\nA first draft is usually 30-50% too long.\n\n- Cut activities that don't have outcomes\n- Cut adjectives (great, awesome, excellent, exciting)\n- Cut filler (just, really, very, actually)\n- Cut hedging (kind of, sort of, somewhat) when confident\n- Cut sentences that don't add information\n\n### Step 5: Verify the request\n\nReread. Is the ask clear? Is it specific? Is the deadline named?\n\n### Step 6: Check the audience\n\nImagine the recipient reading. Will they understand the headline? Have you skipped context they need? Have you given context they don't need?\n\n### Step 7: Send and follow up\n\nAfter sending:\n- Did the right people see it? Acknowledge the right channel.\n- Did they understand? Watch for confused replies; address them.\n- Did they act? Follow up on stale asks.\n\n---\n\n## Cadence design\n\nDifferent audiences need different cadences.\n\n### High-frequency (weekly or more)\n\n- Direct team, manager, sponsor\n- Active project stakeholders\n- People making day-to-day decisions\n\n### Medium-frequency (biweekly to monthly)\n\n- Skip-level\n- Cross-functional partners\n- Adjacent teams\n- Strategic stakeholders\n\n### Low-frequency (quarterly)\n\n- Executive review\n- Board update\n- Wider organization\n- External stakeholders (where relevant)\n\nThe right cadence is what's needed, not what fills the calendar. Update people when there's something new; don't manufacture updates.\n\n---\n\n## Failure patterns\n\n**Long preamble before the point.** Three paragraphs of context, then the one sentence that mattered. Lead with the point.\n\n**Status: yellow.** Same status three weeks in a row. Yellow with no change is red. Be honest about progress.\n\n**Update without a clear ask.** \"We're working on it.\" OK, what do you want? If nothing, say \"no action needed.\"\n\n**Sandwiching bad news in good news.** \"We've done X and Y, and unfortunately Z is delayed, but we've also done W.\" The bad news gets lost. Lead with it if it's the headline.\n\n**Walls of text.** Too long, unread. Cut to the structure.\n\n**Activity vs outcome.** \"Met with team. Reviewed plan. Updated tickets.\" So what? \"Cut scope to hit launch date\" is an outcome.\n\n**Different update for every audience.** Maintaining 5 versions doubles work. Have one core update; tailor the framing.\n\n**Status update that's actually a request.** Buries an ask in a wall of status. Pull the ask out. Make it visible.\n\n**Optimistic projections.** \"We'll be back on track next week.\" Then we're not. Then again. Trust erodes. Be honest about the path.\n\n**No follow-up on asks.** Asked for a decision; didn't get one; moved on. Now the project is stuck. Follow up.\n\n**Communicating bad news only when forced to.** Stakeholders find out from someone else, or from a missed deadline. Lose trust. Communicate proactively.\n\n**Performative comms for the audience of one.** Every update reads like a sales pitch to the boss. Stakeholders see through it. Be direct.\n\n**No comms when no news.** Silence is worse than \"no change this week.\" Set expectations on cadence and stick to it.\n\n---\n\n## Output format\n\nA communication plan for a project includes:\n\n- **Stakeholder map:** named people, their interests, their decision rights\n- **Cadence:** what updates go to whom, how often\n- **Templates:** standardized formats for repeated updates\n- **Escalation paths:** who to involve when something's at risk\n- **Decision log:** running record of decisions made, by whom, why\n\nFor individual communications:\n\n- **Headline:** the takeaway\n- **Body:** the supporting structure\n- **Ask:** the request, explicitly\n- **Distribution:** who gets it, in what form\n\n---\n\n## Reference files\n\n- [`references/update-templates.md`](references/update-templates.md): Ready-to-use templates for the most common stakeholder communications, with annotated 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