القائمة
Stakeholder communications — Mendelow map, audience-specific message frameworks, board deck structure, investor narrative arc, all-hands, regulatory cover letter, crisis statements, dissent.
التثبيت باستخدام Codex أو Claude انسخ هذا Prompt والصقه في Codex أو Claude أو مساعد آخر ليراجع صفحة Skill ويثبّتها لك.
استنادا إلى تصنيف SOC المهني
AI governance — EU AI Act Article 9, NIST AI RMF, ISO/IEC 42001 — risk classification, lifecycle gates, model cards, HITL policy, AI incident response.
Crisis response toolkit — classification, trigger thresholds, escalation tiers, war-room activation, rapid liquidity stress, supply-chain alternate-source, holding-statement, AAR.
Adversarial red-team debate protocol — when to use it, the 4-step structure, role-pair recipes, Referee scoring, termination conditions, MAS failure mitigations.
Enterprise risk management — COSO ERM 2017 + ISO 31000 — risk taxonomy, appetite statement, top-risk register, KRIs, Bow-Tie, three-lines-of-defense.
Enterprise executive decision frameworks, memo templates, board protocol, RACI, OKR, escalation rules, dissenting-opinion format.
Deterministic financial tools — WACC, NPV, IRR, payback, EVA, real-options, Monte Carlo, sensitivity, covenant/liquidity checks. The Financial Hardcoding Directive.
| name | stakeholder-comms |
| description | Stakeholder communications — Mendelow map, audience-specific message frameworks, board deck structure, investor narrative arc, all-hands, regulatory cover letter, crisis statements, dissent. |
| allowed-tools | ["Read","Write","Glob","Grep"] |
Used by chief-communications-officer, ceo, cfo, clo, and any executive composing audience-facing communications. The skill operationalizes the discipline that one narrative is told consistently across audiences with audience-appropriate emphasis.
Map every material stakeholder onto a 2×2:
| Low Interest | High Interest | |
|---|---|---|
| High Power | Keep Satisfied — concise, periodic | Manage Closely — bespoke, frequent |
| Low Power | Monitor — broadcast | Keep Informed — accessible, transparent |
Mapped by name for: board members, top 20 investors (institutional + strategic), top 50 customers, employees (by segment), regulators (by jurisdiction), key media, industry analysts, civil society, employees' families (during crisis).
clo1. Where we were
(Honest baseline; what wasn't working / what changed)
2. What we saw
(The insight or external shift that motivated action)
3. What we're doing
(Concrete actions; phases; owners)
4. Why now
(Urgency; window of opportunity or risk-mitigation timing)
5. Success criteria
(Measurable outcomes; cadence of reporting against them)
6. The ask
(Investor-specific call to action: support, capital, patience, vote)
# All-Hands — [Date]
## What's new since last all-hands
[3–5 concrete items]
## Where we stand vs plan
[Key metrics; honest performance]
## What we're focused on this quarter
[3 priorities, no more]
## What changed (if anything significant)
[Honest acknowledgment; what it means]
## What we need from you
[Specific asks]
## Q&A
[Live; logged; follow-ups committed]
clo)crisis-response)Within 60 min of SEV-1 declaration:
[Timestamp]
We are aware of [event].
Our priority is [primary affected].
We have: [actions].
Next update by [time].
[Channel].
[Named executive] leads.
When a recommended decision overrides an executive's dissenting opinion:
### Dissent recorded — [role-slug]
- Position: [Their position, 1 sentence]
- Reasoning: [3-5 bullets, verbatim]
- Specific risk if majority recommendation taken: [What they think breaks]
- Conditions to revisit: [Evidence / events]
Preserved verbatim in minutes; never paraphrased. This mitigates the groupthink failure mode the research doc explicitly cites as a multi-agent risk.
The same facts → audience-appropriate emphasis, not different stories. Inconsistency across audiences destroys trust faster than uncomfortable specifics. The chief-communications-officer owns the through-line.