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Help users craft persuasive narratives; produces a Story Map with headline, opening, narrative arc, and delivery practice guide.
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SOC 職業分類に基づく
Help users document system architecture with Mermaid diagrams; produces overview, tier deep-dives, data flows, and a component summary table.
Invoke when planning a user interview; produces a best-practice template (Open, Usability, or Mixture) with Mom Test-aligned questions.
Help users prepare and deliver decision briefings using the SOCRR framework. Use when someone needs a decision from a manager, executive, sponsor, or stakeholder group.
Create or analyze Developer Experience surveys. Creation mode outputs a 9-question HaTS-aligned survey; Analysis mode outputs sentiment metrics with theme clustering.
Help users define user needs with personas, a use case table (Outcome / How Today / Future / North Star), and open questions.
Write a complete Product Requirements Document (PRD) for a feature, product area, or initiative. Trigger this skill whenever someone asks to write a PRD, requirements doc, spec, or product brief — or says things like "I need to document this feature," "help me write up what we're building before sprint planning," or "my VP wants a spec for this project." This is the default PRD format covering problem statement, goals, user stories, success metrics, technical considerations, milestones, and risks — designed to align engineering, design, TPM, and leadership. Do NOT trigger for: one-pagers for exec approval (use create-prd-one-pager), specs optimized for AI coding agents (use create-prd-claude-code), deep engineering specs with API contracts (use create-prd-engineering), or build-vs-buy decisions (use decision-brief).
| name | storytelling-for-impact |
| description | Help users craft persuasive narratives; produces a Story Map with headline, opening, narrative arc, and delivery practice guide. |
Help the user craft compelling stories that create clarity and generate energy for their projects, using the Storytelling for Impact framework.
This skill exists because influence at the leadership level requires storytelling, not just data. It provides a structured methodology to transform raw ideas into compelling narratives using proven story structures.
| Artifact | Format | Handed to |
|---|---|---|
| Story Map | Markdown (headline, opening, arc, delivery guide) | User / presenter |
When the user asks for help with storytelling:
Stories are not product descriptions, scenarios with personas, value propositions, or OKRs. A story connects humans. It can confer meaning, establish context, create clarity, and generate energy. If you cannot define the impact and your audience, do not waste time creating a story.
The audience is the hero. You are an actor performing for them. The "Curse of Knowledge" means you know too much -- you must hold the line and stay focused on what the audience needs, not what you want to say. Frame everything through the audience's point of view.
Facts activate two brain regions. Stories activate multiple regions -- motor cortex, sensory cortex, frontal cortex, and more. Words like "perfume" or "coffee" activate the olfactory cortex. Cortisol is released during rising tension, creating emotional engagement even when the listener knows the story is fiction. Character-driven stories flood the brain with oxytocin, producing feelings of attachment. The brain ignores cliched or overused phrases. Use vivid, physical, experiential language.
Before crafting any story, complete two prerequisites: (1) Define the impact -- "We need to tell a story about ______ so that we can ______." (2) Know the audience -- their demographics, psychographics, how they view you, and where you want to take them. Skip these and the story will miss the mark.
A compelling story incorporates: Conflict/Stress (something goes wrong or is at risk), Emotion (heightened feelings, not all positive), Resolution (the conflict builds to a climax and things change), Surprise (something unexpected), and Learning (new knowledge or awareness). If a nugget does not score high on at least three of these, it is probably not worth pursuing.
Kurt Vonnegut's story shapes provide proven narrative arcs. The "Cinderella" shape is especially effective for business pitches: Down (outline the problem), Up (solution to address the problem), Down (it is going to cost us), Up (promise of the future if we deliver). Other useful shapes include "Man in a Hole," "Rags to Riches," "Tragedy," "Icarus," and "Oedipus."
Open with a relatable analogy that synthesizes a complex problem into a simple mental model. Personal experiences make it authentic. Cars, food, and everyday experiences are great analogy sources. Jump to business quickly after the analogy -- there is a risk of losing the audience if you linger.
Use the Hero's Journey model when you need a human element, are influencing different behaviors, or are dealing with a big problem or abyss. The audience follows the hero through a transformation they can relate to.
The headline should be informative, provocative, true to the essential point, contain a verb, avoid data, and be no more than ten words. The opening paragraph encapsulates the challenge and scope, calls out at least one major insight, relates to a business challenge in human terms, and stays under 75 words.
Reveal step by step how the story unfolds. Provide data only as much as required to move or substantiate the narrative:
Stories can be enhanced with physical props, slides, images, data visualizations, and video. Think like a designer -- typography, size, color, layout, and style all matter. Use high-quality images and the golden ratio for visual composition. Keep videos short and scripted.
Walk users through these six steps in order:
Ask: "We need to tell a story about ______ so that we can ______."
Common impact goals:
Questions to clarify impact:
Define who they are, then go deep on psychographics:
Tip: Targeting the highest-leveled person in the room or the person with the least knowledge can help focus the story.
Note the questions that elicit an immediate emotional response -- those have the most energy.
About the audience:
About your team:
Evaluate each nugget against five criteria (must score high on at least three):
| Criterion | Question |
|---|---|
| Conflict/Stress | Is something at risk or going wrong? |
| Emotion | Are heightened emotions generated (not all positive)? |
| Resolution | Does conflict build to a climax where things fundamentally change? |
| Surprise | Does something unexpected happen? |
| Learning | Does it leave you with new knowledge or awareness? |
Then validate against:
Define the dramatic arc:
For the full workshop framework including the Story Map workbook, exploration questions, nugget evaluation criteria, dramatic arc templates, and delivery coaching notes, see references/workshop-framework.md.
