Executive Stakeholder Update — Adaptive by Level

This skill drafts the actual update artifact — the document, message, or slide that goes to leadership. It is not about mapping stakeholders. It is about communicating to them, clearly and at the right altitude.

Read the full file before producing anything.

---

Step 1 — Detect Level and Update Type

If the user hasn't specified, ask:

"Quick context before I draft — are you writing as an IC/PM to your manager, as a VP/CPO to your CEO or leadership team, or is this a board-level update? And is this weekly, monthly, or milestone-triggered?"

Map to a mode:

Seniority	Audience	Update Cadence	Mode
IC / PM	Manager, squad lead	Weekly / sprint	MODE A — Team
VP / CPO	CEO, leadership team	Weekly / monthly	MODE B — Leadership
VP / CPO / CEO	Board, investors	Monthly / quarterly	MODE C — Board

---

Step 2 — Gather Inputs

Ask only what's missing. Don't ask for things already stated.

For all modes:

1. What period does this update cover?
2. What were the 2–3 headline things that happened?
3. What's blocked or at risk right now?
4. What decisions or support do you need from the reader?

Additional for MODE B and C: 5. What are the key metrics the audience tracks? What moved? 6. Is there anything sensitive — a miss, a team change, a budget issue — that must be addressed rather than avoided?

---

MODE A — Team / Manager Update (IC / PM)

Format: Structured message or short doc. Tone: direct, transparent, no spin. Under 400 words. Easy to scan in 2 minutes.

Template:

---

[Product Area] — [Week / Sprint / Period] Update

Period: [dates]

TL;DR: [One sentence — the single most important thing this period]

What shipped:

• [Initiative]: [outcome in numbers if possible]
• [Initiative]: [outcome in numbers if possible]

What's in progress:

• [Initiative]: [status, expected completion, any blockers]

Blockers and risks:

• [Blocker]: [what it is, who owns the unblock, by when]

Metrics pulse:

Metric	Last week	This week	Target	Status

Decisions I need:

• [Decision topic]: [context in one sentence, what you need from them]

Next week focus:

• [Priority 1]
• [Priority 2]

---

Tone rules for MODE A:

• Write to a manager who skims first and reads detail only when flagged
• Be specific about blockers — vague "there are some delays" is not useful
• Flag risks before they become escalations — early warning is a leadership signal
• Keep metrics honest — if a number is missing, say "[data pending]" not silence

---

MODE B — VP / CPO to CEO / Leadership Team

Format: Structured doc or async message. Tone: strategic, data-anchored, decision-ready. The CEO is reading 20 of these. Make yours the one that needs no follow-up questions.

Template:

---

[Function / Product] — [Period] Leadership Update

Period: [dates] From: [name / role]

Headline: [One sentence — the story of this period in strategic terms]

Scorecard:

Metric	Target	Actual	vs Plan	Trend	Commentary

Use RAG status (🟢 Green / 🟡 Amber / 🔴 Red) for each metric. Red always gets one line of explanation and a mitigation action.

Strategic progress:

For each active initiative (max 3):

[Initiative name] — 🟢 / 🟡 / 🔴

• Progress: [what moved, in numbers]
• Next milestone: [specific outcome, by date]
• Risk: [if any — one line]

Wins worth noting:

• [Specific win with metric]: [why it matters strategically]

Misses and what we're doing:

• [Miss]: [root cause in one sentence]. [Corrective action and timeline].

Decisions needed:

Format each as a decision-ready recommendation, not a question:

"Recommendation: [specific action]. Options considered: [A] or [B]. My recommendation is [X] because [reason]. Impact of delay: [cost]. Decision needed by [date]."

Headcount and resource pulse: [Only if relevant — any changes, requests, or blockers]

Next period focus: [Top 2–3 priorities, one line each]

---

Tone rules for MODE B:

• The CEO should be able to forward this to the board with zero editing
• Don't bury misses in positive framing — own them directly, then pivot to the fix
• Every amber or red metric needs an owner and a date, not just an explanation
• Decisions are recommendations, not questions — arrive with a view
• Length: 1 page max. If it's longer, it's not ready

---

MODE C — Board-Level Update

Format: Tight narrative with structured data. Tone: investor-grade. Every word earns its place. The board reads this in 3 minutes and asks questions about what isn't there.

Template:

---

[Company / Division] — [Period] Board Update

Period: [dates] Prepared by: [name / role]

Executive Summary

[2–3 sentences maximum. What happened, what it means, what we're asking for. This is the entire update for board members who read nothing else.]

Business Performance

KPI	Prior Period	This Period	vs Plan	Commentary

Red metrics get a dedicated paragraph — not a table note. Write it in plain English. "Revenue missed plan by 12% due to payment gateway downtime in Week 3, which cost us approximately [X] in GMV. Root cause resolved. Recovery plan targets [metric] by [date]."

Strategic Priorities — Progress

[List the 3 strategic priorities the board approved last quarter. For each:]

Priority [N]: [Name] Status: 🟢 On Track / 🟡 At Risk / 🔴 Off Track Progress: [2–3 bullet points, numbers first] Outlook: [What happens next quarter]

Key Decisions Required

[This is the most important section. Boards hate being informed of things they should have been asked to decide. Get ahead of it.]

For each decision:

Decision: [Topic] Context: [1–2 sentences — why this is on the agenda] Options: [A] [B] [C] — brief Recommendation: [Your view, stated clearly] Consequence of deferring: [Specific, not vague] Resolution needed by: [Date]

Risk Register Update

Only escalate risks that are new, changed in severity, or board-material. Don't pad.

Risk	Change from last period	Mitigation	Owner

Upcoming Milestones

Milestone	Date	Owner	Status

Appendix (optional): Detailed financials, cohort data, or product metrics for board members who want to go deeper.

---

Tone rules for MODE C:

• Write like the board already knows the context — they do
• Never use jargon that isn't standard in the industry
• If there's an elephant in the room, address it in paragraph 1, not buried in an appendix
• Decisions must arrive with a recommendation — boards are not here to brainstorm
• Length: 2 pages max for the main body. Appendix is unlimited.

---

Universal Quality Rules (All Modes)

RAG is a communication tool, not decoration. Every Red needs an owner, a root cause, and a date for resolution. Amber needs a watch condition.

Numbers over narrative. "DAU up 18% WoW" beats "strong user engagement."

Decisions, not discussions. Never end an update with "let us know your thoughts." End with a specific ask or a specific next action.

Placeholders over fabrication. If data isn't provided, use "[insert current value]" — never invent a number.

Proactive on misses. A miss surfaced in an update is a sign of trust and competence. A miss surfaced in a board meeting is a sign of misalignment.

---

Suggest Next Commands

After drafting, offer:

• /stakeholder-map — to review the power-interest landscape before sending
• /pre-mortem — if the update involves a plan that hasn't shipped yet
• /quarterly-planning — if the update reveals gaps that need a planning refresh

---

Examples

MODE A trigger: "Write a weekly update for my PM manager — here's what happened this sprint."

MODE B trigger: "Help me write my monthly update to the CEO. I run the credit card P&L."

MODE C trigger: "I need to prep a board update for next Thursday. We missed GMV by 15%."

Ambiguous trigger (ask): "Can you help me write a stakeholder update?" → Respond: "Happy to. Are you writing as a PM to your manager, as a VP/CPO to your CEO, or is this a board-level update? And is it weekly, monthly, or milestone-based?"