Market and board narrative

Skill stephenrogan/leadership-skills/skills/market-and-board-narrative

Agent Skills-compatible leadership and manager workflow library

Install

npx -y skills add stephenrogan/leadership-skills --skill market-and-board-narrative

Assembled from the repository path, not quoted from the project. Check it against their README if it does not work.

One thing to look at

1 stars1 stars. Stars are a popularity signal and not a quality one, but at this level it is likely that nobody has read this closely except its author, and you would be relying on your own review.

What its author says it does

Copied from the file, not written here

Builds a board or market narrative from internal performance, customer evidence, market shifts, competitive signals, strategic bets, and decision asks. Use for board decks, investor updates, strategic narratives, or executive alignment around what the business believes now.

The file declares its own license as MIT. That is the author’s claim about this one file, and it is not the same thing as the license GitHub reports for the repository, which is listed with the other numbers below.

SKILL.md

4.3 KB, as published. Nobody here has run it

Market And Board Narrative

Overview

Use this skill to support the leader as Strategic narrator. A narrative with an evidence spine, not executive theatre.

This skill is human-led by design: the agent prepares the work, but the human leader owns judgment, relationship, accountability, and final decisions.

When to Use

Run this skill when:

Board, investor, or executive narrative is needed
Internal data must connect to market story
Leadership needs a clear “what we believe now” memo

Do not use it as a substitute for legal, HR, finance, security, medical, or executive approval. If the workflow affects employment, compensation, customer commitments, external messaging, or sensitive personal data, prepare the packet and stop for human review.

Inputs

Ask for or gather:

Performance and customer evidence
Market and competitive signals
Strategic bets and risks
Audience context and decision asks

If inputs are missing, proceed with explicit assumptions and label confidence. Do not invent private context, motives, or facts.

Workflow

Follow this sequence:

State the central narrative claim and confidence level
Build evidence spine from internal and external signals
Separate facts, interpretation, and strategic belief
Identify narrative risks, weak evidence, and expected objections
Convert into board-ready storyline and decision asks

Before finalizing, run the boundary check: what is evidence, what is interpretation, what is a recommendation, and what must remain a human decision?

Output Format

Produce a concise, decision-ready artifact using this structure:

# Market And Board Narrative

## Situation
[Brief context and why this workflow is being run.]

## Evidence and Signals
- Fact:
- Pattern:
- Hypothesis, confidence:

## Recommended Focus
1. [Highest leverage focus]
2. [Second focus]
3. [Third focus, optional]

## Working Artifact
[Agenda, memo, brief, plan, map, script, or tracker depending on the workflow.]

## Human Decisions Required
- [Decision/action the agent must not take.]

## Follow-Up
- Owner:
- Date:
- Success signal:

Expected deliverables:

Narrative memo
Evidence spine
Risk and objection brief
Board-ready storyline
Decision asks

See assets/output-template.md for a reusable version.

Human Decision Boundary

The agent may prepare, synthesize, compare, draft, and track. The agent must not cross these boundaries:

Do not overclaim market certainty
Do not expose private or sensitive data externally
Leader owns claims, confidence, and audience positioning

Stop and ask for explicit approval before sending messages, changing employment status, making customer promises, publishing, sharing sensitive information, or committing budget/resources.

Quality Bar

A strong output for this skill:

Separates facts, interpretations, hypotheses, and recommendations.
Names uncertainty and missing context instead of hiding it.
Produces an artifact a busy leader can use immediately.
Reduces avoidance, ambiguity, rework, or decision drift.
Makes the human judgment boundary visible.
Includes concrete follow-up with owner, date, and success signal where applicable.

Failure Modes

Watch for these mistakes:

Overconfident claims from thin notes or sentiment.
Generic management advice with no artifact.
Automating sensitive judgment instead of preparing it.
Producing too many options without a recommended default.
Treating leadership as text generation rather than accountability.

References

Minto Pyramid Principle
Board communication practices
Competitive and customer evidence synthesis

For the shared methodology spine, see ../../docs/SOURCE-SPINE.md.