communication-playbook

by chilu18

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SKILL.md About

---
name: communication-playbook
description: >
  World-Class Communication Playbook for HeySalad. Use this skill whenever
  any communication task is involved — internal team messages, external emails
  to investors/regulators/partners/customers, presentation structuring, written
  docs, cross-functional project coordination, meeting facilitation, transparency
  decisions, or active listening coaching. Trigger for ANY of the following:
  drafting or reviewing emails, Slack messages, investor updates, regulatory
  correspondence, pitch decks, slide structure, meeting agendas or notes, RACI
  matrices, project kickoff docs, 1-on-1 frameworks, feedback conversations,
  conflict resolution, documentation standards, or communication culture advice.
  Also trigger when the user asks about tone, channel selection, async comms,
  BLUF, Pyramid Principle, meeting cadence, psychological safety, or transparency
  norms. If it involves how HeySalad communicates — internally or externally —
  use this skill. When in doubt, use it.
---

# HeySalad Communication Playbook

A distillation of world-class communication standards across eight domains.
Apply these principles whenever generating, reviewing, or coaching any form of
communication at HeySalad.

---

## QUICK DECISION TREE

Before producing any communication output, identify the domain:

| Domain | When to apply |
|--------|--------------|
| **Internal** | Slack, team emails, async updates, documentation |
| **External** | Investor updates, regulatory comms, customer/partner emails |
| **Presentations** | Pitch decks, demos, all-hands, stakeholder reviews |
| **Written** | Docs, wikis, changelogs, proposals, reports |
| **Cross-functional** | Multi-team projects, RACI, kickoffs, SSOT |
| **Meetings** | Agendas, facilitation, notes, decisions |
| **Transparency** | What to share, how, and with whom |
| **Active Listening** | 1-on-1 coaching, conflict, negotiation, feedback |

Multiple domains often apply simultaneously — use all relevant sections.

---

## 1. INTERNAL COMMUNICATION

### Core Principle: BLUF — Bottom Line Up Front
Every internal message leads with the conclusion. State what you need, then
provide supporting context. Never bury the request.

**Bad:** "Hey, I was looking at the MTN Mobile Money integration and noticed
some latency issues. The logs showed errors around 14:00 UTC yesterday. This
might be affecting settlement. Can you check?"

**Good:** "ACTION NEEDED: MTN Mobile Money settlements may be failing. Logs
show errors at 14:00 UTC — please investigate and report back by EOD. Details
below."

### The Four Pillars
- **Clarity** — Single, unambiguous purpose per message. No jargon or hedge words.
- **Cadence** — Predictable rhythm of updates. Teams know when information arrives.
- **Context** — Always share the 'why', not just the 'what'.
- **Confirmation** — Close every loop. Confirm receipt, understanding, and next action.

### Channel Selection
| Channel | Use for | Avoid when |
|---------|---------|-----------|
| Slack/IM | Quick questions, real-time coord | Sensitive topics, complex decisions |
| Email | Formal updates, paper trail needed | Urgent issues, back-and-forth |
| Video Call | Nuanced topics, relationship building | Simple status updates |
| Loom/Async Video | Demos, walkthroughs, one-to-many | Two-way dialogue |
| Written Doc | Decisions, processes, lasting reference | Time-sensitive comms |
| In-Person | Strategy, brainstorming, conflict resolution | Distributed teams |

### Async Message Checklist
Before sending any async message confirm:
- [ ] Purpose clear in the first line?
- [ ] Owner of response identified (vs FYI only)?
- [ ] Deadline or expected response time included?
- [ ] Right channel for this message?
- [ ] Single ask, not bundled requests?

### Culture Norms (embed in any comms coaching)
- Default to over-communication during uncertainty
- Assume positive intent in all message interpretation
- Praise publicly, critique privately — never call out individuals in group channels
- Document decisions as they happen — memory is not a system
- Disagree and commit — voice disagreement, then execute on the decision

---

## 2. EXTERNAL COMMUNICATION

### The Five Principles
1. **One Voice** — All external messaging consistent on positioning, numbers, tone
2. **Precision** — No vague language ('soon', 'maybe'). Use specific dates, figures
3. **Professionalism** — Spell-check everything. Match audience formality level
4. **Responsiveness** — Reply within 24 hours. Acknowledge receipt even without full answer
5. **Confidentiality** — Assume all external comms could be forwarded

### Investor Updates (monthly cadence)
Structure every investor update as:
1. **Headline** — The single biggest thing that happened this month
2. **Progress** — Key metrics and milestones vs. last month
3. **Challenges** — What is not working and what you are doing about it
4. **Priorities** — Top 3 focus areas for next month
5. **Ask** — One specific way investors can help

> Investors who receive consistent, honest updates — including bad news — are
> far more likely to support you in a crisis than those who only hear from you
> when things are good.

### Regulatory Correspondence (FCA / Bank of Zambia / EFIU)
- Always use official titles and reference numbers
- Never miss a regulator's deadline — ever
- Log all correspondence: date, contact name, summary, response deadline
- Do not speculate or make forward-looking statements unless explicitly asked
- Review every regulatory response with a second person before sending
- When uncertain, consult legal counsel — never guess on regulatory matters

### Customer / Partner — Three-Part Response
1. **Acknowledge** — Confirm receipt and understanding
2. **Act or Escalate** — Resolution or clear next step with timeline
3. **Affirm** — Close with confidence: "We have this handled"

---

## 3. PRESENTATION SKILLS

### The Pyramid Principle (use for all presentation structure)
```
        ┌─────────────────────┐
        │   GOVERNING THOUGHT  │  ← State this within 60 seconds
        └──────────┬──────────┘
         ┌─────────┼─────────┐
    Key Arg 1  Key Arg 2  Key Arg 3
         └─────────┼─────────┘
    Supporting Data / Evidence / Examples
```
Lead with the answer. Audience should never wonder what you are trying to say.

### Slide Design Rules
| Rule | Principle |
|------|-----------|
| One idea per slide | If you say "and also..." you need a new slide |
| Six-by-Six | Max 6 bullets, max 6 words each. Prefer visuals |
| Headline as insight | "Revenue grew 40% MoM" not "Revenue" |
| Consistent visual language | One font, one palette, one icon set |
| The Blank Test | Key message understood in under 5 seconds? |
| Signal not noise | Remove anything decorative that adds no meaning |

### Delivery Checklist
- [ ] Open with impact — story, data point, or provocative question
- [ ] Governing thought stated within first 60 seconds
- [ ] Signposting used: "First… second… finally…"
- [ ] Key points followed by a deliberate 2-second pause
- [ ] Varied vocal pace — slow for key points, faster for setup
- [ ] Strong close — single, clear call to action
- [ ] Practiced out loud at least 3 times

### Handling Questions
- Repeat the question before answering (buys thinking time, confirms understanding)
- "I want to give you an accurate answer — I'll follow up in writing by tomorrow"
- Never bluff. Uncertainty stated clearly is more credible than a wrong answer

---

## 4. WRITTEN COMMUNICATION

### The Five Principles
1. **Brevity** — Write the shortest version that conveys the full meaning
2. **Clarity** — Simple, concrete words. Replace technical terms where possible
3. **Specificity** — Not "soon" but "by 17:00 Friday". Not "some users" but "34%"
4. **Active Voice** — "The team deployed the update" not "The update was deployed"
5. **Reader First** — What does the reader need to do or believe after reading this?

### Email Structure
1. **Subject** — Specific, action-oriented, front-loaded: "ACTION NEEDED: FCA Submission — 14 March"
2. **Opening** — One sentence of context if needed
3. **BLUF** — Request or key message in 1-2 sentences
4. **Body** — Supporting detail, only what is strictly necessary
5. **Action** — Clear next step: owner, deadline, format
6. **Close** — "Best" or "Thanks" — avoid "Regards"

> Write the subject line last, after you know exactly what the message is about.

### Audience Calibration
| Audience | Tone & Style | Avoid |
|----------|-------------|-------|
| Investors | Direct, data-driven, confident. Lead with outcomes | Overselling, vague milestones, buried bad news |
| Regulators | Formal, precise, deferential. Use their terminology | Speculation, informal language |
| Customers | Warm, human, empathetic. Solve in fewest words | Jargon, delay, passing the buck |
| Team | Clear, direct, motivating. Give context and be honest | Corporate speak, vagueness |
| Press/Media | Controlled, strategic, quotable | Off-the-record assumptions |

### Documentation Standards
- Write docs as if the reader has zero context (they'll read in 6 months)
- Date every document
- One owner per doc who keeps it current
- Link related docs — never duplicate content
- Archive, do not delete — old decisions have future value

---

## 5. CROSS-FUNCTIONAL COLLABORATION

### RACI Framework (use at the start of every multi-team initiative)
| Role | Definition | Rule |
|------|-----------|------|
| **Responsible** | Does the work | Can be multiple people |
| **Accountable** | Answerable for the outcome | Only ONE person ever |
| **Consulted** | Input sought before decisions | Two-way communication |
| **Informed** | Notified of outcomes | One-way, broadcast only |

> Warning: Multiple people marked as Accountable = no one accountable.
> This is the most common RACI failure.

### Project Kickoff — Six Required Answers
1. Why are we doing this? (strategic context and urgency)
2. What does success look like? (specific, measurable outcomes)
3. Who is responsible for what? (RACI clarity)
4. What are the constraints? (timeline, budget, regulatory, technical)
5. How will we communicate? (cadence, channel, escalation path)
6. What are the known risks? (blockers and mitigation plans)

### Single Source of Truth (SSOT)
Every cross-functional project must have one designated SSOT — a document,
board, or tool where all decisions, status updates, and changes are recorded.
If it is not in the SSOT, it did not happen.

### Conflict Resolution Ladder
1. State the disagreement clearly, without blame: "I see it differently"
2. Identify what each party actually needs (not just what they're asking for)
3. Search for the option that satisfies both underlying needs
4. If unresolved: escalate to Accountable owner with written summary of both positions
5. Accountable owner decides — commit and execute

---

## 6. MEETING FACILITATION

### Meeting Taxonomy
| Type | Purpose | Duration | Frequency |
|------|---------|----------|-----------|
| Daily Standup | Done / Next / Blocked | 15 min | Daily |
| Weekly Team Sync | Progress, priorities, blockers | 30-60 min | Weekly |
| 1-on-1 | Relationship, coaching, feedback | 30-45 min | Weekly/biweekly |
| Decision Meeting | Deliberation on a specific decision | Time-boxed | As needed |
| Retrospective | Team process reflection | 60 min | Monthly/per sprint |
| All-Hands | Company update, culture, Q&A | 30-60 min | Monthly |

### Before the Meeting
- [ ] Is this necessary, or can this be resolved async?
- [ ] Agenda written and shared 24+ hours in advance?
- [ ] Every invitee essential? Remove 'Informed' people from invite
- [ ] Clear decision or outcome defined?
- [ ] Timekeeper and note-taker assigned?
- [ ] Pre-reads shared with sufficient lead time?

### During the Meeting
- **Open with intention** — State purpose and desired outcome in first 60 seconds
- **Parking Lot** — Capture valuable but off-topic items for later
- **Draw out quiet voices** — "Before we close, [Name] — what's your read?"
- **Force decisions** — Name loops: "We've discussed this from multiple angles — what are we choosing?"

### After the Meeting (within 24 hours)
Meeting notes must include:
- Date and attendees
- Decisions made
- Actions assigned (owner + deadline)
- Parking Lot items with owners

Notes shared with all attendees AND all Informed stakeholders.
Actions tracked in a shared system, not just email.
Next meeting begins with review of previous actions.

---

## 7. TRANSPARENCY

### Levels of Transparency
| Level | What It Means | Use For |
|-------|--------------|---------|
| Default Open | All information available without asking | Docs, wikis, roadmaps |
| Share on Request | Available to anyone who asks | Sensitive but non-confidential data |
| Need to Know | Restricted to those directly involved | Personnel matters, legal strategy |
| Confidential | Formal agreement required | Board matters, regulatory submissions |

### Leadership Transparency Norms
- Share the 'why' behind decisions — context enables autonomous decision-making
- Acknowledge mistakes openly and quickly — own errors before they become rumours
- When you cannot share something: "I can't share the detail here, but I'll update you when I can"
- Never let people find out important news through informal channels first
- Model the transparency you want to see in your team

### Psychological Safety (prerequisite for transparency)
- Respond to bad news with curiosity: "Tell me more" not "How did this happen?"
- Reward people who surface problems early
- Normalise uncertainty: "I don't know yet" is a complete answer
- Never use information shared in confidence as ammunition in future disputes

> Psychological safety is destroyed in seconds and rebuilt over months. One
> disproportionate response to bad news can silence an entire team.

---

## 8. ACTIVE LISTENING

### The Three Listening Levels
| Level | Description | Goal |
|-------|-------------|------|
| Level 1 — Internal | Thinking about your own response while the speaker talks | Avoid this |
| Level 2 — Focused | Fully attentive: words, body language, emotional content | Professional baseline |
| Level 3 — Global | Aware of everything including silence and what is not said | High-stakes conversations |

### Six Core Techniques
1. **The Pause** — Wait 2-3 seconds before responding. Signals processing, not just waiting.
2. **Reflective Listening** — Repeat back in your own words: "What I'm hearing is X — is that right?"
3. **Clarifying Questions** — "What would that look like in practice?" / "What's driving that concern?"
4. **Acknowledge Without Agreeing** — "I can see why that would feel frustrating" ≠ "You are right"
5. **Non-Verbal Listening** — Eye contact, open posture, camera not screen in video calls
6. **Listen for What Is Not Said** — Missing stakeholders, omitted constraints, avoided topics are data

### Common Failure Modes to Avoid
| Failure | What It Looks Like |
|---------|--------------------|
| Preparing your response | Eyes glaze over mid-sentence |
| Filtering | Only hearing what confirms existing beliefs |
| Interrupting | Jumping in before the speaker finishes |
| Advice-giving too soon | Offering solutions before understanding the problem |
| Distraction | Phone visible, notifications on, environment not set up |

### Active Listening by Context
- **1-on-1s** — Team member should speak 60%+ of the time. Ask questions, don't advise unless asked.
- **Negotiations** — Every piece of info shared is a data point. Do not fill silences.
- **Conflict** — Each party must feel heard before moving to resolution. Listen first, solve second.

---

## MASTER OUTPUT STANDARDS

When producing any communication output, apply these non-negotiables:

### Before Writing Anything
1. Who is the audience?
2. What do they need to believe or do after reading this?
3. What is the ONE key message?
4. What is the right channel and format?
5. What is the deadline / response expectation?

### Universal Quality Bar
- Every message has a clear purpose and a clear call to action
- Active voice throughout
- Specific over vague — dates, numbers, names
- Read it once for content, once for length (cut 20%)
- If it took more than 5 minutes to write, have a second person review it

### HeySalad-Specific Context
- Multi-jurisdictional: UK (HeySalad Payments Ltd), Estonia (HeySalad OÜ), Zambia (HeySalad Technologies / HeySalad Pay)
- Regulatory audiences: FCA, Bank of Zambia, Estonian EFIU
- Async-first across time zones — async discipline is non-negotiable
- Founder-CTO voice: direct, precise, technically credible, commercially aware
- Company stage: pre-revenue / early revenue, compliance-first, building trust with regulators and investors
- Tone: confident but not overblown, honest about challenges, specific about progress

---

## COMMON TASK PATTERNS

### "Draft an investor update"
→ Use Section 2 investor update formula (5-part structure)
→ Apply Section 4 written communication principles
→ Tone: direct, data-driven, honest including on challenges

### "Write a regulatory email / response"
→ Use Section 2 regulatory correspondence rules
→ Formal, precise, deferential, reference numbers included
→ Flag for second-person review before sending

### "Structure this presentation / deck"
→ Apply Pyramid Principle from Section 3
→ Governing thought within 60 seconds
→ One idea per slide, headline as insight

### "Help me run this meeting"
→ Section 6: check meeting type, apply before/during/after checklists
→ Output: agenda template or meeting notes template

### "Set up RACI for this project"
→ Section 5: identify R, A, C, I for each workstream
→ Confirm only ONE Accountable owner
→ Output as table with names assigned

### "Review this message / doc"
→ Apply Section 4 written principles
→ Check: BLUF, active voice, specificity, audience calibration, length
→ Return revised version with brief rationale for key changes

### "Help with this difficult conversation"
→ Sections 7 (transparency) and 8 (active listening)
→ Apply acknowledgement without agreement technique
→ Coach on listening levels and clarifying questions

### "Write a team announcement"
→ Section 1 internal communication norms
→ Lead with the 'why', include context, specify next steps
→ Tone: motivating, honest, clear

---

*HeySalad Communication Playbook — v1.0 — 2025*
*Founder & CTO: Peter Machona*

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