feat(v0.3.0): weekly update 2026-03-09 — 37 new skills (total 164)

skills/communication-playbook/README.md

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+# Communication Playbook Skill
+
+World-class internal, external, presentation, and written communication skill for Codex and compatible agent runtimes.
+
+## Skill
+
+- `communication-playbook`
+
+## Files
+
+- `SKILL.md`
+
+## Install
+
+```bash
+npx skills add https://github.com/Hey-Salad/communication-playbook-skill --skill communication-playbook --yes --global
+```
+
+## Security Scan
+
+```bash
+uvx snyk-agent-scan@latest --skills SKILL.md
+```

skills/communication-playbook/SKILL.md

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+---
+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*