name: "stakeholder-alignment"
description: "Align stakeholders and secure buy-in by producing a Stakeholder Alignment Pack (alignment brief, stakeholder map, exec decision principles, pre-brief plan, alignment meeting plan, decision summary + comms). Use for stakeholder alignment, buy-in, executive alignment, cross-functional alignment. Category: Communication."

Stakeholder Alignment

Scope

Covers
- Getting to shared understanding on goal, decision, and success criteria
- Mapping stakeholders (deciders/influencers/blockers) and tailoring messaging to what they care about
- Turning “opinions” into decision principles + evaluation criteria
- Running a no-surprises pre-brief loop to surface objections early
- Facilitating an alignment/decision meeting and locking follow-through with clear comms

When to use
- “Help me get exec buy-in for this roadmap change.”
- “We keep leaving meetings ‘aligned’ and then un-aligning—fix the process.”
- “Map stakeholders and create a plan to align them on a proposal.”
- “I need cross-functional alignment (Eng/Design/Sales/Legal) before we commit.”
- “Draft an alignment pre-read + meeting plan + follow-up comms.”

When NOT to use
- You don’t yet have a clear problem to solve (use problem definition first).
- You mainly need a decision framework/roles for a complex choice (use a decision-process skill; this skill assumes you can name the decision and stakeholders).
- You only need a polished deck (use a presentation skill; this focuses on alignment mechanics and artifacts).
- The request is interpersonal/HR/legal or requires specialist counsel.

Inputs

Minimum required
- Alignment goal: inform / align / decide (and by when)
- The proposal (or decision) in one sentence + why now
- Stakeholder list (or org context to infer it)
- Constraints/non-negotiables (timeline, budget, policy, compliance, customer commitments)
- Current state: what’s already been discussed, and where alignment breaks down

Missing-info strategy
- Ask 3–5 questions from references/INTAKE.md at a time.
- If key info is unavailable, proceed with explicit assumptions and label unknowns.

Outputs (deliverables)

Produce a Stakeholder Alignment Pack (Markdown in-chat; or files if requested) in this order:
1) Alignment Brief (1-pager) (goal, decision/ask, why now, user value, success criteria, constraints, tradeoffs)
2) Stakeholder Map + “How They Think” notes (roles, incentives, likely objections, decision principles)
3) Alignment Plan (pre-brief sequence, artifacts, timeline, and “no surprises” plan)
4) Alignment Pre-read + Meeting Plan (agenda, vital questions, options/tradeoffs, decision capture)
5) Decision Summary + Comms Draft (what we decided, why, what changes, owners, next steps)
6) Risks / Open questions / Next steps (always)

Templates: references/TEMPLATES.md
Expanded guidance: references/WORKFLOW.md

Workflow (8 steps)

1) Define the alignment target (what does “aligned” mean?)

• Inputs: user context; references/INTAKE.md.
• Actions: Classify the goal (inform/align/decide) and name the decision/commitment (or the output of alignment). Set a date and what “done” looks like.
• Outputs: Alignment Brief sections: Goal, Decision/Ask, Deadline, Scope boundaries.
• Checks: You can finish the sentence: “After alignment, stakeholders will commit to _ by ___.“

2) Map stakeholders and decision rights (who matters, and why)

• Inputs: org context; prior meeting notes; known stakeholders.
• Actions: Build a stakeholder map: decider(s), approvers, influencers, implementers, blockers, and “silent veto” risks. Identify who must not be surprised.
• Outputs: Stakeholder Map (table) + “pre-brief required” list.
• Checks: Every critical function affected (e.g., Eng, Design, Sales, Support, Legal/Compliance, Finance) is either included or explicitly out of scope.

3) Decode “how they think” (principles, not just opinions)

• Inputs: prior feedback; exec writings/talks; observed patterns.
• Actions: Convert stakeholder feedback into 3–7 decision principles (e.g., “must feel like the future”, “minimize enterprise risk”). Note what evidence persuades them.
• Outputs: “How They Think” notes (per key stakeholder) + principles list.
• Checks: For each key stakeholder, you can explain: “In what world does their viewpoint make sense?”

4) Anchor on user value + business constraints (cut through noise)

• Inputs: proposal; user/customer context; constraints.
• Actions: Draft the narrative spine: user value (the “vital question”), why now, and the unavoidable tradeoffs. Make constraints explicit (compliance, monetization, go-to-market, reliability).
• Outputs: Alignment Brief sections: User value, Why now, Constraints, Tradeoffs.
• Checks: A skeptical stakeholder can’t dismiss the proposal as “nice to have” without disputing a stated assumption.

5) Define evaluation criteria and “what good looks like”

• Inputs: goals, constraints, stakeholder principles.
• Actions: Create evaluation criteria (and weights if helpful). Set expectations that agreement may feel uncomfortable at first; focus stakeholders on criteria over gut feel.
• Outputs: Criteria list (and optional criteria table) + “discomfort is normal” expectation-setting line for meetings.
• Checks: Criteria are few (3–7), mutually meaningful (real tradeoffs), and tied to stakeholder principles.

6) Run the pre-brief loop (no surprises; watch reactions)

• Inputs: draft pack; pre-brief list.
• Actions: Meet key stakeholders 1:1 (or small groups). Observe what lands (and what causes “dead eyes”), capture objections, and update the pack. Keep a change log.
• Outputs: Pre-brief notes + objections log + updated pack + change log.
• Checks: No major stakeholder sees the core ask for the first time in the live meeting.

7) Facilitate the alignment/decision meeting (commitments, not vibes)

• Inputs: final pre-read; agenda; decision capture plan.
• Actions: Open with the alignment target and vital question. Walk through options/tradeoffs against criteria. Confirm the decision and commitments (owner + due dates). Record dissent and follow-ups.
• Outputs: Meeting notes + decision capture + action list.
• Checks: Everyone leaves knowing: what we decided, why, what changes tomorrow, and who owns what.

8) Communicate and lock alignment (prevent re-litigation)

• Inputs: decision capture; action list; stakeholder map.
• Actions: Send a crisp summary to all stakeholders (including those not in the room). Document rationale and tradeoffs. Set a review/checkpoint date.
• Outputs: Decision Summary + Comms Draft + review checkpoint.
• Checks: Follow-up comms contains: decision, rationale, tradeoffs, owners, dates, and what would trigger a revisit.

Quality gate (required)

• Run references/CHECKLISTS.md and score with references/RUBRIC.md.
• Always include: Risks, Open questions, Next steps.

Examples

Example 1: “We need exec alignment on a 6-week pause of Feature A to address reliability. Draft the alignment brief, stakeholder map, pre-brief plan, and the decision meeting plan.”
Expected: Alignment Brief, Stakeholder Map, pre-brief plan + notes template, meeting plan + comms draft.

Example 2: “Sales and Legal are blocking a self-serve launch. Create a cross-functional alignment plan that surfaces constraints early and lands on a committed path.”
Expected: explicit constraints, evaluation criteria, no-surprises pre-brief loop, decision capture, and follow-up comms.

Boundary example: “Make them agree with me; they’re irrational.”
Response: refuse to ‘win politics’; reframe to an evidence-based alignment process (principles, criteria, tradeoffs). If the user can’t name a decision/goal, do problem definition first.