@oriro/orirocli 0.1.9 → 0.1.11

package/skills/communication/comm-negotiation/SKILL.md

@@ -1,120 +1,120 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: comm-negotiation
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Communication in negotiations — verbal tactics, listening, framing, body
-  language, written negotiations, email negotiations, and communication
-  strategies specific to negotiation contexts. Activate for questions about
-  how to communicate during a negotiation, phrase a counter-offer, handle
-  difficult negotiation conversations, or any communication aspect of
-  negotiating. See also biz-negotiation for principles.
-  Sources: Harvard Negotiation Project, FBI negotiation research.
----
-
-# Communication in Negotiations
-
-## Verbal techniques
-
-### Labeling (FBI tactical empathy)
-
-Name what you observe. Creates connection without agreeing.
-"It seems like you're concerned about the timeline."
-"It sounds like this is really important to you."
-"It looks like there's something holding you back."
-Label then go silent. Let the other person respond.
-Labeling defuses negative emotions. Amplifies positive ones.
-Never use "I feel..." (makes it about you). Always "It seems/sounds/looks like..."
-
-### Calibrated questions
-
-Open-ended questions that cannot be answered "yes" or "no."
-Begin with: "What," "How," "Why" (use Why carefully — can sound accusatory).
-"What's most important to you here?"
-"How would that work?"
-"What would need to happen for this to work for you?"
-"How am I supposed to do that?" (instead of "no" — puts problem back on them)
-The goal: Get them talking. Understand their constraints. Find their interests behind their positions.
-
-### Mirroring
-
-Repeat the last 1-3 words as a question. Encourages them to continue talking.
-Them: "We just don't have budget for that right now."
-You: "Budget right now?"
-Them: [explains the real constraint, the real timeline, the real priority]
-Works because it signals you're listening and creates space without challenging.
-
-### Minimal encouragers
-
-"I see." / "Go on." / "Tell me more." / "That makes sense."
-Keep them talking. Silence is also powerful — don't rush to fill it.
-
-## Written negotiations (email)
-
-### The structure
-
-**Opening:** Connect, acknowledge their position.
-"Thank you for sending over the draft. I appreciate the work that went into it."
-**Name the gap:** Clearly, non-combatively state the difference.
-"After reviewing, there are a few areas where we see things differently."
-**Label their concern:** Acknowledge what matters to them.
-"I understand protecting your margins on this engagement is important."
-**Make your ask:** Specific, grounded in objective criteria.
-"Based on market rates for comparable services in this region, we were expecting X."
-**Invite dialogue:** Don't close it off. Leave room.
-"Would you be open to a call to discuss what's possible?"
-
-### Counter-offer phrasing
-
-Weak: "That's too low. Can you do better?"
-Strong: "I appreciate the offer. Based on [specific reason: my research / our previous work / the scope involved], I was expecting closer to [specific number]. Is there flexibility there?"
-
-### Escalation ladder
-
-Level 1: Direct request. "I need [X] to move forward."
-Level 2: Explain impact. "Without [X], I won't be able to [do Y], which means [consequence for them]."
-Level 3: Reference BATNA. "I have an alternative that I'm seriously considering."
-Level 4: Walk away. (Only use if real.)
-
-## Body language in face-to-face negotiation
-
-### What to do
-
-**Lean in slightly** when interested or making an important point — signals engagement.
-**Open posture:** Arms uncrossed, hands visible. Signals openness, honesty.
-**Eye contact:** Steady but not staring. During key moments — breaks = discomfort.
-**Slower speech:** Power signals. Nervousness causes people to speed up.
-**Pause before answering:** Shows you're considering. Projects confidence. Don't rush to fill silence.
-**Match their energy** early; then gradually calm if they're agitated (pacing then leading).
-
-### What to avoid
-
-**Crossed arms:** Perceived as defensive or closed. Avoid during listening.
-**Looking away when making key claims:** Perceived as deceptive (rightly or not).
-**Touching face, neck, or hair:** Signals anxiety or deception.
-**Pointing:** Aggressive. Use open hand gestures instead.
-**Checking phone/watch:** Signals this isn't your priority.
-
-## Handling difficult moments
-
-### When they get angry
-
-Don't match the energy. Don't defend. Don't apologize immediately.
-Label: "It seems like you're frustrated. I want to understand why."
-Wait. Let them vent completely. Often anger runs out quickly when met with calm acknowledgment.
-
-### When they give a number far outside your range
-
-Don't counter immediately. Label and ask.
-"That's quite different from what I expected. Help me understand how you got there?"
-Understanding the logic behind their number helps you find the joint problem.
-
-### When they say "final offer"
-
-"I understand that's where you are. I need to take some time to consider this fully."
-Most final offers aren't. Give them a face-saving way to move.
-If truly final: Make sure you know your BATNA before you hear the final offer.
-
-Sources: Harvard Program on Negotiation (pon.harvard.edu — free), FBI negotiation techniques (Voss, "Never Split the Difference" — principles), Cialdini influence principles, Gottman communication research adapted for professional negotiations
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: comm-negotiation
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Communication in negotiations — verbal tactics, listening, framing, body
+  language, written negotiations, email negotiations, and communication
+  strategies specific to negotiation contexts. Activate for questions about
+  how to communicate during a negotiation, phrase a counter-offer, handle
+  difficult negotiation conversations, or any communication aspect of
+  negotiating. See also biz-negotiation for principles.
+  Sources: Harvard Negotiation Project, FBI negotiation research.
+---
+
+# Communication in Negotiations
+
+## Verbal techniques
+
+### Labeling (FBI tactical empathy)
+
+Name what you observe. Creates connection without agreeing.
+"It seems like you're concerned about the timeline."
+"It sounds like this is really important to you."
+"It looks like there's something holding you back."
+Label then go silent. Let the other person respond.
+Labeling defuses negative emotions. Amplifies positive ones.
+Never use "I feel..." (makes it about you). Always "It seems/sounds/looks like..."
+
+### Calibrated questions
+
+Open-ended questions that cannot be answered "yes" or "no."
+Begin with: "What," "How," "Why" (use Why carefully — can sound accusatory).
+"What's most important to you here?"
+"How would that work?"
+"What would need to happen for this to work for you?"
+"How am I supposed to do that?" (instead of "no" — puts problem back on them)
+The goal: Get them talking. Understand their constraints. Find their interests behind their positions.
+
+### Mirroring
+
+Repeat the last 1-3 words as a question. Encourages them to continue talking.
+Them: "We just don't have budget for that right now."
+You: "Budget right now?"
+Them: [explains the real constraint, the real timeline, the real priority]
+Works because it signals you're listening and creates space without challenging.
+
+### Minimal encouragers
+
+"I see." / "Go on." / "Tell me more." / "That makes sense."
+Keep them talking. Silence is also powerful — don't rush to fill it.
+
+## Written negotiations (email)
+
+### The structure
+
+**Opening:** Connect, acknowledge their position.
+"Thank you for sending over the draft. I appreciate the work that went into it."
+**Name the gap:** Clearly, non-combatively state the difference.
+"After reviewing, there are a few areas where we see things differently."
+**Label their concern:** Acknowledge what matters to them.
+"I understand protecting your margins on this engagement is important."
+**Make your ask:** Specific, grounded in objective criteria.
+"Based on market rates for comparable services in this region, we were expecting X."
+**Invite dialogue:** Don't close it off. Leave room.
+"Would you be open to a call to discuss what's possible?"
+
+### Counter-offer phrasing
+
+Weak: "That's too low. Can you do better?"
+Strong: "I appreciate the offer. Based on [specific reason: my research / our previous work / the scope involved], I was expecting closer to [specific number]. Is there flexibility there?"
+
+### Escalation ladder
+
+Level 1: Direct request. "I need [X] to move forward."
+Level 2: Explain impact. "Without [X], I won't be able to [do Y], which means [consequence for them]."
+Level 3: Reference BATNA. "I have an alternative that I'm seriously considering."
+Level 4: Walk away. (Only use if real.)
+
+## Body language in face-to-face negotiation
+
+### What to do
+
+**Lean in slightly** when interested or making an important point — signals engagement.
+**Open posture:** Arms uncrossed, hands visible. Signals openness, honesty.
+**Eye contact:** Steady but not staring. During key moments — breaks = discomfort.
+**Slower speech:** Power signals. Nervousness causes people to speed up.
+**Pause before answering:** Shows you're considering. Projects confidence. Don't rush to fill silence.
+**Match their energy** early; then gradually calm if they're agitated (pacing then leading).
+
+### What to avoid
+
+**Crossed arms:** Perceived as defensive or closed. Avoid during listening.
+**Looking away when making key claims:** Perceived as deceptive (rightly or not).
+**Touching face, neck, or hair:** Signals anxiety or deception.
+**Pointing:** Aggressive. Use open hand gestures instead.
+**Checking phone/watch:** Signals this isn't your priority.
+
+## Handling difficult moments
+
+### When they get angry
+
+Don't match the energy. Don't defend. Don't apologize immediately.
+Label: "It seems like you're frustrated. I want to understand why."
+Wait. Let them vent completely. Often anger runs out quickly when met with calm acknowledgment.
+
+### When they give a number far outside your range
+
+Don't counter immediately. Label and ask.
+"That's quite different from what I expected. Help me understand how you got there?"
+Understanding the logic behind their number helps you find the joint problem.
+
+### When they say "final offer"
+
+"I understand that's where you are. I need to take some time to consider this fully."
+Most final offers aren't. Give them a face-saving way to move.
+If truly final: Make sure you know your BATNA before you hear the final offer.
+
+Sources: Harvard Program on Negotiation (pon.harvard.edu — free), FBI negotiation techniques (Voss, "Never Split the Difference" — principles), Cialdini influence principles, Gottman communication research adapted for professional negotiations

package/skills/communication/comm-presentations/LICENSE

@@ -1,21 +1,21 @@
-MIT License
-
-Copyright (c) 2026 ORIRO.ai
-
-Permission is hereby granted, free of charge, to any person obtaining a copy
-of this software and associated documentation files (the "Software"), to deal
-in the Software without restriction, including without limitation the rights
-to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
-copies of the Software, and to permit persons to whom the Software is
-furnished to do so, subject to the following conditions:
-
-The above copyright notice and this permission notice shall be included in all
-copies or substantial portions of the Software.
-
-THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
-IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
-FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
-AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
-LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
-OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
-SOFTWARE.
+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/communication/comm-presentations/SKILL.md

@@ -1,93 +1,93 @@
----
-watermark: ORIRO
-name: comm-presentations
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Presentation design and delivery — slide design, data visualization in slides,
-  executive presentations, pitch decks, and storytelling with data. Activate for
-  questions about creating presentations, designing slides, data visualization,
-  pitch decks, or presenting effectively. Sources: McKinsey presentation principles,
-  Canva presentation design, Nancy Duarte storytelling frameworks.
----
-
-# Presentations
-
-## Slide design principles
-
-### One idea per slide
-
-If you have to read the slide to understand it, the slide has too much.
-The headline should be the insight, not the topic.
-
-Bad headline: "Revenue by Quarter"
-Good headline: "Q4 Revenue Surpassed Targets by 23%"
-
-Bad headline: "Customer Feedback"
-Good headline: "67% of Churned Customers Cited Pricing — Not Product — as Their Reason"
-
-### The slide has one job
-
-Ask: "What is the single thing I want the audience to understand from this slide?"
-Everything else is noise.
-
-### Visual hierarchy
-
-Most important information: largest, top-left.
-Supporting details: smaller, below or right.
-Annotations and footnotes: smallest, bottom.
-
-## Data visualization in slides
-
-**Choose the right chart type:**
-Comparison of categories: Bar chart (horizontal if many labels).
-Trends over time: Line chart. Don't use bar chart for time series.
-Part of whole: Pie chart only if 2-3 segments. Otherwise horizontal bar.
-Distribution: Histogram or box plot.
-Relationship: Scatter plot.
-Geographic: Map.
-
-**Formatting rules:**
-Remove gridlines and chart borders — they're noise.
-Label directly on charts rather than legends when possible.
-Highlight the key data point with color. Gray the rest.
-Use consistent colors. Red = bad. Green = good. Never use both for non-value judgment.
-Include data labels on key bars/points for precision.
-
-## Pyramid principle (McKinsey/Minto)
-
-Conclusion first. Supporting evidence below.
-**Not:** Background → Analysis → Findings → Recommendation
-**Yes:** Recommendation → Key reasons → Supporting evidence
-
-Executives want the answer first. They'll ask for evidence if needed.
-
-## Pitch deck structure (for startups)
-
-1. **Problem** — Real pain, specific customer
-2. **Solution** — Your approach (show, don't describe)
-3. **Market** — TAM/SAM/SOM, why now
-4. **Product** — Demo or screenshots
-5. **Business model** — How you make money
-6. **Traction** — Proof it's working
-7. **Team** — Why you can execute this
-8. **The ask** — How much, what you'll do with it
-
-Keep under 15 slides. Investors read decks in 3-7 minutes.
-
-## Executive presentations
-
-**Start with the conclusion.** Executives have 3 minutes, not 30.
-**"So what?"** after every slide. Why does this matter to them?
-**Anticipate objections.** Have backup slides.
-**Know your numbers.** If you put a number in, you own it.
-**Rehearse the first 60 seconds.** If you lose them there, you don't get them back.
-
-## Delivery mechanics
-
-**Speak to the audience, not the screen.** You know your slides. They don't need you to read to them.
-**Pointer sparingly.** Laser pointers focus attention but overuse becomes distracting.
-**Transitions:** Use builds (reveal one point at a time) when live presenting. Don't use them for decks sent ahead.
-**Leave room for questions.** Plan your deck for 75% of allocated time.
-
-Sources: Nancy Duarte "Slide:ology" (principles), McKinsey presentation standards (principles), Minto Pyramid Principle (principles), Storytelling with Data by Cole Nussbaumer Knaflic (principles — free articles at storytellingwithdata.com)
+---
+watermark: ORIRO
+name: comm-presentations
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Presentation design and delivery — slide design, data visualization in slides,
+  executive presentations, pitch decks, and storytelling with data. Activate for
+  questions about creating presentations, designing slides, data visualization,
+  pitch decks, or presenting effectively. Sources: McKinsey presentation principles,
+  Canva presentation design, Nancy Duarte storytelling frameworks.
+---
+
+# Presentations
+
+## Slide design principles
+
+### One idea per slide
+
+If you have to read the slide to understand it, the slide has too much.
+The headline should be the insight, not the topic.
+
+Bad headline: "Revenue by Quarter"
+Good headline: "Q4 Revenue Surpassed Targets by 23%"
+
+Bad headline: "Customer Feedback"
+Good headline: "67% of Churned Customers Cited Pricing — Not Product — as Their Reason"
+
+### The slide has one job
+
+Ask: "What is the single thing I want the audience to understand from this slide?"
+Everything else is noise.
+
+### Visual hierarchy
+
+Most important information: largest, top-left.
+Supporting details: smaller, below or right.
+Annotations and footnotes: smallest, bottom.
+
+## Data visualization in slides
+
+**Choose the right chart type:**
+Comparison of categories: Bar chart (horizontal if many labels).
+Trends over time: Line chart. Don't use bar chart for time series.
+Part of whole: Pie chart only if 2-3 segments. Otherwise horizontal bar.
+Distribution: Histogram or box plot.
+Relationship: Scatter plot.
+Geographic: Map.
+
+**Formatting rules:**
+Remove gridlines and chart borders — they're noise.
+Label directly on charts rather than legends when possible.
+Highlight the key data point with color. Gray the rest.
+Use consistent colors. Red = bad. Green = good. Never use both for non-value judgment.
+Include data labels on key bars/points for precision.
+
+## Pyramid principle (McKinsey/Minto)
+
+Conclusion first. Supporting evidence below.
+**Not:** Background → Analysis → Findings → Recommendation
+**Yes:** Recommendation → Key reasons → Supporting evidence
+
+Executives want the answer first. They'll ask for evidence if needed.
+
+## Pitch deck structure (for startups)
+
+1. **Problem** — Real pain, specific customer
+2. **Solution** — Your approach (show, don't describe)
+3. **Market** — TAM/SAM/SOM, why now
+4. **Product** — Demo or screenshots
+5. **Business model** — How you make money
+6. **Traction** — Proof it's working
+7. **Team** — Why you can execute this
+8. **The ask** — How much, what you'll do with it
+
+Keep under 15 slides. Investors read decks in 3-7 minutes.
+
+## Executive presentations
+
+**Start with the conclusion.** Executives have 3 minutes, not 30.
+**"So what?"** after every slide. Why does this matter to them?
+**Anticipate objections.** Have backup slides.
+**Know your numbers.** If you put a number in, you own it.
+**Rehearse the first 60 seconds.** If you lose them there, you don't get them back.
+
+## Delivery mechanics
+
+**Speak to the audience, not the screen.** You know your slides. They don't need you to read to them.
+**Pointer sparingly.** Laser pointers focus attention but overuse becomes distracting.
+**Transitions:** Use builds (reveal one point at a time) when live presenting. Don't use them for decks sent ahead.
+**Leave room for questions.** Plan your deck for 75% of allocated time.
+
+Sources: Nancy Duarte "Slide:ology" (principles), McKinsey presentation standards (principles), Minto Pyramid Principle (principles), Storytelling with Data by Cole Nussbaumer Knaflic (principles — free articles at storytellingwithdata.com)

package/skills/communication/comm-public-speaking/LICENSE

@@ -1,21 +1,21 @@
-MIT License
-
-Copyright (c) 2026 ORIRO.ai
-
-Permission is hereby granted, free of charge, to any person obtaining a copy
-of this software and associated documentation files (the "Software"), to deal
-in the Software without restriction, including without limitation the rights
-to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
-copies of the Software, and to permit persons to whom the Software is
-furnished to do so, subject to the following conditions:
-
-The above copyright notice and this permission notice shall be included in all
-copies or substantial portions of the Software.
-
-THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
-IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
-FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
-AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
-LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
-OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
-SOFTWARE.
+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/communication/comm-public-speaking/SKILL.md

@@ -1,68 +1,68 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: comm-public-speaking
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Public speaking — structure, delivery, managing nerves, storytelling, Q&A, and presenting with confidence.
-
-
-
-
-  Sources: Toastmasters, Strunk & White, Purdue OWL, IFJ journalism ethics.
----
-
-# Public Speaking
-
-## Managing nerves
-
-**Reframe anxiety as excitement.** Research shows telling yourself "I'm excited" (not "calm down") improves performance. Both are physiological arousal — different interpretation.
-**Preparation is the best anxiety reducer.** Know your material so deeply that forgetting a word doesn't matter.
-**Physiological tools:** Slow deep breaths (4-7-8). Power pose before (not during) presentation. Arrive early to make the space familiar.
-
-## Structure
-
-**The rule:** Tell them what you'll tell them → Tell them → Tell them what you told them.
-
-**Opening:** The first 30 seconds determines attention. Options:
-
-- Question: "How many of you have..." (engages immediately)
-- Startling statistic: "Every 60 seconds, X happens"
-- Short story: The most powerful opener
-- What NOT to do: "Today I'm going to talk about..." (boring), thanking for the introduction (wasted time)
-
-**Body — rule of three:** Three main points maximum. More than three and audiences lose the thread.
-Each point: Claim → Evidence → Connection back to thesis.
-
-**Closing:** Callback to opening. Summary of key takeaways. Clear call to action. Strong last line — don't say "That's it" or "Any questions?" as your final words.
-
-## Delivery
-
-**Eye contact:** Not scanning — genuine connection with one person for 3-5 seconds, then move.
-**Pace:** Slower than you think. Silence is your most powerful pause. Nervous speakers speed up.
-**Volume:** Project — not yell. Vary for emphasis. Quiet can be powerful.
-**Movement:** Purposeful movement = energy and point transitions. Random movement = nervous energy. Plant feet when making key points.
-**Hands:** Natural gestures reinforcing words. Avoid: fig leaf (clasped in front), hand-wringing, pockets.
-**Filler words:** "Um," "uh," "like," "you know" — silence is better. Record yourself; awareness is the fix.
-
-## Storytelling structure (narrative)
-
-**Hero's journey in 2 minutes:**
-
-1. Character in their normal world.
-2. Problem appears. What was at stake?
-3. The journey / struggle.
-4. Resolution and lesson.
-
-**Specificity:** "A 65-year-old grandmother named Dorothy in rural Ohio" vs. "an older woman." Specific is memorable.
-
-## Q&A management
-
-Listen to the full question before answering.
-If unclear: Rephrase and confirm. "So you're asking...is that right?"
-For hostile questions: "That's an important concern. Here's how I think about it..."
-You can say "I don't know, but I'll find out."
-Don't let one person dominate. "Let me take a couple more questions."
-
-Sources: Toastmasters International (toastmasters.org — free resources), TED Talk archive, Duarte "Resonate" (principles), Carnegie "How to Win Friends and Influence People" (principles — public speaking sections)
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: comm-public-speaking
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Public speaking — structure, delivery, managing nerves, storytelling, Q&A, and presenting with confidence.
+
+
+
+
+  Sources: Toastmasters, Strunk & White, Purdue OWL, IFJ journalism ethics.
+---
+
+# Public Speaking
+
+## Managing nerves
+
+**Reframe anxiety as excitement.** Research shows telling yourself "I'm excited" (not "calm down") improves performance. Both are physiological arousal — different interpretation.
+**Preparation is the best anxiety reducer.** Know your material so deeply that forgetting a word doesn't matter.
+**Physiological tools:** Slow deep breaths (4-7-8). Power pose before (not during) presentation. Arrive early to make the space familiar.
+
+## Structure
+
+**The rule:** Tell them what you'll tell them → Tell them → Tell them what you told them.
+
+**Opening:** The first 30 seconds determines attention. Options:
+
+- Question: "How many of you have..." (engages immediately)
+- Startling statistic: "Every 60 seconds, X happens"
+- Short story: The most powerful opener
+- What NOT to do: "Today I'm going to talk about..." (boring), thanking for the introduction (wasted time)
+
+**Body — rule of three:** Three main points maximum. More than three and audiences lose the thread.
+Each point: Claim → Evidence → Connection back to thesis.
+
+**Closing:** Callback to opening. Summary of key takeaways. Clear call to action. Strong last line — don't say "That's it" or "Any questions?" as your final words.
+
+## Delivery
+
+**Eye contact:** Not scanning — genuine connection with one person for 3-5 seconds, then move.
+**Pace:** Slower than you think. Silence is your most powerful pause. Nervous speakers speed up.
+**Volume:** Project — not yell. Vary for emphasis. Quiet can be powerful.
+**Movement:** Purposeful movement = energy and point transitions. Random movement = nervous energy. Plant feet when making key points.
+**Hands:** Natural gestures reinforcing words. Avoid: fig leaf (clasped in front), hand-wringing, pockets.
+**Filler words:** "Um," "uh," "like," "you know" — silence is better. Record yourself; awareness is the fix.
+
+## Storytelling structure (narrative)
+
+**Hero's journey in 2 minutes:**
+
+1. Character in their normal world.
+2. Problem appears. What was at stake?
+3. The journey / struggle.
+4. Resolution and lesson.
+
+**Specificity:** "A 65-year-old grandmother named Dorothy in rural Ohio" vs. "an older woman." Specific is memorable.
+
+## Q&A management
+
+Listen to the full question before answering.
+If unclear: Rephrase and confirm. "So you're asking...is that right?"
+For hostile questions: "That's an important concern. Here's how I think about it..."
+You can say "I don't know, but I'll find out."
+Don't let one person dominate. "Let me take a couple more questions."
+
+Sources: Toastmasters International (toastmasters.org — free resources), TED Talk archive, Duarte "Resonate" (principles), Carnegie "How to Win Friends and Influence People" (principles — public speaking sections)