aigroup-workflow 1.0.0

package/skills/jarvis/engineering-team/c-level-advisor/founder-coach/references/founder-toolkit.md

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+# Founder Toolkit
+
+Practical tools for founder self-management and leadership development.
+
+---
+
+## 1. Weekly CEO Reflection Template
+
+**15 minutes. Every Friday. No excuses.**
+
+This is the most important meeting of the week. You with yourself.
+
+```
+DATE: _______________
+
+## This Week
+
+**1. What was my most important contribution this week?**
+(Not the longest meeting or the hardest problem — the thing that will matter in 90 days.)
+
+_______________________________________________
+
+**2. Where did I add the least value? Why was I involved?**
+(Be honest. Where were you in the room out of habit, not necessity?)
+
+_______________________________________________
+
+**3. What should I have delegated but didn't?**
+(Name the specific task and the person you could have delegated it to.)
+
+_______________________________________________
+
+**4. What decision am I avoiding? Why?**
+(Fear of being wrong? Not enough information? Conflict avoidance?)
+
+_______________________________________________
+
+**5. What would I do differently this week if I could do it over?**
+(One thing. Make it specific.)
+
+_______________________________________________
+
+## Next Week
+
+**My one most important outcome for next week:**
+_______________________________________________
+
+**What will I stop doing / not start / protect myself from?**
+_______________________________________________
+```
+
+---
+
+## 2. Energy Audit Template
+
+Map your week by energy, not tasks. Do this for one full work week.
+
+### Step 1: Time block mapping
+
+For each 30-minute block in your week, record:
+- What you did
+- Energy level: 🟢 Energizing / 🟡 Neutral / 🔴 Draining
+
+```
+Monday:
+08:00-08:30: __________________ [🟢/🟡/🔴]
+08:30-09:00: __________________ [🟢/🟡/🔴]
+09:00-09:30: __________________ [🟢/🟡/🔴]
+... (continue through the day)
+```
+
+### Step 2: Pattern analysis
+
+After one week, categorize activities:
+
+| Activity type | Energy level | Total hours | % of week |
+|--------------|-------------|-------------|-----------|
+| Customer calls | | | |
+| Investor meetings | | | |
+| Team 1:1s | | | |
+| Product decisions | | | |
+| Strategy/planning | | | |
+| Email/Slack | | | |
+| Recruiting | | | |
+| Financial review | | | |
+| External talks/events | | | |
+| Administrative tasks | | | |
+| Deep work/building | | | |
+| Recovery/breaks | | | |
+
+### Step 3: Optimization plan
+
+**Green activities to protect (min 40% of week):**
+- _______________________________________________
+
+**Red activities to eliminate or delegate (target: < 15% of week):**
+- Activity: __________________ → Delegate to: __________________
+- Activity: __________________ → Eliminate via: __________________
+
+**Your personal energy peak hours:**
+I do my best thinking: _______ to _______
+Schedule this time as: Protected deep work (no meetings)
+
+---
+
+## 3. Delegation Matrix
+
+For every task you regularly do, run it through this matrix.
+
+### Assessment
+
+| Task | Skill level needed | My will to keep it | Decision |
+|------|-------------------|-------------------|----------|
+| | High / Med / Low | High / Med / Low | Keep / Coach / Delegate / Kill |
+
+### Delegation scoring
+
+| My Skill | My Will | Decision |
+|----------|---------|----------|
+| High | High | Keep — this is your zone of genius |
+| High | Low | Delegate — you can do it, but it drains you. Train someone. |
+| Low | High | Develop — learn it or hire for it |
+| Low | Low | Kill or outsource — why is this on your plate? |
+
+### The 70% rule
+
+If someone can do a task 70% as well as you, delegate it. Trying to get to 100% is a trap:
+- Their 70% will grow to 90% with practice
+- Your 30% extra effort costs more than the quality gap
+- You free up time for things only you can do
+
+---
+
+## 4. 1:1 Template for Direct Reports
+
+Weekly or biweekly. 30 minutes. Their agenda, not yours.
+
+```
+DATE: _______________
+PERSON: _______________
+
+## Their Section (first 20 min)
+
+**What's on their mind? (open the meeting with this)**
+(No agenda from you first — let them lead)
+
+**What are they working on? Where are they stuck?**
+
+**What do they need from me?**
+
+**Anything they wanted to raise but haven't had the chance to?**
+
+## Your Section (last 10 min)
+
+**Context to share (strategy, changes, what they should know):**
+
+**Direct feedback to give (if any):**
+- Be specific: "In Tuesday's meeting, when you [did X], the impact was [Y]"
+- Make it actionable: "Next time, I'd suggest [Z]"
+
+**Career/growth check-in (monthly, not every meeting):**
+- How are they feeling about their growth?
+- What do they want to be doing more of?
+- What are they interested in that they're not currently doing?
+
+## Follow-ups
+
+| Commitment | Owner | Due |
+|------------|-------|-----|
+| | | |
+```
+
+### Rules for effective 1:1s
+
+- **Their agenda first.** If you dominate with your updates, they stop bringing theirs.
+- **No status updates.** That's what tools are for. This time is for their thinking, blockers, and development.
+- **Consistent time.** Rescheduled 1:1s signal that they're not a priority.
+- **Take notes.** Review them before the next meeting. It signals that you listened.
+- **Follow up on commitments.** If you say "I'll get you that answer by Thursday," get it by Thursday.
+
+---
+
+## 5. Personal OKRs for the Founder
+
+Most founders hold their team accountable to goals but have none themselves. Fix that.
+
+### Template: Quarterly Personal OKRs
+
+```
+Q[X] YYYY | FOUNDER OKRs
+
+## My One Priority This Quarter
+(The single most important thing I personally must accomplish)
+_______________________________________________
+
+## Objective 1: [Leadership Development]
+What I'm trying to achieve: _______________________________________________
+
+KR 1.1: [Measurable outcome by EoQ]
+KR 1.2: [Measurable outcome by EoQ]
+KR 1.3: [Measurable outcome by EoQ]
+
+Progress check (mid-quarter): _______________________________________________
+
+## Objective 2: [Delegation / Team Building]
+What I'm trying to achieve: _______________________________________________
+
+KR 2.1: [Measurable outcome by EoQ]
+KR 2.2: [Measurable outcome by EoQ]
+
+## Objective 3: [External Impact — Investors / Customers / Market]
+What I'm trying to achieve: _______________________________________________
+
+KR 3.1: [Measurable outcome by EoQ]
+KR 3.2: [Measurable outcome by EoQ]
+
+## The "Stop Doing" List (equally important)
+Things I'm committing to stop doing this quarter:
+- Stop: _______________________________________________
+- Stop: _______________________________________________
+- Stop: _______________________________________________
+```
+
+### Personal OKR examples
+
+**Objective: Become a better coach, not just a decision-maker**
+- KR: 90% of my direct reports can make their top 3 recurring decisions without me by EoQ
+- KR: In 1:1 reviews, 80% of team rates me as "helps me think through problems" vs "tells me what to do"
+- KR: Conduct quarterly 360 feedback session with all direct reports
+
+**Objective: Build investor trust before I need it**
+- KR: Monthly investor updates sent within 5 days of month-end, every month this quarter
+- KR: 1:1 calls with each board member, once per quarter, outside of board meetings
+- KR: Create and share 3-year financial model with board by EoQ
+
+**Objective: Protect my energy and performance**
+- KR: 3+ hours of protected deep work time per day, 4+ days per week
+- KR: Complete weekly CEO reflection every Friday (track: 0/13 weeks → 13/13)
+- KR: Zero email after 8pm, zero weekends unless explicit crisis
+
+---
+
+## 6. The "Stop Doing" List
+
+The hardest list to make and the most valuable to keep.
+
+Most founders have clear to-do lists. Few have stop-doing lists. The asymmetry is the problem.
+
+### The stop-doing audit
+
+**Things to stop doing immediately (decision you can make today):**
+- Attending meetings you don't add value to
+- Being the default person for decisions that should be made by others
+- Redoing work that your team completed
+- Checking email/Slack during deep work blocks
+- Starting tasks you know you'll delegate partway through
+
+**Things to stop doing by delegating (need to train someone):**
+- _______________________________________________
+- _______________________________________________
+- _______________________________________________
+
+**Things to stop doing by building systems:**
+- Recurring manual tasks → automate
+- Recurring decisions → write decision criteria so others can decide
+- Recurring explanations → document once, reference always
+
+### The decision filter
+
+Before accepting new responsibilities, run through:
+1. Does this require something only I can do?
+2. Is this the highest and best use of my time?
+3. If I say yes to this, what am I saying no to?
+
+If the answers are no, no, and something important — say no.
+
+---
+
+## 7. Evidence File
+
+For when imposter syndrome hits. Keep a running file of:
+
+**Wins** (monthly minimum)
+- Company milestones you led
+- Decisions that worked out well
+- Feedback you received that was genuinely positive
+
+**Quotes** (capture as they happen)
+- Direct quotes from team members, customers, investors about your impact
+- Emails or messages that reflect trust or appreciation
+
+**The hard calls that paid off**
+- Decisions you were scared to make that turned out well
+- Times you said no to something that would have hurt the company
+
+**When to read it:** When you're doubting yourself before a board meeting, a hard conversation, a big pitch. The feeling isn't fact. The evidence file is.

package/skills/jarvis/engineering-team/c-level-advisor/founder-coach/references/leadership-growth.md

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+# Leadership Growth Reference
+
+Frameworks for founder and executive leadership development.
+
+---
+
+## 1. The 5 Levels of Leadership (Maxwell)
+
+John Maxwell's model describes leadership development as a ladder. Most founders start at Level 2–3 and need to reach Level 4–5 to scale effectively.
+
+| Level | Name | People follow because... | What it looks like |
+|-------|------|--------------------------|-------------------|
+| 1 | Position | They have to (title/authority) | "Do this because I'm the CEO" |
+| 2 | Permission | They want to (relationship) | People choose to work with you beyond the job requirement |
+| 3 | Production | You produce results | Team rallies because you deliver; your track record gives credibility |
+| 4 | People Development | You develop others | You're multiplying leaders; your success is measured by others' growth |
+| 5 | Pinnacle | Who you are (reputation) | People follow because of what you've built and who you've become |
+
+**Most founders are at Level 3.** They got here by building and shipping. The path to scaling is Level 4: developing other leaders.
+
+**The Level 3 trap:** Production-focused founders attract doers, not leaders. They value results over growth. Their teams are effective but dependent. Every decision still goes through the founder.
+
+**The Level 4 shift:** Measure your success by how well your team succeeds without you. Your job is to make the people around you better.
+
+---
+
+## 2. Situational Leadership Model
+
+Ken Blanchard's model says effective leadership style shifts based on the person and the task — not the leader's preference.
+
+Four styles based on the follower's development level:
+
+| Development Level | Competence | Commitment | Leadership Style | What to do |
+|------------------|------------|------------|-----------------|------------|
+| D1 — Enthusiastic Beginner | Low | High | S1: Directing | High direction, low support. Tell them what to do. |
+| D2 — Disillusioned Learner | Low/Med | Low | S2: Coaching | High direction + high support. Teach and encourage. |
+| D3 — Capable but Cautious | Medium/High | Variable | S3: Supporting | Low direction, high support. Collaborate and encourage. |
+| D4 — Self-Reliant Achiever | High | High | S4: Delegating | Low direction, low support. Get out of the way. |
+
+**Common founder error:** Using the same leadership style with everyone. The founder who directs a D4 will frustrate them into leaving. The founder who delegates to a D1 will watch them fail.
+
+**Diagnosis before deciding:**
+Before determining your style, ask for each person + task:
+- How much do they know about this specific task? (Not in general — this task.)
+- How much do they want to do this specific task?
+
+These answers may surprise you. A senior engineer may be D4 on architecture and D1 on customer calls.
+
+---
+
+## 3. The Founder → CEO Transition
+
+The hardest leadership change most founders face, and nobody prepares them for it.
+
+### What changes
+
+**As a founder, you were judged on:**
+- What you personally built
+- How fast you moved
+- Your own output
+
+**As a CEO, you're judged on:**
+- What your team produced
+- How effectively you set direction
+- The quality of the people around you
+
+The skills that made you a great founder — doing, deciding, building — can actively work against you as a CEO.
+
+### The transition phases
+
+**Phase 1: Still doing (0–15 people)**
+You're right to be deep in the work. Speed requires it. Your personal output matters.
+Risk: Staying here too long.
+
+**Phase 2: Building around you (15–50 people)**
+You're hiring and starting to delegate. People do work you used to do.
+Challenge: Learning to trust output that doesn't look like yours.
+Failure mode: Hiring people and then redoing their work.
+
+**Phase 3: Leading through leaders (50–150 people)**
+You no longer know everything happening in the company. That's correct.
+Challenge: Managing people who manage people — twice removed from the work.
+Failure mode: Bypassing your managers to go direct (undermines them, creates chaos).
+
+**Phase 4: Setting the container (150+ people)**
+Your job is culture, strategy, and the senior leadership team. You're a CEO, not a senior contributor.
+Challenge: Staying relevant and strategic without getting lost in the weeds.
+Failure mode: Retreating to execution to feel productive.
+
+### The emotional reality
+
+Most founders describe the transition as:
+- A loss of identity ("I used to know everything that was happening")
+- A loss of control ("Decisions happen without me")
+- A loss of clarity ("Was I more effective before?")
+
+These are real losses, not just discomfort. Acknowledge them. Find identity in what the CEO role is, not what the founder role was.
+
+---
+
+## 4. Building Your Executive Team
+
+### When to hire your first executive
+
+Common question: "When do I need a VP/C-suite?"
+
+**Trigger signs:**
+- The function is failing and you can't fix it by working harder
+- You can't attract or develop talent in that function because you lack the expertise
+- The function is growing faster than you can lead it
+- You're making bad decisions in that domain because you don't have deep knowledge
+
+**Order of first executives:**
+Most companies hire in this order, but the right order depends on your archetype and what's breaking:
+1. First non-founder exec is usually Sales (VP Sales) or Engineering (VP Eng / CTO)
+2. Then COO/Operations when coordination becomes the bottleneck
+3. Then Finance (CFO) when fundraising or financial complexity demands it
+4. Then People/HR when hiring velocity and culture require dedicated ownership
+
+### How to onboard executives
+
+**The 30-60-90 plan:**
+- Day 1–30: Listen. Meet everyone. Learn the current state. No major decisions.
+- Day 31–60: Diagnose. What's working, what isn't, what's missing. Share findings.
+- Day 61–90: Act. Make changes. Start building systems. Establish their leadership presence.
+
+**The trust-building sequence:**
+Start with small, visible wins. Let them prove themselves in low-stakes situations before handing over high-stakes decisions.
+
+**The founder's role during exec onboarding:**
+- Provide context generously
+- Introduce them with genuine authority ("This is the decision-maker for X — go to them, not me")
+- Don't override their decisions publicly
+- Give feedback privately, not in front of their team
+
+**Failure mode:** Hiring a great executive and then making them feel like a senior employee. If you override every major decision, you don't have an executive — you have an expensive advisor.
+
+---
+
+## 5. Managing Your Board
+
+### The fundamental tension
+
+You work for the board. The board elected you. They can remove you. This is a governance reality, not a threat.
+
+And: You lead the company. The board sets governance and approves major decisions, but they're not running the business day-to-day. You are.
+
+**Healthy dynamic:** Board holds accountability; CEO holds authority. They're not adversarial — they're complementary.
+
+### The founder mistake
+
+Most founders either:
+1. **Over-inform:** Share every detail, create noise, invite micro-management
+2. **Under-inform:** Share only wins, board is surprised by problems, trust erodes
+
+Neither works. The goal is strategic partnership.
+
+### What the board actually needs
+
+- **Monthly written update:** Financial performance vs plan, key metrics, top 3 issues + proposed solutions, forward-looking risks. 1–2 pages.
+- **Quarterly board meeting:** Strategic discussion, not financial recap. They've read the update. Use the time for decisions and input.
+- **Real-time alerts:** Big bad news before the meeting. Never let board members be surprised by negative news they should have known earlier.
+
+### Managing board members individually
+
+Invest in 1:1 relationships with each board member between meetings. Understand what they care about. Use their expertise.
+
+Board members who feel informed and useful are your allies. Board members who feel blindsided or sidelined become difficult.
+
+**The pre-meeting call:** Before every board meeting, call each member individually. Preview the agenda, surface concerns, align on decisions. The meeting itself should have no surprises.
+
+### When the board challenges you
+
+"The board doesn't trust my judgment" is often really: "I haven't given them enough information to trust my judgment."
+
+Fix the transparency gap before assuming it's a political problem.
+
+**When the board is actually wrong:** Make the case clearly, once, with data. If they override you on something important and you can't accept it, that's a signal about fit. Founders get removed. It happens. Build board relationships before you need them to trust you on a hard call.

package/skills/jarvis/engineering-team/c-level-advisor/internal-narrative/SKILL.md

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+---
+name: "internal-narrative"
+description: "Build and maintain one coherent company story across all audiences — employees, investors, customers, candidates, and partners. Detects narrative contradictions and ensures the same truth is framed for each audience's needs. Use when preparing investor updates, all-hands presentations, board communications, recruiting narratives, crisis communications, or when user mentions company narrative, messaging consistency, storytelling, all-hands, investor update, or crisis communication."
+license: MIT
+metadata:
+  version: 1.0.0
+  author: Alireza Rezvani
+  category: c-level
+  domain: narrative-strategy
+  updated: 2026-03-05
+  frameworks: narrative-frameworks, all-hands-template
+---
+
+# Internal Narrative Builder
+
+One company. Many audiences. Same truth — different lenses. Narrative inconsistency is trust erosion. This skill builds and maintains coherent communication across every stakeholder group.
+
+## Keywords
+narrative, company story, internal communication, investor update, all-hands, board communication, crisis communication, messaging, storytelling, narrative consistency, audience translation, founder narrative, employee communication, candidate narrative, partner communication
+
+## Core Principle
+
+**The same fact lands differently depending on who hears it and what they need.**
+
+"We're shifting resources from Product A to Product B" means:
+- To employees: "Is my job safe? Why are we abandoning what I built?"
+- To investors: "Smart capital allocation — they're doubling down on the winner"
+- To customers of Product A: "Are they abandoning us?"
+- To candidates: "Exciting new focus — are they decisive?"
+
+Same fact. Four different narratives needed. The skill is maintaining truth while serving each audience's actual question.
+
+---
+
+## Framework
+
+### Step 1: Build the Core Narrative
+
+One paragraph that every other communication derives from. This is the source of truth.
+
+**Core narrative template:**
+> [Company name] exists to [mission — present tense, specific]. We're building [what you're building] because [the problem you're solving]. Our approach is [your unique way of doing this]. We're at [honest description of current state] and heading toward [where you're going in concrete terms].
+
+**Good core narrative (example):**
+> Acme Health exists to reduce preventable falls in elderly care using smartphone-based mobility analysis. We're building an AI diagnostic tool for care teams because current fall risk assessments are subjective, infrequent, and often wrong. Our approach — using the phone's camera during a 10-second walking test — means no new hardware, no specialist required. We have 80 care facilities in DACH paying us €800K ARR, and we're heading to €3M ARR by demonstrating clinical value at scale before our Series B.
+
+**Bad core narrative:**
+> Acme Health is an innovative AI company revolutionizing elderly care through cutting-edge technology that empowers care providers and improves patient outcomes across the continuum of care.
+
+The good version is usable. The bad version says nothing.
+
+---
+
+### Step 2: Audience Translation Matrix
+
+Take the core narrative and translate it for each audience. Same truth, different frame.
+
+| Fact | Employees need to hear | Investors need to hear | Customers need to hear | Candidates need to hear |
+|------|----------------------|----------------------|----------------------|------------------------|
+| We have 80 customers | "We've proven the model — your work matters" | "Product-market fit signal, capital efficient" | "80 care facilities trust us" | "Traction you'd be joining" |
+| We pivoted from hardware | "We were honest enough to change course" | "Capital-efficient pivot to better unit economics" | "We found a faster, simpler way to serve you" | "We make decisions based on evidence, not ego" |
+| We missed Q2 revenue | "Here's why, here's the plan, here's what you can do" | "Revenue mix shifted — trailing indicator improving" | [Usually don't tell customers revenue misses] | [Usually not shared externally] |
+| We're hiring fast | "The team is growing — your network matters" | "Headcount plan aligned to growth" | [Not relevant unless it affects service] | "This is a rocket ship moment" |
+
+**Rules:**
+- Never contradict yourself across audiences. Different framing ≠ different facts.
+- "We told investors growth, told employees efficiency" is a contradiction. Audit for this.
+- Investors and employees see each other. Board members talk to your team. Candidates google you.
+
+---
+
+### Step 3: Contradiction Detection
+
+Before any major communication, run the contradiction check:
+
+**Question 1:** What did we tell investors last month about [topic]?
+**Question 2:** What did we tell employees about the same topic?
+**Question 3:** Are these consistent? If not — which version is true?
+
+**Common contradictions:**
+- "Efficient growth" to investors + "we're hiring aggressively" to candidates
+- "Strong pipeline" to investors + "sales is struggling" at all-hands
+- "Customer-first" in culture + recent decisions that clearly prioritized revenue over customer need
+
+**When you catch a contradiction:** Fix the less accurate version, then communicate the correction explicitly. "Last month I said X. After more reflection, X is not quite right. Here's the clearer version."
+
+Correcting yourself before someone else catches it builds more trust than getting caught.
+
+---
+
+### Step 4: Audience-Specific Communication Cadence
+
+| Audience | Format | Frequency | Owner |
+|----------|--------|-----------|-------|
+| Employees | All-hands | Monthly | CEO |
+| Employees | Team updates | Weekly | Team leads |
+| Investors | Written update | Monthly | CEO + CFO |
+| Board | Board meeting + memo | Quarterly | CEO |
+| Customers | Product updates | Per release | CPO / CS |
+| Candidates | Careers page + interview narrative | Ongoing | CHRO + Founders |
+| Partners | Quarterly business review | Quarterly | BD Lead |
+
+---
+
+### Step 5: All-Hands Structure and Cadence
+
+See `templates/all-hands-template.md` for the full template.
+
+**Principles:**
+- Lead with honest state of the company. No spin.
+- Connect company performance to individual work: "Here's how what you built contributed to this outcome."
+- Give people a reason to be proud of their choice to work here.
+- Leave time for real Q&A — not curated questions.
+
+**All-hands failure modes:**
+- CEO speaks for 55 of 60 minutes; Q&A is "any quick questions?"
+- All good news, all the time — employees know when you're not being honest
+- Metrics without context: "ARR grew 15%" without explaining if that's good, bad, or expected
+- Questions deflected: "That's a great point, we should follow up on that" → never followed up
+
+---
+
+### Step 6: Crisis Communication
+
+When the narrative breaks — someone leaves publicly, a product fails, a security breach, a press article.
+
+**The 4-hour rule:** If something is public or about to be, communicate internally within 4 hours. Employees should never learn about company news from Twitter.
+
+**Crisis communication sequence:**
+
+**Hour 0–4 (internal first):**
+1. CEO or relevant leader sends an internal message
+2. Acknowledge what happened factually
+3. State what you know and what you don't know yet
+4. Tell people what you're doing about it
+5. Tell people what they should do if they're asked about it
+
+**Hour 4–24 (external if needed):**
+1. External statement (press, social) only if the event is public
+2. Consistent with the internal message — same facts, audience-appropriate framing
+3. Legal review if any claims or liability involved
+
+**What not to do in a crisis:**
+- Silence: letting rumors fill the vacuum
+- Spin: people can detect it and it destroys trust
+- "No comment": says "we have something to hide"
+- Blaming: even if someone else caused the problem, your audience only cares what you're doing about it
+
+**Template for crisis internal communication:**
+> "Here's what happened: [factual description]. Here's what we know right now: [known facts]. Here's what we don't know yet: [honest uncertainty]. Here's what we're doing: [specific actions]. Here's what you should do if you're asked about this: [specific guidance]. I'll update you by [specific time] with more information."
+
+---
+
+## Narrative Consistency Checklist
+
+Run before any major external communication:
+
+- [ ] Is this consistent with what we told investors last month?
+- [ ] Is this consistent with what we told employees at the last all-hands?
+- [ ] Does this contradict anything on our website, careers page, or press releases?
+- [ ] If an employee read this external communication, would they recognize the company being described?
+- [ ] If an investor read our internal all-hands deck, would they find anything inconsistent?
+- [ ] Have we been accurate about our current state, or are we projecting an aspiration?
+
+---
+
+## Key Questions for Narrative
+
+- "Could a new employee explain to a friend why our company exists? What would they say?"
+- "What do we tell investors about our strategy? What do we tell employees? Are these the same?"
+- "If a journalist asked our team members to describe the company independently, what would they say?"
+- "When did we last update our 'why we exist' story? Is it still true?"
+- "What's the hardest question we'd get from each audience? Do we have an honest answer?"
+
+## Red Flags
+
+- Different departments describe the company mission differently
+- Investor narrative emphasizes growth; employee narrative emphasizes stability (or vice versa)
+- All-hands presentations are mostly slides, mostly one-way
+- Q&A questions are screened or deflected
+- Bad news reaches employees through Slack rumors before leadership communication
+- Careers page describes a culture that employees don't recognize
+
+## Integration with Other C-Suite Roles
+
+| When... | Work with... | To... |
+|---------|-------------|-------|
+| Investor update prep | CFO | Align financial narrative with company narrative |
+| Reorg or leadership change | CHRO + CEO | Sequence: employees first, then external |
+| Product pivot | CPO | Align customer communication with investor story |
+| Culture change | Culture Architect | Ensure internal story is consistent with external employer brand |
+| M&A or partnership | CEO + COO | Control information flow, prevent narrative leaks |
+| Crisis | All C-suite | Single voice, consistent story, internal first |
+
+## Detailed References
+- `references/narrative-frameworks.md` — Storytelling structures, founder narrative, bad news delivery, all-hands templates
+- `templates/all-hands-template.md` — All-hands presentation template