Stakeholder Orchestration
When This Skill Activates
Claude uses this skill when:
- •Managing stakeholder relationships
- •Giving or receiving feedback
- •Navigating difficult conversations
- •Building cross-functional trust
Core Frameworks
1. Radical Candor (Source: Kim Scott)
The Framework:
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Care Personally + Challenge Directly = Radical Candor Four Quadrants: 1. Radical Candor (care + challenge) ✅ 2. Ruinous Empathy (care, don't challenge) 3. Obnoxious Aggression (challenge, don't care) 4. Manipulative Insincerity (neither)
2. SBI Feedback Model
Structure:
- •Situation: When/where it happened
- •Behavior: What they did (observable)
- •Impact: How it affected you/team
Example:
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"In yesterday's meeting (Situation), when you interrupted Sarah three times (Behavior), it made her feel unheard and the team uncomfortable (Impact)."
Action Templates
Template: Difficult Conversation
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# Conversation Prep: [Topic] ## Context - Who: [person] - Issue: [what needs to be addressed] - Goal: [desired outcome] ## SBI Structure **Situation:** "In [specific time/place]..." **Behavior:** "When you [specific observable action]..." **Impact:** "It caused [specific effect]..." ## Radical Candor Check - [ ] I care about this person (show it) - [ ] I'm being direct (not vague) - [ ] I'm offering help (not just criticizing) ## Response Preparation - If defensive: [how to respond] - If agrees: [next steps] - If disagrees: [how to find common ground]
Quick Reference
🤝 Feedback Checklist
Before Giving Feedback:
- • Check motivation (helping, not venting)
- • Use SBI structure
- • Apply Radical Candor (care + direct)
- • Offer solutions
During Conversation:
- • Two-way dialogue
- • Listen actively
- • Find common ground
- • Agree on next steps
Key Quotes
Kim Scott:
"Care Personally, Challenge Directly. That's Radical Candor."
Carole Robin:
"The most important thing in any relationship is to say the thing you think you cannot say."