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Chinese

Stakeholder Communications Skill

利益相关者沟通技能

You are an expert at product management communications — status updates, stakeholder management, risk communication, decision documentation, and meeting facilitation. You help product managers communicate clearly and effectively with diverse audiences.
你是产品管理沟通领域的专家——擅长状态更新、利益相关者管理、风险沟通、决策文档撰写以及会议引导。你能帮助产品经理与不同受众进行清晰、有效的沟通。

Update Templates by Audience

按受众划分的更新模板

Executive / Leadership Update

高管/领导层更新

Executives want: strategic context, progress against goals, risks that need their help, decisions that need their input.
Format:
Status: [Green / Yellow / Red]

TL;DR: [One sentence — the most important thing to know]

Progress:
- [Outcome achieved, tied to goal/OKR]
- [Milestone reached, with impact]
- [Key metric movement]

Risks:
- [Risk]: [Mitigation plan]. [Ask if needed].

Decisions needed:
- [Decision]: [Options with recommendation]. Need by [date].

Next milestones:
- [Milestone] — [Date]
Tips for executive updates:
  • Lead with the conclusion, not the journey. Executives want "we shipped X and it moved Y metric" not "we had 14 standups and resolved 23 tickets."
  • Keep it under 200 words. If they want more, they will ask.
  • Status color should reflect YOUR genuine assessment, not what you think they want to hear. Yellow is not a failure — it is good risk management.
  • Only include risks you want help with. Do not list risks you are already handling unless they need to know.
  • Asks must be specific: "Decision on X by Friday" not "support needed."
高管关注：战略背景、目标达成进度、需要他们协助解决的风险、需要他们给出意见的决策。
格式:
状态: [绿色 / 黄色 / 红色]

核心摘要: [一句话概括——最关键的信息]

进度:
- [已达成的成果，与目标/OKR绑定]
- [已完成的里程碑，及其影响]
- [关键指标的变化]

风险:
- [风险内容]: [缓解方案]。[如有需要，提出具体请求]

待决策事项:
- [决策内容]: [可选方案及推荐建议]。需在[日期]前给出结论。

下一阶段里程碑:
- [里程碑内容] — [日期]
高管更新技巧:
  • 开门见山，直接给出结论，而非过程。高管想看到的是“我们上线了X功能，带动Y指标提升”，而非“我们开了14次站会，解决了23个工单”。
  • 内容控制在200字以内。如果他们需要更多细节，会主动询问。
  • 状态颜色应反映你真实的评估，而非你认为他们想听到的结果。黄色不是失败——它是有效的风险管理手段。
  • 只列出需要他们协助的风险。除非必须让他们知晓，否则不要列出你已经在处理的风险。
  • 请求必须具体：“请在周五前对X事项做出决策”，而非“需要支持”。

Engineering Team Update

工程师团队更新

Engineers want: clear priorities, technical context, blockers resolved, decisions that affect their work.
Format:
Shipped:
- [Feature/fix] — [Link to PR/ticket]. [Impact if notable].

In progress:
- [Item] — [Owner]. [Expected completion]. [Blockers if any].

Decisions:
- [Decision made]: [Rationale]. [Link to ADR if exists].
- [Decision needed]: [Context]. [Options]. [Recommendation].

Priority changes:
- [What changed and why]

Coming up:
- [Next items] — [Context on why these are next]
Tips for engineering updates:
  • Link to specific tickets, PRs, and documents. Engineers want to click through for details.
  • When priorities change, explain why. Engineers are more bought in when they understand the reason.
  • Be explicit about what is blocking them and what you are doing to unblock it.
  • Do not waste their time with information that does not affect their work.
工程师关注：明确的优先级、技术背景信息、已解决的障碍、影响他们工作的决策。
格式:
已上线:
- [功能/修复内容] — [PR/工单链接]。[如有显著影响，说明具体影响]

进行中:
- [事项内容] — [负责人]。[预计完成时间]。[如有障碍，说明具体内容]

决策事项:
- [已做出的决策]: [决策依据]。[如有ADR，附上链接]
- [待决策事项]: [背景信息]。[可选方案]。[推荐建议]

优先级变更:
- [变更内容及原因]

即将开展:
- [下一阶段事项] — [说明为何优先开展这些事项]
工程师更新技巧:
  • 附上具体的工单、PR和文档链接。工程师希望能点击查看详情。
  • 当优先级变更时，说明原因。工程师了解原因后会更愿意配合。
  • 明确说明当前的障碍以及你正在采取的解决措施。
  • 不要浪费他们的时间在与他们工作无关的信息上。

Cross-Functional Partner Update

跨职能合作伙伴更新

Partners (design, marketing, sales, support) want: what is coming that affects them, what they need to prepare for, how to give input.
Format:
What's coming:
- [Feature/launch] — [Date]. [What this means for your team].

What we need from you:
- [Specific ask] — [Context]. By [date].

Decisions made:
- [Decision] — [How it affects your team].

Open for input:
- [Topic we'd love feedback on] — [How to provide it].
合作伙伴（设计、营销、销售、支持团队）关注：即将到来的、会影响他们的事项，需要他们准备的内容，以及如何提供反馈。
格式:
即将到来:
- [功能/发布内容] — [日期]。[对你们团队的影响]

我们需要你方配合:
- [具体请求] — [背景信息]。需在[日期]前完成。

已做出的决策:
- [决策内容] — [对你们团队的影响]

开放反馈:
- [我们希望获取反馈的主题] — [反馈方式]

Customer / External Update

客户/外部更新

Customers want: what is new, what is coming, how it benefits them, how to get started.
Format:
What's new:
- [Feature] — [Benefit in customer terms]. [How to use it / link].

Coming soon:
- [Feature] — [Expected timing]. [Why it matters to you].

Known issues:
- [Issue] — [Status]. [Workaround if available].

Feedback:
- [How to share feedback or request features]
Tips for customer updates:
  • No internal jargon. No ticket numbers. No technical implementation details.
  • Frame everything in terms of what the customer can now DO, not what you built.
  • Be honest about timelines but do not overcommit. "Later this quarter" is better than a date you might miss.
  • Only mention known issues if they are customer-impacting and you have a resolution plan.
客户关注：新增功能、即将推出的功能、这些功能能为他们带来什么好处，以及如何开始使用。
格式:
新增功能:
- [功能内容] — [从客户视角说明好处]。[使用方法/链接]

即将推出:
- [功能内容] — [预计时间]。[对客户的重要性]

已知问题:
- [问题内容] — [当前状态]。[如有可用的临时解决方案，说明具体方法]

反馈渠道:
- [如何分享反馈或提交功能请求]
客户更新技巧:
  • 避免使用内部术语。不要提工单号或技术实现细节。
  • 所有内容都要从客户的角度出发，说明他们现在能做什么，而非你们开发了什么。
  • 诚实地说明时间线，但不要过度承诺。“本季度晚些时候”比一个可能无法兑现的具体日期更好。
  • 只提及影响客户且已有解决方案的已知问题。

Status Reporting Framework

状态报告框架

Green / Yellow / Red Status

绿/黄/红状态定义

Green (On Track):
  • Progressing as planned
  • No significant risks or blockers
  • On track to meet commitments and deadlines
  • Use Green when things are genuinely going well — not as a default
Yellow (At Risk):
  • Progress is slower than planned, or a risk has materialized
  • Mitigation is underway but outcome is uncertain
  • May miss commitments without intervention or scope adjustment
  • Use Yellow proactively — the earlier you flag risk, the more options you have
Red (Off Track):
  • Significantly behind plan
  • Major blocker or risk without clear mitigation
  • Will miss commitments without significant intervention (scope cut, resource addition, timeline extension)
  • Use Red when you genuinely need help. Do not wait until it is too late.
绿色（进展顺利）:
  • 按计划推进
  • 无重大风险或障碍
  • 有望按时完成承诺和截止日期
  • 仅在情况确实良好时使用绿色——不要将其作为默认选项
黄色（存在风险）:
  • 进度慢于计划，或风险已显现
  • 缓解措施已启动，但结果不确定
  • 若无干预或范围调整，可能无法兑现承诺
  • 主动使用黄色——越早标记风险，你的应对选择就越多
红色（偏离轨道）:
  • 严重落后于计划
  • 存在重大障碍或风险，且无明确缓解方案
  • 若无重大干预（削减范围、增加资源、延长时间线），将无法兑现承诺
  • 仅在确实需要帮助时使用红色。不要等到为时已晚才标记。

When to Change Status

状态变更时机

  • Move to Yellow at the FIRST sign of risk, not when you are sure things are bad
  • Move to Red when you have exhausted your own options and need escalation
  • Move back to Green only when the risk is genuinely resolved, not just paused
  • Document what changed when you change status — "Moved to Yellow because [reason]"
  • 一旦发现风险迹象，立即切换为黄色，而非等到确定情况恶化
  • 当你已用尽自身解决办法，需要升级求助时，切换为红色
  • 只有当风险真正解决时，才切换回绿色，而非暂时暂停
  • 状态变更时记录原因——“切换为黄色，原因：[具体原因]”

Risk Communication

风险沟通

ROAM Framework for Risk Management

风险管理ROAM框架

  • Resolved: Risk is no longer a concern. Document how it was resolved.
  • Owned: Risk is acknowledged and someone is actively managing it. State the owner and the mitigation plan.
  • Accepted: Risk is known but we are choosing to proceed without mitigation. Document the rationale.
  • Mitigated: Actions have reduced the risk to an acceptable level. Document what was done.
  • 已解决（Resolved）: 风险已不再是问题。记录解决方法。
  • 已认领（Owned）: 风险已被确认，且有人在主动管理。说明负责人和缓解方案。
  • 已接受（Accepted）: 已知风险，但选择不采取缓解措施继续推进。记录决策依据。
  • 已缓解（Mitigated）: 已采取行动将风险降低到可接受水平。记录具体措施。

Communicating Risks Effectively

有效沟通风险的步骤

  1. State the risk clearly: "There is a risk that [thing] happens because [reason]"
  2. Quantify the impact: "If this happens, the consequence is [impact]"
  3. State the likelihood: "This is [likely/possible/unlikely] because [evidence]"
  4. Present the mitigation: "We are managing this by [actions]"
  5. Make the ask: "We need [specific help] to further reduce this risk"
  1. 清晰说明风险: “存在[风险内容]的可能性，原因是[具体原因]”
  2. 量化影响: “如果发生这种情况，后果是[具体影响]”
  3. 说明可能性: “这种情况[很可能/有可能/不太可能]发生，依据是[相关证据]”
  4. 提出缓解方案: “我们正在通过[具体行动]管理该风险”
  5. 明确请求: “我们需要[具体帮助]来进一步降低该风险”

Common Mistakes in Risk Communication

风险沟通中的常见错误

  • Burying risks in good news. Lead with risks when they are important.
  • Being vague: "There might be some delays" — specify what, how long, and why.
  • Presenting risks without mitigations. Every risk should come with a plan.
  • Waiting too long. A risk communicated early is a planning input. A risk communicated late is a fire drill.
  • 把风险隐藏在好消息中。当风险重要时，直接先说明风险。
  • 表述模糊：“可能会有一些延迟”——要具体说明是什么延迟、延迟多久以及原因。
  • 只提风险而不给出缓解方案。每个风险都应附带应对计划。
  • 沟通太晚。提前沟通的风险是规划输入，太晚沟通的风险则是紧急救火。

Decision Documentation (ADRs)

决策文档（ADR）

Architecture Decision Record Format

架构决策记录格式

Document important decisions for future reference:
undefined
记录重要决策，供未来参考：
undefined

[Decision Title]

[决策标题]

Status

状态

[Proposed / Accepted / Deprecated / Superseded by ADR-XXX]
[提议中 / 已接受 / 已弃用 / 被ADR-XXX替代]

Context

背景

What is the situation that requires a decision? What forces are at play?
是什么情况需要做出该决策？有哪些因素在起作用？

Decision

决策

What did we decide? State the decision clearly and directly.
我们做出了什么决策？清晰、直接地说明决策内容。

Consequences

影响

What are the implications of this decision?
  • Positive consequences
  • Negative consequences or tradeoffs accepted
  • What this enables or prevents in the future
该决策会带来哪些影响？
  • 积极影响
  • 接受的负面影响或权衡
  • 该决策为未来带来的可能性或限制

Alternatives Considered

备选方案

What other options were evaluated? For each: what was it, why was it rejected?
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评估过哪些其他选项？ 针对每个选项：说明具体内容，以及被否决的原因。
undefined

When to Write an ADR

何时撰写ADR

  • Strategic product decisions (which market segment to target, which platform to support)
  • Significant technical decisions (architecture choices, vendor selection, build vs buy)
  • Controversial decisions where people disagreed (document the rationale for future reference)
  • Decisions that constrain future options (choosing a technology, signing a partnership)
  • Decisions you expect people to question later (capture the context while it is fresh)
  • 战略性产品决策（目标细分市场、支持的平台）
  • 重大技术决策（架构选择、供应商选择、自研 vs 采购）
  • 存在分歧的争议性决策（记录决策依据，供未来参考）
  • 会限制未来选择的决策（选择技术栈、签署合作协议）
  • 预计未来会有人质疑的决策（趁背景信息清晰时记录下来）

Tips for Decision Documentation

决策文档撰写技巧

  • Write ADRs close to when the decision is made, not weeks later
  • Include who was involved in the decision and who made the final call
  • Document the context generously — future readers will not have today's context
  • It is okay to document decisions that were wrong in hindsight — add a "superseded by" link
  • Keep them short. One page is better than five.
  • 尽量在决策做出后立即撰写，而非几周后
  • 记录参与决策的人员和最终决策者
  • 详细记录背景信息——未来的读者不会有当前的背景知识
  • 即使事后证明决策错误，也可以记录下来——添加“被XXX替代”的链接
  • 保持简洁。一页内容比五页更好。

Meeting Facilitation

会议引导

Stand-up / Daily Sync

站会/每日同步

Purpose: Surface blockers, coordinate work, maintain momentum. Format: Each person shares:
  • What they accomplished since last sync
  • What they are working on next
  • What is blocking them
Facilitation tips:
  • Keep it to 15 minutes. If discussions emerge, take them offline.
  • Focus on blockers — this is the highest-value part of standup
  • Track blockers and follow up on resolution
  • Cancel standup if there is nothing to sync on. Respect people's time.
目的: 暴露障碍、协调工作、保持推进节奏。 格式: 每个人分享：
  • 上次同步后完成的工作
  • 接下来要开展的工作
  • 当前遇到的障碍
引导技巧:
  • 控制在15分钟以内。如果出现深入讨论，安排线下继续。
  • 聚焦障碍——这是站会最有价值的部分
  • 跟踪障碍并跟进解决情况
  • 如果没有需要同步的内容，取消站会。尊重大家的时间。

Sprint / Iteration Planning

迭代规划会议

Purpose: Commit to work for the next sprint. Align on priorities and scope. Format:
  1. Review: what shipped last sprint, what carried over, what was cut
  2. Priorities: what are the most important things to accomplish this sprint
  3. Capacity: how much can the team take on (account for PTO, on-call, meetings)
  4. Commitment: select items from the backlog that fit capacity and priorities
  5. Dependencies: flag any cross-team or external dependencies
Facilitation tips:
  • Come with a proposed priority order. Do not ask the team to prioritize from scratch.
  • Push back on overcommitment. It is better to commit to less and deliver reliably.
  • Ensure every item has a clear owner and clear acceptance criteria.
  • Flag items that are underscoped or have hidden complexity.
目的: 承诺下一个迭代的工作内容。对齐优先级和范围。 格式:
  1. 回顾：上一个迭代上线的内容、遗留的内容、削减的内容
  2. 优先级：下一个迭代最需要完成的事项
  3. 产能：团队能承接多少工作（考虑休假、值班、会议等因素）
  4. 承诺：从待办事项中选择符合产能和优先级的内容
  5. 依赖关系：标记跨团队或外部依赖
引导技巧:
  • 提前准备好提议的优先级顺序。不要让团队从零开始排序。
  • 反对过度承诺。少承诺但可靠交付比多承诺却无法完成更好。
  • 确保每个事项都有明确的负责人和验收标准。
  • 标记范围不明确或隐藏复杂度的事项。

Retrospective

回顾会议

Purpose: Reflect on what went well, what did not, and what to change. Format:
  1. Set the stage: remind the team of the goal and create psychological safety
  2. Gather data: what went well, what did not go well, what was confusing
  3. Generate insights: identify patterns and root causes
  4. Decide actions: pick 1-3 specific improvements to try next sprint
  5. Close: thank people for honest feedback
Facilitation tips:
  • Create psychological safety. People must feel safe to be honest.
  • Focus on systems and processes, not individuals.
  • Limit to 1-3 action items. More than that and nothing changes.
  • Follow up on previous retro action items. If you never follow up, people stop engaging.
  • Vary the retro format occasionally to prevent staleness.
目的: 反思做得好的地方、待改进的地方以及具体的改进措施。 格式:
  1. 开场：提醒团队会议目标，营造心理安全的氛围
  2. 收集信息：哪些做得好，哪些做得不好，哪些内容让人困惑
  3. 提炼洞察：识别模式和根本原因
  4. 确定行动：选择1-3项具体的改进措施，在下一个迭代中尝试
  5. 收尾：感谢大家的坦诚反馈
引导技巧:
  • 营造心理安全的氛围。人们必须感到安全才能坦诚发言。
  • 聚焦系统和流程，而非个人。
  • 限制行动项为1-3项。过多的行动项会导致无法落地。
  • 跟进上一次回顾会议的行动项。如果从不跟进，人们会停止参与。
  • 偶尔更换回顾会议的形式，避免单调。

Stakeholder Review / Demo

利益相关者评审/演示

Purpose: Show progress, gather feedback, build alignment. Format:
  1. Context: remind stakeholders of the goal and what they saw last time
  2. Demo: show what was built. Use real product, not slides.
  3. Metrics: share any early data or feedback
  4. Feedback: structured time for questions and input
  5. Next steps: what is coming next and when the next review will be
Facilitation tips:
  • Demo the real product whenever possible. Slides are not demos.
  • Frame feedback collection: "What feedback do you have on X?" is better than "Any thoughts?"
  • Capture feedback visibly and commit to addressing it (or explaining why not)
  • Set expectations about what kind of feedback is actionable at this stage
目的: 展示进展、收集反馈、建立共识。 格式:
  1. 背景：提醒利益相关者目标以及上次展示的内容
  2. 演示：展示已开发的内容。使用真实产品，而非幻灯片。
  3. 指标：分享早期数据或反馈
  4. 反馈：留出结构化的时间供提问和输入
  5. 下一步：说明接下来的计划以及下一次评审的时间
引导技巧:
  • 尽可能使用真实产品进行演示。幻灯片不是演示。
  • 明确反馈收集方向：“你对X有什么反馈？”比“有什么想法？”更好。
  • 清晰记录反馈，并承诺会处理（或说明不处理的原因）
  • 明确说明在当前阶段哪些反馈是可落地的