Internal Announcement Writer
Write internal announcements people read and trust: news first, what it means for you, what is not changing, and a manager version.
Before & after
Same prompt, same agent — the only difference is the skill.
That's a sensitive announcement. You'd want to be clear about the reasons for the reorganization, how it affects different teams, and what the timeline looks like. It helps to explain the business rationale first, then get into specifics. You should probably address concerns people might have. I'd suggest drafting a message, testing it with a few leaders, and then figuring out how to rollout the communication to avoid surprises. Would you like to start with an outline or a draft?
REORGANIZATION ANNOUNCEMENT - SEQUENCED TOUCHPOINTS TOUCHPOINT 1: LEADERSHIP ALIGNMENT (72 hours before all-hands) Internal memo to department heads: Context on why (market shift toward enterprise, need faster decision-making), timeline (effective 2026-08-15), and key talking points for team 1-1s. TOUCHPOINT 2: ALL-HANDS ANNOUNCEMENT (Day 1, live + recorded) OPENING (Kotter's 8-Step: Create Urgency) "Over the past 18 months, we've gone from 50 to 250 people. Our customer base tripled. Our decision-making velocity hasn't kept pace. This reorganization fixes that." BUSINESS CASE (Communicate Vision) • From product silos to cross-functional pods (each pod owns a customer segment) • Hiring freeze lifted for growth-critical roles (Sales, DevOps) • Engineering velocity target: 2-week feature cycles instead of 4 weeks IMPACT BY ROLE: [SALES]: Dedicated product teams per vertical (Enterprise, Mid-market, SMB). You keep your accounts. [ENGINEERING]: Reorganized into 6 cross-functional pods. Your manager is the product lead. [PEOPLE OPS]: Talent acquisition now focused on pod-level hiring (paired with product). TIMELINE: • Aug 5: New org chart published. Invite 1-1s open. • Aug 15: Org chart effective. First pod all-hands (product visibility). • Aug 29: First post-reorganization retrospective. FAQS (Segmented by audience) FOR SALES: Q: Will this affect my commission or territories? A: No. Your compensation structure remains the same through 2026. FOR ENGINEERING: Q: Are there layoffs implied by this restructure? A: No. We're hiring 8 net new engineers in Q3. Reorganization ≠ reduction. FOR ALL: Q: Why wasn't I consulted in this decision? A: Leadership finalized the structure in private. We'll solicit feedback during the first pod retrospectives (Aug 29). TOUCHPOINT 3: MANAGER CASCADE TALKING POINTS (Aug 5-6) Managers run scripted 1-1s with direct reports using pre-approved talking points. TOUCHPOINT 4: OFFICE HOURS (Aug 7, 2 hours, open Q&A) Leadership answers follow-up questions live. SUCCESS METRICS: • eNPS survey (Aug 15): Expect 35+. Baseline: 42. • Attrition in first 30 days: Target 0% (plan for 1-2% churn). • Pod velocity (by Sept 15): Average 2-week feature cycles. Note: This is not advice on whether to reorganize—only the sequencing framework to minimize surprises and resistance.
About this skill
Most internal announcements bury the news in paragraph four and never say what changes for the reader. This skill writes messages people actually read, with the right tone for the stakes.
What it does
- Puts the news in the first two lines, every time
- Replaces corporate fog with what actually happens
- Adds what this means for you, split by audience, and what is not changing
- Writes a manager version and FAQ for sensitive news, with HR and legal review flags
- Builds reusable templates for weekly or monthly internal updates
What you get
A ready-to-send draft with subject line, plus a manager version and FAQ when the news is sensitive, or a before-and-after rewrite of your draft.
Best for
Founders, people leaders, and internal comms or ops teams announcing policy changes, org changes, leadership news, or regular company updates.
SKILL.md preview
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