board-meeting

Overview of board-meeting skill

What board-meeting is for

board-meeting is a Claude skill for structured executive deliberation on strategic decisions. Instead of asking for one blended recommendation, the board-meeting skill runs a six-phase protocol: context loading, isolated C-suite perspectives, critic review, synthesis, founder review, and decision extraction. It is best suited for high-stakes questions where finance, go-to-market, operations, product, and leadership tradeoffs need to be considered separately before a final call.

Best-fit users and decisions

Use board-meeting for Strategic Planning when the decision is important enough to justify a formal process: market expansion, pricing changes, product bets, fundraising tradeoffs, hiring plans, operational restructuring, or major customer strategy. It fits founders, chiefs of staff, solo operators using AI as an advisory board, and teams that want repeatable decision records rather than loose chat output.

What makes it different

The main differentiator is the anti-groupthink design. Roles contribute independently before seeing each other’s views, then a critic layer surfaces conflict, weak assumptions, and minority opinions. The skill also separates raw debate from approved decisions through a two-layer memory pattern, so your final minutes do not become a messy transcript.

Important adoption requirements

This skill assumes you can provide company context and decision history. It references files such as ~/.claude/company-context.md, approved decisions under ~/.claude/decisions/approved/, and raw meeting logs under ~/.claude/decisions/raw/. If you do not maintain these files, the protocol can still work, but you should paste equivalent context into the conversation before invoking it.

How to Use board-meeting skill

board-meeting install and files to inspect first

Install with:

npx skills add alirezarezvani/claude-skills --skill board-meeting

After install, read SKILL.md first because it defines the trigger, phases, role selection logic, and expected outputs. Then review references/meeting-facilitation.md for practical moderation rules, especially contribution limits, conflict handling, and what to do when the discussion drifts. Finally, inspect templates/meeting-agenda.md and templates/meeting-minutes.md; these are the files that make the board-meeting usage repeatable instead of ad hoc.

How to invoke the skill

The primary invocation is:

/cs:boardroom [topic]

Example:

/cs:boardroom Should we expand to Spain in Q3?

For better results, do not stop at a short topic. Add the decision deadline, current constraints, known options, success criteria, and what evidence already exists. A strong prompt looks like:

/cs:boardroom Decide whether we should expand to Spain in Q3. We have $350k available budget, 2 sales hires planned, no local entity yet, and current EU inbound demand is 18 qualified leads/month. Compare Spain launch, wait until Q4, or test through partners. Decision needed today: whether to allocate budget and assign an owner.

Prepare the agenda before calling it

For a serious board-meeting guide workflow, start with templates/meeting-agenda.md. Define the agenda item type, the exact decision needed, success criteria, relevant past decisions, and out-of-scope topics. This prevents the simulated board from turning a decision meeting into a broad strategy brainstorm.

A useful agenda item should answer:

• What must be decided now?
• Which options are actually on the table?
• What constraints cannot be violated?
• What would count as a good decision?
• Which previous approved decisions should not be contradicted?

Run the meeting as a decision process

Expect the skill to act more like a facilitated executive session than a normal prompt. Let the Chief of Staff select relevant roles instead of asking every role to contribute. For market expansion, for example, CEO, CMO, CFO, CRO, and COO may be enough. After the first output, ask for the critic phase to focus on unresolved conflicts, missing evidence, and “what would change our minds.” Then use templates/meeting-minutes.md to capture only founder-approved decisions, owners, deadlines, rejected proposals, and review dates.

board-meeting skill FAQ

Is board-meeting better than a normal strategy prompt?

Yes, when the decision benefits from separated perspectives and a written decision record. A normal prompt may produce a polished recommendation too quickly. The board-meeting skill is better when you want role-specific stances, explicit disagreement, confidence levels, rejected alternatives, and a final decision that can be reviewed later.

When should I not use board-meeting?

Do not use it for small tactical questions, quick copywriting, simple research summaries, or decisions with no real tradeoff. The protocol adds overhead. If you only need “give me three options,” a regular prompt is faster. board-meeting is most useful when premature consensus would be risky.

Do I need all memory files for board-meeting usage?

No, but the output improves when you have them. The skill is designed around ~/.claude/company-context.md and approved decision records. Without those, paste a compact company brief, recent decisions, financial constraints, team capacity, and current goals into the chat before invoking /cs:boardroom.

Is this beginner friendly?

It is usable by beginners, but it rewards disciplined inputs. New users should start with one decision, one agenda item, and three to five relevant roles. Avoid asking for a full simulated board on a vague topic like “review our strategy”; instead, ask for a concrete decision such as “choose between enterprise sales and self-serve growth for the next two quarters.”

How to Improve board-meeting skill

Improve board-meeting inputs before the meeting

The fastest way to improve board-meeting results is to provide sharper constraints. Include budget, runway, deadlines, current metrics, team capacity, customer evidence, and non-negotiables. Weak input says: “Should we enter a new market?” Strong input says: “Should we enter Spain in Q3 with a $350k cap, two sales hires, partner option available, and a goal of $500k pipeline by year-end?”

Control role scope and contribution length

The repository’s facilitation guide warns that expert roles can over-contribute. Keep each role to five key points, require a clear recommendation, ask for confidence, and require “what would change my mind.” This makes the board-meeting skill more useful because the final synthesis has comparable inputs rather than long, uneven essays.

Watch for common failure modes

Common failures include vague recommendations, consensus without evidence, CFO or legal concerns appearing too late, and action items without owners. If that happens, ask the facilitator to rerun the critic phase with specific questions: “Which assumption is weakest?”, “Which role disagrees most?”, “What downside would make this decision unacceptable?”, and “What must be true for this plan to work?”

Iterate from discussion to approved minutes

Do not treat the first synthesis as the final answer. Ask for a founder-review version with decision options, tradeoffs, recommended choice, dissenting view, owner, deadline, and review date. Then convert only approved outcomes into the meeting-minutes template. This keeps raw debate separate from the durable decision record and makes future board-meeting sessions more consistent.