Internal Narrative

What This Skill Does

This skill helps companies build and maintain consistent messaging across all stakeholder groups. It focuses on tailoring the company narrative to different audiences while maintaining a core truth. It's useful for founders, communication teams, and anyone responsible for internal or external messaging.

When to Use

• Craft a core company narrative.
• Tailor messaging for employees.
• Communicate with investors effectively.
• Address customer concerns clearly.
• Attract candidates with a compelling story.
• Align partner communications.

Key Features

• Provides a core narrative template.
• Emphasizes the importance of audience-specific messaging.
• Offers examples of how to translate facts for different stakeholders.
• Focuses on maintaining truth while serving audience needs.
• Helps avoid narrative inconsistency and trust erosion.
• Covers internal, investor, customer, and candidate narratives.

## 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 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.

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

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): CEO or relevant leader sends an internal message Acknowledge what happened factually State what you know and what you don't know yet Tell people what you're doing about it Tell people what they should do if they're asked about it

Hour 4–24 (external if needed): External statement (press, social) only if the event is public Consistent with the internal message — same facts, audience-appropriate framing 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