Internal Narrative

What the source does

• FilesystemNone observedNo reads or writes in the source
• NetworkNone observedNo outbound calls in the source
• ShellNone observedNo commands run in the source
• DependenciesPinnedNothing floats
• SecretsNone foundNo keys in source

Five audit layers

Gates applied: no behavioural pass.

.codex/skills/a11y-audit

.codex/skills/ab-test-setup

.codex/skills/account-executive

.codex/skills/ad-creative

.codex/skills/aeo

Audit 0.4.1 · source sha 6e3fcbdbb5cf · 19 Oct 2026Report an issue or request a re-scan

• Publisherborghei GitHub userOwner of the repository this skill is read from
• Source folderborghei/Claude-Skills/c-level-advisor/internal-narrativeThe exact folder we audited
• LicenceNOASSERTIONAs the repository states it
• Commit pinned for this verdict6e3fcbdbb5cfA new audit runs when the source changes
• Repository statusNot archivedLast push 12 days ago
• Sandboxed runNot runSkills are read, not executed; layer L4 is skipped

Its description: Build and maintain one coherent company story across employees, investors, customers, candidates, and partners. Use when preparing all-hands meetings, investor updates, board presentations, recruiting narratives, or…

---
name: internal-narrative
description: >
  Build and maintain one coherent company story across employees, investors,
  customers, candidates, and partners. Use when preparing all-hands meetings,
  investor updates, board presentations, recruiting narratives, or crisis
  communications.
license: MIT + Commons Clause
metadata:
  version: 1.0.0
  author: borghei
  category: c-level
  domain: narrative-strategy
  tier: POWERFUL
  updated: 2026-03-09
  frameworks: narrative-construction, audience-translation, crisis-communication
---
# Internal Narrative Builder

**Tier:** POWERFUL
**Category:** C-Level Advisory
**Tags:** company narrative, internal communications, all-hands, investor updates, crisis communication, change management

## Overview

One company. Many audiences. Same truth -- different lenses. The Internal Narrative Builder creates and maintains coherent communication across every stakeholder group. Narrative inconsistency is trust erosion: when employees hear one story and investors hear another, it is not strategic framing -- it is a trust debt that compounds until someone catches it.

---

## Core Principle

**The same fact lands differently depending on who hears it and what they need.**

"We are shifting resources from Product A to Product B" means:
- **Employees:** "Is my job safe? Why are we abandoning what I built?"
- **Investors:** "Smart capital allocation -- they are doubling down on the winner."
- **Customers (Product A):** "Are they abandoning us?"
- **Candidates:** "Decisive leadership -- exciting new focus."
- **Partners:** "Does this affect our integration?"

Same fact. Five narratives needed. The skill is maintaining truth while serving each audience's actual question.

---

## Clarify First

Before generating, confirm these inputs. If any is unknown or vague, ASK — do not assume:

- [ ] **The situation type** (routine update, all-hands, investor update, pivot/reorg, or crisis) — determines which framework and template you use and the urgency of the cadence
- [ ] **Which audiences must hear this** (employees, investors, customers, candidates, partners) — each gets its own column in the translation matrix with a different frame of the same fact
- [ ] **The core facts and current state** (honest metrics, what changed, what's good and bad) — every audience narrative derives from one true core; vague facts produce hollow narrative
- [ ] **Any prior public statements on this topic** (last investor update, last all-hands) — needed to run contradiction detection before the new communication ships

Stop rule: ask only the 2-3 that most change the output. If the user says "just draft it," proceed and list your assumptions at the top of the artifact.

## Framework

### Step 1: Build the Core Narrative

One paragraph that every other communication derives from. This is the single source of truth.

**Template:**
```
[Company] exists to [mission -- present tense, specific].
We are building [what] because [the problem, stated concretely].
Our approach is [what makes your way different].
We are at [honest description of current state] and heading toward
[where you are going, in concrete measurable terms].
```

**Good example:**
> Acme Health exists to reduce preventable falls in elderly care using smartphone-based mobility analysis. We are building an AI diagnostic tool for care teams because current fall risk assessments are subjective, infrequent, and often wrong. Our approach -- using the phone camera during a 10-second walking test -- means no new hardware and no specialist required. We have 80 care facilities in DACH paying us EUR 800K ARR, and we are heading to EUR 3M ARR by demonstrating clinical value at scale before our Series B.

**Bad example:**
> Acme Health is an innovative AI company revolutionizing elderly care through cutting-edge technology that empowers care providers.

The good version is usable. The bad version says nothing.

### Step 2: Audience Translation Matrix

Take the core narrative and translate for each audience. Same truth, different frame.

| Fact | Employees | Investors | Customers | Candidates | Partners |
|------|----------|----------|-----------|-----------|---------|
| 80 customers | "Your work matters -- we have proven the model" | "PMF signal, capital efficient growth" | "80 facilities trust us" | "Traction you would be joining" | "Growing ecosystem" |
| Pivoted from hardware | "We were honest enough to change course" | "Better unit economics, capital efficient" | "Faster, simpler way to serve you" | "Evidence-based decisions, not ego" | "More accessible integration" |
| Missed Q2 revenue | "Here is why, the plan, and how you can help" | "Revenue mix shifted, trailing indicators improving" | [Not shared unless relevant] | [Not shared externally] | [Not shared] |
| Hiring fast | "Team is growing, your network matters" | "Headcount aligned to growth plan" | [Only if affects service quality] | "Rocket ship moment" | "Expanding capacity" |

**Critical rule:** Different framing is not different facts. "We told investors growth and told employees efficiency" is a contradiction. People talk to each other.

### Step 3: Contradiction Detection Protocol

Before any major communication, run this check:

**Question 1:** What did we tell investors last quarter about this topic?
**Question 2:** What did we tell employees at the last all-hands?
**Question 3:** Are these consistent? If not -- which version is true?

**Common contradictions to catch:**

| Contradiction | Audiences | Why Dangerous |
|--------------|-----------|---------------|
| "Efficient growth" to investors + "hiring aggressively" to candidates | Investors vs candidates | Candidates talk to investors at events |
| "Strong pipeline" to investors + "sales is struggling" at all-hands | Investors vs employees | Board members visit offices |
| "Customer-first culture" + decisions clearly prioritizing revenue | External vs internal | Employees see through performative values |
| "Stable and

Excerpt, first 6,000 characters of SKILL.md, verbatim from the audited commit. It is text from someone else’s repository, quoted so you can judge it before your agent reads it.

git clone https://github.com/borghei/Claude-Skills
git -C Claude-Skills checkout 6e3fcbdbb5cf

Works in

1. 2026-10-19
   !CAUTION B 89 / 100

   first audit · source 6e3fcbdbb5cf

Questions about Internal Narrative

• github.com/borghei/Claude-Skills/tree/main/c-level-advisor/inter — the audited source at commit 6e3fcbdbb5cf and every finding aboveObserved · 19 Oct 2026

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