Picture this: You're out with friends or at a networking event, and someone asks you what your business does. You launch into your elevator pitch, confident and polished. But as you speak, you notice their eyes glazing over. They're nodding politely, but you can tell they're not really getting it.

Now imagine a different scenario. You start with a story – maybe about the moment you realised there had to be a better way, or the customer whose problem inspired your entire business model. Suddenly, they're leaning in, asking questions, making connections.

That's the power of story. And if it works that well in conversation, imagine what it could do for your entire business.

I first saw this when I started working at PC World. The HR Director handed me a document, not the usual employee handbook or policy manual, but something different: The PC World story. In just a few minutes of reading, I understood everything. Not just what we did, but why we did it. Where we'd come from, where we were going, and how I fitted into the bigger picture. It was like having a conversation with the soul of the company.

That experience stayed with me ever since. When I began working as a consultant, my first step with every new client was to research and write their story – it proved to be the fastest way to understand the essence of the business. Now, I encourage every client I work with to develop their own narrative and to use it daily, ensuring it becomes a living part of their culture and decision-making.

Most businesses have a story – it's just trapped in the founder's head or scattered across different marketing materials like puzzle pieces. And that creates a bigger problem than you might think. I once worked with a leadership team who wanted help creating a communications strategy. They were confident the leadership team understood the strategy and were fully aligned; the main task was to share that story across the rest of the business. Simple enough, right? But as I spent time with each member of the leadership team, asking them to share the company's strategy in their own words, what I heard was revealing: every leader offered a slightly different version. They all believed they were telling the same story, but their nuanced interpretations added up to distinctly different versions of the strategy.

It reminded me of a brilliant exercise by Mike Pegg called "What Colour Is Your Horse?" He asks people to close their eyes and imagine a field with a horse in it. They can picture any colour horse they want – black, brown, white, spotted. Maybe there's a farmhouse, or it's raining, or there are other animals around. The horse runs and jumps a fence before disappearing into the distance.

When everyone opens their eyes, he asks the simple question: "What colour was the horse?"

Every person gives a different answer. Black. Brown. White. Grey.

The point hits home immediately: even when we think we've painted a clear picture, people fill in the gaps with their own assumptions. Everyone's picture is right for them, but if you're trying to work together, you need to be looking at the same horse.

This is exactly what happens in businesses without a written story. The marketing team thinks they're promoting one thing, and the sales team is selling something slightly different. Customer service is answering questions based on their understanding, which might not match what the CEO has in mind.

When you write your business story and share it with your team, something magical happens. Suddenly, everyone is looking at the same horse.

Your sales team knows exactly what they're selling and why it matters. Your customer service team can handle questions with confidence because they understand the bigger picture. Your marketing team can create campaigns that truly reflect who you are.

But it goes deeper than that. A clear story gives people a sense of purpose. Instead of just showing up to do a job, they're part of something meaningful. They understand how their work fits into the larger mission.

I've seen this transformation happen time and again. Teams become more engaged, decisions get easier, and culture starts to emerge naturally

This is important - your business story isn't just for external marketing, it's an internal compass. And to be clear – your story is not the same thing as your strategy document.

Your strategy document is the "what" and "how" – your market analysis, competitive positioning, financial projections, and tactical plans. It's essential, but it's also dry, analytical, and constantly changing as market conditions shift.

Your story, on the other hand, is the "why" and "who." It's the human foundation that your strategy sits on. Your strategy might pivot, but your story provides the consistent thread that runs through everything you do.

Think of it this way: your strategy document tells you which mountain to climb and the best route to take. Your story tells you why you're climbing mountains in the first place – and keeps you motivated when the path gets steep.

The magic happens when these two work together. Your story gives meaning to your strategy, while your strategy gives direction to your story.

Of course, your story matters to customers too. In a world where everyone's shouting about features and benefits, a genuine story cuts through the noise. It helps people understand not just what you do, but why you do it. And that "why" is what builds loyalty.

People don't just buy products or services – they buy into stories. They want to support businesses that stand for something, that have a purpose beyond profit. Your story is what transforms transactions into relationships.

The beauty of writing your business story is that it doesn't have to be perfect from day one. Start simple.

Begin with your "why." What problem were you trying to solve when you started? What frustrated you about existing solutions? What did you believe could be done better?

Share the journey. What challenges did you face? What did you learn along the way? What moments shaped your approach?

Define your values. What principles guide your decisions? What do you stand for? What would you never compromise on?

Keep it real. Don't try to sound like every other business. Be specific. Be honest. People connect with authenticity, not perfection.

Remember it's alive. Your story will evolve as your business grows. That's not a glitch – it's a feature. Update it, refine it, make it better.

So here's my challenge to you: What colour is your business's horse? And more importantly, does everyone on your team see it the same way?

If you're not sure, it's time to write your story. Not next month, not when you have more time, but today. Start with one paragraph. Share it with your team. Ask for their input. Make it better.

Your story is waiting to be told. And once you tell it, you'll wonder how you ever managed without it.

What will your first sentence be?

If you'd like help crafting your business story, I'd love to hear from you. Sometimes an outside perspective can help uncover the narrative that's been there all along. Get in touch and let's start the conversation about your story.