Use Strategic Storytelling to Inspire

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I thought I hated stories. I seemed to be a magnet for long-winded, hostage-taking talkers, and I would secretly plot how to flee people who yammered on about things I cared nothing about. Then 15 years ago, I received personalized feedback about my training skills. I was advised and challenged to tell more stories.

I thought I hated stories. I seemed to be a magnet for long-winded, hostage-taking talkers, and I would secretly plot how to flee people who yammered on about things I cared nothing about. Then 15 years ago, I received personalized feedback about my training skills. I was advised and challenged to tell more stories.

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Once I started sharing more, I realized I actually love stories because when you turn “telling” into a story, you create a spark in others that ignites possibility. Possibility transfer is the moment when one person's story awakens another person's belief that change is possible. And once possibility transfers, courage grows, action feels attainable, and the path forward delightfully unfolds.

Once I started sharing more, I realized I actually love stories because when you turn “telling” into a story, you create a spark in others that ignites possibility. Possibility transfer is the moment when one person's story awakens another person's belief that change is possible. And once possibility transfers, courage grows, action feels attainable, and the path forward delightfully unfolds.

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A love for stories also seems true for many of the 75,000 leaders I have worked with over the years. What’s more, I would estimate that nearly 80 percent of them have humbly expressed to me that they suffer from either not sharing any stories or droning on too long and losing their audience in the process.

A love for stories also seems true for many of the 75,000 leaders I have worked with over the years. What’s more, I would estimate that nearly 80 percent of them have humbly expressed to me that they suffer from either not sharing any stories or droning on too long and losing their audience in the process.

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Use these five strategies to share stories that engage, inspire, and teach others.

Use these five strategies to share stories that engage, inspire, and teach others.

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It was the first morning of a nine-day leadership academy. Sitting under humming fluorescent lights were department leaders who were voluntold to attend. Most were pressed back in their chairs, arms folded.

It was the first morning of a nine-day leadership academy. Sitting under humming fluorescent lights were department leaders who were voluntold to attend. Most were pressed back in their chairs, arms folded.

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I asked, “Who is 100 percent certain that you have been inspired within the last year?” Everyone raised their hands—albeit slowly. Next, I asked, “Who is 100 percent certain that you have been inspiring within the last year?” Many shifted in their chairs as they thought about the question, and a few raised a teetering hand to communicate “Maybe/I hope so/I’m not sure.” As they started making eye contact, I felt my hope—and their engagement—start to rise.

I asked, “Who is 100 percent certain that you have been inspired within the last year?” Everyone raised their hands—albeit slowly. Next, I asked, “Who is 100 percent certain that you have been inspiring within the last year?” Many shifted in their chairs as they thought about the question, and a few raised a teetering hand to communicate “Maybe/I hope so/I’m not sure.” As they started making eye contact, I felt my hope—and their engagement—start to rise.

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After a few warm-up exercises to get participants talking, I asked each person to fill out an authentic leader assessment. This process helped them outline their own strengths and growth areas in black and white. Then they shared their assessments and thoughts in small groups. Surprisingly, everyone seemed to lean into the exercise. As one person divulged some personal weaknesses, others started to relax. I overheard one participant say, “You too? I thought you had it all together. I’m glad I’m not alone in that.” When I tried to call the class back together, I had trouble getting them quiet.

After a few warm-up exercises to get participants talking, I asked each person to fill out an authentic leader assessment. This process helped them outline their own strengths and growth areas in black and white. Then they shared their assessments and thoughts in small groups. Surprisingly, everyone seemed to lean into the exercise. As one person divulged some personal weaknesses, others started to relax. I overheard one participant say, “You too? I thought you had it all together. I’m glad I’m not alone in that.” When I tried to call the class back together, I had trouble getting them quiet.

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Moments like this are the necessary first step toward change. Indeed, leaders want to inspire others, but the path to inspiration can be elusive. And guidance on the subject is often conceptual, making it difficult to translate into everyday leadership behaviors. But Paul Zak conveys that when people experience emotional connection , they are 261 percent more likely to be inspired to take action. There is no push, just care, and seeds of change start to germinate. Stories help create that emotional connection.

Moments like this are the necessary first step toward change. Indeed, leaders want to inspire others, but the path to inspiration can be elusive. And guidance on the subject is often conceptual, making it difficult to translate into everyday leadership behaviors. But Paul Zak conveys that when people experience emotional connection, they are 261 percent more likely to be inspired to take action. There is no push, just care, and seeds of change start to germinate. Stories help create that emotional connection.

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Jumping into the car after leading an all-day training on change management, my thoughts shifted to my son’s impending high school graduation. He was struggling in school. I think, “I know! He should start doing his homework in the living room. And I can quiz him on Thursday night for his Friday quizzes. And he can do his homework right after school so he can just get it done first.” I walked through the door energized, quickly telling him what he should do. It didn’t go well.

Jumping into the car after leading an all-day training on change management, my thoughts shifted to my son’s impending high school graduation. He was struggling in school. I think, “I know! He should start doing his homework in the living room. And I can quiz him on Thursday night for his Friday quizzes. And he can do his homework right after school so he can just get it done first.” I walked through the door energized, quickly telling him what he should do. It didn’t go well.

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I had forgotten all the change strategies I had been discussing with others that very day.

I had forgotten all the change strategies I had been discussing with others that very day.

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Hours later, I realized that if I truly wanted to help my son cross the finish line, I needed to start with questions, even if the questions felt scary. With new perspective, I went back to my son and said, “I realize that I never actually asked what you were feeling and needed. So, right now, does it feel important to you to pass your classes? If yes, would you be willing to let me strategize with you?” After his answer, I was ready to ask, “What do you think is getting in the way of your success?”

Hours later, I realized that if I truly wanted to help my son cross the finish line, I needed to start with questions, even if the questions felt scary. With new perspective, I went back to my son and said, “I realize that I never actually asked what you were feeling and needed. So, right now, does it feel important to you to pass your classes? If yes, would you be willing to let me strategize with you?” After his answer, I was ready to ask, “What do you think is getting in the way of your success?”

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I understood that the first question shouldn’t have been “How do I motivate him?” but "What does he care about?" People are rarely inspired by our answers if they feel misunderstood by our questions.

I understood that the first question shouldn’t have been “How do I motivate him?” but "What does he care about?" People are rarely inspired by our answers if they feel misunderstood by our questions.

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One thing is consistent: Passion erodes strategy. Once we have ideas and feel excited about them, curiosity often flees. We push. But pushing others to change can feel like pushing rope. Curiosity helps people:

One thing is consistent: Passion erodes strategy. Once we have ideas and feel excited about them, curiosity often flees. We push. But pushing others to change can feel like pushing rope. Curiosity helps people:

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Use your own curiosity to help unlock the potential in others so that they may author a new path for themselves.

Use your own curiosity to help unlock the potential in others so that they may author a new path for themselves.

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According to research by Robert Walters , 42 percent of Gen Z say they don’t want to pursue middle management roles, and two-thirds believe stress levels for those roles are too high and the rewards too low. In fact, in the last year, I’ve sat in 100 rooms full of leaders, and they almost always talk about feeling overwhelmed, burnt out, and exhausted. When I ask if they’ve always felt that way, the answer is no. The spark they had years ago has been snuffed out by the mountains of paperwork and innumerable tasks.

According to research by Robert Walters, 42 percent of Gen Z say they don’t want to pursue middle management roles, and two-thirds believe stress levels for those roles are too high and the rewards too low. In fact, in the last year, I’ve sat in 100 rooms full of leaders, and they almost always talk about feeling overwhelmed, burnt out, and exhausted. When I ask if they’ve always felt that way, the answer is no. The spark they had years ago has been snuffed out by the mountains of paperwork and innumerable tasks.

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I’m no different. I respond honestly that “I’m tired” when a well-intentioned entrepreneur asks me how my week is going. “You know what you should do? Try a sauna or cold plunge in the middle of the day. It would really help boost your energy.” He seems to care about my stress, but his advice rubs me the wrong way—mostly because I didn’t ask for it.

I’m no different. I respond honestly that “I’m tired” when a well-intentioned entrepreneur asks me how my week is going. “You know what you should do? Try a sauna or cold plunge in the middle of the day. It would really help boost your energy.” He seems to care about my stress, but his advice rubs me the wrong way—mostly because I didn’t ask for it.

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Meanwhile, during a tight-knit mastermind group comprised of trainers, I confessed that I didn’t like the sales part of my job and wished I could exclusively train and coach others. A colleague named Sharon listened and then thoughtfully responded, “I felt like that, too. But now I love sales. Can I tell you what changed for me?” Then she told me a story that conveyed some new possibilities—without cramming her opinions down my throat. Within a week, I decided to sign up for some authentic sales training, and I learned to understand and perhaps love sales over the next year.

Meanwhile, during a tight-knit mastermind group comprised of trainers, I confessed that I didn’t like the sales part of my job and wished I could exclusively train and coach others. A colleague named Sharon listened and then thoughtfully responded, “I felt like that, too. But now I love sales. Can I tell you what changed for me?” Then she told me a story that conveyed some new possibilities—without cramming her opinions down my throat. Within a week, I decided to sign up for some authentic sales training, and I learned to understand and perhaps love sales over the next year.

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During this simple exchange, she perfectly modeled the powerful yet simple strategy of show, don’t tell .

During this simple exchange, she perfectly modeled the powerful yet simple strategy of show, don’t tell.

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It was 110 degrees outside in Phoenix, so I was grateful to be in the heavily air-conditioned convention center ballroom. ACDC’s song Thunderstruck started to stream through the speakers, which was my cue to take the stage. I had been asked to speak to nearly 2000 healthcare professionals about interdisciplinary team dynamics, innovation, resilience, and bridging generations. I had statistics and research and used engagement techniques as best I could for such a large group. I also had eight stories prepared that spanned my experiences from dean of education to working with kids in Alaska to training at the Food and Drug Administration.

It was 110 degrees outside in Phoenix, so I was grateful to be in the heavily air-conditioned convention center ballroom. ACDC’s song Thunderstruck started to stream through the speakers, which was my cue to take the stage. I had been asked to speak to nearly 2000 healthcare professionals about interdisciplinary team dynamics, innovation, resilience, and bridging generations. I had statistics and research and used engagement techniques as best I could for such a large group. I also had eight stories prepared that spanned my experiences from dean of education to working with kids in Alaska to training at the Food and Drug Administration.

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When I was finally exhaling off stage, a high-powered executive came up to me. I was secretly hoping he was about to praise my ability to speak eloquently and share insightful information. Instead, he wanted to talk about the most vulnerable story I had shared, my experience overcoming cancer. With tears in his eyes, he said, “Me too.” None of his colleagues knew, but now I did, and I held that secret as a treasure. His takeaway was not from the list of learning objectives, desired outcomes, or implementable skills discussed with the planning committee for the conference. It was much deeper for him, and in turn, for me.

When I was finally exhaling off stage, a high-powered executive came up to me. I was secretly hoping he was about to praise my ability to speak eloquently and share insightful information. Instead, he wanted to talk about the most vulnerable story I had shared, my experience overcoming cancer. With tears in his eyes, he said, “Me too.” None of his colleagues knew, but now I did, and I held that secret as a treasure. His takeaway was not from the list of learning objectives, desired outcomes, or implementable skills discussed with the planning committee for the conference. It was much deeper for him, and in turn, for me.

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People find inspiration in the people and stories they can relate to. The key is our willingness to be vulnerable enough to share stories that matter, when they contain fallibility and learning.

People find inspiration in the people and stories they can relate to. The key is our willingness to be vulnerable enough to share stories that matter, when they contain fallibility and learning.

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As leaders, we often think expertise inspires others. That’s what we commonly share in meetings and presentations. More often, though, relatability connects. Connection creates humanity, and humanity creates influence. Vulnerable stories that relate and connect are the true inspiration.

As leaders, we often think expertise inspires others. That’s what we commonly share in meetings and presentations. More often, though, relatability connects. Connection creates humanity, and humanity creates influence. Vulnerable stories that relate and connect are the true inspiration.

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The most effective stories follow a simple framework: the REST Method. This method transforms a telling , a reporting of what happened, into storytelling .

The most effective stories follow a simple framework: the REST Method. This method transforms a telling, a reporting of what happened, into storytelling.

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(For more on the REST Method, check out of Beyond Words: How Our Stories and Strategies Inspire Leadership Action .)

(For more on the REST Method, check out of Beyond Words: How Our Stories and Strategies Inspire Leadership Action.)

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In business, deadlines are the ultimate motivator. If you want to find a story to tell, peruse your calendar and look for an important upcoming meeting. Will this be a one-on-one, a team huddle, a coffee date? Start crafting a 20-second to five-minute story to share by using the REST Method. Write it out to organize your thoughts and be sure to clarify the where and when so your audience can follow along. Be as specific and sensory-focused as possible.

In business, deadlines are the ultimate motivator. If you want to find a story to tell, peruse your calendar and look for an important upcoming meeting. Will this be a one-on-one, a team huddle, a coffee date? Start crafting a 20-second to five-minute story to share by using the REST Method. Write it out to organize your thoughts and be sure to clarify the where and when so your audience can follow along. Be as specific and sensory-focused as possible.

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Not sure where to discover your story? Start paying observer-level attention to your next few days, and you will find something meaningful. Missing a flight, walking your dog, or how you spent the time you got back from a canceled meeting can hold gems to share.

Not sure where to discover your story? Start paying observer-level attention to your next few days, and you will find something meaningful. Missing a flight, walking your dog, or how you spent the time you got back from a canceled meeting can hold gems to share.

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Here’s an exercise I use in trainings that helps people find story sparks. In groups of two to four people, ask each person to hold the floor for two minutes and describe something that happened during their day. When people pause and share with others, they realize that their time and experience are unique and start to discover what could turn into a story to connect or inspire.

Here’s an exercise I use in trainings that helps people find story sparks. In groups of two to four people, ask each person to hold the floor for two minutes and describe something that happened during their day. When people pause and share with others, they realize that their time and experience are unique and start to discover what could turn into a story to connect or inspire.

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No doubt, storytelling is having a renaissance in leadership. But leadership stories are not campfire tales, entertainment, or lengthy autobiographies; they are personal, lived narratives to connect and inspire. 2026 has become the year of leadership storytelling because it creates a roadmap for finding, and connection and inspiration.

No doubt, storytelling is having a renaissance in leadership. But leadership stories are not campfire tales, entertainment, or lengthy autobiographies; they are personal, lived narratives to connect and inspire. 2026 has become the year of leadership storytelling because it creates a roadmap for finding, and connection and inspiration.

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How can you show and inspire through storytelling?

How can you show and inspire through storytelling?

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