Storytelling has become a buzzword. Everywhere you look, someone is telling leaders to “tell more stories.”
But here’s the truth: story isn’t the answer to everything. In fact, used at the wrong time, it slows you down, dilutes your message or erodes trust.
The real discipline isn’t in telling more stories. It’s in telling the right story, in the right moment, with the right intent.
So where does story work best? In my work coaching leaders and building narratives with founders and CXOs, I’ve found there are four arenas where storytelling doesn’t just “help”—it multiplies impact.
Let’s break them down.
1. In Times of Crisis: Story as Direction
When a crisis hits, leaders usually default to facts, updates or directives. Necessary, yes—but incomplete.
Because in crisis, people don’t just need to know what is happening. They need to know why it matters and why they should keep going.
That’s where story comes in.
Example: Johnson & Johnson’s Tylenol Crisis
In 1982, Johnson & Johnson faced one of the worst corporate crises in history: cyanide-laced Tylenol capsules caused several deaths.
Their response wasn’t only logistical (massive recalls, safety redesigns). It was also narrative: J&J framed their actions through their Credo—the company’s long-standing story of putting customers first.
That story didn’t just justify their decisions; it reassured millions of customers that the company could still be trusted.
How leaders can use story in crisis:
- Morale boosting: Remind your team of times they’ve overcome challenges before.
- Alignment: Share a story that connects today’s pain to tomorrow’s purpose.
- Direction setting: Explain not just what you’re doing, but why it matters.
Bottom line: In moments of high uncertainty, story is the anchor that steadies both belief and behavior.
2. In Culture Building: Story as the DNA of Values
Values on a wall don’t build culture. Stories do.
Every time a leader highlights a story of someone living the values—or failing them—they shape what the organization believes is rewarded, punished or ignored.
Example: Microsoft’s Cultural Shift Under Satya Nadella
When Satya Nadella became CEO, Microsoft’s culture was infamous for internal rivalries. Nadella reshaped it around a single narrative: growth mindset.
He didn’t just issue a memo. He shared personal stories—like how raising a son with special needs gave him empathy and how empathy drives innovation.
Those stories weren’t about branding. They rewired how employees saw themselves and their work.
How leaders can use story in culture:
- Celebrate real behaviors: Share stories of employees living the values.
- Highlight failures constructively: Use stories of misalignment as learning tools.
- Normalize new beliefs: Stories make abstract values (empathy, innovation, inclusion) tangible.
Bottom line: Stories are how cultures live. Without them, values are just wallpaper.
3. In Team Building: Story as Human Connect
Teams don’t bond over targets. They bond over meaning.
A quarterly goal may motivate for a moment, but it won’t sustain loyalty. What builds trust and connection is when people know each other’s stories—and when leaders share theirs.
Example: The Power of Vulnerability in Leadership
I once worked with a CXO who felt his team was disengaged. He was highly competent, but distant.
In one session, he shared a story about a career failure that almost ended his trajectory—and how he rebuilt trust with his board. That story became a turning point. His team saw him not just as a boss, but as a human who had walked their fears.
Engagement went up. People started opening up in return. The team began to feel like a unit, not just a reporting structure.
How leaders can use story in teams:
- Personal anecdotes: Share moments of vulnerability that reveal humanity.
- Shared challenges: Frame tough projects as collective “quests” that the team is on together.
- Belonging: Use story to show people they are seen—not just for output, but for who they are.
Bottom line: Teams that share stories trust each other more deeply—and trust is what delivers performance.
4. In Sales & Influence: Story as the Shortcut to Belief
Sales decks full of features and metrics don’t move people. Stories do.
That’s because buying—whether it’s a product, a pitch or an idea—isn’t just rational. It’s emotional. People need to see themselves in the story you’re telling.
Example: Airbnb’s Shift to “Belong Anywhere”
In its early years, Airbnb pitched itself as a cheaper, more flexible hotel alternative. Functional, but not inspiring.
Through research, they discovered users weren’t just booking rooms—they were seeking a sense of belonging. That insight reframed their story into “Belong Anywhere.”
The result? A complete brand transformation. Same product, new story. Growth followed.
How leaders can use story in influence:
- Investor pitches: Frame the “why now” and “why us” through a story of change in the world.
- Customer sales: Use customer transformation stories, not product specs, to show impact.
- Personal influence: When positioning yourself for a role or opportunity, tell a story of impact—not a list of achievements.
Bottom line: Story makes value felt, not just shown. And felt value is what moves decisions.
Where Story Doesn’t Work (And Why That’s Important)
A caveat: story is powerful, but not universal. There are moments where it fails:
- When your audience needs immediate, precise instructions.
- When brevity is the only currency (emails, short updates).
- When story dilutes instead of sharpens the message.
I’ve written a full piece on When Not to Use Story — but here’s the key takeaway:
Storytelling isn’t decoration. It’s discipline. It’s about choosing moments.
So Where Should You Start?
Here’s a simple test I give leaders:
- Are you in a crisis? → Use story to align and motivate.
- Are you shaping culture? → Use story to embed values.
- Are you building trust? → Use story to connect.
- Are you persuading? → Use story to make value felt.
If the answer is yes to any of these, you don’t just need a story. You need the right story.
How We Do It at Build My Story
At Build My Story, we partner with founders, CXOs and leaders to craft stories that work where it matters most.
- In crisis, we help you frame clarity and direction.
- In culture, we shape stories that make values stick.
- In team building, we build narratives of belonging.
- In sales and influence, we craft the stories that move decisions.
Our process isn’t about performance. It’s about narrative clarity—your Strategic Narrative Identity.
Conclusion: Story as a Compass
The truth is, leaders don’t earn trust by talking more. They earn it by knowing when to use a story, when to give a fact, and when to stay silent.
Storytelling is not decoration. It’s a compass.
Used with intention, it doesn’t just make you sound better. It makes you lead better.
👉 If you’re a founder or leader navigating one of these turning points, let’s talk about building the stories that will move your people, your customers and your future.