Storytelling That Drives Change
If you take your strategy for a drive, storytelling should always ride shotgun.
When it comes to tackling big organizational problems, leaders often miss one critical step after creating a strategy: storytelling. In Storytelling That Drives Bold Change (Harvard Business Review Nov-Dec 2023), Frances X. Frei and Anne Morriss argue that the right story can energize your team and drive transformative action.
Here’s how to craft a story that works:
1. Understand Deeply, Describe Simply
Leaders must distill complex ideas into clear, digestible narratives. If you can’t explain it simply, you probably don’t understand it well enough. John Legere’s transformation of T-Mobile into the “uncarrier” is a perfect example. He simplified a complex issue — customers hated being trapped by confusing wireless contracts — and communicated T-Mobile’s pivot in a single word: uncarrier. Can you capture your strategy in one word?
2. Honor the Past
People are more likely to follow if they feel their history is respected. Acknowledge what’s worked in the organization. Leaders often focus on change but neglect the importance of continuity. When Uber’s new CEO, Dara Khosrowshahi, took over, he didn’t bash the company’s aggressive culture. Instead, he promised to keep its “force of nature” edge while improving it. His message was met with thunderous applause. Honor the past to bring people with you into the future.
3. Make the Case for Change
You can’t just ask for change; you have to make the case for it. Patrick Doyle, Domino’s CEO, made the need for change glaringly obvious by broadcasting scathing customer feedback — “tastes like cardboard” — in Times Square. The bold transparency forced everyone to recognize the problem, creating urgency for the Pizza Turnaround. Domino’s sales surged by over 10% within a year.
4. Provide a Clear, Optimistic Path Forward
It’s not enough to paint a big picture; you need to confidently show the path forward. Ørsted’s transformation from a fossil fuel company to a renewable energy leader was grounded in a clear, measurable goal: flip from 85% fossil fuels to 85% renewables. What was expected to take 30 years took just a decade. Their optimism was matched by careful, rigorous planning.
5. Tie It All Together
Now that you’ve simplified your message, honored the past, laid out the need for change, and described a clear path forward, it’s time to weave it into a cohesive story. As former Xerox CEO Ursula Burns said, stories matter. They connect the dots for your audience and give your narrative momentum. A clear and inspiring story provides context, gives people hope, and paints a vision of the future. Ensure the pieces flow logically and consistently, leading your team from where they are to where they need to go.
6. Repeat Yourself
Repetition might feel redundant to you, but it’s essential for driving change. Alan Mulally, former CEO of Ford, repeated his “One Ford” plan so many times that reporters got tired of hearing it. His response? “Until we achieve these goals, why would we need another one?” Repetition drives alignment, keeps focus, and ensures your message sticks — especially when people are busy or distracted. As Harvard Business School research shows, leaders who are intentionally redundant move projects faster and smoother.
7. Use Your Emotions
Emotions aren’t just a side effect of leadership—they’re contagious. When you lead a change initiative, your optimism can inspire your team. On the flip side, stress and anxiety can have the opposite effect. As Daniel Goleman notes in his work on emotional intelligence, leaders’ emotions spread quickly throughout an organization. Self-awareness is critical. Manage your emotions deliberately and use them to build trust and commitment. Authentic optimism can fuel engagement and help people push through uncertainty.
Great change stories are simple, respect the past, make the case for change, and offer a clear, optimistic future. Tell your story, repeat it until it sticks, and lead with emotions that inspire.
So the next time your are launching a strategic initiative, always ensure your chief storyteller is riding with you.