People remember stories, not dot points - it’s how our brains are wired. When we hear something unique or interesting, we get a little shot of the happy hormones which helps us retain that information. Think of all the interesting but useless facts you know … they’re completely useless, yet you still remember them right? That’s because your brain got a good feeling when you heard them.

So when we can explain something complex, or an organisation’s purpose or strategy in a powerful or relatable story, people are more likely to not only remember it, but align with it.

That’s the power of strategic storytelling, and it’s a great way for leaders to demonstrate why their content is important, and also how it’s relevant to their teams.

Here’s a really simple storytelling formula we teach in our workshops.  

Tell the story

Start your story … but make sure it’s going to be relevant to the point you’re going to make! There’s no point talking about that time you were on your grandpa’s chicken farm if it has no relevance at all. But, if a lesson you learned on that farm relates to your subject matter, then use it!

Example: “When I was about six years old, I went to stay at my grandfather’s chicken farm. I’d never been on a farm before but was so excited to help him out…”.  This is where you describe the situation - usually a conflict of some type, either within yourself or with others. Every good story has some sort of conflict!

Describe your response

Now that you’ve described the setting or the situation, talk about how that made you feel or how you responded. This helps to demonstrate the link between your story and your subject matter.

Example: “My grandfather knew something had to change if the business was going to survive…”

Relate it to your topic

This is when you use that story to introduce the reason why you’re communicating in the first place. How did that moment you just described lead you do think or do something differently?

Example: “If you were in my grandfather’s position, what would you do? He could keep doing the same thing, and yes maybe he’d survive, but he wouldn’t thrive. And that’s the position our business is in today…”

Present your case

It’s one thing to tell a story, but to make it compelling you need to back it up with evidence. This is where you share the facts - but because of the story you’ve just told, they’ll be interesting! And the story will help people relate to those facts.

Example: “When we look at our performance over the past year, it hasn’t been our best 12 months. Our sales have decreased 10 per cent, our supply chain has been underperforming, and the feedback from our customers is telling us that our product just isn’t the best on the market.”

Once you’ve shared the facts, it’s time to share the next steps - your organisation’s strategy, what changes can be expected, what you need people to do differently - and why you believe this is the best course forward.

Finish the story

It’s then time to finish the story and remind people why what you’ve said is important. This is where you return to your original story, and resolve the conflict.

Example: “If I go back now to that chicken farm all those years ago, I’m inspired by what can happen if we are courageous and make uncomfortable changes. My grandfather completely changed the way he operated - upgraded equipment, hired people with different skills, and approached new markets. Today, my grandfather’s business is now being run by my mother and aunt, and it’s one of the most successful in our state. All because he recognised something needed to change, and he was brave enough to do it.”

If you want some great examples of storytelling in action, you need look no further than TED Talks - pay attention to the stories they tell, the structure of their storytelling, and the way they present, and you’ll see how powerful storytelling can be!