Author: Nadia Leonard
No one remembers the bullet points from your strategy deck. But they’ll remember the story your team lead told in the lift.
Because in times of change, facts alone don’t move people. Stories do.
In complex, uncertain environments, people crave clarity, connection and purpose. Storytelling offers all three. It turns abstract strategy into something people can see themselves in. It shifts change from something that’s happening to them, to something they’re part of.
Stories help people make sense of what’s happening and why it matters. According to research, organisations that communicate change through storytelling see a 3x higher engagement rate compared to those relying on formal messaging alone.
A good story doesn’t just pass on information — it builds trust, creates emotional connection, and helps employees picture their role in the future. It makes strategy feel human, not abstract.
And in moments of resistance or doubt, a well-timed story can do what a slide deck never will: move people forward.
Not all stories land. Especially in change, where people are anxious, distracted, or sceptical — the way you frame the narrative matters. A strong change story isn’t corporate spin. It’s clear, relevant, and human.
Here’s what it needs:
People need to understand the urgency. Why is change happening now? What’s at risk if nothing changes? This anchors the story in relevance and gives people a reason to care.
Abstract strategies won’t cut it. Show the challenge the organisation is facing, and explain how the change addresses it. This helps people connect the dots between strategy and their day-to-day life.
Every good story has characters. In a business context, the “hero” might be a frontline employee, a team or even the business itself. Include the obstacles they’ve faced and the decisions that had to be made — people relate more to struggles than perfection.
Change stories aren’t about one department. They must feel collective. What does success look like? And how does everyone contribute? The best stories give people a role in shaping the outcome.
In theory, storytelling sounds simple. In practice, it requires intention, structure, and a deep understanding of your audience. It’s not about crafting fiction — it’s about framing truth in a way people can connect with, remember, and act on.
Here’s how to make it real:
Before crafting any narrative, listen to what people are already saying. What are their fears? Frustrations? Hopes? The best stories don’t overwrite these — they reflect them. Change stories that ignore the lived experience of employees will always fall flat.
Great change stories usually follow a pattern:
This structure taps into something universal — the journey of transformation — while giving people clarity on what it means for them.
Don’t just speak from the top. Let teams tell their own stories. People trust people — so amplify real examples across the business.
Not every story belongs in a town hall or company-wide email. Use formats that suit the moment:
A strategy deck isn’t enough. If you want people to buy into change, you need to tell a story they can see themselves in. One that moves them, not just informs them.
At VSLS, we help organisations turn change strategies into compelling narratives that drive action. Ready to craft a story that lands?
Contact Nadia Leonard at nadia.leonard@vsls.com.
