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Storytelling at Work Podcast
Transform your leadership communication with the power of storytelling!
A podcast for leaders, managers, and everyone at the workplace to get introduced to storytelling. This show explores how stories and storytelling can inspire teams, drive change, and build powerful connections.
Learn actionable strategies and gain insights to become a leader who truly resonates.
Introducing Storytelling at Work Podcast
All Episodes
![0:01 [Vinod]
Storytelling is one of those words that’s understood in many different ways. I was chatting with someone who leads large projects at a global company. When he heard I’m into storytelling, he raised an eyebrow and said, “Oh, so like… you guys do marketing videos?”
0:14
That’s when I realized, even smart professionals often think storytelling belongs only in advertising or entertainment. But at the workplace, storytelling has a very different, and far more powerful, role to play.
0:30
Welcome to the Storytelling at Work Podcast. I’m your host, Vinod Krishna, and here we explore storytelling, communication, leadership, and more.
0:50
Just look around, storytelling is an often-used word. What does the word “storytelling” remind you of?
I’ve had people ask me if my firm goes around… telling stories. Some say, “Stories are so important these days.” Others ask, “So what kind of stories do you tell?” And a few wonder, “Do you write books… like fiction?”
1:10
And when I explain, many still find it difficult to connect the dots, between leadership, storytelling, and organizational performance. They have a limited understanding of what storytelling really is. They often miss how powerful a communication tool it can be, especially at work.
1:31
That’s when I felt, we need to clear the air a bit. So today, let’s look at three common myths about storytelling.
Myth #1: Stories don’t belong in serious meetings
Let’s be clear, stories in serious meetings don’t mean entertainment, performance, or theatrics.
The purpose of a story is to convey your message… and help your audience understand it clearly.
It’s about giving them clarity around what you’re trying to say.
So if you’re walking into a serious meeting and want to communicate with impact, storytelling can help.
But it’s not just about “telling a story.”
2:15
It’s about asking:
- What do I want the story to help me accomplish?
- Is the timing right?
- What’s the context?
- Do I go with the long version… or the short one?
- What’s the level of rapport I have with this group?
It’s about reading the room. So using a story doesn't depend on how “serious” the meeting is. It depends on many other factors. Think of a story as a powerful vehicle to drive home your message, no matter the situation.
3:04
Myth #2: Stories are only for branding and marketing
Sure, storytelling is definitely used in marketing. But inside organizations, leaders use stories to lead change, align people, handle resistance, and shape culture.
Let’s say you’re rolling out a new strategy… or trying to shift mindsets. Chances are, your slides won’t do the job. A well-told story is what you need to bet on.
3:35
Myth #3: Storytelling means something dramatic has to happen
Not at all. Storytelling at the workplace is about getting your message across to your stakeholders. It doesn’t mean delivering a dramatic performance.
So how does it play out? A team lead shares a moment of failure that taught them something valuable.
A product manager explains a new feature, by describing a frustrated user, and how that frustration was solved.
A HR leader introduces a new policy, by sharing the story of the people it was designed for.
4:12
The word storytelling can mean a lot of things. And inside workplaces, it goes beyond just telling stories and anecdotes. It’s about borrowing techniques from storytelling, and using them to make communication stronger.
4:25
So let me say it again, storytelling at the workplace is about communicating your message both intellectually and emotionally. It’s about making it relatable to your audience.
4:38
What definitions of business storytelling have you come across? Do let me know.
4:46
Thank you for tuning in to the Storytelling at Work Podcast. Do subscribe and share it with someone who you think might find this useful. And if you’ve got a question, or a storytelling challenge at your workplace, do reach out.](https://static.wixstatic.com/media/ca8ba2_c4e4238c2dff4d8cb1ab4bcc948563bb~mv2.png/v1/fill/w_265,h_265,al_c,q_85,usm_0.66_1.00_0.01,enc_avif,quality_auto/Image-empty-state.png)
![0:01 [Vinod]
Have you often heard that you need to learn storytelling, and as part of that, you need to tell stories?
You may be wondering: what kind of stories to tell?
0:17
Welcome to the Storytelling at Work Podcast. I'm your host, Vinod Krishna, and here we explore storytelling, communication, leadership, and more.
0:32
In a recent workshop, one of the participants spoke up. She had tried to use stories a few times in her presentations, but it didn’t seem to go well. She had recently taken charge of a new team, and she thought this was an apt situation to bring in a story, to connect with her new team. She thought about what story to share and also rehearsed the key parts mentally.
0:54
In the actual meeting, she shared the story, a personal one. But halfway through it, instead of holding attention and deepening engagement, she felt she lost her audience’s attention.
She expected some excitement, but there didn’t seem to be any. She had that feeling, that traction was missing, that she hadn’t quite made inroads.
1:16
This participant was attempting to break the ice with her team. To establish a trust equation with them.
To ensure the new team she was taking charge of received the right messages. That they got to know her a bit.
1:28
The story may not have landed, but something highly useful happened here. She actually managed to gather feedback from the audience about her use of the story. Every time she tried to use a story, the response from the audience was a critical indication of many things, like the need for a story, the timing, the length of the story, and the way the story was delivered.
1:52
That’s why every leader and manager will need to prepare with the right kind of stories. And there are three kinds of stories that leaders and managers need to have handy: Origin stories. Identity stories. And Vision stories. That’s - origin stories, identity stories, and vision stories.
2:15
So let’s examine these three kinds of stories.
Identity stories - these are stories that convey a very significant message: of who you are.
They help your audience quickly understand and place you, the kind of leader, or the kind of person, you are.
It helps answer an unspoken or unsaid question: Can I trust you?
2:39
When we meet people, the question that pops up in the audience’s mind is: Who are you?
Are you a threat, or is it safe to trust you? This is exactly what happens when you’re a leader or manager who is connecting with people. You need to establish a trust equation. And the “Who You Are” stories help you in the trust-building process.
3:02
The second kind of stories is origin stories. These are the “Why I do what I do” stories. This kind of story reveals not just what you do, but why you do it.
3:15
Let’s say you’re advocating a change in the project or team. Maybe it’s a shift in policy. It could be about getting the team to accommodate a specific request. It could even be an organization-wide change.
3:26
The people you work with will want to know the “why” behind your thoughts and actions.
Why did you take those decisions? Why did you initiate change?
3:36
The default way is to justify with logic. But most times, logic will be met with more questions, and doubts.
The common response we hear would be: “But we could try another option, right?”
Or, “Why do we need to shift to something else now? Things are already working fine.”
3:56
A story works better than logical reasoning. In fact, a story can work in tandem with logical reasoning, in all of these situations.
4:07
The third kind of stories is vision stories. This kind of story takes care of answering questions around: Where are we going? Organizational change, team changes, new targets being set, a new product design being introduced. All right, but where are we going?
That is the question that pops up in the audience’s mind. Vision stories help people to see themselves in the story, and help connect the dots in the mind to what they would be doing. It helps them relate to the vision, and also creates the reason for someone playing a larger role, by contributing or supporting that vision.
When you need to align people, your vision stories are very, very critical in that process.
4:50
So, the three stories you can have handy:
The “Who are you?” stories.
The “Why do you do what you do?” stories.
And the “Where are we going?” stories.
5:02
Go ahead and find those stories. Thanks for tuning in to the Storytelling at Work Podcast.
Do subscribe, and share it with someone who might find it useful. If you want to let me know how your storytelling journey is going, do reach out.](https://static.wixstatic.com/media/ca8ba2_ac2912ee790543998dc258705ce615f9~mv2.png/v1/fill/w_265,h_265,al_c,q_85,usm_0.66_1.00_0.01,enc_avif,quality_auto/Image-empty-state.png)
![0:00 [Vinod]
The way you communicate influences your audience's thinking, understanding, and emotions.
And stories - they're a great way to enable the right understanding.
Welcome to the Storytelling at Work Podcast. I'm your host, Vinod Krishna, and here we explore storytelling, communication, leadership, and more.
0:30
Many years ago, United Airlines was introducing a massive operations overhaul. A key part of this change involved centralizing baggage handling systems.
It was natural that frontline employees were resistant. They felt disconnected from the decision, and many worried this would slow down processes - or that they might risk losing their jobs.
A very typical way of communicating such change in organizations is to convey key messages about enhancing operational efficiency, reducing errors, and automating manual processes.
1:00
The way we communicate helps our audience create an understanding of our ideas and thoughts.
The response we receive is a direct indicator of how effective our communication has been.
If our communication enables an understanding that is closest to what we intend, then our communication is successful. Else, it can potentially create a mental wall.
So the question is: Is your communication creating a wall?
1:30
And how does this show up?
It'll show up as silence, pushback, disinterest, lack of engagement, lack of action, and even misinterpretation. And that's where you need storytelling.
Coming back to United Airlines. Leadership there was tasked with communicating to their people about the change in baggage handling systems.
At one of the early town halls, a senior operations leader - he did not start with data, process charts, or even technology.
2:00
Instead, he started with a story.
A few weeks ago, a grandmother missed her connection in Chicago.
She had flown across the country to surprise her daughter and meet her first grandchild.
But her bag, with all the baby gifts and her heart medication, it never made it. She ended up in tears at baggage services.
And it was not because of the delay, but because no one could tell her where the bag was or when it might arrive. We tracked the bag down eventually, but we failed her.
Not just because of a lost suitcase, but because we couldn't tell her a simple truth:
"We know where your bag is, and we've got it covered."
2:45
This system change we are about to undertake - it’s not about technology.
It’s about that grandmother. It’s about every customer who trusts us with their journey.
This one customer story was enough to shift the room. It made the change personal. Everyone was able to relate to it.
And it wasn’t about software or logistics anymore. It was about real people.
The message was clear: This is not an efficiency upgrade. It is how we deliver on our promise.
3:20
When people sense they are being drawn into a conversation that is logical, the natural reaction is to resist and defend. Communication on these lines has a high chance of feeling like an argument - or even a debate.
The workaround? Storytelling.
And this is what storytelling does. Stories invite. They invite the audience to feel psychologically safe.
Instead of making your audience feel pushed with “Here’s what you should believe,”
Storytelling adopts the approach of “Here’s what happened.”
3:50
Storytelling helps reframe the unfamiliar and the unknown. Storytelling engages emotion before logic.
Every time you have a new idea or are proposing change, there is bound to be fear or skepticism.
Storytelling has the power to appeal to the emotion first - before logic.
And this leads to being more open to considering new ideas.
4:10
Neuroscience has shown us that stories activate the brain’s emotional and sensory networks, apart from the language centers.
Thirdly, storytelling makes messages memorable. Facts will get forgotten. If you want them to stick, embed them in stories.
Our brains are wired to remember patterns and emotions, which are key elements of stories.
4:35
So the next time you are communicating or presenting to your audience, notice the signs of hitting a wall in your audience’s mind.
If you're able to notice it, that’s a great step towards finding a workaround.
And the best way to deal with that wall is, of course - storytelling.
4:55
Thanks for tuning in to the Storytelling at Work Podcast. Do subscribe and share with someone who might find it useful. If you’ve got a question or a storytelling challenge at work, do reach out.](https://static.wixstatic.com/media/ca8ba2_e1cc6612b497461697ba9137cedfbad9~mv2.png/v1/fill/w_265,h_265,al_c,q_85,usm_0.66_1.00_0.01,enc_avif,quality_auto/Image-empty-state.png)
![[00:00]
The real power in the room lies with the one who is truly listening.
Welcome to the Storytelling at Work Podcast. I'm your host, Vinod Krishna, and here we explore storytelling, communication, leadership, and more.
I remember watching Star Trek as a teenager. Every episode began with an intro that had an iconic line: "To boldly go where no man has gone before." This still gives me goosebumps. William Shatner, with his dramatic pauses and commanding presence, made space travel seem like the ultimate frontier.
[00:45]
Decades later, Shatner actually went to space. At 90 years of age, he was invited on a Blue Origin flight - a brief 11-minute journey beyond Earth's atmosphere.
When the crew returned, something unexpected happened. While everyone was screaming and celebrating, Shatner was emotional and moved. He stepped out of the capsule and tried to articulate what he had just experienced—the vastness, the fragility of Earth, the sharp contrast between life and emptiness.
Jeff Bezos (Founder of Blue Origin and Amazon) was standing right next to him. And while Shatner was sharing his deeply personal moment, Bezos cut in with a joke, turned away, and started celebrating with the others.
Shatner was still speaking, but Bezos wasn’t listening. He said he was listening, but he was not.
[01:35]
That moment stuck with me because it made me think - how often do we do this at the workplace? In meetings? With colleagues? With friends?
We think we are listening, but often we are just waiting to speak. And our attention is divided - physically present, while mentally our focus is on something else.
Listening - truly listening - is not passive. It's presence. It's paying attention.
Listening is a significant part of honing your storytelling muscle. Because when you listen, you build trust. You create space for people to feel seen and be heard. You pick up stories. You notice tensions and turning points—the very thing stories are made of.
[02:25]
When people speak, there's so much more than just words being spoken. They're revealing a part of their story.
As a leader, you’re a storyteller who shapes the thinking of the people around you.
Years ago, in one of the weekly leadership meetings I was participating in, something unusual happened. Hardly minutes into the meeting, my boss paused in between. She had noticed something in one of the leaders - a slight shift in tone, a voice that indicated something concerning.
Most of us didn’t catch it. But she did.
She stopped the meeting and gently asked, "Is everything all right?"
There was silence at first. Then the leader spoke up. He was overwhelmed. Worried about frequent changes in strategy, lack of clarity, the inability to plan long-term.
[03:15]
My boss didn’t interrupt. She didn’t rush to fix it. She just listened.
And then another leader spoke up. And another one.
That two-hour meeting turned into something else entirely. The regular status reviews of projects and initiatives were set aside. What emerged was a real conversation, a moment of shared honesty.
And I remember that meeting for three reasons.
My boss noticed. She had noticed how people usually are and how something was different that day.
Second, she used that cue to listen, rather than lead with a solution or next steps.
And lastly, she changed the dynamics of the leadership team. Some of the leaders were unsure of how to bring up their concerns, and just by mere listening, it encouraged everyone to open up.
[04:10]
The leadership team related to each other in ways they had not done in the past. It actually broke barriers that day.
My boss didn’t just lead. She tuned in. She heard the stories under the surface. And that changed everything.
My respect for my boss went up a few more notches. Listening is the first step to becoming a better storyteller.
Listening turns a transaction into a connection. It helps notice the stories in the midst of all the talk. It creates the right space for stories to emerge.
And sometimes, it's how you convey to someone that their story matters.
[04:50]
So today, just try pausing. Really listen. You might be surprised by what you notice.
Thank you for tuning in to the Storytelling at Work Podcast. Do subscribe and share with someone who might find it useful.
If you've got a question or a storytelling challenge at work, do reach out.](https://static.wixstatic.com/media/ca8ba2_02d5f29d0bd1475b84645b27d66bc69e~mv2.png/v1/fill/w_265,h_265,al_c,q_85,usm_0.66_1.00_0.01,enc_avif,quality_auto/Image-empty-state.png)
![0:00 [Vinod] Storytelling means telling stories. But where do we find those stories?
0:06 Welcome to the Storytelling at Work Podcast. I'm your host, Vinod Krishna, and here we explore storytelling, communication, leadership, and more.
0:25 In a business setting, where things tend to feel structured, formal, and often not very story-like, it's easy to assume that stories don't belong here. But here's the thing, you're surrounded by stories every single day.
0:39 Before we talk about how to find them, let's clear something up. When I say story, I don't mean something dramatic or cinematic. This isn't about thrilling chases or heroic speeches. A story, at its heart, is a moment of change. That's it.
0:56 That change could be small, like figuring out a new way of doing something, or big, like a shift in mindset that impacted your team. It could be a time when a customer conversation didn't go as planned. Or maybe it's a time when it did. It could be a challenge, a breakthrough, or something that simply stayed with you.
1:19 So where do you find these stories?
1:22 The first place to start with is you, and I'm talking of personal stories. Think of a time when you struggled with a deliverable at work or maybe with a deadline. A time when you had to learn something new and then solve a problem. Or a time when you were forced to step back from the position you defended because you realized you were wrong.
1:45 I could go on with this. Plenty of stories from our personal experiences are available to us.
1:48 Next, look for team stories, the people you work with. What's a pressure situation the team handled? Did someone go out of the way to help with a problem? Or maybe take up a stretch assignment? That situation when someone adapted or took the risk to try something new.
2:06 A third area to find stories, customer conversations, situations, or even projects. What’s that situation when a tough customer's demands were managed smoothly? Or when a customer reached out to you or your team and you bailed them out of a crisis? Or that instance where you failed to meet expectations?
2:28 Now another one is stories in the midst of change, organization changes, a change in leadership or roles, a merger, a key member quitting at a crucial juncture in the project, a shift in strategy, a product being declared end-of-life, investments in new product development halted, or maybe it’s a layoff.
2:45 You have stories available everywhere. The best way to get started is to start noticing the stories around us.
2:54 You can also look back at the end of every day, run a mental scan to find some significant moments that are story material.
3:06 I would suggest that you set up a simple system to log stories as you notice them. You can use your phone. I would recommend an Excel sheet and use appropriate tags for each story.
3:16 Two years ago, I was at the screening of a documentary of a cycling tour. When the film ended, one of the riders came up on stage and spoke about how this tour had a powerful impact on his life.
3:30 A serious injury had restricted him from any physical exercise for quite some time. He had been struggling to get back to his previous form, but that wasn't easy. When he signed up for the tour the previous year, he barely made it to the finish line. The following year, he returned to complete the almost 600-kilometre ride in style.
3:50 Participating in the tour helped him break free from the state he was stuck in, both physically and mentally. While the audience applauded, I promptly made a mental note of this wonderful story. And once I was back home, I promptly logged this one in my story bank.
4:07 So it all begins with employing our ability to notice and listen. When people have personal conversations, you'll soon be able to notice the story moments in work conversations too.
4:20 Thanks for tuning in to the Storytelling at Work Podcast. If you enjoyed this episode, do subscribe and share with someone who might find it useful. If you've got a question or a storytelling challenge at work, feel free to reach out.](https://static.wixstatic.com/media/ca8ba2_8c85787933a949e6bc5dbeaacd4661bd~mv2.png/v1/fill/w_265,h_265,al_c,q_85,usm_0.66_1.00_0.01,enc_avif,quality_auto/Image-empty-state.png)
![0:00 [Vinod] Leaders and managers may not talk about this, but many of them struggle with a basic question: How do I connect as a human at the workplace?
0:15 Welcome to the Storytelling at Work Podcast. I'm your host, Vinod Krishna, and here we explore storytelling, communication, leadership, and more.
0:28 In today’s episode, we’re talking about something most leaders are aware of but rarely speak about.
The question is: How do I build trust and connection not on the basis of the job title I hold, but on the basis of who I am?
0:43 In most workplaces, conversations tend to be dry and transactional. Meetings sound serious.
Status updates feel like a checklist. Even appreciation sometimes comes across as lacking emotion, as though it’s just a line from a handbook: "Good job on the project." "Well done on the report."
1:02 In fact, workplaces expect us to be composed. So we show up wearing what I would call our professional mask. And while that mask helps us function in the system, it also creates a disconnect.
It can make us feel like we have to leave our humanness at the door.
1:17 During my days at Cisco, John Chambers was the CEO. His all-hands meetings were among the most awaited sessions. The first time I attended one of John’s town halls in person, I was transported to a different world. Firstly, there were no slides. And then, he was on stage just for a few minutes.
1:34 That’s because he loved getting off stage, walking around, making eye contact with people in the hall, taking the audience on a journey. He would tell stories about market opportunities, about how Cisco had this superpower of spotting trends before others. He would paint an exciting picture of the future, the vision of where the company was heading.
2:01 He was one of those master storyteller-leaders I saw in action. His talks included anecdotes and stories from his meetings and interactions with stakeholders. They revealed his perspective on both the industry and the company.
2:18 But there’s one story about him that has stayed with me even more. In the mid-90s, he participated in an event called 'Bring Your Child to Work'. There were about 500 employees and their children in the audience.
A young girl raised her hand to ask a question, but she froze. In fact, she couldn’t get the words out.
Everyone in the audience looked at her, and she started to cry.
2:45 John stepped off the stage and went up to the young girl. When he inquired, she told him she was dyslexic and had trouble asking her question out loud in front of everyone. And his response was simple:
"I am dyslexic too," he said.
3:00 He shared with her about his disability and how he learned to manage it. His mic was still on, and everyone in the room heard what he shared. John hadn’t planned to share that. In fact, he had never thought he would share that openly.
3:15 But later that day, he received a flood of messages from employees saying it was the first time they felt truly connected with him, that they had seen a different side of him, and it made them feel like they knew him as a leader. John had connected with employees beyond his role as CEO.
3:32 People usually see an invisible fence around a leader. And while competence earns respect, vulnerability is what builds trust.
3:40 And here’s where storytelling opens up opportunities to establish trust. A story does something that a title, a position, or a slide deck cannot. Storytelling is how we bring humanness into leadership, and into the workplace.
3:55 And this isn’t limited to leaders. Every employee, every team member, every manager, they all have stories worth telling. Stories open up a little window for the world to see who you are, what shaped you, and what matters to you.
4:09 So here’s a small takeaway for today. Recall a story a colleague or leader once shared that really resonated with you. And maybe find one of your own personal stories, one you might consider sharing with your team. Try it. It just might open new pathways in the trust equation.
4:27 Thanks for tuning in to Storytelling at Work Podcast. If you enjoyed this episode, do hit Subscribe and share it with someone who might find it useful. And as always, if you’ve got a question or a storytelling challenge at work, just reach out. I’d love to hear from you.](https://static.wixstatic.com/media/ca8ba2_e5bdaf41e4ee46bc9c2a5be77b8cb930~mv2.jpg/v1/fill/w_265,h_265,al_c,q_80,usm_0.66_1.00_0.01,enc_avif,quality_auto/Image-empty-state.jpg)
![0:00 [Vinod] In order to become a storyteller, you first need to understand what a story is. Welcome to the Storytelling at Work Podcast. I'm your host, Vinod Krishna, and here we talk about storytelling, communication, leadership, and more.
0:25 Today, we are talking about something fundamental. What makes a story a story? So, let's first define what a story is. A story is a connected sequence of events. You might think that anything with a beginning, middle, and end in a sequence is a story, but that's not entirely true. It’s about much more than just the sequence of events.
0:51 So, here's a quick exercise: Think of the last story you heard that stuck with you. Why does it linger in your mind? Chances are it wasn't just because of what happened in that sequence of events but also because of the way it was narrated.
1:08 Let's break down the essential elements that make a story. Every story has four elements:
1. A character.
2. A plot with a beginning, middle, and end.
3. A conflict - a challenge or a choice.
4. A message or resolution.
1:31 To understand this better, let me share a story I recently heard in one of my workshops. A campaign manager, let's call her Ananya, was handling a crucial online ad campaign for a demanding client. This was five years ago. While setting the campaign budget, Ananya made a typo. Instead of keying in \$1,000, she added an extra zero and typed \$10,000. The next morning, when she logged in, her heart almost stopped. She had spent ten times the budget overnight.
2:03 The relationship with this client hadn't been smooth lately, and she knew this mistake could very well mean losing the account. She froze, convinced that she would be fired. She even considered submitting her resignation before being fired and thought about offering to repay the loss from her own pocket.
2:31 Prepared to meet her boss, Ananya decided to own up and take responsibility. But when she discussed it with her boss, he listened calmly. Instead of lashing out, he said, "We definitely have a situation here, and we cannot undo what's happened. But let's find a way to salvage the situation. In fact, we’ve got data now that we didn’t have before. Let’s see how we can leverage this."
3:02 Ananya was stunned, feeling an immense sense of relief. As she stepped out of that meeting, she realized a valuable lesson, how leadership is about responding to situations - without crushing someone’s spirit.
3:12 Now, here's why the story works. First, it’s not about a random person. There’s a character, Ananya, who goes through a relatable series of events. We've all been there, feeling the pressure after making a mistake and fearing the consequences.
3:31 Next is the plot: a clear beginning, a mistake that could cost her job. Then the buildup, her fear and anxiety about her boss’s reaction, and the regret over her oversight. Finally, the resolution, the boss’s decision to turn the situation into a learning opportunity.
3:54 The conflict here is not just the financial loss, it’s the tension between taking responsibility and fearing the outcome. Conflict makes us empathize and connect with the character, even if it’s just momentarily.
4:09 And finally, the message, it’s about staying calm in a pressure situation and choosing to respond in a way that turns failure into a valuable lesson.
4:21 Imagine instead of telling the story, Ananya had just said, "Making mistakes at work can feel overwhelming, but having a leader who allows room for learning and growth makes all the difference." It doesn’t feel the same, right? The elements of character, plot, conflict, and message are what make the story memorable.
4:50 Stories work because they make us feel what the character is going through. They don’t just string facts together; they create a journey. So, how do you put this to use in your business conversations where you intend to use a story?
5:02 First, think of the message you want to convey through the story, That's the purpose. Then, check if the story is apt for that message. Next, determine the character. Who is central to the story? Then come to the conflict. What is the challenge or change in the story? Finally, think about the plot. How will you begin the story, how will it progress, and how will it end? In short, how will you tell the story so that it unfolds in a way that holds the audience's attention?
5:37 Go ahead and try this out! Thanks for tuning in to Storytelling at Work. If you enjoyed this episode, hit subscribe and share it with someone who could use a bit of storytelling magic. As always, feel free to reach out if you have any questions or storytelling challenges at work. I’d love to hear from you.](https://static.wixstatic.com/media/ca8ba2_3aae61bca34641bb86b65eaba0ac395b~mv2.png/v1/fill/w_265,h_265,al_c,q_85,usm_0.66_1.00_0.01,enc_avif,quality_auto/Image-empty-state.png)
![0:03 [Vinod] In the first episode of this podcast we are going back to school.
Welcome to the Storytelling at Work Podcast. I'm your host Vinod Krishna and here we will talk about storytelling, communication, leadership and more.
0:26 When I was in school that one boring class was history I could never remember the dates. I hated being tested for things, like when a king ruled or when some battle was fought. But the stories? The stories have stayed with me.
0:41 Like this one story about ancient Rome I read way back when I was in grade four.
So the story goes that Rome had this king who was ruthless and cruel. The people were fed up so they kicked him out. This king got furious. He returned with an army to take back the city. The only thing standing between Rome and defeat was this wooden bridge. And this bridge was over the Tiber River. The Romans needed to destroy it. But time was running out. The enemy army was closing in.
1:15 But then one man stepped forward. His name was Horatius, a young captain. He
called for two others. And together they stood on this narrow bridge holding off an entire army. Three men against thousands. While the Romans behind them hacked away at the bridge, Horatius fought until the very last moment. Then there was a huge crash. The bridge collapsed and Rome was saved.
1:43 This story is still crystal clear in my mind. But if you ask me what year it happened? I have no clue. Back in grade four I loved reading the story of Horatius. And I loved it so much that I kept it safe all through school. And to this day I continue to hold on to this history textbook filled with stories of Horatius and others from the past.
2:07 Stories actually make a huge impact on us humans. At the workplace we see most leaders and managers continue to fill their conversations with facts and figures and
they make it dry and boring. We all have those meetings that we sit through but do not really recall anything much of value from them. People actually don't care much about spreadsheets. They actually care about stories. The reason you remember your childhood teacher's lesson isn't because of some PowerPoint. It's because of a story they told.
2:38 And yet at work we just dump information and expect people to understand and care. So let's say you're rolling out a change at work. Don't just go about saying this is our new process and here's the implementation plan. Tell the story of change. Tell the story of why it matters In case you're hiring don't just list out job responsibilities. Tell the story of the company the story of the culture, maybe of the role itself and what they'll be part of. What is the story of the impact the role will have, let us say on customers or on the business.
3:14 When we hear a story as humans we don't just process information, we experience it. So have you experienced conversations where the speaker has dumped information versus a speaker who shared a story? Go ahead and let me know.
3:32 Using stories is not hard but it takes a bit of effort. In the upcoming episodes we will talk about what makes a story a story, how to find them, how to use them and a lot more.
3:42 Also if you have a storytelling challenge at work let me know I'd love to explore it in a future episode. So, do subscribe and share it with a colleague who needs to hear this.](https://static.wixstatic.com/media/ca8ba2_1ed9c7c2646844fbb8ece1d2fe170680~mv2.png/v1/fill/w_265,h_265,al_c,q_85,usm_0.66_1.00_0.01,enc_avif,quality_auto/Image-empty-state.png)
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