Telling stories is one of the most powerful means leaders have to influence, teach and inspire. Storytelling forges connections among people. When it comes to our countries, our communities, and our families, we understand instinctively that the stories we hold in common are an important part of the ties that bind.

This understanding also holds true in the business world, where an organization’s stories, and the stories its leaders tell, help solidify relationships in a way that factual statements don’t.

Good stories do more than create a sense of connection. They build familiarity and trust. They allow the listener to enter the story, making them more open to learning. Good stories can contain multiple meanings, so they’re surprisingly economical in conveying complex ideas in graspable ways. And stories are more engaging than the recital of data points or a discussion of abstract ideas.

Stories about professional mistakes and what leaders learned from them are another great avenue for learning. Because people identify so closely with stories, they can imagine how they would have acted in similar circumstances. They’re able to work through situations in a way that’s risk free. There are extra benefits for leaders: with a simple personal story, they can convey fundamental values. They can offer insight into the evolution of their own experience and knowledge, presenting themselves as more approachable and then they are more likely to inspire others to want to know more.

Q19: What does the passage say about storytelling?
Q20: What can good stories do to listeners according to the passage?
Q21: What can leaders do with a simple personal story?