Business storytelling framework: a practical method leaders can use
Most business communication is a lullaby with a logo on it.
People nod. Slides advance. Nothing changes.
This 'musing' is about a simple alternative: a way to make your message land, get repeated and actually change what happens next.
What business storytelling is (and what it isn’t)
Business storytelling isn’t theatre. It isn’t “once upon a time”. It isn’t turning every update into a TED Talk.
It’s translation. You’re translating value, risk, urgency and meaning into something the human brain can hold on to.
A story is simply a short, structured account of:
- A real person
- A real tension
- A real change
Why most business messages don’t land
Most messages fail for boring reasons:
- They’re abstract
- They’re packed with information but missing stakes
- They describe activity, not change
You can be correct and still be ignored.
And in a world where everyone is busy, attention is the first battle. If you don’t win it, you don’t get considered.
The Sheherazade Effect (in plain English)
Sheherazade was spared a grizzly death at the hands of her new husband because of her ability to tell stories for a thousand and one nights. She survived because she could hold attention long enough to change what happened next.
In business, the stakes are usually lower, but the mechanism is the same. You need a way to earn attention, build trust and move a decision forward.
That’s what I call The Sheherazade Effect.
The 60-second tool: Human, Tension, Change
If you take one thing from this, take this.
Before any conversation that matters, take 60 seconds and write three words:
- Human: who is this about, specifically?
- Tension: what’s at stake, what’s uncertain, what’s the problem?
- Change: what changed, or what needs to change next?
If your message isn’t landing, it’s almost always because one of these is missing.
- No human and it’s abstract
- No tension and it’s boring
- No change and it’s pointless
Three quick examples (so you can use this tomorrow)
1) Opening a meeting
Instead of: “Let’s run through the agenda.”
Try: “Quick story before we start. [Human] was trying to [goal], but [tension]. What changed was [change]. The reason I’m telling you is [link to today].”
You’ll get focus without having to raise your voice.
2) A pitch or proposal
Instead of: “We provide a class-leading service.”
Try: a short moment your buyer can picture. What was happening, what did it cost, what changed?
People aren’t buying your solution. They’re buying a better version of their life.
3) Explaining change
Instead of: “We’re implementing a new system to improve efficiency.”
Try: one specific human cost of the current way of working, then the change you’re making and why.
A story survives the boardroom test because it carries context, stakes and change.
Common mistakes (and how to avoid them)
- Starting with the framework: lead with the human moment, then explain
- No stakes: if nothing is at risk, attention goes elsewhere
- Too long: business stories that stick are usually small moments shaped well
- Trying to sound impressive: specific beats impressive
If you want this for your team
If you’re planning an event, away-day, conference or leadership programme and you want a practical session that gives people tools they’ll actually use:
- Keynote (30–60 mins): /speaking-engagements/storytelling-keynote
- Workshop (60–180 mins): /speaking-engagements/storytelling-workshop
International delivery available. In-person only.
