I was sorry to read about the death of Stephanie “Tanqueray” Johnson this week.

Back in 2019 Tanqueray went viral on the Humans of New York blog by sharing candid stories about her extraordinary life, including growing up in poverty, and her time as a dancer in the 1970s.

Her wit and honesty captured readers and within days her story raised millions of dollars for her medical care. A recommended read that will have you captivated.

We all love a good story. From the fairy tales we were told as children to the books we read, and the films we lose ourselves in as adults. Stories are how we make sense of the world. They evoke emotion, spark imagination, and help us see life through someone else’s eyes.

So it’s no surprise that stories play such a powerful role in how communicators can bring clarity, connection, and meaning to organisational strategy and change.

Storytelling vs narrative

I sometimes hear the words ‘storytelling’ and ‘narrative’ used interchangeably, but they are not the same.

Storytelling is the act of sharing an experience that evokes emotion and helps people remember.

Narrative is the bigger thread that ties those stories together, the overarching meaning that helps people see where they fit.

Why stories work

Think about the last presentation you sat through. Chances are if there was one slide after another, filled with bullet points you’ll be struggling to remember it. Now think about a time someone told a story. You remember the characters, the moment of tension, even how it made you feel.

The reason stories stick lies in neuroscience. When we hear facts, only the language part of the brain lights up. But when we hear a story, multiple regions activate including those linked to emotion, memory, and the senses. That’s why stories are so powerful during change: they help people connect emotionally to what’s happening rather than simply processing information. In moments of uncertainty, stories calm the brain’s threat response and help people make sense of what the change means for them.

Five ways to include more storytelling in your internal communication

1. Storytelling doesn’t have to be dramatic . Often it can be as simple as framing feedback around a real example that brings it to life or using an anecdote to make a complex idea easier to grasp.

2. Build stories from employees. Not every story has to start with leadership. Some of the most powerful stories already exist within your organisation Listen out for them. Ask employees what they’re proud of, what’s surprised them, or how they’ve adapted. When you surface and shape those stories, you bring authenticity and give people a voice in the bigger picture.

3. Think about your structure. There’s no one way to structure a story, but a simple approach is to set the scene so people can picture who’s involved and why it matters, show the challenge to create tension or emotion, share the change to highlight what shifted or was learned, and end with meaning by connecting back to purpose — what does this story teach us now?

4. Use emotion and detail wisely. The goal isn’t to overshare, it’s to help people feel something. A small, honest moment of vulnerability or pride can be far more powerful than a polished corporate message. Use detail that helps the audience relate without losing focus on the bigger message.

5. Reinforce stories. Stories don’t have to be one-and-done. Reinforce them through different channels and formats a short video in a town hall, or a simple conversation starter for managers.