Be a Business Bard: Tell Strategic Stories
We’ve all seen it in meetings – the charming fluent communicator with a gift to flatter and amuse, yet whose factual substance and breadth of perspective seem lacking. Or the concerned crusader, demanding to be heard on a relatively narrow operational issue in the overall scheme of things. Meanwhile, silent peers check out by checking their phones. And then there’s you… wondering how you might get the space to convey the significant implications of key data on some critical decisions.
For sure, in an ideal world, the group dynamics could be improved by formal interventions. Such as Chair training, clear agendas shared in advance and managed tightly, teambuilding initiatives with the group, and one-to-one coaching of participants. But these are not going to help you right here, right now, though it’s definitely worth encouraging such investment.
So for now, it’s down to what you can do differently about your contribution, meeting by meeting.
An ancient craft
The most effective way to convey learning, inspire humans to act, and transmit values that bind communities together has been around since humans have been able to speak. Before writing, before the printing press. It’s in our DNA – storytelling.
Stories can help ease the friction points of leadership, organisations and communities. They convey what matters most, and can guide on how to overcome adversity. They help us learn, they help us make sense of what goes on around us and, in a confusing landscape, choose the most appropriate path.
Bards were the storytellers and poets of old, interpreting reality and joining dots for those who could not see the whole picture. As such they were were powerful influencers.
Fortunately, storytelling is a skill, so it can be learned. Some people may have more of a knack – perhaps a natural aptitude for using metaphor or an interesting way of recounting events. But these and other elements can be honed by those who seek to contribute their ideas and influence.
How can stories be used at work?
Translation: A story can translate complex, micro-data into macro concepts, allowing experts and specialists to share facts in a way that can resonate with relationship-driven or vision-focused executives.
Reframing: Data on e.g. increasing market volatility or supply chain fragility can heighten fear. A well-crafted narrative frames risk not as a danger, but part of the landscape that must be navigated together – and can even be presented as opportunities.
Personal impact: Being able craft elegant narratives that paint a compelling vision of the future or show how your team overcame adversity can have a strong positive impact on peers, cross-functional teams, the leadership team, or customers. Stories are going to be a helpful lever in your leadership effectiveness and even your career progression.
Yours and your team’s functional expertise is a superpower. But without storytelling, it could remain locked in a black box. So why not become a Business Bard?
Some things to think about to help you get started…
The 4 Ps of Being a Business Bard
Preparation
What do you / could you already know before the meeting? Have you spoken in person with each attendee in advance? One-to-none is likely to be a strength for those who are more naturally introverted. If that’s you, use it. Yes, it takes time. But it’s critical – so it pays to prioritise it.
What are the gaps in the group’s understanding that you perceive, and that you could fill with your knowledge and insight? You are likely to know if you’ve been around a while and have been speaking regularly with your peers.
Have you tee’d up the meeting convenor regarding what you wish to share and ensure you have a slot?
And have you considered what will resonate powerfully with your audience that will lift the facts you wish to convey off the page?
Practice
If there are gaps in the teams’ wisdom that you can help fill, then you probably have a compelling story or two to share – you just haven’t crafted it yet. Stories, like good writing, need to be crafted. Practice (and where possible, getting feedback), is going to be invaluable. It’s probably best not to try them out for the first time in an important meeting. Choose low risk spaces to hone them .
In front of a mirror is good, a friend or partner is even better. And why not practice them with your own team, especially if this enables them to see the organisation’s challenges through your eyes, raising their level of perspective? It helps if you give them some good criteria to articulate constructively how you did.
Even better, perhaps, join a Storytelling workshop where, alongside peers completely unrelated to your business, you craft and test on supportive, willing guinea-pigs. (See more below).
Perspicacity
This is a word we don’t use often, but humour me, it really hits the mark – it combines clear-sightedness with a kind of shrewdness. You’re not playing with flowery nonsense when crafting stories – you are appealing to an ancient human need for understanding, collective connection, and for upliftment and encouragement in service of a very important purpose. In the context of work, this purpose could be your organisation’s ability to serve its stakeholders’ needs profitably and with integrity.
You are keeping your eye on the mark – to convey important understanding and inspire collective action. So, it pays to go to the meeting with a clear intention and in your preparation, ensure your messaging and stories are aligned with that intention.
Presence
Far from being about charisma and stealing the limelight, this combines pithy messaging with emotional steadiness and demonstrating your depth of perspective.
If time is tight, the powerful punch of a pithy message is what’s needed: first, you share your conclusions – concisely and clearly. And then display your reasoning – demonstrating your broad perspective and full consideration of risks and opportunities.
Emotional steadiness is greatly helped by having done your preparation and maintaining focus. And by releasing any unrealistic expectations you may have of your peers. If you have higher behavioural standards than they can deliver, you will be disappointed. This will very likely leak into your communication. People will sniff it, and you’ll probably be met with resistance.
Depth of perspective is gained by lived experience with diverse others. Learning from this experience will require time spent reflecting. The most powerful stories often capture that distilled wisdom.
In summary
The confidence, focus, insight and equanimity you’ll gain from all the above will lend your stories heft and depth – and greatly enhance you ability to influence and inspire.
To move from a cautious observer to a powerful strategic influencer, you don’t need a personality transplant – you just need to commit to some effective tactics and build your Bard capabilities!
Hopefully this article has given you some useful ideas to mull over, ideas that will work in meetings with internal peers and also key interactions with customers and stakeholders.
Making it real – join the Masterclass
To make it real, there is nothing like the experience of trying things out. I run a Masterclass for exactly this purpose on
“Storytelling for Experts and Leaders”.
The next one will be on the 17th November 2026, in-person, at an attractive venue within easy reach of the M4 and A34.
We’ll cover the practical “How to” and get you crafting your compelling narratives with invaluable peer feedback, so that you command authority and shift perspectives.
To reserve seats for you and/or colleagues, please email Siobhan asap as places are limited.
