Stories teach. We’ve all heard the ending – “and that is the moral of the story.” Have you ever been at a party where someone starts telling a story and they go on…and on…and on…? Someone may say (or want to say), “Get to the point!” We deploy stories to make a point, and to evoke a response.

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How do you invest in developing leadership but not in creating dependency of that leadership upon you?

Hope is the belief in the plausibility of the possible as opposed to the necessity of the probable. In other words it is always probable Goliath will win but sometimes David does. – Marshall Ganz (See video around 16.38 mins)

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A story is like a poem. It moves not by how long it is, nor how eloquent or complicated. It moves by offering an experience or moment through which we grasp the feeling or insight the poet communicates.

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Public narrative is a leadership practice of translating values into action. It is based on the fact that values are experienced emotionally. As such, they are sources of ends worthy of action and the capacity for action

When we tell our own story, we teach the values that our choices reveal, not as abstract principles, but as our lived experience. We reveal the kind of person we are to the extent that we let others identify with us.

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Telling one’s story of self is a way to share the values that define who you are — not as abstract principles, but as lived experience. We construct stories of self around choice points – moments when we faced a challenge, made a choice, experienced an outcome, and learned a moral.

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