Why Storytelling is the Future of Internal Communications
Internal communication has long focused on delivering the right information at the right time. But in a world where employees are overloaded with messages, data alone isn’t enough. What people look for is meaning, and storytelling is the tool that provides it.
Why Storytelling matters strategically
Storytelling is a strategic discipline. Stories cut through complexity, reveal the “Why” behind decisions, and help employees see themselves as a part of the bigger picture. Where numbers inform, stories inspire. And where updates are forgotten, stories are retold.
Data vs. story: creating belief and trust
As we highlighted in last month’s newsletter edition on trust, numbers show progress but don’t always create belief. For example, a dashboard may report “200 employees recognized this month,” but the story makes it real: “In Riyadh, a team celebrated a colleague whose process change saved hours of work. That story spread across branches, inspiring others to act.”
Applying storytelling in IC practice
Stories should be woven into every layer of IC:
- Campaigns: Structure initiatives as journeys, with a beginning (why it matters), middle (the challenge), and end (the impact).
- Leadership messaging: Encourage leaders to share personal experiences, not just decisions. Authentic stories build credibility.
- Cultural alignment: Highlight stories of employees living the company’s values day-to-day, making culture tangible.
Using storytelling inside IC teams
The same approach applies within our own teams:
- Story-based reflection rituals: After a campaign ask instead of only reviewing KPIs, run a “story circle” with the IC team, asking questions that keep the focus on the human role and impact not only metrics.
- Story behind metric: Pair engagement results with examples of the people or teams who made them possible. For example, if the results indicated that 80% of the employees felt more informed, highlight one employee quote explains why.
- Framing wins as transformation stories: Position outcomes as part of a bigger journey, not just isolated achievements. Instead of “We increased open rates by 12%,” say: “We reached 500 more employees who had never engaged with leadership comms before.” That turns a number into proof of cultural impact.
Actionable steps:
- Open your next team meeting with: “What story from this week made you feel the impact of our work?”
- Build a “story bank” alongside your KPI tracker. Collect quotes, real-life examples, or screenshots that show genuine employee reactions.
- When reporting results, always add at least one human story that explains why it mattered to the business or the people.
Case in Point
At Deloitte, milestones weren’t just reported in numbers. When leaders shared stories of teams overcoming challenges, employees saw themselves in the bigger picture. and within months, engagement visibly rose.
Final Thought
Storytelling is not decoration. It’s how we lead, connect, and help employees find meaning in their work.
