Storytelling and Stakeholder Connection: Turning Mission into Meaning
Storytelling Article 3
By Rick Aman on“Data can persuade, but only stories can inspire.”
— Nancy Duarte
During my years as a college president, I saw firsthand that facts and figures rarely win hearts. It’s the story behind the mission, the "why" and "what could be," that forges real connection. Whether we were talking to students, donors, employees, or community partners, it was always meaning that moved people. Storytelling wasn’t just part of our communication strategy; it was how we built belonging.
Why Stories Matter More Than Bullet Points
We often try to engage stakeholders with PowerPoint slides, charts, and bullet points. Because we’re deeply involved in our institutions, we tend to focus on strategic goals, funding needs, enrollment trends, and impact data—assuming the numbers will speak for themselves. But they rarely do. Data informs, but it’s the story behind the numbers that truly connects and inspires.
In my experience, people don’t remember percentages. They remember people. They remember the single mom who completed her welding certificate and launched a new life. They remember the nurse who graduated and returned to serve her rural community. These aren’t marketing lines, they’re the lived expression of mission. Stories go where data can’t. They stir emotion, spark memories, and create identity. Ask any student what they remember most, it’s rarely a statistic. It’s a moment, a mentor, a turning point. Stories turn abstract goals into something human and real. That’s why stories stick.
Stakeholders Connect to Different Parts of the Story
One of the most important lessons I learned as president is that every stakeholder hears your story differently, and that’s okay. In fact, it’s essential to understand and honor those different lenses.
Students are listening for transformation. They want to believe that enrolling in your institution could change their lives.
Employees are listening for purpose. They want to feel their daily efforts add up to something meaningful.
Faculty members are listening for autonomy, and respect. They need to have a sense of lasting influence.
Donors are listening for impact. They want to be sure their generosity is making a difference they can see and feel.
CEOs are listening for alignment. They need the story to tie together mission, strategy, and culture.
Board members are listening for stewardship. They need to hear that their oversight is contributing to real outcomes and wise decisions.
Alumni are listening for continued connection. They want to be proud of the legacy they helped create.
Community partners are listening for collaboration. They want shared outcomes that improve regional well-being.
Volunteers are listening for meaningful contribution. They want to know their time makes a difference.
Accrediting bodies are listening for clear evidence of mission fulfillment and continuous improvement. Each institution is accountable to defined standards that reflect both quality and integrity.
Each audience listens for a different note in the story, attuned to the parts that speak most directly to their values, hopes, and concerns. Students may lean in when they hear possibility; donors respond when they hear evidence of impact; board members take interest when they hear echoes of wise oversight and vision. The notes are different, but they all belong to the same composition. Our job as leaders is to ensure the music is rich and resonant enough that each stakeholder hears their part in the mission. That means knowing more than just job titles or roles, it means understanding what truly matters to each group. It requires clarity in what we say, empathy in how we listen, and intention in how we communicate. When leaders craft stories with this kind of context and care, they don’t just inform, they build trust, forge alignment, and inspire long-term engagement.
Aligning Your Story with Stakeholder Aspirations
Storytelling that connects starts with listening. What are your stakeholders hoping for? What do they care about? What does success look like from their vantage point?
When we built stories at CEI, we always tried to start with empathy. We asked, "What problem are we trying to solve for this person or group?" Then we shaped stories that showed we understood. We made it personal. We talked about people, not just programs. We used shared language. We avoided jargon and focused on the words our community actually used.
Importantly, we told stories that pointed to the future. We didn’t just celebrate what had happened, we used story to say, "Here’s what could be, with your help." The same core story can be told differently depending on the audience. If a donor had helped fund a scholarship, we said, “Because of your gift, Maria earned her cybersecurity certificate and now safeguards data systems for a local nonprofit clinic.” To our employees, we framed it differently: “Maria’s success reflects the dedication of our staff who work behind the scenes to remove barriers and support every learner’s journey.” And to our board: “Maria’s journey illustrates the results of our investment in wraparound services for adult learners entering high-demand fields.” It’s the same story, but the emphasis shifts to match the listener.
Where Stories Belong
Your organization’s story doesn’t belong only on your website or in an annual report. It belongs everywhere your mission shows up. At my college we opened every board meeting with students or staff short story that reminded us who we were serving. It grounded our discussions in real lives, not just spreadsheets. We wove stories into our public communications: newsletters, social media posts, and speeches. We made storytelling a habit, not an occasional spotlight. Internally, we used stories to recognize staff and reinforce culture. When employees heard their contributions reflected in our student outcomes, engagement went up. At community events, we told stories that showcased our impact and invited collaboration. In strategic planning, we used narrative to make vision tangible. Think of stories as connective tissue. They bind strategy, culture, and outcomes together.
Practical Tips for Better Storytelling
You don’t need a big communications team to tell powerful stories. Here are a few things that worked for us:
Be specific. Use names, real places, and outcomes. Specifics are what make stories believable and memorable.
Keep it short. A story doesn’t have to be long to be powerful. A few vivid sentences can make the point.
Tie it to mission. Every story should show how your values come to life.
Invite others to share. Ask faculty, students, alumni, and partners to tell their own stories. It builds a culture of meaning.
Don’t be afraid to tell the same story more than once. In fact, repetition is essential. People need to hear a message multiple times in different contexts and formats before it sticks. Every time you retell a story, you reinforce values, strengthen culture, and increase alignment. Repetition isn’t redundancy; it’s reinforcement. As author Annette Simmons puts it, “People don’t want new information. They want the same old story with a new insight.” The more consistently you repeat your message, the more clearly others begin to carry it themselves.
Summary: The Bridge to Belonging
In leadership, we often focus on direction. But people won’t follow a direction they don’t believe in. That’s where story comes in. Connection isn’t built by pushing information; it’s built by sharing meaning. Stories are how people understand your mission, connect with your work, and see their place in the journey. As I reflect on my time as president, I believe more than ever that storytelling is not a soft skill, it’s a critical one. It invites alignment, builds trust, and turns institutional goals into human purpose.
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At Aman and Associates, we help boards, CEOs, and executive teams harness the power of storytelling and Ikigai to clarify purpose, engage stakeholders, and align strategy with impact. Whether you’re planning a board retreat, launching a futuring process, or strengthening your leadership narrative, we’ll help you find the story that unites your team and shapes your preferred future.
Rick Aman, PhD
rick@rickaman.com
www.rickaman.com/articles
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