If you’ve found telling stories awkward in leadership, David Hutchens shows us how to leverage practical storytelling for results.

The most important part of the work [of storytelling] is all the stuff that happens after a story is told. When you tell a story, that’s not the end of a conversation, it’s the beginning.

Instead of me saying, “Hey, this story is important,” I always ask the audience why it’s important, and let them make a case for it. And they always do.

When a group starts having meaning-making conversations together, they’re surprised at the feeling of connection that it creates.

You can stumble and stutter your way through the story, but if it’s the right story, and if it’s connected to the work that matters to us, then it can be transformational.

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