What are some common storytelling mistakes that leaders should avoid?

Common storytelling mistakes leaders should avoid include lacking clarity and purpose, overcomplicating the narrative, ignoring the audience’s needs, and failing to evoke emotional connections. Effective storytelling requires a clear, concise message that aligns with your strategic goals while being relatable and engaging to your audience. It’s also crucial to avoid under-preparing and to use visuals and examples that reinforce your main points, ensuring your message is memorable and impactful.

I have found that If not developed and delivered correctly, it will undermine the impact of a leader's story. A clear structure to guide readers through the “journey” is a core tenet. I agree that the first step is to be really clear on who your audience is and what emotion you are trying to evoke to drive the buy-in you seek. Make sure your story is compelling enough to have true substance and has been refined for maximum delivery and impact. Simplicity is paramount – too many details or jargon will turn off your audience. A good story is authentic – insincerity or exaggeration can be detected a mile away. “Storytelling” vs. “reporting” is the art of connecting to a broader purpose to achieve your desired outcome.

Know your #1: Decide in advance the #1 thing you want to audience to remember and the impression or action you're trying to elicit. There's a tendency to overshoot. Understand the end game and be realistic. Less is often more. Speak in the first person about living and demonstrating the principles you’re advocating for or the case you're trying to make. Consistency between your words and actions ensures alignment. When all elements are in sync, it creates a coherent and persuasive narrative that’s easier to believe and support.

I agree with a clear purpose and it should go without saying that the purpose should be “them” focused, and not you focused. What about your story is going to connect, inspire or create a “call to action” with the people who are listening to you? How can you end you story with a question to your listeners?

Lack of clarity in the objective; Excessive details; Lack of authenticity; Not knowing the target audience; Lack of narrative structure; Lack of emotion; Weak conclusion; Ignoring feedback; Lack of practice; Overuse of jargon or technical language.

Strive to evoke emotions such as empathy, inspiration, or even caution, to make the narrative more impactful and memorable; the emotional component engages listeners on a deeper level.

The best executive storyteller I worked with had a beginning, middle, end and point to his stories. In a humble way, he shared an experience, what he learned, and how it affected a future decision in the company. He wasn't always the hero or focus. But the moral to his stories were applicable to everyone.

Stress test your messages against sentences starting with “Interestingly, …” Avoid telling people what they already know. Aim for the audience’s reaction to be: “I didn’t know that" ... “I hadn’t thought of that” &/or "That gets me thinking."

Connect all these parts to a larger purpose. What is the desired takeaway or call to action? Align that with the broader objectives of the communication. And meet the audience where they are -- make that core message accessible and memorable. Repetition, simplicity, and clarity.

Be memorable: Candid stories leave an indelible impression. They’re particularly compelling when they’re counterintuitive, novel, or self-deprecating. People remember surprises, firsts, and behind-the-scenes war stories (e.g., “We just discovered X,” “We were shocked when we found Y.” “I’ll never forget being in the trenches when Z.”)

One common mistake is focusing too much on data and facts without connecting emotionally. Yes, data is important, but storytelling is about creating a narrative that resonates with the audience. You should balance facts with some anecdotes, examples, or emotions that engage listeners and make the message memorable. Another mistake is neglecting the audience’s perspective. Leaders must tailor stories to the audience's needs, concerns, and aspirations rather than just pushing their own agenda. And the other one I would like to mention is overly vague or abstract storytelling. Clear, relatable examples make stories more compelling and actionable.

Be authentic! Stories that feel contrived or insincere can erode trust rather than build it. An easy way to obtain realtime feedback is to encourage dialogue (ask a question, allow others to share their perspectives, etc.) -- audience interaction gives you an opportunity to assess what's working and adjust accordingly.

Tell me where to look & when to listen: Providing weighted importance helps the audience. Not everything can be the most important thing you show or say. Tease key points to make me listen or observe more closely, (e.g., “This is the single most important factor … “Here’s where it all comes together … Right here. “ “If I leave you one thing …”). Slowing down and repeating notable words can further amplify.

Simply the complex – Help people “get it.” Avoid making peoples’ heads spin with specifics and countless possibilities or hypotheticals. Resist the tendency to over-explain – The closer you are to the material, the trickier this trap is. Use digestible data – Be prepared to rattle off a few striking stats. A few memorable numbers are more impactful than multiple figures or macro data points. Smaller, individual numbers work best (i.e., “5 times per day for every resident” vs. “5M annually”).

To steer clear of self-centered or arrogant stories, try to tell stories in which someone other than you shows particular insight or takes actions that achieve the right outcome. "The team I was part of succeeded" is a more compelling story than "I succeeded." In addition, use humour appropriately. Don't try to be a stand up comic if that isn't your background, but do try to add some lightness to your stories. When you do this, be very careful to not "punch down" -- being dismissive or blaming of a subordinate or member of an identifiable group is not ok.