Leaders can activate their teams by helping them capture and share their stories in ways that acknowledge their superpowers.

I remember so clearly the morning that I stood at the bottom of the stone staircase, staring up at the larger-than-life building before me. I had just walked through a massive iron gate that wound around the perimeter of my new workplace, and I could feel my chest slowly tightening with uncertainty. It was September 2001 and my first day working on Parliament Hill for a political office in my home country of Canada.

The lead-up to this day had been three months in the making. I bought the right outfit, researched my new boss, read up about the history of the building. I tried to be ready. But there are some moments that you can never truly be prepared for. And this was one of them. Because there I was, walking into one of the most fiercely competitive places in the country with a coffee in one hand and my arts degree in the other. I had never taken a political science class in my life. I didn’t know what the various parties stood for. I didn’t know how any of this would work. But somehow, I had landed there. And I felt like an alien that had been dropped on the wrong planet.

It’s been said that it takes a few months to get your bearings in a new job. When I left politics three and a half years after that day in September, I still felt completely out of place. And looking back, 20 years later, that feeling of not belonging ended up giving me one of the best gifts I could hope for: the gift of starting to understand my own story and realizing the benefits of sharing that story with others.

Getting to Know Our Authentic Stories 

As I navigated my way through the political landscape of Parliament Hill, I came to learn about the nuances of a universe I had previously known nothing about. Committee meetings, legislative agendas, and the House of Commons became part of my day-to-day routine. I dressed the part, talked the part, and walked the part. And yet, I always felt like an outsider there. My lack of political background seemed to haunt me, like the shadows that followed me through the underground tunnels connecting the three main parliament buildings.

On my last day working for the member of Parliament who first hired me, I knocked on the thick wooden door to his office and asked if I could come in to say goodbye. He’d always been an incredibly kind man, and I needed to tell him how grateful I was for the opportunity to step into his world. We sat on the oversized couches next to his desk and talked for a bit about what would come next for me.

As our conversation came to a close, I knew this was my last chance to ask him the question that had been on my mind since the day I first stepped foot in the building. “Why, of all the people who applied for this job, did you hire me?”

A puzzled yet delighted look spread across his face, and he leaned back in his seat as though to ponder the question a bit longer. “Nearly everyone here has a master’s degree in political science, Gen,” he replied, boldly stating the very words that seemed to cage me in isolation. “They know everything about politics.”

“But here’s the thing,” he continued. “I can teach you politics, but I can’t teach you how to communicate with other people effectively. You either have it, or you don’t. And you have it. Your arts degree and your ability to connect gave our office something that most other offices didn’t have: the ability to demonstrate our love of people — not just our love of politics.”

It took everything in me to hold back my tears at that moment.

He smiled. We hugged. He thanked me for my time serving his office. And I walked out of that building, understanding something I had never understood before: Not only did my own authentic story matter, but it mattered to other people. Furthermore, my story became intricately woven into a much bigger story in the workplace. And it’s a story I feel so thankful to have been a part of.

We each have these kinds of superpowers that we bring into our workplaces. So the question is: Do we know what those superpowers are?

Unleashing the Heroes on Our Teams With Storytelling

Humans are natural storytellers; we’re constantly seeking to complete a picture or connect the dots. And in the instances where we lack the appropriate information to do so, our brains automatically fill in the blanks with our own stories. Sometimes, those stories are rich and empowering, leaving people filled with a sense of belonging. Other times, they become detrimental to ourselves and those around us, leaving people feeling isolated and irrelevant. This raises a specific question: What would be the benefit of sharing our story and exploring it more intentionally?

How different would my political experience have been had I thought to ask my haunting question much sooner? How different might all of our work experiences be if we understood what special superpower we bring to the table?

The reality is that the workplace is changing along with our relationship with our work. Employees are seeking more purpose, connection, and well-being. They want to belong to something bigger than a bottom line and a profit margin — they want to be a part of something they believe in. Leaders are the key to making that happen. By helping your employees become part of an authentic story, you help them become heroes within your team. Here are a couple of ways to make this happen:

1. Share your own story with others.

It always starts with you. As the leader of your company, you have the opportunity to build a foundation of truth, authenticity, and vulnerability. The example you set will pave the way for all those who work with you. And part of that example is being honest about your own authentic story. What led you to where you are now? What obstacles have you faced along the way? What do you stand for as a leader? What do you feel really good about as a leader? What are areas you would like to work on? How you go about sharing your story with others can vary, be it through internal newsletters, team meetings, or one-on-one check-ins. All of these stories give your team a doorway into the bigger story of you and the company, not to mention imparting a sense of belonging.

2. Encourage your team to uncover their authentic stories.

Now that you’ve shared pieces of your story with others on your team, it’s time to start weaving the thread of everyone else’s story. Each person you work with has walked their own road to get to where they are. That road has likely been filled with trials, victories, and rewards that have all shaped the person they are today. That road has also gifted them with the unique strengths that they bring to your team. Leveraging honest storytelling to unearth your team’s superpowers is a powerful way to help team members recognize their unique contributions to the goals that you’re all trying to accomplish.

3. Allow your team members to see the heroic nature in each other.

It’s one thing to recognize the heroic nature in yourself, but it’s a far more impactful experience to see the heroic nature in those around you. Bringing your people together to share their stories with others on the team will reveal the humanity and courage that might not be naturally visible within a workplace setting. Seeing the superpowers of those around you — and hearing about the dragons that had to be slain to get those superpowers — is an incredible way to build high-performing teams. It provides team members with a sense of trust, psychological safety, and humanity, reminding people that they’ve all had their own battles to overcome.

Sharing our authentic stories and the challenges we’ve all faced along the way will bring your teams closer and create a foundational anchor for moving forward as the workplace changes. Because once we see the hero in one another, we start to ask: “What can we heroically accomplish together?”

As a leader, being vulnerable and sharing more than just the hard facts can add richness and meaning to the stories you tell. A storytelling expert explores why not telling your full, unfiltered story is actually a disservice to readers — and how being real can help people connect with your experiences.

“I want to be taken seriously,” he said hesitantly, almost with an air of sadness in the background.

On the other end of the phone, I hesitated too. “Can you tell me more about that?” I hoped a gentle probe would uncover the deeper truth beneath his statement.

“I want this book to be taken seriously, and I’m worried that sharing my own story within it will stop that from happening,” he explained. “I mean, how can I write about succeeding in business by talking about a fear of failing?”

There they were: The words I hear so often from high-level CEOs when we’re trying to put their life’s work on paper. The admission happens sooner or later, especially as they begin talking about the road that led to their success. Inevitably, that road was filled with potholes, detours, fender benders, and sometimes, full-on collisions. And though they’re well past those experiences, they often still feel the scars — and those scars make them anxious and uncomfortable.

More times than not, the CEOs I work with don’t know why they’re afraid to open up. But having experienced it firsthand for half a decade now, I can take a pretty good guess. It’s what we call the “vulnerability hangover,” and it’s especially troublesome for clients who aren’t accustomed to discussing their feelings. Consequently, they fall into the trap of believing that vulnerability somehow corrupts credibility.

It doesn’t, of course. If anything, sharing your most honest self creates more credibility. Stories about vulnerability — your vulnerability — reveal your human side. Which also makes you more relatable to your audience.

Why Vulnerability Is Important in Leadership Stories

No matter who you’re sharing your story with (other leaders, entrepreneurs, or your employees), they’ll appreciate knowing that you faced obstacles and challenges just like they did. And still are.

Remember: Running a business is hard work. Everyone knows that. For instance, sharing the truth that trying to keep everything together during a global pandemic and time of social unrest was challenging for you creates a more expansive view of who you are as a leader. Rather than seeming like someone who knows it all, you come across as someone who has wrestled with the same trials all people in leadership positions face. The only difference is you’re peeling back all the layers and highlighting your journey with wholeness and honesty.

Not entirely convinced that stories of vulnerability in leadership will increase your credibility? Imagine an entrepreneur just starting out. She’s looking for advice and mentorship on the road that lies ahead. She picks up your book. Chapter after chapter, she sees your words on the page.

When she closes the book, what do you hope she takes away from your work? Do you want her to believe that your only truth was the finish line of success? Or do you want her to say, “He traveled the same road that I’m traveling. I get it now.”

Too often, we think we’re serving readers by only outlining happy endings. But everyone knows that the best stories include a bit of dragon-slaying along the way. If you talk about an effortless climb to the top, you won’t inspire anyone. But, on the other hand, if you share your vulnerable story — the story of tenacity, reliance, and hard work — you’re more likely to connect with audiences and win their loyalty.

To showcase the importance of vulnerability in leadership stories, consider EarthKind’s founder and CEO, Kari Warberg Block. Kari is focused on changing the face of the U.S. pest control industry with botanical alternatives to poisonous substances. Yet, she didn’t wake up one morning at the top of her game. Quite the contrary. She spent a lot of time maneuvering around roadblocks, challenges, and setbacks.

However, Kari doesn’t hide her obstacles. In her recent book, “Gathering Around the Table: A Story of Purpose-Driven Change Through Business,” she candidly shares some of her most disheartening moments as an entrepreneur. Kari’s transparency, combined with her unfettered encouragement and perseverance, has made her a mentor for readers hoping to make similar impacts.

Would Kari’s book have been a good read even if she hadn’t included stories about vulnerability? Absolutely. But without showing the cracks, the uncomfortable parts of her journey, she couldn’t have given readers a fully authentic understanding of how to succeed.

How to Be Comfortable With Being Uncomfortable

Admittedly, sharing your whole self — vulnerabilities and all — is uncomfortable for many of us. But like any skill, you can master being comfortable with being uncomfortable. So start today by answering the following questions. Each one is designed to free you from the constant headache of the vulnerability hangover:

1. What scares you the most?

Be honest. What are you most afraid of? No matter your response, I can almost guarantee dozens of other people are wrestling with the same thoughts and feeling, just as unsure about how to express them. When you sit with your feelings of discomfort, you force yourself to stand at the edge of a figurative dock overlooking a lake of cold water. Will you be the first to jump in? Summoning up the courage to take the first leap might be challenging, but it gives everyone else the strength to follow.

2. What are your perceived successes and failures?

Over the course of working with countless leaders, I’ve realized that they have varying perspectives of what it means to fail. Genuinely successful leaders, however, reframe setbacks as feedback. In other words, they view hiccups, mishaps, and even embarrassing outcomes as opportunities to understand what doesn’t work. And learning from that lesson, they are taken one step closer to the outcome they hope to accomplish. List your perceived successes and failures, then evaluate them. Are the failures just gateways to offer more richness to your origin story as an entrepreneur? Often, you’ll find that the answer to that question is “yes.”

3. What’s the most significant thing you’ve learned?

Show me a successful leader, and I’ll show you someone who’s taken the long way home more than once. Why? Detours are a part of business life, especially if you’re a driven, ambitious dreamer. Offering audiences your valuable, vulnerable lessons shows that you aren’t someone to be placed on a pedestal. Instead, you’re always willing to learn and grow — even if you have to learn and grow the hard way.

If you ever share your story by writing a book or giving a speech, you have two options: You could share what you’ve done and call it a day, or you could share your vulnerable self, right down to your bones. I recommend the latter. It’ll remind the world that you didn’t just win to get to where you are. You won against the odds.

2020 was filled with heightened emotion as we found ourselves grappling with a pandemic, a U.S. election, and perennial social issues. For many business leaders, that meant using their businesses as voices of change, but you aren’t the only voice within your organization. So, how can you provide space for views that may differ from your own?

In this article, Genevieve Georget of Round Table Companies shares why leaders need to share their stories, not just their opinions, and outlines tips for removing the barriers between us through the brave act of sharing our stories.

It’s early June 2020, and I’m hopping on the phone with one of our company’s clients, a CEO. He’s writing his first book about the values of leadership and building a business with integrity. Within the first few seconds of the call, I can hear a heaviness in his voice. It’s been a pivotal week for the world as racial injustice reaches new heights; the moment to speak up is upon us. And he has spoken up. He’s spoken up beautifully, eloquently, and thoughtfully. He’s spoken up with truth, conviction, and credence. He’s also spoken up knowing that not everyone within his company feels the same way.

That in and of itself is creating a new tension for him. And he’s not alone.

The last year has been filled with heightened emotion as we’ve found ourselves amid a pandemic, a U.S. election, and many social issues that have gone on for far too long. Walking through the trenches of these various emotions are business leaders — individuals who are often the voice and face of many stories and opinions and trying to navigate the most sincere way to represent them all.

Many business leaders are currently standing in unfamiliar territory — wanting to use their businesses as voices of change in the world and recognizing that their voice isn’t the only one within the organization. Providing space within their business for views that may differ from their own is also a part of moving the needle toward the very change they’re seeking.

It’s not an easy road to walk, especially when our businesses are lived out in the public domain and our words are examined beneath a microscope. One misstep (even the most innocent one) could mean dire consequences in the world of public accountability now known as social media. This is part of the decision our leaders must now make: not just what to share, but how much of it to share.

The Importance of Values in Business

When our CEO client and I finally settled into the call, I asked him how he felt. He explained that his company just released a social media post supporting Black Lives Matter and that he knew some of his partners at the company, all of whom he respected, didn’t share that specific view. While he knew that everyone shared the core belief of ending racial injustice, he was concerned about the wording’s nuances that might leave room for unintended ambiguity. The words seemed to be well-received by the outside world, but he was already feeling discontent from within his organization — a feeling that wasn’t sitting well with him.

Our client’s business was built on the foundation that personal authenticity matters just as much as good profit margins. So when an important issue arose, he wanted to honor the issue from a very human perspective. However, we live in a politically charged climate, and the world is watching how he (and every other CEO) handles unrest. As a result, he found himself staring at the ceiling each night, not sleeping, just constantly wondering: How do we express our company values without being paralyzed by the “right way” to do it?

The reality is that people no longer engage with companies simply for their products or services. They engage with companies to belong to something — a large part of that belonging lies in shared values. People support businesses they believe in; therefore, leaders need to share what they believe in. They need to give consumers a look inside the work they do and the motivation behind it.

Every business has its own unique story, and it’s generally rooted in the founder’s humanity. Before there was a business with a name on the door, there was a person with a passion in their soul. All of us started somewhere, and that origin comes with its own set of beliefs and values. In a world full of reasons for us to feel divided, these values and stories enable us to remain connected.

Sharing Your Story Versus Your Opinion

The Oxford Dictionary defines opinion as “a view or judgment formed about something, not necessarily based on fact or knowledge.” We all have our viewpoints; it’s the nature of being human. The challenge with opinions is that they create lines in the sand. If we deem our opinion as “right,” then anything different becomes inherently “wrong.” There’s rarely a path to understanding or unity found in this direction.

A story, on the other hand, is an experience. It’s a series of events that’s shaped who a person is, articulating the evolution of something. While an opinion will share our views, a story will share why we have those views. And the why behind our values is where our humanity lies.

A week after my call with our client, he sent me a message letting me know that they’d sent out a companywide email. He shared the story of how one of his children had been bullied during their younger years and how heartbreaking it was for him, as a parent, to witness that kind of pain. Knowing that his fellow humans enduring racial injustice were going through a potentially similar feeling — amplified in such significant ways that he couldn’t even begin to understand — was something that he needed to speak to both internally and publicly.

He shared his heart and company values through the only lens he truly had at his disposal: his experience. He then invited employees to have personal conversations with him to share their views and experiences. And while the rest of us can’t always use this exact approach when addressing the public, there’s still wisdom to take away from the situation about knowing the difference between sharing our opinions and sharing our stories. Consider the following:

1. Ask yourself why.

When you approach your own opinions with a degree of curiosity, you begin to better understand your own stories and how you came to believe certain ideas. The more you understand yourself, the more understanding and context you can offer other people. This moves you out of just having an opinion and into sharing a story.

2. Consider whether the words you’re about to share position someone else as “wrong.”

You can hold a value close to your heart without making another person “wrong” or “bad” for not sharing that value. It’s the difference between saying, “I choose to be vegan because it makes me feel healthier,” and “You shouldn’t eat meat because you’re being cruel to animals.” It’s sharing your own path without declaring that others have to walk it with you. In turn, you hold space for the path that everyone is walking, even if it might differ from yours. That very space you create might be the invitation someone else needs to consider another point of view.

3. Tie your values back to your experiences. 

When you share your values and beliefs — especially on emotionally charged issues — can you tie them back to your own experience, either as a leader or a business? When you do this, you create more room for humanity in the equation and allow others to be more human themselves. Sharing your story helps move us past the curtain of politics and polarization and reminds us that we are people with our own feelings and belief systems. When in doubt, lean into what you know, which will always be your own experience.

I would be seriously remiss in advocating for the importance of sharing your story and beliefs if I wasn’t willing to share my own. The truth is, even writing this piece has felt a bit scary because this past year has given me a much deeper appreciation for what it means to have a voice in this world. 

And while I can encourage you to honor your voice, I don’t have the answer for how to appropriately navigate the many ways the ground is shaking beneath me. I don’t know the answer because I don’t believe there’s a single “right” answer. Like the CEO’s story that I shared with you at the beginning of this article, I’m just an imperfect human living in an imperfect world and trying to make my way through the ups and downs of any given moment. Maybe you can relate.

This leaves each of us with a choice to make: Do we move through our days holding one another on opposite sides of the fence by sharing only our opinions? Or do we go through our days intentionally removing the barriers between us through the brave act of sharing our stories?