PDF Summary:Stories That Stick, by Kindra Hall

Never underestimate the power of a good story. In Stories That Stick, brand strategist Kindra Hall explains why stories are probably the answer to most of your business problems—from building a brand, to connecting with customers, or creating long-lasting impact. Whether you're an entrepreneur, marketer, or creative professional, this book will inspire you to harness the power of storytelling to communicate more effectively and bridge the gap between you and your audience. Drawing from examples of successful brands, Hall explains how storytelling can transform your marketing strategy and your business.

In this guide, we’ll discuss why stories are so powerful, explain what makes a good story, and introduce four core story models you can start using right away. We’ll also include prompts to help you build a stockpile of compelling stories. We’ll cite examples of companies using effective storytelling in their marketing and compare Hall’s advice with that of other marketing strategists like Daniel Pink (To Sell Is Human) and Seth Godin (All Marketers Are Liars).

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• Start the story by telling your audience (and protagonist) what they want and the gap that exists between them and fulfilling that want.

• Identify a problem standing in the way of your audience achieving their want that your product, service, or company will help them overcome.

• Position your brand as your audience’s guide in the story, the figure that will help them overcome obstacles and attain their desire.

• Present your audience with a step-by-step plan to overcome their problem, specifically a plan that involves investing in, purchasing, or implementing your product or service.

• Create a call to action. Ask the audience to take the first step in initiating the plan you presented.

• Explain the consequences of not taking action. Miller argues that without understanding the negative consequences of inaction, your audience won't be compelled to take the necessary first step.

• Show the positive outcome (or happy ending) that will result from investing in or buying your product or service. Miller advises keeping this outcome as simple and specific as possible.

The Four Core Stories

Even following Hall’s recipe for a good story, it can be intimidating to know how to choose the right story for the right occasion. Hall outlines four core stories that you can swap in depending on your audience and your intended goal: the Value Story, the Customer Story, the Founder Story, and the Purpose Story.

(Shortform note: Hall’s list of four core stories isn't exhaustive. The Leader’s Guide to Storytelling author Stephen Denning offers examples of stories that can be used to share knowledge or quell rumors, none of which fit neatly into any one of Hall’s four story models. For example, Denning outlines the framework for a story that focuses on a problem rather than a central protagonist. He also describes the power of a future-oriented story that describes what's possible rather than something that has already happened.)

The Value Story

The Value Story is a useful tool when you want to increase sales or market to a new audience. According to Hall, the purpose of the Value Story is to communicate to your audience that you have the answer to their problem. It should articulate how your product or service will change your audience’s life for the better.

(Shortform note: In This Is Marketing, Godin explains that people aren't looking for a product, but for a feeling that your product or service gives them. So as you're crafting your value story, think of the problem as what your customer wants to be feeling, but isn’t, and the solution as the feeling your product provides them. For example, if someone wants to feel more adventurous, the answer might be a rugged all-wheel-drive car. That’s the story you have to tell.)

As with all good stories, when you tell a Value Story, follow Hall’s recommended structure—describe the before, the change, and the after. The before should address the problem that your audience is struggling with. The moment of change is when your product or service comes into the picture. Then wrap up your story by describing what happens next—how is life different or better now that your audience has your product or service in hand?

(Shortform note: Not all Value Stories follow Hall’s recommended structure. There are many creative ways to communicate values without telling a traditional story. By using visual elements, slogans, music, or celebrity endorsements, companies can create a memorable and impactful message that resonates with their target audience. For example, in Google’s 2022 “Year in Search” commercial, the company used a compilation of videos to communicate the idea that Google is about imagining what's possible. The video creates emotional resonance even without following Hall’s recommended story framework.)

The 2019 Subaru Forester commercial, “A Parent’s Imagination,” is an example of a well-told Value Story. The ad begins by showing parents imagining the worst-case scenario of their teenager driving off the road or getting into a car accident because they are texting a friend or eating French fries. The problem: Parents are worried about their kids’ driving. But then, something changes—a distracted teenager is reminded by the Forester’s safety mechanism to “keep your eyes on the road,” allowing them to slam on the brakes just in time. The commercial ends with the child returning safely home and a mother breathing a sigh of relief. The message of the story is clear—you're worried about your kids’ driving, but with this car, you don’t have to be.

This commercial also includes the four components of a good story—characters the audience can relate to (parents), specific details (parents looking out the window for their kids while washing dishes), strong feelings (anxiety and fear), and a turning point (the moment the car’s safety mechanism engages).

The Customer Story

The Customer Story serves much the same purpose as the Value Story. The only difference is that the story is told by the customers, not the company.

Customers' stories are inherently more reliable than the polished stories produced by companies because they are real and unfiltered. Hall explains that the imperfections are what make the stories credible. The Customer Story can range from reviews posted on your website to interviews with real customers.

(Shortform note: The credibility of the Customer Story has become complicated by the rise of influencer marketing, a type of social media marketing that pays people with a big social media following to promote or endorse a product. Influencers aren't always upfront or transparent about their paid content. For example, in 2021 Kim Kardashian created an Instagram post that implied her support for EthereumMax (EMAX), a new cryptocurrency. It was later revealed that Kardashian was paid $250,000 for her post. While these sorts of ads are a kind of Customer Story, they aren't the unfiltered narratives that Hall describes.)

Warby Parker is a brand that strategically relies on customer stories in its marketing. To promote their home and virtual try-on options for glasses, Warby Parker compiled testimonials from real Warby Parker customers. In the videos, customers try on glasses while talking about the experience. The testimonials feel genuine because they are natural and unrehearsed. The cumulation of these testimonials tells the story that Warby Parker wants to tell—we make buying glasses easier.

Hall cautions that customer stories can be challenging because they’re harder to find and you have less control of the narrative. However, while you can’t control what customers say, you can strategically guide them to shape their testimonials into stories. For example, in the case of Warby Parker, the company might ask customers to talk about their previous experience buying glasses (the before) and then explain how Warby Parker is different (the change and the after).

(Shortform note: To find great customer stories, the US Small Business Association (SBA) recommends starting with your most loyal and long-term customers. Ask them if they’re willing to provide a testimonial. Like Hall, the SBA recommends offering guidance in the form of specific questions and even taking the time to chat on the phone for five- to 10 minutes to help the customer polish their story. Never be afraid to ask your customer to be more specific. The more specific the story, the more effective it will be.)

The Founder Story

The Founder Story is useful when you're courting investors, attracting new customers, or recruiting team members to your organization. According to Hall, the purpose of the Founder Story is to show what makes you stand out from the competition. This is the story of how your company began and the person behind it all. In this case, you’re not selling a product, you’re selling the person behind the company.

(Shortform note: According to Jeffrey Gitomer, author of the Little Red Book of Selling, the founder isn't the only one in the company whose story matters. In his advice to salespeople, he argues that your customers “buy” you before they buy what you’re selling. For example, they buy your knowledge, your expertise, your humor, or your character. Therefore, he recommends that anyone in sales, not just the founder, develop a story that communicates their personal brand.)

The Founder Story is more prescriptive than the other core stories. Your character must be the founder and the story should convey the passion and perseverance of that person. You want your audience to walk away impressed by how hard the founder worked to get where they are.

(Shortform note: The Founder Story, as described by Hall, closely aligns with the narrative archetype of the hero’s journey. Both narratives follow a similar structure or sequence of events in which the protagonist faces a challenge or obstacle that sets them on a journey of discovery and transformation. Along the way, they encounter allies and enemies, overcome obstacles, and face setbacks and challenges. Eventually, they reach a point of crisis or climax where they must confront their fears and overcome the final obstacle to achieve their goal.)

Procter & Gamble (P&G) is an example of a company that uses its Founder Story to inspire new employees to become more invested in the company and immersed in its culture. For instance, new P&G hires read "The Book,'' which describes the company's history and the founders' core values, and new employees also take time to visit a life-size marble sculpture of William Cooper Procter, who was responsible for growing the Procter family’s business.

Hall emphasizes that you don’t have to be the founder to tell the Founder Story. If you don’t know your company’s founding story, ask! Then, as you retell it, talk about the first time you heard the founder’s story and how it impacted you. The founder’s story is valuable, regardless of who's telling it.

When to Avoid a Founder’s Story

There are times when the Founder’s Story isn't worth telling. For instance, if a founder is embroiled in controversy or hasn’t delivered on promises, the company is better off focusing on telling a story that doesn’t position the founder as the protagonist.

For example, Uber couldn’t use this tactic when its founder Travis Kalanick faced a series of scandals related to the company’s workplace culture, treatment of drivers, and business practices. Kalanick was forced to resign in 2017 following allegations of sexual harassment and discrimination. Instead, Uber chose to highlight the cultural shifts ushered in by the new CEO, who has made headlines for going undercover as an Uber driver in order to better understand drivers’ experience.

The Purpose Story

The last of the core stories is the Purpose Story, which is useful when you want to bring people together around a shared vision.

(Shortform note: In First Things First, Stephen R. Covey emphasizes that a shared vision is only impactful if that vision empowers everyone. Before crafting your story, make sure that your vision focuses on a purpose that everyone is passionate about and addresses everyone’s needs, not just the needs of those at the top. No matter how good your story is, if your vision falls short, your story will too.)

Hall argues that storytelling helps align people around a shared purpose in three ways.

1. Shared Challenges: A Purpose Story can remind people of their shared humanity, build trust, and open the door to productive dialogue.
2. Shared Values: A Purpose Story can help people understand and connect with the values that guide the organization or community.
3. Shared Vision: A Purpose Story can help people visualize a shared goal or future.

(Shortform note: While a Purpose Story can be a powerful tool for building unity and alignment around a shared goal, organizations may need to do more to address underlying structural issues or conflicts within an organization. Chronic issues often stem from interconnected issues; additional strategies such as conflict resolution, diversity and inclusion training, and community building may be necessary to create a productive and effective team.)

Patagonia is an example of an organization that uses all three strategies to organize people around a shared purpose. In their marketing, Patagonia communicates the shared challenges of overconsumption and climate change, the shared value of environmental responsibility, and the vision for a more sustainable clothing industry and healthier planet, which all contribute to Patagonia’s higher purpose—to protect the planet (and sell outdoor clothing).

Patagonia aligns people around what neuroeconomist Paul Zak refers to as a “transcendent purpose.” Citing Zak’s research, Hall explains that focusing on a transcendent purpose leads to deeper and more sustained levels of motivation and commitment. Focusing on a transactional purpose (exchange for goods and services), on the other hand, leads to shorter-term motivation and less fulfillment. In short, stories that speak to a deeper purpose are more likely to increase brand loyalty by helping customers develop an identity around your company.

(Shortform note: Research suggests transcendent purpose is especially important in workplace retention. The 2016 Deloitte Millennial Survey found that 87% of millennials believed that “the success of a business should be measured in terms of more than just its financial performance.” This included factors such as environmental sustainability, diversity and inclusion, and ethical business practices. In another study by Deloitte, 70% of millennials listed their company’s commitment to the community as an influence on their decision to work there.)

How to Know What Story to Tell

At some point, you might need any one of the four core stories, but, according to Hall, the trick is finding the right story at the right time for the right purpose. She explains that to pick the right story, you need to be clear on the message you want to communicate and then find the story that most effectively articulates that message.

As you're deciding what story to tell, Hall recommends considering the following questions:

• Who's the story for?
• How do you want the story to change them?

For example, if you're speaking to an audience of potential investors and you want them to feel confident about investing in your vision, tell your founder’s story. Help them see the resilience of the person behind the product. Or, if you're speaking to customers and you want them to see that they are part of a global movement, tell a purpose story—connect them to the deeper meaning of your company.

(Shortform note: Implicit in Hall’s argument is the assumption that stories are tools for good. However, stories can also have a dark side: Leaders and organizations can use stories to manipulate people and push them toward extremism. As you craft your own stories, consider their potential impact on their intended audience.)

How to Collect Stories

Hall argues that to effectively use stories to address the challenges facing your company, you need a stockpile of stories to choose from. Telling a compelling story, she explains, relies on having a bank of stories at your disposal and then pulling out the perfect story at the perfect moment. She recommends starting to build your story bank right away.

(Shortform note: Building your story bank doesn’t have to be a solitary project. Storytelling For Good, a storytelling consulting firm, suggests that team members work together to create systems and structures to collect and organize their stories. The firm says that after identifying a way to archive your stories, you should create a shared taxonomy that will allow you to label and organize all your content and ensure that the database is open, accessible, and searchable by things like keyword, author, date, or place.)

If you think this sounds intimidating, you’re not alone. According to Hall, many people go through life believing that they don’t have any stories to tell or that their stories aren’t worth hearing. Hall adamantly disagrees and emphasizes that everyone has stories worth sharing.

(Shortform note: Some experts argue that it’s especially important to share stories from marginalized communities, which are frequently underrepresented in the media. This lack of representation has the potential to lead to stereotypes and unconscious bias in society at large, which can further reinforce the idea some people’s stories aren’t worth sharing. Sharing stories from marginalized communities may interrupt this cycle.)

So where do you start collecting stories? Hall recommends brainstorming as many story ideas as possible without judging them or thinking about whether they'll be useful. If you’re feeling stuck, write down a list of important people, locations, or objects, and see what comes up—many good stories are associated with them. Firsts or major obstacles are also often fruitful ground for storytelling. For example, think about the first time you made a public mistake or a time you accomplished something that seemed impossible.

(Shortform note: Judging your ideas will kill your brainstorming process. The goal of a brainstorming session is to generate as many ideas as possible, and judgment and analysis at this stage can stunt idea generation and limit creativity. Instead, go into your brainstorming session with an open mindset and put any judgment and filters aside.)

You can also gather stories from other people. You don’t have to be the only source. You can build your list of stories by asking other people questions. Hall notes that general questions about an experience rarely elicit a worthwhile story (for example, “What was summer camp like?”). Specific questions are often more effective (for example, “Who was one of your closest friends at summer camp?”). If you plan on using someone else’s story, make sure you have permission first.

(Shortform note: Gathering stories from other people has the additional benefit of strengthening relationships and building community. Whether or not you use the story you hear, the act of asking someone questions about themselves strengthens your connection to them, which will in turn strengthen your personal and professional network.)

Stories are happening all around us, all the time. Now that you understand the power of storytelling, Hall recommends paying closer attention to the stories you hear so you don’t miss a particularly powerful story when it crosses your path.

(Shortform note: There's a growing appreciation for the power and prevalence of stories in our lives. This trend has been fueled by organizations like The Moth and StoryCorps, which have provided platforms for people to share their personal stories with a wider audience. The Moth stages live storytelling events and produces The Moth Radio Hour, while StoryCorps provides people with the opportunity to record, share, and preserve their stories. Both organizations have helped to raise awareness of the power of storytelling and have encouraged people to share their stories with others.)