In many workplaces I experience, leaders are surrounded by information. There are dashboards, metrics, updates and strategy documents. Data is everywhere, yet when people are trying to influence, inspire trust or help others make sense of complexity, information alone is rarely enough.
People remember stories, which help them make sense of the data and create meaning, shared purpose and an impetus to make change.
That does not mean every leader needs to become a performer, or start every presentation with a dramatic personal anecdote, but the way you frame your ideas, create connection and help people see why something matters is a core leadership communication skill.
This becomes even more important in global and cross-cultural workplaces, where the story that feels powerful in one context may not land in the same way somewhere else.
Why storytelling matters
In my recent podcast conversation with Ned Legaspi, cultural intelligence educator and author from the Philippines, we explored why storytelling has become such a relevant leadership skill.
Ned spent over 30 years in media and understanding in real terms cross-cultural communication, bringing Filipino content to audiences around the world. His work raised a question that is just as relevant in business as it is in media- what makes a story resonate beyond its original cultural context?
This question matters deeply for leaders too. If you are presenting to your stakeholders, leading a change programme, or speaking at a company event, your message needs to connect.
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Going deeper than universal themes
One of the most useful distinctions Ned made was that there may be universal human experiences, but the way they are expressed is culturally shaped.
Hope, loss, belonging and ambition exist across cultures. But how people express emotions, respond to authority, handle conflict or use humour can vary significantly.
This matters in the workplace, where a story about individual achievement can land strongly in one culture, and feel self-focused and arrogant in another. A humorous opening may create warmth in one context and confusion in another where the references are obscure. A metaphor from sport may feel vivid to people who recognise it, and meaningless to those who do not understand the context.
Leaders often underestimate this. We assume that because a story is clear to us, it will be clear to others. We assume that because a phrase has emotional power in our context, it will carry the same meaning elsewhere.
But stories do not travel simply because they contain a good message, they land when people can recognise themselves, and their values and world inside the way the message is told.
Know the cultural roots of your message
Ned’s Bamboo Framework begins with what he describes as cultural DNA, the roots of the story.
For leaders, this is a valuable place to start. Before you ask yourself how you make the message land, it helps to consider the cultural assumptions that you are bringing.
Do you tend to frame contribution around individual ownership, or as a collective activity?
Do you assume directness builds trust through honesty, or that the relationship and saving face should come first?
Do you view time mainly through the lens of productivity, or through the lens of space to allow connection and what is important?
Do you expect challenge to be explicit, or might disagreement be expressed through silence?
These questions are about noticing the invisible assumptions sitting underneath your communication and storytelling approach.
For the international leader, this awareness is essential. It helps you move towards a more adaptive, culturally intelligent way of influencing.
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Craft the story for the audience, not just the message
Many professionals think communication starts with what you want to say, but that is only half the work. The key part is understanding how the audience is likely to hear it, interpret it and receive it.
Ned talks about story craft and story pulse, which together invite us to think about how the message is shaped and who it is shaped for. In workplace terms, this means considering not only national culture, but also organisational culture, industry norms, relationship to hierarchy, department norms, and generational expectations.
A story to illustrate your message that works in a marketing department may not land in the same way in a legal firm. A narrative that energises a start-up may feel not relatable in a large multinational. A personal story that builds trust in one context may feel like you’re over-sharing in another.
It is not about having one polished story you repeat in all contexts, but knowing what matters culturally, then flexing how you communicate it.
Could your message travel better across cultures?
Questions to reflect on
Where are you relying heavily on data, when what people may need storytelling to create meaning?
Which stories, metaphors and references will travel well across the cultures you work with?
How could you adapt your message, so it feels both clear and culturally relevant?
I explore these ideas further in my podcast conversation with Ned Legaspi, How does storytelling travel across cultures?
If this topic resonates, you may also find the Connection with Cultural Intelligence pillar in my book, Become a Global Leader, useful for strengthening how you communicate, influence and build trust across cultures.
And if you or your team need more support with leading and communicating with cultural intelligence across complex, global teams, you can book a clarity call with me to explore how I can support you.
