How Great Design Leaders Win Stakeholders with Powerful Storytelling
“Narrative imagining — story — is the fundamental instrument of thought. Rational capacities depend upon it. It is our chief means of looking into the future predicting, planning, and explaining.”
Storytelling is one of the most powerful tools for design leaders to build influence and drive strategic outcomes. In my article Transforming Design into Business Strategy, I emphasize how storytelling enables managers to articulate impact, secure stakeholder buy-in, and guide their teams toward clarity and alignment.
This article provides a structured approach to storytelling—why it needs to be contextual, how to frame narratives for different audiences, and how to coach teams to be compelling storytellers.
Why Storytelling Matters in Design
Design is the only function providing storytelling that ties together desirability, feasibility, and viability. While many groups can create PowerPoints and reports, design uniquely transforms insights into compelling narratives that drive action. This ability is a strategic advantage, allowing designers to connect vision with execution and ensure meaningful and viable solutions. It is a gift that should be used often to create alignment, build momentum, and advocate for change.
Build empathy by illustrating user needs. Stories help stakeholders step into the shoes of users, understanding their frustrations, motivations, and desires. When people connect emotionally, they are more likely to champion solutions that address user pain points.
Frame the problem with clarity and urgency. A strong narrative contextualizes why a problem matters, making it impossible to ignore. By highlighting the risks of inaction and the benefits of a solution, storytelling compels teams to prioritize the right challenges.
Drive decision-making by translating insights into action. Data alone rarely drives action, but it becomes persuasive when woven into a compelling story. Framing numbers within a real-world scenario helps decision-makers see the impact beyond spreadsheets and charts.
Align teams around a shared vision. A clear, well-told story brings cross-functional teams together, ensuring everyone moves in the same direction. Collaboration becomes more natural and effective when teams understand the bigger picture and how their work fits into it.
Overcome resistance by making the design’s value tangible. Storytelling bridges the gap between abstract concepts and real-world outcomes, making skeptics advocates. A well-framed narrative showcases how design decisions lead to measurable improvements in user experience and business success.
Structuring a Strong Narrative
Design is often at the intersection of ambiguity and clarity. Our work involves translating complex challenges into intuitive solutions. Even the most innovative ideas can get lost in translation without a well-structured narrative. By framing design conversations with intention, we ensure our work isn’t just seen—it’s understood, prioritized, and acted upon.
A well-told story doesn’t just communicate—it transforms. It turns skepticism into belief, misalignment into consensus, and hesitation into action. Thought leaders across disciplines—from cognitive science to business strategy—reinforce the importance of structured storytelling. Nancy Duarte, author of Resonate, emphasizes that “a story has the power to inform, persuade, and ultimately ignite change.” In design, our narratives must do precisely that—drive alignment, influence decisions, and inspire action.
While many storytelling frameworks exist—such as Joseph Campbell’s Hero’s Journey, popularized in Hollywood—I’ve found that the most effective structure for design and product storytelling is also the simplest. A strong narrative follows a clear three-act structure:
Beginning: Define the Opportunity
Every great story starts by setting the stage. What is the problem space? Why does it matter? In business terms, this is the "size of the prize"—the market potential, the user need, and the strategic opportunity. As Simon Sinek famously says, “People don’t buy what you do; they buy why you do it.” By starting with the ‘why,’ we ground our audience in the value of the work.Middle: Outline the Approach
The heart of the narrative is about problem-solving. How are we addressing this challenge? What existing capabilities can we leverage? Where are the opportunities for efficiency and innovation? The middle of the story should showcase the how, ensuring that the audience understands the solution's logic, feasibility, and impact. As design leader John Maeda writes in How to Speak Machine, “The best design doesn’t just solve problems—it amplifies human potential.” This section should demonstrate how design is a catalyst for business transformation.End: Drive Action
A great story leaves the audience with a call to action. What do we need from this specific group? What decisions must be made? How can we collectively move forward? This is where storytelling moves beyond inspiration into execution. Marty Cagan, author of Inspired, emphasizes that “leaders should not be defining the solution—they should be ensuring the right problems are solved.” In this final section, we focus on securing buy-in and enabling action.
Crafting Contextual Narratives
Compelling storytelling adapts to the audience because context defines how a message is received and acted upon. A good manager helps their team build out a flexible narrative that can be adjusted based on who is listening, ensuring relevance and impact. While I start with a core narrative—who we are solving for, why it matters, and the solution—I adjust supporting content based on what different audiences need to hear.
Each audience requires a different level of detail and focus. Executives look for high-level insights, business impact, and clear asks, so the tone should be authoritative and outcome-driven. Middle managers want to understand execution details, dependencies, and collaboration opportunities, requiring a structured yet conversational approach. Adjacent teams need tools and stories to build their influence, making the tone educational and empowering.
A well-crafted story should not just inform but also prompt action. You’ll know you’ve done well when your audience responds with engagement, asks clarifying questions that show investment, and, most importantly, takes steps to support or implement your ideas.
1. For Executives: High-Level Impact and Strategic Asks
Executives need a summary view—key insights, impact, and clear ask, such as unblocking teams, securing funding, or aligning priorities. Their time is highly constrained, and they constantly make high-stakes decisions with incomplete information. They are not looking for deep details but signals indicating opportunity, risk, or urgency. The story must be concise, outcome-driven, and focused on the 'so what?' to communicate why this matters in the larger business strategy quickly.
To help your team build this skill, coach them to frame their message around executive priorities—how will this initiative increase revenue, reduce risk, or drive efficiency? Please encourage them to remove nonessential details and start with the most critical takeaways. The tone should be clear, direct, and actionable, ensuring every slide or sentence reinforces the core message.
A successful executive narrative leads to quick, decisive actions. You’ll know the story is compelling if an executive walks away, understanding the core opportunity, the urgency behind it, and their role in supporting it. If they ask for additional strategic alignment rather than execution details, the framing is on point. If they instead focus on minor clarifications, it may indicate the story lacks clarity or focus.
2. For Middle Management: Driving Execution and Collaboration
Middle managers sit at the intersection of strategy and execution, balancing high-level business priorities with the practical realities of getting work done. Middle managers constantly balance limited resources, shift priorities, and engage teams. They need clarity, not ambiguity. They will struggle to translate the story into tangible next steps if it is too high-level. If it is too detailed, they will miss the broader impact. They need to understand how they can contribute, where their teams fit into the larger strategy, and what roadblocks need to be addressed. Unlike executives, who prioritize high-level impact, middle managers focus on how an initiative will be executed, who needs to be involved, and how to coordinate efforts effectively.
A compelling story for this audience should connect to broader goals, ensuring middle managers see how an initiative aligns with company objectives and impacts their teams. Mapping an initiative to organizational priorities builds confidence in its importance. It should also emphasize collaboration opportunities, as middle managers operate within a network of interdependent teams—highlighting where they can partner and contribute ensures they feel actively involved. Finally, a strong narrative must provide actionable insights, outlining key challenges, the best ways to tackle them, and what middle managers need to drive execution.
A well-crafted story resonates when middle managers engage actively, ask clarifying questions about execution, and connect the initiative with their teams’ work. When they proactively suggest collaboration opportunities or express readiness to take ownership, it’s a strong indicator that the narrative was clear and compelling. On the other hand, if middle managers push back on feasibility without constructive engagement, seem disengaged, or leave without a clear next step, it suggests the story lacks clarity, relevance, or actionable insights.
3. For Adjacent Teams: Enabling Influence and Shared Success
Adjacent teams play a crucial role in the success of key initiatives, but without the proper context and engagement, they may remain passive observers rather than active contributors. Storytelling is a powerful tool to bridge this gap, equipping these teams with the insights, motivation, and resources they need to advocate for and drive initiatives within their domains. Unlike executives, who seek high-level impact, or middle managers, who need tactical execution plans, adjacent teams require a compelling reason to care—an understanding of how an initiative benefits them and how they can play a meaningful role.
A strong narrative for adjacent teams should showcase success stories that illustrate real impact. Concrete examples help them see how past efforts have driven positive change, making the initiative tangible rather than abstract. Additionally, highlighting failures and lessons learned fosters transparency and trust, demonstrating that risks have been considered and mitigated. This approach reassures teams that they are stepping into a well-thought-out initiative rather than an untested experiment.
Teams need the tools and frameworks to turn passive listeners into engaged advocates. Clear messaging, data-backed insights, and structured ways to communicate the initiative within their teams empower them to take ownership. This can be one-pagers, FAQs, or pre-designed presentations that make it easier for them to champion the initiative in meetings and discussions. When people are given the ‘why’ and the ‘how,’ they are far more likely to become invested.
Understanding the mindset of adjacent teams is essential to crafting an engaging story. These teams often juggle their priorities and may see new initiatives as added complexity rather than an opportunity. To combat resistance, the story should address how participation aligns with their existing goals and reduces workflow friction. Using language that reinforces collaboration, shared benefits, and mutual success can help reposition an initiative from being perceived as an external imposition to an integral part of its work.
Engagement can be measured by how well adjacent teams internalize and advocate for the initiative. A well-received story will lead to active participation in discussions, independent outreach to learn more, and organic integration of the initiative into their planning. If teams remain uninvolved, dismissive, or hesitant, it may indicate that the story is too abstract, lacks relevance to their work, or does not provide enough actionable next steps. Adjusting the narrative to emphasize direct benefits, removing unnecessary complexity, and reinforcing their role in its success can help improve adoption.
By tailoring storytelling to adjacent teams in this way, organizations can move beyond isolated efforts and create a broader, more cohesive push toward shared success.
For key initiatives, storytelling should equip teams to build influence by:
Sharing success stories that illustrate impact.
Highlighting failures to showcase lessons learned.
Providing tools and frameworks to help them advocate within their teams.
Tailoring narratives this way turns passive listeners into active contributors, and fosters shared ownership.
Quick Playbook for Managers
Middle managers and top individual contributors should lead by example:
Craft narratives with intent – Before presenting, ask: What is the key takeaway? What do I want my audience to do next? A clear, purposeful story ensures that your message lands effectively.
Adjust stories for different audiences – Configure details for executives, peers, or adjacent teams by tailoring depth, framing, and emphasis to suit their perspectives.
Use visuals strategically – Support key points with diagrams, infographics, or journey maps that simplify complexity and reinforce your core message.
Refine through iteration – Storytelling improves with repetition; seek feedback, test different approaches, and continuously refine messaging to make it more impactful.
By coaching teams to master storytelling, leaders amplify their team’s ability to influence, persuade, and drive action. The best storytellers don’t just inform; they inspire, align, and propel organizations forward.
Design leaders play a crucial role in developing storytelling skills across their teams. They can support team members by:
Encouraging regular practice – Create opportunities for team members to present their work in structured storytelling formats, fostering confidence and clarity.
Providing constructive feedback – Help refine narratives by asking probing questions about clarity, audience relevance, and impact, ensuring assertive communication.
Modeling compelling storytelling – Demonstrate crafting narratives aligning with business goals and user needs, setting an example for the team.
Facilitating storytelling workshops – Host short sessions where team members practice refining their story structures and receive targeted feedback.
Reinforcing adaptability – Guide teams to tailor their storytelling approach for different audiences, ensuring relevance, engagement, and resonance.
To strengthen storytelling:
Observe and absorb – Study great speakers and writers to understand their techniques, pacing, and methods of audience engagement.
Experiment – Try different formats to explore which structures and approaches best communicate your ideas with clarity and impact.
Seek feedback – Test and refine your narrative by sharing drafts early and often, incorporating constructive criticism to improve.
Incorporate visuals – Leverage images, videos, and prototypes that enhance your story’s clarity, emotional pull, and persuasiveness.
Ultimately, storytelling is a tool for influence and transformation. Designers who master it don’t just design products—they shape perspectives and drive change.
So, the next time you present your work, don’t just show the design—tell the story behind it.
