You may think that your story doesn’t matter, that people aren’t interested, that you shouldn’t be talking about yourself. But when you do public work, you have a responsibility to offer a public account of who you are, why you do what you do, and where you hope to lead. – Marshall Ganz; Harvard Kennedy School

“No one wants to hear about me. There’s nothing interesting about my life. My personal story doesn’t really matter—what matters is the work.”

I’ve heard this from so many clients over the years that I could finish the sentence for them. And I couldn’t disagree more. If you are interested in creating a movement, leading us toward an audacious vision of the future, and having a positive impact in your community or the world, we need to know who you are before we’re willing to follow your lead.

Think about it. What drew you to the work you are doing right now? What was the spark? Chances are when you take the time to pause, be quiet, and reflect, you’ll discover there are specific moments in time that, like stepping stones, have paved the way to the work you are doing today. Seminal events, both large and small, that helped shape the course of your leadership path. It’s within these moments that your core values have emerged, perhaps been challenged, maybe even galvanized.

Bring yourself back to one of these moments. Play out on the movie screen inside your mind. What do you see? Where are you? Who is by your side? What do you hear, feel, taste, smell? Allow yourself to be transported back to the past as if it were a present-tense moment.

This is the start of crafting your Leadership Narrative: the Story of Self. Your story matters more than you think. We live in an era where trust is a rare currency. People don’t just want to know what you stand for—they want to know why. They want to understand the human behind the title, the heart behind the role. Your story is the bridge between your mission and the people you need to join you. Without it, your leadership can feel distant, abstract, or even inaccessible. With it, you invite people into a shared journey.

Leadership isn’t merely about strategies, goals, or decisions; it’s fundamentally rooted in relationships, trust, and shared understanding. Authentic stories act as bridges that connect leaders with their audiences on a human level, breaking down barriers and fostering genuine engagement. When leaders are willing to vulnerably share their stories, they demonstrate relatability and humility, qualities that inspire loyalty and confidence. These stories set the tone for organizational culture, illustrating values in action and highlighting resilience in the face of adversity. Moreover, storytelling can galvanize collective effort, transforming individual experiences into a collective movement. It encourages others to see themselves in the narrative, find their own voice, and contribute to a shared purpose. In this way, a compelling leadership story becomes a catalyst for empowerment, motivating us to go beyond our limits and envision a future shaped by our collective efforts. 

Consider the leaders who have inspired you most. Chances are they didn’t just give you a list of goals or strategic priorities. They told you about the hardship that taught them resilience, the childhood mentor who showed them a different way of seeing the world, the times that they stumbled and failed forward, the roadblocks that nearly made them quit but instead became their greatest teacher.

These stories didn’t make them less credible, they made them more relatable. And in a world overloaded with information, relatability cuts through the noise.

Marshall Ganz, whose work at Harvard’s Kennedy School has influenced leaders around the globe, teaches that a compelling leadership narrative has three essential parts:

• The Story of Self – Who you are, what shaped you, and why you care? Why were you called to this work?
• The Story of Us – The values, experiences, and aspirations do you share with your audience?
• The Story of Now – The urgent challenge and the call to action that cannot wait. How can we begin now?

Too often, leaders skip straight to “the now” without first grounding people in “the self” or connecting to “the us” or why they should care about the journey. Your Story of Self is the foundation. The Story of Us builds on that foundation a sense of belonging and shared purpose. The Story of Now creates momentum, builds movements, and mobilizes action.

To this, we add the Story of the Future: what is your bold, aspirational vision of tomorrow? How can your Story of the Future compel us to join you in the complex adaptive work of changing the world for the better?

When woven together, these elements create a narrative that doesn’t just inform, it moves people to action.

A Quick Exercise to Find Your Story of Self

You don’t need to be a “natural storyteller” to start. Try this: 

• List Your Stepping Stones:  Think of five to seven moments, big or small, that shaped your values and leadership path. They might include a pivotal success, a personal loss, an unexpected opportunity, a moment of injustice, or a turning point in your career.
  
• Choose One Moment
  Pick one that feels alive for you right now. It might not be the “most important” moment, but it’s one that still stirs something in you.
  
• Drop Into the Details
  Imagine the scene as vividly as possible. What time of year was it? What could you hear? What was happening around you? How did your body feel?
  
• Connect It to Your Leadership
  Ask yourself: What did this moment teach me? How does it connect to the work I do today?
  
• Say It Out Loud
  Tell the story to someone you trust. Notice where their eyes light up, where they lean in, and where you feel the most energy.

This simple practice can be the seed of a powerful Leadership Narrative.

The Story is the Strategy

At Adaptive Change Advisors (ACA), we help leaders see that their narrative isn’t just a nice-to-have; it’s a strategic tool.

A well-crafted leadership story can:

• Align diverse stakeholders behind a shared vision
  
• Inspire commitment in times of uncertainty
  
• Build credibility and trust across differences
  
• Clarify your purpose for yourself and for others
  
• Mobilize people toward urgent collective action

When you articulate why you care and where you hope to lead, you invite others to join you in co-creating the path forward.