The StoryBank: Recent Episodes
Indranil Chakraborty (IC)
Stories have impact. When we use them in our business conversations, they make our messages clear and memorable. We are all great storytellers, but we can't be a one-story wonder. This podcast is designed to help you build your story collection.
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A 1st of July CNBC article titled “Employers who laid off workers citing AI are already starting to regret it”
It talks about how automaker Ford is rehiring hundreds of experienced human engineers to work on quality issues automated systems couldn’t address. The same article talk about similar reverses in companies like Commonwealth Bank of Australia and IBM.This is what happens when "now or never" replaces "let's actually think this through."
Over the last year or so, I've watched almost every organisation I talk to say “AI or Die”. And it always sounds like the salesmen who say "this deal's only good for the next hour; act now or lose it."
There is no doubt AI is changing the world but I also feel the urgency instinct is on a few gears too high. I am not alone. Forrester's 2026 Future of Work report found that 55% of employers who laid off staff citing AI now admit it was the wrong call. Gartner predicts half of all AI-driven layoffs will be reversed by 2027.Today’s story is a cautionary tale about our urgency instinct from Hans Rosling’s fabulous book - 'Factfulness'.
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Back in the late 1990s, as a brand manager at Hindustan Unilever, I was in a briefing for a Jai soap ad shoot. The creative person from the agency was describing a beach volleyball scene — “and there’s a man in a hat, umpiring the game.” I sat there quietly thinking, who wears a hat to umpire beach volleyball?
It was only when he pulled out the storyboard that I saw what he actually meant — a baseball cap. I remember laughing about it later, but it stayed with me for a different reason: it showed me exactly why a storyboard matters.
The writer, the client and the cinematographer need to be picturing the exact same scene — not two versions of “a hat.”
Today’s story is about storyboards, but a very different use case. Listen in.
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For more than thirty years, I’ve held a belief that most football fans probably disagree with.
I think penalty shootouts are fundamentally unfair.
Football is the ultimate team sport. Every goal is built by eleven players. Yet when a World Cup final can’t be decided after 120 minutes, we suddenly ask one person to carry the burden of winning or losing for an entire nation.
That belief began with one image from 1994.
If you’re old enough to remember it, you probably know exactly which image I mean.
Decades later, one manager who’d lived through his own version of that exact moment did something about it. Not to change the rules, but to change what happens to the player standing at that spot.
Listen on.
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All of us have met that person. The new leader. The consultant. The expert. The person who has barely arrived but already knows what’s wrong with everyone else’s work.
Sometimes we’ve been that person ourselves. The strange thing is that the problem isn’t overconfidence. Fresh eyes are valuable. Organisations hire people precisely because they bring new ideas.
The problem begins when curiosity quietly gives way to superiority.
Years ago, on my very first day in my last corporate role, my CEO gave me a piece of advice that has stayed with me ever since. At the time, it felt like a lesson about leadership. Looking back, I realise it was actually a lesson about something far deeper.
This week’s Stories at Work connects that advice with one of the most fascinating psychological studies I’ve ever come across—research that began with marriages but has profound implications for leaders, teams and workplace culture.
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In the world of business, full of buzzwords like brainstorming, analysis, rationality, is there still a role for instinct and intuition?
Today’s story will convince you there is.
It’s about a split-second decision, made with zero data and zero time to think it through. No spreadsheet. No team discussion. No “let’s weigh the options.”
Just a feeling. A feeling so strong that it overrode everything the textbooks say a good leader should do in a crisis.
And that feeling saved six lives.
The strange part? The person who made that call couldn’t explain why he made it. Not at the time. Not for years afterward, until someone finally helped him figure it out.
What he discovered changes how I think about every “gut call” I’ve ever made and probably every one you’ve made too.
Listen on.
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You’ve presented the data. Made the case. Shown the numbers. And still nothing moved. Sound familiar?
The reason that happens is that logic and data alone is often not enough.
Canadian neurologist Donald Calne spent his career studying how humans make decisions. In his book, Within Reason, he concluded: “The essential difference between emotion and reason is that emotion leads to action while reason leads to conclusions.”
Logic gets you nodding heads. Not changed behaviour.
Whether you’re leading a team, closing a sale, or trying to shift a culture, agreement isn’t enough. We need action. And the only reliable path to action runs through emotion, not data.
The most powerful tool for that? A well-told story.
In today’s episode, I’ll demonstrate it with a story from one of the darkest days in modern history.
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In a world that worships the goal-scorer, this week’s story is about the man who made the goals possible.
As a Manchester United fan of 32 years, Bruno Fernandes breaking the all-time Premier League assists record didn’t just make me smile — it reinforced a belief I’ve held for a long time.
That the most valuable person in any team is not always the most visible one.
Watch this week’s story. This one’s for every team player who deserves to get the credit they often don’t.
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A story that touched my heart about a CEO I admire and an act I never expected to happen in a dog eat dog world.
Listen on.
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Is having data and sharing data enough to convince people to take action? Of course not. We need to help people see reality clearly enough that the right answer becomes obvious. While Data Storytelling is a very powerful way to do it, today's example from Tim Harford's book, ‘The Data Detective’, demonstrates an equally powerful and sometimes more powerful method.
A story involving Florence Nightingale. But not the Florence Nightingale you think you know.
Listen on.
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Like many of you, I'm navigating two very different emotions about AI — the excitement of a kid in a candy store and the fear of someone standing at the edge of a cliff. And with every new release, both are intensifying.
Many of us are racing to harness AI's power. But are we asking a harder question: do we know how to stop it if things go wrong?
Then I came across two tales in the prologue of Yuval Noah Harari's new book, Nexus: A Brief History of Information Networks from the Stone Age to AI.
Listen on… and tell me if you feel the same tension.
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Yesterday, Sir David Attenborough turned one hundred years old.
No one alive has done more to make ordinary people like me fall in love with the natural world.
A man with a microphone and a camera crew and an extraordinary gift for telling stories that made you feel you were right there, in the rainforest, on the ocean floor, at the edge of the volcano.
I have been thinking about what made him so different. And I keep coming back to one thing.
It wasn’t just preparation. It wasn’t just passion. It was what he did when the moment stopped following the plan.
Many leaders I work with are excellent at preparing. They craft their message, rehearse their delivery, anticipate the questions. And then something unexpected happens in the room. A question they didn’t see coming, a conversation that shifts direction, a moment that the agenda didn’t account for.
And they freeze. Or worse, they ignore it and keep following the script.
Today’s story is about one single afternoon in Sir David Attenborough’s life that became one of the most watched moments in television history. It nearly didn’t make it to air. And it holds, I think, two of the most important lessons a leader can carry into any meeting, presentation or conversation.
Here is the link to the longer video sequence: https://bit.ly/DA_Go
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Every good leader knows how to manage change. New processes, new structures, new tools etc. These are hard, but they're familiar.
But AI is asking for something far more challenging. It's not asking us to learn a new tool. It's asking us to rethink how work itself gets done. And that's not a process change or a technology change, it's a CULTURE CHANGE. And culture change is the hardest kind there is.
Satya Nadella put it well recently. He said the hardest part of AI isn't the technology. It's change management. It’s getting people to change how they work. He talked about four things organisations need to build: Mindset, Skillset, Toolset, and Dataset.
Of the four, Mindset is the one that will determine whether the other three matter at all.
The uncomfortable truth about mindset change is that the obstacle is usually not that people don't know what needs to change. The obstacle is attachment. Attachment to the processes that built our success. Attachment to the structures we're proud of. Attachment to the story we tell ourselves about who we are and what our organisation stands for.
Until we find a way to step back from those attachments we stay stuck. Knowing what to do, but unable to do it.
This week's story is about a leader who found a way to break free from exactly this kind of attachment. At a moment when his company's survival depended on it. The method he used is something every leader facing AI transformation can apply today.
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IC has been reading this book by Ethan Mollick called 'Co-Intelligence', and there's this really interesting paradox he talks about.
You'd think that now that AI can look up facts, write code, summarise research, basically do all the "boring" foundational stuff, we wouldn't need to bother learning it ourselves anymore, right? Like, why memorize things when ChatGPT already knows it?
But Mollick writes that it's actually the opposite. We need that foundational knowledge now MORE than ever. Because without it, how do you even know if the AI is giving you the right answer? He gives this great example. GPT-4 actually outscored first and second-year medical students on clinical reasoning exams. So the temptation is to just let the AI handle the basics. But only a skilled physician, with extensive knowledge of human anatomy and diseases, can scrutinise an AI-generated diagnosis or treatment plan and say, "Wait, that doesn't add up." A first-year student can't.
You need real expertise to catch mistakes and think critically. The more AI becomes part of our work, the more we need genuinely skilled humans in the loop. Not just any human in the loop.
We also need a culture that supports that human in the loop.
Today’s story drives home this point.
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Most leaders I work with assume their teams tell them the truth. After all, they have open-door policies. They say, "Bring me bad news early”. And they mean it.
Yet somehow, the bad news comes late. Or softened. Or not at all. Not because people are being dishonest. More often, they're doing something very human. Presenting reality in the best possible light. The system itself makes truth harder to tell.
This week's story is about what Winston Churchill built during World War II to solve exactly this problem. And it changes the question every leader should be asking from "Are my people telling me the truth?" to "Have I created an environment where telling the truth feels easier than hiding it?"
Listen on.
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Is there a lesson we can learn from the demise of Encyclopaedia Britannica on how organisations should deal with AI?
Since its first publication in 1768, until the early 1990s, Britannica ruled the encyclopaedia market. A 32-volume set, sold door-to-door by a salesforce of over 100,000 people at $1,500 to $2,200 a set. Each salesperson earned $500 to $600 in commission per sale.
Then Microsoft released Encarta in 1993, a CD-ROM encyclopaedia priced at $99, later bundled free with computers. By any editorial measure, Britannica was the better product by far.
But their response was a masterclass on the mistake we can make when we bolt-on new technology onto an old business model.
When they finally produced their own CD-ROM, they priced it at $995, ten times Encarta. Why? Because a $99 product could not generate the $500 commission a door-to-door salesperson needed to survive. So Britannica protected the salesforce and made the product uncompetitive.
The technology existed. The content was superior. But the organisation was not redesigned around the new technology. The salesforce, a human infrastructure built for a different era, was left intact. And it strangled the new product before it could breathe.
By 1994, print sales had halved. By 1995, the company was up for sale.
The technology did not fail Britannica. It was the management decision to protect an existing structure rather than redesign around what the new technology demanded. There is surely a lesson here on the successful adoption of AI. Listen on.
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I was talking to Joy Bhattacharjya yesterday about today's story, and it triggered one from his own memory bank.
This was around 2008, when Joy was the Team Director of the Kolkata Knight Riders. A recurring problem had emerged: some of the senior cricketers weren't making it to the team bus on time, the one that took players from the hotel to the ground for practice. Someone suggested a monetary fine. But that was never going to work with seniors earning in crores during the IPL. So coach John Buchanan devised a system that had an immediate impact.
If a senior player was late, the rest of the team, on reaching the ground, would have to run 5 laps or do 20 push-ups. The defaulter couldn't join in the punishment. He had to stand and watch. Oh, and he also had to be the one to choose, laps or push-ups.
You can imagine what happened next. Once you've made your entire team suffer for your tardiness, you don't do it again. No one was late for the bus after that.
This story is about creativity, yes, but it's really about something deeper: without consequence, you can't get compliance.
Today's story explores this same lesson and continues our theme of Indian Cricket.
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During my years in the corporate world, a question that had often been on my mind was what makes people want to bring more of themselves to work?
Disengagement at work does not always look dramatic.
People do not always rebel. They do not argue. They do not resign in protest. More often, they simply retreat into the minimum. They do what is required, avoid what is optional, and leave the rest of themselves outside the workplace.
Many leaders respond to this with tighter reviews, sharper targets, better dashboards, and more frequent check-ins. All of which may have a role, but they alone don’t solve the problem.
What does?
Purpose. But not the kind that fits on a strategy slide.
The kind that makes someone feel that showing up today matters — to something larger than a quarterly number, and larger than themselves.
I came across a story recently, set in a nursing home of all places, that is the most vivid illustration of this I’ve ever found. A leader walked into a broken system, tried the conventional fix, watched it fail, and then did something so unconventional that management asked him if he’d lost his mind.
What followed was one of the more remarkable turnarounds I’ve encountered in years of collecting leadership stories.
If you lead a team, at any level, I think you’ll find it worth 6:32 minutes of your time.
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“What gets measured gets managed”, has been one of my steadfast beliefs in both my personal and professional life.
Good intentions and goals are not enough on their own. They have to be measured regularly to see if we are indeed on track to deliver.
Today’s story is a beautiful illustration of what happens when we not only measure, but make the measure visible on a regular basis.
One caveat though, we must make sure that we are measuring the right thing.
Let me know what you think.
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When people ask me about my success mantras, my answer is simple: luck, discipline, hard work and attention to detail. Attention to detail is a strength I have always been proud of.
But early in my career, a boss gave me a piece of advice that stayed with me. During an annual feedback session he said, “I really admire your attention to detail. But I want you to develop another skill.”
He called it “hand in the mud and head in the clouds.” The image instantly made me smile.
But over the years I have realised how important and how elusive that skill really is.
Because leadership often demands two very different abilities at the same time: to dive deep into the details and to step back and see the bigger picture.
Today’s story is a powerful reminder of why we need both.
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Sometimes hidden behind the cloak of ambition is something we rarely name, and that is greed. A goalpost that keeps shifting. Because if we can achieve more, then why not?
That's when the team stops celebrating wins and starts dreading anything less than the last record they broke. And somewhere in that cycle of achievement, a quiet question stops getting asked:
Is this still worth it?
Not "can we do it?" because that's never been the problem. The problem is forgetting to ask whether you should.
The best leaders understand something counterintuitive: enough is a strategy. Knowing when to stop pushing, not from weakness but from wisdom, is what separates sustainable excellence from burnout dressed up as ambition.
Today's story can teach us that lesson.
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What if you're too incompetent to realise your incompetence? We explore this in today's story.
We now live in a world where crafting a question takes much longer than getting an answer.
You type a prompt and get a polished answer. If it all ended there then all would be good. But it doesn't. You often walk away feeling like you have learnt something, you are now more knowledgable.
But have you really? Or are we borrowing someone else's fluency and calling it your own.
I often ask myself, when using Al to generate an answer, whether I am falling into the Dunning-Kruger trap.
In today's story | talk about the Dunning-Kruger effect - a cognitive bias where people who are very bad at something are often too bad at it to realise they are bad at it.
To know that you're making mistakes, you need enough knowledge to recognise what a mistake looks like.
The everyday version of this is that friend who took one economics class and now has strong opinions about monetary policy, while your friend with an actual holds a PhD in economics says "it's complicated" to everything.
The issue isn't Al itself, it's how we engage with it. Learning to recognise the distance between feeling knowledgeable and actually being knowledgeable, maybe one of the most valuable skills we can develop, especially in this age of Al.
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Have you been in a situation where after tirelessly trying to address a crisis you realised that you were addressing the symptoms rather than the problem itself?
In today’s episode I will move away from my usual approach of sharing a real story to sharing a parable that has a significant lesson for both business and life. I first read this story in the book ‘Upstream’ by Dan Heath. Dan Heath along with his brother Chip wrote my all-time favourite book on communication - ‘Made to Stick.’
Listen here…
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Have you ever been under so much pressure that time available seemed to be inadequate? What was your solution?
For many people, the answer will be to work longer and harder. But is that always the right answer. Isn’t that mistaking effort for result.
Listen on……
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Sometimes we end up holding onto things for far longer than they need to be held on to. And it may need an outsider looking in to identify that.
This story talks about one such perspective that can be used when one needs to show another how it is of no use holding on when moving on is the right way forward.
Listen on.
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“Is this really the same guy I shared lunch with in school? How did he turn out this way? Is he really so rabid? Why is he so stupid?”.
Have you read WhatsApp messages on a school group and reacted in this manner. Their views feel so far removed from yours that it’s hard to reconcile the person with the opinion.
And if you bothered to question that person’s point of view, he too would probably feel the same about you.
Today’s story will perhaps give us an insight into a better question to ask, instead of “how on earth can you support this”. We will learn how sometimes, the right question doesn’t deepen disagreement.
It dissolves it.
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Have you ever blindly followed Google Maps... only to end up somewhere you definitely shouldn't be? I have.
That tiny frustration reveals a much larger pattern in business: we increasingly hand over judgment to external “advisors” — data dashboards, predictive models, algorithms, and now AI systems. They’re often remarkably accurate. That’s exactly why they’re dangerous.
When tools are consistently right, we gradually stop questioning assumptions, challenging blind spots, or cross-checking with reality. We trade active thinking for comfortable certainty.
Then — when conditions shift and the tool fails — the fallout is massive. Not because the tool was broken, but because no one was paying attention anymore.
Across eras and industries, the same trap repeats: leaders delegate too much critical thinking, mistaking reliable forecasts for infallible truth.
The real leadership edge today? Staying mentally engaged.
Relentlessly asking:
“Does this still hold up?”
“What are we not seeing?”
“What happens if the pattern breaks?”
In today’s episode, I unpack three striking real-world examples that drive this point home.
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Answer this question with a yes or a no - Do you believe that intelligent human beings usually take rational decisions?
Most business strategies are built on a quiet assumption: that customers behave rationally. For example, we believe that if we make something cheaper, faster, or more efficient, people will naturally choose it. But real life rarely works that way. Human beings don’t experience value like spreadsheets do. We experience it emotionally, socially, and psychologically.
This week’s story explores a powerful idea from behavioural economics: the difference between economic value and psychological value. Two offers can be mathematically identical, yet one feels irresistible while the other feels dull. One gets ignored. The other becomes a story people retell.
The takeaway is that in a world obsessed with data and rational optimisation, the most powerful lever for growth might just be human psychology itself.
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Many professionals spend their entire career sharpening the same set of skill. Because it is initially rewarded because it gets the job done, many double down on what has already made them successful. That is why many eventually plateau.
But as the famous saying goes, what got you here won’t get you there.
Today’s story is a reminder that breakthrough performance and exponential growth rarely comes from going deeper into your own domain. It often comes from stepping completely outside it.
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Sometimes it seems companies build fortresses to protect themselves from customers rather than bridges to welcome them in.We have all been in situations where we have an issue. Perhaps small. A damaged item. A blotched service. A promise not kept.
We make the call, send the email, and follow the process. We are polite. We are patient. We just want someone to listen, to take ownership, to make it right.
Instead, we hit a wall of indifference. Automated replies. Siloed departments. Inflexible policies. We are passed from one person to another, each powerless to help, each reading from a script that wasn't written for humans. We start to realise that for them we are just a service request number.For a business, this is the most dangerous kind of blind spot.This story will resonate with many of us as consumers but I also hope as business leaders we will ask ourselves What small signals are we missing because our systems aren't built to listen?
This is a powerful reminder that in today's world, every customer holds a microphone. Compassion and empowered problem-solving aren't just nice-to-haves; they're our most vital risk mitigation strategy.
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Revenue numbers, quarterly goals, stretch KPIs are all very important. The problem starts when those become the only focus. When the focus should be on the TASK, we have people stressing about the ASK.
When we obsess over outcomes alone, shortcuts replace discipline and anxiety replaces clarity.
The more obsessed we become with outcomes, the harder those outcomes become to achieve.
High performers know something counter-intuitive: results are not chased—they emerge.
Let’s relive this simple principle from an unexpected place that explains this beautifully.
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When I heard that over the last 60 years, Japanese school children learn a story about a Sri Lankan athlete, I was intrigued.
Sports and sportsmen often teach us lessons that transcend way beyond sports.
The Olympics of 1964, held in Tokyo, taught us one such lesson. In a world obsessed with winning, this incident teaches us about the responsibility of finishing things.
If I had to choose 10 of my favourite English words then grit and perseverance would surely feature in that list.
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Wishing your loved ones and you a year when your best stories are written.
In one of my favourite non-fiction books, “Influence” by Robert Cialdini, he speaks about seven levers of influence—but today’s story is anchored in just one: Reciprocity.
This is a deeply human story. One that restores faith. And I couldn’t think of a better way to begin the year.
I hope you enjoy the story
As leaders step into a new year, here’s a question worth pondering on:
What is the one thing you value the most in your professional life—and under what circumstances would you be willing to put it at risk for a purpose larger than yourself?
Because that’s often where credibility is earned, trust deepens and influence quietly grows.
2026 is a blank page.
I hope you choose to write a courageous story in it.
See you next Saturday.
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Have you heard of the multi-purpose lubricant WD-40? Any idea why it’s called WD-40?
I’ll give you a hint: the number is the entire story.
Most of us look at successful products and assume they must have gotten it right the first time — a spark of brilliance, a stroke of luck, a single breakthrough moment.
But the truth, more often than not, lies in the quiet, unseen grind of countless failed attempts.
In fact, the “40” in WD-40 stands for the 40th formula — after 39 failed tries.
Think about that.
What would you have done after your 12th attempt had failed?
Or 27th?
Or 39th?
Across industries — from household products to high-tech breakthroughs — the same pattern emerges. Success rarely shows up dressed as success. It usually looks like stacks of discarded prototypes, rejected ideas, tightened budgets, and small, stubborn steps forward.
And that’s the heart of this week’s story.
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Many years ago, a real estate broker in Kolkata surprised me simply by being on time. Being punctual has always been non-negotiable for me. While I tried to instil the same discipline in the teams I worked with, I had resigned myself to accepting a certain level of sloppiness from the rest of the world. So when a broker arrived on time for an inspection, I was genuinely taken aback. I complimented him, and he said something very interesting.
“My father, who was a small-time businessman, taught me this,” he said. “He always insisted that I be early for every meeting. He said most people will be late, and when you’re there on time, they will begin by saying, ‘I’m sorry I’m late.’ In that moment, you already have the upper hand.”
This was a reason I had never considered. But it made sense.
For me, punctuality has always been about respect—respecting other people’s time as much as I respect my own.
Today’s story is on the same theme.
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Necessity is the mother of invention.
Some of the biggest revolutions in business didn’t come from brilliant technology or billion-dollar R&D budgets.They began with frustration — someone standing at a bottleneck, asking,“Why does it have to be this way?”
That question changed the way the world trades today.
A single insight turned a slow, fragmented process into a seamless global system — and quietly became the biggest driver of globalisation in the 20th century.
The lesson? When something consistently irritates you at work, don’t just tolerate it. Pause. Ask a better question.
Because your daily annoyance might be the seed of your next breakthrough.
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Have you ever caught yourself chasing just a little more?
A little more polish before you send that deck.
A little more growth before you feel secure.
A little more success before you allow yourself to breathe.
It’s strange how “more” never seems to end.
It keeps moving the finish line just as we’re about to cross it.
This week’s Saturday Story is about two brilliant minds, a party, and one perfect word that questions the strive for “more”.
It’s a word that can feel small in business… but it’s what keeps teams sane, leaders grounded, and ambition sustainable.
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Imagine this.
You’re about to give a big talk. The curtains are down, the stage lights are warm, and your heart is racing. Out of nervous curiosity, you take a quick peek at the audience.
And what you see shocks you out of your wits.
What would you do?
Well, Brené Brown — the author of several bestsellers including ‘Dare to Lead’ — had this exact experience. And from it, she learned a lesson that’s as practical as it is powerful.
👉🏼 When you don’t know, ask.
Because a two-second question can save you from hours of stress, self-doubt, and even some very awkward moments.
It’s simple advice, but one we often forget — whether in meetings, with clients, or in front of an intimidating audience.
I unpack this story and lesson in this week’s episode of the StoryBank.
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In business, we often assume that people will choose what’s rational, efficient, or clearly beneficial. But if that were always true, every superior product would succeed, every sensible policy would be adopted, and every data-backed argument would win the day. Reality shows us otherwise.
Why? Because humans don’t make decisions like machines. We’re influenced by perceptions of status, scarcity, belonging, and curiosity. The way something is framed often matters more than its functional benefits.
Think about it:
Why do limited editions sell out faster, even when the standard product is identical?
Why does a higher price sometimes increase demand instead of reducing it?
* Why do brands that feel exclusive generate loyalty far beyond their logical value?
Today's story is about this lesson for leaders, marketers, and entrepreneurs - logic is necessary, but it’s rarely sufficient. To move people, you need to understand their psychology.
So the next time your idea, product, or message isn’t landing—don’t just push harder with reason. Step back and ask: How can I reframe this in a way that taps into human desire? That’s where the real magic often lies.
If you liked this story, then here is a similar one I read in Rory Sutherland's book Alchemy:
When Mustafa Kemal Atatürk, the founder of modern Turkey wanted to modernise Turkish society in the early 20th century, one of the challenges was discouraging the use of the veil. Atatürk understood that direct bans or coercion would only create resistance. Instead, he applied psychology.
Rather than outlawing the veil, he made it mandatory for prostitutes to wear it. Overnight, what had been considered a marker of modesty and respectability became associated with something disreputable. Respectable women, not wanting to be mistaken for prostitutes, abandoned the veil voluntarily.
Another classic example of the fact that people are moved less by logic and more by psychology.
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In business, the questions we ask are often more powerful than the data we collect.
Most leaders ask: “What do the facts tell me?”
Great leaders also ask: “What if the opposite were true?”
That simple shift—entertaining a hypothetical you don’t necessarily believe—forces you to look at the same information through a different lens.
It’s a playful mindset, but far from frivolous.
Because it’s in those “what if” moments that blind spots are revealed, risks are uncovered, and sometimes, opportunities are discovered.
👉 The next time you’re sure of your conclusion, pause and flip it:
If I were wrong, what signs would prove it?
That single question might help you see what others completely miss.
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Sometimes, the shortest distance between doubt and conviction is not another slide deck with tons of data, analysis and logic — it’s the right metaphor.
We’ve all sat through presentations packed with data, logic, and charts — only to walk away without being convinced.
Why? Because while facts inform, they don’t always move people.
What truly shifts mindsets is when complex ideas are made simple, human, and relatable. That’s where metaphors come in.
A well-chosen metaphor takes something abstract and makes it concrete. Then you can understand it — and more importantly, act on it.
Leaders who master the art of metaphor gain an unfair advantage. They cut through complexity. They dissolve resistance. They rally people to take action, not because the spreadsheet says so, but because the metaphor makes the risk, or the opportunity, undeniable.
In this week’s story, I’ll share how two leaders, in very different times of crisis, leaned on metaphors to win support for actions that otherwise seemed unthinkable.
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In business, perfection is often overrated.
Some of the most powerful breakthroughs don’t emerge from flawless plans or carefully controlled environments. They come from moments that look like accidents… the kind of situations most of us might dismiss as “mistakes.”
The difference lies in how we respond.
👉 Do we discard the unexpected because it doesn’t fit our plan?
👉 Or do we pause, pay attention, and ask: “What might be hiding here?”
Leaders and innovators set themselves apart not by avoiding imperfections, but by noticing possibilities where others see problems.
So the next time something doesn’t go according to plan, remember: what seems like a flaw might actually be the seed of your next big breakthrough. 🌱
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In business, the biggest risks often don’t come from what we see… but from what we assume.
Today’s story is about how numbers, dashboards, and reports tell us a lot—but they don’t tell us everything. Many costly mistakes happen not because of bad data, but because of blind spots in the way we interpret the world.
That’s where a shift in mindset helps: thinking less like a data analyst and more like an anthropologist.
👉 Watching what people actually do (not just what they say).
👉 Noticing the rituals, habits, and “unspoken rules” that shape behaviour.
👉 Questioning the assumptions hidden in everyday language.
Leaders who can step back, observe, and challenge these invisible assumptions are the ones who prevent risks, unlock insights, and spot opportunities their competitors miss.
Where in your work have you seen assumptions create blind spots?
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The weekly story for our StoryBank is back. Today's story is about when “better” quietly turns into “too much.”
In business, it’s tempting to think:
If fast is good, faster must be better.
If growth is good, more growth must be better.
* If we delight customers today, we must delight them even more tomorrow.
But there’s a point where improvement stops adding value and starts draining energy.Where the marginal gain for the customer is tiny… but the cost to the team is huge.
The tricky part? That point is rarely obvious—until you’ve already crossed it.
I recently came across a real-life example from a company that learned this lesson the hard way. The story begins with a small, innocent improvement… and ends with burnout, guilt, and an unexpected realisation about what customers truly value.
I’ll leave you with this question:
Where in your business could “enough” already be plenty?
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Ever had that feeling—“I just know how to do this, I can’t explain it”?That’s instinct. It’s powerful. But here’s the thing—instinct doesn’t scale.
So many of us—whether we’re in sales, training, strategy, or design—rely on gut feel.
It works... for us. But what about the rest of the team? What happens when we’re not in the room?
That’s why the real power lies not just in knowing what to do—but in building a system others can follow.A simple framework. A way to teach, repeat, and improve.
This weekend, I’m sharing a story that captures this lesson perfectly. It’s about a life-and-death moment, an unexpected question, and a woman who saw the invisible—then gave it structure.
And that structure went on to save millions of lives.
It’s a reminder I keep coming back to:If something works and it’s all in your head, it’s time to pull it out.Turn it into a system.Because frameworks don’t kill creativity. They multiply your impact.
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Not all breakthroughs begin with a whiteboard. Sometimes, they begin with something that feels like a mistake.
An inconvenience. A “Huh, that’s odd…” But here’s the catch—most of us are too busy to notice.
True innovation doesn’t always knock. It whispers. And only the curious hear it.
This week I share a story about how staying curious in the face of something unexpected led to an invention that reshaped the way the world eats.
The lesson?
Don’t ignore the anomaly. It might be your next breakthrough.
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Today’s story from a famous sporting rivalry carries many messages. Here are two:-
1. In business, we lean heavily on numbers — performance metrics, dashboards, ROI. But what if the numbers are only half the story?
2. The real competitive edge may not come from superior data or analysis but from the questions you ask, the details you notice, and the patterns only the human eye can see.
Listen on and let me know what are the other messages you take away.
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Innovation doesn’t always come from chasing new ideas. Sometimes, it comes from revisiting what you’ve already solved—and asking, what’s the inverse? What are we not seeing?
We shouldn’t just celebrate success. Interrogating it may lead to more innovations.Look at the obvious and ask counterintuitive questions. Create space for curiosity—even when the problem seems "done."Here is a story of how the Global Positioning System (GPS) was born out of a similar exercise when a leader didn’t just congratulate the team on an innovative solution but paused and asked “Can we flip this?”
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What makes great leaders different isn't that they avoid problems—it's how they respond when faced with them.1984. An airport in Puerto Rico. Flight cancelled. No alternate options. Everyone is frustrated, stuck, and waiting for someone else to fix the problem.
In such situations most people wait. Some complain. A few give up. But then… there are the rare ones who create.
And that’s what a young Richard Branson did. Listen on.
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What if a single sentence could define an entire culture?
When I was in school I heard a story about workers who were working at a construction site. A passerby curious about the work happening, asked the first worker “what are you doing here?”, the worker replied, “I am a labourer working in this site”. When the second worker was asked the same question, he answered, “I am a labourer working on building a building at this site”. The third worker's reply was different. He said, “I am building the best cathedral the world has ever seen”.
Today’s story is similar.
In the midst of one of history’s most ambitious missions, a leader stops to ask a seemingly simple question. The response? A statement so powerful that it reveals the true essence of purpose-driven work.
This isn’t just a story about space exploration—it’s a lesson in leadership, vision, and the power of storytelling to unite people toward a common goal.
As a business leader, ask yourself: does everyone in your organization see themselves as part of something bigger? Because when purpose fuels action, even the smallest role can leave an impact as vast as the stars.
Stay tuned for a story that will change the way you think about leadership and culture.
PS - If you ever want to explore how you can explore storytelling as a powerful tool to align each and every employee about the bigger purpose, get in touch.
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When faced with a problem that seems insurmountable, we have often heard or said "What difference can I alone make?"
This story would be familiar to all teams I have ever led because I have told this story over a hundred times.
The lesson from this story is clear: we don't have to wait for perfect conditions or complete solutions. Start where you are with what you have. Your individual contribution matters, even when the metrics of what you impact seem insignificant against the bigger picture.
So go ahead and make a difference. Starfish by starfish.
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Standing still to move faster.
In a world obsessed with speed and action, the greatest breakthroughs often come from standing still. A struggling company in Japan, faced with operational inefficiencies, didn’t turn to cutting-edge technology or external consultants. Instead, a single exercise—seemingly too simple to matter—sparked a global business revolution. What was this unconventional method? And what can it teach you about solving problems in your own business?
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We have all heard a lot of “Man on the Moon” stories and myths. But did you hear about this one?
In business, we often search for groundbreaking innovations, cutting-edge technology, or outside expertise to solve our biggest challenges. But what if the answer isn’t out there—but right in front of us? History has shown that the most ingenious solutions often come from unexpected places, using tools we already possess. When faced with high-stakes challenges, those who succeed aren’t the ones with the most resources, but the ones who think differently about the resources they have. Before you look elsewhere, take a second look at what’s in your hands—you might already have everything you need.
Listen on for a story that should help us reflect.
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What if failure was the secret ingredient to success?
When most leaders shy away from mistakes, Sara Blakely—founder of Spanx—embraced them. And it’s not just her story that’s powerful; it’s the mindset behind it. Imagine leading a team where failure isn’t feared but celebrated. Where every setback is a stepping stone.
Blakely’s journey isn’t just about building a billion-dollar brand—it’s a masterclass in resilience, innovation, and leadership. Her story challenges us to rethink how we approach failure—not as a roadblock but as a catalyst for breakthrough ideas.
For business leaders, the lesson is clear: The greatest innovations often lie just beyond the comfort zone, in the realm where risks are taken, and mistakes are made.
Ready to transform how your team sees failure? Stay tuned.
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In today's fast-paced business world, leaders are always on the lookout for the perfect formula for building high-performing teams. We focus on hiring the brightest talents, implementing cutting-edge processes, or investing in the latest technologies. Yet, as this story from Google's groundbreaking research reveals, the true secret to team excellence does not depend on who sits around the table. Then what does it depend on? Listen on.
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In B2B sales, trust and credibility can often make or break a deal. But what if a small change in how you're introduced could dramatically boost your success? A groundbreaking experiment in 2005 uncovered a powerful, yet surprisingly overlooked, strategy that led to a 15% sales surge—all without altering products, pricing, or the sales team itself.
The takeaway for B2B professionals? This subtle tweak could revolutionise how you build trust with clients, helping you stand out in even the most competitive markets. The secret lies in the way your colleague introduces you.
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Success isn't about one brilliant moment or a single exceptional metric. It's about creating a culture of relentless, holistic excellence where every single detail matters. Imagine a world where your team's performance can be predicted by a combination of things as simple as how well you organize your workspace, how you communicate, or how meticulously you approach every task.
What if the smallest, most overlooked aspects of your organization hold the secret to your ultimate success? Get ready to challenge everything you thought you knew about high performance.
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What if a mistake in your product wasn’t just a failure to fix but the very key to its success?
Some of the most groundbreaking innovations don’t come from flawless planning but from unexpected twists and surprising insights along the way. Imagine discovering that what you thought was a problem was actually the missing ingredient to delighting your customers and reshaping an industry.
This story is a powerful reminder that failure often holds the seeds of brilliance—and that sometimes, the best ideas come from seeing a bug in a whole new light. Ready to uncover the lesson? Let’s dive in.
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What if the relentless pursuit of your goals is blinding you to unexpected opportunities?
Conventional wisdom tells us to plan, to strategize, to chase our dreams with laser focused precision. But what if true magic happens when we loosen our grip? When we allow curiosity to whisper louder than our carefully constructed plans?
This is a story that will make you question: Are you living life, or is life living you?
Are you brave enough to embrace the unexpected?
Are you prepared to let serendipity play a bigger role in your journey?
Here are some strategic hashtags that capture the key business and personal development insights from the story:
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In the quest for organizational transformation, leaders often try to change everything at once—culture, processes, metrics, and systems. But what if the key to massive change lies in focusing on just one critical habit? Sounds like magic right? Listen on and discover how simplicity in focus can lead to extraordinary outcomes
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Have you ever noticed how small, recurring issues can be overlooked in business until they escalate into larger challenges? Sometimes, we become so accustomed to these minor problems that we fail to see the real underlying issue. Why do we sometimes act like a frog who stayed pot of water being slowly heated. Perhaps being aware of this “routinization of deviance” can be the key to preventing costly setbacks and unlocking new opportunities. Listen on
I was reminded of this by the Founding Fuel Newsletter which carried this excerpt, you can subscribe to the newsletter here: https://foundingfuel.com/subscribe/newsletter?email=
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Ever wonder why some people hit their goals while others miss by a mile? Here's a story with an unexpected ending.
Picture two leaders gunning for the same crazy-big goal. One's got all the bells and whistles - fancy gear, a huge team, and a to-do list longer than your arm. He's not just aiming for the main prize; he's trying to tick off a bunch of other boxes too. Talk about multitasking gone wild!
The other guy? He's all about keeping it simple. Small team, bare essentials, and laser-focused on one thing. That's it. No distractions, no side quests.
As their stories unfold, it gets crystal clear: sometimes, less is more. Being hyper-focused can help you punch way above your weight, while spreading yourself too thin? That's a recipe for disaster.
Ready to see how being single-minded can be your secret weapon? Dive in!
Here is the link to the podcast: https://timharford.com/?s=South+Pole+Race
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A recent experience at the building site of my new home reinforced the lesson of not missing the woods for the trees. It also reminded me of a beautiful story I heard from Mark Schenk almost a decade ago.
A story about perspective and about focusing on what matters.
Listen on.
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Harvard University Prof. Theodore Levitt famously said, "People don't want to buy a quarter-inch drill. They want a quarter-inch hole!”.
Does your team know what problem are they really solving for the customers with the products/services they offer? Are they trying to sell a better drill when the customer really wants a more efficient way of creating a quarter inch hole?
Discover how another renowned Harvard professor unraveled a perplexing business conundrum by asking one simple question: "What job does your product do?"
Listen on...
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Sometimes it is the second half that truly matters.
Ever seen your team allow a half-finished project gather dust? Or have you ever started a diet, only to give up after a week?
We all know the feeling of 'half measures' - starting something with good intentions, but not quite seeing it through.
Is there a way to incentivise the team, or yourself to ensure completion? Perhaps there is a lesson or two from a project on complete immunisation conducted by the Government of India, UNICEF & JWT Listen on.
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Ever wondered what it takes to make a dream come true? What would you do if faced with the dilemma of selling out for a quick profit or sticking to your vision, even if it meant years of struggle and uncertainty?
While this is a story about Frank Darabont and the making of The Shawshank Redemption, it is not just a tale of filmmaking, but a reflection of life's choices and the pursuit of dreams. It will leave you questioning your own decisions, inspiring you to take risks, and reminding you that sometimes, the greatest rewards come from staying true to your passions, no matter the cost. Listen on!
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Imagine being on the brink of achieving your lifelong dream, only to face the ultimate test of your resolve.
Our 100th episode in the Story Bank brings you a tale of unwavering determination and the extraordinary power of staying true to your vision. Discover how Silvester Stallone’s refusal to compromise led to a legacy that continues to inspire. Dive into this incredible journey of risk, reward, and the pursuit of unrealized dreams.
Remember, sometimes the biggest risk is not taking one at all.
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Commenting on the 90 mins football players spend on the pitch during a game, the famous Dutch footballer Johan Cruyff once said, “It is statistically proven that players actually have the ball 3 minutes on average. So, the most important thing is: what do you do during those 87 minutes when you do not have the ball? That is what determines whether you are a good player or not.”
What Lionel Messi does in the 87 minutes when he is not on the ball is the subject of today’s story.
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Have you ever been in a situation where you have tried very hard to share facts to correct misinformation and been frustrated with the outcome?
Why do people continue to believe false information even after it's been corrected?
We've all seen it happen: despite clear corrections and updated information, some people still cling to the original false story. What makes misinformation so resilient in our minds?
In today’s story we explore the psychology behind why false information sticks and how effective storytelling can help reshape beliefs. Discover strategies to combat misinformation and promote truth.
I first heard this story in the Anecdotally Speaking Podcast
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Have you ever wondered why Apple introduced white coloured earphones?
Was the advice don’t follow the herd always sound advice?
What is the relationship between the above two questions?
To find out, listen on…..
Listen to the story on The Diffusion Innovation here: https://bit.ly/DiffIn
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Like most other people who had a successful education and a successful start to a career, I was always brimming with confidence. While that is a very useful state of mind in many situations, it also often has an uncomfortable fallout - the belief that I know and understand most things.
On reflection, I can see that there have been several situations, especially in my younger days when I rushed into a decision thinking I knew the answers and later the regretted the haste.
I had, on hindsight, put an incorrect premium on quick decision making.
I wish I had heard this story at that age.
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It was May 2nd, 1972. A 22 year-old struggling musician called Bruce Springsteen is on his way to the office of a very famous producer.
He was very nervous as he entered the elevator, but during his ride up he did something that turned him into a confident person.
If you want to learn the trick then listen on.
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In the late 90’s a professor at Berkeley did an interesting experiment.
He got together a group of people with the same background, level of education and economic strata. Essentially a matched set of individuals.He then divided the subjects of the experiment into two halves. One half was given an old dented Mitsubishi and the other half was given a new luxurious Mercedes.
Then one by one each participant of the study was asked to drive the car given to their group. As each of them drove on the designated route they approached a zebra crossing where a pedestrian was stepping off the pavement onto the road.
Do you think that the the behaviour of the participants in the two halves would be different? If yes, how different. You will be surprised with the results. Listen to the story.
I read this in an article published a while ago in the Founding Fuel Newsletter.
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What is common between Thomas Edison and Micheal Jordan?
Here is what each of them has said about their success.
Thomas Edison, the inventor most renowned for his invention of the electric light bulb was often criticized for his relentless trials and errors, which many perceived as fruitless. He famously responded to his detractors by saying, “I have not failed. I've just found 10,000 ways that won't work.”
Micheal Jordon, the God of basketball, in a video that most of you may have seen, said “I’ve missed more than 9,000 shots in my career. I’ve lost almost 300 games. Twenty-six times I’ve been trusted to take the game-winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.”
Today's story is a lovely illustration of the same point. Listen on!
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It was the second half of 1992. I was a student of the finishing school of sales and marketing funded by soaps and detergents - otherwise called @Unilever
I was staying with a farmer in a village in Etah in the state of Uttar Pradesh along with another intern - Pankaj Seith who is today a good friend. This was the famous rural stint which was useful for a city dweller like me to get a closer look at people who represent a bulk of our consumers.
During this 6 week stint we were to do social projects for the villages. A few of us were working on creating access roads for the remote village we lived in and to help inoculate cattle against foot and mouth disease.
While we managed to get volunteers to help with the road making, the inoculation project was quite a disaster. It baffled me at that time as to why the villagers refused to allow their cattle to be inoculated despite having themselves lost cattle a year earlier to this disease. Even holding up a few examples of people in the village who were progressive enough to understand the benefits and do the inoculation didn’t seem to move the rest.
I wish at that time someone had explained to me the diffusion of innovation theory developed by E.M. Rogers, a communication theorist at the University of New Mexico, in 1962.
To know more about it listen to this story which I first heard in the Anecdotally Speaking Podcast.
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It’s the 2nd of June, 2010. The French Open is underway at the Ronald Garros in Paris. Novak Djokovic was seeded No 3 in this tournament and on this day he was playing the quarter final against Jurgen Melzer who was seeded 22.
Djokovic was up two sets. In his career so far Djokovic had been up two sets up in 49 times and had won all 49. But today was different. He lost.
A few days after losing, Novak Djokovic told his coach, Marián Vajda, that he decided to quit playing tennis.
To know what happened next, listen to this story.
Story courtesy - Billy Oppenheimer
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Have situations like these ever happened to you?
(A) You land up at a doctor's clinic with atypical symptoms that do not immediately threaten your health. The doctor hears you out but rather than adopting a wait and watch strategy, the doctor might ask you to go through a battery of diagnostic tests and none of them yield any results. A few months later, the symptoms vanish on their own.
(B) Have you ever made a hasty buy or sell decision driven by unforeseen market movements only to later regret not having a more strategic plan based on long term objective?
If any of such incidences have happened for you then you have suffered from the phenomenon of action bias.
Action bias is our instinctive drive to act, sometimes when pausing or doing nothing would be the wiser option.
Historically, the action bias was beneficial for survival, embedding a preference for activity in our psychology. In addition, an overestimation of our ability to influence outcomes positively and a desire to control our environment also propel us towards unnecessary actions.
Instead of a reflexive response, a deliberate evaluation of the outcomes of both action and inaction should be conducted.
Today’s story is about action bias.
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Let’s say you are a marketing manager with a portfolio of 15 brands across three categories.
Revenues are under pressure. You are thinking of what you should do.
Say you have three choice
(a) add a few more brands
(b) kill a few brands
(c) do nothing (yes, this is always a choice)
What would you do?
My guess is, that if we surveyed 100 brand managers, option (a) would have the highest percentage. Agree?
But maybe killing a few brands and concentrating all the investment in the rest is the best course of action. But a scary one.
The same happens when we see processes not being followed or we want better quality to be produced by a team. The instinctive reaction is to increase the oversight, increase the number of forms to be filled, and increase the number of things that need to be measured and reported. But is that always the best thing?
This story will throw some light on this phenomenon and talk about how we need to build our subtracting muscles and subdue our urge to add.
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Has something like this ever happened to you?
You bought something. Say a new car.
And then you ended up purchasing all sorts of additional things to go inside it. A new car charger for your cell phone, an extra umbrella, a first aid kit, and even a flashlight.
You owned your previous car for nearly 7 years and at no point did you feel that any of the previously mentioned items were worth purchasing. And yet, after getting your shiny new car, you found yourself falling into a consumption spiral.
Has this ever happened to you?
Well, it probably has and there is a name for it - The Diderot Effect.
Today’s story talks about the origin of that term and what we can do to avoid it.
Listen on.
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Imagine you are the first officer in the cockpit of a flight. The ATC has been highlighting some storm clouds in the flight path your plane is taking. It seems that the pilot hasn’t paid any attention to the warning and is flying straight towards the storm. You decide to say something.
What do you choose to say:-
A. “That dark cloud at twenty-five miles looks mean.”
Or
B. “Which direction would you like to deviate?”
Or
C. “Turn thirty degrees right.”
Option C is direct and unambiguous, Option A is called “Highly mitigated speech”
What you choose to say or not say could decide between life and death. Listen on!
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Let’s imagine you are in an unfortunate situation where there is a medical emergency. Someone in the family needs help. You have never faced this situation earlier. You ask around and you are advised that the best solution lies in a land far far away. You have the resources to take the family member to that far away land. What would you do?
In a recent lecture, Anand Mahindra narrates what he did and the lessons he learnt.
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Many years ago, a tourist in London, let’s call him Peter, needed to travel from Covent Garden to Leicester Square. He opened the London Underground Map he carried in his pocket and saw that Leicester Square was one stop away.
The map he was looking at was created in the early 1930s by an electrical engineer called Harry Beck. Harry Beck had taken an extremely complicated map and made it simple. One element of simplicity was that the stations were shown equidistance on the map.
Peter went down the escalator to the Covent Garden station, rode the subway for what seemed to be a very short time and then took the lift up at Leicester Square.
In reality, these two stations are among the closest in the entire London Underground system, separated by a mere 260 meters (about 850 feet). It would have taken Peter a shorter time to walk between the two stations than to take the Tube, considering the time spent going down to the platform and waiting for a train.
This incident humorously highlights the practical limitations of schematic maps but we still use them because the pluses far outweigh these drawbacks.
Here is the story about how the new London Underground Map was born and became the template for all subway maps in the world.
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It’s 1995. The stadium is full. It is a World Cup final. The oppressors are playing their fiercest competitor. In walks the man who is the most recognisable face among the oppressed. This man had come out of a 27-year prison sentence. As he walks in, the crowd is shocked….why?
To know more listen to this absolute gem of a story on leadership.
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Back in the early 1980s, I remember excitedly waiting for each episode of The Friendly Neighbourhood Spiderman. I could sing every line from “Spiderman, Spiderman, does whatever a spider can…….”. My favourite is “In the chill of night, at the scene of a crime, like a streak of light he arrives just in time”.
Those joys of mine would never have happened if the creator of Spiderman, Stan Lee, gave up on his idea.
Neither would I ever learn a line that continues to be one of my favourite mottos - “With great power comes great responsibility”
To know the benefits on never giving up, listen to this story.
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It’s early 1940s, the world war was at it’s height. The Allied forces were losing ships that came from the US carrying food and ammunition.
The Germans had a code machine called the Enigma. This code was considered unbreakable. The code allowed the German submarines to sneak in a sink ships. Enter Alan Turing….. phir kya hua? (That’s Hindi for - “What happened next”?) Listen to the story…..
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“Think small, not big”, seems to be advice contrary to what we are commonly told.
But is there something missing in our usual drive to look for big levers of change? We all want to change the world. Perhaps thinking small can have a bigger impact than we expect.
Today’s story is about that. Listen on…..
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When in doubt and data is insufficient who should you ask? If you had two lifelines, is it better to “Ask the Audience” or “Phone a friend”.
Today’s story may hold the answer.
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Imagine that you had hired a new person in your team. In a key project, she tried her best but failed and let the whole team down.
A few days later, another important project comes up. What would you do? Give her the role she was hired to do, or do it yourself? After all, it is a very important project.
This story from November last year from the US basketball league (NBA) is inspiring.
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It is 2003, AM Naik the Chairman of L&T Infotech has traveled to the US to promote the business.
One of the people he is supposed to meet is the CEO of AXA.
The CEO walks in late for the meeting and declares that he has only 10 mins to spare.
AM Naik surprises everyone with a story and the meeting lasts 90 mins.
What was the story?
Listen on.
businessstorytelling #storytelling
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The Most Dangerous Phrase In Business is “We've Always Done It This Way”.
Nothing kills innovation faster. Nothing strangles creativity more tightly.
The stories about Kodak, Nokia, Blackberry and Blockbuster have been done to death.
Here is a more human story that drives the same message home.
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It’s October, 2022, the Spanish Football team is practicing very diligently for the World Cup that will be played in December in Qatar.
Their coach Luis Enrique has given them an audacious target. Practice a minimum of a 1000 penalties. The Spanish team actually did the unthinkable. Practice more than a 1000 penalties.
7th Dec, 2022. World Cup Round of 16. Spain ranked 7th loses to Morocco ranked 22nd. The winner was decided with a penalty shoot out. The score? Morocco 3, Spain 0!
How did that happen? Wasn’t practice supposed to make perfect? Listen to the story…
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If I told you that introducing wolves in an area can change the behaviour of rivers, would you believe me?
It is true.
This is the story of the several cascading effects that took place when wolves were reintroduced at the Yellowstone National Park, located in the western region of the United States.
In business, we often think that with all our data and all our analysis, we can always predict all the cause and effect of any decision.
If we do this, that will happen.
This is not the case, especially when the subject is human behaviour.
Our understanding of complex systems, the human behaviour is often limited. We can’t be sure of the cause and effect.
However, we overestimate our ability to put in systems and process to impact human behaviour.
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Last week we talked about the fiasco at the 89th Academy Awards.
On 26th February 2017, when the award for Best Picture was to be given out by Warren Beatty and Fay Dunaway, a bizarre incident unfolded. The award was given to the wrong movie. Several human beings were blamed.
I believe the fiasco could have been averted if two non-human errors had not happened.
Last week we discussed the first error - Bad typography. If you haven’t heard that story, then head over here: https://bit.ly/OscarFiasco1
Today we will talk about the second error - how a precautionary measure can complicate the process and turn out to be a cause of the disaster.
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This was Oscar week. This year everything went off well. Especially for India. And unlike last year no one got slapped 😂
However, on 26th February 2017 at the 89th Academy Awards there was a fiasco. When the final, most prestigious awards - Best Picture was to be given out by Warren Beatty and Fay Dunaway, a bizarre incident unfolded. The award was given to the wrong movie. Several human beings were blamed.
I believe the fiasco could have been averted if two non-human errors had not also happened.
There are two lessons we can learn from this. Today’s story teaches us one of them.
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Are You Smart Enough to Pass Thomas Edison's Employment Test?
He interviews you and then takes you to a diner with the team. The first course ordered is a soup. What you do next will determine whether you are hired or not?
Will you pass.
Listen on.
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LINK TO E67 - https://bit.ly/WDottie
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In 1960, the major Holocaust perpetrator Adolf Eichmann was captured in Argentina by Israeli agents and brought to Israel to stand trial.
His defence was that he was merely following instructions when he ordered the deaths of millions of Jews.
Imagine you are driving in the city, and two people wearing traffic police uniforms stop you. They ask for your license and car papers. After viewing them and consulting their hand-held device, they tell you that there is a statewide alert with your vehicle number and ask you to accompany them to the police station.
How ingrained is our obedience to authority?
Would you insist that they show their identity card to prove that they are indeed traffic police? Would you ask to see a copy of the statewide alert? Or would you curse your luck and accompany them hoping you will be able to sort it out with the senior officers?
During the 1960s, Yale University psychologist Stanley Milgram conducted a series of obedience experiments that led to some surprising results.
Listen on.
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Sometimes our understanding of a word or a phrase is completely turned on its head when someone shares a different meaning. This is one such instance.
Hope for the best and prepare for the worst. Heard it a million times, right?
Listen to the story and see if your understanding of that phrase is the same as that of Micheal Phelps!
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There is a quote that often appears on social media to promote positive mindset.
“According to all known laws of aerodynamics, there is no way that a bee should be able to fly. Its wings are too small to get its fat little body off the ground. The bee, of course, flies anyways. Because no one told the bee it can’t.”
THIS IS A MYTH.
However, here is a real story you could use to replace that myth.
What a story! I first heard this story from the my partners in Australia - Shawn Callahan and Mark Schenk from Anecdote.
Listen on.
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Big Brother is a fictional character and symbol in George Orwell's dystopian 1949 novel called ‘1984’.
Phrases like ‘Big brother is watching’ and words like ‘bureaucracy’ have come to symbolise the stifling of employees’ potential by their organisations.
But when used well, with the right intent it can actually have an extremely positive effect. I first heard this story from the my partners in Australia - Shawn Callahan and Mark Schenk from Anecdote.
Listen on….
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How many of you know the name of your office lift man (if you have one)?
What about the housekeeping person who cleans up every morning?
Do we only know the names of people who are or someday might be useful for us?
I hope the answers to the above questions are YES, YES, NO. Do honestly share your answers in the comments.
If not, perhaps we should reflect. Hope you find this story thought provoking.
Do honestly share your answers in the comments. I first heard this story from the my partners in Australia - Shawn Callahan and Mark Schenk from Anecdote.
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If Lionel Messi worked in a corporate, there is a high likelihood he would be just another good footballer.
Fortunately, he was under a wise coach at La Maisa, the FC Barcelona Academy.
This story is about the Feedback Fallacy. Feedback in the way it is given in most organisations doesn’t work. I am sure what I am saying runs counter to everything you would have heard, read or seen in any organisation.
Does your company have the concept of PIP - Performance Improvement Plan? Does your training needs focus on what your manager says are your weaknesses?
That is the fallacy. It’s better to encourage people to build on their strength rather than work on a weakness.
Sure you need a baseline all-round ability but attempt at becoming a “well rounded” performer is sure path to mediocrity.
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Ever heard of the watermelon effect?
I was introduced to the term a few years ago and it makes sense. The name has to be understood quite literally. Describe a watermelon. Besides being a fruit, round, and full of seeds, it is green outside – but red inside.
And that is exactly WHERE the name comes from. The watermelon effect is what happens when employees dare not tell management what they really think and how it really goes. Instead, they colour all the measurements green, as if everything is going great, even if it is not.
It often happens when sharing errors or hurdles are looked down upon in an organisation.
Where the belief is people are a problem and not people have a problem.
Here is a story about Alan Mulally and the Ford Motor Company.
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Have you ever noticed that when there is a crowd, very often, no one steps in to help?
This is called the "bystander effect". This story demonstrates how dangerous it can be. I also discuss what you can do when you are the one who needs help (maybe with a project or presentation) and crowd (colleagues) doesn't step in. It's not that everyone is selfish or they don't want to help. The are all suffering from a phenomenon called Bystander Apathy. I first heard this story from the my partners in Australia - Shawn Callahan and Mark Schenk from Anecdote.
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businessstorytelling #storytelling
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“Why does the Argentine team pass more balls to Messi than the Portugal team does to Ronaldo?” - Rubens, a taxi driver in Goa.
Messi Vs Ronaldo
Teamwork Vs Individual brilliance.
Could Ronaldo have won the GOAT debate if he did one thing that Messi does better?
Listen on
Thank you RamG for the story. www.ramgvallath.com
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When you design a product or service for the “average customer”, you actually design for no one. Not even one in 4603 people.
Curious?
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When I moved from my corporate role to that of self-employed, a lot of things I took for granted disappeared. A call from my office was enough to get even the most senior personnel of our vendors to drop everything and come for a meeting. I suddenly had to keep calling people’s secretaries multiple times to get an appointment.
In the past, I often got upgraded at hotels and airports. Ushered out of immigration lines and accorded VIP treatment in airports from Bangladesh to Brazil. I felt very proud at that time. I didn’t stop to think whether that respect or recognition was for me or the designation I held.
This story is a reminder for us to be cognisant of what comes to us because of who we are and what comes because of the position we hold.
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How do clients react when a colleague calls out your experience and expertise. This story shows that it can be very powerful.
In my work, we take it even further and tell a story that brings out the person’s experience rather then just claiming it. I call it a Key Staff story. A great way to boost credentials. I first heard this story from the my partners in Australia - Shawn Callahan and Mark Schenk from Anecdote.
Let me know your thoughts.
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On 28th Oct, 2022, the Board of Control of Cricket in India (BCCI) announced pay equity for Indian women cricketers. It rightfully got a lot of media coverage. Biases that exist which are easy to spot can be corrected if the organisation intends to do the same.
But what happens when the bias is hidden. Hidden biases often hide in plain sight and are usually created not out of bad intent but because no one actually thought about it. Sometimes it is difficult to believe if it even exists.
Today's story is a powerful reminder of the existence of hidden bias. Hopefully, it will prod all of us to relook, and seriously question assumptions that processes don't discriminate because there was no such intent when the process was put in place. In fact, I would be delighted to hear how you are working to find such biases in your organisation. I first heard this story from the my partners in Australia - Shawn Callahan and Mark Schenk from Anecdote.
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“On one hand you have Yuvraj Singh and on the other Rahul Dravid. Both assets for the team”. Sourav talks about how you need to use different strokes for different folk.
www.StoryWorks.in allows you to search for business points in over a hundred storiess. Do try it out.
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*Apocryphal Story: * A story of doubtful authenticity, although widely circulated as being true.
I don’t usually use apocryphal stories. As you know, my definition of a business story is - a business story is a fact, wrapped in context and delivered with emotion.
But this story, about Aditya Birla, has been inspirational and I have been looking to verify its authenticity over the last two years.
I have finally decided share it and see if any of you can authenticate it.
It’s a great lesson, we can all learn from.
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Did Dhoni know something that Kumble didn’t? Perhaps…
Incentives & disincentives work when we combine moral and social along with monetary. Listen to how Dhoni knew this intuitively and how economists in Israel needed an experiment to come to the same conclusion.
I first heard this story from the my partners in Australia - Shawn Callahan and Mark Schenk from Anecdote.
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I am sure most of us have experienced that colleague who is awesome at his work but impossible to work with. Someone who may be a fantastic performer but also good at making the rest of us feel that we are just taking up too much space.
At Netflix they call them “brilliant jerks”. While in many other organisations these individuals would be both recognised and rewarded, at Netflix they are shown the door.
The same happens to the amicable nice guy who gets along with everyone but is an average performer.
This is one of the principles that makes Netflix not only the extremely successful organisation but also a great place to work.
Reed Hastings and Patty McCord stumbled onto the concept of “talent density” during a crisis and it changed the way they built the company.
Here is an anecdote. Listen on.
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Would you ever join a team which promised “hazardous journey, small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful, honour and recognition in case of success”
Probably not. Listen to this story to see how honesty is the best policy even when recruiting.
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Have you ever wondered why gyms are full in January but empty a month later?
Why ambitious goals - write a book, build a business, lose 20 kg - is often not achieved?
An attempt at massive change, for most people, will remain just that – an attempt!
The change is just too big.
We tell ourselves that we need to make huge changes, that all of our friends will be amazed by, because making small changes just isn’t going to make it to our facebook page status!
‘I had no chocolate on Tuesday this week!’
‘I walked 1 mile yesterday!’
‘I only smoked 15 cigarettes today!’
Yep, that’s not going to get you any likes at all!
You are who you are because of many small choices that you have made over time. These 1% changes, good or bad, add up to make the positive or negative habits that you have today.
This is why you find a big difference between those that have made many small but good choices and those that have made many small but bad ones.
Let’s be honest, you’re not going to build a successful business overnight, lose 20 kgs by the morning or become a rock star by next Thursday but by looking at ways of making very small changes in many parts of your life you’ll be well on the way to creating the action that will get you the results you desire.
Now, where do you want to start?
Hopefully, this story about the British Cycling team will give you an inspiration. I first heard this story from the my partners in Australia - Shawn Callahan and Mark Schenk from Anecdote.
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If I gave you Rs. 500 as seed money for a entrepreneurial venture and told you - “you have two hours to make as much money as you can make using this seed money”, what would you do?
Take a moment and think of a few options before you read further....
Buy a lottery ticket?
Gamble?
In 2005, Tina Seelig, the professor of entrepreneurship at Stanford, gave the same challenge to the students and this is what they came up with.
Listen on and then let me know what you thought. Would you have an even better idea?
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The bridge to nowhere is a story with a powerful lesson in what happens when we cannot adapt.
Certainty is something we have valued dearly (checking the weather forecast is just one manifestation of this).
With COVID changing lives as we have known it, nothing is certain any longer.
Which is our bridge that may be leading to nowhere if we don’t adapt, is a question worth asking.
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Whether you’re an athlete, aspiring coach, or business professional, the ultimate goal remains the same: reaching your potential.
But it’s not always easy to do that on your own. There are times we need a push, someone to make us raise our own bar. Did you have someone who did that for you?
Share and tag that person and use this post to thank them. At the time it happened you may have felt disappointed or even hurt but they had your best in mind.
For me, during my days at Unilever it was Nitin Paranjpe, Sanjiv Kakkar, Anindo Mukherji and Sudhir Nayar. During my days at Mahindra holidays (part of the M&M group) it was Rajiv Sawhney, I remain ever so grateful to all of them 🙏
I first heard this story from the my partners in Australia - Shawn Callahan and Mark Schenk from Anecdote.
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The scarcity mindset - not enough for everyone - that has been ingrained in us from when we are a child resulted in me being a person who was determined, driven, hard working, diligent but this A-type personality also comes with stress and burnout. Metaphorically burning the candle at both ends. Many-a-time we push ourselves even when putting the foot off the pedal may actually have been beneficial.
This story from #DerekSivers on Tim Ferriss’s awesome podcast makes us pause and ask ourselves whether taking it easy sometimes may give a very similar result. I first heard this story from the my partners in Australia - Shawn Callahan and Mark Schenk from Anecdote.
Derek Sivers on his TED Talk -
https://www.ted.com/talks/derek_sivers_how_to_start_a_movement
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“Storytelling doesn’t work in serious/important business situations.” has been a common refrain I have often heard. 7 years ago, when I started StoryWorks, I heard it very often. It’s reduced now but the objections hasn’t disappeared.
Do you have similar doubts? Or have you heard your colleagues voice similar concerns?
Would you believe a merger between two iconic companies - Disney and Pixar has business storytelling at its root?
Hopefully this story will help change the false perceptions some people have about business storytelling. I first heard this story from the my partners in Australia - Shawn Callahan and Mark Schenk from Anecdote.
Listen on......
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When I was a kid, I remember everytime something bad happened to me - from tripping and falling or accidentally breaking something - my grandmother would almost immediately say “phanra katlo” (Bengali for disaster avoided).
Her belief was that these little troubles were my guardian angel’s way of ensuring that the big disasters didn’t happen by ticking the disaster checklists of sinister agents with small misfortunes.
I have often wondered if that is true. I have also wondered whether the saying that “trouble is a blessing in disguise” is true.
This story of Micheal Phelps, that I first read in Prakash Iyer’s book - The Habit of Winning, seems to suggest that there is indeed truth in that saying. But I think what is important is to do the best we can under every circumstance.
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Can you imagine a two hour movie where the main character appears 1 hour 21 mins after the start of the film?
Today’s story is a great example of a very important step in solving complex / chaotic problems. Changing perspectives.
This story drives home several points. I have mentioned a few at the end of the story. Please add other points that come to your mind in the comments.
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2nd January 2004 - Sachin Tendulkar walks to the crease at the Sydney Cricket Ground. The Australians were waiting with a plan. After all their plan had worked in all the six innings of the first three tests. But what they were not aware was the challenge Sachin had set for himself.
Here is that story.
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A story not just for the Steve Jobs and Apple fans.
There are stories and then there are stories. Stories of event that changed the course of history in a particular field or for a particular company. This story is one such. Changed it for advertising, for the Super Bowl and for Apple.
What other such momentous events in business come to your mind? I am looking for anecdotes. Like when Andy Grove and Gordon Moore of IBM sacked each other and hired themselves back (that is a story for a future episode).
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How often has someone been upset because you lost your cool on a small mistake?
What teams need to understand is that a series of seemingly minor errors can become fatal in the long run.
This is the story of the Mars Climate Orbiter and how lack of communication caused a small error which landed up being very costly.
Since this story is about Mars, my voice in this story will feel like it is coming from Mars 😀
This story is courtesy K R Ramakrishnan, HR Consultant & Trainer
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Are you good at riddles?
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A story about perseverance, persistence, resilience and freewill.
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A story about taking initiative.
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A story about #gratitude. About acknowledge that we all stand on the shoulders of others for the success we have. A story from Captain Charles Plumb.
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A story about user interface, design thinking & complexity.
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A story is about an innovation that happened due to initiative, persistence, and collaboration.
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A story about how a little bit of friction in teams is actually very good.
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A story about courage and standing true to your word.
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A story about kindness and cleverness.
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A story about an important leadership trait. The behaviour of a boss.
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A story about initiative and continuous learning in the face of discrimination, adversity, disruption and change.
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A story is about attention to details.
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A story about insights and execution.
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A story about psychological reinforcement - positive and negative.
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A story about herd mentality.
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A story about long term vision and goals.
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A story about the power of storytelling, even in case of data.
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A story about how checklists and basic small things can help large scale success.
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A story about mindfulness and reasoning.
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A story about context and knowledge.
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A Story about persistence and perseverance.
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A story about first identifying agenda or objective rather than just jumping to conclusions and assumptions.
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A story about challenging the norms and the belief system.
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A Story about how passion and perseverance will give us the results we are looking for.
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Another story about gender biases even in the field of music, art and entertainment.
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A story about Leaders as support systems.
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A story about innovation and banking on past experience.
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A story about how context changes the value of a topic, person or thing. Also about taking life one step at a time, and not rushing through it.
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A story about looking for solutions inside, at bright spots and cultivating them.
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A story about culture in the workplace, and how pressure to perform can affect performance quality.
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A story about how a metaphor can shape the perception.
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A Story about the significance of Storytelling in Business with its return on investment.
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A story displaying the power of Show and Tell.
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A story about trust, collaboration and an open mind.
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A story about the first day at work of a US Federal Aviation Chief and his first day at work. It talks about how networking, collaboration and an open ability to take decisions based on our responsibility can be helpful.
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A Story about how a leaderboard keeps you motivated and pushes you to be better than what you were yesterday.
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A story about "Little things can make a big difference"
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A story about "Work on every opportunity with the same gusto as the first."
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A Story about how design thinking can transform user experience.
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Source : The Power of Moments by Chip & Dan Heath
Keep listening! Story on!
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A story about the magic that can happen when you find your passion
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A mathematics genius called Abraham Wald has a counter-intuitive observation which saves many US planes from crashing in World War II. The obvious is not always the correct answer.
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