The organisational storyteller sounded empathetic, but failed to build resonance.
Last week, I had the opportunity to work with a sales team that sells hospital equipment. After learning practical storytelling tools in signature Strategic Storytelling Program , they began putting the learnings into practice straight away with pre designed scenarios. that we prepare for all our workshops.
One of the solutions they were selling improves efficiency for a busy nursing team working on hospital wards. During a role-play, the sales team simulated a conversation with a nurse. It began like this:
“I know you are so busy ... so busy that I have to come down to the ward to meet you. And it’s because I want to help you with the difficulties of being busy. I have a solution for you. It helps you reduce the busyness.”
Now, what is interesting here?
The sales professional did empathise by acknowledging the busyness.
He labelled the emotion being experienced by the audience — busyness.
He also demonstrated cognitive empathy: acknowledging the problem and then pivoting toward a solution.
So what’s the issue?
The statement lacks resonance.
Resonance means the message reminds the audience of an experience they have actually lived , one that carries emotional weight and consequence.
“Busyness” on its own is abstract.
But busyness that leads to a delayed medication round?
Busyness that contributes to a medical error?
Busyness that means a nurse goes home worried they may have missed something?
Now something is at stake.
Without that stake, the real value of the solution does not surface. The proposition remains vague. What specific pressure point in their day does this solve? What risk does it reduce? What outcome does it protect?
Empathy makes you sound kind and understanding.
Resonance makes you sound credible and expert.
When you move from naming a feeling to illuminating a lived consequence, you shift from being supportive to being strategic.
The sales professional was empathetic — but not resonant.
And in organisational storytelling, that difference matters.
Stay storied.
If you would like to go deeper into organisational storytelling, you can explore my book Strategic Storytelling : Why Some Stories Drive Your Success at Work and Other's Don't. In it, I share over a decade of organisational storytelling practice, lessons, and real-world applications that show why some stories drive success at work , and others don’t.
