Let me tell you about the moment I realised most corporate storytelling was broken.
A few years ago, in a gleaming corporate auditorium in Sydney, I watched nearly 500 people collectively stop caring.
The CEO was unveiling their new Employee Value Proposition. Everything looked perfect on paper. The deck was polished within an inch of its life. The benefits package could rival any funky tech giant. The values were carved into the very walls of the building.
But something was missing.
Then, unexpected and unplanned, something happened. A twenty-year veteran in the back row stood up during Q&A. "Can I share something?" she asked. She told a simple story about her first week with the company, when her manager spent three hours helping her move house after learning she was a single parent. "That's why I'm still here," she said. "That's our real value proposition."
Suddenly, the room came alive. People were nodding, leaning in, sharing their own moments. The PowerPoint was forgotten. Real stories started flowing.
You see, in our rush to scale, systematise, and corporatise, we've forgotten what every culture throughout history has known: stories aren't bullet points on a slide. They're not values stamped on mouse pads. They're the electricity that powers human connection.
In our largest organisations, we've mastered the art of speaking corporate. But we've forgotten how to speak human.
Think about it: When was the last time a benefits package made someone cry? When did a value statement ever make someone change their life? But share a story about that one customer, that impossible deadline, that moment when everything changed – now you're speaking in the native tongue of human experience.
This isn't about making your EVP more entertaining. It's about making it more true. Because here's what I've learned from working with organisations in Australia and around the world: You don't have one story. You have thousands. Your job isn't to create them. It's to uncover them and collate them into meaningful and human reflections of who you are and what sets your brand apart.
In the pages that follow, let’s now explore how the world's most successful organisations are reimagining their EVP through the lens of human storytelling. We'll discover practical frameworks for scaling story-driven culture. And most importantly, we'll learn how to turn your organisation's greatest asset - its people - into its most compelling storytellers.
Because here's what I've learned from working with organisations in Australia and around the world:
You don't have one story. You have thousands.
Your job isn't to create them. It's to uncover them and collate them into meaningful and human reflections of who you are and what sets your brand apart.
I remember the exact moment I understood the real power of corporate storytelling and it wasn't in a boardroom or during a PowerPoint presentation. It was in a dimly-lit staff canteen at 5 AM, sitting with George, a maintenance worker who'd been with the company for 37 years.
"Want to know why I've stayed so long?" he asked, stirring his tea. Then he told me about the floods of '86, when he walked eight kilometres through the rain to fix a critical communication system. Not because anyone asked him to. But because he knew hundreds of families relied on their product, and as he put it, "That's just what we do here."
That story told me more about the company's culture than any value statement ever could.
Remember that first campfire? Someone shared a tale of the hunt, another spoke of tomorrow's weather, a third warned of dangers beyond the firelight. Fast forward to today's corporate landscape, and nothing's changed. Except everything has.
Over the past two decades or so, I've sat in dozens of corporate storytelling sessions. The ones that fail? They're always about the company. The ones that succeed? They're about the people who make the company what it is.
Take Maria at Nike. During a major retail transformation project, she noticed store engagement dropping. Instead of another corporate presentation, she started "Story Runs." Every Friday morning, before the stores opened, one team member would share their Nike journey while the team did a light jog together. No presentations. No scripts. Just authentic stories shared in motion – perfectly aligned with Nike's ethos.
"The first few runs were awkward," she told me. "But by week three, people were volunteering their stories. By month three, we had a waiting list. And something else happened – decisions started getting made differently. People would ask, 'How will this honour the athlete in everyone?' or 'What story will this create for our customers?' It became about more than just selling shoes - it became about continuing Nike's legacy of inspiration."
The initiative spread from one store to an entire region, with store teams now regularly sharing their stories of how they're helping people find their inner athlete. It transformed from a simple storytelling exercise into a living embodiment of Nike's mission to bring inspiration and innovation to every athlete in the world.
When Unilever decided to reshape their EVP, they didn't start with benefits or compensation. They started with stories. They asked 100,000 employees one simple question: "What's your Unilever story?" The result? A tapestry of tales that became their cultural backbone.
But here's what most people don't know about that Unilever initiative. It almost failed in the first month. The initial responses were corporate, safe, sanitised. Then someone shared a story about failing spectacularly on a project but being supported to learn from it. That story opened the floodgates. Suddenly, people weren't sharing what they thought the company wanted to hear – they were sharing what actually mattered.
The science behind better stories
Dr. Paul Zak's research at Claremont Graduate University shows that character-driven stories with emotional content result in better understanding of the key points and enable better recall of these messages weeks later. His studies found that stories trigger the release of oxytocin, the 'trust hormone', which enhances our sense of empathy and connection.
This isn't just feel-good science. It's business-critical understanding. Here are the numbers that matter:
But here's where it gets interesting for large organisations:
The Harvard Business Review backed this up with their own study showing that:
As I mentioned a second ago, this isn't just feel-good science. This is business-critical understanding backed by hard data.
When Deloitte researched high-performing teams, they found that those using storytelling in their daily operations were:
McKinsey's research adds another layer: organisations that use storytelling in their employee value proposition see:
This is why companies like Nike, with their strong storytelling culture, consistently rank in the top 10% for employee engagement globally.
Dr. Paul Zak's research at Claremont Graduate University shows that character-driven stories with emotional content result in better understanding of the key points and enable better recall of these messages weeks later. His studies found that stories trigger the release of oxytocin, the 'trust hormone', which enhances our sense of empathy and connection.
His studies found that stories trigger the release of oxytocin, the 'trust hormone', which enhances our sense of empathy and connection.
Let me tell you about James, a Chief People Officer who transformed his company's culture with one simple change. "We stopped starting meetings with metrics," he told me, "and started with stories instead."
Today's corporate campfires look different from the ones our ancestors gathered around, but their power remains the same. Here's where you'll find them:
1. Morning team huddles The first seven minutes of every meeting become sacred story space. One simple question: "What made you proud this week?"
2. Digital spaces Company intranets and collaboration tools become story banks. IBM's "Story Hub" proves it works – over 1,000 employee stories are shared monthly, each one building connections.
3. Casual conversations The water cooler isn't just for gossip anymore. Create designated story corners where teams naturally gather. L'Oréal saw engagement jump 42% after making space for these organic story moments.
4. Leadership forums When leaders share personal stories, permission is granted for others to do the same. One global CEO started every town hall with a story about failure and learning. Within months, psychological safety scores doubled.
5. Customer touch points Every customer interaction becomes a story opportunity. Capture them, share them, learn from them.
Making it work
Remember: These aren't just communication channels. They're where your culture lives and breathes. Your stories are already being told. The question is: are you listening?
In my work with large organisations, I've discovered that successful corporate storytelling requires structure. Not to control the stories, but to ensure they flow freely.
Last month, I worked with a large team to transform their culture using this simple storytelling framework. Here's how we achieved this, and you can do the same:
Task: Gather your top 10 leaders. Ask each to share a 3-minute story answering:
Task: Ask each department head to share:
Task: In each team meeting, spend 10 minutes sharing:
Task: Create space for everyone to share:
If you look beyond numbers it’s easy to track the ripple effects of your storytelling:
Remember: The best metric isn't how many stories you collect, but how many stories start collecting themselves.
And, don't worry about perfection. As one CEO told me, "The worst story well told beats the best story never shared."
Here's the truth I've learned from over a decade of doing this work: Every organisation has stories. The difference between great cultures and mediocre ones isn't the presence of stories – it's whether those stories are treated as assets or accidents.
Start with this: In your next team meeting, don't begin with the agenda. Begin with "Who has a story about why they're here?" Then watch what happens. You might just rediscover what those ancient storytellers knew – that the real power of stories isn't in their telling. It's in their sharing.
Simon Sinek famously said, "People don't buy what you do; they buy why you do it." But after working with market-leading and challenger brands for two decades, I've discovered something deeper: People don't live what you do unless they're part of why you do it.
Let me share what happened at HSBC. The bank faced a challenge that would make any leader pause: how do you unite 200,000 employees across 64 countries? Traditional EVP communications had created a polished message, but it wasn't creating connection.
Then something unexpected happened in their Hong Kong office. A junior teller shared a story about helping an elderly customer navigate digital banking during lockdown. This simple story travelled faster than any corporate memo ever could. It reached a branch in Mumbai, where another employee recognised their own experience. Then it hit London, Dubai, and beyond.
HSBC's leadership noticed something profound: employees weren't just sharing stories – they were seeing themselves in others' stories. The bank pivoted their entire approach. They created "Global Stories," not as a program, but as a movement. Every employee could share their moment of impact, their challenge overcome, their customer connection.
The results were staggering: Employee engagement scores jumped 23%. Customer satisfaction followed suit. But the real magic? People started making decisions differently. In Mexico City, a branch manager facing a difficult situation asked herself, "What would the Hong Kong teller do?"
Reflecting on HSBC's transformation, this simple truth becomes clear: when employees become storytellers, they become culture carriers. Here's how any large organisation can begin this shift:
Step 1: Find your first story — Ask one simple question in your next team meeting: "When did you realise your work mattered?" Don't structure it. Don't overcomplicate it. Just listen. Like HSBC's Hong Kong teller, one authentic story will spark others.
Step 2: Create story moments — Replace one status update in your weekly meeting with a team story. Start with: "Tell us about a customer/colleague who surprised you this week." Watch how energy in the room changes. Notice which stories get retold.
Step 3: Let stories travel — When you hear a powerful story, ask permission to share it. Send it to three other team leaders. Ask them to share it if it resonates. Like that first story from Hong Kong, authentic stories naturally find their audience.
Remember: You're not creating a storytelling program. You're simply making space for the stories that are already there.
As documented in HSBC's 2022 cultural transformation report, their focus shifted from formal storytelling training to creating platforms where employee stories could naturally emerge and be shared. HSBC's leadership noticed something profound: employees weren't just sharing stories – they were seeing themselves in others' stories.
The bank pivoted their entire approach. They created 'Global Stories', not as a program, but as a movement. Every employee could share their moment of impact, their challenge overcome, their customer connection.
The results were staggering: Employee engagement scores jumped 23%. Customer satisfaction followed suit. But the real magic? People started making decisions differently. In Mexico City, a branch manager facing a difficult situation asked herself, "What would the Hong Kong teller do?"
"Great stories happen to those who can tell them," said American writer Ira Glass. In corporate culture, I'd add: great companies happen to those who can share them.
When President Kennedy visited NASA in 1962, he met a janitor carrying a broom. "What do you do here?" Kennedy asked. The janitor replied, "I'm helping put a man on the moon." This isn't just a cute story – it's a powerful example of how myths shape belonging. Not fairy tales, but stories so fundamentally true they need to be told again and again.
GlaxoSmithKline understood this when they needed to unite 100,000 employees behind their purpose. Instead of another corporate video, they created "Story Labs" – spaces where teams could discover their role in improving billions of lives.
In one lab session, a maintenance technician shared how his nightly equipment checks meant vaccines could be produced safely. A researcher connected this to her work on vaccine stability. Suddenly, everyone saw their part in the bigger story.
The secret to building corporate mythology lies in understanding three core truths:
1. Every role has a purpose: At Australian airline Qantas, baggage handlers don't just load luggage – they "reunite families with their memories." This isn't corporate spin; it's a perspective shift. One handler shared how he treated a worn teddy bear with extra care, knowing it was probably a child's comfort object. That story now shapes how new handlers approach their work.
2. Small actions create big impact: When Mercedes-Benz celebrated their maintenance team's stories, they discovered that one technician's habit of leaving handwritten notes explaining repairs had created a chain of customer loyalty spanning three generations. "I'm not fixing cars," he said, "I'm maintaining family traditions."
3. Connection creates meaning At IKEA, store employees don't just sell furniture; they "create better everyday lives." One store assistant shared how she helped a domestic violence survivor furnish her first safe home. That story now influences how teams approach customer conversations.
Nike's Phil Knight once said, "The most powerful stories have a person, a place, and a purpose." Here's how companies make this real:
Daily practice:
Building belief:
Creating legacy:
These stories became GSK's new language. When facing decisions, teams would ask, "How does this add to our story of improving lives?" Performance reviews began with impact stories. New hires were introduced through the stories of lives they'd help change.
One senior executive noted: "We stopped talking about market share and started talking about lives changed. Remarkably, market share grew faster than ever."
Look for stories that:
Remember: Stories create cultures when they're told, retold, and lived. As anthropologist Joseph Campbell said, "A myth is something that has never happened, but is happening all the time."
When done right, corporate mythology turns:
At GSK, the purpose wasn't just a poster on the wall – it was alive in daily conversations, decisions, and actions. Employees didn't just comply with quality standards; they protected families. They didn't just meet deadlines; they saved lives.
Your organisation has these stories. They're happening right now. Your job isn't to create them – it's to find them, celebrate them, and let them shape your future.
These stories became GSK's new language. When facing decisions, teams would ask, "How does this add to our story of improving lives?" Performance reviews began with impact stories. New hires were introduced through the stories of lives they'd help change.
One senior executive noted: "We stopped talking about market share and started talking about lives changed. Remarkably, market share grew faster than ever."
Let me tell you about a moment that changed how I think about Employee Value Propositions forever.
I was sitting with a team of Brand and Talent Managers at a large, global business and they had a big problem. They'd just received Employer Brand Guidelines from their global headquarters. The issue was they hated the creative direction. They didn't want to deploy it locally. "It's dull, cold and boring," they said looking at me with some hope in their eyes to appease their global counterparts while at the same time 'fixing' the creative. I could see what was missing. Local stories that would resonate with Australian candidates and employees.
Culture eats strategy for breakfast, as Peter Drucker famously said. But culture without story is like a body without breath—technically complete but fundamentally lifeless.
Think about your favourite restaurant. You don't love it because of its mission statement. You love it because of that time they remembered your anniversary, or how the chef came out to check on your food, or the way they welcomed you back after lockdown.
The same is true for your workplace. People don't connect with value propositions. They connect with moments that make those values real.
Here's the thing about breathing — you can't force it. It has to happen naturally. The same goes for your EVP. You can't mandate connection, but you can create the conditions where it naturally occurs.
Start with this: Next time you're in a team meeting, don't begin with the agenda. Ask instead, "What moment made you proud this week?" Watch how the energy changes. That's your EVP starting to breathe.
Let me share what works in real organisations:
Give them space to tell these stories. Give them permission to be real. Give them moments worth talking about.
Because at the end of the day, you don't need a better EVP document. You need more stories worth telling.
This is where Belong Creative comes in. As one of Australia's leading brand strategists in EVP and CVP, we've learned that authentic storytelling isn't just about collecting narratives – it's about creating genuine belonging.
Think about when the last time a value statement made someone's eyes light up. Now think about the last time someone shared a story about why they love working here. That's the difference between stating values and living them.
Through discovering, articulating, and promoting what makes your business unique, Belong Creative helps you:
As Joseph Campbell once said, "If you want to change the world, you have to change the metaphor." In your organisation's case, if you want to change the culture, you have to change the stories you tell, gather and celebrate.
Your stories are waiting to be told. Your culture is ready to breathe. And with Belong Creative as your partner, you're not just creating an EVP — you're creating a place where people truly want to belong.
Ready to transform your Employee Value Proposition from a statement into a story worth sharing? Let's write your next chapter together.
Need a trusted strategic partner? We’d love to help you create belonging for your brand.
