Part 2: Turning employees into protagonists
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?"