Magic in the Room #24: Storytelling for Leadership Impact w/ Special Guest Sarah Elkins

August 4, 2020

Storytelling coach, podcast host and author  Sarah Elkins  joins Luke and Hannah to discuss how the stories of our lives provide clues to finding purpose. A big takeaway is how the stories we tell ourselves and others impact the way we show up in the world, and how we lead ourselves and our teams.

What internal messages are holding you back? What stories are you sharing that confirm those messages, and impact the perceptions of the people around you? These are just a few areas that Sarah explores in her  podcast  and book; Your  Stories Don’t Define You. How You Tell Them Will.  Today, Sarah reflects on her observations that many still struggle with understanding their pivot points and which stories are impacting their internal messages.

 

How can a leader use storytelling to either fulfill their organizational purpose or increase performance? When writing a book, most authors begin by creating an outline. Typically, you will start with chapter headings, and they may change. But if you start with that basic structure, it helps you to think more granularly.

 

Sarah shares her belief that the worst question someone can ask you is, “Tell me about yourself?” If you don’t know what they’re asking about how can you answer? By contrast, if you know in advance that you want to communicate with an individual that you are a compassionate and trustworthy person with integrity, you can tell a story that demonstrates those values. So, if you start with an error, and then move into more granular stories of specific events, that’s a great, place to start.

 

Many of the personal stories in your life will be from pivotal moments such as when you were at your lowest or when you were most greatly satisfied. But when you dig deeper into the details, you can inspire others when you share them.

 

However, you can’t be a great storyteller if you’re not also a great listener. Not just listening with your ears, but through a depth of observation too. As a leader, when you share the right story with the people in front of you, and you can bring out their related stories because you’re sharing the right one. But you should be listening intently throughout the conversation for the cues that they’re giving you.

 

Every time we tell that story, we contribute to it, and so being able to redefine events and pivotal moments in our lives by telling the story differently. There is a reoccurring theme on this podcast that change is almost impossible without a period of reflection. We encourage you to do that work and gain more clarity.

 

When you are clear on your purpose and shared organizational goal, it will also enable you to make this world a better place for your team, customers, and other stakeholders.

 

By Sarah Whitfield May 5, 2026
In this episode of Magic in the Room, Luke and Hannah explore the concept of polarities. Tensions like purpose and performance, stability and change, or accountability and grace that are often mistaken for problems to solve rather than dynamics to manage. Drawing on insights from Barry Johnson’s work, they explain how these opposing forces are interdependent and must be balanced over time to achieve sustained success. Through practical examples and personal reflections, they show how over-relying on one side of a polarity leads to predictable “shadow sides” such as stagnation, chaos, inefficiency, or burnout, while effective leadership requires recognizing where you are on the cycle and intentionally recalibrating. The episode emphasizes that many recurring organizational frustrations are not failures, but signals of imbalance, and offers a more nuanced approach to leadership. One that replaces rigid either/or thinking with flexible both/and awareness to improve decision-making, team dynamics, and long-term performance.
By Sarah Whitfield April 7, 2026
In this episode of Magic in the Room, Luke Freeman, Hannah Bratterud, and Chris Province dive into the concept of “mattering,” inspired by Zach Mercurio’s work, and explore why it is a foundational driver of engagement, performance, and culture in organizations. They challenge leaders to move beyond assuming people matter to actively ensuring individuals feel that they matter by being valued and by contributing value to a shared purpose. The conversation highlights how mattering differs from belonging, why it cannot be replaced by perks or efficiency, and how leadership behaviors like attention, recognition, and presence directly shape whether people feel seen, heard, and understood. Through examples ranging from workplace dynamics to broader societal trends like social disconnection, they argue that disengagement, conflict, and even poor performance are symptoms of a mattering deficit. Ultimately, they position mattering not as a soft concept, but as a measurable, actionable leadership responsibility that underpins trust, resilience, and long-term success.
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