Leadership is always organised around a story.
The question is: whose?
In every organisation there is a dominant narrative.
The strategy story.
The performance story.
The growth story.
And often, without anyone consciously choosing it, that story becomes anchored in the perspective of the most senior voice in the room.
But Story-Centred Leadership asks something different.
It asks leaders to step back from their own narrative and actively locate the stories already being lived inside the organisation:
The frontline story.
The client’s story.
The dissenting voice.
The quiet expert.
The team member carrying unspoken friction.
When those voices are absent from the organisational story, leadership narrows. Decisions become brittle and culture becomes performative rather than participative.
Hearing different voices shouldn't be about inclusion theatre. It is about decision quality, resilience and legitimacy.
I explore this in my latest article for CEOWORLD magazine.
Read the full article Here
If you lead others, here is the real test:
When was the last time the story in your boardroom changed because someone with less power spoke?