PART TWO: Start With What It Needs to Change, Not Just What You Want To Say

Designing for Impact Before the Story Is Told

One of the most common starting points in storytelling is the question:

What story should we tell?

It sounds like the right place to begin. But often, teams focus on the content before they are clear on the reason behind it.

Real impact rarely begins at the point of publishing. It begins much earlier, with intention.

When there is no shared understanding of what success looks like before a story is developed, it becomes harder to know whether the story made a difference afterward. That is where a more thoughtful approach can help.

At NillaRock Communications Inc., we use the S.T.O.R.Y Lens to guide this process.

The S.T.O.R.Y Lens begins with Strategic Intent. Why does this story matter right now? What is happening within the organization, community, or broader environment that makes this story important at this moment? Without that understanding, stories can sometimes feel disconnected from what people are experiencing or talking about.

Next is Target Audience. Effective stories are rarely created for everyone. They are developed with specific audience in mind, especially those who can influence decisions, support change, take action, or help move conversations forward.

The third element is Outcome. This asks what should happen after someone experiences the story. Should people see an issue differently? Start a conversation? Support a cause? Make a decision? Take action? The more specific the outcome, the more focused the story becomes.

Resonance focuses on connection. What should people feel? What should they better understand after hearing the story?

Finally, Yield or Value considers what people take away from the story. What new perspective, insight, understanding, or sense of direction do they leave with?

When these elements are considered early, storytelling becomes more purposeful.

Instead of sharing a story simply because it feels important, teams begin creating stories that support a clear goal and desired response.

For example, instead of saying, “We should share this client story,” the conversation becomes:

“We want policymakers to better understand the impact of housing instability and consider funding priorities during the next budget cycle.”

That shift changes the role of the story. It moves from simply expressing something meaningful to helping move an issue, conversation, or decision forward.

One simple exercise can help bring this into focus.

Before developing any story, complete this sentence:

After this story, we want [specific audience] to [specific action or shift].

For example:

After this story, we want municipal leaders to prioritize inclusive housing in upcoming funding decisions.

If that sentence is difficult to complete, it may be a sign that the purpose of the story still needs more thought.

This does not make storytelling rigid or less human. It simply helps ensure that the story being shared has direction and a meaningful reason behind it.

Key Takeaways

·        Stories are stronger when the purpose is understood from the beginning.

·        Reaching the right audience matters more than trying to reach everyone.

·        Stories that offer value are more likely to lead to action, not just attention.

Once a story has been developed with intention, the next question naturally follows:

How do we know if it actually made a difference?

That is what we will explore in Part Three.

Petronilla Ndebele, Principal Consultant and Founder of NillaRock Communications Inc.