- Kevin Sanders
- Sep 20
- 5 min read
September 20, 2025
Read Time - 4 minutes
“Stories are data with a soul.” — Brené Brown
I remember several years ago when our dean sent the entire college an email announcing a budget cut.
It was short and factual: the dollar amount, how it would be divided, a reminder that we all needed to ‘do more with less,’ and a closing inspirational line about how we were still ‘punching above our weight class.’
But what it didn’t say was what everyone cared about most: How will this affect us day to day? Will what I care about be impacted?
The numbers were there. But the story — the meaning — was missing. By the afternoon, the hallways were buzzing with speculation. The email hadn’t clarified anything. It only multiplied the confusion. Most of us have experienced this — an email or presentation that lands with more questions than answers.
That’s the danger of skipping the story: people will write their own.
The story still gets told, just not by you.
Why Leaders Are Storytellers
Communication isn’t just about information. It’s interpretation.
The facts are the data. The story is the context that helps people know what it means, why it matters, and how they fit into it.
The way you talk about wins signals what your institution values.
The way you talk about challenges signals whether people can trust you.
The way you respond to complaints signals whether this is a place where people feel heard.
Even silence and sterile facts tell a story.
And here’s the kicker: the amount of time we can spend clarifying, backtracking, and cleaning up misunderstandings is enormous. That alone makes it in every leader’s best interest to invest time and energy into crafting stories on purpose.
Three Stories Every Leader Must Tell
So how do you avoid being the dean in that story — leaving your people to write their own script?
I’ve found it helpful to think of leadership communication through three lenses if you want to shape culture.
1. The Celebration Story
A win isn’t just a fact. It’s a chance to tell a story about what matters here.
When you highlight a faculty innovation, you’re not just saying, “This person did something great.”
You’re telling a story: “This is the kind of creativity we value and want to multiply.”
Without that context, people wonder if their work matters.
With it, you reinforce the values and behaviors you want repeated.
👉 Whose work can you frame this week as part of the larger story of who you are becoming?
2. The Hard Truth Story
Bad news is a fact. But without context, it breeds fear and mistrust.
A budget cut announcement without framing says: “We’re shrinking, and you’re on your own.”
Framed as a story, it becomes: “Here’s where we are, here’s why it matters, and here’s how we’ll work through it together.”
The fact doesn’t change.
But the story you tell either erodes trust or builds it.
👉 When you deliver hard news, what bigger story are you giving people to hold onto?
3. The Culture Story
Every communication — big or small — tells people a story about how your organization works.
When you open a meeting by inviting input, the story is: “This is a place where people are heard.”
When you explain the “why” behind a decision, the story is: “We are transparent and thoughtful.”
When you respond to mistakes with curiosity instead of shame, the story is: “We learn and grow together.”
People don’t just remember what you said.
They remember what it told them about who you are as a community.
👉 What story about your culture is your communication telling — even when you don’t realize it?
Owning the Gap
The truth is none of this comes naturally to me.
I’m a taskmaster at heart. My instinct is to move to the next project, deadline, or idea. That can keep things moving, but it also means I can speed past this most important part of communication.
Because I know that about myself, I’ve built simple rhythms that force me to pause and turn facts into stories about our culture.
I have a note on my desk reminding me to write two handwritten notes each week. Someone did something helpful. The story I craft is: “Your great deed was noticed and this is the kind of contribution we value here.”
Sharing shoutouts in our internal newsletter. Someone put in extra effort. The story I craft is: “We are grateful you are here.”
Beginning meetings with personal news. We have business to cover, but the story I craft is: “Lets invest time in our relationships with each other. Our humanity matters.”
Listening coffees each semester. The fact is, I’m making the rounds. The story I craft is: “Leadership here means paying attention to people’s feedback and experiences.”
These aren’t complicated. But they shift my communication from updates to stories. And those stories, over time, shape the culture far more than any single big speech or memo ever could.
Try This Before Friday
This week, don’t just share an update — frame it as a story.
Pick one win. Instead of “thank you,” add: “Here’s why this matters for us and what it shows about our values.”
Pick one frustration. Instead of “this is broken,” frame it as: “Here’s where we are, why this is important, and how we’ll tackle it together.”
👉 Updates give people facts. Stories give people meaning. Practice giving your people both.
Bottom Line
Leaders who ignore their storytelling role leave culture to chance.
But leaders who embrace it spark pride, trust, and possibility. They give people a reason to show up with energy, because they know they’re part of something bigger than themselves.
Every message, every moment, is a chance to tell the story of who you are becoming together. Make it a story that makes people glad they belong.
P.S. I’ve heard from many of you that you’d like a more structured way to go deeper with the skills we cover in the newsletter — and work on them in practical, step-by-step ways. I’m designing something with that in mind and would love your input. What’s one leadership topic you’d want included? Send me a quick note and let me know.
Whenever you're ready, there are 3 ways I can help you:
1.) Get the free guide: Your First 14 Days. A clear, practical playbook for new leaders navigating their first two weeks in higher ed leadership. 2.) Coaching for Academic Leaders: A focused 1:1 coaching experience for higher ed professionals who want to lead with clarity, build smarter systems, and stay centered on what matters most. I work with a limited number of clients each quarter to provide highly personalized, strategic support. Send me a message. 3.) Professional Development Workshops: Interactive sessions for faculty, staff, and leadership teams that help reduce conflict, streamline decision-making, and shift culture with smart systems. Virtual and in-person options available. Sessions tailored to your campus needs. |