Archives For Storytelling


One thing I have learned is that for the most part, people express the same idea but they express it in many different ways and with many different words. It is the details in the expression, the words, and combination of words used, that give a story its colour, its texture, and brings it–and its lessons–to life.

We are unique combinations of our beliefs, values and life experiences. Differences notwithstanding, we, and our experiences, are important. Therefore, there is value in compiling and sharing these stories and the multitude of ways in which ideas are expressed. Combined, these stories weave a wonderful tapestry that exemplifies just how rich and beautiful life can be.

And who knows? An inadvertent remark or detail in the retelling of a story can stand to attention and have an impact in the world of a reader. And with that exciting possibility, perhaps the most valuable thing I can do is create the space where the stories of those whom I admire and respect can be shared.

Below are people that I have come across on my own life journey whom I deeply admire and respect. Whether it be their tenacity or courage, or relentless drive or passion, each individual generously reveals a different lens in response to the questions I regularly pepper them with.

As we continue on our sharing over this anthology, I will share tidbits and anecdotes as to why I hold them in such high esteem, and what I love most about them. In turn, I hope that you do too.

What was your first entrepreneurial project? What was your biggest learning?

I had to learn to accept and work with differences in thought and methodology, reset my brain to embrace diversity, and to see the differences as opportunity and not a challenge

Andrea Grisdale, Founder and CEO at IC Bellagio, Board Member at Entrepreneurs’ Organization. Bellagio, Lake Como.

The first entrepreneurial project was becoming a tour guide in Italy. Italy was a country that was not my own, I was taking exams in a language that was not my own, there was non-stop paperwork, complex protocols, and never-ending answers that were not set in stone or black or white.

Back then, I wanted everyone to work in a way that was aligned with my brain and work methodologies. Experience in the field taught me that accepting other people’s way of work can bring the same, if not better, results.

I had to learn to accept and work with differences in thought and methodology, reset my brain to embrace diversity, and to see the differences as opportunity and not a challenge.

You don’t know what you don’t know, and if I had known the enormity of the task ahead, I may have been too frightened to go for what was in both by my heart and my gut

Daniel Dickson, Managing Director at Amarco Enterprises. Sydney, Australia.

My first entrepreneurial project was one that I was unaware would take me on a 23-year journey.

I, and my business partner, saw an opportunity to secure a distribution agreement for a product and service that we are passionate about, and we pursued the international headquarters located in the United States for 5 months before receiving the horrible fax message (yes a fax) that the idea of us being a distributor was no longer being entertained. They thanked us for our time and recommended that we continue our purchases through the normal distributor.

We were devastated because we were near-obsessed, and had formulated a clear plan on how we could make this venture work. I woke up at 11.30 pm one evening, went to a 24-hour printing business known as Kinko’s Printing, and I sat there with my 1 GB laptop and wrote my first business plan. I subsequently printed it, bound it, and by 11 am that same morning my sister (who was travelling to the United States) had it in her hand to present to Headquarters.

One thing I learned is that you don’t know what you don’t know, and if I had known the enormity of the task ahead, I may have been too frightened to go for what was in both by my heart and my gut; the knowledge of what we could achieve together.

My sister—naturally we did not present her as my sister—presented the case on behalf of our company, said that they needed to consider this business plan, and that we are not taking “no” for an answer. Headquarters agreed to a face-to-face meeting and subsequent training but with no promises. For the next 6 weeks while we prepared to go to the Los Angeles-based Headquarters, we borrowed $120,000 (23 years ago) against my parents house so that we could make the launch of this in Australia as big as we possibly could.

In that 6 weeks, we expanded on the business plan, hired the staff that we did not have, and invested in the infrastructure and resources that we also did not have. The preparedness that we put into the plan, combined with the enthusiasm and passion, enabled us to pull the entire thing off.

After coming back from our training in the United States, we executed on the $120,000 launch. We spent the entirety of the money in 7 days with not one guaranteed account on our books. We had media, we had PR, we had celebrities attend our launch, and within the next 18 months we opened 118 accounts with a 3-staff business.

Fast forward 23 years and we now have nearly 300 high functioning accounts, a team of 40, and we have undertaken some amazing initiatives that allow our company to be one of the leaders within our industry. I look back at the lessons learned and know that if I knew all the things that were ahead, I may not have enthusiastically jumped into. However, the knowledge and passion we had for something that we felt was underdone was enough to fuel the creation of a team, a following, and an amazing client base, and a business.

I look back with a smile and a warm heart when I recognise the saying “fake it till you make it” has so much more relevance than what people give (with a caveat). Our moves were well-calculated, we knew our numbers, and we threw our inhibitions to the air and recruited like-minded, passionate people.

Greatness requires passion not just for the monetary ends, but for the means that gets you there

Jamie Skella. Chief Operating and Product Officer at Mogul, Former Chief Product Officer at Horizon State. Melbourne, Australia.

I left school at the age of 15 to pursue the running of my own small business. I created custom PCs for consumers, built networks for small businesses, and developed websites for anyone that needed one.

I learnt two key things in those early years of business. The first lesson, unsurprisingly, is that focus is essential. Spreading myself too thin meant a lack of specialisation and a lack of ability to effectively market myself as a credible expert, given the breadth of services being offered.

The second lesson was a reinforcement of the need to shed offerings that I didn’t love: while you may be good at something without loving it, you’ll never be truly great at it unless you do. Greatness requires passion not just for the monetary ends, but for the means that gets you there.

I decided then and there that I too wanted to be drunk with power

Kym Huynh. Founder at WeTeachMe, Former President at Entrepreneurs’ Organization. Melbourne, Australia.

I was 8, and there was a girl in school who always had extra pocket money to buy treats at the canteen for herself and all her friends; Sunnyboys that was a gift from heaven on a hot day, frozen oranges cut in half that felt like the first taste of water after a long day exposed to the desert sun and heat, salt and vinegar crisps that we would squash into crumbs so that they would last longer as our fingers grew tainted with salt and grease, Red Skins that would glue your teeth shut and colour your tongue a velvet red, and addictive sherbert lolly bags known as Wizz Fizz and would send you to the highest happiness peaks known to children aged 6-8. Oh how I envied the power she yielded every time she walked around the school yard with those golden $1 and $2 coins!

I decided then and there that I too wanted to be drunk with power.

I discovered at home towers of paper; white, beige, granulated and patterned, and spent my recesses and lunchtimes selling these sheets of paper to my classmates at 50c – $1 a pop depending on the perceived rarity of the paper in question. This venture lasted just under 1 week and I had secured enough funds that would make me king of the playground indefinitely, until I was called into the Principal’s office; to which promptly brought an end to “Kym & Associates Paper Co.”.

I learned a few things:

  1. Your world changes when you have resources at your disposal i.e. the $1 or $2 coin, and sometimes, the resource is a lot closer within reach than we think it is (it didn’t take long to acquire $1 and $2)
  2. People purchase based on relationships and whether or not they like you, even if the product is widely available
  3. The sale comes from the ability to market the product in a way that makes it interesting and unique
  4. Business longevity is a concern when the business is built on foundations that are contrary to rules and regulations #outlawlogic

The acceleration of success doesn’t come by choice, but rather, it comes when we have NO choice

Raymond Chou. Founder and CEO at Infront Consulting APAC. Kuala Lumpur, Malaysia.

I was 14 years old and my first entrepreneurial project involved selling cookies, that my mum baked, at school. Years earlier my parents separated, and the income that dad supported us with was really never enough. So I told my mum that I wanted to help.

Selling cookies in school wasn’t easy. My friends didn’t really have enough money to buy an entire box, so my teachers bought the cookies in support. Knowing that I couldn’t rely on just my teachers’ support, I floated the idea that my friends could buy an entire box if they pooled their funds.

Unfortunately, soliciting sales at school was frowned upon, and I was called up to the Headmaster’s office a total of 5 times. I consider myself blessed to be left off the proverbial hook with warnings in what I can only assume is the understanding of the Headmaster, who understood my intent behind this venture.

There were 3 key lessons here: the first being that the acceleration of success doesn’t come by choice, but rather, it comes when we have NO choice. It’s during times of crisis that we are pushed to move. And so we move.

The second being that if you have a way for people to get what they want and make it easier for people to get what they want, they will buy. My friends could not afford an entire box of cookies, and if I had fixated on my go-to-market strategy, I would never have sold any boxes of cookies. It was when I educated my potential customers that they could pool their funds, the deal was done.

Finally, if you ever get caught selling cookies at school, a good story will help.

Sometimes, one needs to look at opportunities from different perspectives to uncover value and opportunity

Ron Lovett. Founder and Chief Alignment Officer at Connolly Owens, Founder and Chief Community Officer at Vida Living, Author at Outrageous Empowerment. Halifax, Nova Scotia.

The first entrepreneurial venture I did pertains to when my mom used to take us skiing in the United States. On these trips I purchased baseball hats bring back to Canada. I learned that I could sell them for the same price that I bought them, for but with the United States/Canadian exchange rate, I would make 30% profit. This was my first lesson in arbitrage.

On reflection, the key lessons I learned from this venture are:

  1. Sometimes, one needs to look at opportunities from different perspectives to uncover value and opportunity
  2. There are advantages in being able to provide products to people that they cannot normally get their hands on themselves
  3. Store your inventory in a safe place; a hard lesson I learned when my dog stumbled upon my baseball hat collection and bit the tops off all of them

Even when you are under time pressure, don’t sign any agreement without reviewing it carefully and preferably with legal advice

Tony Falkenstein. Founder and CEO at Just Life Group Limited, Founder and CEO at Just Water, President at Entrepreneurs’ Organization. Auckland, New Zealand.

Maybe not my first entrepreneurial project, but certainly my first entrepreneurial real business.

I was working for Polaroid as a Finance Manager, and was amazed at the cost an agency charged for placing employees. So I thought I would start a personnel agency, but stay at Polaroid until the new business was making enough money to employ me.

I hired 2 mature sales ladies who had experience selling medical insurance and had the attitude I was looking for, and I called the business “Vogue Personelle”. I’m quite proud of the branding; I utilised the French tricolour in my logo, and placed Vogue magazines at reception.

We had been in operation for 2 months, and I was thinking in another month I would hand in my notice to Polaroid, but then I got offered the job as General Manager which effectively would make me the youngest General Manager in the Polaroid empire. I decided to sell the business fast, and I got screwed by another larger agency, who not only got the business for virtually nothing, but also took the incoming fees from the placements my team had made.

My learning: even when you are under time pressure, don’t sign any agreement without reviewing it carefully and preferably with legal advice.

What do you think?

Do you agree or violently disagree with anything shared in this article? Or do you have any of your own stories that you want to share? Pop them in the comments and I will personally reply.

Call to action 

My goal is to help 1,000,000 people. My wish is to have these articles shared 1,000,000 times through the various social networks. For this reason, I provide this collection online for free and all I ask of you is this: If any of these articles have helped you in any way, please take a moment to share on social media, email to someone you think will find benefit, or print and leave it on the desk of someone whom you believe has the motivation, but lacks the tools to take themselves to the next level.

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“Don’t let your calls-to-action fall apart. Calls-to-action are a great place to use conversational language because it makes people feel like they want to respond and interact.” – Georgina Laidlaw

“You need to dig deeper to communicate unique benefits, or to position the value you are presenting in a different way. You cannot get around this by “adding words” because it puts people off.” – Georgina Laidlaw

“Think of copywriting as storytelling. That might sound a bit lame because you might think that you’re “just selling a product”, but, it is really is a story that you are communicating with somebody.” – Hannah Kallady

“It’s very easy, especially in new businesses, to just want to create lots of content. But that’s not strategic and it’s not helpful. It’s important to have a strategy behind all the content you create.” – Hannah Kallady

“What’s that overarching story that you want to tell your users that’s also grounded in what matters to them, what they’re thinking about, and the stuff that keeps them up night, or the stuff that makes a their day hard and frustrating? Have you considered their dreams and the things that they want to achieve? Start there and figure out what that story is, then break it up, and figure out how it plays out across a range of channels.” – Hannah Kallady

“Even though we’re in a highly digital space, word-of-mouth is still one of the most important drivers for marketing. So you got to think about how can you can get your customers to tell other people about their experiences with you.” – Hannah Kallady

“It’s all about tailoring the story to what the user is really thinking and how they make decisions. What we’ll do is we’ll sit with our clients and map out that process. Customer journey mapping is one way of arriving at specific story that you should be telling.” – Hannah Kallady

“Scott Rosenberg from Intel  said that when you have a different tone of voice or a different brand across all your touchpoints, it makes for this semi-schizophrenic brand experience. The reason why it’s important you don’t do that is because consistency is the thing that builds trust.” – Hannah Kallady

“You can’t just assume people know what your tone of voice is. I’ve seen organizations, especially startups, think that “people get it; they know what our tone of voice is”. They don’t because your version is going to be very different to someone else’s. Making sure you actually document your tone-of-voice is important. Otherwise you can’t guarantee that you’re all on the same page.” – Hannah Kallady

“Think about how you describe things. Split test that as well. For example: “jobs” or “careers”? What happens if you change those words? What happens if you target different segments with slightly different language? Testing this as well is valuable.” – Georgina Laidlaw

With thanks to

Georgina Laidlaw is a copywriting specialist with the experience (and pedantry!) of an English teacher. Georgina works with brands like REA, Aconex and CyRise to help them express themselves clearly. She warns that the written word has no tone of voice which leaves it open to misunderstanding.

Hannah Kallady is a Digital Strategist with Ntegrity where she works with brands to get their words in the right place through communication strategies. Hannah believes strongly in the power of the story to connect and even stimulate our minds in ways we don’t quite understand.

About Masters Series by WeTeachMe

Masters Series is a show about inspiring entrepreneurs, creative thinkers, and visionary dreamers, and the stories behind how they built their companies.

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Question of the day

What was your favourite quote or lesson from this episode? Please let me know in the comments.