What is *Lead with a Story* by Paul Smith about?

*Lead with a Story* explores how storytelling enhances leadership by engaging teams, communicating vision, and driving change. The book provides frameworks like **CAR (Context, Action, Result)** and emphasizes emotional resonance to craft compelling narratives. It includes real-world examples from companies like Nike and Microsoft, showing how stories inspire action, build culture, and simplify complex ideas.

Who should read *Lead with a Story*?

This book is ideal for leaders, managers, and professionals seeking to motivate teams, delegate effectively, or communicate vision. It’s particularly valuable for those in corporate training, change management, or anyone aiming to replace dry presentations with memorable stories.

Is *Lead with a Story* worth reading?

Yes. Paul Smith combines practical advice with actionable frameworks, offering over 100 stories addressing leadership challenges. Readers gain tools to craft narratives that foster collaboration, empower innovation, and align teams with organizational goals. Its blend of theory and real-world application makes it a standout resource.

What is the CAR framework in *Lead with a Story*?

The **CAR framework** structures stories into three components: - **Context**: Establishes setting, characters, and stakes. - **Action**: Describes challenges and decisions. - **Result**: Reveals outcomes and lessons. This model ensures clarity and relatability, helping leaders translate ideas into impactful narratives.

How does storytelling influence leadership?

Storytelling taps into emotions, making messages 20x more memorable than facts alone. It builds trust, simplifies complex ideas, and motivates action by aligning with listeners’ values. For example, Paul Smith highlights how stories reduced littering by 72% by linking cleanup efforts to community pride.

What are key quotes from *Lead with a Story*?

- *“Experience is the best teacher. A compelling story is a close second.”* - *“A well-told business story isn’t the same as a romance novel… but it does have one.”* These emphasize storytelling’s role in leadership and its structured yet relatable nature.

How can *Lead with a Story* help with team motivation?

The book teaches leaders to craft stories that ignite passion, such as linking individual roles to larger missions. For instance, a runner’s injury story demonstrates perseverance, while metaphors like “new cheese” symbolize adaptability. These narratives foster courage and collaboration.

How does *Lead with a Story* compare to other leadership books?

Unlike generic leadership guides, this book focuses exclusively on storytelling as a tool for communication and change. It provides templates (CAR framework) and industry examples, offering a tactical edge over conceptual theories.

ストーリーで伝える。――説得力が飛躍的にアップする物語の力

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『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』の概要

『Lead with a Story』の中で、ポール・スミスは、説得やリーダーシップにおいてナラティブ（物語）がいかにデータよりも優れているかを明らかにしています。なぜフォーチュン500企業の幹部たちはストーリーテリングを信頼するのでしょうか？それは、私たちの脳がスプレッドシートではなくストーリーに反応するようにできているからです。この事実は、ビジネスにおけるコミュニケーションのあり方を永遠に変えようとしています。

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1冊の本。さまざまな聴き方。

ストーリーで伝える。――説得力が飛躍的にアップする物語の力の同じアイデアを、あなたに合う声・深さ・ペースで学べます。いつでも切り替えられます。

第1章

Stories That Ignite Leadership: Unlocking the Power of Narrative

Ever found yourself in a meeting where the leader's words seemed to evaporate into thin air the moment they were spoken? Now imagine that same leader beginning with "Let me tell you a story..." and watching as the entire room leans forward in anticipation. This simple shift represents the profound difference between forgettable communication and leadership that inspires action. In "Lead with a Story," Paul Smith reveals how the ancient art of storytelling has reclaimed its rightful place in modern business leadership. Drawing from his experience as a consumer researcher and marketing executive at Procter & Gamble, Smith demonstrates why today's most successful organizations-Microsoft, Nike, 3M, Disney, P&G-have intentionally embraced storytelling as their key leadership tool. Many have even designated corporate storytellers, teach storytelling skills, and have replaced bullet points with strategic narratives. What makes this approach so powerful? Before PowerPoint presentations and formal business structures existed, the six most compelling words in any language were "Let me tell you a story." This fundamental human connection hasn't changed-it's simply been rediscovered by leaders who understand that experience might be the best teacher, but a compelling story comes in a close second.

第2章

The Transformative Power of Vision Stories

A powerful vision story transforms how people perceive their work and inspires them to action. Consider the classic tale of three bricklayers: When asked what they were doing, the first grumbled, "Laying bricks." The second explained matter-of-factly about building a wall with specific dimensions. The third, though performing identical work, enthusiastically replied, "I am building the greatest cathedral the world has ever known!" When an argument broke out about an errant brick, this third man quickly resolved it by explaining how it wouldn't matter in the finished structure. This simple story illustrates how understanding the larger purpose improves not just personal satisfaction but leadership ability. Such narratives prepare audiences for new company goals or strategies far better than abstract mission statements. Creating an inspiring vision requires crafting stories that go beyond generic goals like "being number one." In 2002, when Smith led a struggling team of P&G market researchers, he shared a "day in the life" story depicting a forecaster named Sherri two years in the future, successfully navigating challenges with new tools and processes. The story showed how proposed changes would transform their work lives, ending with colleagues thanking Sherri for her valuable contributions. The first response was immediate: "Wow! I want that to be my story two years from now. I'm in!" For ambitious visions that seem unattainable, stories can demonstrate possibility. When leading a team planning P&G's Paper Division's 20-year future, Smith shared Nokia's evolution from a Finnish paper mill in 1865 to a global communications giant. This story showed that strategic expansion beyond current industry boundaries was both necessary and achievable, inspiring every team member to commit to the long-term planning mission.

聴きながら、すべての言葉を目で追えます

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第3章

Building Commitment Through Storytelling

Unlike politics where goals are crystal clear and commitment levels extremely high, business often lacks the same urgency. Ben LaRocco's experience in political campaigns demonstrates this contrast perfectly. After finishing his political science degree, Ben worked five different campaign jobs in four years, experiencing the brutal reality of campaign seasons-long days, no social life, and constant self-motivation. In one early campaign for an Ohio state congressional candidate, Ben learned a painful lesson when his candidate lost by just 22 votes out of 34,000 cast-a margin of 49.96% to 50.04%. This devastating experience transformed his approach. He began posting calendar pages on the wall with daily and weekly goals: specific numbers of phone calls to make, money to raise, and doors to knock on. Every morning he asked himself, "What will I do today better than my competition?" and every night, "Did I win or lose today?" This political campaign mentality can be adapted to business, as Pledger Monk demonstrated at Merrill Lynch. When financial adviser Toby Burkett sought coaching, Pledger established an audacious goal of 50% revenue increase and created a point system for client-winning activities-4 points for calling a prospect, 10 for meeting one. Success meant earning 45 points daily. When another adviser joined the coaching, Pledger turned it into a competition with the first to reach 2,500 points declared winner. This transformed their approach completely-now they focused on outscoring each other daily rather than just hitting minimum targets. Toby won by reaching 2,500 points in seven weeks, and his production rose 47% by year-end and 76% by the following August. Building commitment also requires personal accountability. Bob McDonald learned at West Point that only four responses were acceptable when addressed by a superior officer: "Yes, sir," "No, sir," "I don't understand, sir," and "No excuse, sir." The power of "No excuse, sir" was reinforced years later when his six-year-old daughter Jenny used the same phrase when confronted about her messy room-acknowledging the issue, taking responsibility, and promising improvement in seven simple words.

第4章

Leading Change Through Narrative

Leading change requires overcoming multiple barriers-helping people accept change is needed, preparing them for it, and managing unexpected obstacles. Jack Welch, Fortune's "Manager of the Century," demonstrated this brilliantly during a visit to GE's nuclear reactor business. When presented with plans assuming three new reactor orders annually (the historical norm), Welch delivered a sobering reality check: "You'll never get another order for a nuclear reactor in the U.S." Despite protests about morale, he insisted they pivot to a service model for existing reactors. The business transformed, growing earnings from $14 million to $116 million in just two years. Twenty years later when Welch retired, his prediction remained true-not a single new U.S. reactor order had materialized. Even when people recognize change is necessary, human resistance remains. Evelyn Clark, a Seattle-based workshop leader, discovered a profound insight while helping a company transition its order-processing department into proactive sales. During her retreat, a participant shared a story about his six-year-old twins facing a school bus pickup location change. One twin remained calm because the new spot was visible from his classroom window, while the other grew increasingly anxious. The night before, the father took his nervous son through a practice run-walking the route, identifying a classmate to follow, and rehearsing what to say. The child immediately calmed down and slept peacefully. The revelation: people aren't afraid of change itself but of being unprepared for it. Sometimes, environmental changes can bypass resistance entirely. Martin Hettich shared how his Panama office solved their clean desk policy compliance issues accidentally. When they implemented a system requiring employees to enter their ID at the printer before documents would print (to reduce paper waste), they inadvertently eliminated the problem of confidential documents left unattended overnight. Unlike memos from leadership or recognition programs, this solution worked universally by making compliance the path of least resistance.

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
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第5章

Making Recommendations That Stick

Making recommendations that truly stick requires moving beyond traditional presentations to more engaging approaches. In 2000, while working in P&G's diaper business, Smith had to present a five-year strategy to the leadership team. Instead of starting with his recommendation, he took them on a discovery journey. He showed data revealing that for the first 21 years (1961-1982), sales volume and profits were perfectly correlated in the diaper business. But surprisingly, from 1983-2000, there was absolutely no correlation between the two. He then asked what might have happened in 1983 to change this fundamental relationship. After several guesses, someone correctly identified that 1983 was when the disposable diaper market reached full penetration-when virtually all U.S. households with babies had converted from cloth to disposable diapers. The market had transitioned from "developing" to "developed," yet their strategy hadn't evolved accordingly. By letting the audience discover this insight themselves, Smith's conclusions became their conclusions, and his recommendations became their recommendations. This "discovery journey" technique creates powerful mental and emotional markers in memory and transforms your ideas into their ideas. Another powerful technique is using metaphor to capture an entire story in just a few words. When Alltel CEO Scott Ford met with the private equity firms who had purchased his company, he used just two slides instead of dozens. The first showed a tightrope walker crossing Niagara Falls, illustrating the balance between customer service and financial returns. The second showed a man hailing a yellow cab in New York City, representing the rare convergence of events needed for a profitable sale-the right buyer, favorable interest rates, and amenable regulatory conditions. A year later, when Verizon offered $28.1 billion for the company, one executive called Scott and immediately recognized: "This is the yellow cab, isn't it, Scott?" The metaphor had perfectly prepared them to recognize and seize the opportunity.

第6章

Defining Customer Service Excellence Through Stories

Exceptional customer service stories can be powerful tools for defining success and inspiring employees, but only if they're properly captured and shared. Sterling Price's story from the 1980s demonstrates this perfectly. As a Pizza Hut cook, he went beyond the menu to make a meatball sandwich for a desperate customer whose sick husband had lost his appetite. The next day, the woman called to thank Sterling and revealed that her husband had passed away during the night-the sandwich had been his last meal. Despite being the kind of heartwarming story PR managers dream about, it never spread beyond Sterling's immediate coworkers because nobody wrote it down. A priceless company asset went to waste. Contrast this with Ray Brook's experience at National Car Rental. When Ray discovered his driver's license had expired on his birthday, making him ineligible to rent a car despite his packed business schedule, the National manager didn't just apologize-he offered solutions. First suggesting they could drive Ray wherever he needed to go, then devising a plan to take him to his first appointment and then to the DMV to renew his license. When they discovered the DMV was closed on Mondays, National agents drove Ray to his hotel (without charging him), helped him arrange taxis for the day, and the next morning took him to his final appointment before waiting while he renewed his license at the DMV. The manager even updated Ray's profile with the new license date to prevent problems at his next destination. The key difference between these equally impressive service stories? Someone wrote down the National story, allowing it to become a powerful teaching tool. Today's leaders should create easy ways for customers to share their experiences, as Sue Soldo did after her stay at Adobe Grand Villas. When Sue accidentally left her expensive custom mouth guard behind, innkeeper Tanya went dumpster diving to recover it-earning Sue's permanent loyalty and a glowing TripAdvisor review read by nearly 1,000 potential guests. Such stories not only market your business but show staff what's expected of them, creating a virtuous cycle of exceptional service.

聴きながら、すべての言葉を目で追えます

第7章

The Anatomy of Powerful Business Stories

While there's no single "correct" story structure, business leaders need a simple, effective framework. The most natural structure follows the CAR pattern: Context, Action, Result. Context is the most frequently underdeveloped element in business storytelling, yet it's crucial for making stories comprehensible and engaging. Effective context addresses four key questions: Where and when does the story take place? Who is the main character? What does the character want? And who or what stands in their way? The setting immediately signals whether your audience is hearing fact or fiction-being transparent about this maintains credibility. The main character should be someone your audience can identify with, not a superhero they can't relate to. The character's objective (the "treasure") and the obstacle or villain opposing them are equally essential-stories without challenges to overcome lack authenticity and learning value. The Action section shows the hero battling the villain, with ups and downs that create excitement and deliver lessons. The Result explains the ending, teaches the right lesson, and links back to why you told the story. Remember this structure as CAR = STORY: Subject, Treasure, Obstacle, Right lesson, and link back to whY. A common structural error is reversing context and action-starting with action, confusing the audience, then backtracking to provide context. This happens because we remember the exciting action most vividly. The Titleist golf ball marketing story demonstrates how proper CAR structure creates a more coherent narrative than the confusing Action-Context-Result pattern. The proper structure establishes the situation (Titleist's market share challenges), shows what happened (launching the NXT ball with different features), and concludes with outcomes and lessons learned.

第8章

Defining Organizational Culture Through Stories

Culture is defined by behavior and reinforced through stories. Organizations can't simply declare values-they must demonstrate them through actions that become powerful narratives. Rasoul Madadi's experience during the 2011 Egyptian revolution illustrates this perfectly. When violence erupted in Cairo, P&G proved employees were truly their most valuable asset by mobilizing global resources to help Rasoul and his family escape. The company secured multiple flight tickets, arranged accommodations, and provided financial support without hesitation. This story circulates within P&G, reinforcing a culture where employees feel genuinely valued. Stories of both positive and negative leadership behavior powerfully shape organizational culture. The stark contrast between Charles Revson firing a receptionist for enforcing rules he violated versus Tom Watson of IBM respecting a security guard for upholding badge requirements demonstrates how leadership actions become defining cultural narratives. Even negative stories can be instructive when they include consequences or confrontation, as with John Mack at Morgan Stanley reprimanding a trader for keeping a delivery person waiting. These stories circulate for decades, establishing behavioral norms more effectively than any official policy. Unspoken employee norms trump official policies in defining workplace culture. While many companies have flexible work arrangement (FWA) policies, the true test is whether employees feel comfortable using them. P&G demonstrated genuine cultural support for FWA by publicly celebrating stories like Silvia Porras, who received extended maternity leave after having triplets and was allowed to work from home three days weekly upon return. By sharing such stories broadly through company media, organizations can bridge the gap between written policies and lived cultural reality.

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第9章

Establishing Values Through Powerful Stories

Values statements are merely words until tested through difficult choices between doing what's right versus what's convenient. Stories of values-in-action demonstrate these principles far more effectively than bullet points. The UK supermarket CEO who parked at the lot's far end during a downpour, ruining his expensive suit to honor the "customer first" policy, created a powerful narrative that spread throughout the company, reinforcing values more effectively than any memo or training session could. Stories uniquely demonstrate corporate values by showing the uncomfortable predicaments that truly define them. Northwestern Mutual's founding story exemplifies this-when a train accident in 1859 killed two policyholders with claims totaling $3,500 but the company only had $2,000 in assets, president Samuel Daggett and trustees personally borrowed money to pay claims in full. This story, still told today, gives claims adjusters clear guidance when facing difficult choices between profitability and doing right by policyholders in ways bullet-point value statements cannot. Sometimes living up to company values requires creativity. Martin Nuechtern, a disciplined P&G executive who believed "leaders should live the company values-visibly," once received expensive opera tickets that exceeded P&G's $25 gift limit. When the advertising agency deliberately avoided telling him the price, Martin later called the opera house, learned the cost, and made a donation in the name of the account manager's dog, Gilda. This clever solution allowed him to pay for the tickets while gently reminding others to uphold company values with creativity.

第10章

Building Collaboration Through Vulnerability and Shared Stories

Building collaborative relationships often begins with discovering shared values. When a new manager joined a Washington State organization, tension immediately developed with the former manager who became his assistant. At a team-building retreat, facilitator Evelyn Clark had everyone create collages representing their past, present and future, then share their life stories. Despite apparent differences, the two managers discovered they shared the same faith and prioritized family, transforming their relationship from adversarial to collaborative. This confirmed Clark's belief that discovering common values through storytelling builds productive relationships. Jamie Johnson, a talented consumer researcher, joined Seek determined to build deeper workplace relationships than at previous jobs where he'd been "robotic" and kept work separate from personal life. Despite his friendly attitude, a year later his connections remained superficial. Realizing he wasn't using the same techniques that helped research subjects open up to him-self-deprecating humor, finding common interests, and especially showing vulnerability-Jamie took a risk at a company celebration by sharing the deeply personal story of his brother's suicide. This tragedy had taught Jamie to stop taking life for granted and inspired his volunteer work with youth sports and suicide prevention. His vulnerability transformed shallow workplace relationships into meaningful connections, with colleagues showing genuine interest in his life and dreams. Jamie found his team performed better as "people stop watching the clock as much when they're working with someone they care about." Tom, a partner at a global consulting firm, faced a crisis when a Fortune 100 client needed to cancel his team's retainer due to an impending earnings miss. Rather than walking away, Tom leveraged his firm's "monthly challenge" system-a competition where partners present challenging client problems anonymously to teams worldwide. Within 48 hours, thousands of consultants were working on the problem, and within three weeks they identified similar cases and three creative solutions. This story-sharing system not only saved the client relationship but demonstrates how swapping work stories creates both practical solutions and stronger bonds between colleagues.

聴きながら、すべての言葉を目で追えます

第11章

Inspiring and Motivating Through Resilience Stories

When clinical leadership fails to inspire, stories can energize teams through emotional connection. Rodger Wasson's experience with the Almond Board of California demonstrates extraordinary resilience during organizational crisis. When a court ruled their mandatory membership model unconstitutional in 1993, the Board was forced to cease marketing activities and refund dues dating back to 1980. Simultaneously, Rodger had to relocate offices from Sacramento to Modesto, losing nearly his entire staff in the process. Rather than giving up, Rodger boldly rebuilt his team, even hiring marketing professionals despite their work being legally prohibited. He maintained unwavering confidence that the court decision would be overturned, focusing meanwhile on almond health research. His persistence paid off when the Supreme Court ruled 5-4 in the Board's favor in 1997. With plans already developed, his team immediately implemented their marketing strategy with fivefold increased funding. The results were remarkable-annual California almond sales tripled from 367 million pounds to 1.1 billion pounds between 1995-2002. When facing repeated failures, Abraham Lincoln's story provides the ultimate lesson in persistence. From childhood hardship through decades of professional setbacks, Lincoln's journey shows that greatness often follows multiple defeats. Losing his mother at nine, facing business bankruptcy at 24, suffering a broken engagement and nervous breakdown, and losing multiple political races-Lincoln experienced failure at nearly every turn. Yet at 51, after a lifetime of disappointments, he became the sixteenth President of the United States. During his brief four years in office before assassination, he successfully led America through the Civil War, preserved the Union, ended slavery, and rededicated the nation to equality and democracy. The Pringles story offers a business parallel to Lincoln's perseverance. After initial success in 1971, Pringles experienced devastating sales declines-dropping 20% in 1976, another 10% the following year, and plummeting 30% by 1979. With sales down 60% over four years, P&G executives delivered an ultimatum: fix the brand within five years or sell it. Through consumer research, product improvements, new advertising, price reductions, and cost savings, they slowly turned the tide. By 1982, sales began growing again, reaching 10 million cases by 1989 and over 50 million by the late 1990s. The key lesson, as P&G executive Mike Milligan summarized: "Don't stop."

第12章

Getting Started with Leadership Storytelling

The single biggest barrier to storytelling is not having stories to tell. The solution is to collect stories proactively from three main sources: your own past experiences, events you witness around you, and stories from others. For personal stories, examine your greatest successes and failures, moments of inspiration, and significant learning experiences. When observing potential stories, look for unexpected lessons or unusual ways lessons are taught. For collecting others' stories, directly ask people for their stories, hold storytelling contests, organize storytelling sessions, conduct formal interviews with specific questions, and search online resources and media for relevant narratives. While companies database everything measurable, they rarely preserve their richest source of wisdom-stories. Without documentation, important stories get reduced to ineffective bullet points that lose their impact and meaning, like Jayson Zoller's jury room table story reduced to six sterile points. The power of the original narrative becomes completely impotent, with minimal chance of being shared or influencing behavior. Don't let this happen to your stories-write them down and save them. Storytelling doesn't require special venues-it belongs wherever leadership happens: in meetings, hallway conversations, speeches, one-on-one discussions, emails, memos, and presentations. Stories can enhance existing communication channels like training sessions, websites, newsletters, and team meetings. Many leaders create dedicated storytelling opportunities: David Armstrong posted stories on bulletin boards, included them in paychecks, framed them on walls, recorded them on CDs, and broadcast them on factory TVs. Some companies establish storytelling events and clubs. In short, it's hard to imagine anywhere stories don't belong. Beyond achieving your intended objectives, one sign of successful storytelling is when your stories spread virally and return to you in altered form-as happened with the author's diaper business story. The essence of becoming a true storyteller is developing the "agony" Maya Angelou described of bearing an untold story-when you feel an uncontrollable urge to share a compelling story, you'll know you've become a storyteller.

★★★★★

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』を最後まで読み終えました

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『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』の主要テーマ

strategic narrative
corporate storytelling
visionary leadership
organizational change
narrative persuasion

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』の名言

Experience might be the best teacher, but a compelling story comes in a close second.
What will I do today better than my competition?
Did I win or lose today?
You'll never get another order for a nuclear reactor in the U.S.

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』の登場人物

Paul SmithAuthor and former P&G executive
Ben LaRoccoPolitical campaigner who learned the value of goals
Pledger MonkMerrill Lynch coach who used competitive scoring
Bob McDonaldLeader who learned accountability at West Point

著者について

ポール・スミスは、ベストセラー『Lead with a Story: A Guide to Crafting Business Narratives That Captivate, Convince, and Inspire』の著者であり、リーダーシップ・ストーリーテリングにおける世界的な権威です。プロクター・アンド・ギャンブル（P&G）社で20年のキャリアを積み、消費者・コミュニケーション調査部門のディレクターを務めたスミスは、企業の専門知識と物語主導の戦略を組み合わせ、リーダーがイノベーションを促し、コラボレーションを育み、組織変革を推進できるよう支援しています。彼のメソッドは、トップクラスのMBAプログラムで教えられているほか、ディズニー、3M、ウォルマートといったフォーチュン500企業でも導入されています。

ウォートン・スクールのMBAを取得し、Inc.誌の「リーダーシップ・スピーカー・トップ100」にも選出されたスミスは、『Sell with a Story』や『The 10 Stories Great Leaders Tell』などの後続作品を通じて、ストーリーテリングの枠組みをさらに拡大させました。彼の洞察は世界中のメディアやポッドキャストで取り上げられており、人気の基調講演者としての地位を確立しています。

『Lead with a Story』は、出版から10年以上を経て世界的な支持を得ており、7か国語に翻訳され、コミュニケーション文化の変革を目指すエグゼクティブたちに採用されています。本書はリーダーシップ開発プログラムの定番であり続けており、ビジネス・ナラティブ戦略の先駆者としてのスミスの功績を確固たるものにしています。

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"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

BeFreedがウェブ上でどのように話題になっているかをもっと見る

コロンビア大学卒業生がサンフランシスコで開発

LOVED BY

1,000,000+ curious minds.

4.7

avg rating

1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

BeFreedがウェブ上でどのように話題になっているかをもっと見る

今すぐ学習の旅を始めよう

第11章

ストーリーで伝える。――説得力が飛躍的にアップする物語の力

概要『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』の概要

1冊の本。さまざまな聴き方。

Stories That Ignite Leadership: Unlocking the Power of Narrative

The Transformative Power of Vision Stories

聴きながら、すべての言葉を目で追えます

Building Commitment Through Storytelling

Leading Change Through Narrative

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』をもっと深く楽しむ

Making Recommendations That Stick

Defining Customer Service Excellence Through Stories

聴きながら、すべての言葉を目で追えます

The Anatomy of Powerful Business Stories

Defining Organizational Culture Through Stories

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』をもっと深く楽しむ

Establishing Values Through Powerful Stories

Building Collaboration Through Vulnerability and Shared Stories

聴きながら、すべての言葉を目で追えます

Inspiring and Motivating Through Resilience Stories

Getting Started with Leadership Storytelling

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』を最後まで読み終えました

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』の主要テーマ

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』の名言

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』の登場人物

著者について

ストーリーで伝える。――説得力が飛躍的にアップする物語の力の要約をダウンロード

他のユーザーのお気に入り

この本に関するよくある質問

What is Lead with a Story by Paul Smith about?

Who should read Lead with a Story?

Is Lead with a Story worth reading?

What is the CAR framework in Lead with a Story?

もっと見る

1,000,000+ curious minds.

1,000,000+ curious minds.

1冊の本。さまざまな聴き方。

Stories That Ignite Leadership: Unlocking the Power of Narrative

The Transformative Power of Vision Stories

聴きながら、すべての言葉を目で追えます

Building Commitment Through Storytelling

Leading Change Through Narrative

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』をもっと深く楽しむ

Making Recommendations That Stick

Defining Customer Service Excellence Through Stories

聴きながら、すべての言葉を目で追えます

The Anatomy of Powerful Business Stories

Defining Organizational Culture Through Stories

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』をもっと深く楽しむ

Establishing Values Through Powerful Stories

Building Collaboration Through Vulnerability and Shared Stories

聴きながら、すべての言葉を目で追えます

Inspiring and Motivating Through Resilience Stories

Getting Started with Leadership Storytelling

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』を最後まで読み終えました

他のユーザーのお気に入り

もっと見る

『ストーリーで伝える。――説得力が飛躍的にアップする物語の力』の概要