What is *Stories That Stick* by Kindra Hall about?

*Stories That Stick* teaches businesses how to harness storytelling to captivate audiences, drive sales, and build brand loyalty. Kindra Hall outlines four essential story types—**Value, Founder, Purpose, and Customer Stories**—providing actionable frameworks to craft narratives that resonate. The book blends real-world examples with psychological insights, showing how stories outperform facts in marketing, leadership, and customer engagement.

Who should read *Stories That Stick*?

Marketers, entrepreneurs, and leaders seeking to improve communication, sales, or team alignment. It’s ideal for professionals in industries like tech, hospitality, or retail (Hall’s clients include Facebook, Hilton, and Target) and anyone aiming to humanize their brand.

Is *Stories That Stick* worth reading?

Yes—*Forbes* called it “the most valuable business book you read,” and it ranks among *Wall Street Journal* and *USA Today* bestsellers. Readers praise its practicality, with templates for crafting stories and examples from companies like Tyson Foods and Harvard Medical School.

What are the four core stories in *Stories That Stick*?

1. **Value Story**: Explains *why* your product/service matters. 2. **Founder Story**: Shares your origin to build trust. 3. **Purpose Story**: Aligns your brand with a deeper mission. 4. **Customer Story**: Highlights client successes to demonstrate impact.

How does *Stories That Stick* help with marketing?

Hall argues stories trigger emotional engagement, making messages 22x more memorable than data. The book teaches how to replace features-focused pitches with narratives, like using customer journeys in case studies or founder struggles in brand campaigns.

Key quotes from *Stories That Stick*:

* “Stories are the only tool that can captivate a mind *and* a heart.” * “Your customer doesn’t care about your story until they see themselves in it.” These emphasize storytelling’s dual cognitive/emotional power and audience-centricity.

How does *Stories That Stick* compare to *Made to Stick*?

While both focus on memorable messaging, Hall’s work is more tactical for business contexts. *Made to Stick* explores universal principles (e.g., “SUCCESs” model), whereas *Stories That Stick* provides industry-specific templates for sales, HR, and branding.

Can *Stories That Stick* help with leadership communication?

Yes—Hall details how leaders like Berkshire Hathaway executives use purpose stories to inspire teams. For example, sharing a personal failure story can humanize leaders and encourage innovation.

让故事留下来

金德拉·霍尔

4.23(3739 Reviews)

《让故事留下来》概述

在《故事力》（*Stories That Stick*）一书中，金德拉·霍尔（Kindra Hall）揭示了每家企业都需要的四种核心叙事：价值故事、创始人故事、使命故事和客户故事。这一框架得到了顶尖商业领袖的认可，并彻底改变了营销策略：“故事是领导者武器库中最强大的单一武器。”

选择讲述方式

一本书，多种聆听方式。

来自《让故事留下来》的相同理念。选择适合你的声音、深度和节奏，随时切换。

第 1 章

The Story That Sold a Cologne Without a Single Sniff

I was in Slovenia during Thanksgiving weekend when I witnessed one of the most masterful sales stories ever told. While wandering through Ljubljana with my shopping-averse husband Michael, we entered a boutique where a young sales clerk approached us. Instead of simply showing us a cologne called Eight & Bob, he shared its captivating history-how a young JFK met a French perfumer on the French Riviera in 1937, requested "eight samples and one for Bob" (his brother Robert), and how the final bottles were hidden in hollowed-out books to protect them from Nazis. Without even smelling it, my husband immediately said, "I'll take it." The next day, we returned after learning they were out of stock. A different clerk could only offer basic product facts without the story, creating a stark contrast. This messaging tragedy happens daily in business-sales teams struggle to communicate fascinating solutions, agents miss opportunities to engage customers, and company cultures wither because leaders can't articulate why they do what they do. The good news? Storytelling has the power to change how everyone in business thinks, feels, and behaves-turning customers into converts, employees into evangelists, and executives into leaders.

第 2 章

Bridging Business Gaps with Stories That Stick

The fundamental problem in business is bridging gaps-the spaces between what you want and where you are. The most obvious gap exists between companies and customers, but gaps appear everywhere: between entrepreneurs and investors, recruiters and prospects, managers and employees. Those who bridge these gaps most effectively win in business. Building strong bridges across these gaps requires mastering three elements: attention (making people notice your bridge), influence (compelling action), and transformation (creating lasting impact). Unfortunately, most businesses build flimsy bridges by focusing on only one or two elements-using tactics like flashy ads, cluttered presentations, or mission statements on coffee mugs that fail to create genuine connection. Extra gum faced this challenge when they slid from market dominance to third position by 2013. Their attempts to recapture market share by emphasizing "long-lasting flavor" failed because research revealed that 95% of gum-buying decisions happen unconsciously. To win, Extra needed to burrow into the human psyche where logic matters less than emotional connection. My experience with storytelling began long before business applications. I told my first story at eleven years old for a fifth-grade English class, continuing through church events, high school speech teams, and eventually storytelling festivals across the country. I studied under master storytellers who could captivate hundreds with nothing but their narrative command, transforming small moments into profound meanings. When marketing executives complained about short attention spans, I challenged their premise. The problem isn't with the audience-it's with the message. Stories don't steal attention; they're freely given through "narrative transportation" where listeners co-create by adding their own images and emotions. Research shows we literally lose awareness of our surroundings when transported by story. Stories possess inherent persuasive qualities. As audiences lose themselves in narratives, their attitudes shift to reflect the story without typical scrutiny. When the Slovenian clerk told us the Eight & Bob cologne story, we didn't feel sold or convinced-we became willing participants acting on genuine desire. Beyond capturing attention and influencing perspectives, stories create lasting change. Like a movie that follows you home or a tragic tale that changes behavior, well-told stories weave themselves into our being. The Eight & Bob story didn't just convert us to customers-we became converts, eager to share the story ourselves.

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第 3 章

How Stories Rewire Our Brains for Connection

Neuroscientist Paul Zak discovered the power of story when he unexpectedly found himself sobbing while watching "Million Dollar Baby" on a flight. This experience led him to research how stories affect brain chemistry. In experiments, Zak found that emotional stories increased oxytocin levels by 47% in viewers' blood. This "prosocial chemical" promotes bonding, trust and generosity-those who watched emotional narratives became more generous toward others and gave more to charity. Story literally changes brain chemistry to create connection and inspire action. Zak's research revealed that effective storytelling requires both attention (triggered by cortisol) and trust (from oxytocin). His experiments showed that when both neurochemicals increased, donations to charity rose by 261%. Stories uniquely capture attention and forge bonds between people, creating the perfect intersection of captivation and influence. For the Maricopa Health Foundation's Copa Ball fundraiser, I suggested focusing on stories rather than speakers' credentials. Instead of doctors giving technical presentations, they featured three speakers with personal connections to the hospital: a young man whose face was reconstructed after being beaten, despite having no insurance; former Secretary of State Betsey Bayless who drove her father to Maricopa after his stroke; and respected financier Marilyn Seymann who received emergency care there after being hit by a car. These emotional narratives connected with donors on a neural level, resulting in donations more than double the previous year's total. The power of story creates lasting impact because oxytocin activates the HOME (human oxytocin-mediated empathy) circuit, which uses dopamine-a reinforcement neurochemical that helps us learn. This explains why stories have been humanity's preferred method for transmitting important information since before written language existed. Stories don't just captivate and influence temporarily; they transform the brain with effects that linger long after the narrative ends. Despite story's power to captivate, influence, and transform the brain, there are important caveats. First, what you share must actually be a story-not just information or data presented in slides or text. Second, not all stories are created equal-some stories simply don't work. As I bluntly put it, "Some stories suck." The lesson neurology teaches about the brain and business is twofold: you must use stories AND they must be good ones.

第 4 章

The Four Essential Components of Stories That Work

The Super Bowl represents marketing nirvana-a rare moment when viewers actually want to watch commercials. In 2014, advertisers paid a record $4 million per thirty-second spot despite unclear evidence these ads drive sales. Anheuser-Busch's "Puppy Love" commercial became the most popular ad in Super Bowl history, and researchers Keith Quesenberry and Michael Coolsen discovered why-it told an actual story. Their analysis of two years of Super Bowl ads revealed that storytelling beat out sex appeal, humor, celebrity power, and even cute puppies. Our casual acceptance of storytelling's power is surprisingly recent. Just a decade before the 2014 Super Bowl, I defended my master's thesis on storytelling in organizational culture against skeptical professors who challenged the very premise that humans are storytelling creatures. I argued passionately that stories help us remember, cooperate, teach, share, and survive. As Yuval Noah Harari later wrote in "Sapiens," our unique ability to tell stories about things that don't physically exist gives humans "unprecedented ability to cooperate flexibly in large numbers"-the very foundation of our civilization. In recent years, storytelling has transformed from a children's library activity to a business buzzword championed by figures like Gary Vaynerchuk and Richard Branson. But this widespread adoption has led to misuse of the term. I found a nasal spray product at Walgreens boldly labeled "Our Story" that merely described their manufacturing process-demonstrating how the concept of storytelling has been diluted as businesses embrace the term without understanding what actually constitutes a story. Through extensive research, we identified four essential components that make effective stories: identifiable characters, authentic emotion, a significant moment, and specific details. These elements distinguish genuine stories from mere messaging. Rather than needing a "hero" (which suggests something epic), stories simply need identifiable characters that audiences can connect with. Characters must be individuals, not companies, values, or groups. In "Puppy Love," viewers connected with the puppies, the man who cared for them, and even the horses-but products themselves cannot be characters unless personified like M&Ms. A list of events or timeline isn't a story without authentic emotion. The emotion doesn't need to be dramatic-frustration, wonder, or curiosity suffice-but it must be present. Importantly, this refers to emotion felt by the characters within the story, not what the audience experiences. Without emotion, there's no empathy, and without empathy, the message's impact is reduced. Effective stories zoom in on specific moments in time or space rather than remaining broad and general. Like map insets that magnify portions of a larger area, moments focus attention on particular details. When I worked with New York City private school executives who initially spoke generally about students experiencing different cultures, their stories became more compelling when they focused on specific moments-a student trying spicy food, children negotiating playground rules, or noticing the unique smell of a school lobby. The strongest stories include specific, descriptive details that create familiarity for the audience. Michelle Obama's powerful 2016 DNC speech exemplified this when she described her daughters' "little faces pressed up against the window" on their first day at a new school. This detail resonated with parents who had similar emotional experiences sending children to school, and even non-parents could connect with the feeling of starting something new. By choosing universally relatable details, she commanded attention and put everyone "in the same emotional place."

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第 5 章

The Storytelling Framework That Drives Results

Beyond the four components, stories need structure. While elementary school teaches that stories have beginnings, middles, and ends, I offer a more sophisticated framework: normal, explosion, and new normal. This structure provides a powerful blueprint for business storytelling. The "normal" establishes the starting situation and is the most frequently overlooked element in poor storytelling. This crucial first phase introduces identifiable characters and their emotions while providing familiar details that help audiences connect. Without establishing this normal state, audiences won't emotionally invest-similar to how we can watch tragic news stories without crying because we know nothing about the people involved. The "explosion" represents the moment when everything changes-the pivotal turning point in your story. Despite its dramatic name, this change doesn't need to be catastrophic or negative; it simply marks the transition from how things were to how things become. Whether it's a realization, decision, or event, this is where the story shifts from the established normal to something different. The "new normal" reveals what life looks like after the explosion-showing what was learned, how things improved, or what wisdom was gained. This final phase delivers the story's purpose, whether it's a moral lesson, demonstrating how a product solved a problem, or presenting a call to action. The new normal transforms storytelling from mere entertainment into a strategic business tool by connecting the narrative to a meaningful outcome or message. To validate this storytelling framework, my team conducted a national survey with Edison Research involving 1,648 parents. Participants compared generic messages about a children's toy with versions incorporating one to four storytelling components. The results confirmed our hypothesis: messages with even just one component outperformed those with none, and effectiveness increased with each additional component added. A remarkable 63 percent of respondents found messages with all four components more compelling, memorable, and persuasive than standard brand messaging.

第 6 章

The Value Story: Selling Without Selling

The Value Story is essential for effective sales and marketing. It addresses the critical "value gap" between products and customers that businesses must bridge. Unfortunately, many companies try to fill this gap with features, functions, and technical details-like a gelato shop that replaced visible flavors with a written list, causing customer frustration by forcing cognitive strain. Drawing on Daniel Kahneman's work, our brains operate in two systems: System 1 (automatic, effortless) and System 2 (effortful, analytical). Stories engage System 1, creating cognitive ease, while lists, bullet points, and features trigger System 2, causing cognitive strain. Apple's emotionally powerful "Misunderstood" holiday commercial showed an iPhone's value through storytelling rather than feature lists. The key insight: "People don't buy the thing. They buy what the thing will do for them." Consider Workiva, a company offering superior business solutions that struggled to overcome clients' resistance to change. Their biggest competition wasn't other companies but the status quo-"the devil you know is better than the savior you don't." Workiva shifted from feature-focused selling to storytelling, including one about an executive training for a triathlon whose fitness goals were repeatedly derailed by inefficient quarterly financial meetings-precisely the problem Workiva's solution could solve. The executive's story resonates emotionally: his training for a triathlon was constantly interrupted by financial accuracy meetings that consumed his pre- and post-work hours. After implementing Workiva's platform, reports updated automatically with perfect accuracy, eliminating unnecessary meetings. The executive finally completed his triathlon with the reporting team cheering him on-transforming a mere product feature into a meaningful human story about reclaiming life goals. Chelsea Scholz at Unbounce faced two dilemmas: their marketing had become overly data-driven, losing the human connection, and she needed to create excitement for a new product (Convertables) without revealing its details. This constraint forced Chelsea to focus entirely on the customer's problem rather than the product features. The resulting "You Are a Marketer" video told a simple story of a marketer struggling with limited budget and technical skills, then experiencing transformation when Unbounce's solution arrives. Without showing the product, the video generated over 1,200 interested subscribers-ten times Chelsea's goal. While data remains important, it should be wrapped in story-"a spoonful of sugar" that makes information palatable. When crafting value stories, remember that the identifiable character should be the customer, not the product. I warn against the common mistake of making products the star instead of people, explaining "The knight in shining armor is the character, the sword is the product, the dragon is the problem."

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第 7 章

The Founder Story: Standing Out in a Crowded Market

Every business has a founder story-the narrative of who started it and how it began. These stories exist before the business was conceived, capturing the moment an idea struck or when the founder realized they might have a viable business. This guaranteed narrative is "very good news" because in a marketplace crowded with similar offerings, a founder story provides one of the best ways to differentiate and bridge the gap to potential customers, investors, and talent. Consider Airbnb's origin story, where two San Francisco roommates struggling to pay rent hit upon the idea of renting air mattresses to conference attendees when hotels were sold out. This improvised solution evolved into a multimillion-dollar company, despite initial skepticism from investors. Founder Brian Chesky used storytelling to transform venture capitalist Jeff Jordan "from complete skeptic to complete believer in twenty-nine minutes." Analysis of Shark Tank pitches reveals that 76.7% of successful pitches incorporate storytelling elements. Greg McKeown's 2012 HBR article "If I Read One More Platitude-Filled Mission Statement, I'll Scream" highlighted how company mission statements have become indistinguishable collections of generic phrases. When I ask audiences how many use "commitment to excellence," "customer service," or "passion" as differentiators, everyone raises their hands-proving that what companies believe makes them unique actually makes them identical. This struggle to differentiate affects all products, services and companies, but the best antidote is a founder story. I choose Spanx over other shapewear because I know Sara Blakely's founder story of hustle and bathroom product demonstrations. Similarly, I patronize Drybar because founder Alli Webb's story of curly-hair struggles and entrepreneurial journey resonates with my own experiences. These founder stories create emotional connections that transform customers into brand loyalists. Even seemingly modest origin stories like Jerry Meek's childhood fort-building passion can be powerful differentiators. When competing for a major luxury home construction project, Jerry abandoned his standard pitch and instead shared his lifelong passion for building, which ultimately won Desert Star Construction the contract over equally qualified competitors. The client later confirmed it was Jerry's simple childhood story that created trust and demonstrated his passion. Everyone who's started a business has a founder story, and there are three places to look for these narratives: First, "Go Way Back" to childhood connections with your passion, as illustrated by a financial advisor who loved money so much as a child that she washed coins when her mother called money "dirty." Second, recall the "There Has to Be a Better Way" moment that sparked your business idea, like Warby Parker's origin after a founder lost expensive glasses. Finally, "Look for the Blood, Sweat, and Tears"-the struggles that reveal character, like the Shark Tank contestant who broke down aluminum window frames all summer to earn $200 for her first baby moccasin materials, turning investor indifference into a feeding frenzy.

第 8 章

The Purpose Story: Aligning Teams Around Meaning

Purpose stories bridge internal company gaps by creating alignment and inspiration-both essential for organizational progress. Research shows storytelling significantly improves team alignment and performance. In one study, groups participating in crisis simulations performed better when exposed to stories rather than direct instructions. Teams who watched a video containing a cautionary story about poor coordination were "more similar in their view on how events should be solved" than those given the same message without narrative. At a tech company's national sales conference, the VP of sales masterfully used a personal story to address a sensitive issue. He shared how during a dinner with his teenage daughter, he lectured her about paying attention to details-only to discover he was wearing mismatched socks. This self-deprecating story allowed him to acknowledge the company's hypocrisy in preaching client relationship development while only rewarding new acquisitions. By framing corporate inconsistency through his personal misstep, he created a safe space to promise alignment between words and actions. Purpose stories succeed or fail based on how well they support a specific message. Before telling one, you must answer: "What do I want my audience to think, feel, know, or do after hearing this story?" This clarity becomes your North Star, guiding which story to develop and which details to include or cut. When a new CEO addressed stakeholders at Maricopa Medical Center's fundraiser, he didn't deliver typical statistics. Instead, he shared witnessing staff treating a homeless man with dignity at a community forum-perfectly illustrating the hospital's true purpose of providing compassionate care to the vulnerable. When Michael took the stage at his company's conference in 2008, he was nervous but prepared. Rather than delivering a typical sales presentation, this former finance guy shared a deeply personal story about his water polo journey. Recruited in high school despite no experience, Michael worked his way to team captain and a UCLA recruitment. But in college, facing tougher competition, he quit during his senior year-only to watch from the bleachers as his former teammates won the national championship. Through this story of his greatest regret, Michael connected with his discouraged sales team during the recession: "I know things are hard right now... But this is our championship game. I refuse to quit until we win." Research shows that children who know their family history have stronger self-esteem and sense of control. Similarly, our survey of 1,000 employees revealed that those who knew their company's origin story and historical challenges were 40% more likely to believe their work makes a difference. Purpose stories help team members understand they're part of something bigger-whether they're coding from home or working three cubicles away. While many leaders focus on selling to customers and investors, they must equally engage and influence their own people through storytelling.

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第 9 章

The Customer Story: Letting Others Tell Your Tale

While public speaking anxiety is common, even for professionals, customer stories carry inherent credibility because they come from actual users. Research shows 85% of consumers trust online reviews as much as personal recommendations, with most reading an average of seven reviews before trusting a business. However, consumers remain skeptical about testimonial authenticity, with nearly half believing it's difficult to determine if reviews are truthful. While value stories and customer stories both aim to demonstrate product benefits, the crucial difference is who tells them. Value stories follow the storytelling framework (Normal -> Explosion -> New Normal) but are told by the company. Customer stories, by contrast, are told by actual users like Amy H. and Carolyn D. from Native's website, giving them inherent credibility that company-told stories lack. Customer stories eliminate skepticism because they come from people with nothing to gain by sharing their experiences. When Native's customers say the product "eliminates stink completely" or is worth the higher price, it carries more weight than if the company made those claims. McDonald's UK learned this lesson the hard way with a controversial ad about a bereaved boy connecting with his deceased father through a fish sandwich, which sparked outrage despite resonating with me personally through my own connection to my father via tomato juice on flights. Customer stories gain credibility through their imperfections and specific details. Carolyn D.'s Native deodorant review mentioned her age (seventy-seven), specific activities (bicycling, paddleboarding), and even contained typos-all elements that made her story ring true. These raw, unpolished details do double duty: they enhance believability while simultaneously revealing the type of vibrant, adventurous people who use Native products. No team of copywriters could create something as authentic as what real customers naturally provide. Collecting customer stories requires intentional systems. Native's approach demonstrates two essential rules for gathering effective customer testimonials that actually work. The most critical rule is simple: you must actively request them. Native sends personalized follow-up emails after customers receive their products, creating a system that has generated thousands of responses. Their emails don't just request generic feedback-they specifically prompt customers to share what they used before trying Native and how their experience has changed. This framework cleverly guides responses into the normal-explosion-new normal story structure with Native as the transformative middle element.

第 10 章

Finding, Crafting, and Telling Your Stories

Finding stories involves two distinct processes: story collection and story choosing. Story collection is brainstorming without judgment-generating potential story ideas regardless of quality or appropriateness. Story choosing is about selecting the right story for a specific situation, as not all stories work in all contexts. My experience with storytelling began when I once asked my grandmother about the Great Depression but received only a brief, unhelpful response. The problem wasn't that my grandmother lacked stories, but that the question was ineffective. Better story-finding requires better questions-specifically, questions focused on nouns (people, places, things, events) that anchor our memories. I worked with an executive who needed a story about innovation's challenges. We listed technological objects from his life-music players, computers, phones-which triggered a perfect story about his first experience with a cell phone. As a teenager, he secretly used his father's briefcase phone to call a friend, only to discover later the thirty-second call cost $300-perfectly illustrating how innovation can be both amazing and painful. To help uncover forgotten stories, think about "firsts" in your life-first meetings, jobs, or experiences that often contain memorable stories. List customer objections and questions to find stories that address concerns. Look for examples where you've seen your message in action-whether in business or personal life. Ask yourself probing questions like "When have you had to be resourceful?" or "What was your most embarrassing moment?" Everyone's life is full of stories; they just don't sound like stories to us because they're simply our lived experiences. After collecting and selecting story ideas, the next step is crafting them into compelling narratives. Rather than starting at the beginning when crafting a story, start with the middle "explosion" section, as this is typically what we first recognize as the story-worthy moment in our experiences. Though the explosion is the middle part of the framework, it's often where our recognition of a story begins. We don't notice a story happening until something disrupts the normal. Crafting the "normal" is where you transform a mere happening into something meaningful. This section builds audience connection by establishing familiarity and empathy. Use the four story components as a checklist: include details about identifiable characters, incorporate emotions, establish the specific time and place, and add familiar details that resonate with your audience. A well-crafted normal creates the foundation for the explosion's impact. The new normal flows naturally when the previous sections are well-crafted. This section recaps lessons learned and their implications for the audience. You can be subtle or direct with your message, citing examples like the water polo player implying "don't give up" without stating it explicitly. The key is coming full circle, ending where you began but with new understanding gained through the story.

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第 11 章

Stories Transform Business by Transforming People

As our journey concludes, I remind you that "once upon a time" isn't just for fairy tales-it's for your business stories too. Once upon a time, something happened to you, your partner, your employees, or your customers. These real beginnings-failed marketing efforts, running out of money, critical shipments stuck in customs, business dreams-are where your most powerful stories start. The tricky thing with beginnings is they sometimes look like endings-failures and flat ideas that seem final. But there's no greater freedom than recognizing a beginning disguised as an end. Though storytelling can be daunting, whether facing a blank page or a full auditorium, the way forward is always the same: simply begin. Stories can transform your career trajectory, whether you're climbing the corporate ladder or interviewing for a new position. Matt, a fighter pilot transitioning to commercial aviation, used storytelling to stand out in an extremely competitive hiring process. For every interview question-from describing himself to handling stressful situations to discussing leadership skills-Matt came prepared with relevant stories that showcased his abilities and character. After a grueling interview and painful waiting period, he secured a position with his first-choice airline. The most surprising truth about storytelling is that your best moments often happen when you're naturally telling stories-closing sales, connecting with others, or sharing experiences. When you have a meaningful story to tell, the telling becomes almost effortless. Our education system trains us to write reports, present facts, and speak without verbal fillers, but rarely encourages our natural storytelling abilities. Think about how eloquently you share stories with friends over wine-heartwarming tales about your children or heartbreaking relationship experiences. That's because storytelling is our birthright as humans. "Once upon a time" may seem an odd place to end our journey together, but it's fitting. The end of this book is really your beginning. Once upon a time, you read a book about storytelling in business, and then...

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《让故事留下来》核心主题

strategic storytelling
narrative transportation
emotional connection
persuasive communication
brand loyalty

《让故事留下来》经典语录

The Four Core Stories are The Value Story, The Founder Story, The Purpose Story, and The Customer Story.
Stories don't steal attention; they're freely given.
Some stories simply don't work. As I bluntly put it, 'Some stories suck.'
The problem isn't with the audience-it's with the message.
Those who bridge these gaps most effectively win in business.

《让故事留下来》主要人物

Kindra HallAuthor and professional storyteller
Paul ZakNeuroscientist researching stories and oxytocin
Betsey BaylessFormer Secretary of State and hospital advocate
Marilyn SeymannFinancier and Maricopa Health Foundation speaker

关于作者

Kindra Hall 是畅销书《Stories That Stick: How Storytelling Can Captivate Customers, Influence Audiences, and Transform Your Business》（故事力：如何通过讲故事吸引客户、影响受众并转型你的业务）的作者，也是全球公认的商业战略叙事专家。作为《华尔街日报》畅销书作家及《Success Magazine》的前首席叙事官，Hall 结合了二十年的经验，教授 Facebook、希尔顿酒店和哈佛医学院等机构如何构建能够推动参与度和增长的叙事。她的著作是营销和领导力领域的经典之作，为利用故事来明确品牌价值、培养客户忠诚度以及激励团队提供了可操作的框架。

Hall 在《Choose Your Story, Change Your Life》（选择你的故事，改变你的人生）中进一步探讨了个人叙事，通过有意识的叙事重新定义了自我发展。她的见解经常出现在《Entrepreneur》、《Inc.》以及她的《Success Stories》播客中，在播客中她采访了 Daymond John 和 Misty Copeland 等偶像人物。

作为财富 500 强公司和行业会议竞相邀请的主旨演讲者，Hall 的作品被《福布斯》誉为“你读过的最有价值的商业书籍”。《Stories That Stick》在《华尔街日报》畅销书排行榜上首发即位列第 2 名，至今仍是全球领导者的首选资源。

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In an information-dense world, the ability to craft a narrative that resonates is a critical professional advantage. This plan is designed for writers, business leaders, and creatives who want to move beyond basic plots to master the architecture of emotional connection.

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学习计划

Inspiring Entrepreneur Models

This learning plan is essential for aspiring entrepreneurs and business builders who want to move beyond theory and learn from proven success models. It's designed for anyone ready to launch their own venture or scale an existing business, combining inspirational stories with actionable frameworks across every stage of the entrepreneurial journey.

5 h 45 m•4 章节

学习计划

Crafting Sincere Narratives: Stakes & Warmth

In an era of superficial content, the ability to write with genuine emotional depth and high stakes is a vital skill for any storyteller. This plan is ideal for writers and creative professionals looking to move beyond tropes and create narratives that truly resonate with their audience's humanity.

5 h 21 m•4 章节

学习计划

Study narrative theory & story history

This learning plan is essential for anyone who wants to understand the profound power of storytelling—from writers and content creators to educators, marketers, and leaders. By combining historical context, psychological insights, and practical techniques, you'll gain a comprehensive framework for both analyzing existing narratives and crafting compelling stories that truly resonate with audiences.

5 h 19 m•4 章节

学习计划

Master Business Storytelling in Finance

In today's data-heavy environment, the ability to translate numbers into a strategic narrative is a critical differentiator for finance leaders. This plan is designed for finance professionals and executives who need to influence board-level decisions and bridge the gap between analytics and action.

5 h 11 m•4 章节

学习计划

The Narrative Edge: Persuasion for Leaders

In today’s data-saturated corporate world, the ability to weave facts into a compelling narrative is a critical leadership differentiator. This plan is designed for mid-to-senior leaders who need to influence upward and turn technical information into decisive organizational movement.

2 h 56 m•4 章节

学习计划

From Spark to Story

This plan is essential for aspiring writers who struggle to move past the initial idea phase. It provides a practical bridge between creative inspiration and technical execution, making it ideal for anyone looking to build a sustainable storytelling practice.

1 h 36 m•4 章节

学习计划

Top Business Model from Industry Leaders

Understanding successful business models is critical for entrepreneurs and executives navigating today's rapidly evolving marketplace. This learning plan provides practical frameworks and real-world case studies from industry leaders that help professionals design, evaluate, and transform business models for sustainable growth and competitive advantage.

5 h 12 m•4 章节

由哥伦比亚大学校友在旧金山创建

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@Cashflowbubu

查看更多网络上关于 BeFreed 的讨论

由哥伦比亚大学校友在旧金山创建

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

查看更多网络上关于 BeFreed 的讨论

开启你的学习之旅，就是现在

第 4 章

让故事留下来

概述《让故事留下来》概述

一本书，多种聆听方式。

The Story That Sold a Cologne Without a Single Sniff

Bridging Business Gaps with Stories That Stick

边听边看，每个词都清晰呈现

How Stories Rewire Our Brains for Connection

The Four Essential Components of Stories That Work

从 《让故事留下来》中收获更多

The Storytelling Framework That Drives Results

The Value Story: Selling Without Selling

边听边看，每个词都清晰呈现

The Founder Story: Standing Out in a Crowded Market

The Purpose Story: Aligning Teams Around Meaning

从 《让故事留下来》中收获更多

The Customer Story: Letting Others Tell Your Tale

Finding, Crafting, and Telling Your Stories

边听边看，每个词都清晰呈现

Stories Transform Business by Transforming People

你已读完 《让故事留下来》

《让故事留下来》核心主题

《让故事留下来》经典语录

《让故事留下来》主要人物

关于作者

下载《让故事留下来》摘要

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关于本书的常见问题

What is Stories That Stick by Kindra Hall about?

Who should read Stories That Stick?

Is Stories That Stick worth reading?

What are the four core stories in Stories That Stick?

该学习计划的一部分

Master Business Storytelling in Finance

发现更多

1,000,000+ curious minds.

1,000,000+ curious minds.

一本书，多种聆听方式。

The Story That Sold a Cologne Without a Single Sniff

Bridging Business Gaps with Stories That Stick

边听边看，每个词都清晰呈现

How Stories Rewire Our Brains for Connection

The Four Essential Components of Stories That Work

从 《让故事留下来》中收获更多

The Storytelling Framework That Drives Results

The Value Story: Selling Without Selling

边听边看，每个词都清晰呈现

The Founder Story: Standing Out in a Crowded Market

The Purpose Story: Aligning Teams Around Meaning

从 《让故事留下来》中收获更多

The Customer Story: Letting Others Tell Your Tale

Finding, Crafting, and Telling Your Stories

边听边看，每个词都清晰呈现

Stories Transform Business by Transforming People

你已读完 《让故事留下来》

用户还喜欢

该学习计划的一部分

Master Business Storytelling in Finance

发现更多

《让故事留下来》概述

从《让故事留下来》中收获更多

从《让故事留下来》中收获更多

你已读完《让故事留下来》

从《让故事留下来》中收获更多

从《让故事留下来》中收获更多

你已读完《让故事留下来》