Lessons from storytelling and self-authoring
In 2016, while pursuing my Executive Master’s degree in change management and organizational psychodynamics, I signed up for Jordan Peterson’s self-authoring suite. Half of the master’s program was dedicated to self-reflection, asking us to explore how our personal experiences shaped our leadership styles and decision-making processes. Questions such as, “How have family dynamics influenced your behavior?” or “What patterns have emerged in your professional life, and are they serving you well?” were central to the work.
As a fan of lifelong learning and experiments, I was very motivated to test a new approach to self-narration. Hence the appal of Jordan Peterson’s self-authoring suite. The suite offered a structured way to think through these questions by reflecting on the past, examining the present, and envisioning the future. It made me confront the stories I had been telling myself—stories of failure, hesitation, or unacknowledged resilience. Reframing these stories allowed me to see patterns more clearly and view challenges not as definitive setbacks but as opportunities for growth.
In the words of Australia-based professor Harms:
“(…) Narrative therapy (…) acknowledges that people are the experts in their own lives and have the ability to change their relationship with problems”.
Organizations, much like individuals, operate within narratives. When a crisis strikes—be it a public scandal, a merger gone wrong, or cultural dysfunction—leaders must reshape the organization’s story to align stakeholders, rebuild trust, and inspire progress.
Organizations are like people.
In the past-authoring module, I broke my life into epochs, each marked by significant decisions, challenges, and outcomes. Revisiting these periods was uncomfortable but necessary. I recognized recurring patterns and questioned long-held assumptions. For example, I had often viewed career transitions as moments of failure, but reflection revealed these transitions were points of resilience and reinvention.
Organizations can undertake similar processes by segmenting their histories into key epochs.
They can ask:
What decisions led to the crisis?
What patterns in culture or leadership have persisted?
How can we use storytelling to reframe past mistakes and build a cohesive vision for the future?
Photo by Etienne Girardet on Unsplash
Corporate storytelling in action
Volkswagen: From scandal to sustainability
In 2015, Volkswagen’s Dieselgate scandal revealed that the company had installed software to cheat emissions tests on 11 million vehicles. The fallout was immense: over $26 billion in fines, plummeting stock prices, and shattered trust among customers, investors, and employees.Volkswagen responded by embracing transparency and rebuilding trust. Internally, it focused on employee engagement and ethical compliance, emphasizing the importance of integrity in decision-making. Externally, the company announced a €73 billion investment in electric vehicle development by 2026. By 2023, Volkswagen had become a leader in Europe’s electric vehicle market, with models like the ID.4 achieving commercial success. The company used this pivot toward sustainability to reposition itself as an industry leader in innovation. - That being said, despite its earlier success to re-establish itself, Volkswagen now (in early 2025) has to reduce its headcount significantly and take measures to stay competitive.
Nike: From toxic labor practices to corporate responsibility
In the late 1990s, Nike faced intense scrutiny over labor conditions in its supply chain, with reports of subcontractors using sweatshop conditions and underpaying workers as little as $0.14/hour. The backlash from consumers and activists severely damaged Nike’s reputation.Nike initially resisted criticism but eventually embraced transparency, publishing supplier audits and setting higher labor standards. The company reframed its story to focus on empowerment, equality, and sustainability, incorporating these themes into marketing campaigns and product launches. By 2007, Nike had regained its status as a market leader, with revenues climbing to $16 billion and its reputation restored.
Aramex: resilience in the Middle East
During the global financial crisis of 2007–2008, Middle Eastern logistics company Aramex faced significant operational challenges, particularly in volatile regions. Instead of succumbing to external pressures, Aramex leaned into a narrative of local innovation and adaptability. It highlighted stories of employees who devised cost-effective solutions and partnered with local entrepreneurs to sustain operations during the downturn.This narrative not only bolstered internal morale but also positioned Aramex as a leader in emerging markets. By 2012, Aramex reported a 10% revenue growth, reflecting its ability to adapt and thrive under challenging circumstances.
How can you as a leader apply self-authoring ideas?
Completing the self-authoring suite showed me how narratives shape perspectives and behaviors. Why not learn from my experiment and apply similar principles to guide organizational transformations?
I suggest you:
Reflect on the past: Segment the organization’s history into key epochs, identifying recurring patterns and lessons.
Reframe challenges: Use storytelling to shift the narrative from failure to resilience and progress.
Craft a shared vision: Unite employees and stakeholders behind a future-oriented story that connects the organization’s past to its aspirations.
Practical tools for organizational storytelling
By now, you most likely know I am a fan of tools and frameworks. How about you follow these steps?
Epoch analysis: Divide the organization’s history into distinct phases and evaluate the key decisions and themes in each.
Co-create the narrative: Involve employees, customers, and partners in shaping the story, ensuring it reflects diverse perspectives.
Reinforce the story through actions: Use symbolic milestones like product launches, cultural initiatives, or sustainability goals to signal progress.
Communicate transparently: Acknowledge past failures while emphasizing growth and future ambitions.
Reframing and writing a new chapter
The self-authoring suite taught me that the stories we tell ourselves are not set in stone; they are mutable. You can rewrite them to inspire resilience and intentional action. Similarly, organizations recovering from crises must reshape their narratives to rebuild trust and align stakeholders.
Storytelling is not just about communication—it’s about transformation. By crafting narratives that emphasize accountability, progress, and shared purpose, you can use your creativity and have a positive impact.
Sources:
Cameron, Julia (2002). The Artist’s Way. 10th edition. New York City: Jeremy P. Tarcher / Putnam.
Demorest, Amy P. (2004). Psychology's Grand Theorists: How Personal Experiences Shaped Professional Ideas. Abingdon, United Kingdom: Psychology Press.
Evans, John F. (2012). "Expressive Writing: What’s on Your Mind and in Your Heart?". Psychology Today. Published on 08/15/2012. Retrieved on 08/06/2016, URL.
Kamenetz, Anya, “Can a Writing Assignment Make You Happier, Healthier and Less Stressed?” Oprah Magazine Online. (No publication date available). Retrieved on 08/05/2016, URL.
Kamenetz, Anya, “The Writing Assignment That Changes Lives”. Published on 07/10/2015. Retrieved on 08/02/2016, URL.
Smith, Katherine, “Re-authoring Stories of Self: How Narrative Therapy Works”. Published on 03/06/2015. Retrieved on 08/04/2016, URL.
Sources (corporate case studies)
Volkswagen (Dieselgate scandal and recovery):
Applied Corporate Governance. (2020). "5 Years After Dieselgate: Volkswagen Revisited." Retrieved from applied-corporate-governance.com
Berkeley Law. (2020). "After Diesel Emissions Scandal, Volkswagen Implements Corporate Reforms." Retrieved from sites.law.berkeley.edu
Nike (labor practices and corporate responsibility):
International Business Strategy. (n.d.). "Sweatshop Wars: Nike and Its Opponents in the 1990s." Retrieved from internationalbusinessstrategy.org
UBC Blogs. (2014). "How Nike Solved Its Sweatshop Problem." Retrieved from blogs.ubc.ca
Aramex (global financial crisis and resilience):
Aramex Financial Reports (2008–2012). Company website and annual shareholder updates.