Craft Leadership Stories; Build Enduring Influence

Craft Leadership Stories Build Enduring Influence

We all die twice. Once when we leave our body. And again, when people stop telling our stories.

As leaders, we often become immersed in the urgency of the present. Quarterly goals, team targets, business outcomes, stakeholder expectations — these shape the cadence of our days. We celebrate victories and confront setbacks. We manage performance and develop talent. We solve problems, make decisions, and drive innovation.

Yet in the rhythm of relentless activity, how often do we pause to reflect on the kind of legacy we are building? This is not a question of ego. It is a question of impact.

Many leaders, perhaps without realizing it, equate their legacy with tangible results — revenue growth, market share, awards and accolades. These are important markers, but they are temporary. Numbers fade. Plaques gather dust. Records are broken. What endures is the impact we create in the lives of others. It is the stories people tell about us. Stories of moments when we built trust. When we inspired courage. When we demonstrated integrity in the face of adversity.

These stories outlive us. They ripple through time, influencing people and cultures long after we are gone. And that is why the second death—the moment when our stories are no longer told—is one we can consciously shape.

Yet shaping this legacy is neither simple nor automatic. It requires intention. It demands reflection. It calls us to lead with a deeper sense of purpose.

Leadership is a demanding discipline. The modern leader is pulled in countless directions. Financial targets loom. Customers expect excellence. Boards demand accountability. Employees seek guidance and support. In such an environment, it is natural to focus on the urgent rather than the important. We can become absorbed in the daily mechanics of leadership — meetings, reports, emails, presentations.

This focus on the immediate often leaves little room for reflection. Few leaders consciously consider the stories they are writing through their leadership. Fewer still think about the stories that will remain when they are gone. Yet those stories are being written every day. In every conversation. In every decision. In every moment of choice.

As Warren Bennis, often called the father of leadership studies, wisely observed:

"Leadership is the capacity to translate vision into reality—and sustain it through trust, values, and courage" (Bennis, W. On Becoming a Leader, 1989).

Vision and values are not etched in stone. They are conveyed through stories. And stories arise from how we show up, every single day.

Leadership influence extends beyond organizational charts. It reaches into the hearts and minds of people. It shapes how they see themselves and what they believe is possible. Every time you listen deeply to a colleague, you signal respect. When you mentor a young professional, you offer belief. When you make a difficult decision with integrity, you model courage. These moments are seeds. Over time, they take root. They become the stories others tell — about us, about leadership, about what matters.

Nancy Kline, author of Time to Think, reminds us:

"The quality of everything we do depends on the quality of the thinking we do first. And the quality of that thinking depends on how we treat each other while we are thinking" (Kline, N. Time to Think: Listening to Ignite the Human Mind, 1999).

Treating others with respect, generosity, and empathy is not an act of convenience. It is the foundation of a legacy worth telling.

The beauty of this truth is its accessibility. We do not need to be legendary figures to leave a meaningful legacy. We do not need to be CEOs or celebrated icons. We simply need to show up with intention.

It is worth asking:

• What values am I modeling every day?

• Am I creating a culture where others feel empowered to lead?

• Who will tell my story when I am no longer in the room — and what will they say?

These questions are simple. Their answers are profound. They invite us to consider not only what we do, but how we do it. Not only the outcomes we achieve, but the relationships we build. Not only the metrics we track, but the meaning we create.

Every leader writes a living story. It is told in how we handle adversity. In how we celebrate success. In how we treat those with less power than ourselves. In how we respond when no one is watching.

This story is shaped by the conversations we have, the moments of kindness we extend, the courage we exhibit under pressure, and the mentorship we provide without expectation of return. Such moments may seem small. But in the tapestry of leadership, they are the threads that endure.

"Leadership is not about being remembered for being the best. It’s about being remembered for helping others become their best."

This is the essence of leadership as legacy. Helping others rise. Inspiring them to believe in themselves. Equipping them to lead with integrity. When we do this, we do more than lead teams. We shape cultures. We nurture future leaders. We plant stories that will be told long after we are gone.

We cannot control whether our names appear in history books. We cannot ensure that every success will be remembered. But we can influence how people feel about us. We can influence how they think about leadership. We can influence the stories they choose to share.

In the end, leadership is not about avoiding the second death. It is about making that second life — our life through stories — rich, meaningful, and worthy. And that is a choice we can make every day.

Reflections and Action

What is one story about your leadership you hope others will tell? Are there any recent actions or decisions that do not align with the story you want to leave behind?

Identify one person you can mentor or support this month. Offer your time and guidance with no expectation of return. In your next leadership meeting, take five minutes to share a story that illustrates your core values. Invite others to do the same.