Free resources to help coaches and organizational consultants overcome their top challenges using storytelling.
Quoted Example
“Boje’s dialogic storytelling model... mapping the organization as a living story field... When facilitators create environments in which all stories—especially those of frontline workers or marginalized team members—are welcomed, feedback cultures naturally begin to flourish.”
— Leveraging Storytelling, p. 8
Quoted Example
“Consider the example of Boje’s polyphony project at McDonald’s, where merging executive and frontline narratives helped the organization confront its internal dissonance.”
— Leveraging Storytelling, p. 8
Storytelling as Legacy and Ecosystem
Quoted Example
“When coaches help clients narrate their leadership philosophy... they are supporting the creation of narrative legacies—storylines that clients may pass on to their teams, families, or communities.”
— Leveraging Storytelling, p. 12Quoted Example
“To fully harness the power of storytelling, coaches and consultants must go beyond episodic or anecdotal uses of narrative... It must be woven throughout the entire system of practice—from intake forms and onboarding flows to program design, evaluation, and long-term client relationships.”
— Leveraging Storytelling, p. 10
Leveraging
Storytelling
to Address Common Challenges for Coaches and Organizational
Consultants
Dr.
David Boje – https://GrowthOD.org
Coaches and organizational consultants face a range
of persistent challenges in their practice, including client
acquisition and trust-building, clarifying offerings, and
adapting to technology. These recurring hurdles, as noted in
the document “Coaches and consultants commonly seek
solutions for client acquisition,” frequently impede
professional growth, dilute effectiveness, and hinder
sustainable success. Yet, storytelling—especially when
approached as a dynamic, embodied, and dialogic
process—offers a potent and underutilized framework to
address these issues. Drawing upon the work of Boje,
Parr-Rud, and Rosile, as well as concepts from "7 Mistakes
Coaches and Organizational Consultants Make About
Storytelling," this essay proposes that storytelling is not
viewed as a supplementary technique, but rather as a
foundational ontology of practice.