Storytelling Jobs Are Booming. But Where Are the Stories That Actually Stick?
A surge in demand for storytelling roles across communications is reshaping hiring and expectations, but a closer look shows how few brands are actually telling stories that resonate and endure.
Storytelling is having its moment … in communications.
In late 2025, the Wall Street Journal headlined ‘Brands seek ‘storytellers’ to drive chosen narratives.’
Other media soon copy-catted, noting healthy six-figure salaries and hundreds of openings in a job world gone somewhat sour.
And McKinsey pre-dated the rush to overcome AI slop, heralding CEOs as chief storytellers.
Is storytelling a trend communicators have capitalized on?
Well, sorta.
First, recognize that experts agree storytelling is incredibly hard to do well.
Start by looking at websites of your favorite brands – consumer, B2B, nonprofit – for example, some of the big CPG companies, names all would recognize. Though some feature customer stories on page one, few take advantage of the emotional pull that such accounts can evoke. [Exclusions exist, of course, for professional services firms that are restricted from customer mentions – to some extent.] Instead, most focus on explaining how their products work or the innovations behind their portfolio or the outcomes realized from years of marketplace dominance.
Yet: A very limited number of websites sponsor real stories.
Second, it is true our colleagues are finding value in hiring journalists and experienced story writers.
Now, help-wanted ads on LinkedIn and other job sites more than occasionally ask for storytelling credentials. Communications leaders cite storytelling use in internal work as well as in shaping narratives that move people, inside and out. A number of firms expect communications staff with that expertise to create and produce brand narratives in any media.
Yet: Are brand narratives and messaging REALLY stories, the kind that build strong relationships, allow for reflection, and show multiple perspectives?
Third: The best stories are memorable, repeatable.
Though statistics alone probably don’t need to be the center of narratives, two facts just might be enough here:
Stories are remembered up to 22 times more than facts.
A Scientific American study revealed that stories comprise 65+ percent of conversations.
Yet: Is there any one corporate story that is mentioned, time and time again, in the onboarding of new hires? Or remembered from a leader’s presentation? Or handed down from one consumer to another?
Fourth: Though the story itself might assume any number of forms, and include all/many of the seven elements, it usually has three main sections: set-up, conflict, solution.
As experts would note, those triple stages can be overt or hidden. Stories can start in the middle. Chronicle a hero’s journey. Talk about false starts. Or show the path taken to climb a particular mountain.
Stories can also be visual or interactive or data driven.
Format, naturally, depends on the nature of the story. We’ve found that cartoons, when illustrating software’s how-tos, work well to dissipate apprehension, and, if executed with whimsy, add a touch of humor to a dreaded change. Or interactive stories provide the drama so important to the introduction of a category-shattering brand-new product.
Yet: How many of our stories meet these criteria?
Finally, the best in storytelling is about point of view. It’s looking outside, not in. Assuming the role of customer, vendor, consumer, buyer, employee. Telling the tale authentically, realistically, using their words without polish.
Yet: Is that achievable in today’s business environment?
We end where we began: Storytelling is incredibly hard to do well. Can we beat Ernest Hemingway’s six-word story? For sale. Baby shoes. Never worn.
Originally published by Barbara Jacobs. Reprinted with permission of Strategic Magazine.
