Telling Stories

Forty thousand years ago, two human species walked the Earth: Homo sapiens and Neanderthals. Neanderthals were physically stronger, had larger brains, and had successfully survived in harsh climates for hundreds of thousands of years. If survival depended on intelligence and brute force alone, Neanderthals should have dominated. Yet, today, only one species remains. The reason isn’t just biological luck. Sapiens had something Neanderthals did not: stories.

Unlike Neanderthals, who lived in small, isolated family groups, Sapiens formed vast, interconnected networks. They shared myths and knowledge across tribes, enabling them to develop a collective identity that stretched beyond blood relations. The stories weren’t just entertainment; they enabled trust, cooperation, and large-scale coordination, giving Sapiens a survival advantage.

When food was scarce or disaster struck, a small Neanderthal band had nowhere to turn. But a Sapiens group could call on allies from distant tribes. They could connect even without knowing each other because they were part of the same shared mythology and tribal traditions. When a technological breakthrough occurred such as a better spear, a medicinal herb, a new survival technique, it spread quickly through the network. Five hundred Sapiens together were far more intelligent than fifty Neanderthals.

Neanderthals were strong, but Sapiens thrived as a vast network connected through stories.

Leveraging Brain Science for Leadership

In early human history, effective storytelling became such a survival advantage that it is hardwired into our brains. When we hear facts and figures, we process them in our rational brain, or the neocortex, where logic lives. But when we hear a story, the limbic system is activated, the part of the brain responsible for emotion, memory, and decision-making. According to Yuval Noah Harari in Nexus, “evolutionary changes in brain structure and linguistic abilities gave Sapiens the aptitude to tell and believe fictional stories and to be deeply moved by them.” Instead of passively consuming information, listeners mentally simulate the story, engaging with it as if they were experiencing it themselves.

Neuroscientists call this the Neural Coupling Effect—when someone hears a compelling story, their brain activity mirrors that of the storyteller. This is why leaders who communicate through stories don’t just inform; they also have the power to inspire, motivate, and drive action. Embracing this element of a natural human phenomena, when used intentionally and ethically, can be a powerful tool to align people, especially during times of upheaval and change.

Most of us came to work in healthcare because we believe in something bigger—improving health, saving lives, advancing medicine, caring for people in their most vulnerable moments. We commonly recognize that the current healthcare system is still a far cry from where it should be on these dimensions.

Storytelling in Transformational Change

As the healthcare industry prepares to navigate shifts in policy, economic forces, technology, and changes in funding, coverage, and regulation, we face a new level of uncertainty. In such an environment, an adaptive approach may not be sufficient for survival. We will need to remain think differently, act quickly, communicate with others, and align broad stakeholder groups to work together in new ways.

Perhaps we can lean into the lessons of the Sapiens and use storytelling as a means to drive greater alignment, inspiration, and action. Staff and partners want assurance that there is a plan not just for survival but for mission-driven leadership that can drive toward a stronger future. Establishing a compelling, challenging, and attainable vision can serve as a beacon during times of change.

Drafting a bold vision cannot be done in a day. It requires understanding the shifting dynamics, an organization’s unique strengths, and what could be needed to lead in the next era. At Spring Street Exchange when we help an organization to develop a fresh and more concrete vision, we work with a leadership team to explore the future of healthcare through scenarios. Then, we ‘try on’ several visions with a view of opportunities, risks, and implications for the company and also its stakeholders.

To be clear, we are not talking about a vision to health consumers lead their best lives or other common abstract ideas. A compelling vision should be specific enough to force trade-offs and align on a destination. This can:

Unify teams under a clear, emotionally compelling purpose.
Improve engagement and morale by helping people see their role in something meaningful.
Provide clarity in uncertain times, guiding decision-making and investment.
Strengthen external partnerships by making the organization’s future vision clear.

Some organizations resist or delay visionary work because they are overwhelmed by the day-to-day challenges. The truth is that there is unlikely to be a magical moment in the future when the pace of change slows down. With every month that goes by, our world becomes more complex and interconnected. If we wait to act, we also are likely to get further behind competitors who are seizing the moment to accelerate their own work.

Storytelling with Purpose

While defining a vision cannot be done in a day, it can be done in parallel to everyday work, and it can be done in months. It requires dedicated time where the brain can engage in creative work and collaborative processes. Building time for this kind of structured focus is difficult. Many of us are feeling overwhelmed, and being asked to squeeze in one more component of work could feel like a step too far for some. But we may find that the benefits derived from such a step free up time in the near-term and long run. The results can also serve to reduce friction, align action, and accelerate progress.

Great shifts in history have often been driven by a compelling story. For us, the question isn't whether change is coming, but whether we will shape it or be shaped by it. If storytelling is an innate superpower, how will we use it to build the healthcare system we truly believe in?

I'd love to hear your thoughts.

Peace,