Stories for Work

Stories for Work Plot Summary

Introduction

Imagine sitting in a meeting, watching your colleagues' eyes glaze over as another presenter clicks through slides filled with data, statistics, and bullet points. The room feels stagnant, lifeless. Now picture a different scenario: a leader stands up, takes a breath, and begins, "When I was ten years old, my grandfather taught me a lesson I've never forgotten..." Suddenly, every person in the room leans forward slightly, their attention captured by the simple power of a story beginning to unfold. This transformation from disengagement to connection isn't magic—it's neuroscience. Our brains are literally wired for storytelling. When we hear facts and figures alone, only the language processing parts of our brain activate. But when we hear a story, our brain lights up as if we were experiencing the events ourselves. The emotional centers engage, oxytocin—the trust hormone—releases, and suddenly information doesn't just get processed—it gets felt, remembered, and acted upon. This is why storytelling isn't just a nice-to-have skill in business; it's an essential tool for anyone who wants to lead, influence, sell, or inspire change. Throughout these pages, we'll explore how stories can transform ordinary communication into extraordinary connection, helping you craft narratives that don't just share information but inspire action and build lasting relationships.

Chapter 1: The Science Behind Why Stories Move Us

Sarah Jenkins walked into the boardroom feeling the weight of her presentation. Her company was facing significant market challenges, and as Chief Strategy Officer, she needed to convince the executive team to embrace a bold new direction. She had spent days preparing detailed financial projections, competitor analyses, and implementation timelines—all neatly organized in her PowerPoint deck. As she began her presentation, she noticed the familiar scene: executives checking phones, half-listening while multitasking. Halfway through her data-heavy slides, the CEO interrupted, "Sarah, I understand the numbers, but I'm not feeling why we should take this risk." In that moment, Sarah set aside her slides and shifted approach. "Let me tell you about a customer I met last month," she began. She shared the story of a long-time client who had nearly left them for a competitor, describing the client's frustrations, hopes, and the moment when they realized they might lose the relationship altogether. As she spoke, something remarkable happened—everyone looked up, phones were set down, and genuine engagement filled the room. What Sarah experienced reflects what neuroscientists have discovered about our brains. When she presented data alone, only the language processing areas of her listeners' brains were activated. But when she told a story, multiple areas lit up—the sensory cortex when describing what she saw and heard, the motor cortex when talking about movements, and most importantly, the listeners' emotional centers as they empathized with the characters in her story. Research from Princeton University has shown that during effective storytelling, the neural patterns of the storyteller and listeners actually synchronize—a phenomenon called "neural coupling." This biological connection explains why stories have been humanity's preferred method of communication since our ancestors gathered around fires. We don't just understand stories; we experience them. Furthermore, stories trigger the release of oxytocin, often called the "trust hormone," which promotes bonding and empathy. In business contexts, this translates to deeper customer connections, more engaged employees, and more persuasive leadership. When Paul Zak, a neuroeconomist, studied the relationship between storytelling and oxytocin release, he found that compelling narratives could actually predict subsequent generous behavior—demonstrating that good stories don't just make us feel, they make us act. Perhaps most importantly for business communicators, stories make information stick. Studies show that information delivered in story form is up to 22 times more memorable than facts alone. This explains why, weeks after Sarah's presentation, executives could still recall the customer's situation in detail, while the specific numbers from her slides had long faded from memory. This science gives us a profound insight: storytelling isn't just an art—it's a business advantage that leverages the very way our brains are structured to connect, remember, and motivate action. In our increasingly data-saturated world, those who can wrap important information in compelling narratives hold the true power to influence and inspire.

Chapter 2: Finding Your Four Essential Story Types

Michael Chen became CEO of a struggling manufacturing company during its most challenging period. Sales were declining, employee morale was at an all-time low, and competitors were rapidly gaining market share. In his first company-wide address, rather than beginning with a detailed turnaround strategy, Michael shared a personal story. "When I was twelve," he began, "my family's small grocery store was on the verge of bankruptcy. One evening, I found my father sitting alone after closing, surrounded by unpaid bills. Instead of despair, he showed me four photographs he kept in his wallet. The first was of our family, representing why he persisted despite challenges. The second showed our first customer, reminding him who we served. The third was of our small team, symbolizing who would help us succeed. The fourth was simply our store sign on opening day, representing his vision of what was possible." Michael then revealed his own four photographs—metaphorically speaking—for the company's transformation journey. This framework of four story types became the foundation for rebuilding the company's culture and strategy. Business storytelling experts have identified that truly effective leaders don't just tell random anecdotes—they strategically develop and deploy four essential types of stories that serve distinct purposes. Understanding these four story types gives you a complete narrative toolkit for any business situation. The first essential story type is the Origin Story. These narratives explain who you are and why you do what you do. For individuals, they might reveal formative experiences that shaped your values. For organizations, they connect present actions to founding principles. When Howard Schultz repeatedly tells the story of how his father's lack of health insurance after a workplace injury inspired Starbucks' employee benefits program, he's using an Origin Story to explain the company's commitments. The second type is the Challenge Story. These narratives demonstrate resilience, problem-solving, and growth through adversity. They build credibility by showing how you or your organization overcame significant obstacles. When Airbnb's founders share how they rented air mattresses in their apartment and created homemade breakfast for guests when nearly bankrupt, they're using a Challenge Story to demonstrate the innovation and persistence that drives their company culture. The third category is the Connection Story. These narratives humanize you and your organization by revealing vulnerability, empathy, and shared experiences. They build trust by showing authentic understanding of others' situations. When a sales professional shares a story about being on the customer's side of a similar transaction, or when a leader acknowledges a personal failure that taught an important lesson, they're using Connection Stories to build relationships. The fourth essential type is the Vision Story. These narratives paint a compelling picture of the future, making abstract goals concrete and emotionally resonant. They inspire action by helping others see possibilities they hadn't imagined. When Martin Luther King Jr. shared his "I Have a Dream" speech, he was using a Vision Story that allowed people to visualize and emotionally connect with an abstract concept of equality. What makes these four story types so powerful is that they address the complete range of human motivation. Origin Stories connect to purpose and values; Challenge Stories demonstrate competence and determination; Connection Stories build trust and relationship; and Vision Stories inspire hope and action. Together, they form a comprehensive narrative system that can be deployed strategically in different business situations. As Michael discovered, leaders who intentionally develop their repertoire of these four story types create a narrative ecosystem that can transform challenges into opportunities, build resilient teams, and turn strategic visions into lived realities.

Chapter 3: Crafting Stories That Capture Attention

Elena Rodriguez stepped onto the conference stage facing three hundred marketing professionals. Instead of launching into her credentials or agenda, she began differently: "Three years ago, I stood in my kitchen at 2 AM, crying over a failed product launch that had cost my company millions and nearly cost me my career." The room fell silent, every person suddenly invested in what would happen next. By the end of her twenty-minute presentation on innovation strategies, Elena had woven that personal failure into a compelling narrative arc that illuminated her main points while keeping the audience completely engaged. Afterward, numerous attendees approached her, many recalling specific details from her talk. What made her presentation so effective wasn't just what she said, but how she structured her story. The craft of storytelling in business follows recognizable patterns that have been refined over centuries of human communication. Successful business stories, whether shared in boardrooms or keynotes, incorporate specific structural elements that engage listeners on both cognitive and emotional levels. Every powerful business story begins with a hook—an opening that creates immediate curiosity or tension. Elena's vulnerable admission of failure served as her hook, instantly raising questions in the audience's mind: What happened? How did she recover? What did she learn? Effective hooks might be surprising statistics, counterintuitive statements, or personal revelations that signal this isn't going to be a standard, forgettable presentation. After the hook comes context—the minimal background information needed to understand the situation. For business stories, this means establishing only the most relevant details: who was involved, what was at stake, and why it matters. Elena quickly explained that her failed product was supposed to be her division's flagship innovation, representing months of work and significant investment. Notice she didn't bog down the story with unnecessary technical specifications or organizational history. The heart of any compelling business story is conflict—the challenge, obstacle, or problem that creates tension. Conflict is what makes listeners lean forward, wondering how it will be resolved. In Elena's case, the conflict was multifaceted: a failed product, potential career derailment, and the personal struggle with failure. Business stories without clear conflict feel flat and fail to engage our problem-solving instincts. Resolution shows how the conflict was addressed, highlighting the actions taken, decisions made, and approach that led to outcomes. Elena shared how she gathered her team, openly acknowledged the failure, initiated a thorough analysis of what went wrong, and implemented a completely different innovation process based on their learnings. The resolution should demonstrate problem-solving in action and ideally connect to the broader business principles being conveyed. The final essential element is the takeaway—the explicit or implicit "so what" that gives the story its purpose and connects it to the business message. Elena concluded by linking her experience to specific innovation practices that her audience could implement, making her painful experience valuable for others. Without a clear takeaway, even entertaining stories can feel irrelevant in a business context. What distinguishes great business storytellers is their ability to deliver these elements while maintaining narrative tension through pacing, judicious detail, and authentic emotion. They understand that effective stories don't just inform—they transport the audience into an experience from which they emerge with new perspectives and actionable insights. As Elena demonstrated, when we craft stories with intentional structure around business messages, we don't just communicate information—we create memorable experiences that influence thinking, inspire action, and establish lasting connections that data alone could never achieve.

Chapter 4: Stories That Drive Organizational Change

When Marcus Williams became the new Chief Digital Officer at a century-old insurance company, he faced immense resistance to his modernization initiatives. Employees who had been with the company for decades viewed his digital transformation agenda with suspicion, seeing it as a threat to their jobs and the company culture they valued. PowerPoint presentations about efficiency gains and market competitiveness had failed to move the needle on adoption. During a particularly tense leadership meeting, Marcus set aside his slides and instead shared a story about his grandfather, a steelworker who had lost his job when his factory refused to modernize. "My grandfather wasn't resistant to change," Marcus explained. "He was afraid of being left behind. The company never brought workers like him along on their journey, never helped them see their place in the future. That's not what we're going to do here." Marcus then described how his grandfather had eventually found work at a more progressive company that invested in retraining its workforce, ultimately leading to the most satisfying years of his career. By the end of the meeting, the tension had visibly shifted. Several longtime executives approached Marcus afterward, not with resistance, but with questions about how their teams could be better supported through the transition. This scenario illustrates why stories have become essential tools for driving organizational change. Traditional change management approaches rely heavily on logical arguments—explaining the business case, outlining implementation steps, and highlighting benefits. Yet research consistently shows that 70% of change initiatives fail, often due to human factors rather than strategic flaws. Stories work where logical arguments fail because they address the emotional underpinnings of resistance. When people resist change, they're rarely rejecting the logical merits of the initiative. They're responding to deeper concerns: fear of incompetence, loss of identity, disruption of social connections, or past experiences with poorly executed changes. Data-driven presentations rarely address these emotional realities, but stories can directly acknowledge and reframe them. Neuroscience explains this phenomenon. When we encounter change, our amygdala—the brain's threat detection center—activates, triggering our fight-flight-freeze response. This biological reaction makes it difficult to process logical arguments. Stories, however, can bypass this resistance by engaging different neural pathways. They activate the brain's sensory cortex and release oxytocin, creating a state more receptive to new ideas. The most effective change stories follow specific patterns. "From-To" stories contrast the limitations of the current state with the possibilities of the future state, helping people visualize the transition journey. "We've Done Hard Things Before" stories remind organizational members of past successes through adversity, building confidence in their collective ability to adapt. "What's At Stake" stories create meaningful urgency by illustrating the human consequences of action versus inaction. Leaders driving successful change initiatives often use a strategic narrative sequence. They begin with Connection stories that acknowledge the challenges and emotions people are experiencing, demonstrating empathy and building trust. They then share Vision stories that paint a vivid picture of the improved future state, making abstract goals tangible and personally relevant. Finally, they deploy Success stories that showcase early wins and role models who have successfully navigated the change. Marcus's approach worked because he didn't try to overwhelm resistance with more data or dismiss emotional concerns as irrational. Instead, he used his grandfather's story to validate feelings, reframe the change as an opportunity rather than a threat, and position himself as an ally rather than an adversary in the transition process. When facing organizational change, remember that facts might inform, but stories transform. By translating strategic imperatives into human narratives that acknowledge emotions, create meaning, and build confidence, leaders can overcome the natural resistance to change and inspire genuine commitment to new directions.

Chapter 5: Stories That Build Trust in Sales

Rachel Patel had been trying to close a major software contract with a manufacturing company for months. Despite having the superior product and competitive pricing, something was preventing the deal from moving forward. During what she expected to be yet another formal presentation, Rachel noticed the procurement director glancing repeatedly at his watch. On impulse, she closed her laptop and said, "I sense that something beyond features and pricing is holding us back. Before we continue, can I share something personal about why I'm in this industry?" Surprised by the shift, the director nodded. Rachel then shared how her father's small business had struggled with inefficient systems until implementing software that transformed their operations—allowing them to compete with much larger companies while maintaining their family-oriented culture. "What drove me to this industry wasn't the technology itself, but seeing how the right tools can protect what makes businesses special while helping them evolve. I'm curious—what aspects of your company culture are most important to preserve as you grow?" That simple story and question opened a floodgate. The director revealed their real concern: previous technology implementations had disrupted their carefully cultivated shop floor culture. By the meeting's end, the conversation had transformed from features and specifications to a collaborative discussion about change management and cultural preservation. Two weeks later, Rachel received the signed contract. This scenario illustrates why storytelling has become a crucial differentiator in modern sales. In today's environment, where products and services increasingly resemble each other, and where buyers can research features and pricing independently, the traditional sales approach of feature-dumping and benefit-listing fails to create meaningful distinction. Stories, however, create connection and trust that logical arguments alone cannot achieve. Research from the sales psychology field reveals why stories work so effectively in sales contexts. First, they address what neuroscientist Antonio Damasio discovered through his research on decision-making: despite our belief that we make purchases based on logical evaluation, our decisions are fundamentally emotional, later justified with rational reasoning. Stories engage these emotional decision-making centers directly. Second, stories overcome the skepticism that has become inherent in buyer-seller relationships. When salespeople make direct claims about their products or services, they trigger what psychologists call the "persuasion knowledge model"—the buyer's natural defenses against being sold to. Stories bypass these defenses because they don't register as persuasive attempts but as shared experiences. The most effective sales stories fall into distinct categories that address different stages of the buying journey. "Origin stories" explain why you or your company entered this field, revealing authentic purpose beyond profit. "Challenge stories" demonstrate how you've helped similar customers overcome comparable obstacles. "Failure stories"—where you acknowledge mistakes or limitations—counter-intuitively build credibility by demonstrating honesty. "Vision stories" help customers imagine a better future state after implementing your solution. Sales professionals who master storytelling understand timing is crucial. Early in relationships, personal stories that reveal values and build human connection work best. As relationships develop, customer success stories that demonstrate capability become more appropriate. Throughout, stories should be concise, relevant to the customer's situation, and followed by questions that invite the customer into the conversation. What made Rachel's approach successful wasn't just the story itself, but how it created space for the customer's story to emerge. By sharing her personal connection to the industry and asking about what mattered to them, she shifted from a transactional presentation to a collaborative conversation about shared values and concerns. In a business landscape where differentiation is increasingly difficult, stories provide a unique advantage. They transform sales conversations from adversarial transactions into collaborative explorations, building the trust necessary for significant purchasing decisions and laying the foundation for long-term relationships rather than one-time transactions.

Chapter 6: Stories That Communicate Values and Vision

When David Tanaka became CEO of a mid-sized healthcare technology company, he inherited an organization with strong technical capabilities but a fragmented culture. Different departments operated in silos, with competing priorities and no shared sense of purpose beyond quarterly targets. The company's official values statement—Excellence, Innovation, Integrity, Teamwork—hung on walls but rarely influenced actual decisions. At his first all-hands meeting, David surprised everyone by setting aside the expected strategic roadmap presentation. Instead, he shared a story about his grandmother, who had been a nurse for forty years. "Every night after her shift," he said, "she would tell my grandfather about one patient she had helped that day. Not her accomplishments or challenges—just how someone's life was different because she had been there. Even on the hardest days, she found someone whose path she had improved." David then connected this personal story to his vision: "We create technology, but our purpose is improving healthcare experiences for real people. I want us to build a company where, like my grandmother, we each leave work asking not just 'What did I accomplish?' but 'Whose life is better because of what we did today?'" In the months that followed, David continued using stories—from patients, healthcare providers, and team members—to reinforce this purpose. Gradually, a cultural shift began. Teams started collaborating more effectively, decision-making became more patient-centered, and employee engagement scores rose significantly. Three years later, the company was recognized as an industry leader in both innovation and workplace culture. This scenario demonstrates the unique power of stories to communicate values and vision in ways that transform organizational culture. While most companies have vision statements and values lists, research shows that between 50-80% of employees cannot recall their organization's values, and fewer still can explain how those values influence daily decisions. The gap between stated values and lived experience creates cynicism that undermines performance and engagement. Stories succeed where value statements fail because they translate abstract concepts into concrete examples that engage both emotion and intellect. Neuroscience research shows that when we hear a story about someone demonstrating a value like compassion or courage, our brains simulate that experience, activating the same neural networks involved in actually practicing that value. This creates what psychologists call "experience-taking," where we temporarily become the protagonist in the narrative. Leaders who effectively use stories to communicate values follow specific patterns. First, they share foundation stories that explain why certain values matter personally to them, establishing authentic commitment rather than corporate mandates. Second, they collect and amplify recognition stories that celebrate employees demonstrating values in action, creating visible role models. Third, they incorporate decision stories that reveal how values guided choices in difficult situations, providing practical frameworks for value-aligned behavior. Similarly, effective vision stories go beyond describing future states to creating emotional investment in those futures. The most compelling vision narratives include three elements: a clear picture of the desired future that engages the senses, a meaningful connection to purpose that transcends financial outcomes, and an honest acknowledgment of the challenges to be overcome on the journey. This combination creates what psychology researchers call "directed tension"—a motivational force between current reality and desired future that energizes commitment. What made David's approach successful wasn't just telling stories himself, but creating systems for story sharing throughout the organization. He instituted "patient impact moments" at the beginning of each meeting, created digital channels for employees to share purpose-aligned experiences, and trained managers to collect and amplify stories that demonstrated values in action. When values and vision remain abstract concepts on posters and slides, they have limited influence on behavior. But when they come alive through authentic stories that connect emotions to aspirations, they become powerful forces that align efforts, guide decisions, and transform organizational culture from the inside out.

Chapter 7: Case Studies: Organizations Transformed Through Storytelling

In 2015, Ethan Morris faced the biggest challenge of his career. As Chief Communications Officer for Meridian Healthcare, he needed to guide the organization through a merger that would affect 12,000 employees across three states. Past organizational changes had been met with resistance, cynicism, and talent flight. This time needed to be different. Rather than relying on traditional change communication—detailed timelines, synergy projections, and organizational charts—Ethan implemented a radical approach: a company-wide storytelling initiative called "Meridian Journeys." It began with senior leaders being trained to share personal stories about meaningful transitions in their own lives and careers. These authentic narratives, shared in town halls and team meetings, acknowledged both the challenges and opportunities that come with major change. The initiative then expanded to include "story booths" where employees could record their own experiences, concerns, and hopes regarding the merger. These stories—some inspiring, others questioning—weren't hidden away but curated and shared across the organization. Finally, a "Future Story" campaign invited employees to imagine and share narratives about the merged organization three years hence, focusing on improved patient care possibilities. The results were remarkable. Employee engagement scores during the merger remained 23% higher than industry benchmarks for similar transitions. Voluntary departures decreased by 17% compared to previous organizational changes. Most significantly, patient satisfaction actually improved during the merger period, defying the typical decline seen during major healthcare integrations. Meridian's experience is not unique. Organizations across industries have discovered that strategic storytelling initiatives can transform performance in ways that traditional communication approaches cannot achieve alone. Their successes reveal consistent patterns in how storytelling can be institutionalized to drive organizational transformation. Global mining corporation Rio Tinto implemented "Safety Stories" sessions at the beginning of each shift, where team members briefly share near-misses or safety observations from their personal experience. This replaced standard safety briefings with emotionally impactful narratives. Within 18 months, recordable safety incidents decreased by 35% across sites implementing the program, significantly outperforming locations using traditional safety communications. Technology giant IBM developed a "Client Success Storytelling" program that trained their technical consultants to capture and share narrative-based case studies rather than feature-focused implementation reports. The initiative increased solution sales by 20% and significantly improved client ratings of IBM's understanding of their business challenges. What made this program successful was its focus on teaching technical experts to identify and structure human-centered narratives about business transformation, not just technical implementation. Financial services firm Prudential revolutionized their approach to retirement planning through their "Day One" campaign, which featured ordinary Americans sharing their personal stories about their first day of retirement. By shifting from abstract discussions of savings rates and investment returns to concrete human narratives about purpose and life transition, Prudential not only differentiated their brand but increased retirement plan enrollments by 15%. These case studies reveal common success factors in organizational storytelling initiatives. First, they integrate storytelling into existing business processes rather than treating it as a separate communication activity. Second, they democratize storytelling by collecting and amplifying voices from throughout the organization, not just leadership. Third, they provide clear structural frameworks that help people identify and shape meaningful narratives rather than rambling anecdotes. Fourth, they create dedicated channels and opportunities for stories to be shared, whether digital platforms, designated meeting time, or specialized events. What distinguishes these successful initiatives from failed attempts is their authenticity and integration. Organizations that approach storytelling as merely a communications technique or manipulation tactic typically see initial enthusiasm followed by cynicism. Those that embrace storytelling as a fundamental way of making meaning, building relationships, and navigating complexity experience sustained transformation in performance and culture. As Meridian Healthcare discovered, when organizations invest in developing storytelling capacity throughout their ranks, they create a powerful resource for navigating change, building culture, and achieving strategic objectives that logical arguments and data alone cannot accomplish.

Summary

The journey through storytelling in business reveals a profound truth: in a world increasingly saturated with data and information, our most powerful tool for connection remains the simple, ancient art of sharing stories. From the neuroscience that explains why narratives bypass our logical defenses to the case studies of organizations transformed through strategic storytelling initiatives, we've seen that stories don't just communicate—they create shared reality and inspire aligned action. The most valuable insight emerging from this exploration is that storytelling isn't an artistic talent reserved for a creative few, but a learnable business skill with measurable impact. When we understand the four essential story types—origin stories that establish purpose, challenge stories that demonstrate resilience, connection stories that build relationships, and vision stories that inspire action—we gain a complete narrative toolkit for any leadership challenge. By mastering the craft elements that capture attention—the hook that draws listeners in, the conflict that creates tension, and the resolution that delivers insight—we transform ordinary communication into extraordinary influence. The organizations that have embedded storytelling into their culture show us the potential: increased engagement, accelerated change adoption, stronger customer relationships, and more cohesive implementation of values and vision. The evidence is clear that in contexts from sales conversations to organizational transformations, stories create results that facts and logical arguments alone cannot achieve. As you move forward in your professional journey, consider how intentionally developing your storytelling capacity might transform your effectiveness. Begin by collecting your own stories—moments of challenge, growth, connection, and purpose from both personal and professional realms. Practice crafting these experiences into concise narratives with clear relevance to business situations. Most importantly, create opportunities to share these stories in contexts where they can build trust, clarify values, or inspire action. In doing so, you'll discover that storytelling isn't just a communication technique—it's a fundamentally different way of leading that honors our human need for meaning, connection, and purpose in our work lives.

About Author

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Gabrielle Dolan

Gabrielle Dolan can tell you a story or two.In fact, it was while working in a senior leadership role at National Australia Bank that she realised the power of storytelling in effective business communication. Since that epiphany, Gabrielle has found her calling as a global thought leader on authentic leadership and business storytelling.A highly sought-after keynote speaker, educator and author, Gabrielle has worked with thousands of high-profile leaders from around the world and helped countless of Australia’s top 50 companies and multinationals to humanise their communications - Telstra, EY, Accenture, VISA, Australia Post, National Australia Bank, Amazon, Vodafone and the Obama Foundation to name drop a few.She holds a master’s degree in management and leadership from Swinburne University, an associate diploma in education and training from the University of Melbourne, and is a graduate of the Harvard Kennedy School of Executive Education in both the Art and Practice of Adaptive Leadership and Women and Power: Leadership in a New World.Gabrielle is also the bestselling author of Real Communication: How to be you and lead true, a finalist in the Australian Business Leadership Book Awards for 2019. Her other published books include Stories for Work: The Essential Guide to Business Storytelling (2017), Storytelling for Job Interviews (2016), Ignite: Real Leadership, Real Talk, Real Results (2015) which reached the top five on Australia’s bestselling business books and Hooked: How Leaders Connect, Engage and Inspire with Storytelling (2013). Her latest title, Magnetic Stories: Connect with customers and engage employees with brand storytelling will be published by Wiley in March 2021.Bringing humanity to the way business people communicate isn’t just a career, it’s a calling. Her dedication to the industry was recognised when Gabrielle was awarded the 2020 Communicator of the Year by the International Association of Business Communicators Asia Pacific region. The ultimate expression of her passion for the cause is her Jargon Free Fridays movement/ global movement (jargonfreefridays.com).

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