Whether we realize it or not, we constantly face the challenge of making ourselves heard. In professional settings, this can happen in various situations—whether we want to convince our superiors, inspire our team members, or gain the trust of clients, we want our voices to be heard. How can we use rhetorical techniques and storytelling methods to achieve this?
Both rhetoric and storytelling are tools for strategic communication. While rhetoric, the art of persuasive speaking, has been around since ancient times, storytelling—the ability to tell compelling stories—is just as old but has recently become highly popular in the business world. What both have in common is the goal of engaging the audience. Listeners should follow the argument or the story. While rhetoric is often associated with traditional speech situations (political speeches, debate competitions) and logical argumentation, storytelling is about conveying events emotionally, usually centered around a main character or group of people.
Both of these soft skills can be learned* and applied strategically in professional communication. But when and how can those skills be used effectively? What role does the audience play? And does effective rhetoric or storytelling require adaptation to the audience? I discussed these questions with my co-authors Bernadette Beck, Bei Bei Yu, and Judith Prasser.
Dovile: Bei Bei, as a coach, how do you see the role of storytelling in today’s society and workplace compared to previous generations?
Bei Bei: In my view, the importance of soft skills like storytelling depends on societal development. I notice significant generational differences. I was born in China in 1981. The focus in school and education was to shape us into obedient citizens. We didn’t learn how to express our personal opinions, let alone persuade others. Instead, the emphasis was on acquiring knowledge. There was no storytelling—our goal was not to engage with our peers but to reproduce the knowledge we had learned. Partially, this was also the case in the German education system during that era.
In the last 2 decades, things have changed tremendously. Social media platforms like TikTok, Instagram or YouTube are filled with content creators using storytelling to generate emotions and gain more followers. However, this is a double-edged sword. Many topics today are presented emotionally, and we are moving away from facts. "Alternative facts" are the dark side of this development. The world is evolving, and in the coming years, things will continue to change.
In the past, education systems trained people to be obedient citizens rather than leaders. That’s why many people today are struggling with soft skills like rhetoric or storytelling.
Dovile: The education system has changed over time. For example, my nephews participate in rhetoric competitions abroad, debating art and politics in English. But of course, not everyone has such opportunities during their education.
Bei Bei: Even small experiences can help. Recently, I told a fellow coach about my four-year-old daughter performing in a kindergarten theater play. He was thrilled, emphasizing how important it is to get children on stage as early as possible so they learn to present themselves and recognize that their voices matter. These early experiences are invaluable later in life—whether for presentations, negotiations, or leadership communication.
Dovile: Bernadette, what does rhetoric or strategic communication mean to you?
Bernadette: I have a skeptical view. Rhetoric is not just rhetoric. Every word comes from our thoughts, and every thought follows an intention. Often, these intentions are unclear or misaligned with the desired outcome. I’ve observed people who speak eloquently but say nothing. The reasons vary, but ultimately, this does not contribute to team success.
Judith: But that’s not good rhetoric—it’s ineffective communication. Good communication should be driven by content to distribute a clear message.
Bernadette: I agree. It’s not effective or purposeful communication. As a leader, I’ve sometimes had no answers but still needed to keep the team motivated and united. In the past, I tried to tell a good story by using storytelling and rhetoric techniques, but it often left me with a bad feeling. Now, I strive to be more authentic and transparent. It’s important to maintain confidence even in uncertainty. This approach has been better for me and my team. We are all capable individuals who are able to deal with reality. This has been a personal journey for me—one that continues to evolve.
Dovile: But at that point, if you are telling a 'good story' you’re not just leading—you’re engaging in politics.
Bernadette: Sometimes, that’s necessary. Ideally, rhetoric should carry a message, and I should convey it with empathy. When entering difficult conversations, you need a clear structure—a strong "why" or mission.
If your mission aligns with your values, that’s ideal.
Rhetoric is a valuable tool, but communication doesn’t always have to be rhetorically polished. It can also be factual and technical or used to build trust. From my point of view, what matters most is the intention behind the conversation. If it aligns with the team’s goals, then every word has the right impact.
Dovile: I completely agree. Ideally, when storytelling is used effectively, it guides communication into a clear direction. If someone presents something and their message fosters empathetic understanding. If you master this art, you’ve already achieved a lot— you can use it in strategy meetings, project approvals, and similar settings.
Bernadette: Good storytelling is helpful in many situations, including team communication. I consider it an important soft skill—the ability to tell stories in a way that excites both yourself and others. However, that alone is not enough. It’s equally important (and often underestimated) to tell stories in a way that makes them understandable to the listener.
Judith: Many struggle with this because they assume that others have the same level of knowledge, which is rarely the case. Bernadette, you mentioned empathy as a key factor in storytelling. Adapting to someone’s knowledge level could be called “knowledge empathy.” Without this, only fragments of the message get through. Misunderstandings arise, especially in complex working environments. Additionally, many people hesitate to ask questions out of fear to appear uninformed or stupid. However, the issue is not with the audience — it’s with the speaker, who failed to communicate clearly.
Dovile: Knowledge empathy is crucial. Understanding who you’re speaking to and adapting your language accordingly is not just about emotional empathy—it’s about assessing the other person’s knowledge and information level. If we don’t do this, we communicate within our own bubble.
Often, we need to get to know people first to evaluate their level of understanding.
Bernadette: If you’re unsure of someone’s knowledge level, you can ask directly: “I’m not sure how familiar you are with this topic.” This allows for a conversation at eye level. We shouldn’t work with false assumptions.
Dovile: And knowledge isn’t the only factor. Generational, cultural or geographical differences also play a role. E.g. each of us live in another region. I live in the northern part of Germany, and some of you live in the south. In my region it is currently sunny, but maybe you are experiencing rain. If we only think within our own environment—our city, our neighborhood—we risk talking past each other. If you are working with an international team, there are even more factors to be considered. Bernadette, you are working with teams in India, US or UK, what are your experience?
Bernadette: When I started to work teams in India, I consciously engage in discussions about stereotypes. I wanted to create transparency about our own false assumptions. The goal was to get rid of stereotypes, I was aiming to establish an open and respectful culture, where people are seen and appreciated for their work and not judged by their nationalities. However, it was eye-opening to see that some of my Indian colleagues didn’t even perceive the need for these discussions, which was an interesting experience for me.
Dovile: As someone from a different cultural background, when I move to Germany, I first had to observe a lot to understand the common ground and the differences between German and Lithuanian culture. That enabled me to build empathy bridges. Bei Bei, I think you might have similar experiences when you moved to Germany.
Bernadette: How well we can connect with others depends on our self-awareness, personal maturity, and the context of the person we’re engaging with. I see this with a childhood friend of mine who has spent her entire life in a small village in southern Germany. She only visits a larger town two or three times a year—that is her world. Whenever I enter that world, no matter where I’ve been before, I adapt to it; otherwise, our communication wouldn’t work. She is naturally an empathetic person, but since her experiences are limited to that environment, she cannot fully relate to my life between Berlin, India, and the U.S. She could grasp Berlin a bit better after visiting me there, but I’ve come to realize that some people remain within their own context—their own bubble. That’s simply what you can expect in communication. If you push too much beyond that, it can be overwhelming for them. So, I adjust to their perspective—even if our conversation ends up being just about the weather.
Dovile: That’s important because, in the end, no one should feel left out or incapable. In the workplace, for example, if we share information that others can’t fully grasp, they may feel excluded. On the other hand, if we tell a compelling story—perhaps through a relatable anecdote—it helps bridge that gap.
Even if someone recognizes that we come from different backgrounds, a well-told story can serve as an inspiration for growth rather than a reason to feel disconnected. That is the true power of storytelling.
Bernadette: A good story becomes even more effective when you enhance it with vivid details. When I talk about my experiences in India, I might mention how incredibly hot it was—this gives people something tangible to relate to.
The same principle applies in professional settings. Take cybersecurity, for example. Everyone in the tech community knows how crucial it is, but the details can be quite technical. Even after multiple training sessions, most people outside of security roles struggle to stay engaged. Yet, cybersecurity remains a vital part of workshops and projects, and ongoing awareness is essential.
If these trainings are delivered well, they work much like my business trip stories. My friend hears that I was in India, but she can’t picture my daily experiences there—she just knows I was away for two weeks. Similarly, security training doesn’t need to make everyone an expert on servers and firewalls; it simply needs to leave a lasting message, like reminding people not to open suspicious emails. We can’t communicate every detail to everyone. But with empathy, we can ensure that the key message gets across.
Judith: And to do that effectively, you need a clear message in the first place. That clarity in your own mind is what makes storytelling truly powerful.
Conclusion
A strong narrative and an understanding of your audience—their knowledge level, but also their regional, cultural, or social context—are crucial. I’d say we’ve identified many key elements that help to understand how to master the art of rhetoric and storytelling.
Up to you: Do you use rhetoric or storytelling in your work life? Let us know on LinkedIn. We are glad to engage into further discussions.
This interview is part of our series "Soft Skills in professional life". Explore our concept and idea behind the conversations.
*Example for storytelling: Gary Vaynerchuk: How to Tell a Story on Social Media, March 12 2019.
Example for rhetoric: Carmine Gallo: The Art of Persuasion Hasn't Changed in 2,000 Years, Harvard Business Review, July 15 2019.