In Episode 272 of Anecdotally Speaking, discover how a unique metaphor helped Disney’s CEO evaluate risky decisions and how it can help you too.

In this episode, Shawn shares a story from Bob Iger, long-serving CEO of Disney, that became a powerful tool for evaluating ideas. What starts as a clash of decision-making styles turns into a moment of insight delivered on a single slip of paper.
Mark and Shawn explore why metaphors and analogies are so effective in business settings and how a memorable turn of phrase can convey big ideas, avoid confrontation, and guide better decision-making.
This episode is especially useful for leaders, strategists, and anyone who wants to avoid investing in ideas that might not go anywhere.
The full story can be found in the book The Ride of a Lifetime by Bob Iger
For your story bank
Tags: Decision-making, Communication, Storytelling, Leadership, Value
This story starts at 0:18
Back in the 1990s, Bob Iger was the president of ABC when Disney acquired the network for $19 billion. As someone used to making independent decisions, Iger was eager to push new initiatives, one of which was a youth-focused magazine idea he approved on the spot. But soon after, Disney’s Chief Financial Officer, Tom Staggs, called him, insisting the project had to go through the company’s formal strategic planning process. Iger stood firm, saying the decision was already made.
Not long after, another higher-up, Larry Murphy, also pressured him to follow Disney’s process. Again, Iger declined. Although no one directly overruled him, likely because ABC had only just been acquired, he felt the process was disempowering and the tone demoralising.
Soon after, while considering a different acquisition, Iger sat in a meeting with Donn Tatum, another senior Disney executive. Instead of arguing or pushing back forcefully, Donn quietly slid a note across the table. It read:
“Avoid getting into the business of manufacturing trombone oil. You may become the greatest trombone oil business in the world, but in the end, the world only consumes a few quarts of trombone oil a year.”
The message struck Iger immediately. It was a subtle yet memorable way of cautioning him against investing time and resources into something with very limited potential. That phrase, trombone oil, stuck with him. In fact, he kept the note in his drawer for years as a reminder.

Episode 271 of Anecdotally Speaking explores why most business problems live in a field of uncertainty, not precision.

In this episode, Mark tells the story of NASA’s New Horizons spacecraft which flew to Pluto over 10 years with remarkable precision. Mark and Shawn then contrast this story with the reality of business, where things rarely go exactly to plan. They further discuss the danger of overplanning, and why adaptability is critical to success.
This story is perfect for leaders, project managers, and anyone planning big initiatives, highlighting that while planning is vital, expecting surprises is even more important.
Explore our upcoming events here.
For your story bank
Tags: Storytelling, Precision, Project Management, Adaptability
This story starts at 3:37
In 2006, NASA launched the New Horizons spacecraft to conduct a flyby of Pluto. Over the next 10 years, New Horizons travelled more than 3 billion miles through space and arrived at its destination on 14 July 2015, less than a minute earlier than forecasted. The accuracy of this mission was extraordinary, with astrophysicists predicting the outcome with 99.99% precision.

Discover the remarkable journey of Simone Biles and the powerful lessons it offers on burnout and the importance of empathy in judging others.

In this rerun of Episode 215 of Anecdotally Speaking, Shawn shares the compelling story of Simone Biles and her journey through the highs and lows of Olympic competition.
This story highlights the crucial importance of mental health, showing how even the greatest athletes need to prioritize self-care to perform at their best. It also demonstrates the value of suspending judgment until you understand the full context, as Simone’s experience at the Tokyo Olympics taught the world.
In a business context, this narrative serves as a reminder of the importance of empathy in leadership and the necessity of recognizing and addressing burnout. Shawn and Mark also explore how to build tension in storytelling, ensuring your narrative keeps the audience engaged.
For your story bank
Tags: Sport, Success, Persistence, Mental Health
This story starts at: 1:02
Simone Biles gained global prominence during the 2016 Rio de Janeiro Olympics at the age of 19, where she won four gold medals and one bronze, marking the most medals won by a U.S. gymnast in a single Olympics. Her remarkable performance elevated expectations, with the media quickly labeling her the greatest of all time and one of the most significant gymnasts in history. Heading into the Tokyo Olympics, there was even talk of modifying certain rules because she was the only gymnast capable of performing specific tricks. Notably, Simone has five original tricks named after her, only one of which has been successfully executed by another gymnast in competition.
Despite the immense pressure leading up to the Tokyo Olympics, Simone felt confident. However, during the first event, the vault, her practice performance was unexpectedly erratic, a stark departure from her usual precision. This shocked everyone, as they had never seen her perform this way. It was later revealed that she was experiencing the “twisties,” a condition where gymnasts lose their sense of spatial awareness, making it impossible to gauge their position while in the air. Despite her efforts to continue, she ultimately withdrew from the vault event. The same issue occurred during the uneven bars, forcing her to withdraw from the entire Olympics. Simone attributed this to a breakdown in her mental health.
Following her withdrawal, she faced a wave of criticism, with people labeling her a “loser” and a “quitter,” among other harsh comments. However, as time passed, the public began to understand the immense pressure she was under. The Olympics took place during the pandemic, which had pushed back the training season by a year. The absence of a crowd and support squad left her feeling disconnected in all aspects of life and training. After Tokyo, Simone openly discussed the need to prioritize her mental health, taking an 18-month break during which she barely trained. When she did, she still felt off, but with the support of a therapist and her community, she gradually noticed a significant improvement in her performance as her mental health improved.
By the time the Paris Olympics arrived, Simone made a triumphant return, winning three gold medals and one silver at the age of 27, making her the oldest U.S. gymnast in 72 years to win a gold medal.

In Episode 209 of Anecdotally Speaking, discover how asking the right questions brought us GPS – and how you can take these lessons into your work.

In this rerun of Episode 209 of Anecdotally Speaking, Mark shares the origin story of the GPS system. Learn how curiosity and a fresh perspective enabled Johns Hopkins physicists to transform a simple concept into a life-changing innovation.
This story can inspire new ideas in the workplace by encouraging inquisitiveness using ground-reversal creativity. It also highlights the importance of asking the right questions with an open mind.
This story is sourced from an interview with Martin Seligman on the HBR Idea Cast
For your story bank
Tags: Storytelling, Creativity, Ideas, Innovation, Physics
The story begins at 0:26:
In 1957 Russia launched Sputnik 1 which was the first satellite. This was part of the first stages of the space race, so America waned to be able to track the Russian satellite. There were two physicists at the applied physics department at John Hopkins University who figured out within hours how to accurately track where Sputnik was. They managed to do this using the Doppler Effect whereby the frequency of sound changes depending on whether objects are moving toward or away from you. They found that by monitoring the frequencies of Sputnik from two different locations on Earth they could determine its whereabouts. Using extensive calculations and one of the most powerful computers at the time – the Univac. And so the job was done… or so they thought. Roughly a year later the deputy director of the applied physics laboratory at John Hopkins queried about doing the inverse – using two satellites to find the position of someone on earth. That one question caused a plethora of prototypes that would eventually lead to the GPS system, which became fully operational in 1995.
References:
David, Murray S. “That’s Interesting! Towards a Phenomenology of Sociology and a Sociology of Phenomenology.” Philosophy of the Social Sciences, vol. 1, 1971, pp. 309-44.

In Episode 270, learn how a moment of courage by Katharine Graham shaped history and provided a lesson in principled leadership.

Mark recounts the powerful story of Katharine Graham, publisher of The Washington Post, and the defining moment in 1971 when she authorised publication of the Pentagon Papers in defiance of the US government.
Despite immense personal and professional risk, Graham chose truth over safety, guided by the principled words of her father. Her story is a reminder that character is often revealed in moments of pressure.
Shawn and Mark explore how this story offers business relevance in demonstrating principled decision-making under pressure and the importance of leadership emerging when it’s needed most.
This episode is a great listen for leaders navigating difficult decisions, and for anyone interested in how values and character drive real influence.
Looking for a story for an upcoming presentation or event? Let’s find you a story: https://www.anecdote.com/lets-find-you-a-story/
For your story bank
Tags: Leadership, Ethics, Decision-making, Journalism, Storytelling, Values in action
This story starts at 1:54
Katharine Graham became the owner of The Washington Post in 1963 following the death of her husband, Phil Graham. The paper had originally been purchased by her father in 1933. When he was appointed as the first head of the World Bank in 1946, he handed over ownership, but in a sign of the times, gave 70% to his son-in-law Phil, and only 30% to his daughter, Katharine. When Phil died, she stepped into the leadership role, despite never having held a formal executive position.
Fast forward to June 1971. The New York Times had begun publishing the Pentagon Papers — a 7,000-page classified report exposing that the US government had been misleading the public for decades about the Vietnam War. The Nixon administration swiftly obtained a federal injunction to stop them publishing further.
The Washington Post had also obtained a copy of the papers but hadn’t published anything yet. There was no injunction against them, but the stakes were extraordinarily high. The editorial team were adamant: they had to publish. Failing to do so, they argued, would be a blow to freedom of the press. Meanwhile, the legal team warned that publishing could lead to criminal charges under the Espionage Act — imprisonment for Graham and the editors, and the potential loss of the company.
To make matters even more complicated, just two days earlier, The Washington Post had gone public. They needed the IPO funds to modernise and grow the business. Losing the paper now could be catastrophic.
With time running out and tensions high, Graham received a phone call: a conference line with both the editors and the lawyers, each pushing for opposite decisions. And there, in the middle of a dinner party she was hosting at her home, she had to make the call.
What rang in her ears was her father’s old advice: “The first mission of a newspaper is to tell the truth as nearly as the truth may be ascertained.”
Terrified, she gulped and simply said, “Go ahead.” Then hung up the phone and returned to small talk with her guests.
The next morning, The Washington Post published. Within hours, they were sued. But their decision gave courage to other papers, who joined in republishing. Within weeks, the US Supreme Court ruled that the government had acted illegally in restraining the press.

Discover how an Olympic medal and generosity changed lives, and what leaders can learn from this act of selflessness.

In Episode 269 of Anecdotally Speaking, Shawn shares a moving story about Polish javelin thrower Maria Andrejczyk, who made headlines after auctioning her Olympic silver medal to help save a child’s life. This act of generosity, and the surprising twist that followed, offers a reminder of the power of giving and the ripple effects it can generate.
Mark and Shawn explore how this story can be used to encourage generosity, build trust, and create positive expectations in leadership and team dynamics. They also reflect on the power of using simple, human language in storytelling.
For your story bank
Tags: Generosity, Storytelling, Trust, Inspiration, Leadership
This story starts at 0:38
Not long after the Tokyo Olympics, held in 2021 but officially still called the 2020 Olympics, Polish javelin thrower Maria Andrejczyk was riding a wave of success. She had just won the silver medal, an incredible accomplishment, especially considering just a few years earlier, she had been battling bone cancer. To recover from that and then reach the Olympic podium was nothing short of extraordinary.
But just days after her victory, Maria came across a heartbreaking story. An eight-month-old boy named Milosz Malysa had been born with a severe heart defect, and he desperately needed surgery overseas. The total cost was around US$380,000. His family had managed to raise about half that amount but time was running out.
Maria decided to do something that stunned many, she put her freshly won silver medal up for auction. Her goal was simple, to raise the remaining funds to help save Milosz’s life.
The auction gained attention, and the winning bid came from an unexpected place, a Polish convenience store chain called Zabka. They offered US$125,000, exactly what was needed to make up the shortfall.
But that wasn’t the end of the story. Zabka, in an extraordinary act of kindness, contacted Maria and told her to keep the medal. They said they admired her selflessness and wanted her to retain the symbol of her achievement.
Maria still had her silver medal, but more importantly, she had made a massive difference in the life of a family and captured the imagination of a nation. Her act of generosity inspired thousands in Poland and beyond.
Sadly, Milosz passed away a year later. But the impact of Maria’s gesture didn’t fade. It had already created a ripple effect of goodwill, trust, and inspiration.

In Episode 268, learn how Philip Seymour Hoffman’s career illustrates the value of staying connected to your roots.

In this episode, Mark shares a story about actor Philip Seymour Hoffman, whose commitment to the stage, even after winning an Academy Award, offers lessons in humility, authenticity, and professional growth.
Despite achieving stardom on the silver screen, Hoffman never strayed far from his roots in small theatre productions, choosing the intimacy and challenge of Off- and Off-Off-Broadway. Mark and Shawn explore how this story can be applied in a business context whether it’s about staying close to the frontline, resisting ego-driven decisions, or continually honing your craft.
They also reflect on how meaningful one-on-one interactions (your Off-Off-Broadway moments) can have far greater impact than chasing scale.
Explore upcoming events here: https://www.anecdote.com/events/
For your story bank
Tags: Storytelling, Leadership, Humility, Communication, Authenticity
This story starts at 2:18
In 2005, Philip Seymour Hoffman stood on stage at the Academy Awards and accepted the Oscar for Best Actor for his role as Truman Capote in Capote. It was a pivotal moment in his career. While Hoffman had already built a reputation as a brilliant character actor across stage and film, this award propelled him into a new league: Hollywood’s elite.
To put the achievement in context, The Independent later named him number one on their list of the 60 greatest actors of the 20th century. But what makes Hoffman’s story truly remarkable is what he did after receiving that Oscar.
Most actors, once they’ve made it on the silver screen, leave the stage behind. The usual trajectory is stage to screen; start small in theatre, then move into film. Hoffman, however, went the other way. Even after becoming a household name, he continued to return to the stage. Not just Broadway, but Off-Broadway and even Off-Off-Broadway.
Off-Broadway refers to smaller theatres just off the main strip, think around the corner from Broadway, with perhaps a few hundred seats. Off-Off-Broadway is even more intimate, referring to productions in tiny cafés or basements with fewer than 100 seats. These are venues for experimental theatre, raw performances, and minimal production budgets.
Between 2005 and 2014, Hoffman appeared in at least 12 theatre productions. Despite his Hollywood success and busy filming schedule, he prioritised time for the stage. Why? Because he relished the difficulty of stage acting. Performing night after night, delivering the same script with the same emotion, takes an incredible amount of discipline, presence, and craft.
For Hoffman, it was a way of keeping his saw sharp. He believed that staying connected to the demanding, grassroots world of theatre kept him grounded and connected to his core skills.

In Episode 267 of Anecdotally Speaking, discover how Howard Schultz reignited Starbucks’ purpose to drive a complete business turnaround.

Shawn shares the story of how Schultz returned to Starbucks in a critical period of decline in 2008. He made the bold move to close over 4,000 stores across the US for 2 hours for a company-wide reset. This symbolic yet highly strategic act reminded 140,000 employees and the market of Starbucks’ core purpose.
Mark and Shawn explore the impact of clarity in purpose and how stopping to reset can lead to lasting transformation. This episode is ideal for business leaders navigating change or reinforcing organisational values.
Looking for a story for an upcoming presentation or event? Let’s find you a story: https://www.anecdote.com/lets-find-you-a-story/
For your story bank
Tags: Leadership, Turnaround, Purpose, Storytelling, Employee Engagement
This story starts at 2:18
Back in 2008, Starbucks was in serious trouble. The company had lost its way, its share price had dropped dramatically from around $20 to just $5. Quality had declined, customer service had slipped, and there was a sense that the organisation had become too focused on efficiency and churning out coffee, rather than staying connected to what made Starbucks special in the first place.
At this point, Howard Schultz, the original driving force behind Starbucks’ growth, had already stepped away from the company. But as things deteriorated, the board brought him back in to help turn the business around.
His first move was bold, symbolic, and entirely purpose-driven.
Schultz made the decision to shut down every single Starbucks store in the United States, over 4,000 of them, for two hours. During this time, 140,000 employees participated in a company-wide training session. The goal was to refocus on quality, consistency, and service. To remember what Starbucks was really about.
Even logistically, it was a massive effort. Coordinating the closure of thousands of stores, getting all those employees into stores for training was no small feat. But it made a statement. It reminded employees and the market alike that Starbucks was resetting its values and reconnecting with its purpose.
And Schultz articulated that purpose by reminding employees:“We’re not in the coffee business serving people. We’re in the people business serving coffee.”
This moment marked the turning point. From that reset onwards, the company began a steady recovery. The share price began climbing and eventually reached over $80.

In Episode 266, discover how a 1930s courtroom appearance by a woman in pants turned into a lesson in values, justice, and change.

In this episode of Anecdotally Speaking, Mark shares a story in two parts, beginning with Helen Hulick’s defiance of courtroom dress codes in 1938 and ending with her extraordinary legacy in deaf education.
This episode offers an example of how standing up for your values often comes at a cost, but can lead to lasting change.
Shawn and Mark explore how this story can be used in a business setting to highlight principles in action, systemic change, and the power of persistence.
For your story bank
Tags: Values, Values in action, Justice, Storytelling, Change, Gender
This story starts at 0:20
Helen Hulick was 29 years old and from Pennsylvania. She received a PhD in 1930, specialising in teaching profoundly deaf children to communicate. She worked in various places across the United States, and by the late 1930s, she was in Los Angeles, California.
On the 9th of November 1938, she appeared in court to give evidence against two men accused of breaking into a home. When she took the stand, the judge, Arthur S. Guerin, stopped her from testifying and delayed the case for five days, all because she was wearing pants. He said her attire was inappropriate for a woman in court and ordered her to return dressed properly, not in slacks.
The incident drew public attention. In an interview with the LA Times, Helen said, they could tell that judge she’s going to stand up for her rights. If he tells her to wear a dress, her won’t. She likes wearing pants, they’re comfortable.
Five days later, she returned to court wearing slacks again. The judge was angry and said that last time she appeared, people—including the prisoners—were paying more attention to her than to the trial. He said she had defied his order and should be prepared to be punished.
The case was deferred again, and she returned the following day, still wearing slacks. The judge charged her with contempt of court and sentenced her to five days in jail. She was handcuffed and taken to the local lockup.
Her lawyer appealed the ruling. A higher court reviewed the case and overturned Judge Guerin’s decision. Helen was allowed to return to court and give her testimony, this time having won the right to wear pants. Interestingly, when she came back for that final appearance, she chose to wear a dress, because now she had the choice.
Later in life, Helen married and took the name Helen Beebe. She went on to found the Helen Beebe Speech and Hearing Center, where she was director for 40 years. She became a pioneer of the unisensory approach to auditory-verbal communication. She wrote numerous newspaper articles and gave lectures around the world. She believed that any child with residual hearing, no matter how little, could develop spoken language. She also authored a book on the subject.
When she passed away, she donated the centre to a not-for-profit. Many people shared testimonials about the impact she had on their lives. In 1985, she was awarded an honorary doctorate by Lafayette College.
Despite all of this, she remains largely unknown—an example of someone who stood up for her values and left a lasting legacy, even if history hasn’t widely remembered her.

Episode 265 of Anecdotally Speaking explores Quentin Tarantino’s early setback and the value of persistence and learning from failure.

In this episode, Shawn shares the story of a young Quentin Tarantino who, after years of effort into his first film, received devastating feedback. But instead of giving up, Tarantino used the experience, doubled down, and came back stronger.
Mark and Shawn discuss how stories like these demonstrate grit, persistence, and the importance of learning from failure – valuable lessons for business and life alike.
They also unpack storytelling techniques such as raising stakes, adding dialogue, and keeping it relatable.
For your story bank
Tags: Storytelling, Resilience, Persistence, Film, Feedback, Failure
This story starts at 3:05
In 1981, Quentin Tarantino was 17. He dropped out of school and moved to LA, where he got a minimum wage job at a video store called Video Archives. It’s well known he watched lots of movies while working there. He didn’t earn much, but every dollar he made he saved to create his own movie called My Best Friend’s Birthday.
He wrote the script himself—70 pages of wild, crazy energy. He got his friends from acting classes to be in it, begged, borrowed and stole equipment, and even snuck into places to film. It was all done on zero dollars. It took three years to complete.
When it was finished, he showed it to a Hollywood producer whose opinion he really valued. The producer told him: “This film should be wrapped in meat and thrown to the sharks.”
Tarantino was gutted. He couldn’t believe he’d spent three years making something that turned out so poorly. He went back to the people who worked on it, all of whom had done it for free, and told them the film had been destroyed in a lab fire. It wasn’t true, but it was his way of ending it.
It took him a couple of weeks just to get to the point where he could even think about continuing. But after two or three weeks, he decided he wasn’t quitting. That moment after the failure of his first film and deciding to continue is what he later described as the proudest moment of his career.
That film became his film school. He learned how to make movies by doing everything himself. And of course, his next film was Reservoir Dogs.

Discover how Dishoom gamified dining to become a must-visit destination, offering lessons in creative problem-solving and customer engagement.

In Episode 261 of Anecdotally Speaking, Shawn shares a brilliant story about the Indian restaurant chain Dishoom. Facing a lull in foot traffic during afternoons, Dishoom introduced a creative solution that made them an internationally known, must-visit location.
Mark and Shawn discuss how their solution outperformed traditional discounting, tapping into behavioural psychology.
This episode is packed with insights on innovation, brand alignment, and creating experiences that resonate.
Explore upcoming public workshops here.
For your story bank
Tags: Storytelling, Problem Solving, Innovation, Behavioural Change, Loyalty, Creativity, Gamification
This story starts at 1:11

Dishoom is an Indian café chain that launched in London in 2010, drawing inspiration from the old Irani cafés of mid-century Bombay. The design, atmosphere and food all reflect that heritage, and the concept quickly resonated with Londoners. Over time, Dishoom expanded to 13 locations across the UK and developed a strong, distinctive brand.
Despite their popularity, they encountered a common hospitality challenge: afternoons were dead. Lunch was bustling, dinner was fully booked, but between those two peaks, the cafés turned into ghost towns. The team considered the usual approach of offering discounts to bring people in, but that didn’t sit right. Dishoom’s brand was built on culture, story and experience, and a basic discount felt too transactional and out of sync with their identity.
Instead, they reached into the cultural fabric that inspired their cafés and found a clever idea rooted in a traditional Bombay gambling game called Matka—a dice game. The team at Dishoom reimagined this game for the café setting. If you dined at Dishoom and paid your bill before 6pm, and if you had a special token, a small keyring-like charm, you were invited to roll a die. If it landed on six, your entire meal, including drinks, was free.
On the face of it, the promotion equated to a 16.6% discount. But that’s not what people saw. What they experienced was the excitement of the chance and of possibly getting a free meal. It became an event in itself. The chance of winning turned an otherwise dull dining window into something thrilling.
But not everyone could roll the dice. To be eligible, you had to possess one of the Dishoom tokens, and these weren’t handed out to just anyone. Tokens were offered to regular diners, loyal patrons, or those who built a rapport with the staff. Each restaurant had its own token, and you could only use your token at the location you received it from. It added layers of exclusivity and built a sense of community and mystery.
Rory Sutherland, Vice Chairman of Ogilvy and a champion of behavioural economics, shared this story in a talk and highlighted its brilliance. He recalled colleagues visiting from Chicago who insisted on going to Dishoom, not because they couldn’t afford the meal (these were people who could likely buy the entire chain), but because they wanted the fun of rolling the dice. The discount wasn’t the point. It was the experience, the story, and the uniqueness of the moment.

In Episode 264 of Anecdotally Speaking, hear how a chance act of curiosity led to the groundbreaking discovery of Australian amber, and what it teaches us about avoiding fixed mindsets.

In this episode, Mark shares the story of how Australian amber was discovered – twice. One version, told in a university magazine, painted the researchers as heroes from the outset. The other, shared by a friend, revealed how the discovery almost didn’t happen because of a fixed mindset.
Mark and Shawn explore the dangers of closed-mindedness, the value of investigative curiosity, and how incomplete narratives can shape perceptions.
In a business setting, this is a versatile story to encourage open thinking and challenge assumptions.
For your story bank
Tags: Storytelling, Mindset, Curiosity, Openness, Research
This story starts at 0:23
Version 1 – The University Magazine Story
In 2005, Beth Norris, living in far North Queensland, sent samples of what she believed to be amber to the University of New South Wales (UNSW). At the time, the prevailing belief was that Australian amber didn’t exist.
Beth included a note explaining she’d contacted a foreign expert, who told her she was wrong, there was no such thing as Australian amber. But the head of UNSW’s Faculty of Science, Professor Mike, wasn’t convinced. He tested the samples and confirmed they were indeed amber.
In 2006, the university mounted an expedition to the site in far North Queensland to collect more samples and ensure it wasn’t a hoax. This trip was no easy feat: the team faced serious dangers, including sharks and five-metre saltwater crocodiles.
They eventually discovered a perched lake, with a base of lignite, a material often associated with amber. Tests confirmed the samples were genuine, and the find proved that Australian amber did indeed exist.
Version 2 – The Story from the Researchers
Beth Norris regularly walked along her local beach in far North Queensland, careful to stay well away from crocodiles, she knew how dangerous they were. On these walks, she collected small rocks and resin-like lumps she thought might be amber.
She sent samples to several universities across Australia, including UNSW. Most never replied. One parcel was returned unopened. The widely accepted view at the time was that Australian amber didn’t exist, so her submissions were dismissed without testing.
Eventually, Beth sent another parcel to UNSW. The professor who received it read her note, scoffed at the idea, and told a nearby research student to return it. But the student hesitated. Something about the samples caught their interest. They decided to test them, and the results confirmed they were amber.
The professor organised an expedition to the site, originally to confirm it wasn’t a hoax. The team travelled to the remote area, setting up camp away from the water. One member, however, developed a habit of walking to the same spot on the beach every day to wash the dinner plates. On the third day, a five-metre crocodile was spotted stalking him. Someone yelled “Run!”, and he narrowly escaped.
Despite the hazards, the team located a perched lake with lignite at its base, a strong indicator of amber. They collected more samples and confirmed the find: Australian amber did exist.

In Episode 263 of Anecdotally Speaking, hear how a potter turned a late payment request into a meaningful conversation through storytelling.

In this episode, Shawn shares a story from Entrepreneur magazine about a potter who transformed an awkward debt collection into an opportunity for empathy and connection. By recounting a past experience they shifted the conversation from transactional to relational, prompting an honest reply and resolution.
Mark and Shawn unpack why this approach worked, exploring concepts like connection stories, vulnerability, and pull vs push strategies.
They also discuss the use of written stories in business communication and how to keep them conversational for more impact.
Explore our upcoming public programs here.
For your story bank
Tags: Storytelling, Connection, Connection Story, Empathy, Vulnerability, Sales
This story starts at 0:53
A few years ago, there was a woman, we’ll call her Claire, who was both a potter and a fabric designer. She’d been running her business for some time and had built up a nice little network of customers, including some great wholesale clients.
One day, one of those wholesalers, let’s call him Bill, suddenly stopped replying to her emails. On top of that, he owed her about $1,700. At first, she did what most people would do. She sent polite reminder emails, nudging him to make the payment. But after a while, she could see it wasn’t getting her anywhere.
Then she had an idea. Instead of sending another standard payment request, she decided to tell Bill a story.
In her email, she began:“Bill, I want to tell you a story. When I first started this business, I had a great customer who regularly bought my work as a wholesaler. Every month, without fail, he’d make the payment. Then one day, he stopped. I chased him for months, sending messages, following up, doing everything I could to get paid.
Eventually, I got a message from his wife telling me he’d been ill… and had passed away. I felt absolutely terrible. I’d been badgering him the whole time without realising what was going on. I promised myself I’d never let that happen again.
So, I just wanted to ask, are you okay? Is your health okay? I’d rather understand what’s happening than make the same mistake again.”
She sent the email. Almost immediately, Bill replied.
He said his health was fine, but his business had hit a wall. He admitted he felt embarrassed about it and hadn’t known how to respond. He thanked her for her concern and promised to send the money as soon as he could, which he did shortly after.
The experience reminded Claire of two important things: first, you never really know what’s going on in someone else’s life; it could be catastrophic, it could be wonderful, but you can’t assume. And second, a more human, empathetic approach can transform a difficult business interaction into a meaningful conversation.

In Episode 262 of Anecdotally Speaking, discover how a 25-second train delay in Japan sparked a deep conversation about organisational culture.

In this episode Mark shares a story he first read in Holly Ransom’s newsletter. A brief incident in Japan leads to a reflection on “keystone habits” and the behaviours we silently accept that shape workplace norms.
Mark and Shawn discuss why these everyday observations are gold for leaders wanting to drive change, and how noticing small deviations from our stated values can be the starting point for meaningful cultural shifts.
Plus, they share practical tips for turning these moments into everyday stories that inspire and influence.
For your story bank
Tags: Storytelling, Workplace Culture, Culture, Leadership, Behaviour change, Everyday Stories
This story starts at 0:26
Mark first came across this story in Holly Ransom’s newsletter. Holly had recently been in Tokyo with a group of Western business leaders on their annual retreat. The group was discussing aspects of Japanese culture they admired and wished they could emulate.
One executive shared an experience from that very morning. He’d caught the train to the retreat and, while waiting at the station, heard the conductor make a public, sincere apology over the intercom because the train was 25 seconds late.
This led to some laughs, especially for those used to Australian trains, but it also prompted a deeper conversation.
The group noted that the average delay across the Japanese rail network is just 50 seconds, so this conductor wasn’t doing badly. But it made them think about what they were willing to walk past in their own organisations. They valued respect, yet people regularly arrived late to meetings without consequence. They claimed to be customer-obsessed, yet sent templated emails. They promoted innovation, but when someone suggested something new, it was quickly shut down.
They realised these small compromises were quietly setting a “near enough is good enough” standard that undermined the culture they wanted to create.

In Episode 260 of Anecdotally Speaking, discover how keystone behaviours transformed Mary T. Meagher into an Olympic legend.

In this episode, Shawn shares a story about Mary T. Meagher, also known as Madam Butterfly, who became the world’s best butterfly swimmer through two seemingly simple keystone habits.
Shawn and Mark discuss how small, consistent behaviours can transform performance in sport and business alike.
They explore how this concept applies to storytelling, highlighting how noticing everyday events and making your stories visual can transform your communication skills.
This episode is rich with advice for storytelling in business.
Read the blog post referenced in the episode Adapting a podcast story to use at work here.
For your story bank
Tags: Storytelling, Habits, Performance, Communication, Leadership, Olympics, Sport
This story starts at 1:07
When Mary T. Meagher was just 13 years old, she made a bold decision: she set her sights on breaking the world record in the 200-metre butterfly. To get there, she didn’t overhaul her entire training program or seek out radical techniques. Instead, she chose to change just two simple things.
First, she vowed never to be late for practice again. It might seem like a small thing, but Mary had slipped into a habit of arriving just a little late. From that moment on, she began showing up early. She’d be the first one standing on the pool deck, often in the chilly early mornings, ready to dive in before anyone else.
Second, she committed to making every single turn during practice, those points where you reach the wall and push off into the next lap, like it was an Olympic final. No lazy turns, no easing up. Each one would be fast and sharp, performed with absolute intention and precision.
Most swimmers she knew eased off in training, took it a bit easy on the corners. But Mary didn’t. She applied herself, lap after lap, turn after turn, day after day. Those two decisions created a ripple effect. They shaped her mindset, her discipline, and even the way she competed. Over time, those habits transformed her entire approach.
By the age of 17, Mary had broken world records. At 19, she competed in the 1984 Los Angeles Olympics and walked away with three gold medals: two individual, one in a relay. She was crowned the best butterfly swimmer in the world and became known as Madam Butterfly.
All of it started from two small choices, seemingly boring behaviours that were easy to overlook, but performed consistently, they changed everything.

Discover how vulnerability and connection drove Eleven Madison Park to become the world’s best restaurant.

In Episode 259 of Anecdotally Speaking, Mark shares a story from Will Guidara’s book Unreasonable Hospitality, which reveals how a touch of personal vulnerability sparked real connection between staff and patrons at Eleven Madison Park. This seemingly small act helped elevate the dining experience and played a part in the restaurant’s journey to becoming number one in the world.
Mark and Shawn explore key business lessons around vulnerability, feedback, leadership visibility, and the need to step out from behind the ‘command console’.
Whether you’re leading change or collecting stories in your organisation, this story reminds us that connection starts with modelling the behaviour we want to see.
Find out more about our upcoming programs and events here  https://www.anecdote.com/events/
For your story bank
Tags: Storytelling, Leadership, Feedback, Connection, Vulnerability
This story starts at 2:45
Will Guidara, co-owner of Eleven Madison Park (EMP), set out to make his restaurant the best in the world. One of the many small but significant ideas he pursued was gathering guests’ ingredient preferences before ordering, allowing the kitchen to personalise each dish. Despite training his staff to ask diners if there were any ingredients they didn’t enjoy, they received no responses over the first few weeks.
Perplexed, Will decided to wait tables himself one evening. He quickly noticed that guests weren’t avoiding the question—they were avoiding embarrassment. In a fine-dining setting, many patrons felt reluctant to admit dislikes, fearing it would make them seem unsophisticated.
To break the ice, Will started volunteering his own preferences. He would say something like, “Personally, I can’t stand sea urchin. I know chefs rave about it, but I just don’t enjoy it. What about you?” By showing a little vulnerability and sharing something personal, he gave guests permission to open up.
Suddenly, diners started responding. “Actually, I hate beets. My mum used to make me eat them and I’ve never liked them since.” Or, “Please no celery, I just can’t stand it.” This small change created trust, allowed better service, and built a stronger connection. It also gave the kitchen valuable information to tailor the experience and surprise guests with thoughtful touches.
This was one of many “one-percenters” that Will and his team implemented—small improvements that, when accumulated, propelled EMP to be named the number one restaurant in the world. The story highlights that genuine connection begins with vulnerability, and leaders must model the behaviours they wish to see.

Discover how creativity under constraint led to one of the world’s most distinctive memorials.

In Episode 258 of Anecdotally Speaking, Shawn shares the inspiring story of Maya Lin, the 21-year-old architecture student who, against all odds, designed the Vietnam War Memorial. What started as a university assignment transformed into an enduring masterpiece.
Mark and Shawn explore several key business lessons: how constraints can foster creativity, the importance of early prototyping and how anonymity can remove bias in decision-making. They also discuss the underestimated capabilities of young people and how early recognition can shape a career.
You’ll come away with multiple business points from a single story, perfect for innovation, design thinking, or talent development conversations.
References:
Menand, Louis. “Maya Lin, the Reluctant Memorialist.” The New Yorker, 8 July 2002, pp. 55–65, https://www.newyorker.com/magazine/2002/07/08/maya-lin-the-reluctant-memorialist
For your story bank
Tags: Creativity, Innovation, Design, Bias, Talent Development, Storytelling
This story starts at 1:23
In 1980, a national competition was launched to design a Vietnam War Memorial in Washington, D.C. The brief came with three key constraints: the memorial had to be apolitical, it had to list the names of all 57,000+ fallen U.S. soldiers, and it needed to blend into the landscape rather than stand out.
More than 1,400 designs were submitted. The winning design, chosen unanimously by the panel, came from Maya Lin, a 21-year-old undergraduate architecture student at Yale University.
Maya had been studying memorial design in her class when her professor mentioned the competition. He encouraged students to submit something as part of a school assignment, and even submitted a design himself. When he graded Maya’s submission, he gave it a B+, and he didn’t win the competition.
After visiting the D.C. site with her class, Maya immediately envisioned the memorial as a scar carved into the landscape, an architectural metaphor for the pain and trauma of the war. She imagined a long, descending cut into the earth, with a polished black granite surface that would reflect the viewer’s image alongside the engraved names. It would be both a place of memory and of personal reflection.
The very first version of her concept was sculpted spontaneously using mashed potatoes in the university dining hall.
Despite her lack of experience, and without the jury knowing her identity, background, or gender, Maya’s design was selected. The anonymous nature of the competition eliminated any bias related to her being a young, Asian-American woman still in university.
The memorial was controversial at first, partly because of her background and the simplicity of the design. But over time, it became recognised as a masterpiece of architectural and emotional power.

This episode explores how story delivery can either ignite or flatten your message, illustrated by the fire and restoration of Notre-Dame.

In Episode 257 of Anecdotally Speaking, Mark shares the famous story of the Notre-Dame Cathedral fire and its incredible restoration.
But this story isn’t just about architecture and heroism; it serves as an example of how poorly delivered storytelling can undermine even the most compelling content. Shawn and Mark discuss the communication missteps of a TED Talk by Notre-Dame’s chief architect.
This episode is filled with advice about story delivery, including building suspense and engaging an audience.
For your story bank
Tags: Storytelling, Communication, Public Speaking, Authenticity
This story starts at 0:32
On the evening of April 15, 2019, something unthinkable happened; Notre-Dame Cathedral in Paris caught fire. The blaze began around 6:18pm local time, and initially, no one noticed. The first sign of trouble was a fire alarm, which went off two minutes later. A firefighter who was permanently stationed at the cathedral was sent to investigate. Unfortunately, due to a miscommunication, he was dispatched to the wrong part of the building.
He climbed hundreds of stairs, found nothing, and returned to discover the fire was in a different location, by then, smoke and flames were becoming visible to onlookers on the street. He made his way to the correct spot, but by that time, about 30 minutes had passed and the fire was well established. The Paris fire brigade was called and arrived quickly, but by then, the cathedral’s iconic roof and spire were engulfed in flames.
The world watched in horror as, an hour later, the spire collapsed in a dramatic and unforgettable moment. It was widely assumed that Notre Dame, a UNESCO World Heritage site and an icon of Paris, might be lost forever.
While the wooden roof was mostly destroyed and the spire was gone, the vaulted ceilings acted as a barrier, preventing most of the debris and fire from reaching the interior. Only a few parts of the ceiling gave way; much of the structure held firm.
The real crisis came when the fire reached the North Tower, home to eight massive bells. Four of these are enormous, one alone weighs four tonnes. Had they fallen, the North Tower would likely have collapsed, possibly pulling down the South Tower with it and destroying the entire cathedral.
That’s when a squad of firefighters made a gutsy, life-risking decision. Fully aware of the danger, they volunteered to go back into the tower to fight the fire. They succeeded, and in doing so, saved the building. One local mayor later remarked that the firefighters entered the tower “not knowing if they would come out again.”
In the days that followed, President Emmanuel Macron announced an ambitious five-year restoration plan. Pledges for funding poured in—880 million euros were raised in just one day.
The restoration work was painstaking. Traditional craftspeople were employed using ancient techniques. Timber beams were shaped by hand, stone masons restored intricate carvings, and even new machinery was built because no existing mill could process timber as large as that needed for the rebuild. Amazingly, a special forest had been set aside hundreds of years ago to provide timber in the event of such a disaster—known as the “Notre Dame forest”—and now it was finally called into use.
Finally, on December 7th, 2024, Notre-Dame reopened to the public restored, resilient, and standing once more as a symbol of perseverance and artistry.
Mark was highly interested in this story and the process of rebuilding the Notre-Dame, so he clicked on a TED Talk by the cathedrals chief architect. But instead of capturing the magic of the story, he stood behind a lectern,

Discover why coaching drives real behaviour change, far beyond training alone.

In Episode 256 of Anecdotally Speaking, Shawn shares research by Joyce and Showers that vividly demonstrates why most training programs fail to produce lasting change. Even when participants are engaged and their skills improve during a workshop, very little of this translates into real-world practice without ongoing coaching support.
Mark and Shawn unpack the surprising findings – from 0% transfer rates after lectures and demonstrations, to over 90% transfer when coaching is added. They reflect on how this research has influenced their own work and discuss why organisations must go beyond the “sheep dip” approach if they genuinely want behaviour to change.
If you’re involved in learning and development, change programs, or leadership training, this is essential listening.
Explore our public workshops here.
For your story bank
Tags: Storytelling, Behaviour Change, Learning, Coaching
This story starts at 1:22
Back in the 1980s in the United States, two researchers, Bruce Joyce and Beverly Showers, conducted a study to understand why so much teacher training didn’t lead to any real change in classrooms.
They looked at different approaches to professional development. The first method was the most common: simply giving teachers a lecture about what they should do. The results were pretty striking, although participants learned some information, the percentage who actually applied the skills in their classrooms was zero. Nothing changed.
Next, they tried adding demonstrations, where the trainers would show exactly how to do the techniques. This improved people’s understanding a bit, they could answer questions more accurately, but when they measured whether the teachers used the skills back at work, again, the transfer rate was still zero percent.
Then they introduced practice. So now, teachers could try out the new skills themselves during training. This boosted their knowledge and skills up to about 60%, but when it came to real-world use, it only made a tiny difference, about 5% of participants actually applied what they’d learned.
Finally, Joyce and Showers added ongoing coaching. This meant that after the initial training, teachers had support; someone to guide them, answer questions, and help embed the new approaches. And that changed everything. With coaching, over 90% of teachers consistently put the new skills into practice in their classrooms.
Their research made it clear that knowledge alone doesn’t create behaviour change. Even practice isn’t enough by itself. Coaching is the crucial piece that helps people bridge the gap between knowing what to do and actually doing it.

Discover how 17th-century Rome reveals a clever behavioural insight still relevant for change initiatives today.

In Episode 255 of Anecdotally Speaking, Mark shares a story from his recent travels in Italy about a lesser-known bit of oral history from Rome’s Piazza Navona. Learn how the influential Pamphili family allegedly redirected churchgoers using a simple behavioural incentive.
Mark and Shawn unpack how this story, whether fact or folklore, offers a memorable example of influencing behaviour without confrontation. It’s a perfect story for illustrating change management, behaviour design, or influence strategies in a business setting.
Find out more about our upcoming public workshops here.
For your story bank
Tags: Behaviour Change, Storytelling, Change Management, Influence, Incentives, Rome
This story starts at 1:46
In 17th-century Rome, Piazza Navona was transformed into a showcase of power and beauty by the influential Pamphili family. At the centre of this transformation stood a striking Baroque church—Sant’Agnese in Agone—commissioned by Giovanni Battista Pamphili, who would later become Pope Innocent X. It was a grand, ornate space designed to impress, and the Pamphili family wanted to maintain a certain level of exclusivity within its walls.
However, churches in Rome were open to everyone, rich or poor. The family couldn’t legally prevent the city’s less fortunate residents from entering. So, according to oral tradition, they found a more subtle way to influence behaviour.
On the opposite side of the piazza sat a much smaller and simpler church, Our Lady of the Sacred Heart. The Pamphilis had this church renovated and, crucially, began offering food inside. This simple act encouraged the poor to gather there instead, drawn by the promise of a meal. Without issuing rules or creating conflict, the Pamphili family redirected the flow of people, preserving the atmosphere they wanted in their grander church.
Though not recorded in official histories, this local story is widely shared in Rome and offers a powerful insight into human behaviour: when you want to change people’s actions, sometimes the best strategy is to attract them to something new rather than force them away from something old.