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.

Last week, Mark shared a short but impactful scientific story, and this week Shawn does the same! Shawn first read the story in The Code Breaker by Walter Isaacson: https://buff.ly/2WZu1Yi

It follows the actions Jennifer Doudna, an American biochemist, took to have her team’s paper published and illustrates the impact of gender constructs. 

Shawn and Mark mention our upcoming public programs. You can find more information via our events page: https://www.anecdote.com/events/

Listen to hear how Ericsson’s workplace culture was transformed by a cleaner, and the lessons this brings in empowerment and initiative.

In Episode 254, Shawn shares a story from inside telecommunications giant Ericsson. It’s a story that begins with a long queue for the microwave in the Iranian office and ends with a cleaner named Fatima transforming lunch breaks—and workplace culture—with a pot of fresh rice.
This story is a reminder that innovation and initiative can come from anywhere, not just from management.
Mark and Shawn explore themes of empowerment, engagement, and the sensory richness that makes stories about food so effective.
This story is perfect for use in discussions around employee engagement, leadership, and encouraging bottom-up innovation.
For your story bank
Tags: Empowerment, Leadership, Employee engagement, Workplace culture, Culture, Initiative, Storytelling
This story starts at 0:30
In Ericsson’s Iran office, there was a common lunchtime frustration—only one microwave for a large number of employees. In Iranian culture, lunch is an important hot meal, typically enjoyed together. With so many staff and just one microwave, long queues would form, causing delays and reducing the quality of what should have been a social, enjoyable break.
Management noticed the issue and decided to act. After some discussion, they opted for a straightforward solution: buy a second microwave. While this added some capacity, it didn’t truly solve the problem. The queues simply became two parallel lines instead of one long one. The lunchtime congestion continued, and the overall experience remained subpar.
Then, an unexpected suggestion came from Fatima, a long-serving cleaner at the office. She proposed that if the company bought a cooking pot, she would prepare fresh rice and meals daily for staff. In Iranian culture, freshly cooked rice is an essential part of the midday meal—something a microwave can’t replicate.
They accepted her offer, and soon after, Fatima began cooking. She even started handing out small handwritten menus for staff to choose their meals. Her food turned out to be delicious and popular. Employees could now receive hot, freshly made meals quickly, and enjoy their break with colleagues without the stress of a queue.
The ripple effects were powerful. Engagement soared. Fatima’s meals created a shared experience that brought people together, strengthened workplace culture, and provided a simple pleasure in the workday. On top of that, Fatima herself earned extra income, giving her a meaningful side hustle that benefited her family.

Learn how Patagonia’s radical transparency over PFAS transformed a corporate challenge into a brand triumph.

In Episode 253 of Anecdotally Speaking, Mark tells the story of Patagonia’s bold and voluntary admission that their outdoor clothing contained PFAS—so-called “forever chemicals” known for their environmental and health risks.
Instead of burying the issue, Patagonia leaned into their values and shared the truth, catalysing a 20-year journey toward a PFAS-free future.
Shawn and Mark discuss the business value of transparency, especially when no one is demanding it, and how such actions can build deeper trust and stronger brands.
This episode is a go-to for discussions on leadership, values, sustainability, and proactive risk management.
Sign up to the newsletter here 
Explore upcoming events here
For your story bank
Tags:  Transparency, Leadership, Sustainability, Values, Influence, Honesty, Values in Action
This story starts at 0:55
In the 1950s, a group of chemicals known as PFAS—per- and polyfluoroalkyl substances—were invented. These fluoride-based polymer chains were revolutionary: waterproof, non-stick, and incredibly durable. They quickly became popular in products like non-stick cookware and outdoor gear. PFAS made jackets, boots, and gear water-resistant—an essential feature for outdoor adventurers.
By the early 2000s, however, research began to reveal the darker side of PFAS. These chemicals were found to be environmentally catastrophic. They don’t break down for thousands of years, earning them the name “forever chemicals.” They contaminate waterways, accumulate in the human body, and have been linked to cancer. Alarming studies showed that virtually every person on the planet had detectable levels of PFAS in their system.
Patagonia, known for its strong environmental mission—“We’re in business to save our home planet”—found itself at a crossroads. Their products contained PFAS, yet their entire brand was built on environmental responsibility. No one was pointing fingers at them. There was no media exposé, no social media campaign. And yet, Patagonia voluntarily went public.
Through press releases and their website, Patagonia openly admitted: “Our clothes contain PFAS.” They owned the problem—something most companies would never do. Typically, the instinct is secrecy: say nothing, deny everything, hope it blows over. But Patagonia took the opposite approach. They got on the front foot.
And it didn’t backfire. Customers and stakeholders embraced them even more. The act of being transparent—especially when it wasn’t required—built trust. It showed that Patagonia’s values weren’t just window dressing; they were operational principles.
The journey that followed wasn’t easy. It took Patagonia five years to develop an alternative: a short-chain PFAS molecule. But in 2016, they discovered that even this new chemical was just as harmful as the original long-chain version. Back to square one.
Undeterred, they pressed on. Eventually, they developed a DWR (Durable Water Repellent) technology that achieved water resistance without using any PFAS. Patagonia has now committed to having no added PFAS in any of their products by the end of 2025.
This transformation has cost them dearly in research and development. But the payoff has been enormous in terms of brand loyalty and alignment with their mission. Most importantly, it set a new bar for corporate responsibility.

In Episode 252, discover how a radical playground redesign during WWII transformed free play and what it teaches us about engagement, creativity, and ownership.

Shawn shares the story of Carl Sorensen, a Danish landscape architect who revolutionised playgrounds during the 1940s by turning a vacant lot into an ‘adventure playground’ filled with scrap materials and minimal supervision.
This pioneering concept offered children risk, freedom, and creativity and the idea later spread globally.
Mark and Shawn discuss how this story provides valuable lessons for the workplace. They explore themes of ownership, over-design stifling innovation, and the importance of creating environments that support voluntary engagement.
This episode is a timely reminder that real creativity and resilience emerge when people are given autonomy and trusted to take small risks.
The full story can be found in Humankind: A Hopeful History by Rutger Bregman
For your story bank
Tags: Ownership, Engagement, Creativity, Innovation, Risk, Education, Leadership, Employee Engagement
This story starts at 1:24
Back in the 1940s, in the midst of the German occupation of Denmark, a Danish landscape architect named Carl Sorensen was growing increasingly disillusioned with his work. He’d spent years designing playgrounds filled with the usual equipment—slippery dips, jungle gyms, and merry-go-rounds—but he couldn’t help noticing that kids didn’t actually use them much. These standardised spaces, carefully thought out by committees of adults, didn’t seem to spark much joy or activity.
Sorensen began to reflect on what kids truly enjoyed. He noticed that children were naturally drawn to construction sites and junkyards—places filled with random objects, bits of scrap, and the freedom to do whatever they wanted. It was chaotic, it was risky, but the kids were endlessly engaged.
So, he decided to try something radical.
Despite the constraints of wartime, Sorensen secured an open lot in Copenhagen and filled it with scrap wood, tyres, broken tools, and even some old cars. He assigned a single adult supervisor—not to direct the kids or set rules, but simply to oversee for safety and let them be. There were no instructions, no structured activities—just an open environment where kids could build, destroy, experiment and collaborate entirely on their own terms.
The result was remarkable. The “junk playground” became the most popular play area in that part of Copenhagen. Kids came in droves, working in small groups, creating their own games and projects. And, despite initial concerns, there was no fighting—just lots of activity and exploration. The abundance of creative possibilities meant kids didn’t need to compete for space or resources.
A British visitor, Lady Allen of Hurtwood, was so inspired by what she saw that she took the idea back to the UK. Over time, this concept evolved into what we now know as adventure playgrounds—spaces focused on free play, creativity, and the acceptance of managed risk. In Melbourne and many other parts of the world, these kinds of playgrounds still exist, offering children environments that challenge them and help build confidence and resilience.

Discover how a missed flight led to the creation of one of the world’s most iconic airlines and what it teaches us about innovation and seizing opportunity.

In Episode 251 of Anecdotally Speaking, Mark shares the story of how a young Richard Branson turned the frustration of a cancelled flight into the first step toward launching Virgin Atlantic.
The episode explores Branson’s knack for spotting opportunities in moments of inconvenience, his guiding philosophy of disrupting stagnant industries, and the infamous rivalry with British Airways that followed.
Shawn and Mark discuss how this story can be used in business contexts to illustrate innovation, identifying market gaps, and the importance of staying alert to possibilities.
The episode also offers practical ways to use stories like this in team decision-making exercises.
For your story bank
Tags: Opportunity, Innovation, Foundation Story, Aircraft, Airport, Customer Service, Disruption, Decision-Making
This story starts at 2:54
In 1979, 28-year-old Richard Branson was enroute to the British Virgin Islands to visit his girlfriend, whom he hadn’t seen in weeks. His journey was interrupted in Puerto Rico when his connecting American Airlines flight was cancelled due to low passenger numbers—a common and frustrating travel disruption. Determined not to miss the chance to see his girlfriend, Branson took an unconventional route.
He wandered to the back of the airport, where he found a charter pilot and rented an entire aircraft for $2,000, despite concerns his credit card might bounce. He then walked back into the terminal, found a blackboard, and wrote: “Virgin Airways: $39 to British Virgin Islands.” Hoisting the sign in the air, he offered seats to fellow stranded passengers. Within minutes, he had filled the plane. This impromptu solution marked the first “flight” of what would eventually become Virgin Atlantic.
Branson later recalled how a fellow passenger quipped, “Sharpen up the service a little and you could be in the airline business.” That offhand comment stayed with him. Already successful with Virgin Records, Branson saw an opportunity. The airline industry was sluggish and notoriously poor at customer service—conditions ripe for disruption. The next day, he rang Boeing to inquire about second-hand 747s.
It took five years to get the business off the ground. On 22 June 1984, Virgin Atlantic’s inaugural flight departed from London Gatwick to Newark, New Jersey. Branson introduced new customer-first features like in-flight entertainment, ice creams, and stand-up bars, revolutionising the passenger experience.

In Episode 250 of Anecdotally Speaking, hear how Ruth Handler used a simple story to reframe scepticism and launch one of the world’s most iconic brands.

Shawn shares a story from his recent work with Mattel, diving into the origin of Barbie and how co-founder Ruth Handler used an anecdote to convince sceptics within her organisation.
Set in the late 1950s, Ruth drew from a moment watching her daughter play to pitch the radical idea of a doll that wasn’t a baby—one that instead let children imagine their future selves.
Mark and Shawn explore how this story exemplifies influence, brand connection, and the use of narrative to inspire change.
This episode is a foundation story, an influence story, and a dinner party favourite all in one.
For your story bank
Tags: Storytelling, Brand storytelling, Influence, Foundation story, Marketing
This story starts at 1:58
In the late 1950s, Ruth Handler, one of the co-founders of Mattel, had an idea that would go on to change the world of toys forever. At that time, dolls were almost exclusively baby dolls—designed to let children play at being nurturing caregivers. Ruth, however, saw something different.
One Saturday, she observed her daughter, Barbara, playing with paper dolls alongside her friends. But these weren’t baby dolls. The girls were role-playing as college students, professionals, and models—imagining their adult lives. It struck Ruth that while the toy market was focused on motherhood, children were actually craving the ability to imagine and project themselves into their futures.
Convinced there was an opportunity, Ruth brought her idea to her fellow executives at Mattel. She proposed a new kind of doll—a doll shaped like a grown woman. The response was sceptical, even dismissive. Her colleagues questioned the appropriateness of such a doll, expressing concern that it might be indecent or simply wouldn’t appeal to their market.
Rather than pushing back directly, Ruth told them what she’d seen that weekend: Barbara and her friends creating stories with paper dolls that resembled adults, not infants. They weren’t playing mothers, they were aspiring to be doctors, models, and other professionals. It was a simple, relatable moment but it reframed the entire conversation.
With that story as the centrepiece of her pitch, Ruth managed to sway the team. They gave her the green light to create a prototype. When Barbie debuted in 1959, she was an instant success.
What’s more, Ruth intuitively understood the power of story in branding. She gave Barbie a backstory—her full name was Barbie Millicent Roberts from Willows, Wisconsin, and she was a teenage fashion model. This small biography added depth and personality, giving children more fuel for imaginative play.

Discover how Jerry Seinfeld’s process in finding comfort in the mundane can guide your path to excellence in your career and life.

In Episode 249 of Anecdotally Speaking, Mark shares a story about comedian Jerry Seinfeld’s long-standing writing habit, introducing the idea of “finding the torture you’re comfortable with.”
The story is bolstered with research from Daniel Chambliss on Olympic swimmers and an anecdote from Paul Graham, all reinforcing how excellence often stems from embracing repetitive and mundane practices.
Together, Shawn and Mark explore the business insight that what others find tedious might be your unique advantage, particularly when it comes to mastery and persistence. This episode is a must-listen for leaders, new starters, and anyone navigating career choices or seeking long-term success.
For your story bank
Tags: Persistence, Mastery, Career, Storytelling, Habits
This story starts at 2:10
Jerry Seinfeld has been a stand-up comedian for nearly 40 years. A couple of years ago, someone asked him how his daily work routine had evolved over all that time. His answer? It hadn’t changed at all. Seinfeld said he does exactly the same thing now as he did when he was 21 years old in 1975.
Every day, he sits down with a yellow legal pad. His writing technique is simple but strict: “Jerry, you can’t do anything else. You don’t have to write, but you can’t do anything else.” So, he sits there. The yellow pad is open. He’s not allowed to do anything else. No distractions. And that’s his day.
The interviewer was surprised. “That’s it? That’s what you’ve done every day for 38 years? That just sounds torturous.” And Seinfeld responded, “Yeah, it is. But you know what? Your blessing in life is when you find the torture you’re comfortable with.”

In Episode 248 of Anecdotally Speaking, discover how unexpected talents and hidden connections can spark world-changing innovation.

Shawn shares an unexpected story set during World War II involving glamorous Hollywood actress Hedy Lamarr and avant-garde composer George Antheil. What they invented together was initially dismissed, but would go on to create Wi-Fi as we know it today.
Mark and Shawn explore how great ideas often emerge from unlikely collaborations, why it’s easy to underestimate hidden talents, and how diversity of thought can drive breakthrough innovation.
They also discuss the smart use of AI to enhance stories while ensuring the truth is maintained throughout.
This episode is a reminder that sometimes the best ideas are found when we tune into new frequencies.
For your story bank
Tags: Storytelling, Innovation, Diversity, Creativity, Technology
This story starts at 0:34
In the middle of World War II, a surprising partnership formed between glamorous Hollywood actress Hedy Lamarr and avant-garde composer George Antheil. Hedy, originally from Austria, had fled Europe just before the war. Thanks to her earlier marriage to an arms dealer, she had an unusual inside knowledge of military technology.
George, on the other hand, was known for synchronising multiple pianolas to perform complex music — a technical challenge requiring precise timing and coordination.
At a party in Los Angeles, the two got talking about the problem American forces were having with radio-controlled torpedoes being jammed by the enemy. Together, they came up with the idea of “frequency hopping” — a way to rapidly switch radio signals to avoid interference.
On 11 August 1942, they were granted a US patent for their invention. They offered it to the Navy, but it was dismissed as too complex — and perhaps because it came from such unlikely sources.
Fast forward to the Cold War era, and engineers rediscovered the idea. With the patent expired, they used the principles Hedy and George had invented to build secure, jam-resistant communications — ideas that form the backbone of today’s Wi-Fi and Bluetooth technologies.

In Episode 247 of Anecdotally Speaking, discover how moments of desperation can spark remarkable change and what businesses can learn from one man’s race against time.

In this episode, Mark shares the powerful story of Dr David Fajgenbaum, a medical student who, while battling a rare and deadly disease, turned desperation into determination.
Faced with the failure of conventional treatments, David searched for a new approach, not by creating a new drug, but by repurposing an old one.
This episode explores the innovation of applying existing resources in new ways, the value of specificity in storytelling, and the power of dialogue to bring stories to life.
Shawn and Mark unpack how this story can be a rich resource for themes such as cross-functional collaboration, innovation under constraints, and storytelling techniques for business.
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For your story bank
Tags: Innovation, Collaboration, Health, Repurpose, Storytelling
This story starts at 4:41
In May 2012, David Fajgenbaum, a third-year medical student, was on the brink of death for the fifth time. He suffered from Castleman disease, a rare and devastating condition that causes the immune system to attack vital organs. With his kidneys, liver, bone marrow, and lungs shutting down, he was admitted to a hospital in Little Rock, Arkansas, where his family gathered to say goodbye. The only available drug had stopped working, and doctors had run out of options. As he lay unconscious, his sister whispered, “One more breath… just one more.” That moment helped him cling to life.
Against the odds, David began to recover. He promised his family that whatever time he had left, whether a week or a year, he would dedicate to finding a treatment. With no time to develop a new drug, he turned his attention to repurposing existing ones. Once out of hospital, he worked tirelessly in the lab, testing compounds late into the night. Eventually, he found a promising drug, already approved for another condition, and tested it on himself. It worked.
Thirteen years later, David remains alive. He went on to found Every Cure, a not-for-profit organisation that uses AI to find new applications for existing drugs. Their work has already identified numerous treatments, including how Viagra can help children with a rare lung condition that restricts blood flow.

Learn how Patrick Matthew’s overlooked insight into the theory of evolution shows why execution, not just inspiration, drives real impact.

In Episode 246 of Anecdotally Speaking, Shawn shares a historical tale involving a Scottish landowner named Patrick Matthew, who quietly articulated the principles of natural selection 28 years before Darwin published On the Origin of Species. Unlike Darwin, Matthew never acted on his discovery, burying it in an appendix of a book about naval timber.
This episode serves as a reminder that ideas, no matter how brilliant, are worth little without execution. Mark and Shawn also discuss the impact of story delivery and how famous figures such as Darwin help anchor and elevate lesser-known stories.
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For your story bank
Tags: Storytelling, Innovation, Science, Historic, Ideas, Execution
This story starts at 6:43
Back in 1831, a Scottish landowner named Patrick Matthew wrote a book on naval timber. The book was all about how to grow, manage, and harvest timber for shipbuilding, which was a critical industry in the early 19th century.
Buired the appendix, Matthew wrote that more organisms are born than can survive, and that those better adapted to their environment are more likely to persist. Over time, he explained, these adaptations shape the survival and characteristics of species. In essence, he described the mechanism of natural selection—something we now associate entirely with Charles Darwin.
This was 1831. Darwin hadn’t even set sail on the HMS Beagle yet.
Matthew’s description wasn’t just a passing comment. It spanned several pages and laid out a concept remarkably similar to what Darwin and Alfred Russel Wallace would later publish. But the key difference was that Matthew didn’t pursue the idea. He didn’t develop it, test it, or promote it. It was simply left there in an appendix, unnoticed.
Fast forward 28 years to 1859, and Darwin publishes On the Origin of Species. The book creates a scientific stir, and Darwin is credited as the father of evolutionary theory. Wallace had also independently arrived at the theory and, with humility, supported Darwin taking the lead because of his extensive research and correspondence.
When Patrick Matthew saw all this happening, he was understandably surprised. He wrote to The Gardener’s Chronicle pointing out that he had published the same idea back in 1831. Darwin responded in the third edition of Origin, acknowledging that Matthew had indeed come to the same conclusion, but it had gone completely unnoticed. Darwin noted that the idea had been “briefly given” and “scattered” across several passages, buried in a way that made it hard for anyone to pick up on. In contrast, Darwin wrote thousands of letters, gathered countless specimens and observations, and built a robust foundation for his theory.

How a coach’s unexpected decision showed the power of empathy, lifted a team, and reminded us that leadership is deeply human.

In Episode 245 of Anecdotally Speaking, Mark shares a powerful and timely story from the NBA that reminds us just how far a small act of empathy can go. When a coach makes an unexpected decision minutes before a critical game, the impact ripples far beyond the court.
Shawn and Mark unpack what makes this moment so meaningful—from the role of leadership and care, to how little gestures can create big shifts in team culture.
They also reflect on how “doing the human thing” can energise a group and stick in people’s minds long after the moment has passed.
This story is perfect for those thinking about how to lead with empathy, build trust, and create connection in teams.
For your story bank
Tags: Leadership, Teamwork, Empathy, Sport, Behaviour, Storytelling, Small thing big difference
This story starts at 0:22
In mid-March 2025, the Minnesota Timberwolves—an NBA team in the United States—were in a tight spot. They were on the cusp of making the playoffs but had just dropped two home games to teams they were expected to beat. With only one game left in a five-game home stand, their playoff hopes were on the line. It was a must-win situation.
Among their players was veteran forward Joe Ingles, an Australian closer to the end of his basketball career than the beginning. Despite being on the roster, he had played just over five minutes in the past 14 games, and in the 10 games prior, he’d logged only three seconds on court.
Then, just 35 minutes before this crucial match, Timberwolves head coach Chris Finch made a surprise announcement in the locker room: Joe Ingles would be starting.
It wasn’t a tactical move—it was a human one.
Joe’s wife and three children were visiting from Orlando, where they had stayed during the season due to his one-year contract with Minnesota. Their eight-year-old son Jacob, who has autism, had been struggling with the overstimulation of basketball games. But just days earlier, he managed to sit through an entire game for the very first time—a milestone moment for the family. Joe’s wife, Renee, shared her pride online, celebrating how far Jacob had come.
But that game Joe didn’t get a single minute on the floor. Jacob had sat through the whole thing without seeing his dad play.
Someone on the coaching staff quietly mentioned this to Finch, suggesting that if the Timberwolves built a commanding lead in the next game, perhaps Joe could get a few seconds on court. Finch thought differently. Rather than wait for a throwaway moment, he decided to make a statement. He put Joe in the starting lineup.
When he announced the change, the team erupted in applause. The energy was palpable—even in the locker room, the roar of the crowd could be heard from the court.
Minnesota went on to dominate the game, winning by 41 points against a team they had recently lost to.
Joe didn’t score a point. He had a few touches, missed a rebound—but his son got to see him play.
It was a simple decision, driven by care and empathy, and it inspired the entire team. One player said afterward, “One day I hope someone does something like that for me.”
As Coach Finch later put it, “Sometimes you’ve just got to do the human thing.”

Discover how Jeff Bezos turned a DIY desk into a powerful symbol of frugality and a cornerstone of Amazon’s culture.

In Episode 244 of Anecdotally Speaking, Shawn shares a short but powerful story from Amazon’s early days, where Jeff Bezos, faced with the need for desks, opted to build his own using doors and timber.
What started as a simple, frugal choice became a lasting cultural symbol at Amazon, representing the company’s deep commitment to frugality and customer focus.
Mark and Shawn explore how seemingly small decisions can embed values more effectively than posters or mission statements.
They also touch on how values often emerge from behaviour, and how symbols like the door desk can shape and sustain a company’s identity.
For your story bank
Tags: Frugality, Amazon, Culture, Storytelling, Values, Leadership, Values in Action
This story starts at 2:18
In 1995, during the very early days of Amazon, Jeff Bezos was setting up his new business—operating largely out of a garage. As part of getting the office up and running, he needed a couple of desks.
After heading down to Home Depot, Bezos found that the desks available were relatively expensive. Looking for a more economical solution, he realised he could simply buy a plain door, attach some 4×2 timber for legs using metal brackets, and create a functional desk at a fraction of the cost. So, that’s exactly what he did—personally assembling two makeshift desks from doors and timber.
Those early desks were far from perfect—employees later recalled them being a bit wobbly—but they served their purpose. More importantly, they became a lasting symbol within Amazon: a tangible representation of the principle of frugality.
The thinking was simple—money should be spent where it delivers value for the customer. A desk doesn’t impact the customer experience, so there’s no reason to spend lavishly on it. This mindset laid the foundation for a company-wide cultural norm.
In fact, the concept of the “door desk” became so influential that Amazon created a “Door Desk Award,” given to employees who devise clever, cost-effective solutions that benefit customers. Even today, many Amazon offices still feature these iconic door-based desks.
What started as a cost-saving measure grew into a powerful organisational symbol—embedding frugality not through slogans or posters, but through visible, everyday decisions. It’s a prime example of how culture is shaped not by what is said, but by what is done.

Listen to hear how Stan Lee’s bold decision-making and trust in his instincts turned Spider-Man into a global icon, and what you can learn for your next big idea.

In episode 243 of Anecdotally Speaking, Mark shares a story from the early 1960s about comic book legend Stan Lee and the creation of Spider-Man.
The story about how Lee’s now-iconic superhero almost never made it to print explores the power of persistence and knowing whose advice to follow.
Mark and Shawn further discuss how stories help create emotional resonance, make points memorable and drive behaviour change.
This episode is perfect for leaders, innovators, and anyone facing resistance to a new idea. Learn why trusting your instincts can make all the difference.
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Tags: Storytelling, Leadership, Decision-Making, Innovation, Ideas, Creativity
This story starts at 5:17
In the early 1960s, Marvel Comics legend Stan Lee had already created a string of superheroes like the Fantastic Four. One day, his publisher asked him to come up with a new superhero. That evening, while at home thinking, Stan spotted a fly crawling up a wall. That simple image sparked an idea—what if a person had the ability to crawl walls? That would be their power.
He began working on the character. For the name, he toyed with “Fly-Man” and “Mosquito-Man” before settling on “Spider-Man.” But he didn’t stop there—he decided to make Spider-Man a teenager, which was unheard of for a lead superhero at the time. And, in a bold move, he gave him personal problems. Stan was excited. This character was different, layered, and relatable.
The next day, he pitched the idea to his publisher. The reaction? “Stan, that is the worst idea I’ve ever heard.” The publisher scoffed—people hate spiders, teenagers can’t be superheroes, only sidekicks, and superheroes definitely don’t have personal problems.
Disappointed but undeterred, Stan couldn’t shake the idea. Then an opportunity came up: a comic series called Amazing Fantasy was about to be discontinued due to poor sales. With nothing to lose, Stan decided to feature Spider-Man in its final issue. He put him on the cover, wrote the story, and felt a sense of closure—he’d at least brought the character to life.
A month later, the sales numbers came in. Amazing Fantasy had outsold every other Marvel title. The same publisher who’d dismissed the idea burst into Stan’s office, exclaiming, “Stan! Remember that character we both loved? Let’s do a series!”
That issue became the launchpad for one of the most successful superheroes in history. Stan later shared this story in a university speech, finishing with a powerful point: “If you have an idea you genuinely think is good, don’t let some idiot talk you out of it.”