Anecdotally Speaking

Shawn Callahan & Mark Schenk
Anecdotally Speaking

Welcome to our podcast, Anecdotally Speaking. Each week we tell a business story, talk about why it works and discuss where you might tell it at work. Our aim is to help you build your story repertoire.

  1. 4 DAYS AGO

    230 – Purpose Drives Performance: Adam Grant

    In Episode 230 of Anecdotally Speaking discover how purpose and storytelling can skyrocket performance. In Episode 230 of Anecdotally Speaking, Shawn shares a research story led by Adam Grant that demonstrates the profound impact of connecting people with purpose. Conducted in a call centre, this study revealed that reminding employees of the meaningful outcomes of their work doubled their productivity and fundraising success. Mark and Shawn delve into the power of storytelling as a tool to connect teams with purpose, discuss the balance needed to avoid overdoing purpose messaging and explore why stories make a difference in boosting morale and performance. They also share practical applications for leaders aiming to inspire their teams. Find out more about our 2025 events here  References: Grant, A. M. (2008). The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. Journal of Applied Psychology, 93, 108-124. Grant, A. M., & Schwartz, B. (2011). Too much of a good thing: The challenge and opportunity of the inverted U. Perspectives on Psychological Science, 6(1), 61–76. For your story bank Tags: Purpose, Productivity, Leadership, Engagement, Employee Engagement This story starts at 1:07 In 2008, Adam Grant, a professor at the Wharton School, conducted a study to explore the concept of task significance—the idea that understanding the meaning behind your work can improve performance. The setting was a university fundraising call centre. Workers in this call centre made cold calls to alumni, seeking donations to support student scholarships. Grant decided to divide the workers into three groups and test whether connecting them to the purpose of their work could influence their performance. Group 1 was reminded of the personal benefits of their job, such as the money they earned, the skills they developed, and the experiences they gained. Group 2 was exposed to stories about the impact of their work on others. They heard real-life accounts from scholarship recipients, describing how the funds raised had changed their lives, enabling them to achieve their dreams. Group 3 was the control group. These workers weren’t given any additional information or reminders. The results were remarkable. For the first and third groups—those reminded of personal benefits or given no reminders at all—there was no significant change in their performance. But for the second group, the one exposed to meaningful stories, the results were extraordinary. Workers in this group more than doubled the amount of money they raised and secured significantly more pledges. They also made more calls, showing not just improved effectiveness but a greater willingness to work harder. This simple act of sharing stories about the meaningful outcomes of their efforts created a sense of purpose that transformed their motivation and productivity. A follow-up study was conducted in 2011, which revealed an important nuance: while sharing stories and connecting people to purpose is powerful, it’s possible to overdo it. If organisations overemphasise the impact or repeatedly highlight the same stories, employees can feel manipulated, leading to diminished results. This creates a “mountain effect” where performance increases initially but eventually declines if the message becomes excessive.

    17 min
  2. 25 NOV

    229 – Less is More: Edward Everett

    In Episode 229 of Anecdotally Speaking, explore how Edwards Everett and Abraham Lincoln’s Gettysburg Addresses demonstrate the impact of concise communication. In Episode 229 of Anecdotally Speaking, Mark shares a compelling story contrasting two speeches delivered at Gettysburg in 1863. On one hand, Edward Everett spoke for two hours in excruciating detail, while Abraham Lincoln delivered a concise yet iconic Gettysburg Address in just two minutes. Mark and Shawn discuss the power of brevity, purposeful communication, and how unnecessary detail can detract from a message’s impact. This episode serves as a reminder that less is often more when it comes to storytelling, both in business and in life. Find out more about our 2025 events here. For your story bank Tags: Storytelling, Communication, Leadership, Attention Span, Contrast This story starts at 4:02 On July 1, 1863, the first day of the Battle of Gettysburg began. The battle lasted three days and was the most important engagement of the American Civil War. It was a turning point that foiled the Confederacy’s aspirations to establish an independent nation. It was also the bloodiest battle of the war, with 50,000 combined casualties. Later, the battlefield at Gettysburg was declared a national cemetery. On November 19, 1863, a dedication ceremony was held, with 15,000 people in attendance. The keynote speaker was Edward Everett, a famous orator, statesman, diplomat, and former university president. He had asked for the ceremony to be delayed by over a month so he could prepare his speech. When he finally spoke, he delivered a two-hour oration, describing the events of the three days in excruciating detail. For example, Everett described how “General Howard was not unprepared for this turn in the fortunes of the day. He had, in the course of the morning, caused Cemetery Hill to be occupied by General Steinwehr and the 2nd Division of the 11th Corps. About the time of the withdrawal of our troops to the hill, General Hancock arrived, having been sent by General Meade on hearing the death of Reynolds to assume the command of the field until he himself could reach the front.” The speech was dense and verbose, filled with flowery language and difficult to follow. It was tedious to read and apparently even worse to listen to. In contrast, Abraham Lincoln had been asked just a few days before the event to deliver “a few appropriate remarks” as a footnote to Everett’s speech. Lincoln’s speech, the Gettysburg Address, was just 10 sentences and 272 words long. It took only two minutes to deliver. Everett later acknowledged that Lincoln had achieved more in two minutes than he had in two hours. Most of Everett’s 58 paragraphs were longer than Lincoln’s entire speech. The Gettysburg Address remains one of the most famous speeches in history.

    26 min
  3. 18 NOV

    228 – The Power and Peril of Storytelling: Orson Welles

    In Episode 228, we examine Orson Welles’ groundbreaking War of the Worlds broadcast and its lessons on innovation and the ethical complexities of storytelling. In Episode 228 of Anecdotally Speaking, Mark recounts the story of Orson Welles’ infamous 1938 radio broadcast of War of the Worlds. Welles’ daring experiment in storytelling propelled him to fame, reshaped his career, and raised questions about the power and responsibility that come with crafting compelling narratives. Mark and Shawn discuss the innovative techniques Welles employed, the unintended consequences of the broadcast, and the parallels to challenges like fake news and ethical communication in organisations. The episode offers insights into the dual nature of storytelling: its ability to engage and inspire, but also to mislead. You can subscribe to the Anecdote newsletter here For your story bank Tags: Storytelling, Innovation, Ethics, Communication This story starts at 1:08 On Halloween night in 1938, Orson Welles, a 25-year-old actor and director, walked into a recording studio on Madison Avenue in New York City. He was already a rising star, having appeared on the cover of Time magazine, and was known for his creativity and flair for the dramatic. That night, he would oversee a live broadcast of H.G. Wells’ War of the Worlds, adapted for radio as a 30-minute drama. Welles had assembled a team of 10 actors and a 27-piece orchestra for the production. The format was groundbreaking: the story was presented as a series of live news bulletins, giving the illusion of real-time reporting. Early in the program, a disclaimer was made that the broadcast was fictional, but many listeners tuned in late and missed it. What followed was a story so convincing that it caused widespread panic. The broadcast described explosions on Mars and an alien invasion in New Jersey. Listeners heard a “journalist” choking on poisonous gas and a “witness” describing the Martians’ heat rays and devastating attacks. These scenes were so vividly performed that they sounded like genuine news reports, and the illusion was amplified by the fact that radio was a relatively new and trusted medium for breaking news. For 30 minutes, the broadcast unfolded with meticulous detail before breaking for an announcement clarifying it was fictional. However, by that point, the damage was done. Police stations and National Guard units in New Jersey were flooded with calls from panicked citizens. People ran into the streets, certain they were under attack. The next day, newspapers—threatened by radio’s growing influence—seized the opportunity to discredit the medium, publishing sensational headlines about the hysteria. They even called for the FCC to sanction Welles and the program. Welles held a press conference, apologising and claiming he had no idea the broadcast would have such an effect. However, years later, Welles admitted that they had hoped to provoke a strong reaction. The incident made Welles a household name and secured him one of the most extraordinary contracts in Hollywood. RKO Pictures granted him full creative control over his films, leading to the creation of Citizen Kane, often regarded as the greatest film ever made.

  4. 11 NOV

    227 – Too Good to Ignore: Cecilia Payne

    Explore the story of Cecilia Payne, whose discovery reshaped our understanding of the universe—and what it teaches us about perseverance, recognition, and excellence. In Episode 227 of Anecdotally Speaking, Mark shares the inspiring story of Cecilia Payne, a pioneering astronomer who, despite her groundbreaking discovery about the composition of the sun, didn’t receive the recognition she deserved—at least, not right away. Mark and Shawn discuss the powerful themes of perseverance, hidden brilliance, and the importance of recognition. In a world that often overlooks true innovators, Cecilia Payne’s story serves as a reminder to strive for excellence, even when acknowledgment is elusive. In a business context, this story illustrates the significance of “being too good to ignore,” following your passion, and remaining open to new ideas. This episode encourages us to give due credit and honour those who shape the world in ways we may not immediately see. For your story bank Tags: Innovation, Recognition, Perseverance, Passion This story starts at 0:34 Cecilia Payne was born in England in 1900 and overcame numerous barriers to pursue her love for science. Coming from a modest background and receiving little support from her family, she excelled in physics and chemistry, eventually earning a scholarship to Cambridge University in 1919. Her fascination with astronomy took root after attending a lecture by Arthur Eddington, an astronomer who had gone to Africa to test Einstein’s theory of relativity during a solar eclipse. Inspired, Payne resolved to make astronomy her life’s work. After completing her studies at Cambridge, Payne faced the reality that the university did not award degrees to women. Determined to continue her scientific journey, she moved to the United States, where she joined the Harvard College Observatory. Encouraged by her mentor, Harlow Shapley, she began a dissertation that would challenge conventional thinking. At the time, scientists believed that the sun and Earth shared a similar chemical composition. Through her research, Payne discovered this was not the case. She showed that while the heavier elements were present in both the Earth and the sun, hydrogen dominated the sun’s composition—by a factor of a million compared to Earth. This insight revealed a fundamental truth: the universe was mostly made up of hydrogen, a fact that would change humanity’s understanding of the cosmos. However, despite the importance of her discovery, her findings faced scepticism. Her PhD examiner, the astronomer Henry Russell, discouraged her from asserting her conclusions about hydrogen’s abundance, dismissing her results as “spurious.” Only years later did Russell realize Payne was correct. He published a paper supporting the same conclusions, offering a brief nod to Payne’s work. Russell gained widespread recognition, while Payne’s contribution went largely unacknowledged at the time. Despite this, Payne persevered and eventually built a respected career. She stayed at Harvard, becoming one of the first female professors and later the head of the department. Her work, particularly on variable stars, advanced the field of astronomy. Today, her findings on the makeup of the sun and stars remain fundamental to the field, and her calculations about hydrogen and helium are still used.

    16 min
  5. 4 NOV

    226 – Falconry and Fortitude: The Siege of Malta

    In this episode of Anecdotally Speaking, Shawn and Mark explore a gripping historical tale from Malta, highlighting lessons in resilience and ingenuity. In Episode 226 of Anecdotally Speaking, Shawn shares an incredible story from his recent travels, recounting the 1565 Siege of St. Elmo in Malta. This powerful tale of persistence and innovation by a small, determined group of knights sparks a discussion on how this story can be applied in a business setting to illustrate themes of resilience, creative problem-solving, and the strength of small teams facing larger challenges. The conversation also touches on the importance of audience context in storytelling, knowing when to adapt your story for the right setting, and why stories of persistence can inspire teams to push forward in adversity. For your story bank Tags: Persistence, Creativity, Teamwork, Innovation, Resilience This story starts at 4:36 In 1565, King Philip of Spain controlled Malta, along with vast territories across Europe. He handed control of Malta over to the Knights of St. John, a group of knights who agreed to pay him an annual tribute of one Maltese Falcon. At the same time, Sultan Suleiman the Magnificent, leader of the Ottoman Empire, wanted to conquer Malta for its strategic location along the Mediterranean trade routes. Suleiman sent a large force of about 100,000 soldiers and many ships to take the island. Malta’s peninsula, with its two deep harbors, had several forts, including Fort St. Elmo, which was crucial for defending the area. The Ottoman army focused on capturing Fort St. Elmo first, expecting it to fall within three or four days. They threw 6,000 soldiers at the fort, where 1,500 defenders, including 500 knights and 1,000 soldiers, were stationed. The Ottomans used siege warfare tactics, including digging trenches and tunnels up to and under the fort walls. They also bombarded the fort with cannon fire. But the defenders held out for 29 days, using creative methods when supplies ran low. They improvised with flaming ropes coated in tar and hurled them in circles, creating burning hoops that fell on groups of Ottoman soldiers. When they ran out of gunpowder, they resorted to old crossbows they found in storage, which were powerful enough to pierce the Ottomans’ shields and armor. After nearly a month of holding out, a reinforcement force of 10,000 soldiers arrived, sent by King Philip, and surprised the Ottoman forces from behind, inflicting heavy losses. The defenders’ persistence and ingenuity gave them just enough time for the reinforcements to turn the tide. Eventually, the Ottomans withdrew, and Malta remained under the control of the knights.

    27 min
  6. 28 OCT

    225 – Shady Dealings in a Bright Industry: Phoebus Cartel

    In Episode 225 of Anecdotally Speaking, Mark explores why lightbulbs don’t last forever and the implications of planned obsolescence. In Episode 225 of Anecdotally Speaking, Mark unpacks a century-old conspiracy that continues to impact our everyday lives—the story of the Phoebus Cartel and its role in the life expectancy of light bulbs. Mark takes us through the history of incandescent bulbs, from Thomas Edison’s first commercial light bulb to the cartel that conspired to limit their lifespan to 1,000 hours, all for profit. This tale offers insights into the concept of planned obsolescence, the long-term effects of business decisions, and even the origins of conspiracy theories. Today’s story provides a thought-provoking lens through which to explore capitalism’s strengths and pitfalls. In business settings, it serves as a powerful reminder of how short-term decisions can create long-lasting impacts, sparking conversations about strategy, ethics, and the consumer market. For your story bank Tags: Strategy, Conspiracy, Impact, Technology This story starts at 0:30 In 1879, Thomas Edison invented the first commercially viable light bulb, sparking rapid growth in the industry. As companies rushed to enter the market, research into extending the lifespan of light bulbs became a priority. By the 1920s, bulbs could last 2,000 to 2,500 hours, and some bulbs, like the “Centennial Light” in a California fire station, were known to last even longer. This bulb, manufactured by the Shelby Electric Company, has been burning almost continuously since 1901, a testament to how durable light bulbs could be when crafted with quality materials. As light bulbs were made to last longer, a problem emerged for manufacturers: if bulbs rarely needed replacing, sales would decline. By the 1920s, consolidation in the light bulb industry had led to monopolies in several countries, each dominated by a single company. In Germany, it was Osram; in the U.S., General Electric; in the UK, Associated Electrical Industries; and in other countries, similar monopolies existed. In 1923, the CEO of Osram in Germany recognized that improved light bulb lifespans were impacting profits, especially after a poor year of sales. To address this, he contacted other companies holding light bulb monopolies in their countries. By Christmas of 1924, representatives from these companies gathered in Geneva, where they formed a cartel known as the Phoebus Cartel. In this meeting, the companies agreed to standardize the lifespan of their bulbs at 1,000 hours—significantly shorter than existing bulbs. This move effectively forced consumers to buy new bulbs more frequently, boosting sales and profitability for all involved. Thus began the practice of planned obsolescence: deliberately shortening a product’s lifespan to drive demand. Implementing this standard proved challenging, as engineers initially struggled to make bulbs less durable. However, the companies persisted, conducting research and imposing heavy fines on any members whose bulbs lasted longer than 1,000 hours. The Phoebus Cartel continued until 1939 when World War II made it impossible for companies from warring nations to collaborate. Years later, in 1953, General Electric was prosecuted in the United States for monopolistic practices related to the cartel’s activities. The impact of the Phoebus Cartel endures even today. Despite modern advancements, the average incandescent light bulb still lasts around 1,000 hours—a standard rooted in the cartel’s century-old agreement.

    9 min
  7. 21 OCT

    224 – Small Inventions Can Change the World: John Gates

    In Episode 224 of Anecdotally Speaking, discover how barbed wire transformed the American West and its business lessons on innovation. In Episode 224 of Anecdotally Speaking, Mark tells the story of John Gates, a bold salesman who introduced barbed wire in a dramatic public demonstration in 1876. This simple invention reshaped the American West, revolutionising land ownership, farming, and settlement patterns. But its impacts weren’t all positive. Shawn and Mark discuss the unexpected consequences of innovations and how small changes can have far-reaching impacts. They also explore how incentives drive adoption and reflect on similar innovations that seem small but have profound effects in business today. For your story bank Tags: Storytelling, Innovation, Technology, Change This story starts at: 0:18 In the late 19th century, specifically in 1876, a young man named John Gates, who would later be known as “Bet-a-Million” Gates, was in San Antonio, Texas. He gathered some of the toughest and wildest Longhorn cattle from across Texas—at least, that’s how he described them. Gates put the cattle in a wire pen and took bets that they wouldn’t be able to escape. Onlookers, confident that the cattle could break through, took him up on the bet. The fence he was demonstrating was made of a new invention called barbed wire. At the time, the American Plains were wide open, with rich agricultural land but no fences. Cowboys would roam freely across the land. Ranchers, however, needed a way to fence their properties, but there wasn’t enough wood to build traditional wooden fences. Regular wire fences weren’t strong enough either, as cattle would simply walk right through them. John Gates’ barbed wire, however, was different. It worked. And it quickly took off, especially among farmers. Just a few years earlier, in 1862, President Abraham Lincoln had signed the Homestead Act, which allowed any U.S. citizen, including women and freed slaves, to claim 160 acres of land in the western territories. To secure their claim, settlers had to build a home and work the land for five years. However, the law required them to protect their crops, and if cattle trampled through their fields, the settlers had no legal recourse. Barbed wire solved this problem, transforming the West. It gave settlers the ability to fence their land and protect their property. But not everyone was happy. Native American tribes referred to barbed wire as “the devil’s rope” because it divided the once-open land that they had freely roamed. For the cowboys, the days of riding across the open range were over. Now, they had to stop and open gates every few kilometres. The introduction of barbed wire also sparked conflicts known as the “fence-cutting wars,” where cowboys, unhappy with the new fences blocking their way, would cut through them and leave threatening messages for ranchers, warning them not to rebuild or face consequences. In its first year of production, 51 kilometres of barbed wire was manufactured. Six years later, that number exploded to 423,000 kilometres—enough to circle the world ten times. Barbed wire was a simple invention, but it had an enormous impact, completely changing the landscape and economy of the American West.

    20 min
4.7
out of 5
42 Ratings

About

Welcome to our podcast, Anecdotally Speaking. Each week we tell a business story, talk about why it works and discuss where you might tell it at work. Our aim is to help you build your story repertoire.

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