Find Your People: Mapping the Story Journey

Understanding the legitimate concerns of the people around us feel (whether they’re employees, clients, stakeholders, or neighbors) helps us to create stories that will encourage others listen up and care. It compels them to engage and act. 

The best stories start with an awareness of what’s really happening. In our zeal to get the word out, we often bypass defining the problem we’re trying to solve. 

Every impact story is a bridge, spanning the gap between a problem that needs solving and a possibility waiting to be born. But building that bridge requires more than good intentions. It requires mapping: understanding the terrain, identifying the stakeholders, and charting a path from where we are to where we want to go.

Start with the Landscape

Before you tell any story, you need to understand the ecosystem it will enter. What stories are already being told about this issue? Who has credibility? Where are the gaps in understanding or engagement? This isn't competitive analysis, it's ecosystem mapping. You're looking for opportunities to add value, not just capture attention.

The Problem Behind the Problem

Surface-level problems are easy to spot. The real work happens when you dig deeper to understand the systems and beliefs that created those problems in the first place. For example, a community garden project might solve the surface problem of food access. But the deeper opportunity might be addressing social isolation, economic disinvestment, or disconnection from place.

Possibility as Destination

The best impact stories don't just solve problems, they paint pictures of possibility. They help people imagine what could be fundamentally different, and feel inspired to help make it real. This requires moving beyond deficit-based framing ("Here's what's wrong") to asset-based storytelling ("Here's what's possible when we build on what's already working").

The Stakeholder Constellation

Every journey from problem to possibility involves multiple stakeholders, people who are affected by the issue, people who have power to create change, people who have wisdom to share. Mapping these relationships helps you understand who needs to be part of the story and how they might best engage with it.

The Trust-Building Arc

The journey from problem to possibility is relational. It requires building trust over time, proving that change is possible through small wins before asking for big commitments. Your story needs to meet people where they are emotionally and invite them into gradual engagement, not demand immediate transformation.

Milestones, Not Just Outcomes

When mapping your journey, identify meaningful milestones along the way. These become opportunities to celebrate progress, learn from experience, and adjust course as needed. Milestones also help sustain engagement over time. They give people reasons to stay connected to the story as it unfolds.

Try This | Journey Mapping Exercise

Draw a simple line from left to right. On the left, write down the problem you're addressing. On the right, write the possibility you're working toward. Now map the journey: What has to happen for people to move from problem awareness to possibility engagement? What milestones matter? Who needs to be involved at each stage? This visual map becomes an early version of your storytelling roadmap.

Remember this

The journey from problem to possibility is never straight. But when you map it thoughtfully, you create space for others to find their own way to join you.