Kathleen Wallace is a storyteller. She seeks out, listens for, and creates narratives. Some of those stories inspire direct action, others drive introspection. Kathleen’s world revolves around the stories that we share, how we hear them, and how those stories influence how we operate in the world. She is an actor, writer, filmmaker; at SNP she is also a coach, facilitator, and instructor.
Shift the story, she reminds us, and you can shift the way you see yourself, your team, and even the future.
SNP: What does storytelling mean to you?
Kathleen: To a hammer, the world is a nail. To a storyteller, the world is a story. Story is how we make sense of facts, circumstances, and relationships. The way we interpret those “data points” shapes our perception—and our behavior makes sense in the world as we perceive it. That’s the magic of story: by shifting the story, we can shift how we see ourselves, our teams, and our possibilities.
SNP: What patterns do you notice in the stories leaders tell themselves?
Kathleen: I often hear words like should, need to, have to, ought to. These are signals that someone is comparing themselves to a version of themselves that doesn’t exist. It’s a moving target—and it creates pressure without clarity. One tool I use is shifting from “should” to “if/then” statements. I should prioritize better becomes If I take 30 minutes on Monday to prioritize my week, then I’ll feel more productive and have time for myself. That small change makes the story actionable and real.
SNP: How can storytelling become a leadership tool?
Kathleen: Leaders sometimes think “storytelling” only means standing on a stage with a big narrative. But story is also in a status update, a pitch, or a team meeting. Data alone doesn’t move people—interpretation does. When leaders use story to connect the dots, they invite emotion, imagination, and trust. Storytelling is not about performance; it’s about shaping meaning.
SNP: Has a personal story ever shifted how you see yourself as a leader?
Kathleen: Yes. For a long time, I believed I needed to please everyone. The shift came when I realized: I’m not for everyone, and not everyone is for me. That freed me to show up fully as myself—quirky humor, nerd-glasses-emoji and all. Now I bring that same lens to my work: helping leaders see that the stories they choose can either limit them or liberate them.
Kathleen has taught us that leadership often begins with the stories we tell—about ourselves, our teams, and the world we’re shaping together. Story is not fixed, but fluid. It’s not a script to follow, but a choice to make. Her work with our customers reflect some of what we value most: clarity, curiosity, and the courage to shift perspective. We’re grateful for the way Kathleen helps leaders discover the power of their own stories.
