If you know where a story is going, don’t hoard it. Make the story go there, now. But then what? What will you do next? You’ve surrendered your big reveal. Exactly. Often, in our doubt that we have a real story to tell, we hold something back, fearing that we don’t have anything else. And this can be a form of trickery. Surrendering that thing is a leap of faith that forces the story to attention, saying to it, in effect, “You have to do better than that, and now that I’ve denied you your trick, your first-order solution, I know that you will.

As students sat in front of their manual typewriters, Ephron’s teacher announced the first assignment. They would write the lead of a newspaper story. The teacher reeled off the facts: “Kenneth L. Peters, the principal of Beverly Hills High School, announced today that the entire high school faculty will travel to Sacramento next Thursday for a colloquium in new teaching methods. Among the speakers will be anthropologist Margaret Mead, college president Dr. Robert Maynard Hutchins, and California governor Edmund ‘Pat’ Brown.”

The budding journalists sat at their typewriters and pecked away at the first lead of their careers. According to Ephron, she and most of the other students produced leads that reordered the facts and condensed them into a single sentence: “Governor Pat Brown, Margaret Mead, and Robert Maynard Hutchins will address the Beverly Hills High School faculty Thursday in Sacramento … blah, blah, blah.”

The teacher collected the leads and scanned them rapidly. Then he laid them aside and paused for a moment.

Finally, he said, “The lead to the story is ‘There will be no school next Thursday.’”

“It was a breathtaking moment,” Ephron recalls. “In that instant I realized that journalism was not just about regurgitating the facts but about figuring out the point. It wasn’t enough to know the who, what, when, and where; you had to understand what it meant. And why it mattered.” For the rest of the year, she says, every assignment had a secret—a hidden point that the students had to figure out in order to produce a good story.

Stories can almost single-handedly defeat the Curse of Knowledge. In fact, they naturally embody most of the SUCCESs framework. Stories are almost always Concrete. Most of them have Emotional and Unexpected elements. The hardest part of using stories effectively is making sure that they’re Simple—that they reflect your core message. It’s not enough to tell a great story; the story has to reflect your agenda. You don’t want a general lining up his troops before battle to tell a Connection plot story.

Stories have the amazing dual power to simulate and to inspire. And most of the time we don’t even have to use much creativity to harness these powers—we just need to be ready to spot the good ones that life generates every day.

My father’s death demolished me. It was perhaps because I had never properly grieved my mother’s leaving that I approached mourning him with fierce intention. Grieving, I learned, was a process of story construction. I needed to construct a story so I could reconstruct my world. There were decisions to make about what to put in and what to leave out.

If you are in a leadership position in a visible company, especially in a time of crisis, stories will be written regardless of what you do. Reporters have a job to do, and they will do it whether you like it or not. Treating them forthrightly, consistently, and with facts is considered best practice in crisis situations.