We think more is better, but focus makes stories memorable.

In today’s golden age of TV, great shows are everywhere. That’s love sharing what I’m watching every month in my newsletter. Last month, it was The Pitt on Max.

Most headlines focus on Noah Wyle in another ER show, but The Pitt has more in common with 24. Each episode unfolds in real time—one hour of a 15-hour shift—set almost entirely in a single, sprawling ER. But it’s these constraints of time and space that make it gripping. Instead of racing through events, we feel every moment, every struggle, every heartbreak.

What does this have to do with you and the stories you tell as you lead others and build brands? 

Once upon a time, when X was still Twitter, the company’s co-founder Biz Stone was fond of saying, “Constraint inspires creativity.” And back then, the constraint of 140 characters was what made Twitter great. Orson Welles took it a step further, saying, “The enemy of art is the absence of limitations.”

Constraint can feel counterintuitive today—we’re told we have endless platforms, tools, and time. And then there’s my favorite nemesis: the idea that more is better. But more isn’t always better. Sometimes, more is just more. In storytelling, more often leads to sprawl, diluting focus and impact. We assume more detail or scope looks more professional, but often, a lack of limits signals something bigger: a lack of clear strategy.

When we constrain our stories, we find focus:

• Sarah Blakely often tells the simple story of “cutting her tights” (a three-word idea) to create the first Spanx prototype, showcasing her scrappy start and an easy-to-imagine concept of the product’s design.
• Ben & Jerry’s flavor names tell an entire story in just 2–3 words like “Netflix & Chill’d.”
• LEGO’s no-text, visual instructions are universally accessible while reinforcing the borderless idea of play.
• Google’s “Parisian Love” ad told a (love) story entirely through search queries—no narration, no characters.

Limitations help us zoom in on meaningful story moments, like the way The Pitt makes us feel the stress of Dr. Robby’s long, tense day. As you tell stories, try setting some limits.

When telling brand stories …

• What’s one customer struggle that stands out?
• If you could only highlight one thing about your brand, what would it be?
• What’s the simplest way you can show your brand delivering on its promise?

When leading with your own story …

• Can you sum up your leadership philosophy in three words? (A few years back, I wrote a piece on crafting your story in six words.)
• What’s one small moment that changed you as a leader?
• What was a small decision you made that had a big impact?

Constraint shapes story. Whether building a brand or leading others, remember: limits don’t weaken your story—they sharpen it.

Use This Story Strategy in Your Work

• Why stories need constraints.  Constraints bring clarity. A clear boundary—time, space, budget—forces focus, making your message easier to tell, remember, and share.
• When to use constraints: Use them when you want your story to stick. Constraints make leaders seem more human and brands more focused. A narrow story is more powerful than a vague one.
• How to use constraints: In a brand story, limit the scope—one mission, one product, one customer journey. Think “buy one, give one” or “handmade, no ads.” In a personal story, zoom in on one moment, decision, or turning point—like “cutting my tights” or “missing the flight that changed my life.”

Next time you tell a story—at work or in life—remember: constraint is what brings clarity.

 A version of this first appeared in Story Strategies—my monthly email newsletter designed to help you connect with your audience through the power of story. Get the next issue delivered to your inbox.