Behind the Curtain

Behind the curtain, there are so many untold stories of leadership and politics. Hidden narratives that drive power and influence.

With leadership being influence – nothing more, nothing less –  looking at the impact and effect that stories have to motivate and influence people, it should not be a surprise that politics and leadership converge behind the curtains.

In theatre production, there is a whole world that exists behind the curtain. It's where the offstage cast, props, and production staff are located.

It's all part of the show, and people expect there to be things behind the curtain they can’t see; it makes the show, not take away from it.

With the famed movie “The Wizard of Oz,” the lore “behind the curtain” became a cultural phenomenon. People could put an image to the idea of a puppeteer controlling what they saw.

In the context of “The Wizard of Oz,” behind the curtain is where the all-powerful and authoritative Wizard is positioned.

When Dorothy pulls back the curtain, she discovers the Wizard is nothing more than a man operating levers, using smoke and sound to impress and control people.

The Wizard didn’t control people with power—he controlled them with a story. 

Smoke, noise, and distance created the illusion of authority, and people filled in the rest. What’s striking is that he never actually gave anyone what they were searching for. 

The Scarecrow already had a mind. 

The Tin Man already had a heart. 

The Lion already had courage. 

The Wizard simply validated what was already there once they were willing to see it. 

That’s the danger—and responsibility—of leadership. When influence is built on mystique, fear, or perception, it’s fragile.

Acting behind the curtain can be manipulative when the stories told drive a narrative that cedes power to a leader for their use and benefit.

Pull back the curtain, and it collapses. But when leadership helps people reclaim what they already possess, trust doesn’t disappear; it deepens.

The Things We Hide - Moment

Early in my career, I was sitting in one of my first sales training sessions as a brand-new dairy nutrition consultant. The facilitator walked to the front of the room, flipped a chart, and wrote three big black letters: M S U.

He turned to the group and asked, “Anyone know what MSU stands for?”

Silence.

Ever eager to fill it, I jumped in.

“Michigan State University.”

Wrong answer.

A few strange looks followed. Everyone else in the room—except one other Midwesterner—was from California. Michigan State might as well have been on another planet.

The facilitator smiled and said, “MSU stands for Making Stuff Up.”

That moment stuck. Twenty-five years later, I still see those letters in bold black marker.

Why? Because we do it constantly.

We make stuff up all day, every day. Our beliefs fuel narratives in our minds—full-length films about what someone meant, what might happen, or what someone must be thinking. As a friend once told me, our minds are experts at “reading between the lines,” even when there’s nothing written there at all.

Here’s the part we don’t like to admit: We protect those stories because they prop up our beliefs.

Saying them out loud would invite challenge. Challenge risks exposure, exposure that we might be wrong. 

When insecurity is involved, being wrong feels more threatening than rejection itself.

So we stay behind the curtain, clinging to familiar stories, even when they limit us.

The stories we tell ourselves become the narrative we use to interact, lead, and relate to others.

The way forward isn’t pretending we don’t make things up. It’s recognizing when we are—and choosing to exchange limiting beliefs for empowering ones. That’s how a new mindset is formed. And that’s where authentic leadership—starting with ourselves—actually begins.

Podcast

Frank Spring is a seasoned storytelling consultant. A ‘mad scientist of political storytelling’, working with such figures as London’s Mayor Sadiq Khan, Congresswoman Kate Porter, and Austin’s Mayor Steve Adler.  Crafting their stories to drive voters to cast ballots for them to win their races.

1. The Power of Storytelling in Identity and Trust

I’m more convinced than ever that stories don’t just explain the world—we use them to become who we are. Individually and collectively, we live inside narratives. And those stories shape who we trust. When a leader’s story matches what we expect—or what we’re experiencing—trust grows. When it doesn’t, frustration, anger, and disillusionment show up fast. If we want to understand leadership or politics at any meaningful level, we have to pay attention to the stories underneath the reactions.

2. Stories That Shape Leadership and Politics

In my conversation with Frank, we talked about how powerful political narratives can be. Phrases like “Make America Great Again” aren’t just slogans—they’re stories. They frame how people see the past, interpret the present, and act toward the future. When a story resonates, it can unite people. When it doesn’t, it can divide just as quickly. What often gets missed is that there’s more going on beneath the surface—unspoken assumptions, unmet expectations, and lived experiences that shape how those stories land.

3. Why Our Narratives Have to Evolve

Here’s the tension: stories that once worked don’t always keep working. When narratives stay static while reality changes, people feel unheard and left behind; that’s when conflict shows up. Leadership—authentic leadership—requires the courage to look behind the curtain, to examine whether the story we’re telling still fits the moment we’re in. If we don’t, we risk clinging to outdated narratives instead of leading people forward.

No matter the side of leadership or political spectrum one ascribes to, the same can be said for all.  

Stories that convince people they’re under threat drive them to extremes, while stories that restore agency and personal power have a moderating effect, because people who believe they can act don’t need to radicalize.

MSU (Making Stuff Up) Cleanser

Most often, we have no idea how the stories we are told or tell impact our relationships or actions.

The only way to figure it out is to ask someone what it's like to work with me, be led by me, or interact with me.

This can be strikingly difficult and requires real vulnerability.  Because when we challenge our beliefs, we challenge our internal drive, makeup, and decision-making.  It's humbling in a way that cuts deep.

It's being willing to look behind the curtain and accept that there is a little man with a megaphone making all the noise, not an all-powerful guide.  They may look like Yoda, but they can't levitate!

I was able to navigate the stories and walls by surrounding myself with others who were willing to learn, grow, and lead with me.

I did so by creating the Impact Driven Leader Roundtable.

A community set up to grow together, not because anyone is the Wizard, but because we all hide behind curtains in some way, shape, or form.

The Spring Cohort of the IDL Roundtable kicks off on  February 10th, and there are a few spots left.

The 12-week starter meets weekly via Zoom for one hour.

If you're ready to change the narrative, I’d love for you to join us.

Did you catch this podcast? If not, listen to it here.