Finance
How Financial Planning Has Got The Story All Wrong: Insights From StoryBrand’s Donald Miller
“Nobody wants to hear your story, they want to be invited into a story,” Donald Miller told me, in a recent interview about his new book, Building A StoryBrand 2.0.
That’s it. That’s how financial planning—or perhaps more accurately, financial planners—have got the story all wrong. And regardless of the type of business that you’re in, I’m betting that the same holds true.
What’s your story?
We’ve made ourselves, and/or our solutions, the main character in the narrative of our client’s financial planning, rather than ceding that role to the natural actor, our client.
This wise counsel comes from the StoryBrand guy, Donald Miller, and Miller’s story deserves attention because it’s instructive. He’s not the first to talk about how to use narrative theory in branding and marketing, but it is safe to say he’s done the best job of telling us precisely how to use stories to help people better understand our businesses. And it’s not by telling our story, but by helping others to see theirs.
This is likely because Miller isn’t, or wasn’t, a marketing guru, but a practitioner. An author. Before writing StoryBrand, Miller had published seven books that fit into the memoirist category, including one of my all-time favorite titles, Blue Like Jazz. But after finding success in that genre, Miller says, “I ran out of books to write,” so he began, “an exercise in curiosity” to explicate how narrative structures work and how to use that to clarify a business’s message.
And the big takeaway? As businesses, the story isn’t about us; it’s about those we serve.
StoryBrand 1.0
In the original Building a StoryBrand, Miller shares the SB7 framework—the seven plot points in every great story, whether it’s a novel, TV show, commercial, epic movie, or yes, a business or brand. And it doesn’t take more than a second glance to see where we go wrong as business owners or developers.
Where do you find yourself in this plot?
From Star Wars to Hunger Games to Top Gun: Maverick to Apple, Miller shows us how this plotline plays out in every great story and iconic brand. But nobody dreams of winning Best Supporting Actor as a kid, so we naturally default to jumping into the cockpit and calling ourselves Maverick.
And there is the fatal flaw we commit, making it too much about us. Our services, processes, and accolades—all of which matter, but only to the degree they serve the protagonist, the client, and their story.
The good news is that we play a vital role in this story—it’s just not the starring role, and the sooner we accept our rightful supporting role, the sooner we can better serve more clients. And everything becomes crystal clear when we see it that way—especially as financial advisors.
StoryBrand Financial Planning
Our clients are the main character, the hero. Our job is to get to know them well enough to understand their problem or challenge, and then we can settle into our rightful role as the client’s guide.
And there’s no better metaphor for the posture of all truly great financial advisors, by the way, than guide. We teach, but we’re not teachers who have a necessarily condescending stance toward their students. We navigate the technical, but we are not technicians who often get stuck down rabbit holes of specialization. We consult, but we’re not consultants who diagnose, recommend, and then walk away, leaving a hefty bill in their wake. We persuade, but we’re not salespeople who are driven more by transactions than transformations.
Instead, we are guides for whom experience, wisdom, and the skills of teaching, specializing, consulting, and persuading are all prerequisites.
Then comes planning, a process best navigated in collaboration with our clients. Miller also clarifies here that the plan should be delivered “in the form of baby steps,” a truth we’ve learned from the field of behavioral finance. This, too, contrasts with how most of us learned financial planning. Yet while great financial planning must be comprehensive in its scope, great financial plans must be modular, lest they overwhelm and result in inaction.
Here’s where the skills of persuasion come in handy, in calling our clients to action—actions of their own choosing and architecture—and providing the pivotal role of accountability. We grossly underestimate this as part of our role, perhaps because we love the creative planning at the center of our work. But here again, we are reminded that the plan is no more the hero than we are—and the best unimplemented plans in the world are utterly worthless unless clients take action.
Said action can result in success—Yay!—but plans succeed to varying degrees, and circumstances often change. Some plans even fail. Enter the plot twist, when new circumstances or suboptimal implementation allows us to re-engage the perpetual cycle of story all over again, as we address a new problem or challenge and strive for success anew.
And please remember, the best movies have numerous plot twists. If you’ve already run through Plan A to B, C, or even Z, it only makes your story more compelling.
StoryBrand 2.0 – The Controlling Idea
So, StoryBrand 1.0 does an amazing job helping us identify our proper role and re-write the story. I also asked Miller what was new for readers in StoryBrand 2.0, and there’s another gem that could turn our marketing on its head: the controlling idea.
He writes, “Certainly a story can present multiple ideas, and those ideas are sometimes subjective, but very few stories are commercially successful if the plot is up for interpretation.” Hmm. Can you give us an example?
“If our controlling idea involves a lost dog returning home to his family, who realize how much they loved the previously neglected dog,” says Miller, “we should not include too many scenes about a food critic attempting to start their own restaurant.”
The controlling idea, then, is the main plotline in a nutshell, which isn’t any bigger than a run-on sentence and may be much smaller. StoryBrand 2.0 describes the controlling idea of the classic Lion King plot as “A young lion must gain the confidence necessary to confront his evil uncle, who murdered his father, so that he can take his rightful place as king of the jungle and return order and life to his homeland.”
Meanwhile, Miller strategized with a client who owned a gym franchise and was struggling to differentiate from all the other gyms out there. The gym’s unique feature was targeted resistance training—20-minute trainer-led sessions twice per week—for those who didn’t have time to live at the gym. The essence of the controlling idea ended up being distilled all the way down to three words: “twenty minutes, twice.”
Bang. Then, once you’ve got your controlling narrative for your business and brand, the discipline required is to run 100% of your messaging through that singular lens. If it builds on that narrative, great. If it distracts, it’s out.
The question StoryBrand 2.0 leaves us with, then, is, “Have you defined a controlling idea?”
StoryBrand.Ai
And considering the answer for most is some version of “No,” the biggest new addition to the StoryBrand script isn’t even contained in the newly revised edition of the book—it’s a website and tool, StoryBrand.Ai, which I have trialed and must confess left me jaw dropped.
In a matter of minutes, StoryBrand.Ai delivers a brand script, tagline, product service or name, description, packaging copy, website wireframe, lead generator ideas, lead-generating PDF, domain name suggestions, sales emails and talking points, a compelling one-liner, video scripts, social media post ideas and captions, a brand or product story, and nurture emails. Not bad for $39 per month.
The goal of all of it, though, must be remembered, in what I believe is the “controlling idea” of StoryBrand itself, and the quote from Donald Miller that sparked this post: “Nobody wants to hear your story, they want to be invited into a story.”
How can you apply that wisdom in your business or practice?
Truist Financial Corporation (NYSE:TFC) is included among the 11 Best Bank Dividend Stocks to Buy.
Photo by Annie Spratt on Unsplash
Truist Financial Corporation (NYSE:TFC) is a prominent American commercial bank with a strong footprint in the Southeast and Mid-Atlantic regions. Ranking among the top ten banks in the country, it enjoys a solid market position in high-growth states like Florida and Georgia. Recently, the bank has prioritized digital innovation and technology development to improve service delivery and remain competitive against fintech firms.
Regulatory compliance remains a key focus for Truist Financial Corporation (NYSE:TFC), as it operates under enhanced prudential standards and capital requirements as a Category III banking organization. Adhering to these standards is essential for sustaining its operations and long-term strategies. At the same time, Truist’s disciplined approach to capital management allows it to maintain financial stability while pursuing strategic growth opportunities, including potential mergers and acquisitions.
Truist Financial Corporation (NYSE:TFC) is also popular among investors because of its dividend policy. The company has been making regular payments to shareholders since 1997. Currently, it offers a quarterly dividend of $0.52 per share and has a dividend yield of 4.53%, as of September 24.
While we acknowledge the potential of TFC as an investment, we believe certain AI stocks offer greater upside potential and carry less downside risk. If you’re looking for an extremely undervalued AI stock that also stands to benefit significantly from Trump-era tariffs and the onshoring trend, see our free report on the best short-term AI stock.
EAD NEXT: 12 Best Stocks to Buy Now for Passive Income and 12 Best Retail Dividend Stocks to Buy Now
Disclosure: None.
Finance
Financing opportunity: Q&A with Harold Pettigrew on the future of the CDFI Sector – Kresge Foundation
As the community finance field enters a new era—shaped by economic uncertainty, shifting capital flows, and growing calls for accountability—how can CDFIs prepare for what’s ahead? The Kresge Foundation spoke with Harold Pettigrew, the president and CEO of the Opportunity Finance Network (OFN) to help answer that question. This article is part of a series highlighting the impact of CDFIs and how the sector is adapting to the current environment.
MD: CDFIs play a unique role in our financial ecosystem, often serving communities that mainstream banks overlook. Why are CDFIs so critical for advancing economic growth and creating opportunities in underserved communities?
HP: In every corner of America, CDFIs show that impact and financial performance aren’t at odds—they reinforce each other. We address market gaps and go where traditional capital doesn’t: listening first, solving for need, and providing capital to people and financing projects that strengthen families and communities. Whether it’s a small business on Main Street or a housing development in a rural town, CDFIs make investments that build wealth and create opportunities that reach people and communities that need it most.
MD: CDFIs seem to have broad support in Congress, even when some administrations have looked to reduce funding or support. Is bipartisan support materially different today? What role has OFN played in telling the CDFI story and maintaining that support?
HP: Bipartisan support for CDFIs remains strong because our work cuts across political divides — we’re about creating jobs, building businesses and revitalizing communities. What’s different today is the urgency and scale of the need, and the growing recognition that CDFIs are essential partners in solving some of our nation’s toughest challenges. OFN and CDFIs tell real stories of impact—stories of people across the country whose lives and livelihoods have changed thanks to the capital provided by CDFIs. Through advocacy, research, and direct engagement with policymakers, we’ve elevated a clear, consistent message: For over 30 years, CDFIs have delivered results addressing market gaps in providing access to capital to communities across the country.
MD: Beyond federal funding concerns, what are the current challenges and needs CDFIs are facing in their day-to-day efforts to support communities?
HP: CDFIs are navigating a complex economic environment— rising interest rates, tighter capital markets, and growing community needs are stretching our resources like never before. Many CDFIs are being asked to do more with less, while also investing in their own operations to scale effectively and sustainably. OFN is working to develop diverse pools of flexible capital, make deeper investments in talent and technology, and new policy frameworks that support and recognize the unique value CDFIs bring. The demand is clear — what’s needed now is bold investments to meet the moment and craft new solutions for the future.
MD: Philanthropies and community development departments of banks and insurance companies have always been crucial partners for CDFIs — how can they best support and invest in CDFIs right now?
HP: Our partners in philanthropy and financial services have been critical to the success of CDFIs, and now they have a critical opportunity to strengthen the CDFI industry for the future. That means moving beyond transactional grantmaking to long-term, trust-based partnerships. It means offering flexible, risk-tolerant capital that lets CDFIs innovate and expand, and it means investing in the infrastructure — people, systems, data — that helps us operate at scale.
MD: What keeps you optimistic about the future of the CDFI sector?
HP: What keeps me optimistic is the impact and commitment I see every day, from the entrepreneurs we finance, to the communities we serve, to the CDFI leaders innovating with courage and conviction. The sector is growing, diversifying and deepening its impact. We’re not just responding to the moment — we’re helping define the future of expanded access to finance and financial services. And with every new loan, every new partnership, every life changed, we’re proving that when we expand access to opportunity — we don’t just finance projects, we shape the future of communities across the country.
Harold Pettigrew is the President and CEO of Opportunity Finance Network (OFN)
Derek Kudsee is a veteran of the enterprise software industry, with senior leadership roles at industry giants such as SAP, Salesforce, and Microsoft under his belt. So, when he took the helm as the new Managing Director for Unit4 Financials by Coda, ERP Today sat down with Kudsee to discuss his vision for Coda, the promise of agentic AI to make work feel lighter for finance teams, and his mission to transform the classic system of record into a dynamic system of intelligence for the Office of the CFO.
What was it about the opportunity at Unit4, and specifically the challenge of modernizing Coda, that convinced you to take this role?
A rare combination of having a deeply trusted platform and a clear opportunity to reimagine the finance function drew me to Unit4, and specifically the Coda business. Some of the largest enterprise customers have been running on this platform for decades. I’ve been brought in to help these finance teams run more efficiently and provide greater insight through agent-driven automation. We live in a world where technology has converged in our consumer and professional lives. Therefore, modernization is not only about addressing complex systems, but also about enhancing the user experience. This combination of running a deeply trusted platform, reimagining its capabilities in an AI-driven world, and modernizing the user experience was attractive.
Unit4 Financials by Coda’s goal is to deliver an “AI-fueled office for the CFO” using agentic AI. How will a finance team using Coda experience this in their day-to-day work?
When one thinks of an AI-fueled Office of the CFO, it’s about having agents deep inside those finance processes that will suggest, explain, and act within guardrails that finance teams can set. The work should feel like the machine is performing tasks that were previously done manually or laboriously.
A simple example is in an accounts payable department. An agent can automate everything from invoice capture using AI-driven OCR, verify that the invoices are within policy, queue them for approval, send them to the respective individuals, and flag exceptions along the way. Users can see how the work feels lighter because the machine handles everything from capture to the final stage, including payment release.
How do the AI functionalities offered by Coda differ from what competitors are offering right now?
Many vendors today have a finance module. However, we aim to be the best standalone financial management system, not a generic suite. We’re not trying to be finance because we want to sell an HR or CRM system. That means we need to embed intelligence deeply within the finance processes so that the software acts, takes action, and performs activities for the finance function. For that, the agentic AI needs to operate with autonomy, understand financial context, and learn from user behavior.
Moreover, fundamentally, Coda has always been built on a unified financial model. We’ve never had Accounts Payable separate from Accounts Receivable that needed to be consolidated. Our AI works on clean, structured data from day one, and that’s the foundation for accuracy. We don’t need to chase hype to incorporate AI. We’re going to redefine the finance function with AI at its core.
How do you plan to balance the introduction of these cutting-edge innovations without disrupting the core stability that Coda is known for?
The safest way to modernize finance is to add certainty around the core, rather than disrupting it. Our core is why customers have been running Coda for 20-30 years. Thus, stability is not a nice-to-have; it’s non-negotiable. Our customers run mission-critical processes, and that trust is sacred to us. Therefore, every innovation we deliver, whether it’s UX modernization or AI, will be built on one simple principle: if it compromises stability, we don’t build it. We don’t ship it.
With that rock-solid foundation in place, we can layer intelligence and usability on top. While some software providers are still determining the stability of their platform, we can offer customers the best of both worlds. They’ll have the reliability they’ve counted on for decades, and now we bring them the innovation they need to stay ahead.
What This Means for ERP Insiders
Your biggest enemy is decision latency. According to Kudsee, the primary challenge for modern finance is the gap between a business event occurring and the ability to respond intelligently. This decision latency, caused by fragmented data, batch processes, and manual workarounds that are standard in traditional ERP environments, prevents finance from being a proactive and strategic partner. Coda’s goal is to shrink that gap from weeks or days to near-real-time.
Shift the ERP mindset from system of record to system of intelligence. For decades, the primary function of ERP finance modules has been to record transactions accurately. This is no longer sufficient, as Kudsee notes. A modern financial platform must function as a system of intelligence that not only records data but also analyzes, predicts, and automates actions within core financial processes, effectively acting as the intelligent brain of the CFO’s office.
Prioritize financial depth over suite breadth. Kudsee suggests that the single ERP for everything strategy can result in a finance module that is a jack-of-all-trades but master of none. The alternative approach is to prioritize depth and best-in-class functionality for the critical finance function. Instead of settling for the generic finance module within a larger suite, consider how a dedicated platform like Unit4 Financials for Coda, focused on deep financial control, insight, and automation, can deliver more agility and tackle core challenges, such as decision latency, more effectively.
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