- - - - it can be adapted and enriched over time. Craft your narrative using the “four W’s” (who, why, what, and when) to capture and hold the imagi nation of stakeholders: Who you are. Provide insight into your identity, personality, and values. As Doug Parker, former CEO and chair of American Airlines, shares with us, “You need to figure out what you believe are the right things to do and show people that you are in charge. They want someone to follow, and they want to know who you are.” Why you are here. Reflect on your purpose, core mission, and beliefs. This is an opportunity to connect your personal mission to the organiza tion, creating a clear link for stakeholders. What you will achieve. Lay out your agenda to convey a sense of ownership and accountabil ity. You can do this by both showing and telling your plans. For example, David Ellison of Para mount wrote in his 2025 CEO letter that “sports serve as a powerful engine for deep audience engagement.” Less than a week after taking over, he secured a seven-year media rights agreement with the UFC for a record $7.7 billion. When you will execute plans. Share what you plan to do right now for stakeholders and plant the seeds for future actions. For example, one financial-services CEO unveiled a new employee experience program by illustrating how it fit in with a broader redesign of the entire employee journey. The best CEOs don’t just tell stories; they teach others how to tell them, too.