Why Storytelling Matters for Product Managers

In a world of competing priorities and constant distractions, a well-framed story can be the difference between a product that gains traction and one that gets overlooked.

At its core, storytelling helps PMs:

1. Rally teams around a shared vision.
2. Communicate product value beyond a list of features.
3. Distill complex ideas into a clear, actionable direction.
4. Influence decisions and drive stakeholder alignment.
5. Clarify the ‘why’ behind key product choices.

Without compelling storytelling, even the most well-thought-out product strategies risk being misunderstood or deprioritized.

Beyond Features: Why Great Products Need Great Stories

Many PMs fall into the trap of focusing on features rather than impact. A product packed with capabilities doesn’t inspire action - a strong narrative does.

Take Figma’s rise in the design industry - it redefined how teams collaborate. Instead of leading with a feature list, Figma framed its story around a fundamental shift:

"What if design was multiplayer? Imagine a world where designers, engineers, and product managers can edit the same file in real time—eliminating version control headaches."

This vision-first approach helped Figma gain early traction and laid the foundation for its long-term growth.

How Storytelling Empowers Product Managers

1. Motivation & Alignment → A well-defined narrative inspires teams, even when PMs aren’t directly building the product.
2. Communicating Value → Features resonate more when framed through user impact.
3. Synthesizing Complexity → PMs translate scattered insights into a clear product vision.
4. Driving Action → Storytelling influences stakeholders and secures buy-in.
5. Clarifying the ‘Why’ → A product without a compelling reason for existing is just a collection of features.
6. Making Strategy Memorable → Stories stick. A strong narrative keeps teams aligned and focused.
7. Guiding Product Direction → A well-crafted story acts as a North Star, shaping priorities and decision-making.
8. Connecting with Customers → The best product stories are rooted in real user needs and emotions.

Storytelling is a PM’s Superpower

For product managers, storytelling is a strategic advantage. It ensures that every stakeholder—designers, engineers, executives, and customers—deeply understands the product’s mission, value, and impact.

In this blog, we’ll explore how Figma has mastered storytelling—both internally and externally—to shape its product, culture, and growth. We’ll also break down best practices for PMs and highlight common pitfalls to avoid.

Let’s dive in. 🚀

1. The Role of Storytelling in Product Management

1.1 How Storytelling Drives Product Success

1. Aligning Teams with a Shared Vision
   Great PMs aren’t just decision-makers; they’re navigators who rally teams around a common purpose. A compelling product story clarifies why a problem matters, building alignment and commitment.

Example: Figma’s internal mantra, “Design should be multiplayer,” kept teams focused on real-time collaboration as a core principle—guiding product decisions at every stage.

2. Communicating Value Beyond Features
   Customers and stakeholders don’t buy features; they buy outcomes. A product’s value isn’t in what it does—it’s in how it transforms the user experience.

Example: Instead of saying, “Figma allows multiple people to edit a design,” the stronger narrative is: “We eliminate the endless cycle of file-sharing and empower teams to create together in real time.”

3. Simplifying Complexity
   Product managers juggle market trends, user needs, and business priorities. The best ones translate this complexity into a clear, compelling direction that teams can act on.

Example: Instead of saying, “We need better onboarding,” Figma reframed the challenge as: “Users drop off in the first three minutes. What if we gave them an ‘aha’ moment in 30 seconds?”
This shift made the problem tangible—and sparked creative solutions.

4. Driving Action
   Storytelling isn’t just about clarity—it’s about urgency. A great narrative doesn’t just explain; it compels teams to act.

Example: Figma’s One Screenshot Test became a litmus test for product messaging—if a feature’s value couldn’t be understood in a single image, it needed refinement.

5. Ensuring Knowledge Retention & Transfer
   A well-crafted story doesn’t just align teams—it ensures that strategy and priorities stick. When narratives are clear and memorable, they become the foundation for consistent decision-making across an organization.

1.2 The Power of "Memification" in Storytelling

What is "Memification"?
When a story is so crisp and compelling that it’s repeated naturally by leadership, teams, and even customers.

Example: Figma’s early messaging wasn’t about design tools—it was about “multiplayer creativity.” This phrase distilled the product’s vision into something memorable, driving internal alignment and external adoption.

How PMs Can Apply This:

• Distill messaging into repeatable, simple phrases.
• Embed the narrative into leadership conversations and team decisions.
• Use visuals and storytelling frameworks (like the One Screenshot Test) to reinforce clarity.

2. How Figma Uses Storytelling Internally

2.1 Aligning Teams Through Compelling Narratives

1. Clarifying the Why: Problem-First Storytelling

Before jumping into solutions, Figma’s PMs frame problems as compelling narratives to ensure teams focus on the right priorities.

Example: Rather than stating, “We need real-time collaboration,” the team reframed the problem as: Designers struggle with endless file versions and misalignment. How might we make design truly multiplayer?

Why It Works: Starting with the problem’s real-world impact keeps teams anchored on user needs rather than just feature development.

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2. Synthesizing Feedback: PMs as Narrative Editors

Figma’s PMs act as curators—distilling diverse feedback into a clear, actionable story that aligns teams.

Example: After user research, a PM synthesized insights into: Users don’t need more customization; they need fewer steps to get started. 

Why It Works: This approach sharpens prioritization, ensuring teams focus on what drives the biggest impact.

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3. Using Frameworks for Understanding

Storytelling structures product discussions, making prioritization more strategic. 

Example: Instead of saying, “We have too many competing priorities,” PMs reframed it as: What moments in a user’s journey create friction? Let’s prioritize those.

Why It Works: This shifts conversations from reactive problem-solving to proactive strategy, keeping discussions user-centric.

2.2 Storytelling as a Tool for Decision-Making

1. Driving Action: Stories That Move Projects Forward.
   Compelling narratives transform abstract ideas into tangible, actionable goals.

Example: Instead of a broad directive like “We should improve onboarding,” Figma’s PMs framed the challenge as: New users drop off within three minutes. How might we create an instant ‘aha’ moment?

Why It Works: Reframing goals as urgent, solvable problems builds momentum and keeps teams focused on outcomes.

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2. Simplifying Complexity: Making Sophisticated Ideas Accessible
   PMs leverage storytelling to translate complex ideas into digestible concepts.

Example: Instead of outlining the technical specifics of Dev Mode integrations, PMs framed it as: What if designers and developers finally spoke the same language?

Why It Works: This makes intricate solutions intuitive and compelling, driving cross-functional alignment.

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3. Influencing Without Authority: Framing Messages for Different Audiences
   PMs tailor their storytelling approach to resonate with different stakeholders:

• For engineers → This reduces rework and speeds up development.
• For designers → This makes workflows seamless and intuitive.
• For executives → This expands market reach and drives revenue.

Why It Works: Adapting narratives ensures alignment across functions, accelerating
buy-in and execution.

2.3 Example: How Figma Used Storytelling to Develop FigJam

During the pandemic, Figma observed users “hacking” the platform for brainstorming, playing games, and running remote workshops—activities beyond traditional design.

The evolution of FigJam from these user-driven hacks to a full-fledged product exemplifies the feedback-driven innovation detailed in Figma’s Feedback Loops: The Secret to Continuous Improvement.

1. Spotting the Trend and Framing the Opportunity

Rather than dismissing this as an unintended use case, PMs saw an emerging user-driven narrative: Users are showing us what they want. How might we enhance this experience?

Why It Works: When users shape their own story, it signals an organic opportunity for innovation.

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2. Inspiring Teams to Act → The Birth of FigJam

To harness this momentum, Figma launched a “FunJam Sprint,” encouraging teams to explore playful, collaborative interactions.

Outcome: FigJam emerged as a separate product, successfully addressing a proven user need while maintaining a fun, lightweight, and accessible experience.

3. How Figma Uses Storytelling Externally

3.1 Building Brand and Market Influence

1. Selling a Vision: Gaining Early Traction

Before Figma became the industry standard, it needed to win over early adopters. Rather than positioning itself as just another design tool, Figma anchored its narrative in a bold, forward-looking vision: “Design shouldn’t be locked away in local files. What if creativity was multiplayer?”

This vision-driven approach helped Figma:

• Attract early adopters who resonated with the mission.
• Generate buzz even before the product has a full feature set.
• Drive organic word-of-mouth marketing among designers eager for a more collaborative workflow.

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2. Creating Differentiation: Standing Out as an Innovator

Figma didn’t just position itself as a competitor to Sketch or Adobe—it framed itself as a category-defining product:

• “Figma is an alternative to Sketch.”
• “We’re revolutionizing collaboration in design.”

This messaging didn’t just differentiate Figma—it made it a movement.

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3. Evangelizing Through Community: User-Driven Growth

Figma’s most effective storytelling strategy was putting users at the center of its growth.

• CEO Dylan Field actively engaged with designers on Twitter and industry forums.
• The free plan encouraged teams to adopt it together, driving viral expansion.
• Initiatives like “Friends of Figma” transformed users into brand advocates.

By empowering the community to tell its story, Figma’s adoption felt authentic and inevitable—not like a marketing push.

3.2 The "One Screenshot Test" – Figma’s Storytelling Framework

A compelling product story shouldn’t require paragraphs—it should be instantly clear in a single image.

1. Why the "One Screenshot Test" Works

The test ensures that a product’s value is immediately understandable. If a single visual can’t tell the story, the messaging (or product) is likely too complex.

For example, instead of explaining real-time collaboration, a screenshot of multiple cursors moving in sync tells the story instantly.

• Forces clarity – Simplifies messaging.
• Creates an emotional connection – Users instantly visualize themselves using the product.
• Boosts shareability – A great visual spreads faster than text.

How PMs Can Apply This

•  Ask: “Can someone unfamiliar with the product understand its value in one screenshot?”
• Refine: If not, simplify the feature, UI, or messaging.
• Test: Show the screenshot to a new user—does it immediately resonate?

This approach ensures product positioning is clear, compelling, and memorable.

3.3 Example: How Figma Engaged Developers with Dev Mode

Initially, Figma was built for designers, but as it evolved, developers became a crucial user group. To drive adoption, Figma didn’t just add new features—it crafted a compelling narrative.

1. Recognizing Developer Pain Points

Developers struggled to translate designs into code because traditional tools weren’t built for them.

• Inspecting and implementing designs was a manual, frustrating process.
• There was no seamless workflow between designers and developers.
  
  

2. Framing Dev Mode as a Seamless Bridge

Instead of presenting Dev Mode as a technical upgrade, Figma framed it around a bigger industry challenge:

“What if designers and developers could finally speak the same language?”

This reframing shifted the focus from features to solving a fundamental problem.

3. Lessons for PMs: Crafting a Benefit-Driven Narrative

•  Frame the problem first → Developers weren’t looking for “another tool”; they wanted a smoother workflow.
•  Speak their language → The messaging emphasized reducing friction, not just adding features.
• Make the user the hero → Instead of “Dev Mode improves design handoff,” Figma framed it as:

“Now developers can get what they need—faster, easier, and without endless back-and-forth.”

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4. The Impact: Expanding Figma’s Reach

• By positioning Dev Mode as a bridge between design and development, Figma:
• Established itself as more than a design tool.
• Engaged developers in a way that felt natural and necessary.
  Strengthened cross-functional collaboration, making the platform indispensable.

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4. Best Practices for Storytelling in Product Management

4.1 The Do’s of Effective Storytelling

1. Lead with the Why—Purpose Over Features

People don’t buy features; they buy what the product enables.

Instead of saying, “Figma allows multiple users to edit a design in real time,” say:
"What if design collaboration felt as seamless as editing a Google Doc?"

PM Action: Frame every product narrative around why it matters before diving into features.

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2. Distill Complexity—Make Product Vision Instantly Clear

Product strategy is messy—filled with data, trade-offs, and technical constraints. A strong narrative cuts through the noise and creates clarity.

Example: Figma’s Dev Mode wasn’t pitched as just a developer handoff tool. Instead, the story was:
"What if designers and developers finally spoke the same language?"

PM Action: If your story takes too long to explain, simplify it.

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3. Craft Stories That Stick—Simple, Repeatable Narratives Drive Alignment

A compelling story is one that people remember and repeat.

Example: Figma’s internal mantra, “The One Screenshot Test,” captured its product philosophy in a single phrase.

PM Action: Make your product’s core value easy to recall in one sentence.

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4. Show, Don’t Just Tell—Use Visuals to Strengthen the Narrative

The best product stories aren’t just words—they’re supported by imagery.

Instead of explaining real-time collaboration, Figma showed it: a single screenshot with multiple cursors editing in sync.

PM Action: Can your story be told in one compelling image? If not, refine it.

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5. Tailor Your Story to the Audience

Different stakeholders need different narratives:

• Engineers: “This reduces rework and speeds up development.”
• Designers: “This makes your workflow more seamless.”
• Executives: “This expands our market reach.”

PM Action: Adapt your message to resonate with each audience.

4.2 The Don’ts of Product Storytelling

1. Overloading with Features—Features Are Forgettable, Benefits Are Memorable

Users don’t remember feature lists. They remember why a product makes life better.

Instead of:
"Our tool includes real-time syncing, multiple integrations, and an AI-powered assistant."
Say:
"You’ll never manually sync files again—your work is always up to date."

PM Action: Focus on outcomes, not just capabilities.

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2. Ignoring the User Perspective—Stories Should Solve Real Problems

A great story isn’t about your company’s goals—it’s about the user’s pain points.

Instead of: "We built this feature to expand into enterprise markets."
Say: "Enterprise teams struggle with version control. We’re making it effortless."

PM Action: Frame your narrative around the user’s reality, not internal priorities.

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3. Making the Story Overly Complex—Simplicity Wins

If your story needs too much explanation, it’s not a good story.

Example: Figma’s “multiplayer creativity” pitch was instantly clear. A more complex version—"a cloud-based, real-time synchronous design solution"—would have lost impact.

PM Action: Use conversational, simple language. If it sounds too technical, rework it.

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4. Overpromising the Future—Unrealistic Visions Erode Trust

Overhyping features that don’t exist yet sets unrealistic expectations.

Example: Google Glass promised an AR revolution but underdelivered, leading to skepticism.

PM Action: Sell what exists today—future possibilities should support, not drive, the narrative.

Conclusion: Making Storytelling a Superpower in Product Management

Storytelling isn’t about making products sound exciting—it’s about creating alignment, inspiring teams, and making product decisions clear.

Key Takeaways:

• The best product managers don’t just define roadmaps—they craft compelling narratives.
• A clear, memorable story ensures teams and customers stay aligned.
• The most effective stories inspire action—not just understanding.

Final Thought: "Great products don’t just solve problems; they tell stories that make users feel something." 

How will you use storytelling to inspire, align, and drive action in your products?

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