Build strong business relationships by telling stories, without sharing too much.

LinkedIn users talk about a growing trend that some people are embracing, while others call it oversharing. One user who started writing about his personal life and struggles said, "The way you go viral is to be really vulnerable."

"Conversations are getting more personal," according to the Wall Street Journal. "And some users have mixed feelings about it." Feelings are mixed because sharing emotions is subjective. So where is the line between showing vulnerability and sharing too much information?

As a CEO Communications Coach, I'm glad we're having a public discussion about expressing personal experiences. I teach senior leaders to tap into their personal stories to create stronger and more meaningful relationships with their audiences and stakeholders.

After nearly 20 years of turning leaders into extraordinary speakers, I have come to the following conclusion.

Strive to be a storyteller, not an oversharer.

Sharing personal experiences doesn't mean you have to dig up every skeleton, wallow in your regrets, or relive your darkest hours, all for public consumption. Oversharing occurs when you disclose too much information that is not directly relevant to your audience.

Storytellers, on the other hand, deliberately choose personal experiences that inspire trust, build relationships, and motivate others.

1. Share stories that are relevant to the topic.

One of the toughest tasks I face as a CEO communications coach is persuading leaders to open up. I encourage them to give others insight into the personal events that have shaped their lives and driven them to success.

The stories they share with me are endlessly fascinating and often inspiring.

I once worked with a senior executive for one of the largest retailers in the world. They wanted to improve their quarterly onboarding presentations to welcome new employees, managers and executives.

I suggested that she replace the pie charts and sales charts at the start of her presentation with a story about herself. She remained largely silent, so I lured her in by asking her a specific question: "Why did you apply to this company rather than its competitors?"

That question sparked a personal and moving story that I will never forget. Prior to joining the company, this executive was a part-time caregiver for a family member with a debilitating illness. She visited the retailer's stores several times a week as her size and cost structure drove prices down.

“Lower prices mean something to every customer who walks through our doors,” she said.

The single story changed everything: his quarterly presentations became must-attend events, and his career soared.

Months later, I asked the VP why she hadn't told the story sooner.

"I thought it was too personal," she said.

Yes, it's a personal story, but it's directly related to the topic and presents the company's mission in a new light that everyone can relate to.

2. Share stories that reveal lessons.

Inspirational leaders tell stories, and personal stories are the most powerful. But the best stories are deliberately chosen to highlight lessons that apply to the rest of the team or audience.

Recently, I wrote an article about Richard Bra...