CREATING RELATABLE CHARACTERS

BEYOND EXAMPLES TO EMBODIMENT

Stories need characters, not examples. When speakers use “examples” of people in their speeches, they often create flat illustrations rather than dimensional characters audiences can invest in emotionally.

Consider the difference:

• Example: “A manager who improved team performance by 30%…”
• Character: “Elena, a first-time manager who doubted her leadership abilities after being promoted over colleagues with more experience…”

The first presents information; the second invites investment. In Elena, we recognize universal feelings of impostor syndrome and the challenge of proving ourselves. Before she speaks a word or takes an action, we’re already emotionally invested in her journey.

Relatable characters transform abstract concepts into human experiences. They allow audiences to see themselves in your narrative and create emotional investment in your message.

DIMENSIONS OF CHARACTER DEVELOPMENT:

• External Traits: Visible characteristics and behaviors that define how a character appears and acts
  • Physical appearance (only when relevant to story)
  • Distinctive mannerisms or habits
  • Speech patterns or vocal qualities
  • Environmental interactions
  • Behavioral tendencies
• Internal Motivations: Hopes, fears, and desires that drive actions
  • Core values and beliefs
  • Unspoken fears and insecurities
  • Aspirational identity
  • Past experiences that shape present reactions
  • Internal contradictions or tensions
• Transformational Arc: How the character changes through experience
  • Initial limitation or belief
  • Challenge to status quo
  • Resistance to change
  • Turning point moment
  • New perspective or capability
• Universal/Specific Balance: Elements everyone relates to vs. unique traits
  • Universal emotions expressed through specific situations
  • Cultural or specialized elements that add authenticity
  • Balance between relatability and distinctiveness
  • Avoiding stereotypes while acknowledging common experiences
• Character Contrast: How different characters highlight each other’s traits
  • Opposing values or approaches
  • Complementary strengths and weaknesses
  • Different responses to similar challenges
  • Relationship dynamics that reveal character depth

The most powerful speeches often feature multiple character types:

• The Protagonist: Usually yourself or someone the audience identifies with
  • Demonstrates growth or realization
  • Embodies the central challenge or question
  • Provides the primary perspective
  • Creates the main emotional connection
• The Mentor: A source of wisdom or guidance (can be unexpected)
  • Challenges protagonist’s assumptions
  • Provides needed perspective or knowledge
  • May appear in unexpected forms (child, competitor, etc.)
  • Often delivers key insights without directly stating the message
• The Challenger: Someone who represents opposing viewpoints or obstacles
  • Embodies resistance to protagonist’s journey
  • Represents valid alternative perspectives
  • Creates necessary tension and conflict
  • Often contains the “shadow” elements the protagonist must confront
• The Ally: Supportive characters who provide different perspectives
  • Offers contrast to protagonist’s approach
  • Provides skills or knowledge the protagonist lacks
  • Demonstrates alternative paths to similar goals
  • Creates opportunities for dialogue that reveals character

CHARACTER AUTHENTICITY: When featuring real people in your speeches, respectful authenticity is essential. Avoid caricatures and one-dimensional portrayals that reduce people to props for your message.

Common Character Development Pitfalls:

1. The Perfect Protagonist: Characters without flaws create distance rather than connection
2. The Villainous Opposition: One-dimensional antagonists weaken your message’s credibility
3. The Manipulated Mentor: Using respected figures to simply validate your views
4. The Symbolic Stereotype: Reducing character differences to tokenistic representations
5. The Missing Interior: Describing actions without revealing thoughts or feelings

Character Development Techniques:

• Empathy Mapping: Explicitly chart what characters think, feel, say, and do
• Sub-text Creation: Develop what characters believe but don’t openly express
• Decision Point Focus: Reveal character through difficult choices
• Contradiction Integration: Include inconsistencies that create authenticity
• Perspective Shifting: Temporarily view situations through different characters’ eyes

Activity: Create a Character Based Speech

SPEECH INSTRUCTIONS: CHARACTER DEVELOPMENT CONSTELLATION

TIME: 6-8 minutes

PREPARATION:

1. Select a situation involving multiple people with differing perspectives
   • Choose an experience with meaningful interaction between people
   • Ensure the situation involves some form of conflict, challenge, or change
   • Select scenarios where different character types naturally emerge
   • Consider situations where your own perspective evolved through interaction
2. For each character, develop external traits AND internal motivations
   • Create a character development worksheet for each person:
     • Name and role
     • 3 observable behaviors or traits
     • 2 internal motivations or fears
     • 1 contradiction or unexpected quality
     • Key desire or goal in the situation
     • Hidden belief or assumption
   • Ask: What does this person want? What do they fear? What do they believe?
3. Create a character development map showing relationships between different characters
   • Draw connecting lines between characters showing relationship dynamics
   • Note areas of tension, support, misunderstanding, or growth
   • Identify key moments of interaction that reveal character
   • Plan where character contrasts will illuminate your message
4. Identify what each character contributes to your overall message
   • Determine how each perspective enriches understanding
   • Ensure each character serves a distinct purpose
   • Connect character interactions to your speech’s key points
   • Plan moments where character relationships demonstrate your thesis

STRUCTURE:

1. Character Introduction: Establish key characters through specific details
   • Introduce the protagonist first (often yourself)
   • Use distinctive details rather than general descriptions
   • Establish both external and internal elements
   • Create immediate emotional connection to primary character
   • Example: “After fifteen years in corporate finance, I thought I knew everything about leadership—until my first day managing a remote team in four different time zones. Sitting alone in my home office, staring at eight unfamiliar faces in Zoom boxes, I realized my carefully developed management playbook was suddenly obsolete.”
2. Character Interaction: Show relationships through dialogue and interaction
   • Use direct dialogue for important exchanges
   • Include non-verbal reactions and responses
   • Show rather than tell relationship dynamics
   • Create moments of authentic conflict or connection
   • Example: “When Raj unmuted himself, his usually measured voice wavered. ‘I appreciate the feedback,’ he said, ‘but this is the third time you’ve moved the deadline without additional resources.’ The silence that followed felt physical.”
3. Character Contrasts: Highlight differences to illuminate various perspectives
   • Present legitimate alternative viewpoints
   • Show different approaches to similar challenges
   • Use contrasting characters to create productive tension
   • Avoid simplistic “right” and “wrong” character divisions
   • Example: “While I emphasized speed and deadlines, Maya consistently redirected our focus to customer experience. ‘If we rush this,’ she would ask, ‘what happens to the people who actually use our product?’ Her question irritated me—and forced me to consider what I was overlooking.”
4. Character Growth: Show how at least one character transforms
   • Establish clear “before” and “after” states
   • Create a moment of realization or change
   • Connect character growth to speech message
   • Demonstrate how interaction catalyzed transformation
   • Example: “Three months into leading the team, a project failure finally broke my facade of certainty. Instead of providing solutions in our review meeting, I simply said, ‘I don’t know the answer. What do you all think?’ The energy in the virtual room transformed instantly.”

ADVANCED CHARACTER DEVELOPMENT TECHNIQUES TO INCORPORATE:

• Indirect Characterization: Reveal character through actions rather than statements
• Consistent Inconsistency: Include contradictions that make characters feel human
• Character Callbacks: Reference earlier character traits in new situations
• Voice Differentiation: Create distinct speaking patterns for different characters
• Selective Detail: Choose specific traits that reveal essential character qualities

EXAMPLE CHARACTER CONSTELLATION:

In this sample:

• The Protagonist (you) appears at the top, connected to all other characters
• The Mentor (experienced colleague) connects strongly to you and the central theme
• The Challenger (skeptical team member) opposes your initial perspective
• The Ally (supportive peer) shares your values but approaches differently
• The Subject (of the conversation) Has doubts about participating
• Each character relates differently to the central message about adaptive leadership

PRACTICE EXERCISE: CHARACTER PERSPECTIVE SWITCHING

Before finalizing your speech:

1. Write a brief paragraph from each character’s perspective on the central situation
2. Identify what each character believes is at stake
3. Consider how each would describe the other characters
4. Note insights gained from seeing through different perspectives

This exercise ensures you truly understand each character’s motivations and helps you present multiple viewpoints with authenticity and fairness.

EVALUATION CRITERIA:

• Did characters feel three-dimensional rather than like examples?
• Was each character’s motivation clear and believable?
• Did character interactions reveal different facets of the central message?
• Did the speaker avoid stereotypes and one-dimensional portrayals?
• Did at least one character demonstrate meaningful growth or change?
• Were characters presented with authenticity and respect?
• Did dialogue sound natural rather than scripted?
• Were different perspectives presented fairly and compassionately?

Sample Speech Using Five Characters

This speech incorporates five characters, showing their distinct personalities and perspectives: It is based on

The Protagonist (John/me): A 30-year Toastmaster and Club President who sees potential in a newer member, Jake, and wants to take a risk, drawing on your extensive experience while remaining open to new possibilities.

The Mentor (Orsini): Your older mentor who initially has reservations about Jake’s readiness but demonstrates wisdom by considering the possibility and eventually supporting the decision with conditions.

The Challenger (Jan): The experienced VP of Education who strongly opposes the idea based on tradition, protocol, and respect for the preparation process. Her character shows depth by eventually supporting Jake once the decision is made.

The Ally (Gavin): The younger VP of Membership who supports your vision, advocating for fresh perspectives and representing the club’s future direction.

Jake: Though not one of the four main character types he is the main topic of conversation and the subject of the speech.

This speech demonstrates several key storytelling techniques:

• Shows conflict through dialogue and different perspectives
• Creates three-dimensional characters with both external actions and internal motivations
• Uses a coffee shop setting as an active backdrop that influences the conversation
• Includes specific details that bring the characters to life
• Shows character growth for multiple people, not just the protagonist
• Concludes with the outcome you requested (Jake being chosen) while showing how this decision affected the club culture

Sample Speech

Here’s the sample speech, an almost true story from my Toastmaster’s Club.

A CHANCE TO SHINE

As Club President for the past year, I’ve faced many decisions, but none that divided our leadership team quite like the question of who should represent Palomar Airport Toastmasters at the Area Contest last spring.

After three decades in Toastmasters, I’ve learned that contests aren’t just competitions—they’re opportunities for growth, for visibility, and sometimes, for discovering hidden talent. So when I suggested Jake Miller, our newest member who had joined just three months earlier, the reaction was… let’s call it mixed.

We were sitting in our usual post-meeting area at the coffee bar in the back of our meeting venue. The formal meeting had ended, but as often happens in Toastmasters, the real conversations were just beginning.

“Jake? For the Area Contest?” Jan Peterson set her coffee mug down with enough force to create ripples. As our VP of Education for five years running and a Distinguished Toastmaster herself, Jan had strong opinions about club representation. “John, you can’t be serious. He’s delivered exactly two speeches. Two! We have members who’ve been preparing for years for this opportunity.”

I watched Jake through the window. He was still in the meeting room, helping stack chairs, laughing with some of the other newer members. There was something in his natural presence that had caught my attention during his Ice Breaker speech six weeks earlier.

“I know it’s unconventional,” I admitted. “But did you hear his speech last week? The one about his grandfather’s watch? He had the entire room captivated.”

Jack Miller, my mentor since I joined Toastmasters in the early ’90s, removed his glasses and polished them thoughtfully with his handkerchief—a habit I’d come to recognize as his way of buying time when conflicted.

“John,” he said finally, his voice carrying the weight of experience, “I understand spotting potential. It’s one of your strengths. But the Area Contest isn’t just about delivering a good speech. It’s about representing everything our club stands for.” He paused, replacing his glasses. “There are protocols, techniques, timing considerations. Jake hasn’t had time to learn all that yet.”

Jack wasn’t wrong. In my thirty years, I’d seen promising speakers falter under the pressure of competition. I’d also seen our club’s reputation built carefully through consistent, polished performances.

“Maybe that’s exactly why we should send him,” said Gavin Reyes, leaning forward in his chair. As our VP of Membership and, at thirty-five, one of our younger officers, Gavin often pushed us to think differently.

“Look,” Gavin continued, gesturing toward Jake, “our club demographic doesn’t exactly scream ‘diversity.’ The average age is what—fifty-something? Jake is twenty-six, works in tech, and connects with audiences in a way that feels authentic rather than rehearsed. Isn’t that what we’re trying to teach, ultimately?”

Jan shook her head. “This isn’t about age, Gavin. It’s about experience. About respect for the process.” She turned to me. “John, you remember how much preparation went into your first contest speech. The coaching, the rehearsals, the feedback sessions. We don’t have time to get Jake ready.”

“Unless,” Jack said slowly, surprising me, “we committed to it as a leadership team.” He was still watching Jake through the window. “The boy does have a natural storytelling ability. Reminds me a bit of you when you first joined, John.”

This was unexpected. Jack had always been a traditionalist about contest preparation.

“You can’t be considering this,” Jan said, disbelief evident in her voice. “Rebecca has been preparing her keynote for months. David’s inspirational speech about his military service is practically perfected. Either of them would represent us beautifully.”

“And safely,” I added, recognizing what remained unsaid. “They would represent us safely.”

A moment of silence settled over our table as the implication hung in the air. Were we making decisions based on growth or comfort? On potential or predictability?

Gavin broke the silence. “Why don’t we just ask Jake if he’s interested? It should be his choice too.”

Ten minutes later, Jake sat with us, looking both honored and terrified at the suggestion.

“The contest is in three weeks,” he said, eyes wide. “I’d need a completely new speech. And I’ve never even seen a Toastmasters contest.”

“Exactly my point,” Jan said, though kindly. “Jake, this isn’t a reflection on your ability. You’re showing great promise. But contest speaking is a different animal entirely.”

Jake nodded, absorbing this. Then he looked directly at Jan. “What specifically makes contest speaking different? If I understood that, maybe I could decide if it’s something I could prepare for.”

I hid my smile. This was exactly the kind of thoughtful question that had first made me take notice of Jake.

Jan, to her credit, took the question seriously. “Timing has to be perfect. You need a compelling opening and a powerful close. Your speech structure needs to be clear but not obvious. And you need to connect with different types of audience members, not just your familiar club.”

Jake was taking notes on his phone. “That makes sense. So basically, all the things we practice in regular speeches, but executed at a higher level?”

“With higher stakes,” Jack added. “Don’t underestimate the nerves that come with representing your club.”

Jake looked at each of us in turn. “If I did this—and I’m not saying I should—but if I did, would you all help me prepare?”

What happened next surprised even me. Jan was the first to respond.

“If—and it’s a big if—the club decides to send you, then yes, I would coach you on structure and timing. That’s what we do in Toastmasters. We help each other.”

Jack nodded. “I could work with you on voice variety and presence. Your natural style is good, but could be more purposeful.”

“And I’ll help you understand the contest format and rules,” Gavin added. “Plus connect you with some younger Toastmasters from other clubs who’ve competed recently.”

I watched as something shifted in our circle. What had begun as a debate about Jake’s readiness had transformed into a collaborative planning session.

“Hold on,” I said, raising my hands. “We haven’t actually decided yet. Jake, given what you’ve heard, do you want to do this? It would mean intense preparation.”

Jake was quiet for a moment. “When I joined Toastmasters, I was looking for a safe place to get better at public speaking for my career. I wasn’t thinking about contests.” He paused. “But maybe that’s exactly why I should do it. If you think I can represent the club well, then yes, I’d like to try.”

The next three weeks were a whirlwind of preparation. True to her word, Jan worked with Jake on crafting a message with powerful opening and closing statements. Jack coached him on vocal variety and stage presence, pushing him beyond his comfortable patterns. Gavin connected him with past contestants who shared their experiences.

And me? I watched as our club coalesced around supporting our newest member, breaking down the invisible barriers that often exist between seasoned veterans and newcomers.

The night of the contest, Jake didn’t win. He placed third out of six competitors—respectable, but not victorious. Yet something more important happened. As he delivered his speech about taking leaps of faith and finding supporters in unexpected places, I watched the faces of our members in the audience. There was a pride there that transcended competition results.

Later that evening, as we celebrated at our usual spot, Jan raised her coffee mug. “To Jake,” she said, “who reminded us that Toastmasters isn’t about perfection—it’s about growth.”

Jack nodded in agreement. “And to trying new approaches, even after thirty years.”

Gavin grinned. “Does this mean we can send two newcomers next year?”

“Don’t push it,” Jan laughed, but there was less resistance in her voice than before.

As for Jake, the experience transformed him from a casual member to one of our most engaged participants. Six months later, he was elected VP of Public Relations, bringing fresh ideas to our club marketing.

Sometimes leadership isn’t about making the safe choice. Sometimes it’s about recognizing potential and creating the conditions for it to flourish, even when the outcome isn’t guaranteed. In thirty years of Toastmasters, I’ve learned many lessons about public speaking, but perhaps the most important one is this: our greatest growth happens just beyond the edges of our comfort zones—both individually and as an organization.

And occasionally, it takes a newcomer to remind the veterans why we joined in the first place.

Audio Version: This speech would resonate with a Toastmasters audience while illustrating how leadership often involves balancing tradition with innovation. Listen to the link below.

Additional Resources