Like many new writers, I thought I had to create a string of interesting events to make a good story. Some scary, some romantic, some brave, etc. I didn’t see the story as my protagonist’s journey to become someone better.
Now I know my protagonist’s internal and external goals need to guide the events I include. The events will have conflicts and disasters that push my protagonist forward to attain her goals or direct her to change her goals.
Here’s an example showing how to create events so that designer Abby can do something she couldn’t do in the beginning.
First, look at her goals and what she struggles with.
Internal Goal: Abby wants people to notice her and listen to her.
External Goal: She wants to be promoted to manager of a design team.
Next, identify what she’s good at.
Competency: She’s an accomplished designer.
Then, considering the above, brainstorm the initial event that sends Abby on her journey.
Possible Inciting Incidents
Case 1: Abby must use vacation time to go home and take care of her loving mom.
Case 2: A design manager’s accident keeps him home for at least 2 months. The firm will choose the interim manager from Abby and her peers. The chosen designer will show how successful she is as a manager.
Case 3: For the open manager position Abby wanted, the company hires a handsome man from outside the firm.
Case 4: Three top designers must present a design for a particular project. They’ll each have three junior designers to help them. Company vice presidents will judge the design. The winner gets a manager job.
Creating Meaningful Events
Although we could make Case 1 work, it doesn’t naturally mesh with her internal and external goals or her competency. For Case 3, we could, again, brainstorm twists to make Case 3 work with Abby’s goals.
I can see great possibilities for a series of events that flow from Abby’s goals for Cases 2 and 4.
In Case 2, the first set of events could center on Abby getting the interim job because of her competency. She thinks a permanent manager job is hers. But she applies hard-nosed tactics to get her reports to listen to her.
In the next events, conflicts and disasters surge as her reports avoid her, and production and quality decrease. Abby’s internal and external goals are at risk.
Then new events arise when a mentor explains to her what good management is: using her expertise to help her reports be their best, to obtain what they need to do their jobs, and to lead them with firmness, not meanness.
Then the crisis event occurs when the manager returns. Abby is a peer again, and the manager scraps her design.
More events carry her to a satisfying ending. Possibly, her peers back her, and the manager reinstates the design. Then, upper management recognizes her leadership and sends her to management training.
Unlike in the beginning, Abby now knows how to get people to listen to her, is a noteworthy leader, and is on the road to management.
Case 4 could flow with similar events.
Replace interesting story events with events meaningful to your protagonist’s goals. Click to tweet.
What system, such as the Hero’s Journey, do you use to map out events?