Fitz N8.2. Working with senior leaders. Storytelling

There’s a lot of talk about storytelling in business communication these days. That’s hardly surprising, since storytelling is a universally shared experience, part of what makes us human. It’s rooted in the fact that our brains are wired to respond to stories. Given the choice between a complex, accurate explanation and a reduced but internally consistent story, we prefer the story because it requires less effort to take in.  

Leaders will always want data, but data only gives us the what, and sometimes the how. Stories give us the why. We naturally seek meaning in what’s going  on around us and that’s why stories can have a big impact in business, particularly at times of change.

So how do you get your leaders to tell a compelling story?

Everyone tells stories: it’s not like asking your leaders to become concert pianists or portrait artists. But everyone tells stories differently and, naturally, some are better at it than others. Investing a little time in planning will help you to get it right. A great start would be reading
anything by Steve Denning, particularly The Leader’s Guide to Storytelling.

Prepare your leaders to tell authentic, compelling stories. The authenticity will come from a story that is true to the person telling it, the audience it’s being told to and the moment of its telling. Hollywood producer Peter Guber outlined the ‘four truths’ of the storyteller in a classic 2007 Harvard Business Review article.  The compelling part comes from understanding the structure that underpins all good stories. Ask your leader to think about a story under these three simple headings:

#Substance. What is the issue they’re seeking to address? Do they need to raise their profile, change employee behaviours or communicate a change? Are they certain of the story’s purpose?

#Structure. Suggest a structure that follows these steps:
- Where are we now/ what does the status quo look like?
- What was the moment of realization that change has to come?
- What trials will we face along the way?
- What will the future be like?

Ask them to talk about a person they met: a colleague, customer or supplier. Where did the meeting take place? What sort of day was it? What sights, sounds or
smells can they include? Adding some descriptive detail will help to bring it to life. It’s important to keep stories simple and not over-complicate them with lots of data or jargon. Connecting stories back to personal experience will help strike the right balance.

#Style. Leaders should then rehearse their story, either alone or with a trusted coach, but encourage them to know the story rather than to memorize it. Telling it slightly differently for different audiences and settings is a good thing. Stress the importance of delivering it in person, not by e-mail or in a presentation. Video can work, but nothing beats a live experience!

If they absolutely must use slides, try to make sure that they finish their presentation by reverting to their story. Drawing people back to the emotional connection with the story is a powerful way of keeping them onside.


Source: Internal Communications: A Manual for Practicioners (2014) by Liam FitzPatrick, Klavs Valskov