Storytelling is a universal human phenomenon because stories are how we give meaning and significance to experience. It is through stories that we create (and re-create) our sense of self; bring together (and divide) groups, communities and organizations; expand (and limit) our view of the world.
Leader as Storyteller
Telling a convincing story that acknowledges where an organization (a group of people, an idea, or movement) has come from, recognizes the realities of the present situation, and offers a worthwhile future is a fundamental and defining task of leadership. The long-term success of any leader depends on the stories they tell, the stories they live and how well those stories speak to the needs of their time.
What is a story?
The essence of storytelling is its tangibility: the storyteller seeks to convey an experience (something that actually happened or might have happened or might yet happen) in such a way that it seems real. Stories are dynamic, they necessarily involve particular characters doing something specific at a certain time and place. If nothing happens, the dynamism is lost – it’s just a description.
How do stories work?
A story told with enough detail and feeling for it to seem real provides an imagined experience which can stir the emotions and hopes of an audience. The story can be told in many ways: in writing, on video, by images. But the most powerful effect comes from telling it in person. This is why TED talks are always filmed in front of a live audience and never delivered direct to camera.
Information, argument, and story
Not all communication is telling a story; we analyze data, exchange information, proffer opinions, make arguments and plead our case, as well. Be selective, use stories when you want to activate the listener’s imagination and emotions by conveying a real or imagined human experience. Do not overload them with data, analysis, opinions, argument etc. or they will not work.
What makes a good story?
Engaging stories tell us how characters meet and overcome (or fail to overcome) the obstacles that thwart their desires. Straightforward victory narratives are dull and unconvincing; there is no light without shadow; we want to know about the struggle. Stories come alive with concrete descriptions, three-dimensional characters, dramatic moments, humour and passion.
Quality not quantity
Sincerity and passion matter most when telling a story but it is worth spending time and effort to develop your storytelling skills. The books and resources listed below offer a range of helpful tips and techniques. You don’t have to be a “natural” and nor do you need a huge repertoire. A few well-chosen stories, honed through practice and feedback are enough make a real difference to the impact of any leader.
Storytelling and change
The stories we tell are fateful: our ability to change ourselves, our organizations, and our world depends upon our capacity to re-imagine them. We need the lift of new stories to get change off the ground; nothing changes unless the stories change. A story of new beginnings can be a springboard for major change. Stories of change happening elsewhere can help people grasp what once seemed impossible. Stories of how things could be can bring future possibilities alive.
For those in public leadership roles, the most powerful leadership stories link three elements: the personal story (who I am and why I am called to lead); the group story (who we are and what is our ‘destiny’); the story of the particular challenge we face (what we need to do now). Identity, belonging, and purpose combine uniquely to claim the moral authority to lead.
When we think of leading as an ongoing process of making-meaning with others (through stories and other means) it allows us to extend the concept of leadership beyond conventional ideas of power, position, authority, and role. Instead of leadership being the exclusive preserve of the few, it takes on a much more inclusive quality. In this view, leadership is exercised by everyone who contributes to making meaning in a community of practice.
Demanding allegiance to a single story is a common form of organizational (as well as religious and political) fundamentalism; stories told to conceal the truth about a product are legion; stories that minimize or ignore the consequences of actions provide alibis for damaging behaviour. Ethical storytelling need not be literally true (every story about the future is a fiction) but it must not be designed to oppress or mislead.
Consultants offer support in many areas of organizational storytelling including: strategic storytelling; brand content; learning histories; collaborative storytelling; narrative coaching; employee and stakeholder engagement; story gathering; future stories, etc. Seek out those with expertise in organizational issues as well as a thorough grounding in story and storytelling.
© Narrative Leadership Associates
Adapted by Dr Geoff Mead from his recent book Telling the Story: The Heart and Soul of Successful Leadership (Jossey-Bass, 2014)