Business Needs Leaders Who Are Storytellers
Curtis Bateman
26th February 2023
- 6 min read
Craft a narrative. Connect to a vision. Create meaning. Define the what, enable the how, share the why. All business-speak for: tell a story.
I first learned the power of story, more precisely parable, from my time spent with Spencer Johnson during the early days of the Who Moved My Cheese phenomenon. His genius certainly planted the seed for which I have looked to grow and nourish into something new and relevant in my recent book Who Rocked the Boat?. By following a boat and its crew along a fantastical journey- one that forces them to adapt and ultimately thrive through disruptive change- I invite the reader to lean in as a co-owner of the story, reflect on their own experience and gain insight into that of others.
That is what story does- brings to life a practice, principle or process which is often difficult to practically apply or make sense of in an ambiguous world. It doesn’t have to be fictional or whimsical, but an effective story does have to do one universal thing: put people first. Show us the human consequences. When done well enough, story has the power to go clarify, unify, inspire, and even sustainably change our behavior, altering the trajectory of one’s career, levels of contribution, legacy, or even the organization itself.
Today, as employees juggle shifting priorities and businesses cautiously brace in the face of economic uncertainty, the call for leaders who are compelling storytellers is even more urgent.
So, here I reflect on the ways stories are foundational to success in business, plus the fundamental elements of mastering telling one.
There was once a captain and crew who set off in their fanciful ship, Results.
Without storytelling, humanity wouldn’t be where it is today
For centuries, stories have been used to teach lessons, enlighten people, boost morale, encourage, and motivate. They’re ultimately responsible for humanity evolving to build the civilization we have today.
What humans achieved when we shared our stories through history was to create communities and shared experiences. We built connections – to concepts, to people, to humanity. We built a collective memory of how we’ve got to where we are – and what makes us who we are.
While we may not necessarily share the same experiences, we do share a commonality in our emotions, behaviors and instincts. When experiences or situations are presented to us as part of a story that we find relatable based on these, a memorable connection is created between listener, teller and concept.
The art of storytelling can help people navigate change
In an era of value-driven innovation, heightened employee expectations and worldwide changes, it is no surprise that when McKinsey & Company surveyed 18,000 business professionals across 150 countries, they found “storytelling” to be a foundational skill for CEOs and leaders in the next decade.
Effectively communicating the purpose of change is often the biggest barrier to successful change delivery. And this is usually because the vision gets lost in translation. By weaving interesting, emotional tales, leaders can not only get employees to buy into their vision, but also improve overall engagement. Through triggering those emotional reactions and connections, it’s possible to change employees’ mindsets by suspending existing beliefs and replacing them with new ones.
The key to delivering vision is connecting people to it so thoroughly that they can recreate it in their own minds. Easily picturing the end goal for themselves. It’s about getting people not only to understand and accept it, but to engage with it.
Amid uncertainty, if you can find something that authentically convinces people that this unsettling feeling will ultimately be worthwhile, this faith gives people courage and fuels perseverance. Since storytelling is the ancient art of building connection, it must be the most effective way to foster collective commitment and collaboration. The vision must be strong and consistent, so it provides an anchor for people to both initially connect with the goal then to reconnect with when things get tough later.
The structure of effective leadership storytelling
Leadership is all about communication. However, different levels of leadership require different storytelling techniques with alternative purposes.
Senior leaders, for example, are required to communicate big picture vision: The strategic, top-level concepts. Their job is to inspire, to connect, to enthuse, to persuade and to garner trust.
Mid-level leaders are more involved in the practical, day-to-day delivery of these directives. And their skills must be to construct narratives that are finely tuned to speak to their team and relate to their needs. Their vision must be delivered in a way that reassures and supports the team; practically guiding them by answering questions like “What’s happening? Why? How does it impact me? Is everything going to be ok?”.
As the crew reflected on how hard they had worked, it did feel as if they had become better at figuring out how to overcome the unexpected.
Your narrative must be built on strong foundations
It must, above all else, be positive. It must paint a vivid picture of something better. Something that connects people to the long-term gains that will compensate for short-term losses.
It must have characters. Just like the stories you grew up with, stories in business still need characters to root for, to learn from, and relate to. They don’t have to be fictional boat crew members, of course. They could be your customers, your colleagues, or yourself. Especially if it’s the latter, don’t be afraid to make yourself the butt of the joke.
It must be relatable. It’s your story, but the purpose isn’t about you. It should be designed to connect people to you through recognizing where their perspective overlaps yours. For this reason, it must also be humble.
The context must be clear. So often, organizational change can seem like a top-down directive that comes out of nowhere. The work equivalent of the authoritarian parental, “Because I said so.” Sometimes all that’s needed to achieve engagement is an explanation of why it’s happening.
It must be specific. It leaves less open to interpretation, increases credibility and reduces the anxiety of your people. Your top-level objectives might sound impressive. But are they meaningful? Actionable? Achievable? Your people must know not only the destination, but how they’re going to get there. So, draw them a map.
Storytelling is one of the most powerful tools in any leader’s arsenal. A good storyteller can take even the most complex idea and make it accessible and engaging for their audience. It takes practice, but when done well, strong storytellers can have a major impact on both their team and organization as a whole.