Fresh out of college and attending orientation for my first job, the closing session was led by one of the company’s experienced life insurance agents. He sat simply on a stool in the front of the room, no handouts or PowerPoints, and told us a story. His task was to explain one of the most difficult and simultaneously rewarding parts of his job, delivering the life insurance claim check to the widow. He built the scene in detail, speaking about sitting at the kitchen table across from a refrigerator covered with elementary school artwork and consoling a young widow on the loss of her spouse. As he handed her the insurance check, she thanked him for the persistence he had shown in making the sale, remembering her spouse’s reluctance to spend money for life insurance. For without this agent’s efforts, she would not have had the means to stay in the house or ensure the children’s future education.
After sharing the story, he was quiet and let the message sink in.
Throughout my long career with that company, that simple story informed my actions and attitude becoming a bellwether for decision making. From entry-level to executive positions, it focused my attention to the outcome of both banal tasks and strategic decisions. I developed pride in the work that we did. We did not just ‘sell insurance’; we created financial security in a very tangible way. The company mission transcended from an intellectual understanding to an integral component of my business moral compass, resonating with me throughout my long career with that company.
So the question for leaders is “How do I tell a powerful story, one that inspires and that changes behavior?” There are a few simple steps:
PICK A STORY THAT CREATES A HUMAN CONNECTION WITH YOUR AUDIENCE
It can be difficult to translate strategic goals or operational directives into something that has meaning and touches people personally. But, it is a task worth the struggle and one that is achievable. An excellent illustration comes from the mission statements of two companies that manufacture a product that could be difficult to humanize, fertilizer. The first company has the following mission statement:
“To be a leading national enterprise with global aspirations, effectively pursuing multiple growth opportunities, maximizing returns to the stakeholders, remaining socially and ethically responsible.”
Compelling? Does it generate an emotional response that makes you want to go the extra mile for them? Probably not. In contrast, here is the second company’s mission statement:
“Helping to feed the world, reliably and responsibly”
This is a cause that resonates. This is a mission that will motivate employees to personally invest time and energy, one that will increase their engagement factor.
Unfortunately, most business messages don’t come in a warm and fuzzy wrapper. So step one is to take your message and pull out any business jargon. Find the heart of the story, make it real and give it a human face.
PROVIDE RICH DETAILS TO HELP YOUR AUDIENCE IDENTIFY WITH YOUR STORY
“Southern debutante lives through hard times during the Civil War and through iron will and perseverance ends up back on the plantation” is essentially the storyline for Gone with The Wind. But, it is the detailed dialogue from the young shallow girl whose tag line is “Fiddle dee dee” to the woman who, clutching a handful of earth, swears “I will never be hungry again” that captures Scarlett’s personal transformation and engages the reader.
Ensure that your story has richness by adding sensory information. Describe the scene or detail snippets of dialogue. Help your listeners put themselves into the story by providing enough input that they can visualize themselves in that situation. Stimulate their senses to make the story real.
K.I.S.S. – KEEP IT SIMPLE & SWEET
Sometimes the temptation to make several points in one story or to tell multiple stories is overwhelming. There are so many important ideas that you want to convey to your organization and so few opportunities to be in front of everyone. But, reality is that most people can only process two to three ideas at a time. By overwhelming your listeners with too many messages, they end up remembering none of them. Pick one good story with a clear and relevant message. Chose it carefully, practice it until it is perfect, and tell it well.
LET AUDIENCE MEMBERS DRAW THEIR OWN PARALLELS
If our company’s salesman had ended his story with a question session, asking us how we could apply the learnings to our customer service opportunities, it would have had far less impact. I certainly would have felt that it was just an orientation exercise. I may have even felt a bit manipulated. Instead, he ended by saying ‘Thank you for your time and attention.’ He received a standing ovation and I remember the story clearly these many decades later.
If the message is powerful, the audience will think about it for some time to come. Allow them to independently uncover the meanings that personally resonate. Respect their ability to both discover and apply the underlying lessons.
You may wonder why stories are so powerful. Princeton neuroscientist Uri Hasson is using modern medical technology to study the relationship between storytellers and listeners. Using MRI imaging he has developed his theory of brain ‘coupling’, where the listener internalizes the story, turning it into their own ideas and experiences. Science is now legitimizing what great leaders have always known: that learning through listening to stories is built into our DNA. Prior to printing presses and formalized school, our ancient ancestors learned how to navigate the night sky and identify poisonous plants through story telling. Evolution has turned us into natural story remembering machines.
Great leaders have been leveraging this inborn human capacity for thousands of years. Follow their example by tapping into the power of storytelling to direct, engage, and motivate your audience.
Joan Engel
Director, Career Transition, Operations & Project Support
CCI Consulting
