UNVEILING THE ART OF BUSINESS STORYTELLING: ANSWERS TO LEADERS' QUESTIONS.
For over 20 years, I've dedicated myself to empowering organizations, leaders, and individuals by honing their storytelling skills and capabilities. Whether it's through narrative coaching for leadership development, enhancing presence and impact, clarifying team purpose, amplifying important voices in diversity and inclusion initiatives, or helping leaders achieve remarkable success, my mission has been to unleash the power of storytelling at every level.
Drawing from my experience as a leadership and narrative coach, and my previous background as a previous clinical psychologist specialized in narrative and systemic approaches to behavioral change, I have delved deep into the profound significance of storytelling as a means of making sense of our experiences and creating meaning in our lives. Through my doctoral research, I uncovered the hidden narratives that shape our understanding, examining how they evolve over time and influence our sense of self and the connections we forge with others.
Storytelling, though an ancient art, has typically been associated with entertainment. However, in recent years, there has been a surge of interest in harnessing the power of storytelling in the business realm. Yet, as it stands, many current business storytelling practices are limiting and predominantly transactional in nature. It is time for a change.
Below, I address some of the common inquiries I receive about business storytelling and provide candid insights into the present state of affairs. Moreover, I propose transformative approaches to move beyond the existing paradigms and unleash the full potential of storytelling in the business world.
Q: What is the most important thing in storytelling?
A: When it comes to storytelling, several considerations warrant attention, but one aspect stands out as particularly crucial. Developing a profound sense of empathy and understanding for your audience fosters stronger connections. The paramount rule is to consistently prioritize establishing a connection with your audience. This process begins long before you find yourself in front of them—it commences during the initial stages of ideation and planning. In most business narratives, the emphasis tends to be on showcasing what a company can provide to its clients. This approach often entails merely presenting a list of offerings and services without delving into the specific needs of the clients beyond a surface level. However, by altering our approach and tailoring our storytelling to be personalized and client-centric, we can already achieve a greater focus. Better yet, by engaging in co-creation and collaboration when crafting stories, actively inviting clients to express their concerns, challenges, and what keeps them awake at night, we position ourselves even more advantageously. Unfortunately, we frequently fall into the trap of merely telling the client rather than listening, co-creating, and prioritizing the mutual process of sense-making and connection. By shifting our focus to understanding and addressing the desires and requirements of our audience rather than solely promoting our own offerings, we make significant strides toward not only selling them a product or service but also cultivating genuine connection and trust.
Q: How do I choose the right story to tell?
A: Choosing the right story warrants attention, especially during the initial stages of ideation when contemplating the construction of a story. Often, individuals receive a request such as an RFP or a directive to create a PowerPoint deck and immediately dive into curating or generating content, attempting to retrofit it into a narrative. Here are some tips and guiding questions to consider while planning your story:
Have you meticulously planned your story or have you simply curated information?
Are you familiar with your audience's needs and desires? What challenges do they currently face? What issues are most pressing to them? How can you effectively assist them in resolving these challenges?
Which story can serve as a distinguishing factor for your team or organization? (Hint: Price should never be the sole differentiator.)
What are your specific objectives and goals for conveying the story?
Analyze the available data. What insights does it provide? Does the data support the narrative you wish to present?
Can you distill your story into three to five primary themes or narratives that encompass your overall purpose?
Can you construct a narrative arc that is both meaningful and compelling, aligning with your objectives?
Is it possible to personalize the story to resonate with your specific audience?
Does your story lend itself well to a clear call to action for your audience?
By considering these aspects and addressing the relevant questions, you can refine your storytelling approach and ensure a more effective and impactful delivery.
Q: How can I personalize my stories?
A: When it comes to planning and designing your stories, considering personalization is paramount. Here are some tips to help you personalize your stories effectively:
Gain a comprehensive understanding of the audience's wants and needs. Demonstrating empathy and deep comprehension allows you to create stories that truly resonate, as they address issues close to their hearts. (Hint: engage in direct communication and ask them for input.)
Prioritize establishing a connection with your audience. Focus on fostering a genuine bond that will enhance engagement and relevance.
Incorporate anecdotes strategically within your story to humanize the narrative and convey key insights.
Clearly communicate the benefits and impact of your story for the audience. Make it specific and relatable by illustrating how it will positively affect their employees, clients, or other relevant stakeholders.
Maintain authenticity throughout your storytelling process. This authenticity fosters relational trust and strengthens your connection with the audience.
Adapt your language to align with the team or organizational "language" of your audience. This linguistic resonance enhances comprehension and engagement.
Aim to highlight shared values, principles, and goals, emphasizing the common ground between your story and the audience.
Refrain from positioning yourself or your organization as the sole hero or expert in the narrative. This allows for a more balanced and inclusive approach.
By employing these techniques, you can personalize your stories and effectively engage your audience and deliver impactful messages.
Q: What narrative can be more impactful than the hero narrative?
A: The Hero narrative can wield significant influence when used to illustrate a transformative journey from struggles to enlightenment. However, it is worth noting that many corporate storytellers often position themselves or their company as the hero, assuming the role of the savior who swoops in to rescue the day. This approach diminishes the inherent power of the hero narrative. Instead, I suggest that corporate storytellers consider adopting the partnership narrative, which can be particularly potent when engaging clients, especially those who value collaboration and relational dynamics. Clients typically seek solid partners who can collaborate, offer guidance, and work alongside them to overcome challenges and issues they face. Rather than desiring a hero to rescue them, they yearn for collaborative relationships based on trust and mutual support. By embracing the partnership narrative, you can establish genuine connections, foster trust, and develop a robust underlying narrative arc. Adopting this approach allows for a more professional and neutral tone while emphasizing the value of collaboration and relational dynamics in corporate storytelling. It encourages storytellers to position their clients as the heroes and facilitators of their own narratives, promoting a stronger and more meaningful connection with the audience.
Q: What is the biggest myth you hear about corporate storytelling?
A: One common misconception propagated by training departments is the notion that everyone is inherently skilled in storytelling. They often begin their instruction with the assumption that individuals are already proficient storytellers. In an attempt to validate the credibility of storytelling, the focus is often placed on the neuroscience aspect rather than highlighting its potential impact on business and relationships. However, the need to justify the relevance of storytelling indicates broader cultural narratives and influences at play, particularly regarding the existing knowledge landscape and how knowledge is discovered or created within organizations. Unintentionally, this approach inadvertently undermines the true value of business storytelling by presenting it through an inadequate lens. If everyone were already adept at storytelling, there would be no need for skill training. The reality is that there are numerous examples of ineffective storytelling in the workplace, challenging the notion that everyone possesses innate storytelling abilities. While it is true that storytelling is a fundamental aspect of human communication, it is also a misrepresentation to claim that everyone excels at it. We are naturally wired for speech production, language comprehension, and neural coupling. Our inclination toward community, relationships, and information sharing are all important elements within storytelling but are not exclusive to it. By affirming that storytelling skills require development and improvement, we create an environment that encourages growth and progress. Merely proclaiming individuals' innate storytelling prowess does not incentivize them to strive for improvement. A more constructive approach would involve acknowledging that all storytellers have areas for growth and can benefit from enhancing their existing skill sets. It is crucial to focus on the genuine nature and impact of storytelling rather than assuming universal proficiency.
Q: Is storytelling really a leadership skill?
A: Storytelling can indeed be a valuable skill for leaders, but it is important to recognize that it is not exclusively a leadership skill. Storytelling is a fundamental human skill that extends beyond the domain of leadership. In fact, it is not uncommon to find that leaders may not necessarily excel in storytelling for various reasons. From my observations, many leaders often struggle in this area and may not possess strong storytelling abilities. While storytelling is a skill that leaders should possess, as it can greatly enhance their effectiveness and impact, it should not be limited to leadership roles alone. The notion that storytelling skills are exclusive to leaders is often rooted in organizational narratives that emphasize hierarchy and the concentration of technical skills within the upper echelons. It is crucial to be aware of such narratives as they can lead leaders to believe they are proficient storytellers, when in reality, that may not be the case for most of them. This limited perspective hinders leaders' ability to accurately assess their storytelling skills and perpetuates the transmission of less impactful storytelling abilities to those they lead. Consequently, organizations may witness a gradual decline and weakening of storytelling skills, despite their earnest efforts to develop these capabilities. To overcome this challenge, it is important to recognize storytelling as a skill that extends beyond leadership and foster a culture where storytelling is valued and cultivated throughout the organization.
Q: Are all leaders great storytellers?
A: The belief that all leaders are exceptional storytellers is, in my view, another myth or organizational narrative that predominantly thrives in hierarchical cultures. While there certainly are great leaders who possess strong storytelling abilities, it is likely that there are more leaders who struggle in this area. Through my experience, I have observed that this discrepancy arises from false assumptions and narratives that equate career level with skill, which is not necessarily the case. Skill development does not follow a linear trajectory. Additionally, many leaders tend to adhere rigidly to their organization's prescribed frameworks or perspectives when solving problems, approaching market strategies, or even in their thinking processes. Unfortunately, these approaches often prioritize services and offerings rather than the fundamental principles and elements of storytelling. As a result, organizations tend to deliver repetitive templates rather than engaging narratives. One of the significant challenges leaders face when it comes to storytelling is their belief that they are already proficient storytellers. This self-perception often hinders their willingness to seek feedback, pursue growth opportunities, or develop their storytelling skills further. To address this challenge, leaders should be open to acknowledging areas for improvement and actively seek opportunities for feedback, growth, and development in the realm of storytelling. By embracing a mindset of continuous learning and improvement, leaders can enhance their storytelling abilities and make a more impactful connection with their audience.
Q: What is the true impact of storytelling in business?
A: While it is commonly believed that storytelling's primary impact lies in sales and sales pitches, its true influence extends far beyond these areas within the realm of business. Storytelling encompasses the fabric of our lives, and stories permeate every aspect of our existence. They serve as a potent medium for forging connections, co-creating meaning, and fostering transformative change. By paying close attention, we can uncover story artifacts scattered throughout organizations, which provide insights into the organizational culture. These artifacts can serve as powerful catalysts for initiating positive and impactful change. However, many organizations tend to limit their view of storytelling solely as a tool for selling, often through the narrow lens of storytelling as a communication device. This limited perspective on storytelling capabilities often reflects the organization's maturity in embracing storytelling as a transformative force. Organizations that are just embarking on their storytelling journey often concentrate their efforts solely on sales-related storytelling, neglecting the full spectrum of possibilities. It is important to recognize that stories possess the potential to be influential change agents across all facets of an organization. By restricting storytelling initiatives solely to communication or selling, organizations miss out on the broader range of transformative possibilities that storytelling can offer. Therefore, it is essential to expand the understanding of storytelling's impact beyond sales and communication, exploring its potential as a catalyst for change in various organizational contexts. Embracing storytelling's transformative power enables organizations to unlock its full potential and leverage stories as a force for positive and meaningful transformation.
Q: Does PowerPoint kill stories?
A: PowerPoint itself does not have the ability to kill stories. The responsibility for the success or failure of storytelling lies with the storyteller, not the tool being used. PowerPoint is simply a tool—a means of visual presentation. It is important to refrain from placing blame on the tools themselves. The impact of PowerPoint on storytelling largely depends on how it is utilized by storytellers and leaders. Unfortunately, many individuals rely on PowerPoint as a crutch, using it to display excessive amounts of data and engaging in the monotonous practice of reading off slides. In such cases, the true essence of storytelling and effective audience engagement can be compromised. However, when used appropriately, PowerPoint can serve as a powerful supporting aid. It can provide a visual tool that reinforces key narratives and enhances the overall presentation. Regrettably, it is common to witness PowerPoint being misused as a platform for information overload, rather than as a tool for concise and impactful storytelling.
Q: Our stories are full of really important data. Is this good?
A: In the context of storytelling, it is important to remember that sometimes less is more. What we perceive as important may actually be trivial or hold less significance for our audience or clients. The selection of data should be directly aligned with our overall objectives and the key narratives of our story arc. There seems to be a tendency to prioritize quantity of data over its relevance. However, this approach often introduces unnecessary noise and becomes a distraction from the core message we aim to convey. It is crucial to recognize the reality of cognitive overload and the importance of managing attention effectively as a fundamental storytelling skill. The most impactful stories are those that deliver the right information, at the right time, in the right sequence, in the right format, and at an appropriate level for the audience. Leaving them with key insights that resonate is far more powerful than overwhelming them with excessive information that they either lack motivation to sift through or that leads them to draw their own, potentially divergent conclusions. In such cases, the intended narratives may not be fully conveyed or understood.
Q: Have you seen storytelling being used negatively in business?
A: Certainly, I have observed instances where storytelling is used negatively within organizations. One area where this is particularly evident is in performance management. It is not uncommon for leaders to manipulate narratives by creating false or biased stories, selectively emphasizing certain information while disregarding others. This practice can result in performance narratives that inaccurately reflect an individual's performance over a given period. Instead, these narratives often serve personal agendas and political motives rather than providing an objective assessment of performance. By examining the contextual factors and structural elements underlying such stories, it becomes evident that they are being used to exert negative influence rather than promoting fairness and accuracy. Engaging in such practices represents an unethical use of storytelling in a business setting, with detrimental consequences for both employees and the overall integrity of the performance evaluation process and talent management. It is crucial to be aware of these ethical concerns and actively avoid engaging in them. Additionally, it is essential to consider other situations where storytelling may be employed unethically. Using stories as a means to unduly or negatively influence others should prompt a reevaluation of how storytelling is defined within the organization. Narratives should not resemble propaganda campaigns targeted against specific employees. I encourage leaders to critically review and assess such negative and false narratives, considering whether they reflect more on the person providing the feedback rather than the person receiving it.
Q: Why don’t my stories seem to land in the way I had hoped for?
A: To ensure that your stories have the desired impact, it is important to approach them with a targeted objective or function in mind. Understanding what you aim to achieve allows you to identify the relevant data and content that should be included. If your stories are not landing as expected, there can be various factors at play. Achieving balance is crucial in storytelling, as an excessive or insufficient amount of certain elements can hinder the effectiveness of your message. It is essential to consider your audience and their specific needs when crafting your story. If your story fails to resonate, it may be due to a mismatch between the delivery of the message and the intended audience. Additionally, the structural elements of your story could be lacking, impacting its reception. Linguistic features that distract or unintentionally convey alternative narratives and meanings can also contribute to a story falling short. However, the primary reason why many business stories fail is often the neglect of the relational aspect of storytelling and the sense-making process. Merely delivering information without attending to the connection and understanding between the storyteller and the audience can result in stories that do not engage or resonate effectively.
Q: Is there something that organizations, teams or leaders do that tend to have the opposite impact than they had hoped?
A: In business, there seems to be an excessive reliance on the hero narrative or narrative architecture. This often stems from a misconception or superficial understanding of the Hero's Journey Architecture and archetype. Rather than grasping its essence of growth through struggles, the primary focus tends to be on presenting oneself or one's organization as the hero. However, this approach reflects arrogance and a lack of emotional intelligence, social competence, and relational understanding. It disregards the collaborative and systemic nature of storytelling, undermining the crucial relational bond between the storyteller and the audience. Referring to oneself or one's organization as the hero is not only distasteful but also counterproductive. It fails to acknowledge the audience's role in co-constructing the story and can alienate them, leading to perceptions of manipulation and insincerity. Instead, there are numerous alternative narratives, story archetypes, and architectures that can be leveraged to demonstrate value to clients. I have observed many leaders who position themselves as the hero, only to leave their audience disengaged and disconnected. It is essential to explore storytelling approaches that foster genuine engagement and collaboration, allowing the audience to identify and appreciate the value without resorting to self-proclaimed heroism.
Q: What do training departments often get wrong when it comes to trying to develop storytelling capabilities?
A: Training departments often fall short in developing effective storytelling capabilities for several reasons. Firstly, their focus tends to be primarily on the communication aspect of storytelling, often with a heavy emphasis on selling. This narrow perspective limits their understanding of the broader applications of storytelling within organizations. It seems that many training departments, comprised mainly of functional experts, lack expertise in the specific field of storytelling. Consequently, their training programs are influenced by personal perceptions and assumptions about storytelling, leading to a distorted understanding of its principles. Witnessing learning professionals debate the definition of a "narrative" can be both amusing and concerning. Their reliance on social media content and memes as sources of material raises further alarms, indicating a lack of grasp on the foundational concepts of storytelling. Collaborating with internal "experts" who may not possess a genuine understanding of storytelling further muddles the training initiatives, resulting in distorted and diluted versions of storytelling models and frameworks.
Secondly, training departments often fail to cater to the diverse skill levels and competencies required at different career stages and in various circumstances. While a shared understanding of the basics is essential, there are instances where more advanced skills and thinking are necessary. Unfortunately, once individuals are trained in the fundamentals, there is often a lack of follow-up to develop more advanced storytelling skills or explore alternative perspectives beyond basic communication or sales-oriented approaches. Consequently, what is often taught in these organizations is not truly storytelling but rather a rudimentary form of communication. It is crucial to recognize the distinction between communication approaches and the multifaceted nature of storytelling.
To improve storytelling capability development, training departments should expand their understanding of storytelling, go beyond surface-level training, and strive to cultivate advanced skills and perspectives that align with the diverse needs and complexities of storytelling in a business context.
Q: How might we improve storytelling training?
A: To enhance storytelling training, there are several areas that warrant attention. Firstly, it is important to broaden the scope by incorporating frameworks and approaches beyond basic communication principles. This expansion will provide learners with a more comprehensive understanding of storytelling and its diverse applications. Rather than focusing solely on specific storytelling examples that may have limited post-training applicability, the emphasis should be on developing awareness of the core principles and methodological approaches underlying storytelling. By instilling these foundational principles, individuals can consistently apply storytelling techniques to a wide range of situations they encounter. It is crucial to shift the focus from situational specifics to the underlying storytelling principles, enabling learners to apply their knowledge flexibly across different contexts.
Another area for improvement lies in the development of models and frameworks that align with the authentic conceptual and theoretical aspects of storytelling. It is essential to avoid creating models that miss the mark, exclude key elements, or lack substance. Instead, training departments should draw from the wealth of established foundational principles and frameworks that already exist, leveraging the multidisciplinary approaches to storytelling. By utilizing these robust resources, the training can provide a solid grounding in storytelling.
Additionally, it is imperative to reframe the perception of storytelling as a soft skill. While it may appear so on the surface, storytelling is, in fact, a technical skill comparable to other technical skills. It encompasses various approaches, techniques, frameworks, and principles that require deliberate practice and mastery. By acknowledging the technical aspects of storytelling beyond communication frameworks, learners can recognize the intricacies involved in honing their storytelling abilities. It is worth noting that communication itself is also a technical skill, and assuming proficiency solely based on existence and language proficiency is inadequate.
By addressing these areas of improvement, storytelling training can be enhanced to equip individuals with a deeper understanding of storytelling principles, adaptable techniques, and the technical acumen necessary to effectively leverage storytelling in various organizational contexts.
Q: Storytelling is something that we already all know. Why should training departments work with storytelling experts when creating storytelling trainings?
A: When it comes to storytelling, it is essential to recognize it as a technical skill. Just as you wouldn't rely on anecdote, assumptions, or social media posts to train other technical skills, working with storytelling experts is crucial for creating effective storytelling training programs. Collaborating with experts in the field enables training departments to accurately define and teach storytelling, ensuring a meaningful learning journey that goes beyond the surface level.
There are several challenges that organizations face when it comes to training storytelling skills. These challenges include how training departments define and conceptualize storytelling, the reliance on internal individuals who claim expertise without a proven track record in storytelling, the design of activities that do not align with storytelling skills, and the absence of a long-term strategy for developing storytelling capability beyond the basics. By engaging storytelling experts, organizations can tap into a wealth of knowledge and opportunities for enhancing storytelling skills throughout the entire business, going beyond the realm of sales.
To truly advance storytelling capabilities, it is imperative to move beyond basic assumptions and misconceptions about storytelling. Working with experts in the field can provide insights into how to apply storytelling effectively and define it beyond mere communication approaches. By leveraging the expertise of storytelling professionals, training departments can unlock the full potential of storytelling as a powerful tool in various organizational contexts.
Q: Is storytelling and marketing just the same thing?
A: Marketing and storytelling are grounded in distinct underlying principles and practices. Although they can ultimately result in compelling stories, engaging strategies, and impactful messaging, they differ significantly in their methodologies. Moreover, their objectives or purposes often diverge. While we may classify both within the broader scope of storytelling, it is important to recognize that they are fundamentally different and not directly comparable. Methodological approaches play a critical role in shaping the subsequent methods and techniques employed. Storytelling, by its nature, involves a co-constructive process of meaning-making, whereas marketing primarily focuses on one-way audience engagement with the aim of driving sales.
Q: Is it ok to use the same documents for live events vs “leave behind” materials?
A: The use of the same documents for live events and "leave behind" materials should be approached with consideration for their distinct contexts, functions, and purposes. A live event allows for direct interaction and enables the speaker to address questions and provide clarifications in real-time. Therefore, live presentations should prioritize connecting with the audience. On the other hand, leave behind materials offer the advantage of allowing the audience more time to process and reflect on the information. However, they lack the immediate availability of the speaker for further explanation or context. It is important to recognize that these materials serve different purposes, despite sharing the same story. Live presentations should focus on engagement and connection, while leave behind materials should provide clear and concise insights and relevant data that stand on their own without further explanation. It is also crucial to consider the appropriate format for each document. Leaving a speaker's "script" (such as PowerPoint notes) for the audience is not recommended. These notes should serve as helpful reminders for the speaker, rather than as leave behind materials. Instead of relying on the PowerPoint alone, it is advisable to create a separate document or executive summary that synthesizes key themes, trends, patterns, their implications, and potential solutions.
Q: Can I simply repurpose existing stories for a different purpose and audience?
A: It is possible to repurpose existing stories for different clients or purposes, but it should be done with careful consideration and some caveats. Each story is crafted for a specific time and audience, so if the key insights and stories still align with the new audience, context, and time, they can be reused. However, it is essential to avoid a complete "lift and shift" approach without taking into account the purpose, objective, audience needs and preferences, context, and temporality. Merely making cosmetic changes, such as altering fonts and colors, without making substantive adjustments based on the specific goals or considering the new audience's needs is insufficient. To repurpose stories effectively, it requires a deep understanding of the target audience and the ability to shape the story ethically and mindfully to resonate with them. It is recommended to collect and curate stories, creating a story bank that can be drawn upon for future use with thoughtful and meaningful alterations.
Q: I gave my client all the raw data, and it still did not have the impact we had hoped for. What happened?
A: Presenting raw data without processing or contextualizing it is often ineffective. To create a more impactful experience, it is important to synthesize the data and personalize it for your specific audience. This involves distilling the information into meaningful insights, key themes, and trends that are relevant to them. Instead of just providing raw data, focus on conveying the insights derived from that data. Even better, embrace the co-constructive nature of storytelling and collaborate with your audience to collectively make sense of the data and its implications for them. This requires a paradigm shift in how we approach the use and sharing of data within organizations.
Q: I attended a foundational level training on storytelling. The faculty member said that made me an expert. Is that possible?
A: Foundational level training serves as a solid introduction to storytelling, covering the essential basics such as its definition, importance, and the fundamentals of creating and delivering stories. These trainings often emphasize communication skills, particularly in sales contexts, which provide valuable information and techniques. However, it is crucial to recognize that storytelling is a vast field of study and practice that extends well beyond the basics.
When considering your training needs, it's essential to assess what will best support your job requirements, help you progress to the next level, and enhance your ability to serve teams and clients effectively. While the basics offer a strong starting point, they should not be regarded as the final destination. It is a common misconception perpetuated by training teams that one becomes an expert after completing a single training session. While it is commendable to be an advocate for storytelling and promote its practice, expertise in storytelling is developed over time and requires continuous learning and application. A brief half-day introduction to storytelling basics is precisely that—an introduction. It provides a valuable starting point, but it should not be considered the culmination of the learning journey.
Q: What advice can you offer about being a better storyteller at work?
A: To truly harness the power of storytelling, it is essential to revisit the fundamentals and develop a deep understanding of your audience. Craft stories that are tailored to their specific needs and interests. In presenting your stories, make effective use of data and visuals, employing them strategically to enhance your message.
Above all, authenticity is paramount when connecting with your audience through storytelling. Your audience has an innate ability to discern whether you are genuine or merely putting on a façade. Even the most compelling stories fall flat if you don't believe in it or fail to convey genuine emotion. Authenticity consistently prevails in building trust and engagement.
Remember that trust and engagement are built on the foundation of authenticity. If there is even a hint of inauthenticity, withholding crucial information, overselling value, or lacking belief in your own story, you risk losing your audience's trust and attention, regardless of the quality of your product or service. People make decisions based on how you make them feel and whether they perceive you as trustworthy.
Q: What are your top tips for delivering stories?
A: When delivering a story, the primary objective should always be to establish a meaningful connection with your audience. However, there are several other considerations to keep in mind for effective delivery. The process of delivering a story begins well before the actual presentation, starting with the crucial step of crafting a well-structured and compelling narrative during the planning stage.
To ensure a polished delivery, it is essential to practice your story in advance. Familiarize yourself with what resonates with the audience and make adjustments accordingly. It can be helpful to test your story in front of others, gathering feedback and making necessary modifications before presenting it to your intended audience.
On the day of the presentation, it is advisable to have a speaker's script prepared. This should consist of key points rather than a fully written speech, serving as a reference guide as needed.
Managing nerves is an important aspect of delivery. Employ your preferred methods to stay calm and composed.
Pay attention to both verbal and non-verbal cues, as they can either detract from or enhance the narrative. Be mindful of your body language and engage with the audience to create an interactive atmosphere.
Adapt to the dynamics of the room by reading the audience's responses and adjusting your delivery accordingly.
Finally, remain true to your authentic self throughout the delivery process. Authenticity plays a significant role in establishing trust and resonating with the audience. Practice your story ahead of time. Become familiar with what works and what does not. Iterate as needed.
Q: Can I just use a template for my story?
A: I believe it is important to strike a balance in utilizing templates when it comes to storytelling. Templates can be highly valuable in guiding our thought process and aiding in the planning of a story. For instance, employing a story canvas or similar framework can help ensure that we consider essential aspects such as our objectives, target audience, and key points. Other templates can assist in structuring storytelling elements such as sequence and flow. Some templates prompt us to delve deeper into audience personas, fostering a profound understanding and empathy for our listeners. Additionally, certain templates provide narrative structures, arcs, or archetypes, enabling us to refine character development and simplify recurring human scenarios.
However, it is crucial to recognize that completing a storytelling template does not equate to creating the actual story itself. Templates primarily serve as valuable aids during the planning and design phase, aiding in the ideation and conceptualization of our story. Storytelling encompasses more than merely populating information within a template. To truly bring a story to life, we must go beyond what templates can offer. They serve as helpful shortcuts during the initial stages, but they cannot substitute the genuine essence and delivery of a story.
As a storytelling strategist and coach, I have had the privilege of guiding numerous leaders in enhancing their storytelling abilities, both on a personal and organizational level. Have you explored your own leadership story? I invite you to reach out and discover how storytelling can be leveraged to enrich your leadership development initiatives, drive organizational culture change, shape effective go-to-market strategies, and even boost sales. Let's engage in a conversation about the profound impact and practical applications of storytelling. Feel free to get in touch with me.