Author: Alison Esse

What makes a great story: #3 A call to action

Posted on by Alison Esse

No story is complete without a call to action, where the protagonist is compelled to take action, to set out on a journey to resolve a challenge or change a particular situation. This response is the catalyst for change, for resolution, for transformation. Without it, our hero (ourselves, in a business story) cannot find the meaning or purpose which we humans crave. Life would just drift on, the status quo unchanged. Quite boring really. Nothing to see here.

Look at what Sir David Attenborough has achieved. His meta story – his emotive, urgent call to change our behaviours to save the planet – has sparked a phenomenal response where we have been compelled to take action, putting pressure too on big business and governments to do the same. Whether recycling, moving to electric cars, planting wild flowers and trees or picking up litter, these small actions help us to feel that we are playing our part in tackling an existential threat, however small that part might feel. They bring us meaning and purpose in a worldwide movement of intent to make the world a safer, better place for generations to come. There is still a massive urgency, and obviously much, much more to do (don’t get me started on the issue of net zero goals), but chapeau to Sir David who has done so much to bring us awareness and a sense of duty to do our bit.

In business, a great strategic narrative has the same call to action – an honest, credible and transparent plea for active engagement and support, which is rooted in reality and links both the challenge the organisation is facing, what we need to do differently or better, and what success will look like if we meet and overcome that challenge together. Conversely, a poor internal narrative is one which simply talks about our strengths, our purpose, what we do for our customers and what a great place it is to work: a rosy picture of success that won’t make anyone feel uncomfortable enough to get out of their seat to do something different.

People need to feel valued – that they are playing their part in a bigger story of change and transformation. Leaders need to initiate conversations where their teams can proactively come up with ideas for different or better ways of working, that they are playing out their heroism rather than being victims of change. A rallying cry, a call to arms – that sense of being part of a movement that will bring a greater good – is tremendously motivating. It’s what engages and energises us, and brings us meaning, purpose and a sense of belonging. Together we can overcome the threat and conquer the world. Well, make a start, anyway.

What makes a great story: #2 Being part of something bigger than ourselves

Posted on by Alison Esse

My last post on what makes a great story talked about the need for an element of struggle and endeavour. The next critical success factor focuses on the human need to feel part of something bigger than ourselves.

Humans are social, tribal beings. Being a member of a club, sports team, religion, political party, or supporting a movement of any kind not only helps define and reinforce our identity and sense of belonging, but gives us a purpose – something we can contribute to along with others for a greater good.

We often use the ‘NASA’ story as an example. The story goes that J F Kennedy was visiting NASA, and asked a cleaner what he did there. “I’m here to help put a man on the moon” was the answer. He clearly believed that the part he played in achieving the bigger mission was important, albeit small. Similarly, an Olympic athlete is part of a team who, behind the scenes, all contribute to his or her success – and that team plays a bigger, patriotic role in the wider Olympic movement.

In business, we work in teams, where everyone needs to feel that they play a part in a collective effort to realise an organisation’s mission and vision. They need to feel valued – that they matter, that they belong, that what they do counts. They need to feel that they’re heroes, however small the part they play. Through team dialogue, listening and encouraging ideas for new and better ways of working, leaders can and must nurture this feeling of belonging, personal contribution and ownership.

Your strategic or change narrative should act as a framework within which people can play out their small acts of heroism. And telling stories of success and achievement which clearly link back to the narrative will reinforce progress, build belief and encourage others to follow. With a clear call to arms, your strategic narrative will sit at the heart of this movement of change – a symbol of hope, ambition and commitment to a brighter future.

Who wouldn’t want to be part of that?

What makes a great story: #1 Struggle and endeavour

Posted on by Alison Esse

We’re often asked why a good strategic or change narrative can be so compelling, why its cut-through can be so dramatic and fast, and how it can shift mindsets and inspire belief and confidence in the future. What, for example, compelled employees at two companies we have partnered with, to retract their resignations once they’d heard their internal narrative? What was it about the story we crafted for a major building society that prompted a frontline IT employee to say “this story has been life-changing”?

A good story, like any Hollywood movie, involves an element of struggle and endeavour. Our flawed hero(es) (in the business world, employees) need a challenge to overcome. They need to collectively set out on a journey to resolve that challenge and, in doing so, transform. But the threat that lurks needs to be real and ever-present – it makes the story authentic, and gives us a reason to come together in response to a call to arms.

It’s no good creating a story that merely paints a rosy picture of the company and its future. That’s simply PR spin, lacking in credibility, authenticity and a recognition of what needs to change – and what we need to do to respond. It’s threat of what MIGHT happen, if we don’t take action, which triggers the ‘fight or flight’ response, releasing hormones which create empathy and trust as we will our hero to succeed against the odds. Remember that rickety old boat in the movie JAWS, where Quint, Brody and Hooper set out to find the man-eating shark, complete with duh-duh-duh-duh music signalling a potential imminent attack to heighten the threat? Remember that feeling of tension? Great storytelling, even if the shark wasn’t particularly believable!.

Leaders can inspire trust and followship in their teams using the same storytelling techniques, especially if their personal leadership story has an element of struggle and endeavour (humility is a strength, not a weakness). It can create a powerful, visceral response. If you’re not championing storytelling as a leader, you may be missing a trick.

How important is it to have executive alignment?

Posted on by Alison Esse

One of the most frequent questions I’m asked is about Executive team alignment. When we develop a company’s internal narrative, one of the most important outcomes is to have the Executive team speaking as one: ‘one team, one story, one voice’. If you have dissent amongst the top team, the narrative will not hold weight or have credibility as it travels through the organisation.

The first question to ask is why there’s concern about them being aligned behind the narrative in the first place. Of course, they’ll all have different perspectives; that’s normal, and our job at The Storytellers is to distill pages of conflicting views into a single, credible narrative (no mean feat, I can tell you). But there are times when universal buy-in can be difficult to achieve, and requires sensitive and careful facilitation and listening.

The uncomfortable truth is that sometimes leaders prefer to hide in muddy water, through fear of being ‘exposed’ or because of politics, where their personal agenda is threatened. This is where the power of our approach really comes into play. Giving each Executive a voice through a 1-1 session to solicit their input is an important part of the process. Facilitating a group conversation with skill, listening to objections and being able to read and respond to body language is essential to bring the potential blockers with you as the narrative develops. And encouraging boldness and honesty (the key to a believable narrative) about the weaknesses of and threats to the business – or even admission of not having ‘got it right’ or not having all the answers – will build trust, empathy and confidence in leaders. The stronger the antagonist in the story, the stronger its credibility. What’s not to like?

The power of the narrative is not simply the final output. It’s the process we take those leaders through – a process of continuous alignment alongside the iterations of the narrative. It’s how we achieve true buy-in, belief and ownership, which provides the rocket fuel needed to fire up the wider organisation. It’s also a great team-building exercise in its own right. And it’s why an artful narrative crafted by the communications department may not be as effective as one which has been co-created by the top team themselves.

We are incredibly proud of our track record in aligning Executive teams. The development of the narrative is often a cathartic process for them, even described as ‘therapy’ in many cases. Watching a once-sceptical team morph into one which is genuinely passionate about the story they’re about to share with their entire workforce is simply magic.

Storytelling: how to reset an organisation’s narrative to inspire change

Posted on by Alison Esse

In today’s VUCA world, where change is constant and where inspirational leadership has become a critical requirement for high-performing businesses, storytelling has become a recognised skill for leaders in organisations all over the world and in every industry sector.

Gone are the days of command-control leadership style. To attract and retain talent – and indeed customers – leaders need to be authentic, empowering, collaborative, involving, open to ideas and encouraging dialogue within their teams to solve complex problems and share best practice – be willing to change and go the extra mile to achieve key business objectives. 

In short, a business’s differentiator comes down to people: how they personify the brand through their actions and behaviours, how this builds corporate trust, customer acquisition and loyalty. 

And for leaders to win over their people – to bring them with them on a journey of uncertainty and change – they need to win hearts and minds; create meaning and purpose in the workplace. It’s not enough to connect people rationally to change. Leaders need to create an emotional connection in order to stimulate the energy and collective spirit needed to power their teams through challenging times, where change is embraced rather than seen as a threat. And yet winning hearts and minds is without doubt one of the hardest parts of change to achieve.

The Storytellers have worked with over 180 major organisations in a quest to find the most effective way of creating this emotional connection. Without doubt, storytelling has a major role to play here. But what exactly is it that makes storytelling so effective in persuading and energising individuals? What draws us to a story, and how exactly does it influence how we think, feel and act?

There are five key traits of a memorable and inspiring story, each of which can be applied to the world of business. Explore them in full by completing the form on this page.

Webinar: ‘Future of Food’ with Will Jennings – CEO, UK at Rabobank

Posted on by Alison Esse

We’re on the brink of a global food emergency, with consequences like nothing seen before in the last century. Despite more food being produced today than at any other time in history, to feed an anticipated global population of over 10 billion by 2050, our food system must tackle crucial challenges such as climate change, and get to grips with technological opportunities to make food production and distribution smarter and more efficient.

Rabobank, one of the largest food and agricultural banks in the world, is playing a decisive role in speeding up the global transition towards more sustainable food systems by taking a leading voice and supporting the F&A sector to navigate this rapidly changing landscape.

Will Jennings, is responsible for developing and delivering the UK strategy and operations of Rabobank. With over 15 years banking experience, he is passionate about transformation and digital innovation.

In our ‘Stories from the C-Suite’ series, we talk to C-suite leaders who we believe are expert storytellers about the challenges of leading through change and what the next stage in the journey is for them. In this latest episode, Will joined us to explore:

  • Critical challenges and threats to our global food system
  • How the global food crisis has come to drive Rabobank’s mission and purpose
  • Why storytelling and narrative are important to leaders looking to drive long-lasting change

Businesses that can respond to new demands on their sector or market will always be best equipped to navigate risks and have a healthy, profitable future. Furthermore, successful leaders will need to continue adjusting to recent seismic societal and economic shifts by staying nimble, flexible and creatively future-proofing their organisations.

This was a pertinent conversation packed with topical insights and key takeaways applicable to any sector.

Watch the webinar recording by entering your details.

Storytelling helps leaders navigate choppy waters

Posted on by Alison Esse

In our article, featured in The Times Future of Work supplement, we explain how inspirational leadership is a core requirement for high-performing businesses in 2021. Moreover, storytelling has become a recognised skill for leaders in organisations worldwide and every industry sector. To attract and retain talent – and indeed customers – leaders need to be authentic, empowering, collaborative, involving, open to ideas and encouraging dialogue within their teams to solve complex problems and share best practice. 

In short, a business’s differentiator comes down to its people: how they personify the brand through their actions and behaviours, how this builds corporate trust, customer acquisition and loyalty. 

And for leaders to win over their people – to bring them with them on a journey of uncertainty and change – they need to win hearts and minds; create meaning and purpose in the workplace. It’s not enough to connect people rationally to change. Leaders need to create an emotional connection in order to stimulate the energy and collective spirit needed to power their teams through challenging times, where change is embraced rather than seen as a threat. And yet winning hearts and minds is without doubt one of the hardest parts of change to achieve.

What draws us to a story, and how exactly does it influence how we think, feel and act?

To read more out more about how the power and influence of storytelling can accelerate change and transform performance, and to get access to the full Raconteur Future of Work supplement published in The Times, fill in the form on this page.

‘Talking Talent’ with Alistair Cox – CEO, Hays plc

Posted on by Alison Esse

The pandemic, lockdowns and working from home have changed the way we work in unprecedented ways. As a part of our ‘Stories from the C-Suite’ webinar series, we spoke to Alistair Cox, CEO of Hays plc, about the world of work in a COVID environment. A trained aeronautical engineer with an MBA from Stanford and background spanning consultancy and strategic planning, with extensive time spent working in Asia, Alistair’s approach to recruitment is forward-thinking, unique and globally-minded. Forces of change are sweeping across the recruitment industry, and we wanted to know how Alistair is navigating this tumultuous, but also very exciting landscape, and what the future of recruitment looks like to him.

“Life does go on, just in a different way”

Alistair’s reflections on the pandemic reminded us that even in this moment of intense challenge, we can find positives. As a collective society, we are learning how to deal with COVID, as Alistair noted: “Life does go on, just in a different way.” Hays has used the time to reflect and recalibrate to build and grow the business. During the pandemic, the business has impressively put over 200,000 people into jobs and assignments worldwide. The business adapted to home-based working overnight and has kept its employees engaged, supported and aligned to the journey the company is on. 

Technology as an opportunity  

Another topic Alistair shed light on was around technology’s impact on the recruitment industry. Instead of fighting the rapid accelerations in technology, Hays has embraced change. Alistair reminded us that “technology gives us the tools to make humans better at what humans are good at.” For him, keeping human relationships at the heart of recruitment is essential. 

Indeed, Hays has been able to interact with millions during the pandemic through innovative new webinars which cover fascinating topics ranging from how to write a better CV, to career progression and how to achieve goals. These webinars have been a huge hit, and have affirmed just how relevant recruiters are in our current environment. Nearly every company is on a digital journey right now, and in the UK there is a huge skills mismatch due to a deficit of tech-qualified workers. Alistair rightly pointed out that training is desperately needed in this area so that candidates – both young and old – don’t miss out on the flourishing technology job market.

Culture change

How do we sustain or build company culture whilst working remotely? Alistair noted that we must use this time to pause, consider what we want to hold onto moving forwards, and decide which elements of culture we should leave behind. As culture is a living organism, it must evolve and adapt. This is the moment to shape culture and consider what you want your business to look like in five years’ time. 

“Urgency is the enemy of creativity” 

When asked about whether Alistair has has found any positives working from home, he shared some excellent hints and tips to staying productive, organised and motivated during this difficult period: 

  • Structure: put time in your diary between meetings to give time to your brain to process ideas 
  • Time: use your old commuting time and the reduction in daily workplace urgency to think more. He added that “urgency is the enemy of creativity” 
  • Fresh air: treat exercise and getting outdoors as if it is as important as a board meeting – to be a good leader you need to prioritise your own health 

This relevant and timely conversation reminded us that although the past year has been incredibly challenging for us all, there are important learnings that shouldn’t be missed. Unearth the opportunities and use this time to grow – businesses and individuals alike. 

If you missed the live event, you can catch up with our on-demand recording here.

Webinar: ‘Talking Talent’ with Alistair Cox – CEO, Hays plc

Posted on by Alison Esse

The pandemic, lockdowns and working from home have changed the way we work in unprecedented ways. In this episode of our ‘Stories from the C-Suite’ webinar series, we speak to Alistair Cox, CEO of Hays plc about the world of work in a COVID environment. A trained aeronautical engineer with an MBA from Stanford and background spanning consultancy, strategic planning and extensive time spent working in Asia; Alistair’s approach to recruitment is forward-thinking, unique and globally-minded. Forces of change are sweeping across the recruitment industry, and we wanted to know how Alistair is navigating this tumultuous, but also very exciting landscape, and what the future of recruitment looks like to him. 

In our ‘Stories from the C-Suite’ series, we talk to CEOs who we believe are expert storytellers about the challenges of leading through change and what the next stage in the journey is for them. 

We explored topics such as: 

  • The impact of the pandemic on the recruitment industry
  • How technology is shaping the future of work
  • What an optimal workplace culture looks like in a world of remote working and constant change 

The challenges created by the pandemic are showing no sign of slowing down. As it becomes clear that this crisis is changing how people live, work and spend their free time, successful business leaders will adjust to these seismic societal shifts by staying nimble, flexible and creatively future-proofing their organisations.

Watch this highly relevant conversation now by entering your details.