Author: Nailia Tasseel

Storytelling in business: we’ve been reminiscing

We’ve been reminiscing today in the office. It’s 13 years since we founded The Storytellers, and what a journey it’s been so far.

Way back then we were pretty much lone rangers in storytelling and strategic narrative in business, having invented a tangible, proprietary methodology and rigorous process that uses storytelling to effect organisational change. Pioneering what could have been perceived at the time as a risky approach has taken nerve, hard work and a cast-iron conviction that this was a great idea. At the beginning, four of us had come up with the idea of creating an innovative product and process with storytelling at its heart and developed it round a kitchen table. We had no clients and no track record using this particular approach. It was a bit nerve-racking, to be honest. We all had families to support and mortgages to pay. The task of building a client base, a team that shared our vision, trying and testing our methodology, gaining a deep understanding of the neuroscience of it all (how and why storytelling can break down resistance to change) and actually make a living from all of this seemed like a tall order.

Yet it was different and new. Organisations were (and still are) going through unprecedented change, so the need was – and still is – there. What we hadn’t expected was the number of businesses that signed up to our approach and the newly coined phrase ‘rational and emotional connection’ almost immediately, with remarkable results. Since then we’ve honed, fine-tuned, tweaked and polished our programme, continually learning, innovating all the time and constantly looking for new creative concepts to keep our offer fresh and exciting. And we’ve worked with over 160 amazing, fantastic clients of every size, shape and in almost every industry sector, all over the world.

Today storytelling in business is part of business vernacular. The term ‘strategic narrative’ has been adopted by many, and business leaders have rightly recognised it as an essential skill for leadership, engagement and change.

No-one will ever be able to claim storytelling is theirs. After all, it’s been around for millions of years. But our reminiscing today took us to a place where we agreed that to be successful as entrepreneurs, you have to come up with something original that has a point of difference and believe in it. Really believe in it. You’ll have high points and low points on that journey. Others may well jump on your bandwagon and even try to steal your ideas (not so original). So you need to think of smart ways to keep ahead of the game. Creating a vision and working really hard to achieve it through thick and thin is the only way to succeed. As they say, the only place where success comes before work is in the dictionary.

Thank you to everyone who’s supported us on our journey so far. We are truly grateful and still raise an eyebrow or two when we look back over the last decade! Today marks a new chapter in our journey. Watch this space!

Volkswagen – brand authenticity blown out of the water

The Volkswagen emissions scandal is a total and utter disaster for the German automotive industry. For a nation so proud of its heritage and cutting edge technology, design and performance, it couldn’t get much worse. Vorsprung Durch Technik? Hmmm, we’ll have to have a think about that one now.

Two of Volkswagen’s ‘Basic Principles’ are ‘Leading by Example’ and ‘Social Responsibility.’ Well those have been blown out of the water for a start. Years of building the brand, represented by some of the classiest, most well-respected and best-loved names in the world’s car industry (Bentley, Porsche, Audi, Bugati, Skania and Lamborghini to name just a few – even if the majority of them are not affected) have ended in what will be a tarnished reputation of epic proportions. Not to mention a hefty recovery bill and the wiping of $25 billion off its market value. To say the company has to clean up its act is ironic, given the circumstances. A cleaner, greener, more environmentally-friendly diesel vehicle won’t be sold – at least for the moment – with any sense of authenticity and pride.

It’s not only the company’s shareholders and customers who will be affected by this. VW dealers all over the world will take a hit. Suppliers will take a hit. And 592,500 employees all over the world will question how they can trust their leaders. How can their people believe in those at the top – leaders whose emission – sorry, admission – to ‘screwing up’ and acting with deliberate dishonesty? The nirvana of any brand is to be the source of unwavering pride and loyalty from both its customers and its employees. Performance in any organisation is dependent on trust and belief in the people who lead it. It’s hard to see how those who have admitted culpability can possibly stay.

After one of the saddest moments in Germany’s corporate history, VW has got a long, uphill climb ahead of it. Recovery will take a long time. And once it has, its leaders will need to reset its values and behaviours, and go overboard in walking the talk. Or, as they say in Germany, Lass Worten Taten Folgen.

“It has changed the way I think”

“Sometimes when a blind man is walking around, there is a hole in front of him. It takes a person with eyesight to stop him from falling in that hole.”

Those are the words of a Nigerian former miller, former religious radical, describing the deradicalisation programme he is participating in in jail. He gets training, education and religious counselling.

The gist of the story, reported today in the FT, is that leaders of radical religious groups attract a following of lonely, frustrated people, desperate to escape the monotony of their lives, by offering them a sense of purpose. The narrative empowers them, is intoxicating, and leads them to do appalling things with utter conviction.

The counselling programme is attractive because it recognises the existence, and power, of the inner narrative. And it realises that to shift behaviour, counsellors need to shift their subject’s inner narrative – to change the way they think and perceive the world around them. Even members of Boko Haram see that one way to bring the organisation down is for members to “sabotage it from the inside”.

Turning to the more pleasant climes of leadership in the workplace, you increasingly see this approach in action. Dr Steve Peters helps us to manage our inner chimp; good managers seek to coach their people, rather than direct them; and the current generation of visionary leaders are replacing autocracy with an approach based on inspiration and context.

Better environment, better outcomes, more human.

Enjoy your weekend.

Can politicians teach business about leadership?

The Storytellers were featured in an article in Forbes magazine this week.

Whilst many will be relieved that the media spotlight on the General Election is now focused on other news stories, and the debate over party politics has subsided, there are some aspects of the party leaders’ Election campaigns which are worth remembering and learning from. In short, how they came across as leaders.

Whatever your views on their manifestos and political stances, there is no doubt that ‘statesmanship’ belongs more to some party leaders than others. It’s questionable whether any of them inspire trust (!), and of course business leaders are not quite as exposed to the bashing they get from their opponents, including the media, which no doubt influences our perception of them. Yet their ability as convincing orators, and the way in which they deliver their messages, is certainly something we can learn from.

Have a read. We’d be interested to hear what you think.

How great leaders inspire action: start with ‘Why’

We subscribe heavily here at The Storytellers to Simon Sinek’s ‘Golden Circle’. If you haven’t a clue what I’m talking about, take a look at this picture which articulates it pretty well. He also does an excellent Ted Talk on the subject

The principle of this is that what inspires people is not just your brand, product and service, and the attributes and benefits of these. It’s more about Purpose: why we are here. Beyond making money, why do we exist? What’s our ‘raison d’être’? How is our organisation contributing to a higher purpose in society at large? As humans we are sociable beings who seek to feel that we add value to people’s lives, not just plugging away in a vacuum to service an organisation’s bank balance. Our customers, customers’ customers and colleagues can make us feel inspired or proud about our company through the way we act and behave, but equally feel bad when we don’t do the right thing. That matters to us.

And in a saturated market, where businesses offer the same products and services, something beyond price, value and brand will be the key differentiator. Consumers are savvy, with a wealth of information at their fingertips. Switching brands can be done at the click of a mouse and the decision to do so well-informed. After all, a brand’s reputation isn’t what you say about yourself; it’s about what others say about you, and social media and the internet has made this highly transparent. Twitter and TripAdvisor are just two examples. Sure, for many businesses there’s an argument that the differentiating factor is about their people: their consistency in providing excellent customer service in delivering the brand promise and the relationships they build with their customers to build the trust and loyalty that’s so hard to retain. For Gen Y,Z and the millenials especially though, what an organisation actually stands for is the Big Deal. And if they don’t experience this, authentically, on joining an organisation (business practices, behaviours and so on), they will quickly become disillusioned and leave (HR Directors, take note how honest you are when articulating your EVP!)

Leaders can build trust, confidence and pride in their teams by impressing why we are here at a macro level, but so too at a micro level. Telling their personal Story: ‘why am I, as a leader, here?’ is a way of building personal trust and authenticity, which are important elements of followship.

This reinforces the need for a clear corporate narrative that links together the Why, How and What in a really compelling way. Those businesses which have this in place and live by it every single day typically attract and retain key talent, have a clear and compelling brand proposition, more effective leaders, manage change better, a more engaged workforce and are more productive as a result. And as a result of this they will enjoy greater success.

Simon Sinek, we salute you.

A picture paints a thousand words: give creativity some slack

The other day someone relatively unfamiliar with our approach suggested that he wasn’t sure that people with an engineering, technical or analytical mindset would ‘get’ the creative aspect of our work. It might, after all, be deemed ‘fluffy’.

Deep, inner sigh duly heaved.

Those who know us well will understand that the strategic narratives we create for our clients are not just expressed in words. What makes us quite different from other management consultancies is the tremendous emphasis and importance we place on creativity. Every programme we deliver and every Story we construct carries with it a powerful visual identity that forms the basis of an enduring visual campaign. These visual ‘assets’ are not there simply to provide comms teams with material to link future messages back to the master narrative (although this is of course extremely useful). They are there to help bring a Story to life in a way that words alone rarely do. Creativity lies at the heart of every storytelling programme. It’s the emotional soul that drives it and the lens through which people engage with it.

At its most basic level, the visual treatment of the storytelling programme helps people understand the core message of the Story in a simple and memorable way. A picture can convey complex data simply and instantly. Yet it’s more than just a graphic or visual identity. We spend a good deal of time in identifying a ‘big creative idea’ which encapsulates the single, essential message of the Story and captures the emotion of it, moving the audience to find connections between their own experiences and the organisation’s ambition for the future. Whether through film, animation, illustration or photography, expressed as a metaphor or real-life imagery, the creative campaign provides an emotional heartbeat which gives a narrative legs and inspires people far beyond just a purely rational response.

As for that ‘techy’ audience, it’s a complete myth that creativity has no place in their world. You don’t have to be a ‘creative’ type to appreciate creativity. We routinely watch clients from every type of organisation (accountancy and law firms to telecoms, banking and technology companies included) go through the process of aligning behind a set of words, which can be a cathartic moment in itself. Big tick there. Yet it’s when they see the Story in all its technicoloured glory, perhaps supported by a spine-tingling film, that they really ‘get’ the power of the creativity. It’s emotional. Hairs-on-the-back-of-the-neck kind of emotional. We’ve watched grown men cry – individuals who are deeply proud of their work and experience an emotional wake-up call when they realise the significance of the contribution they are making. Yup, even leaders from a pharmaceutical R&D client organisation experienced a few wobbling lips when it all came together. Such is the creative magic that we sprinkle.

I defy anyone who says that telecoms engineers or financial analysts do not point at pictures when reading their toddler a bedtime story. Or remember the images of one of their favourite books as a child.  Or go to the cinema. Or appreciate photography or other types of art. Imagery impacts many cognitive processes in the brain: motor control, attention, perception, planning and memory. Athletes and performing artists are often trained to visualise success before they go out and perform, as it can prime the brain for success and increase states of flow. Yes, a picture, whether mental or tangibly real, can stimulate emotions and feelings which may otherwise lie dormant.

Michael Erard describes brilliantly the use of metaphor (both in words and pictures) and how it can help bring meaning to concepts or complex ideas/messages in a very effective way. We completely subscribe to this at The Storytellers from a design point of view. We think, in fact, that we have a supremely powerful approach, which is highly creative in itself. On the one hand we work hard to ensure that the ‘word content’ of a narrative is rooted in reality to give it maximum credibility (simple, clear, human language, with a rational and emotional flow and no management jargon) and which speaks to people’s actual experiences. The design side, however, gives us licence to up the anti and bring these messages to life, and this is where visual metaphor comes into play. We use it to help land those messages with a massive punch. Call it rocket fuel for the brain if you like.

So, my fellow humans, my deeply visual fellow humans, give creativity some slack. You may find that it’s one of the most powerful and inspirational aspects of communication and engagement in the workplace. And that, my friends, will improve the fortunes of your business.

A C-suite narrative: context and influence

A piece of research by McKinsey* suggests that nearly half of top executives say they struggled to earn support for their ideas when they transitioned to a C-suite role.

They reflected that they weren’t successful at aligning others around their early objectives. In an environment where early decisions can define the success of an executives tenure and ideas are vying for priority, context is vital to build support. A strategic narrative provides a unique type of context. It provides reassurance, it reaffirms value and rigorously sense-checks new suggestions against carefully selected criteria. Consequently, ideas that tackle the big challenges the narrative identifies, pursue a defined strategy and support desired behaviours and values are now prioritised and fully supported. They have context – they are in service of a vision of a better future that every member of that senior team has committed to realising.

One of the foundations of our programme is aligning Boards around their business journey. This is often one of the most powerful sessions in a typical programme – uncovering issues that are preventing progress, establishing priorities, building conviction and uniting a senior leadership team. Every decision made around the Board table now reinforces a powerful vision and ideas are contributing to a defined business journey.

The study highlights the importance of creating a shared vision and underlines the dangers of an misaligned executive. Those who responded cited this as the most important transition activity. Naturally such a powerful and influential tool isn’t easy to create – only thirty percent thought creating a shared vision was easy in their new role.

* “Ascending to the C-suite”, McKinsey & Company, 2015

Gail’s Story

This is a very personal story of change which is, er, about as profound as it gets…

I was speaking at a conference last week on the power and influence of storytelling to drive change. In particular, I brought up the subject of how storytelling ignites parts of the brain that release chemicals which stimulate feelings of empathy and emotion.

To make the point, I recounted the time not so long ago when I hailed a black cab in central London. The driver was a big man. So big, in fact, that his head practically touched the roof of the cab.

There was something a bit odd about this particular driver. He was wearing a bright orange ladies’ wig, with full make-up, painted nails, women’s clothes and jewellery. Still very clearly a man, but dressed up as a woman.

Taped to the glass partition that separates driver from passenger was a note: ‘Hi, I’m Gail. I’m going through a gender change at the moment. I’m not doing it for kicks so please don’t make fun of me. Feel free to ask any questions you want.’

I was intrigued, and asked him what kind of a response he’d been gettting from his customers. He explained that he was just months into a two-year programme of living as a woman before he could have the operation. And that I wouldn’t believe the kind of abuse he got on a daily basis, particularly when his passengers had had a couple of drinks. It was awful, he said. Made him feel terrible.

I asked him what made him persevere with the job. After all, driving a cab around London can be dodgy at the best of times.

His answer was simple and clear. He kept going because being a cabbie is what he does. And he put up with all the abuse because he knew how great he was going to feel at the end of the process. He had a very clear purpose and vision of what success would look and feel like, and it was worth pursuing and putting up with the daily struggle he had to endure. All the bumps and hassle along the way were going to be worth it.

I must say I felt very humbled by this man. It was an incredibly personal story of endeavour and pain which sparked a real sense of emotion and empathy on my part. I could imagine the scenarios that he would be going through, and felt very touched. We often tell our clients that stories that involve an element of struggle or endeavour are the stories that inspire trust, support and empathy. In a business context, stories about leaders, colleagues and customers can be used as a kind of Trojan horse to build trust and a desire to support individuals during difficult times of change. Stories spark the imagination and stimulate all sorts of senses: colour, smell, sound, language processing, emotion, empathy…the list goes on. We are particularly receptive to stories, and their power of emotions in changing mindsets should never be underestimated.

What struck me about Gail’s story, however, was the fact that this man had a very clear vision of success, and he was sticking to his route to success despite the obvious pain it caused him along the way. I’ve told this story many times and it teaches us many lessons. I often wonder where Gail is now, and if he feels he’s making progress. Change, eh?

Plato on storytelling

Of all the philosophers in the Western tradition, Plato is amongst the most celebrated.  One twentieth-century academic characterized the rest of Western philosophy as ‘a series of footnotes to Plato’.

Socrates’ erstwhile pupil is also credited with the invention of the university, and his most famous work, The Republic, is – amongst other things – an educator’s handbook.  For Plato, the education of a state’s Guardians – its warrior class – was of fundamental importance. In devising his ideal state in The Republic, education is the first issue he considers.

And what is the first subject Plato addresses on the Guardians’ curriculum?

Storytelling.

No, really.

The Republic is written as a series of dialogues between Socrates and various other men whose only real task is to agree with Socrates or provide the answer he has remorselessly steered them towards.  This is how the education bit gets going:

‘What kind of education shall we give them then?  We shall find it difficult to improve on the time-honoured distinction between the physical training we give to the body and the education we give to the mind and character.
True.
And we shall begin by educating mind and character, shall we not?
Of course.
In this education you would include stories, would you not?
Yes.’

Isn’t that wonderful?  First thing the great philosopher puts on the ideal syllabus: stories. But not just any stories.  Plato turns a little dark at this point:

‘Then it seems that our first business is to supervise the production of stories, and choose only those we think suitable, and reject the rest.  We shall persuade mothers and nurses to tell our chosen stories to their children, and by means of them to mould their minds and characters which are more important than their bodies.  The greater part of the stories current today we shall have to reject’.

Goodness.  Talk about the nanny state.  What kind of objectionable stories does he have in mind?  Mostly legends of gods and heroes, such as those in Homer’s Iliad.  For example:

‘Nor can we consent to regard Achilles as so grasping that he took Agamemnon’s presents, or refused to give up Hector’s body unless he was paid a ransom […] We cannot, in fact, have our citizens believe that Achilles […] was in such a state of inner confusion that he combined in himself the two contrary maladies of ungenerous meanness about money and excessive arrogance to gods and men’.

But it wasn’t only the mythical stuff that worried him:

‘Poets and storytellers are in error in matters of the greatest human importance.  They have said that unjust men are often happy, and just men wretched, that wrongdoing pays if you can avoid being found out, and that justice is what is good for someone else but is to your own disadvantage.  We must forbid them to say this sort of thing, and require their poems and stories to have quite the opposite moral’.

Some readers take a very dim view of all this.  Plato stands accused of fascist censorship and revisionism.  But as storytellers I think we can draw a more positive message from Plato’s intense interest in our craft: he wanted to control storytelling because he understood how very powerful it could be in shaping culture, character and behaviour.

This is what he has to say about those fictional stories that don’t always set their semi-divine heroes in the best light:

‘Moreover such lies are positively harmful.  For those who hear them will be lenient towards their own shortcomings if they believe that this sort of thing is and was always done by the relatives of the gods. If we want our prospective Guardians to believe that quarrelsomeness is one of the worst evils, we must certainly not let them be told the story of the Battle of the Giants or embroider it on robes. We can admit to our state no stories about Hera being tied up by her son, or Hephaestus being flung out of Heaven by his father for trying to help his mother when she was getting a beating’.

That last one has a very modern resonance, doesn’t it?  “What are these brutal video games doing to our children’s minds?” we hear today.  What does it mean that Grand Theft Auto glorifies violence and rape?  Is there a connection between gun violence on screen and in real life?

But it wasn’t just vice that disturbed Plato; he wanted stories to set the right example to his city guardians.  And because good men were supposed to be self-sufficient and not dependent on property or loved ones, they definitely shouldn’t be seen to grieve over their loss:

‘Then we should be quite right to cut out from our poetry lamentations by famous men.  We can give them to the less reputable women characters or to the bad men, so that those whom we say we are bringing up as Guardians of our state will be ashamed to imitate them’.

Real men don’t cry.  Your story had better say as much if you want a job in the ideal state.

So far, Plato has outlawed plenty of story angles.  What would he like to see in their place?  There aren’t many clues in The Republic, but here’s one:

‘When a poet tells or a dramatist presents tales of endurance against odds by famous men, then we must give him an audience’.

It’s not only behaviours that interest Plato.  He also recognises the importance of a positive vision or destination in stories.  Again, he makes his point rather negatively:

‘And will anyone who believes in terrors in the afterlife be without fear of death, and prefer death in battle to defeat in slavery?
No.
It looks, then, as if we shall have to control storytellers on this topic too.  We must ask the poets to stop giving their present gloomy account of the afterlife […] and make them speak more favourably of it.
We must get rid, too, of all those horrifying and frightening names in the underworld – the Rivers of Wailing and Gloom, and the ghosts and corpses, and all other things of this kind whose very names are enough to make everyone who hears them shudder.  They may do well enough for other purposes; but we are afraid that the thrill of terror they cause will make our Guardians more nervous and less tough than they should be’.

Of course, we don’t know what Plato really believed the afterlife to be like, but it seems he was prepared to stretch the truth, as he saw it, in the interests of the state:

‘It will be for the rulers of our city, then, if anyone, to use falsehood in dealing with citizen or enemy for the good of the State; no one else must do so’.

These days, we might encourage a CEO to be optimistic, rather than actually deceitful, in concluding her narrative with a really positive vision of the future.

Plato understood that the more compelling a story, the more powerful its effect.  For those stories that conveyed the wrong moral message, the more compelling they were the more urgently they must be banned:

‘It is not that they are bad poetry or are not popular; indeed the better they are as poetry the more unsuitable they are for the ears of children or men’.

So, in conclusion, one of the greatest philosophers of all time believed storytelling was fundamental to preparing Guardians (leaders) to perform their role in the ideal state (company).  He recognised the key role stories play in shaping cultures, promoting desirable behaviours and inspiring action.

But lest we get too filled with a sense of our own importance, Plato is quick to put us storytellers in our place:

‘My dear Adeimantus, you and I are not engaged on writing stories, but on founding a state.  And the founders of a state, though they must know the type of story the poet must produce, and reject any that do not conform to that type, need not write them themselves’.

We should be grateful: if founders/clients went around writing their own stories, where would we be?