Storytelling and leadership

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    Storytelling and leadership - Presentation Transcript

    1. Welcome! Storytelling and Leadership
    2. Where does everyone come from? Welcome!
    3. Dear Mr. Denning, I've died and gone to heaven! Thank you so much ….. I am over the moon to be coming to Washington DC for your conference…. All the best…..” An Email from one participant
    4. Where does this event come from? Welcome!
    5. Today: 9 am to 5pm: The Secret Language of Leadership Break Madelyn Blair : Story & Collaboration Lunch Jim Stuart: The journey of leadership break Victoria Ward & Stephanie Colton: Storying and De-storying
    6. This evening: 6 pm: For any who would like to hang out together: Les Halles: 1201 Pennsylvania Avenue NW Or (if that is too crowded) Elephant & Castle also: 1201 Pennsylvania Avenue NW
    7. Tomorrow: 9:00 am - 5:00 pm National 4-H Youth Conference Center 7100 Connecticut Ave Chevy Chase, MD
      • What this weekend offers:
      • A wide diversity of approaches
      • You won’t like everything
      • keep an open mind, & you’ll find a rich set of resources
      • educational and entertaining and interactive
      • This is a journey: You won’t complete the journey in one or two days
      • The weekend is what you make of it
      We don’t/can’t promise heaven!
    9. The secret Language of leadership www.stevedenning.com
      • A funny thing about leadership:
        • Everybody talks about it and yet nobody seems to know precisely what it is .
      • What do leaders actually do ?
      • What do they do at 9 am on Monday morning?
      A. The concept of leadership
    11. Inspiring inattentive, difficult audiences Problem ? Analysis ? Solution! ? The Western Intellectual tradition… Get their attention Stimulate desire Reinforce with reasons Effective presentation to get action
    12. The Secret Language of Leadership Book to be published in September 2007 My newsletter is offering advance chapters: February ‘06 : The Secret Language of Leadership March ‘06 : Getting the Audience’s Attention April ‘06 : Eliciting Desire for Change May ‘06 : Turning Any Argument Into A Story June ‘06 : Structuring A Whole Presentation July ‘06 : Wow them with PowerPoint (really!) To get the newsletter : www.stevedenning.com
    13. www.stevedenning.com/slides/Smithonsonian2006.ppt These slides are available from: Or: subscribe to my newsletter at www.stevedenning.com www.stevedenning.com /slides /smithsonian2006.ppt
      • Tell a 60 second story about: Either
      • A time when you found out what an organization was really good at
      • or
      • A time when you faced adversity in your work
    15. Let’s apply the narrative diagnostic to those two stories
      • When and where did it happen?
      • Who is the protagonist?
      • What are the three acts of the story?
      • Is it minimalist or told with a lot of context?
      • Tone: positive, negative or ambiguous?
    16. Let’s look at each of the five questions
      • When and where did it happen?
      Did the story actually happen? Or is it one that might have happened? Or is it an imaginary story set in the future?
    17. I had a job in a firm … and my boss was horrible to me … eventually I solved the problem by leaving It’s likely to be a true story The story you just heard…
      • When and where did it happen?
      • Who is the protagonist?
      The story you just heard…
    19. I had a job in a firm … and my boss was horrible to me … eventually I solved the problem by leaving Here obviously the hero is the speaker. Sometimes the hero/heroine isn’t obvious. And it could have been told with another person as the protagonist
    20. Same story – different protagonist The supervisor in firm had an employee who just didn’t fit in …eventually the problem got solved when the employee left. For example Can the audience identify with the protagonist?
      • When and where did it happen?
      • Who is the protagonist?
      • What are the three acts of the story?
      The story you just heard…
    22. The structure of any story can be seen as having three acts Act 1: The hero at a certain point in space and time Act 2: ……………. has a problem Act 3. ………that eventually gets resolved in some way
    23. The structure of war & peace Act 1: Pierre, a Russian count Act 2: ……………. Can’t figure out his life Act 3. ……… gets entangled in the war and marries natasha The end Every story can analyzed into 3 acts
    24. The structure of Hamlet Act 1: Whine, whine, whine Act 2: ……………. To be or not to be Act 3. ………………………I’m dead The end http://www.rinkworks.com/bookaminute/ Every story can analyzed into 3 acts
    25. The structure of our 60 second story Act 1: The speaker had a job Act 2: ……But the boss was horrible Act 3. ……………..The speaker solved the problem by leaving The end The story you just heard…
      • When and where did it happen?
      • Who is the protagonist?
      • What are the three acts?
      • Is it told in minimalist style or is told with a lot of context?
      Does it have the sights and sounds and smells ….? The story you just heard…
      • When and where did it happen?
      • Who is the protagonist?
      • What are the three acts?
      • Is it minimalist or told with a lot of context?
      • Tone: positive, negative or ambiguous?
      The story you just heard…
    28. Act 1: I had a job Act 2: ……my boss was horrible Act 3. ……………..I solved the problem by leaving Positive tone Act 1: I had a job Act 2: ……my boss was horrible Act 3. ……………..My life was destroyed because I had to leave Negative tone
    29. Why are we doing this?
    30. Using story as a tool requires understanding the pattern underlying the narrative
    31. We are not talking about this….
    32. We are not talking about this…. Let’s all gather round the corporate campfire
    33. Why are we doing this? Understanding different narrative patterns & their uses is a key to using storytelling as a leadership tool I’m trying to make you aware of the underlying narrative patterns
    34. Why are we doing this? “ this is horrible! You are destroying the magic of storytelling!!!” “ No! understanding the principles of harmony doesn’t destroy of love of music”
    35. Now analyze - the story you just heard - The story you just told
      • When and where did it happen?
      • Who is the protagonist?
      • What are the three acts?
      • Is it minimalist or told with a lot of context?
      • Tone: positive, negative or ambiguous?
    36. What’s my story got to do with leadership?
    37. Get their attention Stimulate desire Reinforce with reasons Effective presentation to get action The story of who you are
      • A funny thing about leadership:
        • Everybody talks about it and yet nobody seems to know precisely what it is .
      • What do leaders actually do ?
      • What do they do at 9 am on Monday morning?
      A. The concept of leadership
    39. A. The concept of leadership
      • What is leadership?
      • It’s actually very simple.
      • Leadership is about changing the world.
      • What is a leader?
      • A leader is someone who changes the world .
      • And what is being changed?
        • It might be a change in your organization , or your community , or your family , or your town , or your country , or even your planet .
      • What sort of changes are we talking about?
        • The change might be a big or small …. It might be local or global…
    40. A. The concept of leadership
        • If you are entirely, happy with the way the world is, then you have no need for what we are going to talk about today.
        • But for all the rest of us, we would all like to change the world in some way.
        • But first, we have to decide what we want to change …
        • Unexpected finding from my research : big problem in leadership: leaders never make up their mind which change.
    41. A. The concept of leadership Exercise #1: selecting your change So let’s take a moment to reflect. For the purpose of this workshop, I want you to focus on one particular change that you would like to effect in the world. It will have three parts . (a) the particular domain of the world you would like to change; (b) what’s wrong with it now and (c) what would it look like if the problem could be fixed?
    42. A. The concept of leadership
      • We often underestimate the difficulty of what we ask
          • 1993: Lou Gerstner comes to IBM: from hardware to services
        • 1996: Jim Wolfensohn at the World Bank from lending to “the Knowledge Bank”
        • 2001: Jeff Immelt at GE from process-driven to “imagination at work”
    43. A. The concept of leadership Understanding who you are leading Let’s write the story of the person who doesn’t want to implement your change: The story will end: “ That’s why this person does not want to change.” Exercise #2:
    44. A. The concept of leadership Understanding who you are leading
      • Exercise #3:
      • Get into a group of two and select a change…
      • One of you will put yourself in the shoes of the person who needs to change , and tell their story as persuasively and coherently as you can.
        • Tell it in the third person . And it ends, “And that’s why this person doesn’t want to change…
        • Then the other participant will tell the same story in the first person . It ends, “And that’s why I don’t want to change.”
    45. Now analyze the stories you just told
      • When and where did it happen?
      • Who is the protagonist?
      • What are the three acts?
      • Is it minimalist or told with a lot of context?
      • Tone: positive, negative or ambiguous?
    46. A. The concept of leadership Getting to grips with your OSM
    47. A. The concept of leadership Getting to grips with your OSM Exercise #4: What do you have at stake in the change? Are you willing to make that commitment at this time? Are you having a genuine OSM moment?
    48. How do you inspire people to want to change?
    49. Get their attention Stimulate desire Reinforce with reasons Effective presentation to get action The most difficult… The most important…
    50. Get their attention Stimulate desire Reinforce with reasons Effective presentation to get action
      • I will explain what I am about to do
      • Then I will do it
      • Then we will come back and see how it works
      The story of who I am A springboard story How & why it works
    51. The story of who I am The Zambia story The story of why it works The story of How it works If you have heard these stories before…
      • When and where did it happen?
      • Who is the protagonist?
      • What are the three acts?
      • Is it minimalist or told with a lot of context?
      • Tone: positive, negative or ambiguous?
      analyze each story: Don’t just sit there!
    52. “ Go and look into information” February 1996 4 5 6 7 4 5 6 7 4 5 6 7 12 3 89 ` 12 3 89 ` 12 3 89 ` 12 3 89 ` 12 3 89 ` 12 3 8 9 ` 12 3 8 9 ` 12 3 89 ` 1 2 3 8 9 ` 4 5 6 7 12 3 8 9 `
    53. Why don’t we share our knowledge? “ Go and look into information” February 1996 We’re a bank, remember?
    54. Persuasion method Efficacy How does one person persuade many? Charts with boxes and arrows
    55. Chart Socialization Externalization Combination Internalization Tacit Tacit Tacit Tacit Explicit Explicit Explicit Explicit Nonaka: The Knowledge Creating Organization
    56. A manager contemplates the knowledge spiral
    57. Persuasion method Efficacy How does one person persuade many? Charts (boxes, arrows) Zero Rational argument
    58. Knowledge Management caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous change. www.brint.com What is knowledge management?
    59. FACT In June 1995, a health worker in Kamana, Zambia logged on to the CDC web-site in Atlanta and got the answer to a question on how to treat malaria June 1995, not June 2015 A small remote town, not the capital Zambia, not a middle income country CDC, not the World Bank
    60. We need to invest in the necessary systems, in Washington and worldwide, that will enhance our ability to gather development information and experience, and share it with our clients… President Wolfensohn October 1, 1996 Announcement at the Annual Meeting 1996
    61. Persuasion method Efficacy How does one person persuade many? Charts (boxes, arrows) Zero Zero Impractical Dialogue Rational argument High Storytelling
      • Springboard storytelling
      • Storytelling that can communicate a complex idea and spark action.
      Story to spark action True Truth Positive Detail Purpose Outcome Action Positive Minimalist Springboard story
      • Springboard storytelling
      • Storytelling that can communicate a complex idea and spark action.
      Story to spark action True Truth Positive Detail Purpose Outcome Action Positive Minimalist Springboard story
    64. The findings of neuroscience Human brain Cortex
    65. The findings of neuroscience Human brain Cortex Mammal Brain Limbic system
    66. The findings of neuroscience Human brain Cortex Mammal Brain Limbic system Reptile Brain Not smart but quick
    67. Story with an unhappy ending Human brain Cortex Mammal Brain Limbic system Reptile Brain Fight or flight! Reaction is faster than conscious thought!
    68. Story with a happy ending Human brain Cortex Mammal Brain Reptile Brain “ Warm floaty feeling” Endogenous opiate reward
      • Springboard storytelling
      • Storytelling that can communicate a complex idea and spark action.
      Story to spark action True Truth Positive Detail Purpose Outcome Action Positive Minimalist Springboard story
    70. The springboard story There are two listeners… The Listener that I see The Little voice in the head Just think of the emails building up in my office! Let me tell you about Zambia
    71. The springboard story You tell a story in a way that elicits a second story… How do you stimulate the little voice in the head? (You give the little voice something to do…)
    72. The springboard story Let me tell you about what happened in Zambia What if we tried this in roads? Maybe this could work in finance? Could this help us in Russia?
    73. Of course, we would need to get organized We would need budgets …. We would need to get people involved …. Why don’t we do it? The springboard story Everybody loves their own creation! Imagine if I had a website like that….
    74. Story to spark action True Truth Positive Detail Purpose Outcome Action Positive Minimalist Springboard story
      • Springboard storytelling
      • Storytelling that can communicate a complex idea and spark action.
    75. Get their attention Stimulate desire Reinforce with reasons Effective presentation to get action The story of who I am A springboard story Story of why it works Story of How it works
    76. The story of who I am The Zambia story The story of why it works The story of How it works
      • When and where did it happen?
      • Who is the Protagonist?
      • What are the three acts?
      • Is it minimalist or told with a lot of context?
      • Tone: positive, negative or ambiguous?
      The story of who I am : Washington DC, 1996 Steve Denning I had job.. ..which I was losing -- I launched KM Context Scary, but Positive The story of who you are
    77. Another way to get people’s attention The “we’ve got problems” story
    78.  
    79.  
    80. The story of who I am The Zambia story The story of why it works The story of How it works
      • When and where did it happen?
      • Who is the Protagonist?
      • What are the three acts?
      • Is it minimalist or told with a lot of context?
      • Tone: positive, negative or ambiguous?
      The Zambia story Zambia, 1995 Health worker or CDC? Health worker.. .. Had a question -- CDC answered it minimalist Positive The springboard story
    81. The story of who I am The Zambia story The story of why it works The story of How it works
      • When and where did it happen?
      • Who is the Protagonist?
      • What are the three acts?
      • Is it minimalist or told with a lot of context?
      • Tone: positive, negative or ambiguous?
      The story of the little voice in the head 1996? Little voice in the head? The little voice .. .. Is stimulated -- to tell a new story minimalist Positive The story of how it works
    82. The story of who I am The Zambia story The story of why it works The story of How it works
      • When and where did it happen?
      • Who is the Protagonist?
      • What are the three acts?
      • Is it minimalist or told with a lot of context?
      • Tone: positive, negative or ambiguous?
      Two stories of the reptile brain Conceptual space The reptile brain The reptile brain.. .. Is quick to respond .. to a positive story minimalist Positive The story of why it works
    83. The story of who I am The Zambia story The story of why it works The story of How it works
      • When and where did it happen?
      • Who is the Protagonist?
      • What are the three acts?
      • Is it minimalist or told with a lot of context?
      • Tone: positive, negative or ambiguous?
      The story of the little voice in the head 1996 (?) Little voice in the head? The little voice .. .. Is stimulated -- to tell a new story minimalist Positive The story of how it works
    84. Another example The “how it works” story
    85. Country information and statistics Books and articles Spreadsheets from previous work Most frequently asked questions The story of how it will work Texts of Previous reports Relevant experts in the field Relevant analytic tools Lessons from previous experience Just in time Just enough Texts of relevant correspondence Relevant policies & guidelines
    86. Country information and statistics Books and articles Spreadsheets from previous work Most frequently asked questions The story of how it will work Texts of Previous reports Relevant experts in the field Relevant analytic tools Lessons from previous experience Why not also the client? Texts of relevant correspondence Relevant policies & guidelines
    87. Get their attention Stimulate desire Reinforce with reasons The story of who I am Story of why it works Story of How it works The “we got problems” story A springboard story
    88. Is this the full picture?
    89. Get their attention Stimulate desire Reinforce with reasons
      • A springboard story
      • A “common memory” story
      • A story of who we are
      • A word-picture of the future
      • An extraordinary offer
      • Story of an opportunity
      • Story of how it works
      • Story of why it works
      • Facts, analyses - Projections
      • Scenarios
      • Work plans
      • Cost-benefit analyses
      • Schedules
      • Risk analyses
      • “ We got problems” story
      • Story of who you are
      • An opportunity
      • Facts, data, analyses.
      • A question
      • An image
      • A frame
      • An offer
      • A surprise
      • A challenge
      • A metaphor
      • A joke
      • A “common memory” story
    90. Get their attention Stimulate desire Reinforce with reasons The story of who I am Story of why it works Story of How it works The “we got problems” story A springboard story
    91. Now let’s try this out…
    92. Take the change you’ve selected…
    93. Think of the person who needs to change…
    94. Get their attention Stimulate desire Reinforce with reasons A springboard story Story of why it works Story of How it works The story of who I am The “we got problems” story
    95. Exercise 5: Communicating Who You Are 1. What is the overall theme that you would like to communicate in your presentation? 2. Think of an incident in your life that (a) is relevant in some way to your theme and (b) involves a change in direction of turning point in your life. Describe it briefly 3. What is the date and place of the incident? 4. What happened as a result of the incident? 5. What did you learn from the incident? Is this linked to the theme of your presentation?
    96. Get their attention Stimulate desire Reinforce with reasons A springboard story Story of why it works Story of How it works The story of who I am The “we got problems” story
      • Exercise 4: Template for crafting the springboard story
      • 1. What is the purpose of your story?
      • 2. Think of an incident where change happened.
      • Who is the single protagonist?
      • When and where did it happen to him/her?
      • 5. Does the story fully embody the change idea?
      • 6. What would have happened without the change idea?
      • 7. Has the story been stripped of detail?
      • 8. Does the story have a happy ending?
      • 9. Does the story link to the purpose? “What if..” “Just think…” “Just imagine…”
    98. Get their attention Stimulate desire Reinforce with reasons A springboard story Story of why it works Story of How it works The story of who I am The “we got problems” story
    99. Exercise 6: The Story of How the Change Would Work 1. Imagine (hypothetically) that the change has been successfully implemented. 2. Identify a protagonist who is typical of your audience. 3. Tell the imaginary story of how such a protagonist would encounter the changed situation, particularly how it would be different from the way that the situation is today. 4. Are the benefits to the protagonist clear? 5. Are any downside costs or risks for the protagonist covered?
    100. Get their attention Stimulate desire Reinforce with reasons A springboard story Story of why it works Story of How it works The story of who I am The “we got problems” story
    101. www.stevedenning.com/slides/Smithonsonian2006.ppt These slides are available from: Or: subscribe to my newsletter at www.stevedenning.com www.stevedenning.com /slides /smithsonian2006.ppt

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