• Evoke Stories by using prompts … “Tell me
about a time when..” or “How did you handle
• There needs to be a listener who can behaves
in an appreciative manner.
Digging into Stories
• Collecting stories, rather than specific answers
• May bring up unknown issues, concerns, or
problems within an organization
• Companies may identify a dominant story
• Determining criteria to build a story upon that
will reinforce values inside and outside the
What are the core values?
How will we highlight our strengths and
downplay our weaknesses?
• All stories have pattern
• The meaning of the story needs to come from
those closely involved with it.
• Story needs to be sincere
• Listeners will always draw their own
conclusions. So, it important to identify the
• Telling the story in person
• Silverman’s chair example
• In-depth interviews conducted with more than 170 business leaders in
80-plus organizations throughout the world.
Rationale for this study
Internal employee communications
Appeal to investors
Implications and Limitations
• Listeners drawing their own conclusions
• Stories that are not told, that should be told
• Specific data of ROI is hard to detail.
• 36 percent have experienced positive financial impact
to the bottom line through increased growth,
profitability, and/or increased funding.
• 18 percent have noted that story has moved them
closer to furthering specific organizational goals.
• 17 percent have reported increased levels of
engagement between people and the organization
and/or higher levels of teamwork.