Corporate Storytelling: Fifth Lecture

Fifth Lecture: Narrative Leadership
CORPORATE STORYTELLING
sjoerd-jeroen moenandar
moenandar@gmail.com
education | storytelling | culture

o Decide how to use
storytelling
• As strategy
• As intervention
o Formulate your vision
o Access narrative
memory
• Collect stories
• Convey stories
USING STORYTELLING: BEFORE CHANGE
2
moenandar@gmail.com http://sjmoenandar.blogspot.com

o Collect stories
• Assess the process
• Assess how change is
experienced
o Have narrative
conversations
• To probe
• To receive signals
o Analyze the stories being
told
• Assess commitment
• Intervention from the
management needed?
• Which stories are needed?
USING STORYTELLING: DURING CHANGE
3

o Curate narrative
memory
• The right stories
• Corporate story and
organizational stories
should fit
o Reflect
• Convey and collect
stories to monitor
• Telling stories is also
monitoring!
USING STORYTELLING: DURING CHANGE
(CONT.)
4

o Collect and convey to
measure effect of
change
o Actively manage the
narrative memory
• Convey and curate
stories that stabilize
new organization
• Create roots through
storytelling
• Create a fundament for
new change
USING STORYTELLING: AFTER CHANGE
5

o Courage
• Confront what is not
going well
• Dare to be vulnerable
• Dare to face emotions
o LEADERSHIP
• A leader is at the
bottom, not at the top
• A good leader serves
MANAGING CHANGE
6

o True for the
storyteller
o True for the audience
o True for the specific
context
o True relating to the
content
o Know when not to tell
stories!
STORIES MUST BE REAL
7

o Accept: different
experiences, different
stories
o Narrative intelligence
o Reframing
o Allow negative stories
o Create a positive
narrative
environment
CURATING THE NARRATIVE MEMORY
8
moenandar@gmail.com http://moenandar.blogspot.com

o Counternarratives
• Fight them?
• Or accept them?
• Address them!
o Packaged story
• Entire story in one word
o Folklore stories
• A story remembered, but
not experienced
o Personal experience story
TYPES OF STORIES IN NARRATIVE
MEMORIES
9

oUse stories to
oFormulate a vision
oCheck and probe
oRemember
NARRATIVE LEADERSHIP
0

o A vision story
o ‘Desert day’
o Brainstorm: 6 roles, 4
stages
o Avoid mission
statements
FORMULATING A VISION
1

o What’s going on?
o Collecting stories
o Connect management
and workforce through
stories
o Significant stories
• Agreement (group
sessions)
• Repetition of stories
• Comparing stories for
pattens (6 roles/4
stages)
CHECK AND PROBE
2

o After all is done
• How to remember?
• What did we learn?
o Corporate stories
often ahead of
organizational stories:
danger of
counternarratives
o Round up!
FORMULATING A VISION
3

o What did you dislike the
most?
o What did you like the
most?
o Compare stories
o Link past, present and
future
o Story of the future: what’s
next
o Narrative reports
o Reflect: where did you
come from?
ROUND UP
4

o Respect other people’s
stories
o Personal emotions
o Personal truth
o Weak position of the
storyteller
o Agree on
o How you’ll use stories
o Anonymity
o Permission
NARRATIVE LEADERSHIP: USING STORIES
5

Corporate Storytelling: Fifth Lecture

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Corporate Storytelling: Fifth Lecture