This document summarizes a presentation on influencing and storytelling for leaders. It discusses influencing strategies such as rational, emotional, and practical techniques. It also discusses the power of stories, explaining how the brain is wired for storytelling and how stories can be used to engage people and encourage them to see new possibilities. The presentation provides frameworks for analyzing networks and influencing different types of audiences. It emphasizes that leaders can create new realities by changing the story and expanding people's horizons.

1. @NICKWECREATE
INFLUENCING
FOR LEADERS MASTERCLASS
NICK JANKEL, WECREATE
NOVARTIS, JUNE 2012

2. Switched On
Innovation &
Leadership

3. @NICKWECREATE
PART I
INFLUENCING STRATEGIES

4. INFLUENCE
WHAT IS IT?

5. “To affect or alter by indirect
or intangible means”
MERRIAM-WEBSTER

6. SHARE A STORY OF WHEN YOU FELT
INFLUENTIAL

7. INFLUENCING STRATEGIES
Practical & social techniques
Rational techniques
Emotional techniques

8. “Many forms of decision-
making, especially those that
involve a high level of risk and
uncertainty, involve biases and
emotions that act at an implicit
level.”
THE ROLE OF EMOTION IN DECISION
MAKING: A COGNITIVE NEUROSCIENCE
PERSPECTIVE

9. 9
vmPFC
SOURCE: DAMASIO, BACHARA, BABA ET AL.

10. INFLUENCING STRATEGIES Coercion / threatening
Real-world
Authority
events
Assertion
Avoiding
Practical & social techniques Scarcity
Incentives Resources /
Taking initiative rewards
Social proof
Alliance building
Consistency Research
Reciprocity
Persuading
Rational techniques
Logic
Reason
Consulting
Modeling
Consensus
Manipulating Representation
Courting favour
Asking for help
Emotional techniques Rapport / like ability Resistances
Commitment
Appealing to values
Charisma
Alignment / connection Resonance
SOURCE: TERRY BACON / CIALDINI / GARDNER / WECREATE

11. INFLUENCING POWER SOURCES
Attraction*
Knowledge* Expressiveness
Personal power
Intentionality+ Character+
Information
Network* History
Contextual power
Role Resources
Reputation*
SOURCE: TERRY BACON / WECREATE

12. WECREATE’S LEADERSHIP PYRAMID
Results
Tactics
Strategy
Sensing
Intention
SOURCE: BATISTA / WECREATE

13. “Power is the capacity
to translate intention
into reality and
sustain it.”
WARREN BENNIS

14. WECREATE’S LEADERSHIP PYRAMID
Results
Tactics
Strategy
Sensing
Intention
Alignment
Purpose
SOURCE: BATISTA / WECREATE

15. “Do you want to be a positive
influence in the world? First, get
your own life in order. Ground
yourself in the single principle so
that your behaviour is wholesome
and effective. If you do that, you
will earn respect and be a
powerful influence.”
JOHN HEIDER, LEADERSHIP EXPERT

16. WECREATE’S LEADERSHIP PYRAMID Story
Results
Tactics
Strategy
Sensing
Intention
Alignment
Purpose
SOURCE: BATISTA / WECREATE

17. @NICKWECREATE
PART 2
STORYTELLING FOR LEADERS

18. STORIES
WHAT DO YOU HEAR?

19. “It is easy to forget how
mysterious and mighty stories
are. They do their work in
silence, invisibility. They work
with all the internal materials
of the mind and self. They
become part of you while
changing you... they are
altering your world.”
BEN OKRI

21. 82

22. 12%
rise

23. 12% rise in
cancer rates
over 3 months
after taking X

24. “When you’re conversing with
coworkers, customers, or
investors, the richness and
meaning of your story is what
people really buy. Everybody
thinks it’s the return on
investment that you’re selling...but
it’s really the story about ROI that
an investor takes away.”
TOM DUREL FORMER CIO/SVP, BLUE CROSS
BLUE SHIELD, FORMER CEO, OCEANIA

25. 70%
OF WHAT WE LEARN IS THROUGH STORIES

26. MOLD
OUR MINDS
TEACH, ENGAGE, CHANGE

27. “Human minds yield
helplessly to the suction of
story. No matter how hard we
concentrate, no matter how
deep we dig in our heels, we
just can’t resist the gravity of
alternate worlds.”
JONATHAN GOTTSCHALL

28. CHANGE
THE FUTURE OF LIVES, COMPANIES,
NATIONS

31. “A good story, well told,
makes you realise you were
yearning for something you
had no name for, something
you didn’t even know you
wanted.”
F.S. MICHAELS

32. WHAT STORIES ARE ENERGIZING YOU AT
THE MOMENT?

33. HUMAN
CONSCIOUSNESS IS EMBEDDED & ENACTED
IN STORY

34. HEIDER SIMMEL

35. BRAIN
IS A STORY-TELLING MACHINE

36. HALF
OUR WAKING HOURS ARE SPENT SPINNING
STORIES

37. MIRROR
WE ‘CATCH’
EMOTIONS FROM
STORIES

38. Reason
& story

39. “We have this thing over here,
in the left side, that we've
called the interpreter.... that
makes sense out of these
modules that are constantly
bombarding us with
information, with actual
behaviors, with felt states,
with everything. We've got to
tell a story about what's going
on.”
MICHAEL GAZZANIGA

40. STORIES
ENGAGE PEOPLE AND ENCOURAGE THEM TO
SEE WHAT IS POSSIBLE

41. ENGAGE
MORE WE DO, THE MORE WE INFLUENCE

42. “You can’t order
commitment. You can’t
bribe people into passion.
And you can’t force a
vision. ”
FUTURE NAVIGATORS

43. WHAT ORDER SHOULD IT BE IN?

44. LEADERS
CREATE NEW REALITIES

45. “Leadership exists when
people are no longer victims of
circumstances but participate
in creating new circumstances.
Ultimately, leadership is about
creating new realities.”
PETER SENGE, MIT

46. CHANGE
THE PROJECT? THE BUSINESS? THE WORLD?

47. CHANGE
THE STORY!

48. “Stories create the emotional
context people need to locate
themselves in a larger
experience.”
SCOTT BEDBURY

49. EXPAND
HORIZONS & SHOW WHAT IS POSSIBLE

50. 50
THE ADJACENT POSSIBLE
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE

51. “It turns out stories are a - if
not the - leadership answer of
our time.”
TOM PETERS, MANAGEMENT GURU

52. STORY
DOESN’T CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE
THE WORLD

53. “I must create a system
or be enslav'd by
another man's.”
WILLIAM BLAKE

54. TELL A DEPRESSING STORY ABOUT THE
FUTURE OF THE ORG
TELL AN INSPIRING STORY ABOUT THE
FUTURE OF THE ORG

55. START
WHERE?

56. INTENTION
WHAT WOULD YOU LIKE TO ACHIEVE?
HOW DOES THIS ALIGN WITH YOUR PURPOSE & VALUES?
WHAT IS MOTIVATING YOU?
WHAT WOULD YOU LIKE TO AVOID?

57. AUDIENCE
WHAT TYPES ARE THERE HERE?

58. MATRIX
COMPANIES CONTAIN MULTIPLE NETWORKS

59. @NICKWECREATE
PART 3
NETWORKS & NETWORK ANALYSIS

60. “Knowledge is biased... [it] ebbs and flows
down hallways, in meetings and in private
conversations inside and outside offices...
Despite the perceived power of the formal
hierarchy, and organization’s real value is
at the mercy of its social networks.”
KAREN STEPHENSON

61. 61

62. “Saying that networks are important is stating the
obvious. But harnessing the power of these seemingly
invisible groups to achieve organizational goals is an
elusive undertaking. Most efforts to promote
collaboration are haphazard and built on the implicit
philosophy that more connectivity is better. In truth,
networks create relational demands that sap people's
time and energy and can bog down entire organizations.
It's crucial for executives to learn how to promote
connectivity only where it benefits an organization or
individual and to decrease unnecessary connections.”
HARVARD BUSINESS REVIEW

63. 7
NETWORKS WITHIN ALL COMPANIES

64. 64
THE 7 NETWORKS
The Work Network Text
With whom do you exchange information as part of your daily work routine? The everyday contacts of routine operations
represent the habitual “resting pulse” of the organization.
The Social Network
With whom do you check in to find out what is going on? From whom do you get your political information?
This network is a strong indicator of trust.
The Innovation Network
With whom do you collaborate to kick around new ideas? In this network, people talk openly about ideas, perceptions, and
experiments without political concerns.
The Expert Knowledge Network
To whom do you turn for expertise or advice before making an important decision? From whom do you get your technical
information? Organizations have core networks possessed by key members who take solace in the legacy of the enterprise.
The Career Guidance or Strategic Network
Whom do you trust in this group to keep your best interests in mind? To whom do you go for advice about the future? This
network often directly influences corporate strategy, decisions about careers, and strategic moves.
The Learning Network
With whom do you work to improve existing processes or methods? Because most people are afraid of genuine
change, this network tends to lie dormant until the change awakens a renewed sense of trust.
The Decision-Making Network
To whom do you go in order to get decisions made expeditiously? Key people in this network know how to “work” the system,
use old processes for new purposes, and in general get things done. T
SOURCE: KAREN STEPHENSON / CROSS & PRUSAK

65. “Managers invariably use their personal contacts when
they need to, say, meet an impossible deadline or learn
the truth about a new boss. Increasingly, it's through
these informal networks--not just through traditional
organizational hierarchies--that information is found and
work gets done. But to many senior executives, informal
networks are unobservable and ungovernable--and,
therefore, not amenable to the tools of management. As
a result, executives tend to work around informal
networks or, worse, try to ignore them. When they do
acknowledge the networks' existence, executives fall
back on intuition--scarcely a dependable tool--to guide
them in nurturing this social capital. It doesn't have to
be that way. It is entirely possible to develop and
manage informal networks systematically.”
HARVARD BUSINESS REVIEW

66. Work Network 66
NETWORK MAPPING Social Network
Innovation Network
Knowledge Network
Strategic Network
Learning Network
Decision-Making Network
You

67. 67
THE 3 NODES
The Hubs
The Experts
The Connectors
SOURCE: KAREN STEPHENSON / WECREATE

68. 68
TARGET STATE
ACCOMPLICES ALLIES
FENCE SITTERS
AGREEMENT
ADVERSARIES OPPONENTS
TRUST
SOURCE: THE EMPOWERED MANAGER

69. EVERYONE IS AN
AUDIENCE
EVEN A TECHNICAL EXPERT OR INVESTOR!

70. MANAGERS
A VERY SPECIAL AUDIENCE

71. WHAT ARE TOP 3 NEEDS OF A SENIOR
MANAGER WHEN HEARING A STORY?

72. MANAGERS
GUAGE RISK

73. “As cocaine dealers, crane
operators and tweeting
politicians know, every venture
involves risk.”
THE NEW YORKER

74. RISK
MARKET
PRODUCT
PEOPLE
PURPOSE

75. PITCH
MARKET: BIG, READY, PROFITABLE
PRODUCT: RIGHT, FEASIBLE & DEFENDABLE
PEOPLE: CAPABLE & INTENTIONAL
PURPOSE: ALIGNED TO VALUES, VALUE
BEYOND PROFIT

76. BETTERNESS
YIELDS GREATER EQUITY RETURNS, ASSET
RETURNS, AND PROFITABILITY
META-ANALYSIS OF 52 STUDIES OF
FINANCIAL PERFORMANCE

77. @NICKWECREATE
PART 4
THE ART & SCIENCE OF STORYTELLING

78. EVERYONE
IS AN AMAZING STORYTELLER

79. HE
DIED

80. 80
VISION
FINISH

81. HE
WAS ILL FOR A LONG TIME & THEN HE DIED

82. 82
VISION
NOW FINISH
START

83. HE
WAS ILL FOR A LONG TIME, IN CONSTANT
AGONY. HE DECIDED TO END IT ALL BUT
WAS THWARTED. HE EVENTUALLY
APPEALED TO THE EUROPEAN COURT OF
HUMAN RIGHTS TO BE ABLE TO CHOOSE
EUTHANASIA... THEN HE DIED

84. 84
VISION
NOW FINISH
How? What? When?
START Who? Where? Why?

85. BRIDGE
OLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER

86. START
WHERE THEY ARE NOW

87. WHAT IS THE STORY OF THE EXISTING
MARKET / WORLD?

88. FINISH
WHERE YOU WANT THEM TO BE

89. WHAT IS THE STORY OF THE POSSIBLE
MARKET / WORLD?

90. JOIN DOTS
HOW? HOW? WHAT? WHEN? WHO? WHERE?
WHY?

91. ORDER
IS IMPORTANT!

92. STORY
PROBLEM
STRUGGLE
(RE)SOLUTION

93. SWITCHED ON LEADERSHIP
STORY ARC
93
VISION
NOW FINISH
How? What? When?
START Who? Where? Why?
BREAKTHROUGH
© Wecreate 201

94. HERO’S JOURNEY

95. 95
THE BREAKTHROUGH SWITCH
Breakthrough Opportunity
What kind of headline ideas could
Problem seize this opportunity?
What is the problem, in human terms?
Breakthrough Proposition
What proposition emerges from this
Proposition
insight?
What is the current proposition that results in
this probelm?
Breakthrough Insight
What is a more insightful, future-positive
Assumptions
belief?
What do we have to believe to generate
and validate this proposition?
BREAKTHROUGH
© wecreate 2012

96. IN 1983, ONLY
THOSE WHO
COULD USE A
COMMAND LINE
COULD USE A
COMPUTER

97. PERSONAL COMPUTING
Breakthrough Opportunity
What kind of headline ideas could seize this opportunity?
Problem
What is the problem, in human terms? Think different with a Mac... (and its
ecosystem)
Everyday people are not buying or using
computers as much as they could.
Breakthrough Proposition
What proposition maximises accessibility, usability and enjoyability?
Proposition
We design and sell ‘computers’ as creativity
What is the current proposition [product offer, business model, maximisers - they help people thrive.
org process] that leads to this problem?
We design and sell computers as productivity
maximers - they help businesses win. Breakthrough Insight
What is a more powerful, liberating and abundant view of
human nature /life?
Assumptions
What do we have to believe to generate and validate this proposition?
Creativity is the goal of life. Technology can help
liberate us, empower us and inspire us.
Productivity is the goal of life. Technology
helps us be more productive cogs in the BREAKTHROUGH
business machine (growing profits, GDP etc.)
© wecreate 2012

98. @NICKWECREATE
PART 5
THE WECREATE STORY ENGINE

99. SWITCHED ON STORIES
Call to Action VISION
Connection NOW
Concrete Impact
Context Conviction
Concept
Conventions
Consciousness Shift
© wecreate 2012

100. CONNECTION
THE ISSUE IN REAL, HUMAN TERMS
THE PROBLEM, NEED OR DESIRE
WHERE IS THE PAIN?
WHY LISTEN TO YOU ABOUT IT?

101. FRAME
GET BEYOND PEOPLE’S VOICE OF REASON &
CYNICISM
QUESTION, FACTOID, FUTURE / BACK CAST,
ANECDOTE / APHORISM, QUOTATION,
ANALOGY

102. CONTEXT
HOW THE PREVIOUS IDEAS & SOLUTIONS
HAVE TRIED TO SOLVE THE PROBLEM BUT
FAILED

103. “Hell is story friendly.”
CHARLES BAXTER

104. CONVENTIONS
THE CONVENTIONS OF THE SECTOR
THE MYTHS THAT NEED CHALLENGING

105. CONSCIOUSNESS
SHIFT
THE INSIGHT
THE CREATIVE LEAP
THE NEW WAY OF THINKING

106. “Problems cannot be
solved by the same
level of consciousness
that created them.”
ALBERT EINSTEIN

107. CONCEPT
THE IDEA, THE SOLUTION

108. CONVICTION
THE VISION, OPPORTUNITY, COMMITMENT
(SOMETHING BIGGER THAN YOURSELF)

109. CONCRETE
IMPACT IN THE REAL-WORLD
WHAT IS THE NEW BEHAVIOUR?
WHAT IS IN IT FOR US / CONSUMERS / THE
WORLD?

110. IMPACT
PROFIT
PEOPLE
PLANET
PLAY

111. CALL
TO ACTION
OPTIMISTIC YET HUMBLE

112. 112
SWITCHED ON STORIES
Call to Action
What is your ask? Do you have an invite for them? What would you like them
to provide for you exactly? What are you going to do with it?
Connection
What is the problem or need? How many people have it?
What are the most shocking facts and figures? Can you tell us about one person
who is suffering? How does that feel to you? Why might others resonate with this? Concrete Impact
Why should we listen to you? Why are you involved? How does it impact you?
What are your intentions around it? What is at stake for you? What are your past
successes that relate to this issue? What is the headline keeping us listening? How does it, or could it, have an impact? What analogies or parallels can you
draw on to demonstrate it? How will you measure this impact? What new
behaviors and patterns do you hope to create? How does this bring about the
preferred state of the system in your vision? What other impacts do you expect?
What is the size of pie and the slice of pie? How can you bring it to life in words
or images? What do you want from the listener? What is the call to action?
Context Conviction
What has already been thought of that has failed? What already exists but is not What is the purpose of the project or enterprise? Who is the team that has
available, usable or enjoyable enough for a mass solution? conviction to execute this purpose? What is the preferred state of the
Where have all your ‘competitors’ got to? What models of change have been system / market according to your vision? What are you resolved to do as
applied (and where have they gone wrong)? specific brand and growth strategies to get there?
Concept
What is the essence of your idea or project (or the question you want to
investigate / answer)? What, for who, when, where? How is it designed to
Conventions work for real-people? How will they use it? How can it be sustainable?
Scaleable? What is a prototype and MVP for the concept? Longer term,
what is the roadmap for seizing the opportunity? How can you offer
What are the underlying assumptions that originate the problem? people more membership, mastery or meaning?
What are the things everyone thinks that are actually the root drivers of the problem?
What are the key reason’s that other people’s models do not work?
What part of the current story is no longer working?
Consciousness Shift
How do you see things differently? What is your insight into human nature
or the world that opens up a new possibility? What is your epiphany?
© wecreate 2012

113. @NICKWECREATE
PART 6
STORYTELLING DOJO

114. SWITCHED ON LEADERSHIP
STORY FEEDBACK
114
BREAKTHROUGH
© Wecreate 201

115. CRITERIA
MARKET ✓
PRODUCT ✓
PEOPLE ✓
PURPOSE ✓

116. INEVITABLE
STORY WILL HAPPEN WITH OR WITHOUT
YOU

117. MOMENTUM
THE SENSE THAT YOUR STORY HAS BEGUN!

118. @NICKWECREATE
FINALLY
LEARNINGS
LIKE
LESS / MORE

119. “What I think is that a good life is
one hero journey after another. Over
and over again, you are called to the
realm of adventure, you are called to
new horizons. Each time, there is the
same problem: do I dare? And then
if you do dare, the dangers are
there, and the help also, and the
fulfillment or the fiasco. There’s
always the possibility of fiasco.
But there’s also the possibility of
bliss.”
Joseph Campbell

121. “Those who do not have
power over their story —
the power to retell it,
rethink it, deconstruct it,
joke about it, and change it
as times change -
truly are powerless, because
they cannot think new
thoughts.”
SALMAN RUSHDIE

122. AGNOSTIC
TOOLS: THEIR IMPACT IS DEPENDENT ON
OUR INTENTIONS, PURPOSE AND VALUES

123. CONNECT
NICK@WECREATE.CC
WECREATE.CC: SWITCHED ON INNOVATION &
LEADERSHIP
NICKJANKEL.COM: LIFE SWITCHED ON

124. STORY TYPES
For Meaning For Message
Documentary /
Reality TV Movie? Commercial Propaganda
News
Focused on Focused on
input outcome
Passive Aggressive
observation agenda
Interpretation Ideas Ideology

125. AUDIENCES
Power
Expertise
Values
Mindset
Fear