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Storytelling
How many times have you been
by a good story?
Why Tell a Story?
Stories can communicate ideas in the strongest
possible way
Stories can uplift and
inspire an audience
Storytelling infiltrates
the minds of audience
members and gives
them new insights
and perspectives
Storytelling is an
essential skill
for leaders who want
to capture the
imagination of their
employees
and spur change
Communication & Perception
How many
legs do
you see?
Definition
com·mu·ni·ca·tion
•an act or instance of transmitting
•a process by which information is
exchanged between individuals
through a common system of symbols,
signs, or behavior
communication
•c.1384, "to impart, share,“
lit. "to make common”
Strive first to understand,
then be understood
Everyone wants to be heard and understood
for who they are. Each person wants to be
appreciated and valued.
When you listen, magic happens.
Listening allows a leader to been seen as a
servant, not parent, judge, or critic. Listening
builds others. Listening builds trust.
Model for Communication
Model for Communication
OTHER SELF
message
response
perceive respond
respond
Personal
Filter
interpret
feeling
intentioninterpret
feeling
intention
Personal
Filter
perceive
Fission vs. Fusion
Division of labour, separation,
split apart, individualism
Control ”over” others.
Clear boundaries, information and
responsibilities by levels and functions
Organizational goals, targets, rules, standards:
1.Hierarchy of authority 3. Organizational Control
2.Bottom Line 4. Individual Incentives
Fission vs. Fusion
Joining, coming together, connection,
relationship, community.
Control ”with” others.
Absence of boundaries, sharing or information
and responsibility, unity, wholeness.
Common ground of shared vision,
values, norms, outcomes.
1.Mindfulness
2.Vision
3.Heart
4.Communication
5.Courage
6.Integrity
Conventional
1. Talk
2. Persuade other to act
3. Focus on work issues
4. Transmit data
5. Cultivate impersonality
Fusion
1. Listen
2. Discern other’s needs
3. Focus on big picture, frame
of reference, meanings.
4. Transmit symbolic images,
stories
5. Cultivate face-to-face contact
Communication Shift
Conventional
6. Assign next task
7. Direct message to “head”
8. Answer questions
9. Controlled access
Fusion
6. Celebrate completed task
7. Direct message to “heart”
8. Ask questions
9. Flood information across
boundaries
Communication Shift
What are we really saying?
Words
7%
Tone
38%
Body
Language
55%
Communication is 7% about WHAT you say
and 93% about WHO you say it to!How do you think the communication pie is divided?
E.A.R.
16
McKinley Solutions 2007 ©
E - EXPLORE using open-ended
questions such as "What" and "How“
A - ACKNOWLEDGE by
paraphrasing what you think the
message was
R - RESPOND appropriately
17
Stages in the
Listening ProcessHearing
Attention
Understanding
Remembering
Evaluating
Responding
Harnessing The Power
• Shape how others see you
• Are tools of power
• Persuade
3 Reasons
• A goal
• Grab attention
• Engage
• Enable
Successful
Elements
Story Telling / Story Selling
The Center for Science in The Public Interest had to
convey the message that the 37 grams of saturated
fat in a medium bag of movie buttered popcorn is
unhealthy – the daily recommended max is 20 grams
The message - "A medium-sized 'butter' popcorn at a
typical neighborhood movie theater contains more
artery-clogging fat than a bacon-and-eggs breakfast,
a Big Mac and fries for lunch, and a steak dinner with
all the trimmings - combined!“
The message stuck!
Leadership is
About Change…
It’s about taking people from where they
are now to where they need to be.
The best way to get people to venture into
unknown terrain is to make it desirable by taking
them there in their imaginations.
When telling Your stories:
Be authentic
Pay attention to your audience
Practice
Create an experience
“Stories give people enough space
to think for themselves.”
Annette Simmons
Categories of Stories
Tell different types of stories to
achieve different outcomes.
Ignite Action
Leadership is about
getting people to
change. Your story can
be the spark that ignites
the needed change in
your organization.
Communicating
Who You Are
• Establish identity and trust
• Until people understand your identity and
purpose, they cannot trust you.
• Your listeners’ ability to trust in who
you are becomes the connection
that serves as a conduit for
your message.
Instill Organizational
Values
Compelling stories engage people on a
personal level and bring values to life.
Foster Collaboration
Movingly recount a situation
that listeners have also experienced and
thus prompts them to share their own
stories about the topic.
Neutralize Gossip
& Rumour
Use a story to convince listeners that the
gossip is either untrue or unreasonable.
Share Knowledge
People gather knowledge by translating
their stories and other people’s stories
into learning experiences.
Lead People
into the Future
Leaders’ stories can enable employees to
envision the future. Tell a credible, compelling
story about the future and create a link between
what is happening today and a positive result that
will happen tomorrow.
Nurture Innovation
Organizations must innovate to survive
and yet traditional corporate structure
often hinders innovation.
Build Your Brand
A brand is the relationship between a product or
company and its stakeholders, such as
employees, suppliers, customers and investors.
“I Know What You are
Thinking Stories”
Show empathy and
diffuse those who
would oppose you.
SITUATION
TACTIC
ACTION
RESULTS
S.T.A.R.
Story Telling
Stories are the creative conversion of life itself
into a more powerful, clearer, more
meaningful experience.
They are the currency of human contact.
~ Robert McKee ~
So how do you create stories that have an impact
and ideas that stick with the listener?
In Made to Stick, Chip and Dan Heath
outline six basic principles
Six Principles
Six principles tend to be at work
when ideas stick:
• Simplicity
• Unexpectedness
• Concreteness
• Credibility
• Emotions
• Stories
Simplicity
How do we find the
core of our ideas?
Unexpectedness
How do we get our
audience to pay attention
to our ideas?
Concreteness
How do we make our
ideas clear?
Credibility
How do we make people
believe our ideas?
Emotions
How do we get people to
care about our ideas?
Stories
How do we get people to
act on our ideas?
The Curse of
Knowledge
Once we know something, we find it hard to
imagine what it's like not to know it.
Our knowledge has "cursed" us - it becomes
difficult for us to share our knowledge with
others, because we can't readily create
our listeners' state of mind.
To beat the Curse of Knowledge, you must
take your ideas and transform them so they're
sticky for listeners, using the six principles.
Storyboarding
Storyboards are graphic organizers such as a series
of illustrations or images displayed in sequence for
the purpose of pre-visualizing a motion picture,
animation, motion graphic or interactive media
sequence, including website interactivity.
A common misconception is that storyboards are not
used in theatre. They are frequently special tools that
directors and playwrights use to understand the
layout of the scene.
Storyboards
Storyboards are used today in business for
planning ad campaigns, commercials, a
proposal or other business presentations
intended to convince or compel to action
The technique is a valuable tool in the
development of presentations.
Storyboarding
Overview
Storyboards go back to the very
beginnings of cinema, with Sergei
Eisenstein using the technique. In
the world of animation, Walt Disney
and his staff developed a Story
Board system in 1928
Storyboards Help to:
•Identify areas where more
information is needed
•Identify where more
analysis is needed
•View the bigger picture
•Easily communicate understanding
•Organize the work
Why use Storyboards?
When you put ideas up on
Storyboards, you begin to see
interconnections, how one idea
relates to another, and how all the
pieces come together.
Storyboard Examples
The "brown paper technique”: taping mock-up
presentation slides to a large piece of kraft paper
which can be rolled up for easy transport.
The initial storyboard may be as simple as slide
titles on Post-It notes, which are then replaced
with draft presentation slides as they are created.
Topic Cards
Start with a topic card, and under
the topic card, place header cards
containing general points,
categories, considerations, etc
that will come up.
Creative Thinking …
Under the header cards you will put
sub-heading cards containing the
ideas that fall under each header;
these are the details, ideas generated
in the creative-thinking session, ideas
that develop or support the headers
Group Dynamics
Storyboarding works well
in group sessions.
When developing a storyboard
consider all ideas relevant, no
matter how impractical they appear.
• A storyboard is used to brainstorm and capture all
the ideas before taking action. The process
involves visual thinking and planning, placing
ideas on the storyboard and then arranging the
components of the storyboard.
The key points to remember are:
• Capture all the ideas before taking action
• Embrace visual thinking and planning
How to Use A Storyboard
Storyboards are good only if your project needs it.
It depends on the time at hand, the complexity of the
business problem, the budget and the resources.
You can use the brown paper wall and
story cards to make a quick storyboard and
then decide which section to detail right now
and which section to pick up later.
When Should You
Use a Storyboard?
Storyboarding
Form small working groups
Using the index cards, start to write your
script in storyboard format
Consider the audience
Share collective experiences
Identify subject matter experts within the room
Keep it simple
Break the story into scenes
Make it collaborative
Tell a good story
Points to Keep in Mind
Storyboarding
Mind Map
• A diagram to visually outline information
• Condenses material into a concise and
memorable format
• Anonymous collaboration
• Individual expression of
creativity
• Facilitates team building
and synergy
• Enhances work morale
Storyboarding
Remember the six principles from
Made to Stick
Simplicity
Unexpectedness
Concreteness
Credibility
Emotions
Stories
• “Transformational leaders” use communication to
inspire and galvanize change
• Grab the audience’s attention by connecting
emotionally in a pertinent, unexpected, tailored
way
• Enable your audience to envision a better future
by stimulating their hopes
• Make data more palatable to your audience by
telling emotionally appealing stories
The Language of
Leadership… Remember:
 Get the audience’s attention
 Elicit a desire for a different future
 Present data that supports your ideas
Transformational
Messages
1. Articulate a clear and inspiring change idea
2. Commit to the story of change
3. Master the audience’s story
Six Enablers (1-3)
4. Cultivate narrative intelligence
5. Make a commitment to telling
authentically true stories
6.Deploy the body language of leadership
Six Enablers (4-6)
1. Surprise people with the unexpected
2. Use specific examples
3. Personalize your message
4. Attract appropriate attention
5. Tailor your communication approach
6. Emphasize the negative
Getting Attention
Seeing is believing
Tell a positive story
Externalise the obstacles to change
Use a metaphor that points to a story
Tell the story of who we are
Offer a positive challenge
Inspire Passion
and Commitment
• Stories convey change much more effectively
than any Power Point presentation could
• Set your stories in the here and now, and keep
them simple and neutral
• Use characters your audience can relate to and
let each story build upon previous stories
• Stimulate conversation by asking questions,
revealing their feelings, sharing stories, prompting
others to tell their stories and being
straightforward
The Conversation
about Change
Clear Direction?
• Where are you going?
Clear Strategy?
• How are you going to get there?
Clear set of Expectations?
• What does your team expect
from you ?
• What do you expect from the
team?
71McKinley Solutions Inc. ©
The Challenge of Change
1. Why are we changing?
2. What is in it for me?
3. What can we/I to do
differently?
4. What tools/support do we
have?
5. How will we be
measured?
© 2011 McKinley Solutions
Guiding Questions
STOP-START-CONTINUE
Individual & Group Challenge:
Use a Start-Stop-Continue
template to create specific
action for yourself
73McKinley Solutions Inc. ©
Take Action Now
Mark R. Thompson
w: www.mckinleysolutions.com
e: mark@mckinleysolutions.com
t: 888-769-1577
www.twitter.com/mckinleysolns
www.slideshare.net/mckinleysolutions
www.flickr.com/photos/mckinleysolutions
www.facebook.com/mckinleysolutions
www.linkedin.com/company/mckinley-solutions

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Story Telling Mckinley PCMA 2014 Montreal

  • 1.
  • 2. Storytelling How many times have you been by a good story?
  • 3. Why Tell a Story? Stories can communicate ideas in the strongest possible way Stories can uplift and inspire an audience Storytelling infiltrates the minds of audience members and gives them new insights and perspectives
  • 4. Storytelling is an essential skill for leaders who want to capture the imagination of their employees and spur change
  • 5. Communication & Perception How many legs do you see?
  • 6. Definition com·mu·ni·ca·tion •an act or instance of transmitting •a process by which information is exchanged between individuals through a common system of symbols, signs, or behavior communication •c.1384, "to impart, share,“ lit. "to make common”
  • 7. Strive first to understand, then be understood Everyone wants to be heard and understood for who they are. Each person wants to be appreciated and valued. When you listen, magic happens. Listening allows a leader to been seen as a servant, not parent, judge, or critic. Listening builds others. Listening builds trust.
  • 9. Model for Communication OTHER SELF message response perceive respond respond Personal Filter interpret feeling intentioninterpret feeling intention Personal Filter perceive
  • 10. Fission vs. Fusion Division of labour, separation, split apart, individualism Control ”over” others. Clear boundaries, information and responsibilities by levels and functions Organizational goals, targets, rules, standards: 1.Hierarchy of authority 3. Organizational Control 2.Bottom Line 4. Individual Incentives
  • 11. Fission vs. Fusion Joining, coming together, connection, relationship, community. Control ”with” others. Absence of boundaries, sharing or information and responsibility, unity, wholeness. Common ground of shared vision, values, norms, outcomes. 1.Mindfulness 2.Vision 3.Heart 4.Communication 5.Courage 6.Integrity
  • 12. Conventional 1. Talk 2. Persuade other to act 3. Focus on work issues 4. Transmit data 5. Cultivate impersonality Fusion 1. Listen 2. Discern other’s needs 3. Focus on big picture, frame of reference, meanings. 4. Transmit symbolic images, stories 5. Cultivate face-to-face contact Communication Shift
  • 13. Conventional 6. Assign next task 7. Direct message to “head” 8. Answer questions 9. Controlled access Fusion 6. Celebrate completed task 7. Direct message to “heart” 8. Ask questions 9. Flood information across boundaries Communication Shift
  • 14. What are we really saying? Words 7% Tone 38% Body Language 55% Communication is 7% about WHAT you say and 93% about WHO you say it to!How do you think the communication pie is divided?
  • 15. E.A.R. 16 McKinley Solutions 2007 © E - EXPLORE using open-ended questions such as "What" and "How“ A - ACKNOWLEDGE by paraphrasing what you think the message was R - RESPOND appropriately
  • 16. 17 Stages in the Listening ProcessHearing Attention Understanding Remembering Evaluating Responding
  • 18. • Shape how others see you • Are tools of power • Persuade 3 Reasons
  • 19. • A goal • Grab attention • Engage • Enable Successful Elements
  • 20. Story Telling / Story Selling The Center for Science in The Public Interest had to convey the message that the 37 grams of saturated fat in a medium bag of movie buttered popcorn is unhealthy – the daily recommended max is 20 grams The message - "A medium-sized 'butter' popcorn at a typical neighborhood movie theater contains more artery-clogging fat than a bacon-and-eggs breakfast, a Big Mac and fries for lunch, and a steak dinner with all the trimmings - combined!“ The message stuck!
  • 21. Leadership is About Change… It’s about taking people from where they are now to where they need to be. The best way to get people to venture into unknown terrain is to make it desirable by taking them there in their imaginations.
  • 22. When telling Your stories: Be authentic Pay attention to your audience Practice Create an experience
  • 23. “Stories give people enough space to think for themselves.” Annette Simmons
  • 24. Categories of Stories Tell different types of stories to achieve different outcomes.
  • 25. Ignite Action Leadership is about getting people to change. Your story can be the spark that ignites the needed change in your organization.
  • 26. Communicating Who You Are • Establish identity and trust • Until people understand your identity and purpose, they cannot trust you. • Your listeners’ ability to trust in who you are becomes the connection that serves as a conduit for your message.
  • 27. Instill Organizational Values Compelling stories engage people on a personal level and bring values to life.
  • 28. Foster Collaboration Movingly recount a situation that listeners have also experienced and thus prompts them to share their own stories about the topic.
  • 29. Neutralize Gossip & Rumour Use a story to convince listeners that the gossip is either untrue or unreasonable.
  • 30. Share Knowledge People gather knowledge by translating their stories and other people’s stories into learning experiences.
  • 31. Lead People into the Future Leaders’ stories can enable employees to envision the future. Tell a credible, compelling story about the future and create a link between what is happening today and a positive result that will happen tomorrow.
  • 32. Nurture Innovation Organizations must innovate to survive and yet traditional corporate structure often hinders innovation.
  • 33. Build Your Brand A brand is the relationship between a product or company and its stakeholders, such as employees, suppliers, customers and investors.
  • 34. “I Know What You are Thinking Stories” Show empathy and diffuse those who would oppose you.
  • 36. Story Telling Stories are the creative conversion of life itself into a more powerful, clearer, more meaningful experience. They are the currency of human contact. ~ Robert McKee ~
  • 37. So how do you create stories that have an impact and ideas that stick with the listener? In Made to Stick, Chip and Dan Heath outline six basic principles
  • 38. Six Principles Six principles tend to be at work when ideas stick: • Simplicity • Unexpectedness • Concreteness • Credibility • Emotions • Stories
  • 39. Simplicity How do we find the core of our ideas?
  • 40. Unexpectedness How do we get our audience to pay attention to our ideas?
  • 41. Concreteness How do we make our ideas clear?
  • 42. Credibility How do we make people believe our ideas?
  • 43. Emotions How do we get people to care about our ideas?
  • 44. Stories How do we get people to act on our ideas?
  • 45. The Curse of Knowledge Once we know something, we find it hard to imagine what it's like not to know it. Our knowledge has "cursed" us - it becomes difficult for us to share our knowledge with others, because we can't readily create our listeners' state of mind. To beat the Curse of Knowledge, you must take your ideas and transform them so they're sticky for listeners, using the six principles.
  • 46. Storyboarding Storyboards are graphic organizers such as a series of illustrations or images displayed in sequence for the purpose of pre-visualizing a motion picture, animation, motion graphic or interactive media sequence, including website interactivity. A common misconception is that storyboards are not used in theatre. They are frequently special tools that directors and playwrights use to understand the layout of the scene.
  • 47. Storyboards Storyboards are used today in business for planning ad campaigns, commercials, a proposal or other business presentations intended to convince or compel to action The technique is a valuable tool in the development of presentations.
  • 48. Storyboarding Overview Storyboards go back to the very beginnings of cinema, with Sergei Eisenstein using the technique. In the world of animation, Walt Disney and his staff developed a Story Board system in 1928
  • 49. Storyboards Help to: •Identify areas where more information is needed •Identify where more analysis is needed •View the bigger picture •Easily communicate understanding •Organize the work
  • 50. Why use Storyboards? When you put ideas up on Storyboards, you begin to see interconnections, how one idea relates to another, and how all the pieces come together.
  • 51. Storyboard Examples The "brown paper technique”: taping mock-up presentation slides to a large piece of kraft paper which can be rolled up for easy transport. The initial storyboard may be as simple as slide titles on Post-It notes, which are then replaced with draft presentation slides as they are created.
  • 52.
  • 53. Topic Cards Start with a topic card, and under the topic card, place header cards containing general points, categories, considerations, etc that will come up.
  • 54. Creative Thinking … Under the header cards you will put sub-heading cards containing the ideas that fall under each header; these are the details, ideas generated in the creative-thinking session, ideas that develop or support the headers
  • 55. Group Dynamics Storyboarding works well in group sessions. When developing a storyboard consider all ideas relevant, no matter how impractical they appear.
  • 56. • A storyboard is used to brainstorm and capture all the ideas before taking action. The process involves visual thinking and planning, placing ideas on the storyboard and then arranging the components of the storyboard. The key points to remember are: • Capture all the ideas before taking action • Embrace visual thinking and planning How to Use A Storyboard
  • 57. Storyboards are good only if your project needs it. It depends on the time at hand, the complexity of the business problem, the budget and the resources. You can use the brown paper wall and story cards to make a quick storyboard and then decide which section to detail right now and which section to pick up later. When Should You Use a Storyboard?
  • 58. Storyboarding Form small working groups Using the index cards, start to write your script in storyboard format Consider the audience Share collective experiences Identify subject matter experts within the room
  • 59. Keep it simple Break the story into scenes Make it collaborative Tell a good story Points to Keep in Mind
  • 61. Mind Map • A diagram to visually outline information • Condenses material into a concise and memorable format • Anonymous collaboration • Individual expression of creativity • Facilitates team building and synergy • Enhances work morale
  • 62. Storyboarding Remember the six principles from Made to Stick Simplicity Unexpectedness Concreteness Credibility Emotions Stories
  • 63. • “Transformational leaders” use communication to inspire and galvanize change • Grab the audience’s attention by connecting emotionally in a pertinent, unexpected, tailored way • Enable your audience to envision a better future by stimulating their hopes • Make data more palatable to your audience by telling emotionally appealing stories The Language of Leadership… Remember:
  • 64.  Get the audience’s attention  Elicit a desire for a different future  Present data that supports your ideas Transformational Messages
  • 65. 1. Articulate a clear and inspiring change idea 2. Commit to the story of change 3. Master the audience’s story Six Enablers (1-3)
  • 66. 4. Cultivate narrative intelligence 5. Make a commitment to telling authentically true stories 6.Deploy the body language of leadership Six Enablers (4-6)
  • 67. 1. Surprise people with the unexpected 2. Use specific examples 3. Personalize your message 4. Attract appropriate attention 5. Tailor your communication approach 6. Emphasize the negative Getting Attention
  • 68. Seeing is believing Tell a positive story Externalise the obstacles to change Use a metaphor that points to a story Tell the story of who we are Offer a positive challenge Inspire Passion and Commitment
  • 69. • Stories convey change much more effectively than any Power Point presentation could • Set your stories in the here and now, and keep them simple and neutral • Use characters your audience can relate to and let each story build upon previous stories • Stimulate conversation by asking questions, revealing their feelings, sharing stories, prompting others to tell their stories and being straightforward The Conversation about Change
  • 70. Clear Direction? • Where are you going? Clear Strategy? • How are you going to get there? Clear set of Expectations? • What does your team expect from you ? • What do you expect from the team? 71McKinley Solutions Inc. © The Challenge of Change
  • 71. 1. Why are we changing? 2. What is in it for me? 3. What can we/I to do differently? 4. What tools/support do we have? 5. How will we be measured? © 2011 McKinley Solutions Guiding Questions
  • 72. STOP-START-CONTINUE Individual & Group Challenge: Use a Start-Stop-Continue template to create specific action for yourself 73McKinley Solutions Inc. © Take Action Now
  • 73.
  • 74. Mark R. Thompson w: www.mckinleysolutions.com e: mark@mckinleysolutions.com t: 888-769-1577 www.twitter.com/mckinleysolns www.slideshare.net/mckinleysolutions www.flickr.com/photos/mckinleysolutions www.facebook.com/mckinleysolutions www.linkedin.com/company/mckinley-solutions