Telling Stories in the workplace

Why ìOnce upon a timeÖî has become a powerful tool in business

When imagining a storyteller, visions of colourful classrooms and captivated children spring to mind. But far from the world of shining knights and beautiful princesses, storytelling has become a growing phenomenon in a very different arena ñ that of the business world. In a demanding and challenging business climate, phrases such as ìOnce upon a timeî are helping to shape the way forward for leaders in resolving some of the most crucial issues.

Sue Hollingsworth is a storytelling consultant. A unique occupation with a befittingly unique title, Sue was one of the first people in the UK to use stories in the business environment. Sue works alongside The Chaos Game, a company which delivers a range of development programmes for organisational leaders, in association with The NTL Institute for Applied Behavioural Science. Bringing together what may initially seem to be the most disparate of ideas, it was a career move which made Sue realise the way stories could be used to positive effect within a business context.

Sue explains: ìHaving worked for over 10 years at Director level in business development roles for various US companies, I chose to retrain as a professional storyteller in 1994. It was only then that I realised the potential stories could unlock when used in a business context.

ìTelling stories is the primary way we make sense of the world. When a story is told imaginatively, vividly, memorably and authentically it has far reaching appeal and this is what makes stories such an effective tool for leaders. Stories are engaging. They ignite the imagination, have the power to influence, motivate and absorb an audience. Whether it is a personal anecdote or a simple fable, stories function in the workplace by breaking down barriers and creating a sense of connection, making sense of situations and inspiring initiative and innovation.î

For many, understanding how the seemingly unconnected concepts of storytelling and business can merge is a challenge. This is partly due to how we compartmentalise the way we engage with one another in a business environment as Sue explains:

ìIn a business environment we are traditionally encouraged to think scientifically and logically. The emotional side of our brain does not typically enter into the equation. In a fast paced working environment where deadlines and difficult decisions take precedence, an extremely useful tool ñ the imagination - is often neglected. Companies talk of visions for the future and conceptual ideas, relying on their employees to use their imaginations to visualise the outcomes. Drawing directly on the imagination to create a more productive and communicative working environment is often disregarded.î

As Sue explains, stories have the ability to get the point across to a wide range of people both effectively and memorably:

ìLeaders need to reach a lot of people, and their time is precious. When giving a presentation or holding a meeting, leaders not only need to ensure that the message they are communicating resounds with the people within the room, but also travels outside of it. When told well, a story has high impact, is much more memorable than facts or data alone and tends to be repeated and spread throughout the organisation, increasing its effectiveness.î

The contemporary challenges which most organisations are struggling with make storytelling an even more appropriate approach than ever before. Companies are expanding, standardising and becoming more global ñ creating issues which can be resolved through the use of storytelling as Sue explains:

ìJust to mention three areas that many leaders I work with are engaged in: the need for those in leadership roles to connect with employees is imperative. Many companies are realising that power point presentations simply donít work. The speaker is traditionally reading from notes, or from the screen and this combined with a darkened room results in a lack of connection with the audience. Secondly, organisations are getting bigger, and more global, bringing together people from many different cultures. Thirdly, there is a lot of standardisation within the business world but the one element which makes you stand out from your competitors is your staff and you need them to be motivated, memorable and on message. Stories can be effective in all of these scenarios. They have the power to create a high level of connection and meaning, cut across cultural and racial divides and inspire and motivate people.î

ìThere are many scenarios where a company can use storytelling. For example if a merger has taken place to form a new organisation, it is likely that each individual company will have its own language, story and mythology. My role in this situation would be to introduce a story which could be related to staff positively, creating a sense of unity and a common language. Equally if an organisation doesnít have a story that they are communicating to staff, they run the risk of creating a story vacuum where employees create their own story and spread it via the grapevine. This can obviously result in negativity and conflict within the organisation.î

Two of the types of stories which can be used within the workplace are personal and traditional stories.

Sue continues: ìPersonal stories where leaders relate something biographical can humanise and personalise a scenario, create a connection and sense of understanding, as well as inspiring and motivating. If an employee can comprehend why the people at the top are taking certain actions, they are far more likely to react positively.

ìEqually, traditional stories can be used powerfully in various ways. As a storytelling consultant I am initially invited to go into the organisation and interview people to uncover more about the issues they are facing. Once this has been analysed, I identify a traditional story which looks at these very same problems in a metaphorical way. Traditional stories have been around for hundreds of years. They usually survive because they have something of real significance to say to us today. In this case a story can be effective in allowing employees to distance themselves from the given issue and engage with it from a more creative angle. They are also far more likely to be inspired and motivated, understand and retain the message being related when it is couched within the traditional format of a story.î

There are a number of practical tips that leaders need to be aware of which are integral to telling a story effectively.

Sue says: ìFirst of all choosing your story is crucial. Make sure it fits the purpose you intend it to serve. Be strict and ask yourself, does my story illuminate the situation or problem, does it speak to me and therefore will it speak to my audience? If the answer is no then the likelihood is that it will not address the issue you aim to resolve and simply go over the heads of your audience. Secondly, you have to be connected to and believe in the story. Telling a story authentically is vital. Your audience will pick up on your tone, your body language and sense of conviction. If there is no sense of genuine connection, leaders run the risk of being seen as inauthentic and not worthy of following. Finally make your story as interesting and memorable as possible. Look at your tone, voice, body language, gestures and pauses as these all contribute towards making the story enlightening and engaging.î

ìIf you are in the presence of a good story, well told, it changes the way you think and feel about something - in a business sense this is an extremely powerful approach to embrace.î

Sue Hollingsworth will be delivering ìLeading with Vision and Voiceî, a development programme for senior women leaders and entrepreneurs, alongside Kate Cowie, founder of The Chaos Game, in Edinburgh on the 16th & 17th and 19th & 20th of June. This two day programme will draw on the contributions of past and present women leaders and the ancient practice of storytelling, to enable participants to create a personal vision for their leadership and to develop their capacity to inspire and motivate others to follow them, even in the most testing circumstances.

For further information and to book a place on this course visit www.thechaosgame.com or call 01224 734337.