What Is Your Story?
I was inspired recently, (and once again), by Dr. Michael Gerharz. Michael is a pure genius in communications.
He was writing recently about the power of story and storytelling.
As leaders, storytelling is a very useful tool to have in our tool belt. Through stories we can:
- convey meaning, context;
- inspire action, educate, and connect;
- all in all make a difference.
In our organizations. And in the world, if we so choose.
Many of the leaders reading this are great storytellers! They know when a story is the best means to convey an important lesson. They know when a story will move their team to action. They know when a story — a personal story from the heart — a story based in vulnerability is what is most needed.
Some know how to masterfully draw out the real story from data and across various sets of data.
They know when a story will move people to action quicker than the raw facts. Exceptional leaders know how to draw meaning out of situations and initiatives — out of both failed efforts and wild successes.
Great leaders have learned the craft of storytelling: how to open the story, how to tell the story, and how to leave the audience with its lasting lesson. Even without expressing it. That is the key value of storytelling — the lasting lesson.
Storytelling is a powerful tool that every leader should know how to wield with ease. But it takes practice to craft and hone.
Michael’s recent article about the story of Moleskin is what inspired this article. Moleskin’s approach to telling the story, in their way. Shaping their brand through storytelling.
Thank you, Michael, for putting that into such clear words. For others to see.
Over the years, as a leader and as an advisor, I too have accumulated numerous stories that have shaped my work and have been heard by many of you that are reading. I’ll share a few as potential inspiration for those who may have not heard them yet. Or as a preface for those who may have an opportunity to hear them in the future in the context of our work together.
My long standing colleague, Doug Horne, imparted many stories about the journey to excellence. I was fortunate to have Doug as one of my mentors as I led Rutland Regional’s journey to excellence, and was honored when he asked me to be a partner with him in consulting until his retirement. Throughout our workshops, Doug and I infuse stories that help emerging leaders, effective leaders, and transformative leaders to make a difference in their organizations.
One story that some of you have heard in my Management By Fact workshop comes to mind:
There was a hotel chain that had recently adopted a new “customer service” approach. They had placed signs behind the check-in desk that said “If you’re not checked in within two minutes, your hotel stay is free.” On this particular day, there was a long line forming at the hotel registration desk. Behind the desk, there was some sort of commotion; the staff were trying to sort it out. The line was getting longer. A gentleman in line was observing the growing line and the apparent confusion behind the desk. Eventually, the staff got things settled, and each took their positions at the counter. Folks from the long line were called forward to check in. This gentleman approached the third staff member, and gesturing to the sign behind the desk, he said, “Well, I’m assuming my stay will be free.” The staff member, looking perplexed, said, “I don’t understand.” He pointed quite directly to the sign behind the staff person’s head. And she said, “Oh, no, no, no, you don’t understand. The two minutes starts when I call you forward.”
Where are we and our staff missing the point?
We can become a good organization, and in some cases even a very good organization, by thoughtfully and rigorously improving our internal processes. But I would argue, and the Baldrige excellence framework would wholeheartedly validate, that one can only become a truly excellent organization when value is viewed through the lens of the customer. When our processes and our plans and our people are aligned around our customers and their genuine needs.
I also am continually inspired by the way in which Patrick Lencioni brings forth his research and understanding about teams, team effectiveness, and organizational team “culture.” In almost every one of Patrick’s books that I’ve had the opportunity to read, he conveys leadership lessons through fables. The Five Dysfunctions of a Team is a leadership fable, about a team, a fictional team, but one that will seem eerily familiar to many of you.
Many teams recognize within the pages of the fable what is keeping them from delivering results.
Another great storyteller who I have had the pleasure of meeting virtually, learning from through his closest colleagues, and of course, by digesting many of his classic books is Marshall Goldsmith. Marshall’s latest book, The Earned Life is filled with stories — impactful stories about people who happen to be leaders.
The earned life is not an easy path to follow, but one that many of you are striving for. I hear it in our conversations… A desire to live a life without regrets. A wish for greater clarity of purpose. A yearning for connection and making a difference.
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Kathy Letendre, President and Founder of Letendre & Associates, advises organizations and leaders to create their excellence advantage.
Contact Kathy by phone or text at 802-779-4315 or via email.