Organizational Storytelling: A Synopsis
By · CommentsOver the last few weeks, I’ve shared the steps to organizational storytelling using the Hero’s Journey template. I have been asked to put the steps into one post.
The general pattern is from Joseph Campbell, the great philosopher and writer. He wrote extensively about the template, which goes something like this:
A hero is called to leave his common everyday life to explore the wonders of the world. Mystical forces are there encountered and a conclusive victory over an adversary is won. The hero returns from this mysterious adventure – forever changed and more powerful – and with this new power, understanding and wisdom, can (and does) bestow benefits and gifts upon his fellow man and the Universe is now a safer place. The End.
There are 17 steps in Joseph Campbell’s Hero’s Journey, but I boiled it down to four parts for the business world.
Step 1: The Call. This is the beginning. The hero of the story goes out into the new world responding to a call to action. There also is a sense of a resisting this call to action, as if he or she knew the journey was going to be hard. What was wrong that had you believe something could be better? What idea did you have that could move the organization from point A to point B? What did someone say when they brought this idea to the meeting? There are a myriad of ways stories start. For more, including examples, read it here.
Step 2: The Journey. This is the largest part of any story and is generally considered the middle. It is what happens or the expedition. Often our hero quickly discovers the road really is harder than it seemed at first. He or she meets friends along the way, runs into obstacles, meets a villain or adversary, and there are twists and turns. Show how you thought how something was going to go one way and then it didn’t. That will make it more interesting. Read more here.
Step 3: The Achievement. This is where the hero slays the villain or adversary. The achievement is simple, really. What happened? Just say it. It’s the pay off. Give it to your audience directly and succinctly. Read more here.
Step 4: The Transformation & Return. This step is meant for the storyteller to share what was learned. How were you or the company changed? And, what does that mean? How is your department, company, industry better? How was that customer’s life changed? Also, share what it means and how life is better for others. A story that can convey a message, wrapped in a narrative with meaning, can inspire change in people just by them listening to it. Read more here.
Thank you Internet and social media for turning the world of media relations on its ear in the last five years. It was time for such a communications upheaval. It is creative and exhilarating.
But, this revolution has not been without consequences. And, we have seen something new emerge, which has us a little perplexed and unsure of how we should feel about it.
First, know that we are unafraid of new trends (we’ve seen quite a few come and go). You could say we are “well-seasoned.” Four Leaf is comprised of PR professionals who have all used a typewriter for work (not at a museum just to see what it feels like), can recall when a two day turnaround at a mail house was considered fast, and can tell you what a color separator used to do.
We have watched the world go from a one way street where you could only go 35 miles an hour to an information superhighway (remember that phrase?) where you have to go the speed of light just to be seen or heard. You could say the world has grown into Audrey, the flesh-eating Venus flytrap from the Little Shop of Horrors, crying out Feed me! Yet while the world’s insatiable appetite for information, entertainment and material has grown, one little wrinkle formed: not enough people to fill the content hole.
In fact, today’s media outlets are so hungry for content that we hear more questions more than answers to our media pitches. We used to hear, I liked the idea. Let me get back to you after I’ve talked with my editor. Today, we most often hear, Sounds great. Can you produce a 1,000 word article on that topic for us?
But, that’s not the trend we’re noting today that has us scratching our heads. It’s this: we have seen an increasing number of “journalists” who, well, aren’t. They aren’t even close. These writers, who clearly have good backgrounds in their topic, come from anywhere: from non-media companies, from non-profits boards, from the blogosphere, from twitter (because they were prolific there?), from PR firms.
The surprising part of this is that we didn’t know they weren’t a card-carrying journalist until we did some digging. It wasn’t apparent that these were not “media people.” They were hired to write. There is a difference. Journalists aren’t supposed to have an agenda except to write an unbiased account of what happened. Writers from a non-media source can cross the opinion line.
We’ve run into writers for Forbes, CNN, Psychology Today and more who own PR firms, are book authors, or own software companies and other non-media businesses. Hiring writers from non-media sources is not uncommon. But, the fact it’s not transparent that they aren’t on the media’s payroll is what has us wondering what has happened.
Have you noticed this? What do you think of this trend? Smart and savvy? Or, dishonest and scary?
While there are many snares in organizational storytelling, a few have been worth noting: too much corporate jargon, nothing unexpected shared, and telling an irrelevant or even insulting story to an audience. But one snag that trips up many presenters and communicators is making the story either too long or too short.
In our experience, too many business stories are too long.
Brevity is the soul of wit, wrote William Shakespeare. And one of the most famous stories of all time by Ernest Hemingway is just 6 words. “For sale, baby shoes. Never worn.” But, what is too short, then? Be too brief in a business setting and the message gets lost.
A story is the right length when just enough detail is given – 2 or 3 small details – to paint the right picture of what happened.
Wanting to get in every detail to share an accurate account of what happened appears to be a strong pull. However, you should be striving to tell the truth of the story – not ever detail that got you there.
Another Storytelling Danger To Avoid: Predictability
By · CommentsIf you are interested in adding the storytelling technique to your communications arsenal, good for you. Storytelling, the art and science of sharing information via narrative, is an ancient form of communication. Human beings around the world have used storytelling to get their ideas across for millennia. Over the ages, it has outlasted every fad, technique and notion around persuasion and discussion. And, there is a good reason for this. It works.
But, avoid the dangers that lurk. The last few day’s I’ve been blogging about some of the pitfalls. Here’s another: nothing surprising happens.
We all know that stories have to have a beginning, middle and end. But, they also need to have some air of unpredictability to be interesting. What do we mean? Having an ending that isn’t easily identified is good. But, hearing something in the middle that they weren’t expecting, as well, is even better.
Too many business stories do not have enough suspense or twists and turns. No need to turn your story into a saga with such details. But, do include soemthing that will perk the ears.
Be wary of adding something that is meant to trick, however. Audiences don’t like to be deceived. Film director M. Night Shyamalan is brilliant at his sudden twists. But, even he sometimes can miss the mark. The surprise introduction of new information worked in the Sixth Sense. (The psychiatrist was really a ghost.) It didn’t work so well in The Village, with critics (and viewers) feeling they had been duped. (The time frame of the movie went from years past to suddenly being in present day.)
Think of a twist along the veins of Mattel finally having to admit that their famous Barbie doll’s measurements were an impossibility. (Should she be a real woman, her original measurements would have been an impossible 36-18-38.) Or, how Walt Disney had numerous business failures and bankruptcies before finding his magical formula. In fact, he was fired by a newspaper editor because, “he lacked imagination and had no good ideas.” Leaving those details out of their stories would have made their eventual success less interesting, no?
We are so fond of our big words and our intelligent phrasing. We think “marketing speak” – the way of presenting products and services that is meant to convey that we are intellectual, smart and savvy – grabs attention.
Even when we tell a story the pull to throw in a few buzz words is strong. Because, we must create a sense of being so smart that you simply must listen to us, right?
Wrong.
If you believe your 24/7 enterprise solution brought that mission-critical project to fruition, adding to the corporate bottom line and realizing a greater ROI than the other guy down the street – and you tell the story that way – you have successfully put your audience to sleep. Or, running from the room.
You may have all the elements of a good story — the hero/main character, a villian or adversary, twists and turns, a big change for the person or organization. But, don’t forget that real world language is necessary to create a relationship between speaker and listener. If your audience is highly technical, of course, use the language of that audience. But, authenticity trumps jargon any day, no matter who is listening.
Too much jargon makes it appear you are trying too hard — trying too hard to sell. No one wants to be sold to. They want to willingly buy-in.
Lead your audience to somewhere new with your organizational storytelling. Don’t hit them over the head with how smart you are by trying to sound like it.
Over the last few days I’ve written about the four major steps in organizational storytelling, modeled after Joseph Campbell’s Hero’s Journey. But, even with all the right elements in place, there are pitfalls to avoid.
For one, be sure you are telling your story to the right audience. Or rather, have the right story for the audience.
Ensuring your story resonates with your listeners requires you know something about them. I am not talking about deep market research. Just some basic facts will do. If you are speaking before a group, are they from a particular industry? Have a common need, vision or issue? If it is an individual, do you know them personally? (If not, keep the story as universal as possible.)
For instance, if you are speaking to a group of people in the hospice industry do not tell a story about how your rock climbing injury kept you from reaching the top of Mount Everest. If you are a CEO and are lamenting about your contractor problems on your beach house before an audience that could never afford such a luxury, expect to miss the mark.
Universal themes are always the safest bet, unless you know the group or individual intimately. Being relevant is more important than being titillating.
The Final Step To Powerful Storytelling: The Real Payoff
By · CommentsThe final stage in the four steps to powerful storytelling is the Transformation & Return.
The most important part of storytelling — to keep it from being relegated to just an anecdote – is that you must share how someone changed. Someone was one way at the beginning of the journey and now they are another way. You have to share how a person or a set of persons is different and how that has meaning for whomever you are talking to. A transformation has to have occurred, and it leads people to believe they could change, too. Otherwise, what is the point, right?
Luke Skywalker found his courage and his place (not to mention his father much later down the road). Frodo’s quest lay in a spiritual awakening. The series of events I shared over the last few days about James Dyson could have been reduced to just a historical timeline by an inventor. But, in his story, he can say to this day, other manufacturers try to copy Dyson technology. It changed the entire vacuum cleaner industry’s focus. And, I am sure if he were here to tell you his story he would talk about epiphanies he had along the way, how he is different and what lessons were learned.
When you think of a story you wish to share in an organizational setting, think about what was transformed. How were you or the company changed? How is your department, company, industry better? How was that customer’s life changed?
But, it doesn’t end there. The final part of this step is to then share what it means and how life is better for others. After their journey where the hero achieves a victory, they return home not to go back to life the way it was. Frodo returned to the Shire forever changed and eventually passed on to the West. Luke Skywalker continued to fight the good fight with his friends. And, James Dyson, now successful, didn’t settle for just changing the vacuum cleaner industry. He birthed a foundation, the James Dyson Foundation, which seeks to inspire and encourage young people to study engineering so that they may bring the world better design and innovation.
This is where the story can be elevated from survival and individual gain to inspiration and community gain. A story that can convey a message, wrapped in a narrative with meaning, can inspire change in people just by them listening to it. And, we all know that — from the business world to the non profit world – we all could use a dose of inspiration right now.
The third step in telling a good story in a business or non-profit setting is to share the “win” or the Achievement. ” This is where you or someone slays the dragon. (Click here to read steps one and two.)
Every good story has a villian or adversary that puts up a roadblock. And, this obstacle must be overcome. Luke Skywalker blows up the death star. Frodo throws the ring in the fire (among other achievements along the way). And, for James Dyson, his story continued when he decided to keep his patents alive, paying the hefty royalties to do so, even while on the verge of early bankruptcy. He thought he might need it someday. And, he did. In 1999, he won a copyright infringement suit against Hoover, one of the largest vacuum cleaner manufacturers in the world. In essence, he slayed the copycats.
The achievement is simple, really. What happened? Just say it. We cut the head of the enemy off with our sword. We won the funding. We sold him the deal. We won the court battle. This could be the shortest section of your story. But, it’s the pay off. Give it to your audience directly and succinctly.
This step is where most action films stop. But, the ones who continue on to the fourth step are the ones who receive the accolades and awards. Can you guess what it is? On Monday, we will discuss the fourth and final step of the Hero’s Journey and how you may apply it to your own communication.
Part two of the Hero’s Journey, as applied to organizational storytelling, is the Journey. Yesterday I wrote about how the story starts – the Call. Today, we tackle the largest part of any story – what actually happens or the expedition.
In some of the most famous stories of all time, like Star Wars and the Lord of the Rings trilogy, the journeys are long and arduous. Luke Skywalker meets up with Obi-Wan Kenobi. He goes to the alien bar. He meets Hans Solo. He attempts to rescue Prince Leia. He learns to fly. The Hobbits go to an inn where they are almost killed. They run into the Nazgul. They go to Rivendale. They meet the elves, and a hundred other adventures. But, in business storytelling, the journeys — while they contain details and “happenings,” needn’t be so drawn out.
For instance, James Dyson, whose story I began to tell yesterday spent 5 years and built 5,127 prototypes to deliver to the world the first bag-less vacuum cleaner. Those numbers alone can be enough to showcase a pretty long journey.
But, you still must follow some basic rules, such as how and where you discover the road really is harder than it seemed at first. You meet friends along the way. But you also run into obstacles, the largest of which is the villain (or dragon or adversary). You must introduce the villain. Otherwise, you might as well just recite a timeline. In a business setting you might say, we all knew we were fighting inertia, the economy, the competition, a specific naysayer…”
James Dyson discovered that major vacuum manufacturers were not interested in his new technology. Want to know why? They weren’t really the enemy. (It’s really interesting if you can identify a villain that is not so obvious.) The enemy for James Dyson was the vacuum cleaner bag. Did you know the vacuum cleaner bag industry was worth $500 million dollars every year? (Who knew?) The manufacturers were not interested in giving up such a lucrative accessory, so they turned him away. But, then he eventually licensed his design to Japan and the royalties from that deal allowed him to manufacture a machine under his own name.
I am sure there are many, many things that happened in Dyson’s Journey that we do not know about. But, you don’t have to weigh it down with endless detail. In business storytelling, you give just enough of those details to give it some color and scenery. Include twists and turns. Show how you thought it was going to go one way and then it didn’t. That will make it more interesting.
Tomorrow, we discuss part three: The Achievement. (And, you thought just having a bag-less vacumn cleaner was enough?)
Yesterday I wrote about the Hero’s Journey and how using this simple pattern can elevate your ordinary communication style to one that is more powerful and effective.
Joseph Campbell, the great philosopher and writer, identified the pattern:
A hero is called to leave his common everyday life to explore the wonders of the world. Mystical forces are there encountered and a conclusive victory over an adversary is won. The hero returns from this mysterious adventure – forever changed and more powerful – and with this new power, understanding and wisdom — can (and does) bestow benefits and gifts upon his fellow man and the Universe is now a safer place. The End.
Step one of the pattern is The Call. The hero ventures forth into this new world after hearing a call to action.
Because, really, something had to start this whole story. Gandalf shows up at Frodo’s house looking for the ring. R2D2 shows up at Luke Skywalker’s ranch with a message that he accidently encounters.
There also is a sense of a resisting this call to action, as if you know the journey you are being called to is going to be hard. For instance, Frodo and the other Hobbits didn’t want to leave the shire. Luke Skywalker felt there was more but he couldn’t leave his aunt and uncle.
But, they all felt like there was something more. Frodo was given the ring and enticed by Gandalf. Or, in Luke’s case, his Aunt and Uncle were killed. In a business setting, it might look like the following.
In 1978 James Dyson, now founder of the Dyson vacuum cleaner company, noticed how the air filter in a spray finishing room was clogging with powder particles. So, he designed and built an industrial cyclone tower, which removed these particles by exerting centrifugal forces greater than 100,000 times those of gravity. And, he thought – could the same principle work in a vacuum cleaner? That was his call.
(Note: You can read this on their version of an “About Us” page. Brilliant communication move on their part.)
Every story you want to tell in business had a beginning. What was wrong that you believed could be better? What idea did you have that could move the organization from point A to Point B? What did someone say when they brought this idea to the meeting? There are a myriad of ways stories start. But, they all have a call, a beginning.
Tomorrow I will write about part two of the Hero’s Journey for organizational storytelling: The Journey.
