Three Mistakes To Avoid in Storytelling

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Storytelling is not all fun and games. Avoid these mistakes we see far too often in business communications–and how to avoid them.

  1. Don’t confuse a message with a story. In its simplest terms, a message is a conclusion you wish people to reach. A story is the journey that gets you to that conclusion with a beginning, middle and end. A message is the end.
  2. Don’t make your story all about you. Make it about your customer. People like to read about other people–unless that person is a narcissist. Don’t be that person Don’t only talk about how great you are. Share how great you are through the eyes of someone you pleased.
  3. Don’t confuse your fancy terms with clarity and understanding. The term, XYZ Company Advantage, may sound like a terrific name for a loyalty program, but would your customer automatically equate that term with such a thing? Label things for what they are: XYZ Customer Loyalty Program. (Okay, it’s oversimplified, but you get what I’m saying, right?)

What’s This Storytelling Thing?

plato“Those who tell the stories rule society.” ~ Plato

Storytelling was considered the communications industry’s”hot thing” a few years ago. I say it never went out of style. Business communicators who use a narrative style in their communications, where they tell the story about their company, products and services, are just more interesting than those who spew a set of messages.

But what’s a story anyway? Isn’t just sharing what you’re doing a story? No.

Rather than spew a list of statistics and data about yourself and your offerings, engage people with a narrative that illustrates what you want them to know about you.

Who is involved with your organization? What are they doing that’s so interesting? Why does it matter? Where did you make a difference to them? What happened?  How did they start out one way but ended up differently once they engaged you? The answers to these questions are part of the larger story of why your organization matters.

The story of what you do provides context, paints the larger picture and evokes emotion, connection, understanding and action.

When you tell a great story, people connect what they are hearing to their own lives and experiences. They also retain what you’re telling them. Stories are stored in long-term memory whereas data is stored in short-term memory.

What to be memorable? Tell a story.

Positioning Your Organization. What the Heck Is That?

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Positioning basically means where your organization stands against all the other choices your customers have. When someone needs to hire a service or buy a product, they are exposed to any number of options. If you have a good position, you will be considered in the running and have a good chance of being chosen as the winning provider. If you have a poor position, you are overlooked.

What does this have to do with messaging?

Every organization should have a positioning statement to showcase who you are and who you are not. The positioning statement leads people to either put you on their short list of who they wish to deal with or exclude you.

Below is an example of a positioning statement we helped develop a number of years ago for a venture organization seeking to attract more people to their events (their main product).

CVG: By entrepreneurs, for entrepreneurs.

Simple, direct and to the point. Why is this powerful? First of all, you know who you’ll meet at their events. Entrepreneurs. If you are one, you will meet like-minded people who will understand you.

It also tells you who they are not. They are not the Chamber of Commerce. They are not a technology council (popular back then). They are not a trade association.

When proactively positioning yourself, you’ll first want to identify:

  • the piece of the world you want to own (or at least where you can effectively compete)
  • how you stack up presently against all the other options people have
  • what you’re willing to do to get to where you want to be

It’s key to be honest here. You can’t reach your goals if you aren’t willing to take a hard look at where you stand and why you hold that position.

The next step is to identify how you are different, why someone should be interested in you, and, again, what is accurate about your products and services. You need to know this because a powerful positioning statement:

  1. Differentiates you (tells your audience who you are compared to everyone else)
  2. Is compelling to your audience (tells them something that is interesting to them)
  3. Is truthful (tells them what they will honestly get when doing business with you)

The positioning statement is just one message in your communications arsenal. But it’s powerful, and every organization should start here before developing an elevator pitch, soundbites, advertising copy…even your tag line (what many people want to start with).

After all, if you don’t know how you want to stand out in a crowd, all other messages and stories will be like shouting into the wind.

 

Messaging and Storytelling for Greater Influence

dreamstime_s_49594866One of Four Leaf’s signature services is helping organizations refresh and update their messaging and storytelling abilities. I often hear, “well, messaging and storytelling are kind of the same thing, right?” No, not at all.

To over simplify, a message is a specific idea you’re trying to get across. Storytelling is a way to get your ideas across.

In coming weeks, this blog will be dedicated to positioning, messaging and storytelling–what it is, how to use it for greater influence, and simple exercises you can do to refresh or heighten how you communicate.

Some thing we’ll go over:

  • Defining positioning and the three main components for a strong communications position in the marketplace.
  • The top three exercises every company should go through annually to ensure their language is relevant, powerful and effective.
  • Storytelling techniques that go beyond Mother Goose and make business communications head-and-shoulders above the competition.
  • The top mistakes made in business communications around messaging and storytelling–and how to avoid them.
  • The biggest changes in communications today and how to use them to your advantage.

Check back often, or better yet, subscribe to our RSS feed to bring these posts to you.

To learn more about Four Leaf Public Relations’ positioning, messaging and storytelling work, click here.

Part Nine of the Modern Communications Plan: Messaging, Positioning and Storytelling

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Now we get to a fun part of communications planning: what you want to say.

Every modern communications plan should include a positioning, messaging and storytelling guide.

When you have a guide you are positioning your staff to be more successful in executing your strategies. It also brings consensus to employees, senior management, business units and divisions about where the organization is headed. Having an arsenal of messages to use is key to creating a strong brand and making your communications plan stay on target and be effective.

Note that I used the word “guide.” It should have enough detail to provide the right tone, top-level messages and language to help people be creative but not stray so far that they are making up their own ideas about what you’re trying to get across

It may include a positioning statement, value proposition and spotlight pitch to start, with an arsenal of anecdotes and proof points, to help the people tasked with executing the plan develop more specific and detailed messages for content and presentations.

Why is having a guide so important? Whether you know it or not, when it comes to describing your organization, products and services, you are delivering messages that set people on a path to either include you or exclude you from their future. People also naturally fall into a default way of speaking and writing. Without identifying your language, you’re leaving it up to their employees to describe the good works and products you offer in whatever way they choose. You wouldn’t leave your finances up to chance, so why treat your communications that way?

Four Leaf has a proprietary technique that involves a series of facilitated meetings with an organization’s leadership over several weeks in addition to background and intelligence-gathering about the organization, its market and its customers to help set the stage for educated message development.

Below are a number of exercises to get your started:

  • Develop a “good word, bad word” list: What words do you always want associated with you, and which words do you never want said about you? Dig deep. What powerful words, if spoken by a referral source, might get someone to act? Also, don’t just choose bad words opposite of the good words. What could people say about you, but you wish they didn’t? What buzz words in your industry have no power left in them? (e.g. solutions)
  • What is unique about your products and services that no one else can claim?
  • You started this communications planning route with an idea in mind. What was it? How would you prioritize your ideas? What’s the most important idea to get across?
  • If you could tell anyone about you and your products what would it be?
  • What is your origin story? How did the company start and why? What special ideas did the founders have?

Avoid language that states “buy my products.” No one cares. What they care about is how your product or service will make their life better.

When you go through these exercises (and there are many more), you’ll discover language, phrases and stories you’d like to get across. From there, a guide can be developed.

Read the entire template for the Modern Communications Plan here.

Four Leaf has taken about 40 organizations through its Positioning, Messaging and Storytelling process. Learn more here.

 

The Most Overlooked Part of a Powerful Message

Nouns. I lead with the punch line.

Far too many companies and organizations lead with the benefits, the adjectives, and the scintillating catch phrases, forgetting to do one simple thing: tell your audience who you are and what you do using simple-to-understand nouns.

How many times have you read: We bring unparalleled results to your most thorny problems instead of We can fix your computer?

Unless your brand is Apple or Dell or Google, no one can actually hear what you are saying (or read what you are writing) if they don’t hear a noun.

Your organization is an airline, a computer technology company, a retail store, a nonprofit association that represents lawn mower manufacturers or something entirely different. But, it is something. Say it. And, say it early.

Proving Yourself In Messaging and Storytelling

Seth Godin is an inspirational guy on any day. But his blog post today hit a nerve. It was one line that encouraged me to write: “Proof is only useful if it leads to belief.”

His post made me think of the messaging and storytelling sessions I’ve had with clients over the last 27 years of being in the public relations business. This is what I hear (often):

  •  “But, the science proves they [insert nemesis of choice] are wrong!”
  • “Look at these statistics!”
  • “Those aren’t the facts. [Insert spreadsheet] are the facts.”

Instead of layering in those facts that you believe are so compelling — and therefore must be swaying people — know this: You can come armed with all your data crunchers, spreadsheets, experts and star witnesses, but that doesn’t mean whoever you are trying to influence believes you. They might stop arguing. But, that neutralizes the conversation at best. It doesn’t necessarily convert them into customers, advocates or allies.

This is why we urge organizations and professionals to incorporate storytelling into their communications mix. Storytelling puts those proof points into context. A straight fact may seem it’s better than any statement dripping with opinion, emotion and fun. But, if your proof point is so far afield of what they are hearing elsewhere, expect some disbelief.

Next time you are trying to influence someone, ask yourself this question instead: Will they believe what this piece of data says? If the answer is maybe not, there is more work to do.

Communication Lessons from A Recent Speed Coaching Event

The other night, I joined four other communications experts to provide “speed coaching” on various marketing and PR topics at a joint UVA Innovations and Charlottesville Business Innovation Council meeting. Naturally, my topic was corporate storytelling and messaging.

Talking with business leaders and UVA Darden School students that night was a real pleasure. For one, it reminded me that not everyone thinks about language as much as I do! But, also their questions were very telling. Below are the top three questions received in the arena of messaging and storytelling.

1. Is my elevator pitch any good?

Answer: Sometimes. The most common mistakes I hear in elevator pitches include forgetting to tell people what you do upfront (hint: It usually involves a noun, like ‘I make widgets’), leading with benefits that sound jargon-y or like scintillating ad copy, and forgetting to differentiate the company, product or service from the competition. An elevator pitch should include:

  • what you do
  • what benefit is provided (that the customer cares about and can relate to, not just what sounds good)
  • something that backs up the benefit (statistics are great for this)
  • how you are different, more or better
  • a call to action

2. At what level should I differentiate myself in my messages? Wouldn’t I be boxing myself in by making it sound like I only handled a particular niche, and, therefore, send some potential customers away?

Answer: No. If you don’t take a strong position, people won’t understand why they should choose you over others. Also, don’t you want to send away those people who will never be customers and just suck up your time? Help them self-select themselves out. Differentiate yourself early and often.

3. How do I incorporate storytelling into my materials, such as press releases and my Web site?

Answer: Easily. Consider how the idea emerged in the first place. Why this idea? Who was involved? What colorful anecdote can you share? What lessons were learned along the way? Was the journey hard? Don’t bother with a boring CEO quote about how “delighted” he is to make this announcement. Rather, the CEO, in his or her quote, can introduce the “a-ha” moment around the new product or service. Or, perhaps a paragraph can be included about the journey it took to get to this point.

Also, to this last question, take a look at the About Us pages of the following companies: Dyson (the vacumn cleaner manufacturer), Nike and Adidas. They talk about their origins, how they came up with ideas, their mottos and why, where they are going and more. They read like stories, not a long list of statistics and corporate facts. (Leave that up to the Web pages aimed at investors.)

What are your burning questions about storytelling and messaging?

Getting Everyone on the Same Page With A Concept Pyramid

The concept pyramid is an exercise we’ve used to help get client’s employees on the same page. But, unlike the “good word-bad word” list exercise, which ferrets out default language your staff is using, the concept pyramid exercise helps set message priorities. It organizes everyone’s thoughts and ideas about who you are, what you deliver, and why.

It is important to note that the concept pyramid is meant to simply get ideas down on paper. It will not be the official language you use.

Similar to the “good word-bad word” list exercise, it starts with getting your key people around a conference room table (or take them somewhere where they can relax and be forthcoming). Now answer the following questions:

  • Who are you?
  • What do you do?
  • How do you do it?
  • Why do you do this?
  • Why would anyone care?
  • What else do you do that people would care about?

If you can’t answer these questions, you aren’t ready for messaging – yet. Get on the same page, conceptually, and then seek that scintillating copy to express it.

Punchy Infographics Made Easy

by guest blogger, Christine Hohlbaum

What is an Infographic? It is a story-telling image that conveys complex data at a glance. A good infographic tells a story using the visual medium. A bad one plunks down seemingly random data without an overarching narrative.

Essentially, there are four basic types of infographics:

1. The “state of” an industry/trend/idea: These infographics are great for celebrating a milestone or sounding a warning alarm. The best ones combine timelines with a vision of how fast the world is changing.

2. Viewer Resource: Great for building goodwill via “how to” resources, supplying a utilitarian bulletin-board “guide” to a topic, curating “sticky” experiences with interactivity or repurposing promotional items, these infographics can be posted on a wall and used as a guide.

3. Comparative Image: Comparative infographics can inject humor and levity into content with items that are clearly different, or can help extent a public debate, such as a Mac vs. PC infographic.

4. Evolution: Good for “food for thought” content, establishing authority, triggering deeper discussion or debate.

Before you can even put your fingers to the keyboard, you have to consider several steps first. Like a movie script, infographics require a certain level of brainstorming and sketching to plan out your storyboard before you get to the details.

Research. Decide what your subject is going to be and do some research. An infographic is not just a pretty picture: it says something. Avoid presenting stale, outdated information. Ask yourself, “What do I want people to know? What do I want it to say?” Hard data is essential. The more powerful statistics you have, the better. But don’t overload your infographic with random data as you might your plate at Thanksgiving dinner. The consequences are a jumbled image with too much information!

 Brainstorm. Once you have some hard data to work from, consider the layout and design. Infographics often work best when the graphics reflect the subject of the data, so let the data inform and drive the design. In this part of the design process, explore as many avenues as possible.

Develop Concepts. Once you have outlined your ideas into a storyboard format, identify several more coherent concepts. Get your business partner or friend to help bounce ideas around. Like a doctor’s visit, getting a second opinion can never hurt.

Pare it Down to One Idea. As you refine your idea, continue to draw the infographic. You can use index cards with each idea if you are a hands-on type of person to easily move the various parts back and forth. At this point, you should begin to see the finished product coming into form.

Finalize. Put on the finishing touches with any last-minute tweaking. With infographics this usually means adding highlights/textures to really make the graphics pop.

Best Practices 

  • Always include your sources, including your own Web site URL, somewhere on the image.
  • Use HTML for people to embed the image while linking back to your site (SEO-friendly solution).
  • Host the infographic on your Web site. Have people link to it. Some blog platforms (WordPress.com) allow you to post an image without having to upload it using the link itself.
  • Make it snappy. Snapshots are punchier than super-long images that require scrolling.
  • Add every image to your Pinterest.com account.

Christine Louise Hohlbaum is a long-time consultant at Four Leaf Public Relations. When she’s not tweeting or posting an update, she’s thinking about her next blog contribution. Her motto? I blog, therefore I am. http://powerofslow.org