"Once upon a time" is a magical phrase that stirs our imagination and captures our attention. People have used the power of storytelling since recorded history began. Some people have mastered it, and all of us can improve at it.
From fairy tales read to children to case studies taught in business school, storytelling is a powerful way to create a shared experience, says Lida Citroen. Citroen is an executive coach and the author of "The New Rules of Influence."
"Storytelling in business can explain complex ideas or data and rally around a common moral or theme," she said.
Businesspeople can harness the power of storytelling by constantly working to improve the steps necessary to become more effective.
Understand Your Personal Motivations When Storytelling
Ask yourself before sharing a story with your audience: "Why do I care about the topic?"
For example, if you have a personal connection to the story, through your own lived experience or your research, include how that makes you feel about the message, Citroen says.
She emphasizes this point with a quote attributed to Theodore Roosevelt: "People don't care how much you know until they know how much you care."
Amplify The Story Structure
A good message follows a format where each part carries equal importance: the opening, the body and the ending, Citroen says.
"Your story's opening should get my attention and intrigue me to listen more," she said. "A good opening is compelling."
The body of the story is where you unpack and support your main points. This is the "meat" of the story or message, according to Citroen.
The ending, Citroen has found, is often given little attention by orators but it's just as important as the opening and the body.
"Finish strong," she said. "A profound quote, a funny quip, a tug at the heartstrings, along with a clear call to action puts the bow around the story."
Be Crystal Clear On The Goal Of Your Message
Are you trying to inspire, inform, demonstrate or educate on a topic?
Clarify your goal so that it becomes front and center in how you unfold the story, Citroen says.
"The goal of the story should be meaningful to you but also must meet a practical and emotional need of the listener," she said.
Consider what will motivate and drive your audience to the reaction or goal you want, Citroen adds.
And keep in mind that while storytelling can inspire action, it is not a one-size-fits-all approach, said Anjali Sharma. She's the founder of Narrative, which helps companies craft stories for customers.
"The most effective leaders and influencers tailor their narratives based on the audience's priorities, time constraints and level of expertise," Sharma said.
It's only when you "deeply understand your audience can you craft the right story," according to Sharma.
Don't Confuse Clarity For Connection When Storytelling
Many of us communicate clearly, but our messages often fail to connect, says Sharma, the author of "Strategic Storytelling."
She recalls a conversation with an employee who'd attended a town-hall meeting where the CEO emphasized that the company needed to change because it was losing market share.
When Sharma asked the employee the next day what the meeting was about, the employee said: "Something about market share, but truth be told, I don't get paid enough to worry about market share."
Someone can do their individual job well, but that doesn't translate to caring beyond the scope of that job.
That moment was an epiphany for Sharma: "Many CEOs say the right things, but their communication fails to connect. If their message doesn't resonate with employees, it simply falls on deaf ears."
Find out before delivering a speech what resonates with employees and can facilitate the end goal.
Know The Difference Between Influence And Inspiration
In the boardroom, influence and facts guide decisions that shape companies, Sharma says. Inspiration, on the other hand, motivates employees to act.
She offers this real-life example: An alarming story involves a new mother dialing a company's call center because her six-month-old baby swallowed an edible baby product and was turning blue.
The representative urged her to take the baby to an emergency room.
"The baby was fine in 15 minutes, but we weren't," the company's management said. "We launched an investigation and found two key areas where extra caution was needed in prescribing this product."
"This emotionally compelling inspirational story triggered gasps, sighs and concern," Sharma said. "Such reactions confirm a connection. Listeners engage, feel for the baby, and want to improve the process."
Sharma says corporate cultures transform "not by a new process, but by a powerful story. Change doesn't happen through memos; it happens through storytelling narratives."
