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<- Return to Articles HOME Story Power for Teams
page1 page2 by Evelyn Clark and Paula Bartholome
...continued from page1 As anyone who has worked with teams knows, team development does
not necessarily proceed in a linear fashion from one step to the next. A team in
the performing phase may need to return to the storming stage when new members
arrive or when disagreements arise. Shared values may be revisited, and the team
can once again share stories that facilitate the team development process,
reinforcing the values, roles, and rules that the members agreed upon. Stories
that are shared with others in the organization serve to reinforce corporate
values and help to create a "sacred bundle" of connections across departmental
and office boundaries.
The Story of a Team in Trouble...
The Account Services team at the Seattle office of a worldwide
advertising firm was frustrated and discouraged in its role as
facilitator/interpreter between clients' objectives and the actual products of
the agency's creative services department. The creative output often was very
imaginative but missed the mark in communicating the client's key message. The
pressures of regularly being caught in the middle had resulted in a turnover
rate on the Account Services team of nearly 50%. The influx of new members
required the team to quickly refocus on the Forming, Storming and Norming stages
of development to avoid diverting any more energy from their primary work:
delivering high quality, on-target ads for their clients.
During a storytelling session at a team retreat, the group was
able to identify their shared values and reach consensus on the team mission, or
story. By clearly articulating who they were as a team-identifying their
strengths and unique contributions, as well as the benefits of their
contributions to the organization-the team members experienced a complete shift
in perspective and attitude. Armed with their newly shared understanding, a
cogent team story and strong consensus, the Account Services representatives
were able to focus on their unique collective ability to make a significant
contribution to the agency. The energy that was created by the story process
enabled the team to achieve a high level of productivity for the balance of
their retreat and to return to the workplace with renewed enthusiasm for their
role in the agency.
How to Get Started with Stories
When you start purposefully using stories, you may feel a bit
uncomfortable, just as your feet are uncomfortable with a new pair of shoes that
haven't been broken in yet. You know you want the shoes and that they'll serve
your purpose very well, but for the moment, you're very conscious of them and
the discomfort of wearing them. Similarly, becoming comfortable with
storytelling may require that you "break in" your storytelling skills. Here are
some tips to help you make the transition to a new way of communicating:
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Be Yourself. The most important characteristic for a storyteller
is to be genuine. When you tell stories that you know in your bones (yes, it
requires practice!) and that contain messages you're passionate about, people
will overlook any mistakes you may make. In fact, slip-ups will humanize you,
and the willingness to exhibit or acknowledge their own human shortcomings
serves most leaders well! Professional storytellers don't worry about getting
every word right every time; they're interested in conveying the big picture of
universal ideas and meaning. According to Clara Pinkola Estes, author of The
Gift of Story, "There is no right or wrong way to tell a story. Perhaps you will
forget the beginning, or the middle or the end.... It is the experiences you
share with others and the stories that you tell about those experiences
afterward, and the tales you bring from the past and future that create the
ultimate bond." Leaders, too, focus on communicating ideas and meaning to
encourage action, especially in the absence of all the facts.
-
Remember to K. I. S. S. (Keep It Short and Simple). Remember,
you want to show, not tell; you want to convey meaning - not necessarily facts.
For example, if your story is about the importance of getting everyone's input
before making a decision, talk about the impact of missing one great comment, or
the success that resulted when one team member wouldn't be silenced. Don't load
up the story with details that get in the way of your key message. An effective
story makes your point in a few minutes by engaging your audience with language
that everyone understands. And don't forget: stories contain characters, plot,
meaning and emotion. If any of those elements is missing, you probably don't
have a good story.
-
Don't worry about props. Who are the people you consider great
communicators? Chances are they tell stories without relying on props or
PowerPoint slides. Storytelling is an oral tradition that paints word pictures.
The complexities and interrelationships that stories convey are virtually
impossible to create visually in as meaningful a way. When Stephen Denning,
Program Director Knowledge Management at the World Bank was asked why he used
storytelling he said, "Nothing else worked. Charts left listeners bemused....
Time after time, when faced with the task of persuading a group of managers or
front-line staff in a large organization to get enthusiastic about a major
change, storytelling was the only thing that worked." If you want to persuade
team members, tell a story. Don't issue an order or create elaborate
presentations.
-
Make it seamless and appropriate. Stories should be a seamless
part of your communication. You don't need to emphasize that you're telling a
story; people will readily understand. Your job is to select a story that is
appropriate to the situation so that your audience will receive your message.
Should every communication be in story form? No, absolutely not!
Just as you don't regard everything you see as a nail when you're holding a
hammer, not every message is effectively delivered through a story. Stories
probably aren't the most appropriate way to communicate strictly factual
information, such as financial performance, decision-making criteria, and
timelines or resource constraints. And they may be a frustrating delay to a
quick response to a simple question. However, when you need to make a memorable
point, persuade and inspire action, align purpose or clarify values, try putting
the power of story to work for you!
Authors/Workshop Material
Evelyn Clark, The Corporate Storyteller, helps organizations,
work teams, boards of directors and individuals develop values-based stories
that spread like wildfire and propel them toward their vision. She is an
inspirational keynoter who has re-ignited the spark in organizations such as
Costco Wholesale, University of Washington, Publicis, and American Marketing
Association.
Drawing on 20 years of policy-level experience, Paula Bartholome
helps individuals and organizations gain a new perspective on communication and
organizational issues to enhance performance, strengthen working relationships
and increase job satisfaction. She also teaches courses on using stories in
business settings at DePaul University's School for New Learning.
To receive material from the workshop on this topic or for more
information about using storytelling in your organization contact:
Other Resources/Credits
This article may be republished electronically. Please ensure the following resource box is maintained in tact.
© Evelyn Clark, The Corporate Storyteller, is president of Clark & Company, a marketing communication firm in the Seattle area. A public relations practitioner with more than 20 years experience, she was accredited by the Public Relations Society of America in 1986. Her firm's services include facilitation of retreats and communication workshops, marketing and communication management, media relations strategy development, and media training. http://www.CorpStory.com
All Content © Clark & Company 1993- (unless otherwise indicated). All rights reserved.
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