Interview with Jay Cross on 21st Century Leadership & Stories

During Jay Cross's trip to Monterey I had a chance to catch up and learn about his new work on 21st Century Leadership Skills. Of course we had to talk about a stories.


Jay posted this blog with a few impressions from our lunch.


READ JAY'S SUMMARY OF OUR CONVERSATION


Below are two videos from a second conversation...



Here's another video with some more sound bites from our conversation...

 For more complimentary resources - white papers, tips, techniques, tools

CLICK HERE

Exploring the Boundaries of Stories & Organizational Respect

How Can We Engender Respect & Attention With Our Stories?

I’ve always been fascinated with how stories connect with one another. For most of us who are not natural performers or orators telling a single big story in a compelling way seems daunting. I’ve noticed that most stories are more like snippets; small bits and pieces. Even when they’re not the flow of conversation between people or the impromptu opportunities that present themselves for sharing stories requires us to condense our stories.

Here are some questions I’ve been thinking about:

How do stories change when we need to collapse them?
How much can we condense or abbreviated a story before it loses its impact?
When we link several stories together (two or more in a rapid string)? How does that impact us as a teller? And what effect does it have on listeners? Can they follow us? Will it trigger stories for them?

I’ve been releasing short two minute video blog pieces where I have been experimenting with story richness. I’ve been playing with story forms (anecdotes, metaphors, visual metaphors, clichés, alluding to other personal stories without going into them, and references to well known stories or movies, etc…).

How do these “story forms,” enrich conversations and presentations and when do they detract? Are they still stories? Are these story skills more easily practiced by others because they might mimic natural forms of communication better? Can we be more mindful and aware of these forms of stories and by doing so become more effective at connecting with each other?

In my latest video I gave myself a hard challenge. I wanted to tell three stories in less than a minute and half and still have it be cogent, effective, evocative for others, and well connected to the front part of the video. I then further challenged myself by giving myself one take only. I turned the camera on and away I went. I had a mental schema in my mind and I had identified the stories but I had never tried telling them all together and I had never tried to tell them all in less than a minute and half.

Here’s the result. I’d love to hear people’s experiences and thought about the questions. Here's the short video to jumnpstart your reflections and our conversation...

Organizational Respect from Terrence Gargiulo on Vimeo.

Meaningful Conversations Drive Meetings

What makes one conversation rich and satisfying and another one merely transactional? And what kind of communications do you believe produce the best results in organizational meetings?

Think back on a meeting that had both satisfying conversations and results…

Do you see any connection between the nature of the conversations and the results? Was the meeting completely staged or was it fueled by the dynamics and energies of the people involved?

Join me for two minutes of reflection and then share your epxeriences with me.

Meaningful Conversations Drive Meetings from Terrence Gargiulo on Vimeo.

Now your turn...

How do meaningful conversations and meetings work in your organization? What techniques have you used to strike a balance between the critical structured tools of agendas and protocols with the informal dynamics of conversations.

Thanks in advance for your thoughts!

Strategic Communications & Chess

What might chess teach us about the nature of strategic communications in an organization? And what's the connection with stories?

Join me for another 2 minute video as I explore these questions and offer two, "P's" of strategic communications.

Strategic Communications & Chess from Terrence Gargiulo on Vimeo.

These two ideas are hardly the beginning of a conversation. Can't say it all in two minutes and neither can one person.

Take a moment and reflect on the game of chess and then share your thoughts of the other ways chess informs our ideas of strategic organizational communication. And for crying out loud...if you've got a story about chess start divulging!

Story Matters Episode 5

I promise to get back to our Stories and Leadership series. I just realized I had a lot of content I haven't had a chance to share. As I am preparing for a special holiday episode of Story Matters Productions (episode 7) I discovered I have only posted one of the episodes (episode 6) on my blog. Shame on me!

For those of you new to the unique format, here's what Story Matters is all about...

StoryMatters is a format for maximizing learning from experience and applying it in the workplace. Stories are used to spark deeper conversations creating multiple layers of meaning that have relevance to team members. The StoryMatters process promotes a culture of continuous learning within an organization by modeling the skills of advocacy and inquiry. In this way, StoryMatters can become an invaluable tool for any learning organization.


StoryMatters: The Process

I. Read or tell three 99 word stories – these stories act as triggers to spark listeners' imaginations
II. Listeners recapitulate the stories to find index words that capture the essence of the stories
III. Listeners leverage the index words to find personal stories along the same theme
IV. Those stories are shared and people hearing them share their reactions
V. Conclude with a dialog and conversation of themes and relationships between stories

Without any further ado (drum roll please)...here's Episode #5.

Story Matters Episode #5 from Terrence Gargiulo on Vimeo.

Okay so what did our stories stir up for you? Its all about the dialogue so please do not be bashful share your thoughts!

Story-Based Communication

Here is a comparison of traditional forms of communication with story-based ones...

More Traditional Forms of Communication	Story-Based Communications
Explicit – information is presented in a direct, precise and clear manner.	Implicit – information is encoded in packets of compelling and memorable nuggets.
Logical – information is organized in an easy to follow linear fashion.	Evocative – information is more emotional in nature and lends itself to less structured types of presentations (including non-linear threads that can be followed and navigated based on people’s needs and interests).
Controlled – information is structured to leave as little as possible to people’s interpretation.	Emergent – information is meant to trigger people’s experiences, personal associations, and linkages.
Sense Giving – information is used to minimize uncertainty by offering tangible and discernable chunks of meaning.	Sense Making – information requires people to generate more of their own meaning and in some instances may leave people feeling uncertain as to the nature of the information until they do make sense of it for themselves.

Bear in mind both buckets are critical to the success of effective organizational communications. It’s just we tend to think of stories as another tool in the first bucket; we need to understand that stories operate best when they act as stimuli as opposed to information containers.

Stories achieve their greatest punch when they are used to create interlocking webs of meaning. A story used as a solitary chunk of communication is far less effective than when we find innovative ways to string associations of stories together. If one story paints a powerful picture what will several well integrated stories do, especially if we invite people to co-create them with us? Although this may seem counter intuitive, stories used to stimulate the storytelling of others yield the best results.

Think of story-based communication strategies as cloud chambers in your organization…

Cloud Chamber - apparatus that detects high-energy particles passing through a supersaturated vapor; each particle ionizes molecules along its path and small droplets condense on them to produce a visible track (definition courtesy of www.answer.com)

Stories act as organizational cloud chambers. They create a space of dialogue and sense making. This “story space” is where people interact with each other’s stories in different ways. Some interactions might occur as people reflect and react to organizational collaterals peppered with stories, some interactions might happen when we create formal and informal opportunities for people to respond to the stories we use to incite dialogue, and still other interactions, once we have put the initial stories out there, will happen without us doing anything whatsoever to orchestrate them. As stories elicit more stories by bouncing off of each other, organizational trajectories of meaning and understanding emerge. People’s actions provide a visible albeit subtle and ghostly trace of the impact of story-based communications.

Stories are not another lever in a machine. Machines or systems take known controlled inputs that produce reliable and consistent outputs. Stories are more chaotic. Once you stir up or perturbate the social fabric of individual nodes of sense making (aka the people in an organization) unexpected behaviors emerge. What is lost in control is gained in the propagating strength of the communication signal and the rolling waves of self-directed behaviors it has the potential to create. Communications function less like instructions and more like picture frames waiting to be filled with collages of vibrant photographs.

Initial Thoughts on Stories

Here are some thoughts that give shape to some of the ways I have come to think about stories...

Stories are fundamental to how we communicate, learn and think.

The shortest distance between two people is a story.

Stories are less about telling and more about listening and eliciting.

The only reason to tell is a story is to trigger more stories and insights from within ourselves or draw out (elicit) the stories of thers.

We have all the story equipment to connect with yourself and others in rich ways. How often are we using it? Do we use it in conscious and purposeful ways? Do we create environments that encourage others to share their stories?

Stories go beyond the obvious ways that we use them to encode information.

Play with the counter-intuitive notions that stories are implicit in nature; encoding messages clear cut messages to move learning, emotions, ideas or values is only the tip of the iceberg and perhaps the least important capacity of stories.

To be called a story - a story does not need to have a clear beginning, middle and end or recognizable story trajectory. By accepting this we are neither negating story in its obvious forms or diluting the notion of stories.

Stories create spaces of trust and relationships. They are living entities made real and present by the reflecting, remembering, and imagining of people engaged with each other.

Stories achieve their greatest power in concert with each other.

Stories are emergent in nature.

Through stories we enact versus announce our intentions.

Our actions impregnate the moment with new stories creating possibilities and ripples of sense making and future sense giving of others.