Leadership & Storytelling Part 12a of Many...

In this entry we pick up with the third competency of modeling of the Interaction Ring of the Story-Based Communication Skills model. In previous entries we explored the tow other skills of being able to select a story and tell a story. There are two aspects of the model skills. Here's the first of two discussion on the story-based communication skill of modeling.


MODELING COMPETENCY

There are two aspects to the modeling competency. The first aspect can be summed up in a cliché, “actions speak louder than words.” Our behavior has the potential to speak volumes. Our actions can create memorable experiences for others that are retold as stories. We should strive to enact our intentions instead of announcing them. Be mindful of how your actions can create stories. The modeling competency also describes how we use language and visual aids to explain complex ideas. Analogies, similes, metaphors, and anecdotes are just a few examples of using language to generate models.

While interviewing an executive at Dreyer’s Ice Cream I heard a wonderful story that is a perfect example of how stories are created by actions. This story takes places towards the beginning of the company’s history. It was a day or two before Christmas Eve and the receptionist working the phones was not busy. There had been almost no calls for the day. When the President walked by her desk the receptionist asked him if she could leave early. The President thought to himself, “I have one of three possible responses. I can tell her what she wants to hear and instruct her to forward the phones into voice mail and to go home early and have a wonderful holiday. I can tell her that every call is important and that by greeting each customer personally she helps the company succeed. Or I can tell her to make the decision herself.” The President decided to let the receptionist make her own decision. To this day he’s not sure what she decided nor does he care. She was the best person to make the decision and he trusted her to make it. This story is retold at every employee orientation. The President enacted the values of the culture he espoused and it left an indelible mark in the minds of his employees.

We don’t realize how significant our actions can be. Ad hoc water cooler conversations are riddled with stories of people’s behavior. Imagine your actions in terms of what stories they might generate. There is no need to be paranoid. Every person will not perceive our actions no matter how noble our intentions may be positively but we need to be more purposeful in how we go about them. A good modeler lives by example.


Exercise: Modeling Competency – Creating Stories through Actions

Identify a key message you want to communicate. Perhaps it’s a message you have tried communicating several times but it has failed to stick or maybe it’s a new idea you have been trying to advance. Consider what actions you could take to model it. One of my favorite examples comes from a client who was having difficulty with their quality control department. The CEO of the company held a luncheon and had everyone’s lunches purposely mixed up. Sometimes these actions will be single acts that have a big dramatic effect as in the quality control example however; sometimes you may need to try a series of actions. Think of what actions you can take to model your message. Will anyone else be involved in the actions you need to take? Why do you think these actions will be effective?

There are times when you cannot directly reach your target audience. In these instances you need to mold the actions of others. You need to act as a coach by helping others determine what actions they can take that have the potential to create stories. Guide them to look for opportunities that are a natural part of the organization’s activities. These are great places to look because when we introduce variation in otherwise stable behaviors they are likely to be noticed. When you are coaching someone have them consider the impact of their actions and how others might respond. Help them prepare for the possibility that their actions may not create a positive story. How will they handle any negative ramifications? Ask them to imagine how any of these can be transformed into positive ones?


All of these skills can be measured with the only assessment in the world that measured story-based communication skills (recognized in 2008 with an HR Leadership Award from the Asia Pacific HRM Congress).

Story-based Communication Assessment: Click Here...


I also have a book of self-development exercises to work on these skills with yourself or others. All of these exercises that map to the nine skills of the competency model


Book of Self-Development Exercises: Click Here...


I also recommend my book, Once Upon a Time: Using Story-Based Activities to Develop Breakthrough Communication Skills. It contains a collection of group process activities aligned with these story-based communication skills.

Leadership & Storytelling Part 4 of Many...

A picture of two passionate people engaged in Tango dancing seems like a perfect image to set the stage for this entry. Dance is a wonderful metaphor for leaders in today's organization. Feel the music vibrating, see the flood of opportunities, risks, challenges, and dynamics ever-changing. The music doesn't stop and it draws us on. Are our leaders prepared to put their passions on the line? How will their passions instill a burning desire for others to pick up their heels and join the dance.

Here's the fourth behavior in our series of eight leadership behaviors and story-based communication skills. Grab your tango partner and join me now in the dicsussion...


4. Share Passion to Instill Passion

Tuning into the fires of the heart is a mission-critical ingredient for success. Without passion the organizational actors are just reading their lines from teleprompters on a bare stage. In whatever personal form it takes, leaders must find ever-new ways to share their passions. They must do this not simply for the purposes of rallying others to be illuminated by the leaders’ brilliant blaze but to model and encourage others to stoke their own fires. Having lots of fires ensures that the organization is bright, alive, and warm and that it contains a plethora of inviting interpersonal places for people to gather around and share their stories of how thingshave been and dream about how things can be.


Practice

• Take a piece of paper and draw a large heart. In the center of the heart write down all the things you are most passionate about in your organization. Describe how the role you play in the organization relates
and contributes to these areas of passion.

• During a team meeting ask people to share these pictures of their passions.Discuss how various team members’ passions overlap. Discuss any gaps between people’s passions and the organization’s
current goals and direction.

Leadership & Storytelling Part 2 of Many

This is a continuation of the previous post. I am taking an extending look at leadership from a storytelling perspective. I am beginning by looking at eight key leadership behaviors. Then I will explore nine specific story-based communication skills critical for leaders. Be sure to check out my complimentary webinars in August with Shawn Callahan of Anecdote on leadership and storytelling. I'll add a description of the webinar at the end of this post.

2. Delegate

Distribution of work is a passive form of delegation and only scratches the surface of this management tool. Delegation also means sharing the baton of leadership. When leadership is shared, talents are maximized in an organization. People become more aware and willing to assume optional responsibilities, tasks, or initiatives that lie outside their work-defined domains. Delegated leadership results in team members who seek to maximize the use of their unique gifts and talents by dovetailing them to the organization’s current and future mission and objectives.

Everyone wears lots of hats, some of them better than others. We hope we have a good mix of talents and experiences on our team, but if we don’t we need to develop a strategy for diversifying that team. When delegation operates well within our team, people are proactive. People naturally gravitate to the things they do well. We have a responsibility to bring out the best in each other. We do not need to compete with each other. Recognize and enable the gifts of others. If a member of our team shines we all benefit. The spotlight can move from one contributor to the next. None of us has the full set of talents that will ensure the team’s success. Make a point of identifying the capabilities and strengths of everyone on the team. Enable people to take the initiative for deciding the best way to be an invaluable contributor to the team.


Practice

• During a staff meeting take a few minutes to ask everyone to write down strengths and skills that he or she has noticed and appreciated in other team members.


• Ask each person to make a note of how his or her strengths and skills complement those of others.


• Ask each person to write a list of things he or she currently does as part of the job that he or she could teach others to do.


Three Questions We Generally Get From Leaders About Storytelling: Reflections, Discussion & Tools

Are your leaders great storytellers? And, why should you care anyway?

With over forty years of combined experience, two of the world’s leading narrative consultants divulge some of what they have learned. Join Shawn Callahan of Anecdote and Terrence Gargiulo of MAKINGSTORIES.net for a 45-minute rousing interactive discussion rich with examples and practical tools.

I wonder…

Will you be as surprised as we were when we discovered the “Triple Threat,” of storytelling for leaders?

Find out the answers to the three questions we get asked the most. Prior to the event we'll share a white paper on leadership and storytelling. Following the webinar we'll send you a job aid that we use in our work. So give us the pleasure of your company and interact with your peers to take a nuanced but deep dive into the art and science of leadership through narrative.


TIMES & REGISTRATION LINKS:

Wednesday, August 12th, 12:30-1:15 (Australia, Eastern Standard Time)

Wednesday, August 19th, 12:30-1:15 (US, Pacific Standard Time)

Leadership & Storytelling Part 1 of Many

August and September are going to be exciting months for our complimentary webinar series. We'll be focusing on leadership and storytelling. First up will be Shawn Callahan of Anecdote who will be joining me and all of you for an engaging interactive discussion. He and his colleagues at Anecdote have one of the best narrative practices in the world. More info about the complimentary webinar (dates, times, etc...) can be found at the end of this posting).

In preparation I thought I would spend the next fifteen or so blog posts talking about leadership and storytelling. Before getting into the storytelling side of things I want to share with you eight behaviors of leadership. Following each behavior I will outline some ideas of how these behaviors can be practiced and cultivated.


1. Cultivate Trust

An organization is bankrupt without trust. In order to leverage all forms of capital (monetary and social) leaders must cultivate trust. People need to believe in one another and be willing to engage in intricate and intimate exchanges of knowledge, idea generation, and team effort. Likewise, people need to believe in their leader. Maintaining a positive reputation and exhibiting integrity are core parts of any leader’s work, as is accepting responsibility for people. All of this ensures the organization’s success along with the ongoing personal growth of its members and their satisfaction, resulting in a perpetual loop of renewable, sustainable energy and innovation.

Model trust and it will be reciprocated. Our ability to be agile depends upon it. In an environment besieged with rapid changes, maintaining tight reins of managerial control, whether hierarchical or lateral, interferes with our ability to be responsive. People need to know we trust them to act, even if they make a mistake.

It’s the only way to maximize the intelligence and experience of our team. In a supportive environment full of trust, any mistakes made by members of our team accelerate learning and seldom become stumbling blocks. When people know it’s OK to fail, because they are trusted, they are likely to perform better.

The trust we show each other will also send a signal to our partners. How can we expect our partners to trust us if they see we do not trust members of our own team? People pick up on negative dynamics very quickly. We will not be able to hide any dysfunction in our team from outside observers, therefore we cannot afford to undermine each other. Breaches of trust are inevitable, but they are not an excuse for us to withhold trust. Even when the culture of the organization at large is tainted by a degree of distrust, we can create a corner of the organization where trust reigns supreme. Our work succeeds or fails on the basis of relationships; and no relationship can thrive without trust.


Practice

• List the people you interact with in your organization. On a scale of 1 to 7, where 1 = little trust and 7 =lots of trust, rank the level of trust you perceive you have with each person.

• For any person with a rating of 4 or less, write down two to three things you believe you could do to begin to improve that level of trust.

• Identify any people on your list with whom it is unlikely you will cultivate greater trust (hint: look at anyone with a rating of 5 or higher). It’s simply not possible to have the same degree of trust with everyone we work with. Some people may not be interested in or capable of high levels of trust, or we may have knowingly or unknowingly done something in the past to severely restrict a relationship.

• Before beginning a new relationship with anyone in your organization think about specific things you can do with this person to begin cultivating trust.

• The next time you have an opportunity to negotiate deliverables and a timeline for a project be realistic but modest in what you commit to doing—then surprise the recipient by giving more than he or she asked for and before the agreed-on deadline.

Here's a little teaser about our upcoming webinar with registration links:

Three Questions We Usually Get from Leaders About Storytelling: Reflections, Discussion & Tools

Are your leaders great storytellers?

The word “storytelling” itself is misleading - more on that during the webinar. After fits and starts and with over forty years of combined experience, two of the world’s leading narrative consultants divulge some of what they have learned. Join Shawn Callahan of Anecdote and Terrence Gargiulo of MAKINGSTORIES.net for a rousing interactive discussion rich with examples and practical tools.

I wonder…

Will you be as surprised as we were when we discovered the “Triple Threat,” of storytelling for leaders?

Find out the answers to the three questions we get asked the most. Prior to the event we'll share a white paper on leadership and storytelling. Following the webinar we'll send you a job aid that we use in our work. So give us the pleasure of your company and interact with your peers to take a nuanced but deep dive into the art and science of leadership through narrative.

Registration Times (Click on Link to Register for Comp. Webinar)...

Wednesday, August 12, 2009 9:00 AM - 9:45 AM GMT (Greenich Mean Time)

Wednesday, August 19, 2009 12:30 PM - 1:15 PM PDT (Pacific Stanrard Time)