Management Perspectives

Storytelling is a key part of our shared human experience. It has long connected people across cultures and brought together groups who may seem like they have nothing in common, through tales of success and learnings. But what is often forgotten is the power of storytelling, especially in business. The ability to connect a personal story to a real situation in the world of work and communicate the teachings can take stakeholders on a journey which sets them into action. However, this cannot be done without leaders embracing their authenticity and telling stories that truly resonate with their people and their own realities. So, how can leaders bring their true selves to work and tell their story in a way that inspires and advances change?

Let us start with the basics of a good story. At school, it is likely that you were taught about fairytales and fables, and the necessary components which go into writing and reciting these famous stories. These elements are the same as those required in storytelling for a business context. Whether it is a verbal presentation or a written report, you must have a beginning, a middle, and an end, with a clear lesson that is relevant to your audience. Too much detail, or too little of it, should be avoided. However, what is different—and often overlooked—in the world of business is the importance of authenticity and bringing the personal elements into your communication style.

Being your authentic self at work is the ability to express yourself from a place of who you are, not what you do or have. It enables you to speak up without the fear of judgement and to contribute an idea without the fear of ridicule. Yet, authenticity requires a great deal of courage from individuals and is not something that many of us feel comfortable showing at work, choosing instead to ramp up a professional persona because we have the desire and need to relate, belong, and feel valued by others. This can be especially prevalent for those from under-represented demographics in the workplace who can often find themselves changing their behaviours or personalities to fit in with the majority.

Stepping forward as your true self and embracing authenticity requires a willingness to accept yourself and the confidence to be seen for everything that truly you are. It is an act of love for yourself, which also empowers you to have the strength and courage to accept other humans as they truly are. For business leaders, leading in this way and ensuring love is at the centre of the organisation is key to building this level of inclusion and instilling a culture of openness and acceptance. In such a scenario, members of the staff feel like they belong, can be their authentic selves, and are valued and respected in the workplace.

It is worth remembering, though, that even if your organisation has built a culture of openness and you as a leader have many opportunities to speak, being authentic in your storytelling can take practice. It is not something that comes naturally to many people in and out of the workplace, so it is vital that you identify opportunities where you can introduce authenticity into your storytelling and communication style. Work meetings or team events where you feel comfortable with speaking up and contributing your ideas can help you kick off your journey towards more authentic storytelling. Finding a group of people with who you feel safe sharing stories regularly and from who you learn, can also inspire and empower you to become more confident in these situations and find a familiar rhythm to talking about your lived experiences.

Engaging stakeholders with diverse backgrounds and interests—such as governments, clients, staff, and even divisions within your company—requires you to paint a picture that goes beyond the strategy points and numerical details of a standard corporate presentation. Instead, it requires a storyteller to engage with their audience’s emotions and understanding of themselves and the world around them. Whether it is a presentation for a customer or a speech for your team, taking  your audience with you on the emotional journey and learnings that you gained as a leader enables them to be back in that moment with you, thinking about how they would react in a similar situation. Telling a story about your lived experience as a leader also shows your vulnerability and your personality behind your corporate title, thus generating real emotions that connect with the listeners on a deeper, more personal level. People might not remember the margin growth figures in your presentation, but they will remember their desire to achieve them if they felt inspired, encouraged, and supported whilst being told them.

In addition, starting a conversation around the moral of your story also ensures that stakeholders are engaged and feel like they are part of the solution and process. ‘So, what’ is a powerful statement and question to elicit discussion amongst your team. So, what if you win a new customer? So, what if you achieve a certain level of profitability or growth? So, what if you develop a new skill as a team, and use this to identify new opportunities in your market and industry? Learning from the stories of others is an effective and inspiring way to see a different perspective and encourage change but it is important not leave it to assumption. Instead, talk about what your audience should take away from your story and put into action in their own day-to-day activities and strategies.

Storytelling is a deeply personal act with a universal impact. Having leaders speak about their experiences in a way that truly connects with their audience and helps them to understand the path ahead is incredibly powerful as a means of inspiring and driving positive change. It helps to humanise problems and shows the true impact of experiences and situations that others may not have considered, acting as a reminder that regardless of our rank, history, or background, we are all human and we can all learn from each other. In doing so, the use of stories in any situation— business meetings, stakeholder presentations, or driving large scale change management projects—can be one of the most effective tools a leader can employ.