February 8, 2013

Lead with a Story

Paul Smith

A Guide to Crafting Business Narratives that Captivate, Convince, and Inspire

2012 Paul Smith Adapted by permission of AMACOM, a division of American Management Association ISBN: 978-0-8144-2030-0

Key Concepts
In Lead with a Story, author Paul Smith applies storytelling to the most difficult challenges leaders face. He groups these challenges into five categories, and explores the various tips and practices to begin leading with a story: 1. Telling a story to illustrate a point goes beyond simply sharing information to engaging the hearts and minds of the audience. 2. While scoffed at in the past, storytelling is now recognized as a valuable asset within the work environment and many companies have chief storytellers on their staffs. 3. Stories are very useful in helping leaders address and resolve many if not all of the typical issues and challenges they are presented with. 4. Anyone can tell a story, and storytelling ability will improve over time. 5. Stories are everywhere in every day situations, one just needs to look for them. 6. Good stories carry elements of surprise, touch peoples emotions, and inspire empathy. 7. Stories need to be recorded so they can be shared on an ongoing basis. 8. If a leader does not have a true story to draw from to make a point, the leader can make one up. 9. Companies should formally record their stories, store them in an indexed database, and make them available to all employees.

Introduction
Until recently, storytelling was considered unprofessional in the corporate world. Today, storytelling is well-accepted in corporate America as a tool for sharing information in a compelling way that engages others. In fact, many large corporations actually have their own corporate story tellers. In Lead with a Story, author Paul Smith applies storytelling to the most difficult challenges leaders face. Smith groups

Business Book Summaries February 8, 2013 Copyright 2013 EBSCO Publishing Inc. All Rights Reserved

Lead with a Story

Paul Smith

these challenges into five distinct categories: Envision Success, Create an Environment for Winning, Energize the Team, Educate People, and Empower Others. Through insights and inspirational stories, Smith explores the power of storytelling when used to engage others in both work and life.

Envision Success
Set a Vision for the Future Leaders can engage others in their vision by telling stories that help them appreciate the value of listening, understanding, and adopting a new vision and path forward. Leaders should use storytelling to get their teams attention, share their vision in a way that helps the team members see their place in it, and motivate them to participate in making the vision a reality by showing the vision is achievable. Set Goals and Build Commitment Clear, measurable, and achievable goals that everyone understands are critical for success. Once goals are understood, team members must commit to them. Telling stories about the importance of goal setting helps others appreciate the value of having concrete goals and contributes to creative thinking about goal settingwhich strengthens commitment. Accountability is also critical for success. Stories that focus on accountability and responsibility help team members embrace the importance of owning the teams goals. Lead Change Leaders must overcome employees mental and emotional barriers that often accompany change. Helping

Why Tell Stories?

Storytelling is very effective in engaging employees for a number of reasons: It is simple. Everyone has stories and anyone can tell one. It is timeless. Leadership programs go in and out of style. Stories never do. Stories are demographically agnostic. Everyone, young or old, of any race, ethnicity, or economic group loves a story. Stories spread easily. People like to tell stories and they are meant to be shared. It is easy for people to remember stories. Psychologists have found information contained in a story is much easier to remember and is remembered for a longer period of time than information simply presented as facts. People are inspired by stories. Traditional information-sharing techniques like slide-shows rarely elicit an enthusiastic and inspired response, which is usually not so with stories. Anyone can learn from a story. The ability to learn from a story is not dependent on whether someone is an auditory, visual, or kinesthetic learner. Stories work well where most of the workplace learning occurs. The bulk of the learning in the workplace is acquired informally. Storytelling fits in this environment very well. Stories prepare the mind to receive and learn. While a standard corporate presentation might invite criticism and evaluative thinking, stories make the mind more receptive to the information. Stories are respectful. Stories do not tell the listener what to do. They provide information in an engaging way that allows the listener to draw and internalize their own conclusions, without coercion.

Further Information
Information about the author and subject: www.leadwithastory.com Information about this book and other business titles: www.amacombooks.org Related summaries in the BBS Library: Be the Hero Three Powerful Ways to Overcome Challenges in Work and Life By Noah Blumenthal The Greater Goal Connecting Purpose and Performance By Ken Jennings and Heather Hyde

Business Book Summaries February 8, 2013 Copyright 2013 EBSCO Publishing Inc. All Rights Reserved

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Lead with a Story

Paul Smith

others recognize and accept the need for change is an but they are also more mentally prepared to adopt important first step. Engaging emotions in a way that a new concept or proposal. motivates others toward change is important as well. Lastly, a Over the last 20 years, and especially the last decade, storytellleader can change the environ- ing has retaken its rightful place in managements bag of leaderment in a way that forces change. ship and influencing tools. Using stories to illustrate each of these dynamics can help an audience get on board Sometimes leaders are tasked with driving changes with upcoming changes. they do not understand or believe in. In this case, they Make Recommendations Stick have two choices: One of the keys to engaging an audience in change is to have them adopt a leaders recommendations as their own. There are three storytelling techniques that will help make recommendations stick: 1. Take a Discovery Journey. Telling a story in which the audience makes the same mental discoveries as the storyteller has provides an ah-ha moment that deepens their commitment to the ideaswhich are now their ideas. Having journeyed through that story and accepted the recommendations as their own, they are even more likely to remember and follow through on those recommendations. 2. Use Metaphors. Sharing a concept as a metaphor is very effective in helping others identify with the changed stateenabling the capture of a complete story in only a few words. 3. Challenge Fundamental Assumptions. Leaders can make a very big impact on an audience by showing them that their preconceived notions are false. When assumptions are challenged and proven wrong, not only is the audiences attention gained, 1. Ask to have someone else drive the change. 2. Get excited about the change. There are three steps to getting excited about change: 1. Make Sure the Change is Understood. Leaders cannot effectively drive a change they do not understand. 2. Find Ways to Agree with the Change. Address any issues about the change with management until they are resolved. 3. Care about the Change. Unearth the value and meaning in the change and share that value and meaning with that audience. Define Customer Service Success and Failure It is very easy to define customer service performance, because customers will do it through their feedback. All leaders need to do is create a convenient way for customers to share their stories. This database of stories will provide a wealth of information for setting customer service expectations for both employees and customers. The Structure of a Story

About the Author

Paul Smith is director of Consumer & Communications Research at The Procter & Gamble Company and a highly rated keynote speaker and trainer on leadership and communication. He lectures regularly for the MBA programs at Xavier University and the University of Cincinnati. Paul lives in Cincinnati, Ohio, and can be found online at www.leadwithastory.com.

The key to building business stories is creating a simple structure that works over and over. Effective stories will contain the following components, using the mnemonic CAR = STORY: Context. Context is necessary for capturing attention, establishing relevance, and creating excitement. Context must address: Where and when the story takes place. Who is the main character (Subject). What is the main character trying to achieve (Treasure).

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Lead with a Story

Paul Smith

What is getting in the way of achievement (Obstacles). Action. Action is what happens to the main character, including hurdles overcome. Result. The result is the end of the story, in which the listener learns: How the story ends. What is meant to be learned from the story (Right lesson). The reason the story is being told (Why).

Telling work-related stories can help resolve on-thejob challenges as well, bringing in new ideas and ways of looking at problems. Leaders should establish regular story swapping opportunities as a way to broaden knowledge and problem solve. Work-related stories shared outside the organization can also help leaders recruit new employees by painting a picture of a collaborative and supportive environment. Value Diversity and Inclusion Work environments are rarely homogenous. Personal storytelling is a very effective way to champion and celebrate the diversity that brings richness to organizations. Team members from all walks of life should be invited to share their personal stories. Folk tales are also a great way to promote the value of diversity and inclusion, without singling any one person out.

Create an Environment for Winning

Define the Culture Behavior defines an organizations culture. Stories about the organization reinforce that culture. No corporate edict or written policy is more powerful in establishing and perpetuating culture than behavior and stories that illustrate that behavior.

An organizations culture is defined by the bers and reinforced by the stories they tell.

Leaders should lead by example when telling personal stories by sharing stories of behavior of its mem- their own first. Set Policy without Rules Policy manuals can be almost useless, because most people will not read them. Behavior and experience is a great teacher when it comes to learning how to conform to the rules within an organization. Good stories can be an effective and engaging way to share the rules more quickly and more broadly than relying on personal experience and trial and error. Those stories should both reinforce positive behavior and target negative behavior. Stories can also bring to light when a rule is creating more problems than it is solving, opening the door to policy change. Keep It Real Abstract concepts are a hallmark of the business worldwith information shared at a level so high it loses meaning and relevance. Leaders should seek to make abstracts concrete to engage employees and move business objectives forward. For example, rather than describing a target customer with impersonal words, a leader should make that customer real by giving them a name and personality so employees can relate to them in everything they do.
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Stories about good behavior within and on the part of the organization help foster better morale. Stories about bad behavior have a purpose too, and can also foster better morale if the story shows the offender was reprimanded. Establish Values Corporate value statements are only as good as the actual demonstration of those values through behavior. Sharing examples of those demonstrations through stories can help perpetuate the value system throughout an organization. Leaders should seek out and share these stories often, with a special focus on stories related to living up to corporate values in difficult situations. Encourage Collaboration and Build Relationships When people do not know each other, preconceived notions can create divisions. Telling personal stories is a very effective way for people to get to know each other better, see their commonalities, and dispel preconceived notions. This creates a more collaborative environment, builds productive relationships, and creates bonds between team members.

Business Book Summaries February 8, 2013 Copyright 2013 EBSCO Publishing Inc. All Rights Reserved

Lead with a Story

Paul Smith

Honesty is absolutely necessary for effective leadershipin good times and in bad times. Leaders must be honest with employees, especially in difficult situations, and invite their suggestions for how to resolve problems. Stylistic Elements Stories do not need to be over-embellished with descriptive words and complex scenarios. Literary skills are not important, and the simpler the story is told or written, the better. Good stories depend on three things: 1. Great Beginnings. There are three ways to immediately grab an audiences attention: Surprise them Create a mystery Introduce a character they can relate to, and present that character with a challenge

Energize the Team

Inspire and Motivate Inspiration and motivation is what keeps an organization moving forward productively. It is important to share stories that keep teams inspired and motivated, in good times and especially in bad times. Build Courage Fear of failure can bring an organization to a standstill. Even small steps toward success, recognized and shared, can help move an organization forward and build confidence. Concern about what other people think can also be crippling. Sharing stories about being true to what is most important without concern for how one will be viewed can help creativity and courage thrive.

Emotion is so important to a story, some storytelling experts consider it a defining element, without which you dont even have a story.
Help Others Find Passion for Their Work When people do not feel passionate about their jobs, they may look for work elsewhere. Leaders do not want to lose valuable talent. Leaders can help employees find value and inspiration in their work, even if it is not immediately obvious to them. Sharing stories about how to find value and inspiration is a good tool for inspiring a search for passion and meaning in a job. Leaders also have the obligation to remove the elements that people are dispassionate about, whenever possible. One example is staff meetings that require everyones attendance even though the material is not applicable to all attendees. This is a time waster that inhibits passion for the job. Appeal to Emotion Good leadership requires being unafraid of bringing emotion into the workplace. Leaders must understand which emotional content will be the most meaningful and compelling to their audience. A good leader will connect organizational objectives with what is emotionally resonant for their team. Customer stories can be great resources for this information.
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2. Writing Style. When it comes to the written word, many people have a tendency to be overly formal and too wordy. A good rule of thumb is to write it like you would say it. Good writing, that emulates speaking, includes: Short sentences (an average of 13 words) Smaller words (one to two syllable words, with no more than 15 percent of the total piece in three or more syllable words) Active voice (where the subject does the action, i.e. John got the job rather than the job was given to John which is passive voice) Verbs placed near the beginning of the sentence Conciseness (never use several words when just a few will do) 3. Literary Devices. Dialogue, using real peoples names, and repetition are literary devices that capture attention and make a story real. Leaders should never apologize for or ask permission to tell a story. Doing so conveys that they do not value the story. When embarking into storytelling mode, a leader should be filled with conviction, confidence, and energy to tell the story.

Business Book Summaries February 8, 2013 Copyright 2013 EBSCO Publishing Inc. All Rights Reserved

Lead with a Story

Paul Smith

The Element of Surprise Surprise is an important element in any storycreating drama and building excitement. Surprises can be placed anywhere in a story. Placement determines impact. At the beginning of a story, surprise captures attention. At the end, it makes the audience more likely to remember the story.

Any time you can actually bring your audience instead of just telling them a story, it magnifies ness of your message many times over.
Educate People
Teach Important Lessons Leaders are responsible for directing and coaching employees. While a leader cannot address every particular workplace situation, stories can draw a picture of success and failure to help employees determine their direction in a number of situations (i.e. tworoad stories, where the subject of the story has to make a choice). Provide Coaching and Feedback There are a number of ways to guide employees and help them succeed, including: Providing positive feedback. Garnering their agreement with the leaders perceptions about their performance. Soliciting their input for problem solving. Offering help. Emphasizing their value in relation to performing to their potential. Good storytelling, including the use of metaphors, is an excellent method for helping employees see themselves through a leaders eyes and perform at their best. When asked for feedback, leaders should make sure they take the time needed to give truly constructive and honest feedback that will lead to improved productivity and morale. When receiving feedback, they should try to receive it objectively. Demonstrate Problem Solving Leaders need to create an environment conducive to

problem-solving, one that expands the barriers to creativity. Looking for stories from outside the company and the industry is a good way to find fresh solutions that are transferable to ones business. Breaking problems down into smaller issues to be solved one at a time is an effective way to overcome being overwhelmed. Putting ones self in the customers shoes and experiencing their environinto the story, ment and how they relate to ones product can also provide valuthe effectiveable insights. Help Everyone Understand the Customer There is no better way to understand a customer than to spend time with them. Bringing their feedback and pain points directly back to the company is critical for helping employees understand how to better serve them. Video is an excellent vehicle for doing this. Videos can be developed in the form of a creative story based on composite customer feedback. Metaphors and Analogies Metaphors provide context that an actual description often cannot. Metaphors should be used liberally to help the audience relate to a concept, especially one they would otherwise have no knowledge about. Creating and sharing collages is one example of a metaphoric exercise and can reveal deep insights about the participants.

Empower Others
Delegate Authority and Give Permission Delegating authority increases productivity and efficiency and empowers the organization. Taking back authority once delegated can have serious consequences. Leaders should seek people they trust to deliver on commitments, and then give them the support and latitude to follow through. Encourage Innovation and Creativity Sharing outside the box stories can help a team view their situation more creatively. Stories can also inspire managers to allow their teams to be more inventive. Even moonlighting with an outside job or other outside activities can be sources of creative inspiration. Leaders should support those activities and encourage time away from the office. Lastly,
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Business Book Summaries February 8, 2013 Copyright 2013 EBSCO Publishing Inc. All Rights Reserved

Lead with a Story

Paul Smith

sometimes innovation simply comes from looking at long-established practices and asking What if? Sales Is Everyones Job A good story can often be considerably more effective than a formal sales presentation. Highlighting the benefit to the customer should be the main feature of any sales-related story. Sharing these stories with all employees, not just those involved in sales, turns the entire organization into a sales force. Earn Respect on Day One One of the best ways a leader can start at a new job is to tell a personal story that illustrates who they are, dispelling preconceived notions and earning respect the first day on the job. Sharing why they choose that job is another way to create a connection with employees and show the leaders personal investment in the company and If your audience passion for the position. Recast Your Audience into the Story

observes what happens around them. View daily happenings as stories, not as events. Stories told by others. Leaders should pay attention to stories they hear other people tell and record them to be retold later. Methods for soliciting stories include: Asking people if they have good stories to tell. Holding a contest whereby people share their personal stories. Conducting story telling sessions within a team. Conducting formal interviews. Asking inspiring questions. Stories from strangers. These stories should come from sources found through the Internet and media, and should be relatable to others.

doesnt naturally care about your idea, find out what it does care about and associate your message with that.
Barrier 2: Having Trouble Remembering Stories Stories should be recorded and housed in a database. This eliminates the need to remember them. Stories can be indexed according to what situations they address for easier reference. Databases are also searchable, making stories even easier to find whenever anyone in the organization needs a story. Barrier 3: Not Knowing When to Use a Story Stories have value anywhere, anytime, and in any situation. Leaders should share stories: When giving direction, teaching a lesson, or offering advice. In any situation in which others are sharing stories (like training sessions). Through formalized storytelling venues (bulletin boards, newsletters, storytelling events). Barrier 4: Uncertainty About Sharing Stories in Formal Messages (i.e., email) A common misconception is that stories are not appropriate for formal memos or email. Because one should write like you speak, messages are perfect opportunities for sharing stories and can make a mesPage 7

One of the best ways to achieve engagement is to make the audience a part of the story. Bringing the audience into the story makes the message even more powerful. However, leaders need to be careful to make this process non-threatening so they do not offend the audience. Thus, bringing the audience into the story will not apply in every situation.

Getting Started
The only way to master the art of storytelling is to practice. Often leaders have trouble getting started. Below are common barriers to getting started with storytelling, accompanied by solutions for overcoming these barriers. Barrier 1: Finding Good Stories This can be the single biggest barrier to getting started, but in fact stories are everywhere. Leaders simply need to start collecting them from sources such as: Stories from the past. Both in ones personal and professional life. These should include stories of both success and failure. Stories from what is happening all around. Gathering stories can be a matter of changing how a leader

Business Book Summaries February 8, 2013 Copyright 2013 EBSCO Publishing Inc. All Rights Reserved

Lead with a Story

Paul Smith

sage considerably more impactful. How to Know if You are Doing it Right The best feedback for storytelling success is if the message is being acted upon. When stories a leader tells come back to that leader, the storytelling has been successful because it indicates the stories are spreading. Lastly, a leaders passion and commitment to continuing to tell stories indicates they have become a successful storyteller.
g g g g

8. Define the Culture 9. Establish Values 10. Encourage Collaboration and Build Relationships 11. Value Diversity and Inclusion 12. Set Policy Without Rules [HOW-TO] 13. Keep It Real [HOW-TO] 14. Stylistic Elements ENERGIZE the Team 15. Inspire and Motivate 16. Build Courage 17. Help Others Find Passion for Their Work [HOW-TO] 18. Appeal to Emotion [HOW-TO] 19. The Element of Surprise EDUCATE People 20. Teach Important Lessons 21. Provide Coaching and Feedback 22. Demonstrate Problem Solving 23. Help Everyone Understand the Customer [HOW-TO] 24. Metaphors and Analogies EMPOWER Others 25. Delegate Authority and Give Permission 26. Encourage Innovation and Creativity 27. Sales Is Everyones Job 28. Earn Respect on Day One [HOW-TO] 29. Recast Your Audience into the Story 30. Getting Started Appendix Index

Features of the Book

Estimated Reading Time: 5-6 hours, 280 pages Lead with a Story provides practical information on how to use storytelling in a variety of leadership and business situations to better engage the audience and convey information. Though the book can be read in sections, the author recommends reading it cover to cover as portions of the book are cross-referenced at several points. Most chapters close with a summary that includes recommendations for which stories to leverage in relation to the chapters subject matter as well as practical exercises. Included at the end of the book are templates and checklists to help readers develop stories. Lead with a Story would be of interest to managers and leaders at all levels of an organization, as well as anyone who seeks to influence and teach others in a new and compelling way.

Contents
Acknowledgments Introduction 1. Why Tell Stories? ENVISION Success 2. Set a Vision for the Future 3. Set Goals and Build Commitment 4. Lead Change 5. Make Recommendations Stick 6. Define Customer Service Success and Failure [HOW-TO] 7. Structure of a Story Create an ENVIRONMENT for Winning

Business Book Summaries February 8, 2013 Copyright 2013 EBSCO Publishing Inc. All Rights Reserved

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Lead with a Story

Paul Smith

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