The Storytellers

We are often asked how to tackle the cynics of an organisation when they are presented with a new strategy, or an important change message which impacts on the whole organisation.  Storytelling can play a valuable role in changing attitudes – and ultimately behaviours – and we’ve seen it work time and time again.

The first thing you have to ask is what makes cynics cynics?  It’s rare to find an organisation without the odd ‘terrorist’ or, at least ’sceptic’.  I remember attending a leadership meeting we had designed for one of our clients which was on the point of embarking on a major change programme.  The vast majority of the leaders (around 130) – a challenging and difficult audience which was very siloed and clearly resisting the change message – sat silently, arms crossed, before the proceedings had even begun.  I sent silent thanks that I wasn’t standing in the CEO’s shoes as he stepped onto the stage to tell the Story of new beginnings and different ways of working.  However, after several hours of discussion, involvement, sharing stories and collaboration, the magic had worked and I have footage of those very same leaders clapping, cheering, embracing their colleagues’ contributions and in a positive frame of mind to go back to their workplace to share the Story and actively get involved in changing the way they worked.  Quite simply, in the short space of eight hours, their belief systems had changed.  It was remarkable.

So what exactly is it about sharing stories that can change such attitudes so quickly?

The first fact is that the truthful nature of stories, told confidently and consistently, can kill cynicism. Intellectual rhetoric is what executives are trained in, but while you are trying persuade people with statistics, facts and quotes, they are arguing with you in their head.  They have their own set of statistics and experiences which may conflict wildly with those they are presented with.  It’s not good enough to persuade them on an intellectual basis, but unite an idea with emotion and then involve them in the dialogue, unearthing their own, personal stories that can help them connect the business message with their own functional demands, can dissolve the outer crust of the most hardened cynic.

Secondly, truth, honesty, pride, trust, openness, authenticity, care and respect for others engenders the same kind of behaviour.  It is a psychological fact that people will reciprocate with the same attitude. All of these qualities manifest themselves through storytelling – stories about real people, faced with real situations, that they can relate to and believe in.  Cynics are cynics because of their own belief systems, which may differ significantly from others because of their own personal experiences.  Allow them to explore the messages through the sharing of this personal experience and by hearing the truthful experiences of others.  Such storytelling, channelled in a positive way, can shift belief systems, which in turn will alter behaviours. Show and tell, however, especially when presented in a whitewash, rose-tinted spectacles fashion, can create huge obstacles and a lack of credibility, very quickly.  Tell it as it is, warts and all, ensuring you explain the WHY as well as the WHAT and the HOW, and the message will be appreciated rather than scorned.

The third cause of cynicism stems from complexity.  I have witnessed the most appalling, long-winded presentations where it’s difficult enough to understand the key messages, let alone expect people to feel engaged enough to engage their own teams.  Keeping things simple, honest, with a clear context and a compelling vision to work towards, allowing room for individual interpretation, will go a long way to dispel cynicism.  Many cynics are cynics because they either can’t understand in the first place, or because they can’t see how it’s relevant to them.  If you break down a high-level message to the micro-level and allow people to explore what this means to them in their specific area of the business, the light will start to shine through the fog.  And sharing ongoing stories of success and achievement can only reinforce their belief systems in a positive way.

Of course you will always find those whose cynicism is impenetrable, and the reality is that such a negative influence can be extremely damaging – they probably shouldn’t be working there in the first place. But start by telling a simple, clear Story that everybody can understand and relate to, and go on to share in a meaningful way with their colleagues, is a great start.  Then, sharing ongoing stories of success to reinforce particular behaviours will only serve to perpetuate that feeling of involvement and positivity.  In times of turmoil and change, leaders need to hone their storytelling skills to keep their people engaged, informed and on course.