More is less
There is blight upon the land. The paradox of the information age is that the smarter we get, the dumber we act. Its most apparent manifestation is that modern man is drowning in a sea of cultural "pollution." Pervasive advertising, useless e-mail, an endless stream of sexual imagery, movie and television violence, an impenetrable wall of simplistic music, unsolicited marketing overtures…all make "turning off and tuning out" a mental health imperative.

More ultimately means less. In sacrificing something as simple as silence we have turned our backs on an important part of that which in earlier times nourished us. Moreover, in a world where the irrelevant has been proclaimed "important" - the sexual adventures of an incumbent President warrants dramatically more airtime than a quantum increase in child poverty, and being a celebrity carries with it the assumption that the individual in question has something of value to say – it should come as no surprise that apathy rules. The outcome: a twenty-first century citizenry whose time-span of attention is defined by a McDonald’s menu, Much Music, the news sound bite, and the 30-second commercial. And if your pizza isn’t ready in six minutes you get it free!

Faster food isn’t better food. The vocabulary of the modern teenager is half of that enjoyed by those who grew up in the sixties. The Internet is transforming English into a jargon-dominated lingua franca demanding little more than the literacy of a ten year old. Even executives no longer have the time or the energy to read. The problem: there is an indelible link between language and behavior…there is a direct correlation between an individual’s ability to access language and his or her ability to think and act differently. The reality: when we look back ten years from now, today’s rate of change will appear pedestrian. What we are currently living through is tomorrow’s good old days.

In that leadership is about followship, the implications for those aspiring to take the helm are profound. And at the risk of repeating a point already made…more communication is absolutely not the answer. Shop-floor terminals, groupware, Intranets, distance-learning strategies, broadband, wireless technology and palm devices speak volumes as to speed and accessibility. They remain mute and disinterested partners, however, when it comes to the quality of the message being delivered. We continue to invest in ways that appeal to the head and address the hand while remaining seemingly oblivious to the real leadership challenge – the need to engage the heart and enrich the spirit. The paradox is that the more channels we create the less communication we have!

Story: Part of our heritage
Enter stage left the power of story. Man’s earliest organizational forms were created, nurtured, and indeed were transformed, through story. Story is not only as old as man but is a fundamental building block of our cultural and social heritage. When we sat around the campfire after a day of running down a Woolly Mammoth we relived that experience through the power of story. And what we learned we passed on to the next generation through story. Our very identity, the inner sense of who we are, is rooted in an oral tradition. Greek literature as in The Iliad and The Odyssey, and epic poetry such as The Kalevala and Beowulf would not exist were it not for our tradition in story telling. Similarly, Aboriginal Dreamtime and Native American methodology make powerful statements as to the link between story and culture. Simply put, history tells us that leaders were and are, of necessity, storytellers.

Presentation and instruction in their many guises are the medium through which power is exercised. That being said, much of what passes for corporate communication needs to be kicked, pushed, and manipulated, before it moves (slowly) through pre-existing channels. As a result, persuasion and other forms of coercive communication seldom outlive the problem or issue that created their need. By comparison, an effective story has a life and energy of its own. A good story creates its own path. It does so because story collapses the traditional boundary between sender and receiver…we deliver information, but we share a story. Instruction and directive invariably frame the audience as the problem. Story evokes options that allow the listener to identify with the solution. A directive is exclusive. A story is inclusive. New rules breed resistance. A story builds community.

When traditional forms of communication attempt to weave together ideas, humor, imagination, challenge, and/or self-critique, the transition is apparent. Like a badly fitting toupee, the join is clear to all. In story, however, the subtleties of language blend together such that the story can be retold many times without the original resonance and/or energy being lost. Moreover, at each telling, a new sense of the possible, a new and deeper insight into the story’s underlying emotional weave is available to both the listener and the storyteller.

To be a leader is to learn how not to be an actor
Here it is important to distinguish between story and anecdote. Story is rooted in authenticity and is delivered out of a desire to serve. A story is a strand of oral DNA plucked from the storyteller’s personal journey. To share a story is to bring something of oneself to the listener. Story speaks to each individual in a unique way. Anecdote, although of value in reinforcing the message, is ultimately about enhancing the performance. At a superficial level they may sound the same but to the listener the difference is dramatic. Anecdotes are a tool of the actor. Story is born of the spirit and delivered from the heart. In story the person that we are is fully present. Story expresses what the leader deeply believes in. Stories are drawn out of truth. To be a leader is to learn how not to be an actor. It is not about playing or becoming the role, it is about being the role. To tell a story that comes from the heart is to stand naked. To lead is to shed the mask.

Stories bring to life that which would otherwise be mundane. A well crafted story weaves Head, Hand, Heart, and Spirit together in a way that makes the message not only easy to understand, but delivers a vivid memory that long outlives more traditional forms of communication. Stories are a uniquely powerful medium because they touch the listener emotionally. Stories make the listener part of the experience. A good story is literally unforgettable. It is no accident that when any of us attend a seminar, workshop or training event, what we remember (often years later), is not the content of the session but the stories the presenter used to drive a point home. Moreover, in retrieving that story we access, without even knowing we are doing so, the underlying learning involved.

Story telling and change
Organizational change initiatives that fail to recognize the power of story are bankrupt before they begin. Stories can be part of the solution or part of the problem. Stories recycle yesterday’s failures. Stories fan the flames of cynicism. A negative story acts like an anchor. And ancient though an anchor may be, when lowered, when buried in the mud, it can prevent even the most technically advanced vessel from leaving port. Where then lies the way forward? Let me share a story.

I have a small lawn both at the front and at the rear of my home. They do not cover a large area but they do provide a pleasing view from the house. That was until they became infested with dandelions (a small but virile weed that when in bloom has yellow flowers).

The problem seemed simple enough, after all the chemical industry has spent billions of research dollars on exactly this problem. The solution was not to be found quite so easily, however. Chemicals certainly reduced the problem but somehow the pesky weeds seemed to survive.

It was then that I happened to listen to a local radio show that took calls from listeners concerned about lawn care. And yes, a little old lady had exactly the same problem …she couldn’t get rid of her dandelions.

The expert quickly discounted the use of pesticides. His turn of phrase was: "You won’t be able to get rid of the dandelions by trying to get rid of the dandelions." "Absolutely!" I said to myself. "The way to get rid of your dandelions," he continued, "is to make the rest of the grass so robust, so aggressive, so strong that it strangles the villains to death."

The message, of course, was clear. You can’t get rid of negative stories by trying to get rid of negative stories. Those responsible for charting a new organizational direction must provide the tools, the opportunity and the means whereby positive stories are so robust, so aggressive, so strong and so pervasive that they strangle out of existence those negative stories that would, in other circumstances, have remained firmly anchored in the organization’s cultural mud.

The building blocks of story
The very best stories are simple to understand; are drawn out of truth; describe real people and real events; hold meaning for the listener; are believable; are something that the listener can relate to; use language that the listener is comfortable with; describe, at least in part, a positive outcome; and contain a new question. Although often told in a way that means the listener often has to discover elements for him or herself, a good story is made up of four central building blocks:

What is the story about? What history does the listener need to know? What issue, dilemma or opportunity does the story address? Who are the key players in the story? This part of the story speaks to the head.

What was the hero/heroine’s journey? What tragedy, dilemma or problem did the main character(s) overcome? What opportunity was created or seized upon? This part of the story addresses the hand.

At each critical juncture in the story how did those involved feel? What is the drama? Who learned what? This part of the story engages the heart.

What happened? What did those involved find out about themselves? Who else gained and how? What did those involved share? This part of the story enriches the spirit.

Leaders collect stories
Successful leaders not only tell stories, they collect them. Story helps others better understand what is important. Values are conveyed and made manifest not by a framed statement but through story. Critical incidents are brought to life through story. Encouraging the employee to share his or her story is central to the act of coaching. Stories convey culture. Stories give texture to symbolism. Stories evoke new mental maps. Complex ideas are often best conveyed through story. Stories give rebirth to the child within. Those who formed today’s great religions, Christ, The Buddha and Mohammed, were all storytellers. History tells us that leaders who achieved sweeping and lasting social change, Winston Churchill, Gandhi, Martin Luther King Jr., were able to do so, in part, because of their mastery of story telling. Great leaders tell stories that live in perpetuity.

The increasingly important role of story is evident in every aspect of the leadership experience. A recruitment process predicated on the belief that when money talks talent walks reaps its own rewards: zero loyalty, constant churn, and a dash for the exit when the share options no longer feed a predatory mind-set. Talented people are drawn to an organization for a variety of reasons: the financial package, personal growth, the organization’s reputation, freedom to act, location, the role played by leadership development and the markets served. Moving to a new organization may appear to be ruled by the head but, like all major life changing events, has far more to do with listening to the heart. Logic appeals to the head. Stories touch people’s hearts. When it comes to talent acquisition, organizations don’t compete… stories do.

Story is a critical element in the learning process. In writing down our own story, in keeping a journal, in writing articles or business reports that capture our experience we are entering into a rich process of reflection. Reflection is the key to self-discovery. Without reflection new pathways soon become overgrown, new patterns become lost and new ideas become overwhelmed by that which has been. Those who do not reflect fully on what has worked and what hasn’t are destined to repeat past mistakes, become a captive of the latest trend and easy prey for those who offer the quick fix. Without the capacity to build on past reflection new levels of uncertainty represent not opportunity but a vortex of confusion from which there is no escape. Leaders who do not create time for reflection are building into their persona an inherent redundancy that leads inevitably to derailment.

To mentor is to share one’s own story. A good story shares not only what happened but the twists and turns along the way and the underlying motives involved. Through story the listener gets to peek behind the curtain and connect with the hero’s/heroine’s vulnerability. Through story the listener is being made aware of the mentor’s approach to decision-making, propensity to take risk and professional/personal values. In listening to the mentor the individual being mentored is finessed into asking of him/herself: Is this how I would have approached the problem? Were I faced with a similar situation how would I react? Was there a better way? By sharing the "lived experience" of a more seasoned executive, the listener is forced to explore his or her own mind-set, filters, biases and beliefs. It is this, when added to the opportunity for reflection that makes mentoring such a unique and powerful learning experience.

Conclusion
To lead without accessing the power of story is to carry a quiver full of arrows but to have left the bow at home. The typical employee is overwhelmed, confused and burnt-out by the weight of communication he or she has to deal with as part of everyday life. Because of this, flaccid, uni-dimensional, self-serving communication that seeks to instruct and/or control is destined to become yet one more piece of unneeded and unheeded clutter. Story is a piece of the communication puzzle that no successful leader can afford to ignore. When confronted with the impossible, when asked a question that has no simple answer, when standing in front of an audience whose support is vital, the most valuable thing a leader can do is to start off his or her comments with the phrase… "Let me share a story."

© Orxestra Inc. 2003

“The Power of Story” is taken from "Leaders Must Lead!".