corporate storytelling: fifth lecture
TRANSCRIPT
Fifth Lecture: Narrative Leadership
CORPORATE STORYTELLING
sjoerd-jeroen [email protected] education | storytelling | culture
o Decide how to use storytelling• As strategy• As intervention
o Formulate your visiono Access narrative
memory• Collect stories• Convey stories
USING STORYTELLING: BEFORE CHANGE
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o Collect stories• Assess the process• Assess how change is
experiencedo Have narrative conversations
• To probe• To receive signals
o Analyze the stories being told• Assess commitment• Intervention from the
management needed?• Which stories are needed?
USING STORYTELLING: DURING CHANGE
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o Curate narrative memory• The right stories• Corporate story and
organizational stories should fit
o Reflect• Convey and collect stories
to monitor • Telling stories is also
monitoring!
USING STORYTELLING: DURING CHANGE (CONT.)
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o Collect and convey to measure effect of change
o Actively manage the narrative memory• Convey and curate stories
that stabilize new organization
• Create roots through storytelling
• Create a fundament for new change
USING STORYTELLING: AFTER CHANGE
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o Courage• Confront what is not
going well• Dare to be vulnerable• Dare to face emotions
o LEADERSHIP• A leader is at the
bottom, not at the top• A good leader serves
MANAGING CHANGE
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o True for the storytellero True for the audienceo True for the specific
contexto True relating to the
contento Know when not to tell
stories!
STORIES MUST BE REAL
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o Accept: different experiences, different stories
o Narrative intelligenceo Reframingo Allow negative storieso Create a positive
narrative environment
CURATING THE NARRATIVE MEMORY
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o Counternarratives• Fight them?• Or accept them?• Address them!
o Packaged story• Entire story in one word
o Folklore stories• A story remembered, but
not experiencedo Personal experience story
TYPES OF STORIES IN NARRATIVE MEMORIES
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oUse stories to oFormulate a visionoCheck and probeoRemember
NARRATIVE LEADERSHIP
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o A vision story o ‘Desert day’o Brainstorm: 6 roles, 4
stageso Avoid mission
statements
FORMULATING A VISION
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o What’s going on?o Collecting storieso Connect management and
workforce through storieso Significant stories
• Agreement (group sessions)
• Repetition of stories• Comparing stories for
pattens (6 roles/4 stages)
CHECK AND PROBE
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o After all is done• How to remember?• What did we learn?
o Corporate stories often ahead of organizational stories: danger of counternarratives
o Round up!
FORMULATING A VISION
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o What did you dislike the most?
o What did you like the most?o Compare storieso Link past, present and futureo Story of the future: what’s
nexto Narrative reportso Reflect: where did you come
from?
ROUND UP
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o Respect other people’s storieso Personal emotionso Personal truth
o Weak position of the storyteller
o Agree ono How you’ll use storieso Anonymity o Permission
NARRATIVE LEADERSHIP: USING STORIES
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