Yamini Naidu interviews  Terry Dwyer (Executive General Manager – Organisational effectiveness CPA Australia) on storytelling and leadership.

Yamini Naidu: Terry why did you consider storytelling as part of the leadership development at CPA?
Terry Dwyer: We embarked on a program to build the capability of our leaders particularly our senior leaders because we feel that senior leaders shape the organisation. So storytelling was part of a broader leadership development program. I think that one of the keys to good leadership is communication and that is where storytelling is of real benefit in being able to communicate effectively. There is nothing like some really good examples and when we put our leaders through the training they could see the value in storytelling, in communicating with their teams, in coaching and mentoring.

YN: When you presented storytelling as a development opportunity what was the reaction?
TD: When you first mention storytelling, it isn’t something that figures in the corporate vocabulary so you really need to explain what it is, but once we talked about what organisational storytelling was, the power and the benefits,  people really got it.  As you know we put our senior executives through the storytelling workshop as were looking for a way of adding value for a seasoned group of executives but also adding value to the business. Our executive team got it straight away and thought this is a real opportunity. We also put our general managers through the program.

YN: What are some of the barriers in organisations that stop leaders from using storytelling? Leaders get storytelling intellectually they connect with stories but something stops them from using stories more often?
TD: For many people it is challenging, probably more than those who are natural storytellers. Sometimes it is a confidence thing – thinking is this story really worth telling?  You have to overcome that feeling and I think there is nothing like success. So if you experiment with storytelling and the lights go on with people then you are obviously encouraged to continue doing it.  I think also from my own experience and people I have talked to, it is good to have a number of stories that are top of mind, otherwise it is too easy to revert back to your old style.

YN: What helps leaders with their storytelling?
TD: I think leaders have to buy into the fact that good communication is the key to good leadership.  Quite often when you see ineffective leadership it comes down to poor communication whether lack of or inappropriate communication.  In leadership communication is so important – once leaders buy into this they look for communication methods that resonate.  I also think there is nothing like good role models, so if you experience good storytellers you  think  “I can do that” and start to develop your own stories. The training we did with One Thousand & One was to draw those stories out.  

YN: Where have you seen stories used well?
TD: I have seen senior executives tell stories to large groups of staff when they are wanting to engage people in change or in a new strategic direction.  When you are addressing a diverse group of people storytelling can be really powerful because it can convey strategic thinking in a very practical way.  I have also seen it work in smaller forums;  in small teams or one on one coaching when you are trying to communicate a principle or to encourage someone to think differently.  For me, I find storytelling has quite a broad application.  We often find it  easier to tell stories in our home life or personal life and it is more of a challenge at work.

YN: We often heard about the ‘Chipped mug story’ at CPA, please tell us more
TD: Our former CEO used to tell this story when he was talking to staff about the organisation’s brand strategy. Our three year strategic plan includes positioning CPA as a “premier global brand”. The CEO tells the story about attending an internal event and discarding a cup that he saw had a chip.  The CEO then used this story to explain how being a premier global brand doesn’t just mean getting the strategy or the big things right but also depends on getting the little things right every time. Sometimes you get a story that has a disproportionate  impact on culture and this was definitely one.