Andrew Thorburn is CEO and Managing Director of Bank of New Zealand and shares his thoughts on leadership, storytelling and listening.
Gabrielle Dolan: Andrew you tend to use a lot of ‘normal language’ when talking, which is both rare and refreshing, do you think it is important?
Andrew Thorburn: I think leaders need to use normal language to connect with their people instead of coming out with all this jargon. I think you gain respect that way. We use normal language and story when we are talking with our family and friends and we need to bring that into the workforce. We need to communicate in a way that is authentic and real.
GD: Why do you think most leaders don’t use normal language?
AT: I see leaders who have no problems challenging decisions and asking the hard questions and making the tough calls but they very rarely are prepared to break the boundaries with the emotional stuff. Very few leaders are prepared to show vulnerability or humility or admit mistakes. Stories are a very good way to show a level of vulnerability, they show that you are human.
GD: Do you often use stories to help reinforce your key messages?
AT: Yes because I know through stories that people will connect with my messages and if they connect with them they will remember them.
GD: Andrew you are giving me a look …a ‘that is pretty obvious though and surely everyone does it?’ look. Can I tell you from what I see most leaders when preparing for closing remarks may take the time to think of their key messages and then simple restate them. Something along the lines of ‘So the three things I want you to take away are…a, b and c.’. Very few leaders take this to the next step and think about how they will make people connect with their messages.
AT: I suppose you are right.
GD: Do you see any dangers in leaders using storytelling?
AT: I think the only risk of organisational storytelling not working, is if leaders are not authentic. I certainly believe people can be trained in the technique but they have to be authentic. They have to be grounded. They have to have humility and they have to be prepared to show emotion. Otherwise it will just come across as scripted and an attempt to manipulate.
GD: What is one of your insights to getting all leaders across the business using storytelling?
AT: I believe that for storytelling to work across any organisation that senior people need to role model it. Once they role model storytelling, it gives other leaders permission to use it.
