Authenticity in business storytelling

I’m a great fan of the Gruen transfer, a show we have here in Australia.  In one of the episodes they talked about marketing spin and  said in marketing spin you take one truth and spin everything around it.  I was immediately struck by how business storytelling is the complete opposite of that.  Because for your storytelling to be successful, everything about it needs to be authentic. 

So in this video let’s explore authenticity in organisational storytelling.  One of the first things to consider and this comes to us from Steve Denning, is your stories need to be both factually true as well as authentically true.

To illustrate this, Denning shares this example….’On the Titanic’s maiden voyage 700 people arrived in New York’.  This is factually true  but it leaves out the detail that the ship sank and 1500 people died.

So your story needs to be both factually true and authentically true.

The other thing to consider with authenticity in business, is that you as the storyteller need to believe in your story and its purpose – your intent needs to be authentic.

A few years ago we did some work with a leadership team that was outsourcing some of their work overseas and they were looking for stories to accompany  this.  When no stories emerged we asked them ‘can you honestly put your hand on your heart and say you believe this is the best thing for your company?’…..and they couldn’t.  So unless you believe in the purpose you are not going to have an authentic story.

The other point we want to draw from that example is not everything needs a story.  So use stories only if it is authentic to do so otherwise just go with the data….which is what that leadership team did.  They just went with the data about outsourcing their operations.

The last point to make about authenticity is congruence.  There needs to be a connection, there needs to be a congruence between your words and your actions.  When Cameron Clyne, (current CEO of National Australia Bank) became CEO, one of his early promises was to be open and approachable.  When Cameron Clyne was fairly new he attended one of the NAB’s internal events and took a seat down the back.  A lady who worked in IT approached him and said ‘Excuse me you are sitting in my seat’.   He immediately apologised and vacated her seat.  As soon as Cameron left some of the lady’s colleagues said ‘Do you know who that was?  The new CEO!’.  She said ’You are kidding, no way why would he sit up in the back?’.    That story became one of the stories that started circulating in the bank and it showed people the congruence between Cameron’s words and his actions.

So just to recap …authenticity in storytelling is everything.  All your stories need to be authentic and when we are talking about authenticity we are asking you to consider these things. 

Your stories need to be both factually true and authentically true.

You as a storyteller need to believe in the purpose of your story.

Use stories only if it is authentic to do so, otherwise just go with the data.

And finally for authentic storytelling you need congruence between your words and your actions.

We would love you to make a comment of when you have seen leaders who have been authentic or not with their storytelling.

Copperhead Snakes – risky business

Recently we ran one of our workshops at the National Australia Bank with the NAB Risk Advisors.  One of their key messages to both new people coming into Risk and to leaders in the NAB business was to explain the role of the Risk Advisor.  One of the participants, Rosemary Read, Head of Governance, came up with this organisational story.

“I grew up in the country and can always remember my mum telling me about the dangers and risks around our property.  From the red back spiders, to the dangers of the creek and to the snakes in summer.  She always used to say ‘when you come across these risks you need to know what to do because I will not always be there’….

One stinking hot day, mum kept telling me to go and get my bike that I had left at the bottom of the garden path.  I remember reluctantly running down the path to get it and just as I got near I noticed this huge copper head snake curled up in front of my bike, basking in the sun.

I slid to a stop and froze…..my first reaction was to go  running and screaming back to the house to tell mum.  But I didn’t……  I played statutes and without taking my eyes off the snake, I very slowly walked backwards.  I did exactly what my mum had previously told me to do.  When I got enough distance between me and the snake I then turned around and ran back to the house screaming.

I often think about what my mum did for me and the role we have as risk advisors.  Mum gave me advice and skills so I would have the confidence and knowledge to know what to do.  In Risk we play a similar role….We can’t own, and manage the risks when they arise.  Our aim is to give you, the business, sufficient knowledge and tools so that when you come across your own copper head snake, regardless of what that looks like, you will know what to do.”

A great story that can be used when talking with her colleagues in the business units she supports, but can also be used internally as part of the induction program for new employees into the Risk area.  It also highlights that business storytelling is not about business stories but rather how you can take personal stories and relate them to a business message.

Out of the mouths of babes – business storytelling by leaders

Our early example about Only the Real thing story sparked some reactions from some of our followers.  One such reaction was from Alan Doyle, who is a Data Specialist at the NAB’s, Group Data Management team.  Alan did our workshop earlier this year and this is his story….

“In 1997, my son Finn was a cute three year old toddler who simply never stopped, from before the dawn, until way past his bed time !  In some ways I envied him – so much energy and such a sunny disposition, and with apparently nothing to worry about except whether his favourite teddy was close by him at all times.

My world was, at least in my eyes, so much more complex and full of worry, with so much to do and not enough time to do it.  I was working amazingly long hours, trying to ‘make the right impression’ with my work colleagues, and often went days without seeing Finn, or my beautiful five year old daughter Jessie and my lovely wife Sarah.  I loved the precious moments we did spend together, and made a huge effort to spend ‘quality’ time with them, reasoning that I could make up for the lack of ‘quantity’ by trying to do lots of things with the them in the little time we had.  Funny how maths equations like that make sense to an adult – pity they don’t ‘add up’ for the children.

One day at breakfast Finn excitedly showed me his latest family portrait in all its primary coloured crayon glory.  He was always very artistic, and his drawings were remarkably clear even at three years old.  My heart sank when I asked him to tell me all about his wonderful drawing as he bubbled with joy telling me “this is me, and this is Jessie, and this is Mummy !!!”  I asked Finn “…..and where is Daddy?” to which he replied “ooops Daddy, I forgot to draw you ! “.  I knew immediately what that meant, and I literally came apart at the edges soon afterwards.  I had no illusions about what I needed to do……work life balance finally had a real meaning to me.  That day, Finn changed my life forever!”

An interview with John Stewart

Gabrielle Dolan interviews John Stewart, Chairman of Legal and General, member of the Court of the Bank of England (London) and non executive Director of the Telstra Corporation.  John is also ex CEO of National Australia Bank Group, Barclays Bank and Woolwich.

Gabrielle Dolan: John you are a passionate sailor and sailing was a source for many of your stories, can you talk about that?

John Stewart: I believe not enough leaders understand the power of creating myths or common stories about you.  I am passionate about sailing and at first I resisted these stories but found them a powerful ally.  Too many leaders resist these types of stories when they should be actually feeding them.  There are many reasons why I would use them but one is very practical.  I would often be in a lift at work and would see how uncomfortable some people were.  They were thinking ‘Oh my God I am in the lift with the CEO.’  Once I started using those sailing stories, people would often ask me if I went sailing on the weekend.  I could then have a casual chat with that person…the stories provide a connection to me

GD: How much time do you think a leader should spend communicating with their employees?

JS: I recall that when I first became a CEO I thought that about 20 to 25 percent of my time should be taken up by communication.  I soon started to realise that it was at least 75% of my time and often much more than that.

GD: John you always tend to talk in a language that people understand and seem to avoid corporate jargon.  Do you think that is a lost art?

JS: You know it is very easy to make things complicated in business and I see too many leaders who tend do over-complicate things.  When it comes to communicating complex messages, using corporate jargon is simply lazy.  Communicating complex messages in a way people understand is really hard, using jargon is easy.  It is not until you truly understand something that you then can communicate it in a way everyone understands……and only the very good leaders do that…..When I have to communicate complex messages, I find using a story helps me do that, so I just keep doing it.

GD: When you first arrived in Australia to head up the NAB Group, did you notice any differences with the way Australians do business?

JS: Yes I did.  Australians have a different attitude to risk, their attitude to sport and their attitude around not taking yourself too seriously.  I remember the very first day I arrived in Australia I had to do a press conference. That night there was snippets of my press conference on the news and it was in every major news paper the following day.  The next morning I put on the radio as I expected there may be a bit of talkback about my appointment, considering it was CEO of one of Australia’s biggest companies……but nothing prepared me for what people talked about.  The first caller’s only comment was that ‘surely John Stewart wears a wig’.  The next caller was a woman who disagreed and suggested that he ‘had a fine head of hair’.  Another caller commented that it was ‘definitely a rug’.  I could only laugh at what I was hearing*.

So I think Australians don’t take themselves too seriously and they don’t like their leaders taking themselves too seriously either.  Starting with a self deprecating joke is always a good thing with an Australian audience.

GD: Finally John, throughout our work at the NAB people often refer to you and say ‘John Stewart is a natural storyteller’…are you?

JS: Hmmmm….my best ‘adlibbed’ stories have been practised for hours in front of the mirror.

*Just for the record John has a fine head of hair, which is all his own.

An interview with Cindy Batchelor…

Cindy Batchelor is a Managing Director at the National Australia Bank, she shares her personal insights about presenting and the role of storytelling within presentations with Gabrielle Dolan

Gabrielle Dolan: Cindy you have a reputation for being a good presenter, do you have any tips?

Cindy Batchelor: I think the key is to think about what your key messages are and then think about how you are going to make them stick.  As leaders, when we communicate and present we have to be fully aware that people only have the capacity to take in so much…you can’t have ten key messages and expect people to remember them all

GD: And how do you see the role of storytelling when presenting?

CB:  I always think about how I am going to make my messages interesting, and then I think about how storytelling will help me achieve that.  Story is such a powerful tool because it helps people remember your message and often retell it.

When I think back to some of the training I have done and presentations I have sat through, it is the stories that I always remember.

GD: How many stories would you advise people to use?

CB: I don’t use a story for everything.  You don’t need a story for everything, but when presenting I now think a lot about what I want people to remember or take away from my presentation…..I use a story for those messages.

GD: You signed off on the investment to train the top 100 global leaders at nabCapital, what was your thought process?

CB: We give accountability and responsibility to our leaders and when we do that we need to build their skills, confidence and capability.  Our leaders were highly technical, highly effective and highly skilled but there was a gap in the way they engaged with employees.  We knew there was a gap so we had the responsibility to fix it, especially after we had asked them to be responsible and accountable for employee engagement.

In regards to the cost of leadership development, it is pretty simple; people just need to understand that this is an investment not a cost.

GD: Who do you think could benefit from storytelling training?

CB: I truly believe any person in any position can benefit from using storytelling.

Contact Us

One Thousand and One
HUB Melbourne
673 Bourke Street
Melbourne VIC 3000.

Email Us

Twitter

PowerPoint presentations banned by meetings and events organisation A win win for everyone. GD

Follow us on Twitter!

Follow us
on Twitter!

Most Popular Posts

Fly like a butterfly – another example of business storytelling
Last week we ran a workshop for Many Rivers who provide micro financing predominantly for ... Read more » | 14 comments

The desires that drive us to connect
 Recently we had the pleasure of both presenting and attending the Creative Innovation 20... Read more » | 12 comments

“Storytelling Techniques” – Negative stories have their limits
Negative stories in business have a purpose and also  have limitations.  We came across... Read more » | 11 comments