Leaders are often exhorted to tell stories as part of how they present their ideas. Over the last decade or so this encouragement has become almost deafening. We have joined in with the chorus (see the second part of this business briefing and point 5 in this blog). You read about stories everywhere it seems – for example and this.

Why the interest? Outlining a logical argument for change often doesn’t convince. Preceding those messages with something that engages the heart and mind of the listeners helps. Ganz is powerful on the importance of developing and using a ‘personal narrative’. He has helped President Obama in his oratory…and this speech of his shows the ideas of the story of self, us and now in action.

For me, and my colleague Steve Bagi, there are 3 sorts of stories:

1) To build rapport
2) To illustrate a point
3) To motivate for change

Stories that motivate the listener to want to change often involve the leader sharing an analogous personal example that illustrates COCO: the context and challenge they faced, the options they considered, the choice they took and the outcome they achieved. This might be a key moment in their career, something from the life of a family member or even someone or some moment well known that clearly means something significant to the person listening to it.

And the risks? It can seem a bit instrumental. Will there be a backlash? Will we hear “oh no not another personal anecdote”. I doubt it – as humans we don’t tire of the novels or movies, for example. Searching out stories about personal and collective quests is part of who we are, it seems.

What are the best ways to start to practice this sort of approach? Well it isn’t rocket science. It really isn’t. You might want to have a go with our personal narrative worksheet…give it a go when you next have an opportunity to speak with your staff. And a tip – try photos…and, of course, really try to avoid bullet points.