I recently attended a meeting that went something like this:
Everyone came in, many of them rushing, a few looking at cell phones. They sat at the conference table, laptops popped open. The person who’d called the meeting looked around, said ‘I think we’re all here,’ immediately threw a spreadsheet up on the screen, and started going through a bunch of numbers.
The attendees (I was there as an observer) scrambled to keep up. . .then they started asking a ton of questions about the spreadsheet. They questioned assumptions, tried to solve for problems that hadn’t been directly mentioned, and asked for additional details. The meeting-caller became increasingly flustered as the gathering spiraled out of control.
After 45 minutes, time was up. Laptops collapsed and everyone left. No action items, no real resolution. I wasn’t even clear what the intention of the meeting had been.
It didn’t feel so great. The meeting-caller, who happened to be my client, looked at me: ‘Please tell me there’s a better way to do that.’
Master storyteller and teacher Doug Lipman breaks a storytelling performance into four sections:
Over the past few years, Storytelling has emerged as a critical communication skill. Stories help us establish emotional connections with our audience, community, customers, and contributors. These connections can build over time and create brand loyalty that goes beyond purely ‘business’ transactions.
Story, however, is much more than a tool for communication. It also is one of the most effective, efficient, and powerful tools we have to build effective teams.
Here are four ways that incorporating storytelling as a core practice can deepen engagement and increase effectiveness in teams:
Any time I lead an organizational or leadership storytelling workshop, I split folks into pairs and ask them to share a story with each other. Person ‘A’ goes first and Person ‘B’ is asked to simply listen without interjection. After the exercise, I ask everyone what they noticed about sharing and listening to the stories.
Based on what I’ve heard after facilitating this exercise hundreds of times, one of the most challenging parts is not telling the story, but listening without speaking. This makes a fair bit of sense: most of us have been culturally training to treat conversation like a tennis match. We listen primarily for an opening, a chance to return the volley, to share our own point of view.
What happens when we’re challenged to simply listen, to take in another person’s story without any agenda of our own other than being present?
Write something about yourself. No need to be fancy, just an overview.