Executives have long understood the business value of a ripping yarn. Different consultancy companies will have their own take on what makes a good story. Yet whatever the scale of your literary ambitions, there are some fundamental rules seem to apply. First you start with good material and you need to identify what is and isn’t a story. A story is something that begins with a time-marker and is also always visual. Don’t use the “S” word. Don’t say “I just want to share a story with you.” Well, in business, that’s like death. Instead, say: I’ve had a really interesting experience. And remember to be sincere.
Storytelling is a reliable way to reach audiences. According to storytelling experts, organizing stories in a form that connects to people’s feeling is an effective way to make information more memorable. But for sales people, telling their sales stories well is more challenging than for CEOs telling a company story—a sales person’s time is limited as the audience is under no obligation to listen to them for a long time; and they need to learn to tell the story throughout the entire sales process, from introducing themselves to managing customer relationships, and the focus of these stories will also vary by culture.
Storytelling is one of the most important skills for leaders to learn, because their job is to gain trust, and to persuade and influence people. Today, a number of consultants offer services that teach storytelling to executives or help them develop stories for internal or external consumption. A good story is a memorable way to make a point. And by engaging the emotions, a story makes it easier to persuade or motivate the listener. Stories can fulfill several roles for an organization. Founders’ stories, for instance, can be especially useful in giving people a sense of their company’s identity and in shaping the company’s culture.