Hier erfahren Sie, wie Sie leitende Stakeholder durch Storytelling-Techniken fesseln und überzeugen können.

Knowing your audience also pertains to studying your audience. Don’t just know the top lines or biography - study their background from all spheres - when you can decipher how they like to learn, how they absorb information, their network and values, you can influence them more effectively and adapt your storytelling style to each stakeholder.

Storytelling isn’t just about presenting facts; it’s about creating an emotional connection by weaving together the past and painting a vision of the future which aligns with your target audience. By turning data into compelling narratives, you can inspire change and drive strategic decisions. In today’s data-driven world, a powerful story can be your most valuable tool.

Engaging stakeholders through storytelling means making them feel part of the journey. Firstly building credibility is crucial. Start by understanding their needs & pain points. Always back your story with data ,instead of presenting dry stats, consider framing them in a relatable narrative. I place a lot of emphasis on honesty: not all stories have smooth sailing or happy endings. If something hasn't worked well or the data doesn't look good, have the guts to tell that story as well. Have a solution or POA ready to address the issue. This way they are not just observers but become fellow explorers, invested in the success of our journey. Amidst all , the key ingredient of your story should always be data-driven insights and honesty 

Story telling can be true or fiction. Either way, when this is required to execute a plan in action or even get approval, you need to know who you are speaking too and understand THEIR requirements out of this matter. Sense it and use this. The I usually will discuss a real-life experience, one that usually ended well, but had similar needs and likely "bounces" during the work effort. If it's one person to speak too, a bit simpler for sure. If it's a committee, a bit harder, but again, use the history of this committee and seek what makes them worry and hit them hard with benefits and a solid plan. Lastly, be true in your words, for approval means you must deliver.

Your ability to motivate and inspire your audience to take action will determine the success or failure of your initiative, particularly within projects, change, and transformation domains. Don’t assume your audience is motivated by the same things you are. Seek their counsel, listen to them, and, as much as possible, reflect their sentiments, aspirations, and input in your messaging and communication narrative. Your audience should feel that you are serving them, not the other way around. In short, genuinely engage with and learn about your audience, their diversity, nuances, and quirks. Personalize your communication and storytelling technique so that each stakeholder group feels valued, heard, and represented.

It's important to understand what drives your audience/ stakeholders. Senior stakeholders often have limited bandwidth and hence, maintaining continued engagement by making the context relevant for them very quickly is critical and key. Leveraging personal stories, linkedin posts they may have shared on things that they care about, and embedding it in the context early on helps make the connect faster. A hook that quickly makes the connect and sets the context marks the difference. Making an audience care about issues they may/ maynot have knowledge about really takes tailored storytelling a notch further.

Setting the scene for me involves telling a story highlighting why you are in the room. You have a unique story and perspective which is why people should listen to you.

Setting the scene effectively is crucial for engaging your audience. If you are discussing a market shift, explain the factors driving this change and the potential impacts on the business. Highlighting these aspects helps stakeholders understand the relevance of the situation to their specific responsibilities. A well-set scene provides clarity and builds a strong foundation for the rest of your narrative. It allows stakeholders to see where they fit into the story and why it matters to them. This understanding is essential ensuring they are engaged and invested in the outcome. By doing this you make it easier for your stakeholders to connect with the narrative and follow along with the solutions and strategies you will present.

Articulate the problem statement (“the why”) in a short sentence describing the issue's background and context, supported by data and insights to emphasize the pain point and business impact. Communicate the value and benefits of effectively resolving the issue, then proceed to describe how you plan to address it. Include factors such as benefits, time, cost, resources, and key risks.

To enhance the relevance of the scene you’re setting, tailor your narrative to the specific interests and concerns of your stakeholders. For example, if you're speaking to a financial executive, emphasize the economic implications of the current situation. If your audience includes operational leaders, focus on the logistical and efficiency-related aspects. Additionally, consider the emotional and psychological impact.

To keep your stakeholders engaged, introduce a clear conflict or challenge that needs to be addressed. This conflict is the main point of your story and draws them in. Tie the conflict directly to the stakeholders' interests and present it to get an emotional response. For example, if there’s a market opportunity that might be missed, frame it as a potential loss impacting growth or competitive positioning. If it’s an internal issue, highlight the risks and possible disruptions. By making the conflict relatable and urgent, you get stakeholders to care about the resolution. A well-defined conflict captures attention and provides attention your narrative, making sure stakeholders remain engaged and invested.

The conflict must draw a response as it should be a roadblock to achieve something that is of value to the stakeholder. They must see the conflict as personal to them and they are on side to do everything in their power to resolve the conflict. Built up the conflict to be an against all odds story where the stakeholder feels for the underdog. They must be brought into the interplay so much so that when you start working with them to present a logical solution, you are the pivot, the action heroine/hero. You are the Chuck Norris of this story.

Introduce conflict - otherwise known as articulating the “problem statement”. Linked to understanding your audience, understand how your stakeholders will react to a problem on its own versus options for resumption that allow senior stakeholders to make empowered decisions to steer. No member of the c-suite will ever thank you for bringing a tray of problems to them.

I would actually introduce insights, sharing your perspective on their issue or challenge. Leave them with a taste as to what the resolution could be, get them thinking.

The conflict should be directly tied to the interests of the stakeholders and presented in a way that elicits an emotional response. Whether it's a market opportunity that might be missed or an internal problem that could escalate, make sure the conflict is both relatable and urgent, compelling stakeholders to root for a resolution. Clearly define the stakes involved and the potential consequences of inaction. This will help create a sense of urgency and emphasize the importance of finding a solution. By focusing on a challenge that resonates deeply with your audience, you can drive them towards a shared commitment to address the issue.

remember shared pool concept. The resolution must be a combination of all parties goals. All the sides of the conflict have to see something for themselves in the solution

Introduce the current state of affairs, highlighting the challenges and obstacles faced by the organization. This establishes the conflict that your idea aims to resolve.

“Genius is one percent inspiration, ninety-nine percent perspiration.” (attributed to Thomas Edison). Endeavor to truly understand the problem before offering possible resolutions. When a problem is properly understood, it leads to insights. Insights are the precursor to novel and innovative solutions that achieve desired outcomes.

Below plan is certainly doing the job for me: 1. Problem Statement: - Clearly define the problem or challenge your key value adding solution aims to address. 2. Actionable Solution: - Present a well-thought-out solution that directly tackles the problem. 3. Detailed Implementation Plan: - Outline the key milestones and critical path to implement the solution successfully. 4. Robust Business Case: - Provide a strong rationale for the solution that must include cost-benefit analysis, ROI projections, and risks assessment. 5. Engaging Communication: - Use compelling visuals, storytelling, and data to convey value. That’s all folks;)

1. Présenter la Résolution. 2. Décrire les Avantages. 3. Être Réaliste sur les Défis. 4. Convaincre les Parties Prenantes. 5. Rendre la Résolution Incontournable. Après avoir introduit le conflit, la présentation d’une résolution claire et convaincante est essentielle. Votre solution doit être perçue comme le moyen le plus efficace de résoudre le conflit, tout en étant réaliste sur les défis à surmonter. L'objectif est de faire accepter votre proposition comme la meilleure option possible pour les parties prenantes.

When stakeholders feel valued and heard, they become vocal champions for your organization. They're more likely to promote your brand, recommend your products or services, and act as positive voices in the community. This translates to a stronger reputation, increased brand loyalty, and a competitive edge in the marketplace.

Benefits realization is the reason for action. However, not all benefits are tangible (e.g., financial). Many benefits are not easily quantifiable, but their impact is notable. For example, improved employee morale or enhanced brand reputation might not have immediate financial metrics, but they significantly contribute to long-term success. Therefore, articulate the tangible and non-tangible benefits and their expected timeframe to your stakeholders, ensuring they are clearly understood and desirable.

How to champion the key stakeholders interests when presenting the outcome and potential value adding for the business? 1. Emphasise Positive Impact: - Clearly articulate how the strategy and solution positively affects stakeholders' interests or objectives. - Showcase how their involvement contributes to favorable outcomes. 2. Demonstrate Tangible Value: - Provide evidence of project successes or milestones. - Show how their support directly adds value to the organization or project. What is eventually missing?

Empathy is often crucial. Knowing your stakeholders’ priorities and what is important to them, alongside the positive approach you show in highlighting why + how the benefits of the new plan deliver against their specific priorities - and also those of the wider business - will go some way to landing the positive reaction or sign off desired so that you can implement the plan. Highlighting again at the end of the campaign will also reinforce your prior recommendation and help to strengthen the view from stakeholders that you deliver ROI. Ultimately you want them to engage in future requests and activities, so the seeds you sow now will pay dividends in the long term.

One thing that I find helpful in securing the buy-in of my seniors is a presentation that focuses on long-term vision and impact of my proposal. I create a compelling vision of how the project will look like in the next 3-5 years and how this will align with the company's long-term strategic goals. I love to add 3-5 major impact and benefits of a proposed initiative to the stakeholders, the organization, and the broader stakeholders (like external customers and vendors). When the vision, or what I call "picture of success" is set, I will present how their support can drive meaningful change and create lasting value. How to achieve this? Use data visualization, pictures, even animation. Avoid text-heavy visual aids.

In order to move away from the proverbial theory, it's actionable plans that provide comfort and confidence in your ability to help resolve their pain and challenges. A clear call to action should outline what you expect from them alongside what you will do to support them

Drawing your audience in with a compelling narrative is an art, but in a business context you also want them to be clear about the ‘ask’. Anchor your story-telling with a clear CTA (call to action) What is it you want them to do as a result of the story you have told? What action is needed to bring the vision to life? More importantly how can they become the real life heroes in the tale?

This step is crucial because the aim of the storytelling is to convince and this step is all about the "Why" you needed to convince these stakeholders. Whilst the call to action can just be the next step you need them to take it should also answer the "so what?" for the stakeholders. You've taken them on a journey, this is where you tell them why you did it, and what you need from them now (or later).

Address each action item to responsible SHs, agree upon due date by when we can expect review or approval. Explain the impact if we fail to achieve the action item by so and so date. E.g. if we don't get approval then further supplier selection will be delayed for long lead time components availability for production to meet the delivery to customer so and so date. If required show detailed time plan, so that urgency will be understood clearly and support will be available throughout journey. If any follow up meeting is expected then agree upon the date for next follow up meeting there itself.

Making the change is only half the battle, relevant storytelling ( successes and benefits ) needs to convince the audience that they have the capability and the "buy in " to want to make continuous improvement in everyday BAU.

In my opinion- Highlight the Benefits 1. Focus on ROI: Emphasise the return on investment and strategic benefits of your proposal. 2. Showcase success stories: Provide examples of similar successful initiatives and their positive impact. Be Authentic and Credible Be genuine: Share your own experiences and insights to build trust. Acknowledge challenges: Address potential concerns and demonstrate a balanced, realistic perspective.

Focus on the why, not just the what: Don't just present facts and figures; explain the reasons behind them and how they impact the bigger picture.

Sometimes storytelling is about education. It is about helping senior stakeholders to understand a complex technical concept - especially where this understanding is a prerequisite to get context of a setting/situation/work product. Using metaphors is a powerful storytelling technique where a day-to-day concept which is widely known is used to explain something that would otherwise be obscure. In these situations giving data points and figures, even with thresholds and target values, won't have the same impact as describing it first using an everyday metaphor and then providing the correlating data to show the impact.