Quelles sont les erreurs de narration courantes que les dirigeants devraient éviter lorsqu’ils mènent un changement positif?

In my experience, UNDERSTANDING the CONCERNS of your stakeholders is the FIRST step towards building trust. Schedule one-on-one sessions or team meetings, to ensure every voice is heard. + Transparent Communication: Transparency breeds trust. Clearly communicate the reasons behind the change, the potential benefits, and how it aligns with the broader vision. + Co-create the new reality: Turn resistance into an opportunity for collaboration. Organize brainstorming sessions where stakeholders can actively contribute to the decision-making process. This makes them co-won the solution.

Understanding the audience means recognising their unique needs, interests, values, and concerns. This requires active listening and empathy, as well as gathering insights through interactions and feedback. In my role, this might involve understanding the challenges faced by different teams or departments, or the specific needs of service users. When crafting a story, relevance is key. For instance, if addressing a group of young professionals in my team, I would use examples and language that resonate with their experiences and aspirations. Similarly, when communicating with senior management or external stakeholders, I'd align my narrative with their strategic interests and use data to support my points.

Craft stories that are clear, engaging, purposeful, and audience-centric. Let’s turn words into catalysts for change! Dodge these common storytelling pitfalls: 1.Complexity Overload: Keep it simple. Avoid getting lost in details or jargon. 2.One-Way Street: Dialogue, not monologue. Engage your audience, don't just talk at them. 3.Forgetting the ‘Why’: Always loop back to the core purpose. It’s the heart of your story. 4.Ignoring the Audience: Tailor your story to resonate with your listeners. One size doesn't fit all.

Ein tiefes Verständnis des Publikums ist entscheidend für effektives Storytelling. Dies erfordert mehr als nur Oberflächenwissen – es geht darum, die vielfältigen Perspektiven und Erfahrungen einzubeziehen, die Ihr Publikum mitbringt. Ein inklusiver Ansatz beim Storytelling, der diese Vielfalt anerkennt und wertschätzt, kann die Wirkung Ihrer Botschaft verstärken und sicherstellen, dass sich alle Zuhörerinnen und Zuhörer gesehen und gehört fühlen.

Overcomplicating the Message: Keep the story simple and focused for clarity. Ignoring the Audience's Perspectives: Tailor the story to the values, experiences, and needs of your audience. Neglecting Emotional Connection: Incorporate emotions to make your story relatable and memorable. Underestimating the Power of Vulnerability: Share personal experiences and challenges to build trust. Failing to Highlight the Vision: Always connect the story back to the larger vision and goals of the change. Overlooking the Call to Action: End with a clear call to action, guiding listeners on what to do next. Not Practicing the Delivery: Rehearse to ensure a confident and engaging presentation. Ignoring Feedback

It should be wider than just the storytellers view. If it's an organisation it should be a collective view of those mission and values. I always think collaboration is always the key when working with people.

As a leader in Business Intelligence, I can't stress enough the importance of storytelling with a clear purpose. It's like analyzing data without a hypothesis - you end up with a lot of information but no actionable insights. When leading change, your story should be the beacon that guides your team towards the vision. It should inspire, motivate, and provide a clear call to action. Remember, a well-defined story can be the difference between confusion and clarity in your change strategy. Keep it focused, aligned, and purpose-driven! 🎯💡✨

Another critical storytelling error is not having a clear purpose.........When leaders present stories without a defined goal, the narrative can become aimless, leading to confusion and reduced listener engagement.........It's essential for leaders to ensure that each story has a clear and concise purpose, aligning with strategic objectives to maintain audience interest and support for the change initiative.

The purpose of the story being told can sometimes only be fully revealed at the end of the story. This however shouldn’t stop us from at least framing the purpose upfront to ensure the audience has the right understanding of where the story is meant to lead them. The specific punchline or big reveal can still be retain at the end for full impact. Not being clear about the purpose up front runs the risk of the audience interpreting the direction differently and feeling misled when it finally shows up in the end.

A clear purpose provides structure to a story, an essential element of excellent storytelling. You should always be clear about why you are telling the story in the first place. This clarity not only gives the story structure but also ensures it is authentic and genuine, helping you connect better with your target audience.

In an age of AI; authenticity is felt now more than ever. It takes courage to speak from the heart; but to be able to communicate well over a digital medium requires skill. I believe Digital Empathy coupled with those daring to live boldly is what will separate true Authentic Leaders from the masses. To be Authentic; one must understand themselves, the world around them and their unique purpose. There are many mentors and guides out there who can help with this, and it is my mission to be a vessel of change through these means. Be bold. Take a chance on yourself. Watch the Universe respond.

Don't be shy about letting the real you shine in your stories. Your unique way of seeing things, your voice, and how you express yourself – that's your magic. It's what makes your stories pop and stick with people. Authentic storytelling is more than just sharing tales; it's about putting a piece of yourself out there. And yeah, it can feel a bit scary, but that's where the magic happens. That's how you touch hearts and move minds. So, dive in and share your stories with all the honesty and passion you've got. Be the spark that lights up change, one story and one listener at a time.

If you can articulate the 30,000-foot rationale for big change but are less knowledgeable about the low-level details and impacts, don't delay change communication to give yourself extra time to become as smart as your employees. Instead, present crisp, meaningful facts and data to support the case for change and don't be afraid to admit that the lower-level nuances are still being ironed out. Need help? Ask for it! Finally, it is okay to request additional data from teams who are in the daily grind of production and operations. Be prepared, however, to collaborate (i.e. labor together) on deciding the local plans to support the business objectives.

Der größte Fehler aus meiner Sicht ist, Wasser zu predigen und Wein zu trinken. Niemand folgt der Vision eines Führers, der die Werte nicht lebt und nicht mit positivem Feedback vorangeht. Das eigene Verhalten jeden Tag im Büro und mit dem Team muss zu dem passen, was man kommuniziert und was man auch vom Team erwartet. Wie möchte man etwas ändern, wenn man nicht bei sich selbst anfängt?

A big part of storytelling is sharing testimonials from stakeholders, statistics, etc. One common mistake I have observed (especially in the social impact space) is how lots of leaders exaggerate the level of their impact. They sometimes use inflated numbers, made up stories, etc that may come across as inauthentic. Instead focusing on depth of impact while storytelling and zooming on one case study or testimonial may be more impactful than doing the above

Emotions move us internally. If words are the body of a car, emotions are the fuel. How we feel determines how we respond to the information at hand. Two people can absorb the same information; but in different emotional states, it can read completely different. "I can't believe you did this" An angry parent might say to their cheeky pup who's made a mess. vs. "I can't believe you did this" A spouse might say on the receiving end of a surprise party meticulously planned from their significant other. How you say, is as important as what you say. They're called E-motions for a reason.

This is one of the key things to this and why I believe we have people who can tell their story with the passion they believe in. Anyone can tell a story, anyone can read a story but only someone who believes in what they are saying can have the passion to give that story a life.

Stories infused with genuine emotions resonate deeply with audiences. When we share personal experiences, vulnerabilities, and feelings, we create a bond which creates an investment in the story that eventually drives outcomes. Without emotional engagement, storytelling becomes sterile. People won’t invest in a narrative devoid of feelings. Emotions drive action. Whether it’s supporting a cause or embracing change, impact stems from emotional resonance.. Therefore, to connect genuinely and meaningfully, we must evoke emotions. Authenticity lies in vulnerability and relatability.

Emotionen sind das Herzstück des Storytellings, das die Zuhörer bewegt und inspiriert. Indem wir authentische Emotionen in unsere Geschichten einfliessen lassen, schaffen wir eine Brücke des Verständnisses und der Empathie, die rationale Überzeugungen überwinden kann. Eine Geschichte, die das Herz berührt, bleibt im Gedächtnis und motiviert zu Handlungen, die positive Veränderungen bewirken.

The success of a story lies in its ability to connect with the audience, and this is where emotions play a crucial role. Let your genuine and raw emotions shine through your story, rather than being overshadowed by fancy words and a dry, impersonal narrative.

This is so important to have flow when sharing a story. I like using the Hero story framework where: 1) Have a main character who has a goal 2) Hero faces an obstacle in achieving the goal 3) You increase the stakes in achieving that goal to hook audience 4) Eventually overcome the goal and hero lives happily ever after

A chaotic story without a clear structure is a surefire way to lose your audience's attention. Craft a narrative with a beginning, middle, and end to guide listeners through your vision. A well-organised story not only captivates but also makes your message compelling and memorable.

The absence of a clear structure in storytelling can lead to confusion and disengagement...........A narrative without a distinct beginning, middle, and end makes it hard for audiences to follow and grasp the key messages...........For effective leadership communication, it's crucial to structure stories in a way that guides the audience smoothly through the content, ensuring clarity and enhancing impact.

Writing or telling a story without a structure is possible especially if it's very compelling by itself, but if it's the impact of the story that is important to us, using a proven story structure goes a long way. A structure does not make stories boring and predictable, instead it is a much needed guide for the audience to follow the narrative and finally arrive at the impactful part of the story. Adding color, emotions, rhythm etc to the story structure is how we can make it unique and powerful.

I never practice my story and I think when you speak from the heart you don't need to. I adapt my story to fit the audience. I don't want to be robotic and speak from reading or practice I want people to feel why I want things to change, I want people to know why it must change and most importantly I want people to work with me to change it. I don't think I could get that if I was constantly practicing it. Happy to listen to other viewpoints though.

Practicing the story is probably one of the most proven ways to tell a story the way it is supposed to be delivered. But I do also think that if the script is not well refined enough to layer it with authentic, personal touch, it can be quite easy for an audience to sense it and become uninspired & disengaged. It works better for me to focus on knowing the subject matter deeply and getting a good cross section sensing of alternate viewpoints. And then use a core set of content and allow deviations and adaptation, so as to deliver something that is more responsive to the audience and not confined to a rigid set of words.

“Getting them involved” is the secret sauce. Too many like to hear the sound of their own voice 😊 Adult Learning theory reminds us yet the expert model tricks us into this facilitator trap. People have the solutions within. The facilitator’s job is to help bring it forth.

Many leaders use a "burning platform" speech and messaging to motivate people to change. But I believe that such a speech can do more harm than good especially if there is no concrete plan presented along with it. Instead, I speak about the mission, vision, and positive aspects of the change. If that does not motivate people - nothing will.

Keeping your story the same, not adding or updating the story is also another mistake I see. It has to be relevant to the time as well as the audience. Sometimes you have to tell a story to the same people at different times, they will soon get bored if they are hearing the same old same old. I once did an equality diversity and inclusion awareness session. As i was sat waiting to present I heard staff say oh we don't need to do that we did it years ago. I persuaded them to come along and the feedback was it was the most interactive thought provoking and inspiring EDI they had done. I still got the information across, it was similar to previous EDI but I got them involved. I changed the way so they worked things out themselves. Result!

Understanding how the listener views themself. A story needs to be relevant to the situation and to the listener. If the "success" in the story relies on capabilities one doesn't see in themself, it may backfire. Style, skills, mindset, and specific narrow characterizations of courage, hard work, or leadership can all be alienating.

Another common mistake change leaders could make is telling stories that represent and reinforce the past; the past is important, but consciously telling stories that reflect the change required will help people see the possibility of a new future state.