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Leadership Institute: storyMYTHOS: Storytelling for Brands, Business and You

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"What do you want your story to be? (Your business) culture is the story people tell when management is not in the room. Culture is the stories people tell period. What story do you want people to tell about you?"

Using films such as Star Wars, Titanic and Shawshank Redemption, Meeker reviewed the approaches used by screenwriters and authors and had participants apply them during his session.

"There is not a problem that Proctor and Gamble has not been able to solve with what I love about Star Wars," he said.

He shared a slide showing Ernest Hemingway’s shortest story: Baby shoes for sale. Never worn. Attendees murmured after reading it, proving Meeker’s point that people respond to emotion in a story.

"Your story is your subjective truth, and the living proof could be your on-on-one with your manger or direct reports or your PowerPoint. Did you create insight and action? Then it was effective."

Every successful story needs a hero or product, an obstacle, treasure (the motivation), climax (the resolution) and transformation (how the hero or product has changed).

Great stories ensure passion and memorability and can lead to a change in behavior.

"Stories are up to 22 times more memorable than data," he said.

Steps to successfully tell YOUR STORY include:

Yield to the emotional truth of your message to engage consumers, clients or customers.
Optimize communications with stakeholders by learning story structures and patterns.
Understand that emotions influence decisions and stories influence emotions.
Research the mythology (customs and rituals) of your company to use as a story tool.

Strengthen your storytelling by studying movies, shows and books, which are society’s mirrors.
Tell your story, don’t sell it.
Outline your story. Know the theme and pitch (inspiring summation) to effectively tell it.
Read aloud what you write. Strive for clarity.  
Yearn for an authentic and original story to move people to act or think differently.




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