Recently, had the opportunity to attend the briefing and the Asia Pacific leadership meeting of a major technology company. This company faces several business challenges — integrating some major acquisitions, a flat market, a new management team dealing with a myriad of operational issues, and more importantly significant morale issues.
The Asia Pacific head was of course bouyant about the prospects, fully aware of the challenges ahead. He detailed a number of initiatives that he and his taken had taken in the last 3-6 months and was just hopeful that results would follow.
What came out as unusual was the absence of any strong narrative, a good story which could emotionally connect to the rest of the team and the troops on the field. A strong narrative, well woven with facts and numbers, and talking about challenges would have built a camaderie around the room, which was solely needed.
I was suprised that the Asia Pacific head or even some of the management teams didn’t resort to this approach as they are good conversationalists who can tell a good story and keep you engaged.
Is story telling considered less macho than a spreadsheet? Does that go against the standard corporate communications principles and practices? I believe strongly that people relate to a story much better and story tellers are able to implement change more effectively than simply trying to drive it through metrics.
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