Business storytelling is not merely about entertaining the listeners, but it is more about education, motivation and engagement. Regardless of its ultimate purpose, the tiniest corporate story matters a lot and makes a gigantic change particularly internally.
When crafting your business story, it is paramount to keep in mind that the most critical audience are your internal ones. Thereby, ensure that all employees not only understand the story, but are also engaged, aligned, and committed to support and act according to its details.
Here’s how crafting a business story and storytelling can be done:
- Firstly, integrate the story with business planning processes;
- Equip leaders at all levels of the organization to tell the story;
- Help each one to see his/her role in the story through daily personal experiences;
- Additionally, actively encourage employees to share their personal connection to the story;
- Allow flexibility for the story to grow and change;
- Tie your business story to work process, budget, decision, and efforts. Correspondingly, you will ensure that it will work according to your plan and everything will be aligned to one common story;
- Use necessary communication tools to share the story and do trainings and workshops if needed;
- Build a robust engagement campaign that focuses on creating employee experiences to reinforce the story rather than disseminating information about it;
- Create feedback mechanisms and opportunities for dialogue. Hence, you will ensure that the story grows and evolves as the organizational dynamics change;
- Communicate, communicate, communicate!
At last, if you want the corporate story to come to life, your employees must believe that the company is headed in the right direction and that the end state is obtainable. Never forget to constantly work on reinforcing that story in their everyday experience, and that that each has a personal stake in its success!
Marzec, M. (2007). Telling the corporate story: vision into action. Journal of Business Strategy, 28(1), 26-36. Retrieved from https://doi.org/10.1108/02756660710723189
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