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Tell More Stories

A very effective way to convey your message persuasively is to tell a story that offers a solution in action.

As we lead by example, we continue to demonstrate the principles we espouse.

By showing before we tell, we add credibility to our words.

When we listen, we understand the issues and outcomes important to those with whom we speak.

Now that we’ve demonstrated our principles, made ourselves credible, and understand the issues and outcomes, we can talk about our ideas.

It is very easy to jump to facts, figures, and studies to make the case for what we believe. Reason, logic, and philosophical principles are what likely grabbed our attention, but they are not particularly persuasive to those who are not yet on the same page in their thinking. So, how can we reach them?

Tell The Story

A very effective way to convey your message persuasively is to tell a story that offers a solution in action.

Telling stories helps connect the listener to details, important points, and outcomes that are not found in citing statistics and studies.

Think about the last time you went to an event where there was an in-depth Powerpoint presentation with lots of slides, filled with statistics, facts, and figures. You likely took copious notes to keep up with every last shred of data.

When you left the presentation, how much did you retain without those notes? And six months later? A year later? A decade later?

Very few adults are blessed with an eidetic memory, like Sheldon Cooper on The Big Bang Theory, so recalling these details does not come naturally.

What’s something we all remember?

What We Remember

The stories we learned at a young age. Fables from Aesop, movies by Disney, and silly rhyming books by Dr. Seuss. Why do we remember, sometimes in amazing detail, something we heard, read, or watched twenty, thirty, forty or more years ago?

When did you last read or hear the story, “The Tortoise and the Hare,” one of Aesop’s fables?

If asked for a synopsis, we could easily give an accurate retelling of how the hare was beyond confident in his abilities to defeat the tortoise in a foot race. He was so confident that he sped off to an early lead and took a nap. When he awoke and hopped to the finish line, he found that the tortoise had beaten him by staying the course.

The lesson that we can all recite in unison? “Slow and steady wins the race.”

It’s probably been twenty years or more since I’ve heard that fable, but I remember what occurred due to the structure of the plot, characters, climax, and resolution involved in storytelling.

Twenty years ago, I would likely have been sitting in Chemistry class, but I don’t know that I could tell you what Avogadro’s number is or why it’s important, despite its repeated use.

If you’re interested in the science behind why storytelling is effective, here is an article about how stories activate our brains.

So, how many stories are you going to have in your repertoire?

Do What You Say You’ll Do

Carl Jung is quoted as saying, “You are what you do, not what you say you’ll do.”

What you do, or don’t do, is the foundation of your reputation to others. We’ve all heard that someone’s reputation precedes them, and a reputation can often tell others more about you than any words you may communicate. Shouldn’t you be a shining example for who and what we are?

Credibility

When we can’t live up to doing what we say we will do, we lose our credibility. It’s like putting a question mark at the end of every promise we make and every position we take. Would you really want to take a chance on losing that trust? We have many other things to overcome without having to rebuild credibility.

So, how can we make sure we live up to our reputation?

Reputation

First, don’t take on too much. Often, we see a void and we step up to fill it. As a former leader in the service industry, I realize that we often over promise and under deliver, but if we flip that, we can make sure we meet our commitments by setting reasonable expectations and wowing with our results. Switch to an “underpromise, overdeliver” approach and see the results of keeping things under control.

Next, honestly evaluate the level of effort or time necessary to do a good job meeting the commitments you make. Something may seem to be quick or easy on the surface, but it can really bite you when it’s more complex than you first thought. Being honest about what it will take, along with not taking on too much will help you to do what you say you’ll do.

Explain, Don’t Excuse

Finally, when you can’t make things happen on the timeline you’ve set, make sure you offer explanations, not excuses. Excuses are flimsy, and the real reason is often the better route, especially if it’s humbling.

Are you ready to do what you way you’ll do?