#1: Storytelling and your career
The ability to create a compelling, authentic story is very powerful. But some say the art of storytelling is nearly lost.
If it’s true, it might be good news. Because storytelling may be one of the most important career management skills you can develop. And if it’s rare, then being good at it will distinguish you from the crowd.
You see, humans use stories to convert information into meaning. And we all do it, whether we realize it or not. Every day we are bombarded with facts and experiences. As your mind tries to make sense of them, it chooses which facts to remember and which to forget. Those it remembers, it puts into frameworks of meaning, or stories.
But some people are able to create a story compelling enough that others are willing to adopt as their own. These storytellers create and share not just facts, but meaning.
6 Stories You Need to Know How to Tell
I am reading a remarkable little book by Annette Simmons called The Story Factor.
The book is an insightful look at how stories are and should be used in the business world. The books is full of great stories that build trust, inspire colleagues, communicate ideas, and so on.
The author suggests that there are six stories that business leaders at all levels need to be able to tell. They are:
- Who I Am – stories of self revelation
- Why I am Here – stories of motivation
- The Vision – tales of where we are going
- Teaching Stories – tales of why and how
- Values in Action – stories of how values intersect the real world
- I Know What You are Thinking – tales to overcome objections
It is easy to see how some of these stories would be useful in a job interview or while networking, as well as in the management trenches. In the next few posts, I will talk about what these stories are and how we might use them.
In the meantime, if you can track down a copy of this little book, I would recommend that you do it. It has been a great addition to my business library.
“Unpack” over-generalized language
Often when describing our strengths and abilities, we use over-generalized language. We call ourselves “analytical,” or “a strong communicator,” or “profit-driven.” Obviously, there is nothing wrong with these characteristics — in fact, they are great. But they are far too general to distinguish.
The fact is, when you use words like these, they carry a complex of meanings for you, but they may not for the listener. One way to make what you mean clearer — or ”unpack” that meaning — is to illustrate it with a story. › Continue reading
Storyteller, know thyself
Storytelling is a valuable skill in any circumstance, but during a job interview, it can be the difference between hearing “thank you very much” and “when can you start?”
Many people struggle with how to design and deliver their stories, especially in high-stakes settings. In the case of an interview, you must remember what the interviewer is trying to do and design your stories to help.
Any interviewer is trying to understand how your characteristics match the needs of a organization. Your job is to make sure you can identify your relevant skills and articulate your strengths clearly enough to help the interviewer understand the best components of your “profile.”
Storyteller, know thyself. Part 2
OK, we have brainstormed and sorted our skills, knowledge and abilities. But if you are like most people we have worked with, your lists are pretty generic. Did you list yourself as “creative,” “analytical,” or a “people person?” We really need to sharpen those descriptions.
For instance, I think I’m a pretty analytical guy, and so is my good friend, Bob. But if you worked with us, you would not say we do the same thing. That’s because “analytical” is way too generic a word to distinguish between our skills.
I am very good at social analysis – understanding how people relate to one another, how informal power structures relate to formal ones, where informal lines of communication are.
Bob, on the other hand, is a genius at finding an optimum work flow process, like tweaking an assembly line to improve throughput.
I remember a specific time when Bob and I found ourselves standing side-by-side on a balcony overlooking a working manufacturing floor.