| As the waiters cleared the dessert plates from | | | | to match the point you want to make to the |
| the banquet tables, Joanne, the VP of Sales, | | | | story you tell before you begin. But be careful. |
| stepped to the podium and began the annual | | | | Never attach a point to a story that doesn't fit |
| meeting. The CEO, Jeff Carlson, could feel the | | | | naturally. The point should flow effortlessly out of |
| heat building under his collar. He wiped his sweaty | | | | the story. When you know the point you want to |
| palms on the linen napkin and took another sip of | | | | teach, ask yourself, "Where did I learn that |
| water to wet his cottonmouth lips. | | | | lesson?" |
| Joanne welcomed everyone with charm and | | | | Search for stories from your own life and fan out |
| candor. She got a few laughs with a short story | | | | from there. Start crafting your story with your |
| about the Region Three delivery truck that was | | | | key point in mind. |
| impounded for parking illegally. Then came the | | | | Here is an example. In one of my motivational |
| moment when she introduced Jeff. | | | | keynote speeches, I teach the value of focusing |
| As he moved toward the podium, he felt time | | | | on solutions instead of problems by telling a story |
| stand still. The room was dark except for the | | | | about running late for a speech in Kansas City. My |
| spotlight, which felt to Jeff like a heat lamp | | | | plane had been delayed and, to make matters |
| beaming on his face. He glanced down at his | | | | worse, when I finally arrived at the airport, I |
| notes, made a funny comment about the driver | | | | missed the only shuttle that would have taken |
| of the truck, and then, with hands shaking almost | | | | me to my speaking engagement on time. So I |
| uncontrollably, launched into his speech. | | | | spotted a limo at the curbside and, out of |
| Afterward, as his mental acuity returned to | | | | desperation, asked the driver if he could give me |
| normal, he asked his wife how he did. He really | | | | a ride. His other passenger had just cancelled so |
| had no idea. It was as if he wasn't there during | | | | he said yes. |
| the speech, at least not as the confident and | | | | By focusing on the solution, I saw the limo, took |
| secure CEO that he knew himself to be. | | | | action, and got to my appointment on time. Had I |
| Jeff knew instinctively that something was missing | | | | focused on the problem, I would have waited for |
| when he spoke in front of a group. After | | | | the next shuttle and been late. I would not have |
| observing the confidence and poise of the guest | | | | seen the opportunity for an innovative solution. |
| speaker that followed him, he finally put a name | | | | This key point flows out of my limo story and, at |
| to it: his power. In every other aspect of his life, | | | | the end, I suggest that when things don't work |
| he was a confident and powerful man. But when | | | | out the way they're supposed to, then "Look for |
| he stepped in front of a room full of people to | | | | the Limo." |
| speak, he lost connection to that power. | | | | The magic is in the details. To stimulate your |
| Does that happen to you? Do you feel the same | | | | listeners' imaginations, be sure to craft your |
| level of confidence and power while giving a | | | | stories with rich detail. Remember and relate |
| speech as you do while running your company or | | | | every nuance, every character, and every |
| department? If not, it's time to learn an important | | | | emotion. Was someone driving a car or an old |
| skill that will make sure you retain your power on | | | | beat up Chevy with spongy shock absorbers that |
| the platform: strategic storytelling. | | | | made it shimmy down the street like Elvis' pelvis? |
| Storytelling is a powerful leadership tool. It puts | | | | Did the waiter take your order or did he recite all |
| you in touch with your authentic power so you | | | | ten specials of the day as if he were auditioning |
| can motivate and inspire your audience. | | | | for Steven Spielberg's new movie? Paint pictures |
| Professional speakers have learned how to turn | | | | with words. Use a fine brush, not a roller. |
| storytelling into an art form. They know they can | | | | Show and tell. Stories come alive when the |
| both connect with their audience and deliver vital | | | | storyteller re-creates certain moments. Get out |
| messages using the power of storytelling. | | | | from behind the lectern so you can "show and |
| Stories are the perfect form of communication | | | | tell." Move from narration to action and back again. |
| working on many levels. Because they are | | | | If you simply narrate a past event, it comes |
| inherently visual and stimulate the imagination, | | | | across as interesting. If you re-create that same |
| stories cause the non-linear right brain to get | | | | event, it comes across as powerful and intriguing. |
| engaged; because the sequence of the story is | | | | You probably relay show-and-tell stories with |
| linear, they cause the left linear brain to get | | | | animation all the time. Present them as if you |
| engaged. Stories are emotional as well as | | | | were in an intimate setting with a few close |
| educational, thus connecting the head and the | | | | friends. Be natural. Whatever you do "off stage" |
| heart. They are well received by auditory, visual, | | | | do it "on-stage." And have fun. |
| and kinesthetic learners because well-crafted | | | | Think about the last speech you heard. What do |
| stories can incorporate all modes of learning. In | | | | you remember? If you're like most people, you |
| short, stories are the window through which | | | | remember the stories that were told. You |
| audience members see their own truth. | | | | remember the images and sounds, most of which |
| Why then, do some stories work and others | | | | took place in your own imagination. There is no |
| don't? The answer lies in the art of storytelling. | | | | more receptive environment for planting the |
| Almost any story has the potential to be a great | | | | seeds of a new idea or vision than the imagination. |
| story. The secret is in choosing and crafting a | | | | When you tell me something, I hear it and |
| story for its strategic use. | | | | understand it, thus I gain knowledge about the |
| Here are a few criteria to apply to using stories in | | | | subject. But intellectual understanding alone does |
| your business speeches: | | | | not motivate people to action. Motivation comes |
| Share personal stories. Audience members want | | | | from the Latin word motivus, which means to |
| to know who you are and what you believe. | | | | move. A strategic story contains imagery that |
| Stories from your life humanize you and make | | | | stirs the emotions; it "moves" people. When your |
| you more approachable. They reveal the person | | | | story makes a logical point, knowledge converges |
| beneath the title. Research affirms that people | | | | with the motivation you've created. This brings |
| follow leaders they trust and believe in. By sharing | | | | your listeners to a new understanding and desire |
| personal stories that teach lessons from your life, | | | | to take action. |
| you reveal the source of your wisdom as a | | | | Using stories strategically can help you say |
| leader. Before listeners buy into what you have to | | | | goodbye to sweaty palms and cottonmouth. |
| say, they have to buy you. You are the message. | | | | Before you know it, you'll be having fun, making |
| Given that, the next question becomes: What's | | | | your points, and feeling your authentic power in |
| your story? | | | | front of an audience, just like when you're |
| Make a point. When told in front of business | | | | orchestrating the company's next strategic move. |
| audiences, stories have to make a point, so strive | | | | |