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It All Starts with the Audience

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Leadership Communication for Maximum Impact: Storytelling

Université Northwestern

4.4 (531 notes) | 31K étudiants inscrits

Cours 2 de 6 dans Leadership organisationnel Spécialisation

Visualiser le programme de cours

Storytelling is an essential part of leadership. Effective leaders communicate to inspire talent to excel; to partner with investors and communities; to engage with customers and clients and to grow their impact in the world as part of a global community. Cultivating an authentic, trustworthy and compelling narrative is vital to a leader’s success. This course helps leaders find their own story through personal branding; develop storytelling success with all constituencies; initiate an effective voice for crisis; interact well through social and third party media; and communicate a vision for innovation.

Compétences que vous apprendrez

Communication, Leadership, Innovation, Crisis Management

Avis

4.4 (531 notes)

5 stars
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JG

May 30, 2017

I am thankful to coursera and the instructors' team. I was able to learn why storytelling is important for leadership and how to effectively tell stories for success.

TP

Feb 11, 2016

Very good course with a lot of great speakers. I would recommend this course to anyone wanting to broaden their leadership and communication abilities

À partir de la leçon

The Art of Leadership Storytelling Made Simple

In this module, you will learn about the art of storytelling made simple. You’ll learn to use storytelling as a powerful strategic communications tool to inform, engage, motivate and inspire those key audiences that are critical to your success. You will also be introduced to the concept of visual mind mapping as a way of helping you to effectively structure your story.

Introduction to Module 21:40

The Power of Storytelling5:12

It All Starts with the Audience7:30

The Structure of a Great Story – Visual Mind Mapping5:47

Visual Narrative Mapping Applied4:50

Enseigné par

Tom Collinger
Executive Director Spiegel Research Center
Ernest Duplessis
Faculty
Hud Englehart
Faculty
Candy Lee
Professor

[MUSIC]

We’re now going to go back to the foundational principle of all

great communications.

It all starts with the audience.

However for our discussion today we’re going to replace the word audience with

the descriptor stakeholder.

Merriam Webster defines a stakeholder as one that has a stake in an enterprise,

or one who is involved in or affected by a course of action.

In every aspect in area in our lives, in every job or role we fill.

The reality is we have a corresponding set of stakeholders who have an interest in or

are affected by decision or course of action that we may propose.

Some of those stakeholders may even have the power over those decisions.

For example,

in my role as a father my primary stakeholders are my three children.

And trust me when I tell you they're very interested in every decision or course of

action that I take especially when it comes to a family budget or vacation.

And my oldest daughter even feels she has the power over those decisions.

In my role as a college professor, I have a different setup of stakeholders,

students or the faculty members my boss.

The bottom line is that great storytelling starts with your ability to understand

these different stakeholder groups and understand what's important to them.

To understand how they're thinking, feeling or acting.

Ultimately to put yourself in their shoes and ask, what's in it for me?

This is what we call, the WIFM.

And then to communicate with them in a way that is authentic and relevant.

In the world of business you can generally break your audiences into nine

stakeholder groups.

This list is not exhaustive and some groups may not even apply to you.

But this is a great start to help you get your mind around

all the various stakeholders you may need to consider when developing your story.

Their customers and consumers, suppliers, employees,

shareholders, the communities in which we work and live,

governments, non-governmental organizations,

the media and of course your competition.

At this point, you may feel overwhelmed that the numbering the diversity of

the groups with whom you may need to communicate, so

we need a way of prioritizing these groups into manageable segments.

The other reality is that no person or

even any company has enough resources, time, people or

money to reach and persuade all of its stakeholder groups equal.

So what you need is a tool or

process that will empower you to focus by helping you figure out,

who, where and how to allocate your resources to achieve the best outcome.

Which includes your odds of success.

We call this tool or process, stakeholder mapping.

I"m now going to share with you a variety of stakeholder maps

that are designed to help you better understand how to group,

prioritize and even allocate resources against the various stakeholder groups

you will need to consider as you develop your story.

The process is simple pick the stakeholder maps

that best suits your particular needs and populate it, or

map it with the key stakeholder groups that are most relevant to you.

These maps then can provide you with critical insights

to help you move forward in the storytelling process.

First is the basic stakeholder map.

With you or your company or organization in the center,

this map simply identifies the relevant stakeholders

without any attempt to determine their level of importance or priority.

This map is always a great first step.

Second, is a stakeholder which tries to assign relative levels of

importance through the use of radiating concentric circles.

The stakeholder groups closest to you in the center

are deemed more important than those in the outer rings.

Again, if you need to prioritize you start with those that are most important.

Next is a two by two grid that considers two primary variables.

How interested are various stakeholders in what you're doing or

communicating and the other axis is how much power influence do

they have in determining whether you're successful in your endeavor.

This map tends to be particularly helpful when you're leading a project or

need to drive alignment within an organization.

Here's an example of how it might work.

Let's say you're in the restaurant business and

you want to open a new location downtown.

You know that you're going to communicate with many stakeholder groups about

this and you're excited to begin telling your story, but who should you focus on?

What groups are truly the most important?

Here's an example of how I might populate the stakeholder map.

Now because you don't have the resources to treat each of these groups equally.

You may decide from this map that those stakeholders

in the upper right hand quadrant.

Those with high interest and high level of power influence are the ones that

you're going to focus on you may also decide that all those that

are in the lower left hand quadrant that have low interest and low power,

well they're not going to get very much if any of your resources place against them.

But just to reinforce the point,

identifying your primary stakeholders doesn't mean you forget the rest.

But at least you have a way of making a differential investment in those that

matter most.

This map is also very valuable because everyone may not agree with you

on how you've mapped out your stakeholders.

So this can be used as a foundation of a great discussion

that can get everyone aligned on the priorities and how to proceed

I'm sure you can also see that depending on what the project issue or

action is the resulting map may look completely different.

For example,

what if you were trying to develop a story of how you were going to close one of

the stores with the knowledge that employees were going to lose their jobs.

How might that affect the man?

You can see from this example the stakeholders may shift.

Look at what's happened to the media.

They've moved to a more prominent position because the story is now more news worthy.

Lastly, we have a stakeholders issues matrix that helps determine across many

issues which stakeholder groups are most important?

With each of these maps, you have the ability to define the parameter axis.

Maybe instead of looking at the level of importance,

you want to consider the sensitivity to a topic or

the propensity to act, the possibilities are endless.

And now that we have discussed how to identify and

prioritize our key stakeholders, let's move forward in the storytelling process

by putting some structure around our story.

In the next video, Charlie Thornton of the Sheffield Company is

going to introduce you to a technique known as visual mind mapping.

[MUSIC]

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