The Leader's Guide to Storytelling
Mastering the Art and Discipline of Business Narrative
(Sprache: Englisch)
How leaders can use the right story at the right time to inspire change and action
This revised and updated edition of the best-selling book A Leader's Guide to Storytelling shows how storytelling is one of the few ways to handle the most important...
This revised and updated edition of the best-selling book A Leader's Guide to Storytelling shows how storytelling is one of the few ways to handle the most important...
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Klappentext zu „The Leader's Guide to Storytelling “
How leaders can use the right story at the right time to inspire change and actionThis revised and updated edition of the best-selling book A Leader's Guide to Storytelling shows how storytelling is one of the few ways to handle the most important and difficult challenges of leadership: sparking action, getting people to work together, and leading people into the future. Using myriad illustrative examples and filled with how-to techniques, this book clearly explains how you can learn to tell the right story at the right time.
* Stephen Denning has won awards from Financial Times, The Innovation Book Club, and 800-CEO-READ
* The book on leadership storytelling shows how successful leaders use stories to get their ideas across and spark enduring enthusiasm for change
* Stephen Denning offers a hands-on guide to unleash the power of the business narrative.
Inhaltsverzeichnis zu „The Leader's Guide to Storytelling “
Preface.Introduction The purpose of the book and the process by which it came to be written.
Part One: The Role of Story in Organizations.
1 Telling the Right Story: Choosing the Right Story for the Leadership Challenge at Hand.
Based on the author's personal journey of discovery, the chapter offers a catalogue of narrative patterns and a cost-benefit analysis of organizational storytelling.
2 Telling the Story Right: Four Key Elements of Storytelling Performance.
In an organizational context, telling the story right usually begins by choosing a plain style in which you tell the story as though you are talking to a single individual. You tell the truth as you see it, and prepare carefully for the performance. In the actual performance, you make yourself fully available for the audience and endeavor to connect with them as individuals.
Part Two: Eight Narrative Patterns.
3 Motivate Others to Action: Using Narrative to Ignite Action and Implement New Ideas.
The challenge of igniting action and implementing new ideas is pervasive in organizations today. The main elements of the kind of story that can accomplish this--a springboard story--are the story's foundation in a sound change idea, its truth, its minimalist style, and its positive tone.
4 Build Trust: Using Narrative to Communicate Who You Are.
Communicating who you are and so building trust in you as an authentic person is vital for today's leader. The type of story that can accomplish this typically focuses on a turning point in your life. It has a positive tone and is told with context. Sometimes it is appropriate to tell your story, but sometimes it isn't.
5 Use Narrative to Build Your Brand: The World of Social Media.
Just as a story can communicate who you are, a story can communicate who your company is. Stories that the company tells about its brand are becoming less important than stories
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that customers tell. The products and services that are being offered are often the most effective vehicle to communicate the brand narrative to external stakeholders.
6 Transmit Your Values: Using Narrative to Instill Organizational Values.
Values differ: there are robber baron, hardball, instrumental, and ethical values; there are personal and corporate values, and espoused and operational values. Values are established by actions and can be transmitted by narratives like parables that are not necessarily true and are typically told in a minimalist fashion.
7 Get Others Working Together: Using Narrative to Get Things Done Collaboratively.
Different patterns of working together include work groups, teams, communities, and networks. Whereas conventional management techniques have difficulty in generating high-performing teams and communities, narrative techniques are well suited to the challenge.
8 Share Knowledge: Using Narrative to Transmit Knowledge and Understanding.
Knowledge-sharing stories tend to be about problems and have a different pattern from the traditional well-told story. They are told with context, and have something traditional stories lack: an explanation. Establishing the appropriate setting for telling the story is often a central aspect of eliciting knowledge-sharing stories.
9 Tame the Grapevine: Using Narrative to Neutralize Gossip and Rumor.
Stories form the basis of corporate culture, which is a type of know-how. Although conventional management techniques are generally impotent to deal with the rumor mill, narrative techniques can neutralize untrue rumors by satirizing them out of existence.
10 Create and Share Your Vision: Using Narrative to Lead People into the Future.
Future stories are important to organizations, although they can be difficult to tell in a
6 Transmit Your Values: Using Narrative to Instill Organizational Values.
Values differ: there are robber baron, hardball, instrumental, and ethical values; there are personal and corporate values, and espoused and operational values. Values are established by actions and can be transmitted by narratives like parables that are not necessarily true and are typically told in a minimalist fashion.
7 Get Others Working Together: Using Narrative to Get Things Done Collaboratively.
Different patterns of working together include work groups, teams, communities, and networks. Whereas conventional management techniques have difficulty in generating high-performing teams and communities, narrative techniques are well suited to the challenge.
8 Share Knowledge: Using Narrative to Transmit Knowledge and Understanding.
Knowledge-sharing stories tend to be about problems and have a different pattern from the traditional well-told story. They are told with context, and have something traditional stories lack: an explanation. Establishing the appropriate setting for telling the story is often a central aspect of eliciting knowledge-sharing stories.
9 Tame the Grapevine: Using Narrative to Neutralize Gossip and Rumor.
Stories form the basis of corporate culture, which is a type of know-how. Although conventional management techniques are generally impotent to deal with the rumor mill, narrative techniques can neutralize untrue rumors by satirizing them out of existence.
10 Create and Share Your Vision: Using Narrative to Lead People into the Future.
Future stories are important to organizations, although they can be difficult to tell in a
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Autoren-Porträt von Stephen Denning
Stephen Denning is a private consultant specializing in knowledge management and organizational storytelling. His clients include GE, IBM, Shell, McDonald's, and the U.S. Army, among others. He is the author of the acclaimed book, The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations.
Bibliographische Angaben
- Autor: Stephen Denning
- 2011, 2. Aufl., 384 Seiten, Maße: 16,3 x 23,8 cm, Gebunden, Englisch
- Verlag: Wiley & Sons
- ISBN-10: 0470548673
- ISBN-13: 9780470548677
Sprache:
Englisch
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