More Story. More Glory.

More Story. More Glory. Deepened insights into storytelling and narrative communication in complex times

by Katja Schleicher

On everyone's marketing lips, often used meaninglessly or hopelessly overloaded with meaning: STORYTELLING in the corporate context. Often cast into doubt in the shadow of fake news, praised as a panacea in the light of emotional customer loyalty. As (almost) always, the truth lies somewhere in the middle. Story work (with the "telling" part as the crowning conclusion) is understood as a narrative communication tool that can be used across all formats and channels. Always with the goal of resonating more strongly with the audience, making messages more relevant, and bringing customers and brands into congruence. Here are some concrete orientation offers for individuals, brands, and organizations in the jungle of the narration hype in fast-paced times, a more complex world, and constant change.

• The brain is already wired for stories.

Storytelling helps communicate in a brain-friendly way. Our brain perceives the environment not in information packages but in relational contexts. Therefore, it is easier to emotionally reach customers with stories rather than bombarding them with facts and PowerPoint slides written in 10pt font. However, the rethinking begins in one's own head.

• Who has no story, cannot tell one.

Getting to the bottom of the question "What’s your -real- story" is the most exciting journey into the unknown that individuals, brands, and companies can embark on at the moment. Whoever knows where they come from, who they are, and where they want to go creates stability and clarity for themselves and others. Long-term return on investment: emotionally connected customers & employees. Sometimes the dream job also beckons.

• What stories contribute a lot to

When it comes to creating support and accountability, strengthening the collective. When all eyes should look in one direction, stories function excellently as lighthouses: they give light and orientation to not lose sight of the common goal. Stories strengthen connections – whether from the "it's the same with us" or the "I've never done it that way" impulse.

• Stories set changes in motion.

Getting to the bottom of the question "What’s your -real- story" is the most exciting journey into the unknown that a company can embark on at the moment. Long-term return on investment: customers emotionally connected to the company.

• Stories begin when something happens.

The natural tension arc that leads an audience to listen to a story permanently begins the moment something changes. Sounds banal, but it is crucial for lasting audience engagement.

• What is it really about?

As a question, something like Pandora's box of working with stories. Because effective stories are always about something deeper than "boy meets girl" or "product-market-price launch." More about winning, friendship, daring, and paths never taken before.

• Archetypes anchor. Quickly. For everyone.

Hero’s journeys, saviors, all kinds of love or betrayal are emotional categories to which a) everyone b) can quickly connect. They lay the foundation for every effective story and ensure the first resonance between storyteller and audience. ARCHETYPES are the common anchor on which both sides can build.

• Think stories from the end at the beginning.

In the anticipated retrospective, turning points can be worked out more precisely and side plots that are detrimental to the message eliminated. Always keep in mind: the audience’s attention goes where the energy is directed. So it is worth checking beforehand what the audience should talk about afterward.

• No drama – no story.

Every hero of a story only gains corresponding significance within the story through a suitably strong antagonist. (Where would 007 be without his world-destroying villains?). Understandable turning points and conflicts bring stories to life just as much as relatable climaxes. Regarding solution and moral, trust the audience: it does not have to be a happy ending. But those who do not dare the DRAMA should save themselves the telling. And those who dare to tell should not skimp on the drama.

• Sensory perceptions are little stories in themselves.

No time or desire for the complete package? Not dramatic. Often it is enough to evoke a sensory perception in the audience that triggers a certain feeling. Simple analogies suffice: "That sounded, felt like... That sounds like..." When the fitting image comes, the corresponding emotion does not take long to follow.

• Storytelling is an employee matter.

Colleagues are natural carriers of the storytelling gene. First: because they experience it daily. Second: they talk about it anyway! Internally in the coffee kitchen and externally at the customer pitch. The more actively they become part of the story, the more they can shine and connect brand and company with their own individuality. Listen and let them tell themselves – this is how employees become brand ambassadors. If the stories do not anchor in each individual, the flame of enthusiasm quickly dies out or degenerates into a corporate value poster on the wall.

• Storytelling works inside-out.

The best corporate stories come from the company itself. More effective than any top-down marketing message. The broader the story base within the company, the greater the chance of discovering commonalities. This breathes life into them and they will be told frequently and enthusiastically. (It already worked for the Brothers Grimm. Do you still remember?)

• Successful narration works cross- and transmedially.

If in campaigning it turns out that the story is neither transferable to another medium nor to another target group, start over. Internally, storytelling automatically demands cross-departmental communication. Because colleagues and employees are the first audience. Successful communicators transform from communicative gatekeepers to encouraging Chief Story Officers.

• Whoever has a story should also tell it effectively.

As authentic as possible, as much drama and emotion as necessary. To quote Doug Stevenson: Don’t TELL your story. BE your story.   The author is a communication coach, keynote speaker on gender and leadership communication, as well as a storytelling trainer for companies, agencies, and organizations (www.interview-training.eu). She firmly believes that talking is gold and silence is the beginning of all misfortune and that talking with stories makes it easier. She receives feedback best at ks@interview-training.eu or via Twitter: @mediacoaching