How do you get your people on board with your vision? You have to have hundreds of conversations. You have to demonstrate through your actions that you mean what you say. To achieve this, you must be authentic. It wasn’t until Nick knew who he was – why he wanted to be a leader and what type of leader that he would be that he became the CEO at Southern Cross Health Society. It’s this sense of purpose that gives vision and clarity and ultimately guides the success of the organization, keeping it relevant and profitable.
Success is over-rated. Think about it. After every big event, once the crowds and athletes have departed, what remains? Empty streets, litter, the sound of the wind and the creak of the abandoned winner’s podium.
Ask any Olympic gold medallist about that ‘lost’ feeling they get when the shouting’s all over. Think about the sense of regret you may feel when a good story ends. Hitting your sales budgets does not make you a great business. A happy ending does not in itself make a story good.
Staff need to constantly strive for wins
These outcomes are alright for stories and the Olympic Games. For all one-off-events that must come to an end. But your business is not a one-off event. One win must follow another, on and on, forever. So how do you keep it going? How do you keep your staff striving for win after win without getting bored? What do you do about that sense of déjà vu which, whether it follows a win or a loss, can incite feelings of futility?
In our previous two blogs “What Hollywood can teach business about culture, purpose and success” and “How do banks, retailers and insurance companies use storytelling to build success?” we discussed how purposeful storytelling could help you achieve successful transformation or cultural change within your organisation (for more on storytelling to build business momentum download our free eGuide here). But once you’ve achieved your initial objectives, how do you keep momentum?
The Dramatic Question
In the blog “How do banks, retailers and insurance companies use storytelling to build success?” we used Dunkirk and the rescue of more than 300 000 soldiers as an analogy to explain the concept of the ‘inciting incident’ (the battle of Dunkirk) and the ‘dramatic question’ (who will rescue the soldiers?) as two devices that are useful for achieving business objectives, in the same way as they achieve story goals.
If the heroes of the story were able to answer the dramatic question quickly, then that would be it. The soldiers make it home safely. The end. And yet, this is exactly the dilemma that confronts companies all the time, at that moment they meet their targets.
But unlike a story, there is no ending for your business. There’s only onward and upward, or a slow drift in the opposite direction.
The answer? To keep your customers, your staff and other stakeholders engaged and motivated, you need to uncover more dramatic questions.
Fortunately, there’s also no end to inciting incidents when you’re in business – for example, head office whims, digital disruption, economic downturns, new inventions, changing social attitudes, fickle politicians.
For every inciting incident, there is a dramatic question. Sometimes the inciting incident is in your face, other times it’s sneakier, more subtle or a vague sense of disquiet.
Some of these dramatic questions may be:
- ‘How do we work within the restrictions set by head office?’
- ‘What will we do about emerging technologies?’
- ‘How do we deal with the fact that we make junk food when what we really want is to teach people to have healthier eating habits?’
- ‘How do we respond to our competitor’s new invention?’
It’s these challenges, that keeps the story interesting and the business striving.
Employees need to be a part of the Story
Importantly, if you want to keep your employees engaged you need to include them in your story. They need to be an active part of it. They need to be the hero, the audience, the stakeholders in your story. Once your staff suddenly find themselves abandoned on the beaches and no rescue in sight, they get motivated pretty quickly.
Tip: #1. List your inciting incidents and develop an understanding of the dramatic question in your business.
Tip: #2 Listen to your staff. Go to them for solutions. Let your staff try things, make mistakes and get back up and try again.
Tip #3: Let your customers into what you are trying to achieve, and then they will cheer for you, cry for you and support you – but they need to be part of the story; actively enrolled.
Do that, and you’ll keep your employees and your customers totally ‘hooked’ on the story you’re telling.
If you want to know more about storytelling, I highly recommend these two books (the bibles of storytellers):
‘Story’ by Robert McKee; and
‘Screenplay’ by Syd Field.
To read more on how purposeful storytelling can help you achieve successful transformation or cultural change within your organisation, download the eGuide “Why 70% of Organisational Transformations Fail and How to Fix the Problem” here.
How do banks, retailers and insurance companies use storytelling to build success?
338,266 Allied soldiers are trapped on a beach and threatened with total annihilation. Will they survive? Wristwatch salesmen Billy and Nick lose their jobs when the digital world overtakes them. Is this the end of their usefulness?
The Inciting Incident
All great stories begin with an inciting incident. An event that changes everyone’s lives. In a movie like Dunkirk, it’s the moment when you realise 338,266 soldiers are waiting to be rescued – some neck deep in the water – but the Royal Navy is no longer coming to get them.
In the corporate world, it might be the moment you realise Amazon is opening in your country, or when your customers suddenly align with a new technology or when economic events suddenly change your landscape.
‘The Internship’ (2013) is a movie, but it has a business message. Billy and Nick lose their jobs because mobile phones have replaced wrist watches.
Up until the inciting incident, nothing much is happening. It’s just business as usual. But once jobs are lost, soldiers are abandoned, and new technology makes you redundant – each an inciting incident – the major dramatic question of the story emerges.
How will the soldiers get home? How can the retailer survive Amazon’s drones? How can Billy and Nick make themselves relevant again? How will the bank adapt to the arrival of new technologies?
The Major Dramatic Question
Following the inciting incident, the major dramatic question is the linchpin. It’s what holds the story together, creates a hero and keeps the audience hooked. We stay to watch the movie because we want an answer to that question. How will the soldiers survive? Who will rescue them?
The major dramatic question is relevant to your business as well. It keeps your employees engaged because they’re asking major questions too. Questions like: “How are we going to create a better society?” “How are we going to teach people about money so they can do good things with it?” “How will we use real stories to inspire people?”
Your People are the Heroes
In effect your people, your employees, are the hero of the story.
If a story teller doesn’t manage to communicate the major dramatic question – which demonstrates the purpose of the story – then the story fails; the audience disengages. They’re no longer interested. They turn off the TV. They close the book, and they go to sleep.
Examples of this disengagement at a business level occur every day. Business initiatives flounder. The company seems up to its neck in deep water. No change and no rescue in sight. They stop wondering ‘how?’. Instead, staff disengage. The passion wanes.
Here are three steps to help you discover your dramatic question; your purpose:
Get a blank piece of paper and sit down with a pencil. Now ask yourself:
TIP #1 What’s the inciting incident?
It could be new digital technology is making your business redundant, as it did to Bill and Nick. Perhaps it’s Amazon drones flying over your house, or peer-to-peer lending platforms.
TIP#2 What’s your dramatic question?
For example, how can you adapt? How can you make the world a better place? How can you still be relevant? How will you justify your existence?
Think of the answer to your dramatic question as your organisation’s purpose. Make sure it’s a purpose you care about it. No one reads a book or watches a movie if the protagonist isn’t all in. If the hero isn’t going to give a 110% to achieve the goal of the movie, what would be the point? You can’t tell a good story if the central question – the purpose – isn’t real and compelling.
An armada of small boats set sales to rescue the stranded soldiers. But their mission will face adversity and obstacles, but the cause is worth it. Bill and Nick apply for a job with Google (if you can’t beat ‘em) and must pass the rigorous internship programme, finding themselves up against computer savvy geeks and geniuses.
It isn’t going to be easy resolving your dramatic question. Nothing worthwhile ever is, but you can’t get through thick and thin if you don’t care.
TIP#3 Cometh the hour, cometh the heroes.
Not every hero is suited for every task. Not everybody likes war movies. Some like comedies. Others prefer romance. Not every story appeals to everybody. Your employees are no different. They’re never going to be hooked on a story – or battle heroically through thick and thin – if your purpose doesn’t resonate with them.
There will be people in your organisation, perhaps a lot of them, who just aren’t on-board. However, once you know your purpose, you can begin to recruit with your purpose in mind. Cometh the purpose, cometh the people.
At RealTV, we understand that every good video we produce – whether it’s safety or new products or building a customer service culture – engages and resonates when you communicate what you’re doing (your purpose) ‘why’ you’re doing it (the inciting incident) and ‘how’ you plan to get there (the plan).
It works for corporate videos, and movies and big business propositions too.
What Hollywood can teach business about culture, purpose and success
Have you ever experienced an organisation where all the employees are motivated? Where they are creative, innovative, problem solvers? Where they are aligned with why they do what they do, and where they get out of bed every day because they’re excited to be a part of it?
Pie in the sky?
During my 20s, I worked on film sets and it was a constant source of amazement to me that hundreds, sometimes thousands, of people would work together so seamlessly. They knew exactly what they were doing and when to do it. They would sweep through a film set – moving, creating, building – in complete silence. It is simply fascinating and mesmerising to watch.
The first time I saw a film crew setting up a café scene, I remember thinking, ‘Wow! If only countries and businesses were run by teams like this! What an amazing world we would live in!’
On that particular day, I was a lowly stand-in (the person who fills in for the lead actor when they go to have their make-up done), but when I sat down at the table and picked up the menu, I was blown away.
Someone had taken the time and care to not only create the menu, but to fill it with delicious food, amazing images and in between the lines of print were little jokes for the reader. It was the most amazing menu I have ever read, and no one would ever read it but me. So, why did some lowly set designer take all the time to do all that detail?
I’ve come to realise that the answer is simple.
A Bigger Mission
Film makers are story tellers and every person employed on a film set believes they are a part of something bigger. They are a part of the story that they are creating.
Most companies will tell me that they don’t do anything as exciting as making movies, but I would beg to differ. I don’t work in the film industry anymore. These days we make corporate transformation, internal communications and training videos because I wanted to bring that storytelling culture to corporate business.
I wanted to help businesses capture something of the culture of being part of a bigger story because I believe it’s through the workplace that we can begin to make not just our lives, but the world, into something better.
Business has the power to do good things like educate people about their finances, change the eating habits of the population and reverse global warming – not Governments, but business.
Storytelling to Inspire
Companies, corporates, SMEs and even the not-for-profit industry can learn a lot from Hollywood. Rather than dismissing story as a medium that ignores the facts and figures, businesses would be well served by looking to the art of storytelling as a way to inspire staff, customers and society as a whole – to see it as a way to connect the business and its people to real purpose, and in so doing give our employees the courage to act, and to set teams up to succeed.
To read more on how purposeful storytelling can help you achieve successful transformation or cultural change within your organisation, download the eGuide
A company that is too focused on what others are doing, hampers its own growth. For a company to achieve its true potential, it must be intrinsically motivated.
Recently, my partner Steve was looking through my mobile running results on the Strava App, when he said: “You know you actually run faster when you run on your own than when you run with me.” He then said it didn’t surprise him because, when he runs with his friends that are faster and better runners than he is, he struggles.
Comparing myself, I panic
Thinking about it, I realised that the issue I have is that when I run with him I compare myself to him. I know he’s finding it easy and so I immediately start to focus on how much harder it is for me. I then think I’m running faster than I usually am because I know he runs faster than me, and I panic that I can’t keep up.
Once I panic, I become more aware of the pain in my body and everything feels harder. The irony is that I’m actually running slower than I usually would.
When I run on my own I let go of all that. I’m not a great runner but I run because I want to. I run because I want to be fit and I like to know I can. I’m not comparing myself to anyone else. I have some goals in my head – I know the distance I want to achieve and the speed I would like to be able to do it at.
When I approach my goals I stretch them out because, as soon as I get close, I realise that I can achieve more. This is how I approach everything in life. I give it the best I can each and every day.
On my own, I go within
Out on the road, I’ll ‘go’ inwards and feel how my body is that day. When I’m running on my own, I have a constant awareness of how my body actually feels and I push it to my limits. I’m not comparing myself to anyone other than myself. Once I’m on the edge of my limit I run a check through how every part of my body feels and make a decision, ‘can I push myself further?’ ‘Do I have more to give?’ and if the answer is ‘Yes’, then I pick up the pace.
I’ll focus on my breathing and the positioning of my body to feel where is most comfortable. If I feel pain I have a mantra that repeats “Let it go”. The more I ‘let go’ the more relaxed I feel. I reach a place that feels like flying. It feels really good. It doesn’t last for the rest of the run. It comes and then goes and I have to recreate it, repeating the patterns above.
I have no idea if this is how you should do it. I’ve never had a running coach. I would probably benefit hugely from one. But it’s my way, and it works because the end result is that I continue to get better and faster.
The power of intrinsic motivation
I believe that this is the power of intrinsic motivation. When I’m on my own I’m not comparing myself to anyone else. I’m not distracted by what they’re doing. No one is telling me to do it. I do it because I want to, and because I want to, I give it everything I’ve got.
I believe that this is what purpose give us and it applies to how we approach work.
The research backs it up to. A study of more than 11,000 West Point military cadets by Amy Wrzesniewski, Barry Schwartz and their team of Yale University researchers found that those who were internally motivated (I want to be a better leader) were more likely to graduate, receive promotions and stay on in the military, compared to those who entered because of external motivations (I want to earn more money).
“Helping people focus on the meaning and impact of their work, rather than on, say, the financial returns it will bring, may be the best way to improve not only the quality of their work but also – counterintuitive though it may seem – their financial success,” said Wrzesniewski and Schwartz.
If we are focused on our vision, and our journey and we are only competing with ourselves then we are focused on being the best we can be, doing the best that we can do. Nothing else matters and so all of our energy is focused in the right direction.
Keeping an eye on the competition can drain us
The end result is that we get better than if we are trying to keep up with someone else, or following in someone else’s footsteps, or in competition with other people. All of these mean that we’re channelling energy that could better be used to push ourselves forward to something else.
For an organisation and its leadership, those ‘internal motivators’ can be found in the company’s vision, and the more aspirational the reason for being in business, the better you, your team and your business are likely to do.
Anyhow, we’ve written a short e-guide (yes I know, very professional!) and if you’ve made it this far in my blog, I think you’ll find it interesting and helpful. 🙂
Click here to download: “How to inspire your employees and get them excited by your company vision”.