Using storytelling to re-engage employees

At Melcrum, we've been hearing a lot recently from communicators about their efforts to re-engage employees.

One technique that you may have heard of, but not yet tried out is storytelling.

In an article on the Internal Comms Hub, Melcrum's storytelling skills course leader and chief storyteller at consultancy Narrate, Tony Quinlan, talks about how you can get the most out of the technique.

Listen, don't tell is one golden rule. "Crafting a great story is one thing, but it's more interesting to listen to other people's stories," says Quinlan. "It's also more helpful in
learning what's really going on in people's heads."

Read on for five more pieces of advice from Quinlan to bear in mind if you're about to try storytelling for the first time.

1. Don't talk about stories or storytelling
Firstly, stories and storytelling conjure up images of children's stories - both among supporters and opponents/sceptics. Secondly, they're just a technique - the more interesting and valuable element is what you're using them for. Talk about that instead. I don't engage in "using a hammer", I put up bookshelves.

2. Build the environment, the stories will follow
Create a safe space for people to talk - to share negative stories as well as positive ones. Make it a social space, not a storytelling-focused space, and stories will emerge naturally.

Don't interfere or judge the stories, fight the temptation to give examples or to guide people. Authentic examples of people's real perceptions are more valuable than a bunch of "gamed" stories that people think satisfy your needs.

Create a safe space for people to talk - to share negative stories as well as positive ones.

3. Collect lots of stories, then look for patterns emerging
Don't analyze a handful. I made this mistake early on in Narrate - I used to provide analysis of emotional audit stories, but realized that the analysis said more about me than about the stories.

4. The most important stories are never voiced
The patterns that people have in their heads will direct their decisions (and hence behaviors) but they may not be conscious of them.

5. Allow room for stories that counter the management voice
Dissent is an important element in engaging people - letting them argue against the issue means you trust them to make an educated decision. Don't try and force management stories or beliefs on others - they'll be highly skilled at deconstructing them - and building effective counter stories.

Members of the Internal Comms Hub can log on and access the original article.

Until next time,

P.S. Thinking of using storytelling in your company? Want to find out more about how it works? Come along to Melcrum's Storytelling for Audience Engagement course and discover all there is to know. Book your place today!

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