Reflets Magazine #144 | Storytelling to Win Markets, Engage your Teams and Strengthen your Leadership

In Reflets Magazine #144, Béatrice M. Chrétien (ESSEC MBA 08), a specialist consultant in leadership communication and creator of the podcast Les Éloquents, explains how to use storytelling techniques to win over your customers, prospects, teams and investors more effectively. You have free access to the article here… Here is a free online translation of the article… click here to get the next issues!

Did you know that storytelling is the most natural and effective way to win over customers, prospects, teams and investors? Maybe you don’t use it because you feel it’s a style reserved for poets. Instead, you prefer to continue using the same techniques as 20 years ago to promote and differentiate your business. 

Meanwhile, new competitors are using storytelling techniques with great skill and gradually taking over market share.  

Given that we all interpret reality through life stories, why not take advantage of this huge leverage to win markets, engage your teams or boost margins? 

Human beings interpret reality and reduce its uncertainty through stories

Try this out for yourself: at the end of the day, which moment stands out the most for you? A distracted co-worker who laboured through his business plan in one hour and twenty slides, or one of your more reserved co-workers who confided in you with the details of a particularly difficult moment of their life?

Since the dawn of time, our brains have been wired to interpret life and reduce its uncertainty through stories. When we listen to a story, our attention is monopolised and our neural activity increases fivefold. Our imagination kicks in to project us into the story we are being told, and all our senses are activated. We quickly begin to experience emotion, especially empathy and attachment.

95% of our decisions are made by our subconscious, based on emotions.

We think we are predictable and linear, but 95% of our decisions are made by our subconscious mind. These decisions are particularly influenced by emotions, desires, past experiences and the day's weather, or by reading facial expressions and voice tones. We then justify these decisions with factual and logical elements. It’s like when you help yourself to another slice of tart even though you’re no longer hungry, and come up with a thousand excuses to justify your action.

Emotion is also what drives us to make a decision which, seen from the outside, appears to defy all logic. There are plenty of examples: who hasn’t experienced a complete turnaround by finally clinching a deal despite the competition which is largely superior in all areas?

Many leaders believe they can convince us with logic and fact, forgetting that they are dealing with human beings full of emotion.

Within a business, an abundance of logical and factual elements serves to dialogue correctly with the process and control or steer performance more efficiently. All these elements prioritise a mindset to minimise financial, operational and human risks, in addition to ensuring the company’s survival. Everything is thus ultra-rationalised, with precise information and short-cuts on reality in the form of figures, analyses, graphs and strategy.

When it comes to rallying speeches and negotiations, many leaders understandably believe that they can convince their audience with this approach which, to their mind, will be automatically followed by actions. But here’s the surprising thing: while the message is clearly received in people’s heads, it doesn’t touch their hearts.

Storytelling creates an emotional attachment and is more convincing for customers, teams or investors.

I recently worked with the director of a telecommunications group, who felt that his teams were disengaging amid growing rumours of a takeover. In composing a rallying speech, he found it difficult to speak of himself, but was suddenly inspired by a value, that of trust. In the end, the fifteen slides initially planned to present the financial results were whittled down into single numbers, which formed the basis of his story about trust.

A few months later, I have good news to report. Thanks to several major initiatives by the operations department, certain recurring issues are in the process of being resolved. Staff go straight to their director with their concerns, and are open and warm in attitude. He also feels more in tune with others. His story caught their attention and incited everyone to act.

Three examples to strengthen your leadership through storytelling

While there are a few basic rules to building a compelling story, in particular the values that drive you, the approach I recommend is to be creative in fostering dialogue and authenticity by remaining true to yourself. For example:

- for teams, you can encourage each member to collect feedback from customers whose daily lives were transformed thanks to an action by your company and share it regularly, either orally or via a newsletter;

- for prospects, you can tell your own story and what made you decide to join your current employer through shared values. When a customer visits your site, you can also bring your story alive with testimonials from co-workers who talk about their job/expertise;

- for investors, a lively story about the birth of your business can be effective, in addition to a product/service demonstration which involves your audience. 

A story to stand out and inspire your customer community, investors or staff

A writer recently told me that you need a story to exist. One that remains lastingly associated with its storyteller, because you believe in its depth or accuracy. And when a choice has to be made, there’s every chance you will opt for the person and the company that told this story, for no other reason than that.

Interview by Louis Armengaud Wurmser (E10), Content Manager at ESSEC Alumni 

Translation of an article published in Reflets Magazine #144. Click here to read the issue (in French). Subscribe here to get the next issues (in French).

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