Lead with a Story
A Guide to Crafting Business Narratives That Captivate, Convince, and Inspire
-
- USD 11.99
-
- USD 11.99
Descripción editorial
LEADERSHIP STARTS WITH STORYTELLING
With clarity around your message, you will energize those you lead and create a vision they can buy into. But first, you must first write the story that will get them excited and ready to execute.
Clarity is key for any successful leader, so much so that top corporations, such as Micorsoft. Nike, Proctor and Gamble, Kimberly Clark, and many more, have incorporated storytelling into their leadership training programs. These companies know that before you can become a strong leader, you must first master the art of storytelling so you can communicate your vision to your team and inspire them to execute on objectives.
The power of storytelling will allow you to:
Envision Success- lead change by identifying goals in your story and building team commitment.Create an Environment for Winning- create a team culture and identify values that encourage collaboration and value diversity.Energize Your Team- use your story to help others find passion for their work by building courage, inspiration, and motivation.Inspire and Educate- teach your employees key lessons and provide coaching and actionable feedback.Empower Others- use storytelling to delegate authority and encourage targeted innovation that supports your vision.
If you want to be a leader others want to follow, you must master storytelling and use that skill to communicate a vision that your team can support.
PUBLISHERS WEEKLY
Smith, director of Consumer & Communications Research at Proctor & Gamble, offers a comprehensive collection of business lessons on the popular concept of storytelling in the workplace. Unfortunately, while this work is timely and filled with numerous entertaining "ready to tell" stories, it misses the mark by attempting to tackle too much under one cover. Smith has interviewed more than 75 individuals, addresses 21 leadership challenges (with multiple stories to help tackle each challenge), intersperses "how-to" chapters within sections arranged around leadership themes, reviews some structural frameworks, and includes summaries and exercises at the end of each chapter. The result is a dizzying and disjointed amount of information for the reader to absorb. Taken individually, the stories are useful and have impact, such as when GE's Jack Welch gives his leaders a "reality check" or Morgan Stanley's John Mack makes a point about time and money when scolding a trader for keeping a delivery boy waiting, but as a whole, the book is overly ambitious. Additionally, the disproportionate number of examples from P&G make the book feel like a prolonged homage to the company. Though the book will be valuable when taken in small chunks, by failing to keep it simple, Smith has violated one of the basic rules of storytelling.
