One of the most common pitfalls when telling stories to executives is lack of clarity. Executives are busy, impatient, and have limited attention spans, so you need to get to the point quickly and clearly. Avoid using vague, ambiguous, or jargon-filled language, and instead use simple, concrete, and precise words. Also, make sure you have a clear structure for your story, with a beginning, a middle, and an end, and a clear message or takeaway for your audience.
In executive storytelling, a prevalent pitfall is the lack of clarity. Executives, with their busy schedules and limited attention spans, demand a concise and direct approach. Avoid the pitfalls of vague, ambiguous, or jargon-laden language. Opt for simple, concrete, and precise words to convey your message effectively. Construct your story with a clear structure, incorporating a beginning, middle, and end. Ensure your narrative has a distinct message or takeaway for the audience. Executives value brevity and clarity in communication, so streamline your story for impact.
When you’re telling stories to the big shots, clarity is king! You’ve got to be clear, compelling, and concise—like a headline that grabs you by the collar! Keep it short, sharp, and shiny, folks. No rambling or beating around the bush, just straight to the point with the biggest, best parts of your story. Make it so good they can’t ignore you. And remember, clarity is not just good, it’s gold—pure gold!
Keep it clear enough for your grandmother to understand. As the line of command goes up the need for detail goes down. And when you are delivering a story about newer concepts or business models, it's highly effective if you keep the story non-esoteric and remove technical jargon.
Be succinct: You need to make sure that the benefits, and implications of your story / request clear. 1. Outline the problem. 2. Explain the benefits of resolving it (cost, time, efficiency, quality) using evidence where possible. 3. Outline the ask simply. 4. Be prepared to answer questions - if you don't know the answer, don't waffle, just say you will find out.
One of the mechanisms I like using is BLUF: Bottom-Line Up-Front. Clearly state the objective and/or action sought from the exec before going into the storytelling and detail. This will help the execs to focus on why they should be interested and what the decision or outcome expected may be. Be clear and concise in your points, and indicate where further evidence to support your narrative can be provided, should they want to know more detail. Using graphics can also b really powerful - data storytelling is a great way to quickly capture attention and get a message across.
Another common pitfall when telling stories to executives is lack of relevance. Executives are interested in stories that relate to their goals, challenges, and opportunities, not stories that are irrelevant, generic, or self-serving. Therefore, you need to tailor your story to your audience, and show them how your story connects to their context, needs, and interests. Use examples, anecdotes, or data that are relevant to their industry, market, or situation, and show them how your story can help them solve a problem, achieve a goal, or seize an opportunity.
Relevance is paramount when engaging executives through storytelling. Avoid the pitfall of presenting irrelevant or generic narratives. Executives prioritize stories that align with their goals, challenges, and opportunities. Tailor your narrative to their context, demonstrating a clear connection to their needs and interests. Employ industry-specific examples, compelling anecdotes, or pertinent data to underscore relevance. Showcase how your story is a solution to their problems, a catalyst for goal attainment, or a means to capitalize on opportunities. This targeted approach ensures your narrative resonates and holds executive attention.
Make sure you understand their strategic goals and outlook. If the story or insight is not relevant to this, it is difficult to get them to understand why it is important for them to know.
A third common pitfall when telling stories to executives is lack of credibility. Executives are skeptical, critical, and demand evidence, so you need to back up your story with facts, data, and sources. However, you also need to present your data in a way that is easy to understand, visualize, and remember, not in a way that is boring, confusing, or overwhelming. Therefore, you need to use data visualization techniques, such as charts, graphs, or diagrams, that highlight the key points, trends, or insights from your data, and that complement your story, not contradict or distract from it.
Credibility is vital in executive storytelling, and a common pitfall is the absence of robust support. Executives, being inherently skeptical, demand substantiation through facts, data, and credible sources. However, the challenge lies in presenting this information in an accessible manner—avoiding boredom or confusion. Employ data visualization techniques like charts, graphs, or diagrams to elucidate key points, trends, or insights. Ensure that these visual aids enhance, rather than contradict or distract from, your narrative. This approach not only bolsters credibility but also facilitates understanding and retention, crucial in engaging busy executives.
Stand out with substance, not fluff. In the boardroom, every second counts. You’re up with a story. It’s gripping, it’s bold. But will it fly with execs? Here’s how to nail it: 1. Facts first. No fairy tales. Ground your narrative in what's real. 2. Numbers talk. Execs love data. Show them the stats. 3. Keep visuals clean. A sharp graph beats a report. Every time. 4. Stay human. Connect the dots back to the real-world impact. 5. Cut the fat. Get to the punchline. Fast. Add serious value with stories that stick. Make them think. Make them nod. Make them remember.
A fourth common pitfall when telling stories to executives is lack of emotion. Executives are human, and they respond to stories that appeal to their emotions, not just their logic. However, you also need to balance your emotion with your professionalism, and avoid being too emotional, dramatic, or manipulative. Therefore, you need to use emotional triggers, such as humor, surprise, curiosity, or empathy, that capture your audience's attention, interest, and trust, and that reinforce your message, not undermine or dilute it.
In executive storytelling, avoiding the pitfall of a lack of emotion is crucial. Executives, like any audience, connect better with stories that evoke emotions. It's essential to strike a balance, infusing just enough emotion without compromising professionalism. Emotional triggers such as humor, surprise, curiosity, and empathy can captivate your audience and build trust. However, steer clear of excessive emotion, drama, or manipulation, as these can undermine your message. To be effective, your storytelling should reinforce your key points, not dilute them. Remember, appealing to both logic and emotion enhances the impact of your narrative.
In a call with a C-level tech executive, I began by highlighting the statistics and reach of our Chief in Tech Summit, then shifted to the impactful personal experiences of our attendees. I shared a quote from a senior software engineer who attended the summit "It wasn't your typical conference. I have never seen so many female senior executives speaking at a summit. Their energy was contagious, and the stories of their journeys provided so many insights. I thought, 'One day, I'll be on that stage as a 'Chief in Tech', sharing my own story.'" Hearing the quote, the executive's eyes lit up. It was like they could see the summit's power to change lives, and right there, they were all in for joining us.
A fifth common pitfall when telling stories to executives is lack of delivery. Executives are influenced by your style, tone, and body language, not just your content. However, you also need to adapt your delivery to your audience, situation, and medium, and avoid being too casual, formal, or inconsistent. Therefore, you need to use delivery techniques, such as voice modulation, eye contact, gestures, or pauses, that enhance your story, not detract or distract from it.
It’s all about vibes. Even if you are the smartest person in the room and have prepared an incredible deck, if you miss the human connection your presentation will fall flat. No one wants to be sold to. People want to be seen, heard and offered solutions. As an executive, we all get pitched all day every day — in our inboxes, in meetings, on the running trail — people always want something from an executive. Stand out by being the person that does their research, takes a genuine interest and listens to the Executives you are talking to. Approach is everything — showing respect, empathy and offering value rather than forcing an ask is the key to success.
A sixth common pitfall when telling stories to executives is lack of feedback. Executives are not passive listeners, and they expect you to engage them, listen to them, and answer their questions. However, you also need to anticipate their feedback, and prepare for it, and avoid being defensive, dismissive, or unprepared. Therefore, you need to use feedback techniques, such as asking open-ended questions, acknowledging different perspectives, or addressing objections, that invite your audience to participate, learn from them, and build rapport with them.
Seja durante uma reuni?o de resultados, seja durante a apresenta??o de um report, executivos precisam ter (sempre) voz e vez. Por mais que sua comunica??o tenha sido bem argumentada e convincente, é importante dar oportunidade para que este público se pronuncie. Logo, para colher opini?es, tente frases, como: - O conteúdo está claro? - Você tem alguma dúvida? - Você teria alguma considera??o? - Gostaria de acrescentar algo? - Há algo importante ou diferente que acha que eu deva dar aten??o? - O formato apresentado satisfaz as suas necessidades?
In my experience, these are the top pitfalls managers and executives need to avoid when using stories to connect with senior leaders: 1?? Relevancy: make sure your story ties directly to the executive's interests or business goals. 2?? Keep it simple: avoid complex narratives, stick to a clear, straightforward story. 3?? Be concise: executives are time-pressed, deliver your story quickly and efficiently. 4?? Authenticity matters: keep it real, over-exaggeration can hurt your credibility. 5?? Highlight the takeaway: ensure your story has a clear lesson or insight relevant to the listener. 6?? Match the audience: tailor your story to the executive's background and industry.
I'd add "Pitfall 7: Lack of researching your audience". In short, be the best "Steve Yegge" you can be to a "Jeff Bezos". When possible, research your audience thoroughly before you say your first word. Begin by investing time with executive assistants, the chiefs of staff, the direct reports, your peers, and other executives to gather their experiences with this audience. Role play with them where they are the audience. Ask if there is a recorded webinar where this audience raised questions or derailed the story teller. Watch those recordings like any team watches game tapes: to improve on the playing field by anticipating the unknown. Now, revise your story. Again, the goal is to anticipate the audience for the story you will tell — well.