How can storytelling improve stakeholder engagement in Change Management?

Stories can evoke emotion and inspire action. For most of us, our stakeholders may have decision rights, but may not be subject matter experts in what we’re wanting their buy in on. For this reason (among many), bringing a slide deck full of data and facts may not be compelling enough as a stand-alone tool. Storytelling gives you the opportunity to translate your vision into something your stakeholders can also see coming to life. Start by describing the problem to create interest in the solution. In the middle, share how you came to the solution. Share the plan for change and your vision for the desired outcome. End on a call to action with a specific ask of how they can be a part of this meaningful change!

I always tell the Nasa story to emphasise the importance of shared vision. You know, the one about JFK meeting the janitor and asking what he did - to which the janitor replied - I am helping put a man on the moon. I tell that story on the basis that a shared vision in change management is imperative because it serves as a guiding beacon, ensuring that all stakeholders move cohesively towards a common goal. It encourages commitment even when challenges arise and uncovers any resistance particularly at the top of the organisation. By uniting individuals under a common purpose, a shared vision minimises resistance, reduces ambiguity and amplifies the collective effort, making the transition smoother and more effective.

Story telling is a critical aspect of the story - lesson - apply model. Basically, good stories make a lesson relevant and relatable. They evoke an emotional reaction - creating a longer lasting impact. Stories are more memorable and help people apply the lesson to their own lives.

Emotional Connection: Stories resonate with emotions, allowing stakeholders to connect with the change on a personal level. When they can empathize with the characters or situations in a story, they are more likely to embrace the change. Contextual Understanding: Stories provide a context for change, explaining its necessity and impact on individuals and the organization. This clarity reduces uncertainty and fear. Inspiration and Motivation: Stories of successful change implementations or individuals overcoming challenges inspire and motivate stakeholders, giving them a sense of purpose and direction. Storytelling can demonstrate how the change aligns with the organization's values.

At heart, we're a storytelling species (homo narrans). Stories act as an information delivery system that helps us connect to events and ideas by eliciting emotions that in turn influence our perceptions, actions, and decisions. Storytelling recognises that the human need for sense making and meaning creation is more easily achieved through compelling narratives over pure logical argumentation. I've always felt that the act of engaging in storytelling is inherently an invitation to navigate the complexities of an experience together and develop shared mental models of our worldview as a group.

Here's a few practical examples to bring stories into Change Management: * When running a briefing/training - open the session or come back from break * When explaining the need for change - share past experience/case studies of what's not working, paint a picture of a dismal future if we don't change * When building trust in the solution / outcome - share case studies or lived experiences of successful users (i.e. testers, pilot, real-life customers/clients) * When explaining a complex process/concept - use a metaphor to parallel, e.g. prioritising a portfolio of work is like deciding which apps will go on your smartphone home screen * When sharing your vision - paint a picture of what life will be like when the change successfully lands

From an evolutionary point of view, storytelling helped hunter-gatherer societies disemminate fitness-relevant information, coordinate group behaviour, and enhance social cooperation in ways that humans could process and retain. Change management in a corporate setting aims to achieve similar goals around transitioning people into a shared future state that is beneficial for the group as a whole. As a communication tool, storytelling can be used to craft a persuasive vision that assists in overcoming inertia or resistance in favour of encouraging cooperation and collective action.

A good leader understands their vision and has a solid plan to guide everyone there. This is their opportunity to pain that picture and speak to it with passion, purpose and opportunities in mind. If there are difficulties ahead, they need to be acknowledged, paired with successful (honest) stories of how you were able to ease that pain, or at a minimum, the lessons learned and what you plan to do to change it. Stories help future goals feel more tangible when someone has walked the path ahead and is reverse engineering it for us.

For most people, change often feels abstract and impersonal. Compelling stories put a human face on it (using personas for example). Sharing the stories of people who have already successfully adapted to the change can show that it's not only possible but can also be beneficial to the wider organization. Stories often carry cultural and organizational values. By using stories, you can reinforce these values and make the change more aligned with the existing culture.

Each human being's life is a story. So in the end people remember stories. The more the connectedness ness of the story, the faster the recall call value. And there is an inherent resistance to change. That makes the story all the more important to be compelling, highlighting the urgency of the situation, calling for immediate action for a better future. Like the story, the change should progress leading to the desired outcome. Keep repeating the story that removes complacency by reinforcing the urgency till the end.

To build a shared vision/sense of purpose, I've found it most helpful to center change stories on describing the desired outcome in terms of meeting the needs of a target customer character, with whom they may be able to personally relate. This often unlocks empathy and evokes the response of commitment to change, for the sake of that character. For example, to introduce a new cross-functional management system that requires public transit employees to collaborate transparently, I'd focus the story on a single mother in the community, whose commute would be made simpler/easier/more reliable during a critical time, if only the company's employees changed the way they work together.

There are many different ways you can tell a story - create avatars of the different audience groups and tell a story of how they'll work together in the future vs now; hypotheticals; metaphors; even the classic hero vs villain genre! A leader needs to choose a type that works best for the type of change, but also is the most authentic for them to tell. Then, just follow a really simple formula to pull it together: - Start the story - Say how it made you feel / think / do something - Link it to the change - Three points of evidence - Close the story loop.

There are two ways to incorporate a story into the change management message. One is to create a solid story around the comprehensive change. Why is the change occurring, why is it happening now, what are the benefits, and what will be the challenges to overcome. The other is more to help with the application of the change. It starts by analyzing the key messages of the change and if the leader has a personal story that conveys what lesson needs to be learned from those key messages. Those stories are then incorporated into written and oral communications, as well as training.

The most compelling change stories speak to people's hearts, not just their heads. Focus on that human element, and perhaps from a personal perspective. Focus on the people. Stories that connect emotionally are more compelling. Describe their current challenges, and how the change will affect their day-to-day work. Focus on the positive but don't ignore the challenges. Be clear on the long term aims. Paint a vivid picture.

An effective narrative comprises five key elements: a clear message, an authentic character representing stakeholders, a compelling plot describing the journey from the current state to the desired one, a vivid setting providing context, and concise language for easy comprehension. For example, in a manufacturing company transitioning towards operational efficiency, the story may feature a character like Sarah, a seasoned factory worker navigating the transition on the shop floor using plain language and relatable analogies. It's important to note that storytelling doesn't universally work; some stakeholders may prioritize data and facts over narratives. Additionally, the impact of storytelling depends on the storyteller's skill.

Tailoring your story to the audience and making it interactive are great ways to engage your team during a change management session. If you are introducing a process change, ask someone in the room to share one of the pain points of the current process. Then tell a "success story" of someone who has embraced the new process and how it has eliminated that very pain point. This will help the team to visualize the improved future state.

Be expressive, be warm , be genuine and make sure people in the room respect you for who you are and not who you are based on your title. Mention facts and figures even if they are unpleasant. Camouflage is often seen through and kills credibility. No story will fly then.

Take the time to reflect on your own experiences both in and out of the workplace. Identify the core principles that apply to both situations. A story that is from your personal experience and not always confined to the work environment allows the leader to show their humanity and can make them more relatable. It is advisable to know your audience well enough to share stories that are truly relatable and appropriate. Practice. There are some stories you will share often as they are universal and impactful. You'll only discover this when you practice by sharing them often and vary on the level of detail based upon the audience. If the story is true and helpful, telling it more than once does not make it any less authentic.

To excel in delivering a compelling change management story, one must master the art of audience engagement. Understanding your audience is the cornerstone of success in this endeavor. By delving into their needs, expectations, and preferences, you can craft a narrative that speaks directly to their hearts and minds. Also, delivering an impactful change management story is a multifaceted endeavor that requires empathy, adaptability, emotional resonance, and genuine dialogue.

One method I have used even for my Coaching engagements where the Goals are subjective say around Leadership Behaviours, Presence, Strategic Thinking is to get the individual to self assess honestly where they are on a scale of 100%. Where they are along the way and at the end. While all ratings are subjective it is by the same person for the same Goal and after measuring progress along the way basis metrics agreed at the start. So change can be measured, felt and acknowledged by both parties involved in that journey

Don't forget the humans! ?? When we think about change management in isolation as a capability or business exercise we can lose sight of the deeply human aspect of change. And that's a big mistake. Most humans are wired for resistance to change. So, to effectively implement change, we need strategies that help us to connect at a human level. We need to demonstrate EQ to provide clarity, overcome fear and build trust. That's why storytelling is so powerful! It provides subtle opportunities to illustrate important messages and provide context, in different ways for different people. It's less abrasive and creates space for people to reflect, and reach their own conclusions within a flexible but purposeful frame.

Stories are remembered up to 22 times more than facts alone. When people think of advocating for change, they think of convincing arguments based on data, facts, and figures. However, studies show that if you share a compelling story, people are often more likely to be persuaded. When well crafted, stories can create a sense of cohesion and unity among employees. They can help everyone understand that they are part of a shared narrative, contributing to a common goal. Trust is crucial in change management. By openly and honestly sharing relatable stories, you can build trust with your employees, as they see you as someone who is willing to communicate openly and candidly about the change process.

Given I came with 30 years of leadership experiences there are so many stories of personal or team member challenges faced and how they were navigated. Sharing those stories at the appropriate moment when the change journey is on, is always an eye opener as it gives a different perspective to the same challenge and can help remove some mind blocks that something cannot work.

I always tell stories to the large groups I guide into collaborative assignments. It keeps them engaged as they are curious to know where the story is going and how it ends! I also use storytelling as an activity, to help teams agree on a vision, a goal and/or a plan to implement it. It's also the foundation of my book on shared decision-making: I know it will have more impact than graphs or tables about governance models!

Stories are relatable and people like to relate to things. We identify with being able to picture ourselves, or someone we know in the story being told. The story is how you engage the stakeholder that has a interest or influence in the change outcome. If they can relate, more than likely you'll persuade them that the change will be beneficial to them!