Pass 2: Introduction to Storytelling

  Next morning over breakfast Stevenson opens the conversation with a heavy sigh.  “I don’t know my people.  I’m scheduled to visit the base in three weeks.  Gina and I were planning to drive up the coast.  I had hoped to have a little time to decompress after DC.”

“You worry too much.  You won’t have any problems leading that command,” interjects Tharpe.

“I know I can command the base.  But it’s the issue of realignment.  The people really get stressed out about this.    Newport is fortunate in that most of what I have to deal with is more jobs, housing, traffic.  But there’s always those few who will have to be repositioned, retooled, or retired.  I just wish that I could get them all to understand that I really do appreciate what they’re going to be going through.  I don’t expect them to love me, but I want them to trust me.”

 

Tharpe says, “I’m going to share a leadership technique with you.  And I want you to listen to me completely before you throw your napkin at me. “

 

The comment certainly piques Stevenson’s interest.  His best friend had tried some crazy things in college, but he figured that Tharpe had put foolishness behind him.  “I’m ready for just about anything.  If you’ve got an answer, let’s hear it.”

 

Tharpe begins, “I was headed out for a long flight.    I stopped in the airport’s bookstore to pick up a book to keep myself busy.    I like the business books, and I spotted a title that looked just perfect for the long flight. . . .       Squirrel Inc.    I know what you’re thinking,” continues Tharpe.  “I read Who Moved My Cheese too.  Squirrel Inc. isn’t really about a cadre of furry critters in the forest.  It’s actually Denning’s, that’s the author, attempt to show why storytelling is a critical tool for leaders in large organizations. “

 

“You’ve got to be kidding me.  You think my reading a book about storytelling is going to help me with base realignment.  You really have gone off the deep end my friend,” quips Stevenson.

 “I know you think it’s funny.  I did too, but the book certainly gave me something to think about.  I’ve been through TQL, tasted the Cheese, gotten Lean, and still not had a great deal of satisfaction from my project team leads.  Granted, I can’t make them walk the plank or threaten to send them to Iceland, but I need something to get my managers to look for innovations.  Otherwise, my company faces becoming as complacent as the rest of them.”

 

Tharpe reaches into his briefcase and pulls out a book that he hands across the table to his friend.    “What’s this?” Stevenson asks as he takes the book and begins to turn it over.

 

“The Leader’s Guide to Storytelling.  When we unwind tonight, let’s talk about what you find in those pages.  You’re still into speed reading, aren’t you?”

 

Stevenson laughs and says, “Of course.  That’s the only thing that saved me in grad school at Monterrey.  I’m willing to give this a look if you really think it will help.”

 

Tharpe rises and says, “I’ve got to run, but I’ll see you at 7:00 in the lobby.  By the way, can you get away on Friday?  I’ve got something special for you if I can work it out.”

 

“Sure, I’m always up to an adventure.  See you at 7:00.”

 

Immersed in their own worlds of management the men quickly forget all else.  By late afternoon, Stevenson realizes he’s made a promise to scan the Denning book.  He closes the office door,  “This shouldn’t take long,” he thinks. 

 

Later that night the men are once again overlooking the heart of America and talking about the day’s events in general terms.  “By the way, I managed to down The Leader’s Guide,” comments Stevenson.

 

“Give it to me in 5 minutes or less. . . . You can forego the story, because you don’t have the skills,” quips Tharpe.

 

“Denning suggests that the best way to get information across to your people is through a good story.  He says that people just don’t buy in to charts and figures.  At first, I thought, more pscho-b.s., but as I got into the heart of the book, I could understand where he’s coming from.  I especially liked the specific examples he gave.” 

 

“You mean like the World Bank?”  asks Tharpe.

 

“Yeah.  But the one that really sold me was the HP and Compaq merger.  I figured a good story just had to be short.  When he showed how the CEO screwed up with the wrong story, I got to thinking about the details.  Maybe there’s more to this than ‘Once upon a time.’”

 

“So, was there anything else?  I’d hate to think that I wasted your time,” comments Tharpe as he takes a draw on the cigar.

 

“Actually, there was some meat in this book.  I found Denning’s table where he identifies the types of stories, the purpose for them, and the ways to kick them off.  I need something that’s a quick, down and dirty how to these days.  I don’t have a lot of time to build my own list.  I’ll be honest.  I didn’t get all the way through the book.  But I intend to finish it before we leave here so I can get it back to you.”

 

“No, don’t worry.  There’s always more where that came from.  It’s time for me to make some overseas calls.  Let’s talk again tomorrow.  Same time as today?” asks Tharpe.

 

“Right.  I think I’ll just sit here a while and think.  See you tomorrow.”   

Copyright Information:

Screen captures of  Squirrel, Inc., The Leader’s Guide to Storytelling, and the graphic of the table from pg. 18 of Leader’s Guide: permission to use media obtained from Stephen Denning, author, via email 4 June, 2007, “used for this class project with the permission of Steve Denning.” The remaining photo images were purchased from iStockphoto.com.