The Leader's Guide to Storytelling: Mastering the Art and by Stephen Denning

By Stephen Denning

How leaders can use the precise tale on the correct time to encourage switch and action
This revised and up-to-date variation of the best-selling publication A Leader's consultant to Storytelling exhibits how storytelling is likely one of the few how you can deal with crucial and tough demanding situations of management: sparking motion, getting humans to interact, and best humans into the longer term. utilizing myriad illustrative examples and choked with how-to suggestions, this publication essentially explains how you could learn how to inform the proper tale on the correct time.* Stephen Denning has received awards from Financial Times, The Innovation ebook membership, and 800-CEO-READ* The booklet on management storytelling indicates how profitable leaders use tales to get their rules throughout and spark enduring enthusiasm for swap* Stephen Denning deals a hands-on advisor to unharness the facility of the company narrative.

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Extra info for The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative

Example text

Many times, we polled the audience to describe the severity of the leadership gap. The questions we asked are: • To what extent is the leadership gap in your organization a burning issue now? • Five years from now, will the leadership gap be more, the same, or less of an issue for your organization? Please explain. The responses to these questions have been consistent wherever we have traveled. To what extent is leadership capacity a burning issue now? 80 percent of the respondents indicate it is a burning issue now.

The VP of Marketing told the young brand manager that she was planning to retire in the next year or two and that the executive team had asked her to play a role in grooming her successor. The VP told the brand manager how impressed she had been with her work—in particular, the leadership she had been displaying in her role. The VP believed the brand manager had what it took to be a senior leader in the company and strongly recommended she consider the career option. The young manager waited, and with a smile, replied, “I see how hard you work.

The CEO also felt this process would develop the three directors and give them a more holistic perspective. Hopefully, one of them would rise to the top and eventually be ready to take over the entire business. Although the approach was slower, it was manageable from a risk perspective. The organization simply did not have the leadership capacity to take it any faster. The anticipated lost revenue opportunity of the slow-down strategy was approximately 30 percent of the forecasted business revenue for the first two years.

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