Just Seven Things

Exploring why and how we do what we do, and how we can do it better

Archive for the category “Communication”

The Why of Story Telling

Why is story telling so important? What is the equivalent of the nature vs. nurture analysis when applied to story telling?

I can see that through the ages, and particularly prior to the written word or books, stories/ myths/ legends were the ways in which human and cultural knowledge and history was passed through the ages.

I can see that it had practical uses that served its purposes. Whether providing warning of dangers or advising of best practices. Or merely for entertainment.

But why is it still so powerful? Companies are advised to tell their story. Brand advisers and advertising executives go back through the annals of the corporate histories to find the stories and put them central to the brand or product messaging. And it works. As an individual you engage with that company or product because of an historical or projected story that it weaves.

Client pitches or proposals invariably have a section for the story of the company. The ‘About’ sections of corporate websites are heavily trafficked as people strive to found the company in place, time and events.

Leaders are now advised to find their story too. It helps provide a hook into the real person rather than the faceless executive; both for their company and the people who work for it, and the media.

What is it in our nature that that requires this comfort? Is it a ‘knowing’ and ‘trust’ thing? Does somebody or something’s story enable us to create a fuller map of that individual or corporate? Something that we can then work on and from in building a relationship into the future.

Whatever it is, it’s powerful and without it you’re missing out.

The Creativity and Focus of Talking

For a long time now I have wondered at how powerful it would be to be able to tap in to the creativity of a 121 conversation whilst on your own.

I’m talking about how focused you are on the topic under discussion. How everything else has to fade away from your brain for you to be able to formulate the words required to talk and have a conversation with the person you are in discussion with.

I’m not even sure it’s the same when you are in a group or a brainstorming. In these scenarios maybe you have the downtime to have the kind of internal conversations you may have on your own. Of course the 121 conversations will mean that the prompts from the person you are talking to – their thoughts and assertions – are going to trigger your creativity. But is there something more happening?

Maybe it’s just me and the way in which I work? However, some of the best thoughts that I have fall out at the end of conversations, or statements that I’m making (I’m admitting to a tendency to wax over-lyrically. A development point I am working on)

It’s as though in my brain working hard to a. construct a thought and b. formulate the words and sentence to clearly communicate, it enters a place of greater creativity. When in this place things seem to both occur and resolve at the same time.

Maybe this is why people start talking to themselves?

Vision, Rainbows and Pots of Gold

I gave a presentation today at a MDHub250meeting in Brighton at the Metropole.

I was given the topic of Operations, and the audience was primarily owners and CEOs of companies less than three yrs old. I found it interesting that within about five minutes of planning my talk (my slot was about forty five minutes) I began to question whether the concept of ‘operations’ in business-terms still exists.

I found myself continually bouncing around two or three areas in my thinking:

  1. Mission, Vision and Strategy
  2. Time management and value-adding
  3. Communication and engagement

Obviously, just a fleeting look at this blog makes it no surprise that these areas came up. However, my role as CEO of Madgex means that the team of fantastic people who work for the company are continually ‘doing’ the operations of the company and I work with the rest of the senior management team to deliver improvements to those operations.

And yet, it’s the three areas above that we most discuss in our 121s or coaching sessions. These areas that (rightly) take up so much management time and focus.

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