Storytelling Reflection

Challenge

I work for an agency within the EPU (Saudi Aramco). One of my  responsibilities is to communicate the purpose and content of the agency’s strategic plan  to the workforce, as well as the plan’s relevance to employees. This is difficult for  multiple reasons. First, the agency employs over 2,000 people. Second, the strategic plan  hasn’t traditionally played a large role in how the agency operates. Third, I had to tell the  strategic plan’s story primarily through others, i.e. agency leaders, since I am a strategic  planner at the non-supervisor level.

Selection

I selected storytelling because the strategic planning methodology my agency uses is  focused on evolving the organization from its current state to a state that provides more  value for its customers. In other words, our strategic plan focuses on achieving a vision of  the better organization we aspire to be. This description of a better state and how we get  there lends itself very well to storytelling, as it invites an audience to imagine an exciting  journey leading to a desired destination. As Andre Martin stated in the Week 2  storytelling video, this is a prime opportunity to create a “cause” by conveying a message  with logic, emotional connection, and purpose.

Application

The primary storytelling channels employed were senior leader postings to the agency  intranet, speeches by the agency director, and the strategic plan itself. In each case, a  colleague or I inserted text explaining how the strategic plan would enable our agency to  better serve military forces, Saudi Aramco leadership, and other valued “customers” by  accomplishing the objectives in our strategic plan.  We almost always included specific  examples of objectives to make the narrative more concrete and relatable. These primary  channels were supplemented by others not as conducive to the extended narratives of  storytelling, such as PowerPoint presentations and digital and physical signs. Even in  these cases, however, we incorporated storytelling “lite” phrasing such as “Getting from  where we are, to where we want to be.”

Storytelling was applied fairly well in certain cases, but overall was not done frequently  or exuberantly enough. To compete with the myriad other messages employees receive  each day, we should have communicated strategic plan-related stories more frequently.    Moreover, we communicated mostly in the staid language typical of a large government  organization, rather than the inspirational language of a good storyteller.

Insight

I learned to really think through the best way to tell a story, in order to be both clear and  compelling. A message conveyed in typical bureaucratic language through typical  bureaucratic channels will often get drowned out by everything else an employee reads or  hears. Another insight I gained concerns visualization. I discovered that I have an  aptitude for developing simple yet effective images (graphics, pictures, etc.), and that

these images complement a good story very well. When a purposeful narrative is paired  with a picture that conveys the same point, the message is doubly powerful.

Approach

As discussed in previous sections, in a future situation I would be a more unabashed  storyteller. I would tell a story with a step-by-step plot, using more elevated language that  can inspire. Also, since I may have to continue to depend on senior personnel to be the  primary storytellers, I would confer with them earlier and more often to get them to  embrace that role more fully. Moreover, I would also utilize storytelling channels in  which I could play a more direct part, such as producing informational videos and leading  focus group discussions with agency employees. This would leave the story less  dependent on the schedules and enthusiasm of senior leaders, and provide more  employees a richer, more compelling narrative of the journey they’re on.


Storytelling Reflection Challenge I work for an agency within the EPU ( Saudi Aramco ) . One of my responsibilities is to communicate the purpose and content of the agency ’s strategic plan to the workforce , as well as the plan ’s relevance to employees . This is difficult for multiple reasons . First , the agency employs over 2,000 people . Second , the strategic plan has n’t traditionally played a large role in how the agency operates . Third , I had to tell the strategic plan ’s story primarily through others , i.e. agency leaders , since I am a strategic planner at the non - supervisor level . Selection I selected storytelling because the strategic planning methodology my agency uses is focused on evolving the organization from its current state to a state that provides more value for its customers . In other words , our strategic plan focuses on achieving a vision of the better organization we aspire to be . This description of a better state and how we get there lends itself very well to storytelling , as it invites an audience to imagine an exciting journey leading to a desired destination . As Andre Martin stated in the Week 2 storytelling video , this is a prime opportunity to create a “ cause ” by conveying a message with logic , emotional connection , and purpose . Application The primary storytelling channels employed were senior leader postings to the agency intranet , speeches by the agency director , and the strategic plan itself . In each case , a colleague or I inserted text explaining how the strategic plan would enable our agency to better serve military forces , Saudi Aramco leadership , and other valued “ customers ” by accomplishing the objectives in our strategic plan . We almost always included specific examples of objectives to make the narrative more concrete and relatable . These primary channels were supplemented by others not as conducive to the extended narratives of storytelling , such as PowerPoint presentations and digital and physical signs . Even in these cases , however , we incorporated storytelling “ lite ” phrasing such as “ Getting from where we are , to where we want to be . ” Storytelling was applied fairly well in certain cases , but overall was not done frequently or exuberantly enough . To compete with the myriad other messages employees receive each day , we should have communicated strategic plan - related stories more frequently . Moreover , we communicated mostly in the staid language typical of a large government organization , rather than the inspirational language of a good storyteller . Insight I learned to really think through the best way to tell a story , in order to be both clear and compelling . A message conveyed in typical bureaucratic language through typical bureaucratic channels will often get drowned out by everything else an employee reads or hears . Another insight I gained concerns visualization . I discovered that I have an aptitude for developing simple yet effective images ( graphics , pictures , etc . ) , and that these images complement a good story very well . When a purposeful narrative is paired with a picture that conveys the same point , the message is doubly powerful . Approach As discussed in previous sections , in a future situation I would be a more unabashed storyteller . I would tell a story with a step - by - step plot , using more elevated language that can inspire . Also , since I may have to continue to depend on senior personnel to be the primary storytellers , I would confer with them earlier and more often to get them to embrace that role more fully . Moreover , I would also utilize storytelling channels in which I could play a more direct part , such as producing informational videos and leading focus group discussions with agency employees . This would leave the story less dependent on the schedules and enthusiasm of senior leaders , and provide more employees a richer , more compelling narrative of the journey they ’re on .