The best way to realise your project (after you have worked up the numbers!) is to weave your story through it.
A story about the why and who and how at a personal level. An authentic story. Your story.
People invest in people, buy from people. They don’t buy spreadsheets, benefits, and features. If you are pitching for an investment or trying to gain a key partner for your project; tell them your story. Of course, the story should include the important details, but great stories transcend the details and deliver the vision. Good stories also lead everyone to logical conclusion; the aha! moment.
But stories are difficult to get right. To tell your story in an engaging way, requires clarity. A good thing if you are pitching; clarity as a goal will help you strip away the fluff and get to the core message.
How can you improve your story, I don’t mean the story itself of course, but the communicating of your authentic story? You can study and implement classic story telling frameworks (setup, Act 1, Act2, Act3, Conclusion) to give your story a structure. You can practice telling your story with an awareness of its reception and following principles (something a great storytelling is always doing; listening). And when you get the basics right, I encourage you to listen to others tell great, but true, stories to help you craft your message for maximum impact. One of the best places to hear true stories, being told “without notes”, is at The Moth; the other great place to hear true stories – TED.
Next time you are pitching for grant, investment, partner or trying to hire that great candidate into your organisation; make sure your authentic story is also compelling.
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Great post Todd,
I definitely agree with the thrust of what you are saying but would add that you should think about what makes your story interesting and important to different audiences. By that I don’t mean that you should alter it for affect, but rather tailor it so that the parts which are most relevant shine through.
For example – an investor may be more attuned with your business story (and by that I don’t necessarily mean the numbers, but rather how the ‘business’ developed) and a prospective employee is probably more interested in the ‘human’ story, the people that make up your organisation, their histories and personalities.
If you can successfully identify which narrative is best suited to which audience, then this is indeed a hugely powerful tool.
People enjoy, remember and recall stories more readily than numbers, ‘mission statements,’ or any of that other mumbo jumbo we are told is the language of business.