Story Telling In Business

1. “The shortest distance between two people is a story”
Terrence Gargiulo
Story Telling
Enabling Managers to
Engage the Organization
Mozer Fakhruddin
Principle Consultant
We are hardwired
to seek and make
sense of the
world through
narratives.

2. The Brain & Transformation
Self Directed Neuroplasticity
When one has insights the
Brain makes new chemical
connections on its own.
Pre Frontal Cortex (PFC)
The PFC is the short term
memory where new data is
processed. Very logical part
of the brain. 6 Sec behind
Amygdala
Orbital Frontal Cortex
(OFC)
Looks for “errors” or
things that don't match
what we are comfortable
& familiar with.
The explanation is hidden in 6 key chemical processes of
the brain which then determine how the MIND reacts.
Neurotransmitters
This happens at the
moment of Insight and
releases a strong pleasure
drug like endorphins.
Basal Ganglia
Habit part of the brain
keeping info on how things
are usually done . Very
comfortable to do things
using this part of the brain
Amygdala
This is the alarm bell which puts
the person on high alert & high
stress to “fight or flee”. It makes
emotion control your decisions.

3. Mozer Career : Microcosm
of the History of Obedience
Scientex
Instruction
1989
SONY
BP
Malaysia
Telling
Procedures
1991
1995
BP
Marine
BP HR
Carrot &
Stick
Humanism
1998
2002
Bumi
Armada
My
Talent
Complexity
2004
Energy
2009

4. Change Management
Resistance
RISK ANALYSIS.
Analyze & stop
objections
Confirmation
Bias
“Who am I” Build
trust
Intention
COMMUNICATI
ON
Tell people the
Answer
Why I am Here
Share what
WIIFM before
WIIFY
Attention
PROCESS
REENGINEERING
Study and tell
them the right
way
Engagement
HUMANISM
Listen
empathetically
to people so
they feel good.
Attention Density
Teaching/Values
/Vision Stories
Insight
TRAINING REFOCUS
Teach people
to do it the
right way
Teaching Values
– Own Insights
Neurotransmitt
ers
BEHAVIORISM
Dangle reward
& fire those
who are not up
to scratch
Attention Density
Autonomy
Mastery
Purpose
Action
Expectation
Shapes Reality
Appreciative
Inquiry

5. The Relevance of Gen Y
Obedience is
no longer
what it was!
Veterans
1925
Baby Boomers
1945
Gen X
1964
“This is what we You’re important
expect from you”
to our success”
“I am Loyal & to “You’re
valued
the company and here”
dedicated to my
work ”
“We need you”
“You are the boss “I
approve
and you tell me you”
what to do
of
Gen Y
1986
“Do it your waythere aren’t a lot
of rules here”
”You’ll be working
with other bright,
creative people”
“We want you to
have a life”
“We invest a lot in
training”
“We do not
believe in hands
on supervision”
“You and your coworkers can help
turn this company
around”
Millennium Gen
2000
Organisations now
depend more on
people who are
Complex,
unpredictable,
dynamic &
Resistant to
engineering

6. Change Management Process
1.0 Plan
Business
Case &
Vision for
change
Benefit
Realization &
Sustainable
Performance
Change Risk
Analysis
Change
Strategy
Global
Behavioral
Change
Management
Methodology
People
Transition
& Workforce
Effectiveness
Organizational
Integration
Change
Leadership
Plan
1.0
Assess
2.0
Design
3.0
Implement
4.0
Monitor
5.0
Introduction and Overview
BCM Model
Change Management Foundation
Approach
1. Plan
2. Assess
Triggers for BCM Services
Tools and Templates Overview
Stakeholder
Management
Involvement
Strategies
6

7. Change Management Foundation Approach
Phases, Objectives, Elements and Core Tools
The elements of the Change Management Foundation Methodology align with the five phases of the BPI approach as shown
below. Each element has associated tools that are applied to create the key deliverables in each phase. Communication is a
distinctive aspect of effective change management, and runs throughout the life cycle of the project.
Plan
Project phase
Assess
Assess organizational
risk and cultural readiness
to develop the
change strategy
Establish vision,
goals and desired
outcomes
Objective
Design
Develop change
interactions to address
key target groups affected
by the change
Implement
Support transition
to the new
environment
Monitor
Track benefits of
change and support
sustainability of
performance
Business Case and Vision for Change
Change Risk Analysis
Analysis
Elements
Change Leadership
Stakeholder Management
Engagement
Communication
•
Change
Management
Foundation
Tools
•
•
Business Case for
Change Framework
•
•
Stakeholder Analysis
Communications
Assessment
•
Change Risk Analysis
Stakeholder
Management
Framework
Additional tools available
in BCM methodology.
Additional tools available
in BCM methodology.
Additional tools available
in BCM methodology.
Communication
Strategy and Plan
7

8. Our methodology manages the organizational
risk to achieve lasting change…
Case
for change
Clear shared
vision
Guiding
architecture
Leader and
stakeholder
commitment
Effective
communication
Cultural
fit
Individual
and team
capability
Performance
measures
Lasting
change
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Ownership
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role models
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knowledge
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willingness
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No
reinforcement
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Lasting
change
8

9. Human Reactions to Process
Humans are afflicted by what
psychologists call the confirmation
bias, which results in us digging in our
heels whenever someone tries to
convince us to change our minds with
sophisticated rationale.
9

10. The Power of Story Telling
The shortest distance between
two people is a story”
Terrence Gargiulo
Story Telling is a tool that leaders use
to connect with people and truly
engage them to an idea or situation.
They unleash a part of us that
PowerPoint slides and logic can never
reach. More so in the age of Gen-Y
where simply telling will get you
nowhere.
We all tell stories, some people just
better than others. This programme
teaches leaders how they can use a
method to structure and use stories
more powerfully.

11. Typical Transformation
Plans
Typical Transformation plans have has no place for authentic inquiry
into what people think or say.
Change
Leadership
Stakeholder
Management
Involvement
Strategies
The plan does not allow people to discover their own insights.
The language is built around how do I persuade you to agree with
what I am saying.
Engagement is thought to be about mitigating and
overcoming Change resistance. Consultants try
persuading people through a structured web of
interventions and wizardry to coax them to think, behave
and do things.
But people are more complex than that and very resistant to reengineering. They are not persuaded by such wizardry and often
fight back leading to a failed transformation. So how do we
transform?

12. Moment of Insights
When people solve a problem or get and
insights themselves, the brain releases a rush of
neurotransmitters which have the effect like
endorphins, it gives pleasure. At this point there
is a big burst of energy which can make physical
changes in the brain structure and by this
change our mental maps without alerting the
amygdala. Telling them or persuading them to
change their mental maps does not change the
connections in the brain and therefore does not
change their mind.
The secret to change someone’s mind and to
engage them is by creating moments of
insight which will in turn make physical
changes in the brain

13. When Do I use Stories
People’s stories are what you focus on.
What stories do you want them to tell?
Change the Culture by
Changing the stories that
are told
Make your story their story
Stories Create Faith
Storytelling
People are resistant to
engineering
My own insight, own conclusion
Listen to the Stories of
your organization
What stories are told in corridors?

14. Story Telling Applications
Collect stories to
gain Insights into
what is really the
Present.
Engage people, let
them believe and
answer to call to
arms
Collect
Stories
Tell
Stories
People’s individual
Stories give you an
assessment of their
preferred styles
Listen to
Stories

15. The Six Stories We Need To
Tell
Story
Topic
Why
Who am I
Emotional something that happened to you
People need to
know you
Something that you are passionate about
Why I am
here
Idea you want to implement that ties to something you are
passionate about
Tells people what you are trying to do and explains why
Vision
The future you see for your organization
Problematic situation and what you want to do about it
Teaching
How you “overcame” to be successful in something
Why a concept or idea is important
Values
Doing a difficult thing because it was the right thing to do
Demonstrates a value like patience or teamwork etc.
I know what
you are
thinking
Where you blew it and how you learnt your lesson in humility, etc.
A story which admits your weakness but also how you live with it
Show Honesty –Kill
Hidden Agenda
expectation
Transmit your
passion
Teach but let
people take their
own learning
Teach but let
people take their
own learning
Put the “elephant”
on the table and
deal with it

16. Making Purposeful
Transformations
• Lead with a clear Intent and attention towards the purpose you want to
achieve
• Teach methods to let people explore and solve problems themselves.
• Paint broad pictures of change required and let people come to their own
insights in terms of what it means.
• Use storytelling and sharing of experience as means to avoid pushing a new
idea to people
• Build a big purpose to rally people around rather than manipulate with
reward schemes.
• Build attention density by focusing on a few things that are key. Reinforce
that message in every way you can, through communication, process and
your actual behaviour & actions.
• Approach the people in a purposeful and positive way by building
expectation on what is the future reality that we are building. Don’t focus
on all the things that are wrong.

17. Story Telling Programme Structure
Premise – The focus of the programme will be to teach people managers to use
stories to paint a vision or strategic direction, share a lesson, convey values or
illustrate desired behaviours. Stories also have an ability to forge deeper connections
between people, so inspiring them to focus their attention and take action.
Concepts
1. I Introduction to “How to Craft
Stories” -6 Different Types
"Who I Am" stories
"Why I Am Here" stories
"The Vision" story
"Teaching" stories covering various
Teachable Points of View (TPOV)
"Values-In-Action" stories
"I Know What You Are Thinking"
stories
2. Conveying Emotion Effectively - emotion united with a strong
idea is persuasive. We remember what we feel. And our emotions
inspire us to take action.
3. Making Stories Concrete - the ability to transport us
imaginatively to a place where we can visualise the events being
recounted.
4. Making, Stories Memorable -we are up to 22 times more likely to
remember a story than a set of disconnected facts
5. Leveraging Stories as a Pull Strategy - unlike the push strategy
used when we argue in a more traditional way. Stories engage the
listener, pulling them into the story to participate in the conversation,
rather than telling them what to think.
7. Listening to Stories - How do you help the story teller to give you data and experiences , NOT opinions
Practicing Crafting Stories, Story Telling and listening to stories. Group
of 8 people allows facilitator to do one on one coaching and feedback.

18. Cost
DESIGN
The cost of design is a one time cost
and will not be incurred for repeat
programmes
DELIVERY
The cost of delivering the programme
includes the facilitator and the
presentation. The cost is per day or
any part of a day.
Waived
RM7,500
Post Training Engagement
We will engage participants after the
course via email and phone to gauge
absorption of knowledge and offer
support in any gaps.
COACHING
We offer one to one coaching on
demand. This arrangement is based on
a nominal retainer fee for every 12
hours a month as an estimate but we
would respond as needed regardless of
the time.
Cost to be discussed
RM5,000