The power of story, to influence decision-making

The claim, that a picture is worth a thousand words, is widely known. Pictures are valuable because they capture one's attention, often evoking memories of significant or special events (as real of imaginary as they may be), or of possibilities. Indeed, the phrases 'every picture tells a story' and 'the picture tells the story' encapsulate the essence of pictures—they tell stories. But visual images are not the only means of stimulation and sharing ideas. Words are important too, especially when the ideas they convey are presented as a story.

Over the seasonal break, I have been delving into a selection of books, in search of stories and ideas. The very practice of reading is, I find, a powerful enabler—to provoke, gain insight, form opinions, and learn and build knowledge about all manner of things. I have also gone back through the Musings archives and re-read many older posts. Several that piqued my attention were re-posted on LinkedIn (check my feed) to share with a new generation of readers. To my great surprise, many of these re-posts garnered considerable attention and engagement. That some ideas continue to be relevant is gratifying. Thank you to readers who have engaged with those posts.

Notice the mechanism at play: hearts and minds are captured through 'story'. Pictures and words are important without doubt, but they are, simply, delivery channels: two of four mechanisms (the others being aural and kinesthetic (experiential)—together, VARK) to communicate the message.

Information and its effective delivery is crucial in organisations too; board work in particular. In such situations, stories can be incredibly influential for informed decision-making, a precursor of all that follows:

• Managers: The next time you need to prepare a board paper or proposal, think 'story'. How is the central idea conveyed? Is the document simply an assemblage of business case numbers and words, or does the paper tell a story? Is the proposition linked explicitly with the company's purpose and approved strategy? If it is, the likelihood of it being considered in a positive light (and approved) is higher than any straightforward statement of facts.
• Directors: You stand a greater chance of influencing your board colleagues if you use 'story' to convey ideas, especially if the perspective being offered is somewhat different from others already shared and explored.

As managers and directors, the way we present and consume written reports, and ask and answers questions, is material to informed decision-making. Ultimately, the board's provision of effective steerage and guidance to achieve the organisation's strategic goals depends on it. Such is the craft of board work. ​With this in mind, what refinements might you consider to lift your game in 2023, and lift the effectiveness of your board?