Every opportunity has a story; tell the story

As part of the prescription on opportunity realization or problem solution...

When an employee or manager is dealing with an opportunity or solving a problem, you need to understand the story. When sharing the problem, with another person or a senior manager, you need to tell this story. The storyline also help you direct this person or manager to the solution which you desire (and feel is best for the customer and company).

The story consists of how the opportunity can enhance the company or customer experience, or how a problem is affecting the customer or company. The foundational underpinnings on generation of the problem or opportunity are also crucial to understand. The path toward resolution is the third component to the story. Knowledge of all three of these areas gives you the confidence that you are on the right path and gives the listener faith in your knowledge and direction.

This skill of story-telling takes practice to develop. Some managers like the entire story, some like a synopsis. Managers like the entire story when

1. either they have not fully developed the trust and the relationship with you
2. the decision is crucial to the company
3. The decision has high political overtones or effects.

The synopsis version is generally asked for, once a manager trusts that you have the drive and skills to dig into the story.

In practical examples, I have executed or seen too much time spent on the “How we got here”, with no action planning. How many meetings have you attended where the entire meeting was focused on the failure of a process or of the company to execute, with no energy spent on understanding why or where to next go. Balancing the opportunity or effects, the understanding of the issues behind, and how to proceed is crucial. Tell the story!