Rate Your Strategic Story

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We are all familiar with brand stories. The Nike story of professional sport and athleticism; the McDonalds story of family time over food; the Starbucks story of a quiet coffee in a relaxing atmosphere. We could list a hundred brands and stories and yet never consider whether our own 'brand' in our organisation or business is selling a story worth telling others about.

The Courier Mail's Q Weekend magazine had an interesting article a few weeks ago about the not-for-profit organisation GetUp! Described as a grass-roots political movement who mobilise people through social networking to actively participate in democracy, GetUp! sells a story of convictions. Not the type that land you in prison, the type that says "I believe in.. and I'm prepared to help make a difference."

The conviction story is passionate, moving and socially driven - but it's not for everyone. Some organisations have a story of tradition - we could say that about Angus & Robertson's 125 years of Australian trading despite its current financial woes. Other stories tell people about themselves. They tell a story that consumers recognise as 'this is who I am'. The Defence Force uses campaigns that tap into a potential recruit's understanding of 'who I am' by telling a story of adventure, risk, mateship and loyalty. Once a person identifies with the story it is easier to create engagement with the business and develop a more meaningful interaction.

Many new strategic stories are being written by organisations with consumers. New online businesses capturing the trend of consumer designed bespoke products are developing their story alongside their customers. They have no choice as the customer helps shape the business through their personal selections.

Your overall strategic concept should tell a story that is immediately evident to customers, clients, stakeholders, staff and the public. It doesn't mean you brand everything with logos and testimonials. It does mean that you decide what your organisation really stands for and which key characteristics of your business will help you get there.

During Queensland's January's floods, no one sat around wondering if Lifeline would step in to help flood victims. The Lifeline story is so strong that donations were piling up at their office doors the following day. The community knew that no matter what type of disaster a family faces, Lifeline cares and would be there to offer help and support. These are key characteristics of the Lifeline story. Could you say that your story was as strong as this?

Here are some ideas to get you thinking about your strategic story:

• When people walk into your reception area, what is the story they get as they wait?
• When your staff greet clients, what is the story they give by the way they dress, their manner, their handshake, their welcome?
• Is the story on your website the same as the story in the office? Does it follow the same strategic direction and does it sell the same characteristics?
• When people talk about your organisation, do they immediately recognise the story that you want them to know or do they have a version all of their own (this is usually not a good thing)?
• Does your organisation have a global or a local story? How do you sell that story to the world or your community depending on your reach?
• Is the status of your story worth something to others? Will they be admired or respected for being associated with your organisation?

There are many average strategic plans in the world that do not encourage engagement or meaning. It's really time to move past the dull and dry terminology of SWOT's and key performance measures and focus instead on a story and experiences. It's not any harder than what you are doing now but a lot more interesting!

If you'd like to learn more about stories and planning just follow the links!

Live and love your experiences!
Irene