雙語文摘溝通技巧成為會(huì)講故事的人
每一位領(lǐng)導(dǎo)者都是有故事的人，但并不是每個(gè)人都擅長(zhǎng)講故事，都懂得故事本身蘊(yùn)含的巨大力量。接下來，小編給大家準(zhǔn)備了雙語文摘溝通技巧成為會(huì)講故事的人,歡迎大家參考與借鑒。
雙語文摘溝通技巧成為會(huì)講故事的人
“一個(gè)人就是一段故事?！?/p>
——丹麥作家愛莎克•迪內(nèi)森
在這個(gè)專欄打頭的幾篇文章中，我們已經(jīng)分享了一些現(xiàn)代領(lǐng)導(dǎo)者如何將講故事作為一種最強(qiáng)大領(lǐng)導(dǎo)力工具的經(jīng)驗(yàn)。這并不出奇，古往今來的領(lǐng)導(dǎo)者都曾使用個(gè)人故事、寓言和軼事來幫助聽眾有效地吸取和整合信息、知識(shí)、價(jià)值與策略。
除了要懂得故事的力量，我們還需要知道怎樣做才能成為一個(gè)會(huì)講故事的人。我曾聽人說過：“當(dāng)然，我明白講故事的意義，但我是否要付出一定努力，才能使自己變成一個(gè)會(huì)講故事的人?這種能力貌似不是自然生成的?！蔽铱倳?huì)回答說：“是的，我理解。曾幾何時(shí)，直立行走、讀書寫字、使用電腦也曾經(jīng)是非常不自然的事。不過，一旦明白了‘為什么’學(xué)習(xí)這些技能是值得的，你就會(huì)很樂意這樣做。對(duì)嗎?”
因此，在本文中，我想告訴讀者，花點(diǎn)時(shí)間努力成為一個(gè)會(huì)講故事的人，具有令人信服的理由。但愿更多的經(jīng)理人和領(lǐng)導(dǎo)者能夠?qū)W會(huì)講故事，而不是干巴巴地?cái)[數(shù)據(jù)、定方向、說一些陳辭濫調(diào)。接下來，我就給你說說為什么你應(yīng)該在2015年、乃至余下的整個(gè)人生中，成為一個(gè)會(huì)講故事的人。
人們會(huì)記住故事并分享故事。儲(chǔ)存在人類大腦中的記憶往往是各種故事，故事有開始、過程和結(jié)局。哪怕聽者忘掉你的數(shù)據(jù)已經(jīng)很久了，他們?nèi)詴?huì)記得你的故事，以及其中所隱含的智慧。如果你的故事是真實(shí)而吸引人的，他們會(huì)非常樂于與他人分享。很多源自個(gè)人經(jīng)歷的領(lǐng)導(dǎo)力故事，甚至有可能獲得自身的生命力，然后像病毒一樣在你的企業(yè)或社交網(wǎng)絡(luò)上廣泛傳播。
故事會(huì)引起所有的感覺、記憶和情感。做個(gè)小試驗(yàn)，現(xiàn)在嚴(yán)格遵照我的指示：我現(xiàn)在禁止你想象一頭紫色的大象。重復(fù)一遍：現(xiàn)在不要想象一只紫色的大象。然后，不要想象這頭紫色的大象穿著溜冰鞋，以100公里的時(shí)速從山路上滑下，它的脖子上系著一條在微風(fēng)中飄動(dòng)的鮮紅圍巾。不要想象它在滑行過程中臉上掛著喜悅而自由的微笑。
結(jié)果如何?事實(shí)上，一旦你讀了上述句子，我立刻引起了你的想象，你已經(jīng)在想象中成功建立了這樣一頭紫色大象的形象。同時(shí)，你又利用自己的記憶，產(chǎn)生了高速、興奮、鮮紅和紫色等聯(lián)想。引人入勝，令人無法抗拒的故事會(huì)一下子抓住你的心。我講了一個(gè)故事，但你在自己的想象中將它建立了起來，并牢記在心。當(dāng)你饒有興致地構(gòu)想這些形象時(shí)，你甚至有可能露出會(huì)心的微笑。
故事能讓聽者得出自己的結(jié)論。假設(shè)你有一個(gè)基于個(gè)人真實(shí)經(jīng)歷的故事，在這個(gè)故事中，你或另外某個(gè)人經(jīng)歷了一項(xiàng)非常艱巨的挑戰(zhàn)，經(jīng)歷了很多挫敗和阻礙，由于選擇不當(dāng)而犯了很多難堪的錯(cuò)誤，但最終克服了所有困難，獲得了杰出的成績(jī)。對(duì)于聽眾來說，聆聽這個(gè)故事也是一個(gè)間接的學(xué)習(xí)過程。他們會(huì)對(duì)這個(gè)故事給予很大的關(guān)注，首先會(huì)判明情況，感受到這些失敗決策所帶來的痛苦，以及結(jié)果的不確定性所帶來的壓力，關(guān)注這個(gè)人如何克服了失誤，感受到他們最終成功的喜悅。由于你采取了故事的模式，聽者會(huì)自動(dòng)吸收關(guān)鍵的經(jīng)驗(yàn)，并且輕松地記住它們。
故事能建立信任。上述例子的最好一面在于，你可以避免純粹的說教或耳提面命。因?yàn)槿藗儾幌矚g你命令他們做什么。但是他們卻喜歡你用故事來告訴他們?cè)鯓幼鍪怯行У?，并且樂于把學(xué)到的經(jīng)驗(yàn)用于未來的情境中。實(shí)際中，通過講述你個(gè)人的失敗故事，你還會(huì)得到人們更多的信任。當(dāng)你把犯錯(cuò)和失敗的例子講給他人時(shí)，你也就展示了自己人性化的一面，他們會(huì)自然而然地更喜歡和信任你。因此，故事可以讓你從一個(gè)“任務(wù)”型領(lǐng)導(dǎo)者變成一個(gè)專注于構(gòu)建基于信任的人際關(guān)系的領(lǐng)導(dǎo)者。
故事能幫人們想象并擁抱一個(gè)更光明的未來。作為領(lǐng)導(dǎo)者，你的成功取決于能否激發(fā)全體員工參與的愿望，以及他們的創(chuàng)意和激情。美國(guó)前總統(tǒng)肯尼迪有一個(gè)傳奇故事：在美國(guó)首次登月任務(wù)期間，肯尼迪曾經(jīng)去美國(guó)航空航天局訪問。中途去洗手間時(shí)，他看見一位男士正在那里拖地板?？夏岬舷蛩麍?bào)以微笑，感謝他把房間打掃得這樣干凈。那個(gè)男人馬上回答：“不，先生，我不是在拖地板，而是在幫助我們登月。”深受感動(dòng)的肯尼迪將這個(gè)故事分享給了其它人，這個(gè)故事迅速火了起來。在這個(gè)故事中，NASA就是這樣一個(gè)各個(gè)層級(jí)的人充分投身宏偉愿景的組織，不管他們每個(gè)人的日常工作是什么。不妨想象一下，如果你的公司的員工也有類似的激情會(huì)怎樣?你的員工是否因一個(gè)激動(dòng)人心的愿景而興奮?還是他們只是簡(jiǎn)單地在拖地板?
“To be a person is to have a story to tell.”
——IsakDuneson
In previous articles on this blog we have shared our experience regarding the use of storytelling as one of the most powerful leadership tools available to modern leaders. It’s really no surprise, since leaders throughout the ages have used personal stories, parable and anecdotes effectively to ensure that listeners could easily absorb and integrate information, knowledge, values and strategies.
Beyond merely understanding the power of stories, however, there remains the need for specific action and commitment to become a storyteller. I hear people say: “Sure, I can see your point about telling stories…but do I really need to make the effort to become a storyteller myself? It doesn’t seem to come naturally to me.” My answer is always something like: “Yes, I understand. And there was also a time when walking, reading and writing, typing and using a computer program seemed unnatural. But when you clearly understood ‘why’ learning these skills was worth the time, you simply got busy and did it. Right?”
So in this article I want to remind readers of the compelling reasons why it is worth your time to become an effective storyteller, in the hopes that more managers and leaders will just get busy learning to tell stories instead of just spewing out information, directives and platitudes. Here are some of the many reasons why it is so worth it for you to decide, today, to become a great storyteller in 2015 and for the rest of your life:
People Remember and Share Stories.The human brain is actually structured to retain memories in story format, with a beginning, middle and end. Long after listeners have forgotten your data, they will remember your story, and the wisdom embedded within it. And, if your story is authentic and compelling they will eagerly share it with others. Many leadership stories from your personal experience even have the potential to go viral, taking on a life of their own, spreading far and wide in your organization or social networks.
Stories Engage all the Senses, Memories and the Emotions.Try this now, following my instructions exactly: I now forbid you to imagine a purple elephant. I repeat: Do NOT think of a purple elephant right now. Further, I forbid you to imagine a purple elephant on roller skates, whizzing down a mountain road at 100 km per hour, with a bright red scarf around its’ neck, streaming behind it in the breeze. And do NOT imagine the blissful smile on the purple elephant’s face as it goes whizzing down the mountain, freedom of the ride.
Ok, how did you do? The fact is, once you read my words, I instantly engaged your imagination and you have installed a purple elephant in your imagination. At the same time, you have accessed your own memories of moving at high speed, feeling joyful, bright red and purple colors. Stories are immediate, engaging and irresistible. I told the story, but you created it in your own imagination, and you now own it. Perhaps you even smiled as you had fun doing this.
Stories Allow Listeners to Draw their own Conclusions.Let’s suppose you have a personal story about an authentic experience in which you, or someone else, faced an overwhelming challenge, experienced multiple frustrating obstacles, made some embarrassing mistakes due to bad choices, but in the end, overcame the difficulties and demonstrated outstanding results. As your listeners experience your story, they are also learning vicariously: they are paying close attention by first identifying with the situation, feeling the pain of those unworkable choices, the tension and uncertainty about the outcome, noticing how the person overcame their mistakes and feeling the joy of their ultimate success. They automatically integrate the key learnings and retain them easily due to the story format.
Stories Build Trust.Best of all, in the above example, you avoided the fatal error of just preaching or “telling” people what to do. Because people don’t like being told what to do! But, they do love a story that allows them to decide for themselves what was effective and willingly apply their learning to future situations. In fact, you will gain more trust from people by telling failure stories from your own experience than by merely boasting and bragging about all your successes. When you reveal your mistakes and vulnerabilities with others, you show your human side and they automatically like you better and trust you more. This is where stories can move you from being a leader focused on ‘transactions’ (tasks) to a leader focused on human relationships grounded in trust.
Stories Can Help People Imagine and Embrace an Inspiring Future.As a leader, your success depends on how well you can inspire the willing participation, creativity and passion of others at all levels in your organization. There is a story about US president John Kennedy that illustrates the power of a vision that is embraced by all the players. According to this story, which has since become legendary, Kennedy was visiting NASA during the time leading up to the first US moon mission. During a break he went to use the restroom and encountered a man mopping the floor. Smiling at the man, Kennedy thanked him for keeping the room spotless. The man quickly replied, “No sir, I don’t mop floors. I’m helping us go to the moon.” Deeply touched, Kennedy shared the story with others and it went viral. Here was an organization whose members at every level had fully integrated the Vision into their thinking, regardless of what daily tasks they performed. Imagine, if you can, the power of a group of people similarly inspired in your organization. Are your people excited and inspired by a compelling vision…or are they simply mopping floors?
故事還能：
• 利用吸引人的隱喻，迅速傳遞原本復(fù)雜的理念。
• 使信息更為可信。
• 激發(fā)所有利益相關(guān)者群體參與其中，并增加其信任感。
• 傳遞價(jià)值、理念和熱情，并使聽者能內(nèi)化于心
• 隨著聽者欣然接受故事所要傳達(dá)的信息，它還能減少阻力
案例研究：最后，讓我們?cè)僬f一個(gè)真實(shí)的故事，有一家公司主要做寵物護(hù)理，幫助客戶有效地照顧他們的寵物。該公司的一個(gè)重要價(jià)值是“不惜一切幫助顧客”。
一天下午，該公司一家門店迎來了一群小學(xué)生，他們年齡只有5到9歲。孩子們抱著一只紙箱，里面有好幾只剛出生的小貓。這些小貓是他們從林子里撿來的，可能是被它們的母親遺棄了。孩子們沒有錢，也沒有經(jīng)驗(yàn)，只是非常想照顧好這些小貓。其中一個(gè)孩子懇求道：“你能幫我們救救這些小貓嗎?如果我們不救它們，它們就會(huì)死的?！?/p>
這家門店的經(jīng)理沒有任何猶豫，立即給了他們兩個(gè)大的貓籠子，足夠吃一個(gè)月的貓糧，以及水盆、碎布等一應(yīng)物品。然后她耐心地向孩子們講解怎樣照顧小貓，確保他們充分理解自己的新責(zé)任。她還鼓勵(lì)孩子們一有問題就來找她。孩子們帶著小貓回家了，他們的臉上掛著快樂和自信的笑容。
第二天，一些孩子的父母來到店里，衷心感謝了這名經(jīng)理，并且高興地付清了她贈(zèng)送的那些物品所需要的款項(xiàng)。此外，他們還購買了很多養(yǎng)貓所需的其它物品。更重要的是，他們贊揚(yáng)了經(jīng)理的做法，并且把這個(gè)故事告訴了所有朋友和鄰居。這家店“真正關(guān)心顧客、在行動(dòng)中展示價(jià)值”的理念由此深入人心，迅速獲得了競(jìng)爭(zhēng)優(yōu)勢(shì)。
這個(gè)故事也迅速在該公司內(nèi)部流傳開來，并在社交網(wǎng)絡(luò)上走紅。甚至連該公司的CEO也樂于與人分享這個(gè)故事，作為在組織內(nèi)各個(gè)級(jí)別傳遞公司價(jià)值，尤其是“采取行動(dòng)”這一訊息的一種手段。
一旦你決心成為一名會(huì)講故事的領(lǐng)導(dǎo)者，以下幾個(gè)步驟可以幫助你：
• 基于個(gè)人經(jīng)歷，想想過去的經(jīng)歷中，哪些事可以成為一個(gè)好故事的基礎(chǔ)，養(yǎng)成撰寫“個(gè)人故事筆記”的好習(xí)慣。
• 當(dāng)你分享故事時(shí)，你總會(huì)獲得另一個(gè)故事作為回報(bào)……人們習(xí)慣于用一個(gè)故事匹配另一個(gè)故事。最重要的是，注意他人的故事中反映的價(jià)值、問題和熱情，并且把它們整合到你自己的故事里。當(dāng)你的故事反映了聽者自身的價(jià)值時(shí)，注意觀察他們的反應(yīng)。
• 對(duì)故事進(jìn)行研究，讀一些關(guān)于講故事的書，注意收集和提煉你的故事，最重要的是：
• 開始講故事!故事可以改變你與人的關(guān)系，使你成為一名杰出的領(lǐng)導(dǎo)者。所以開始講故事吧。
正如技藝精湛的脫口秀女王奧普拉•溫弗瑞在每個(gè)故事的結(jié)尾處所言：“這就是我的故事，我堅(jiān)持這一點(diǎn)!”(財(cái)富中文網(wǎng))
延伸閱讀：Lori Silverman的新書《講完數(shù)據(jù)之后再叫醒我：企業(yè)如何利用故事催生結(jié)果》(Wake Me Up When the Data is Over: How Organizations Use Stories to Drive Results)已經(jīng)在亞馬遜上有售。
譯者：樸成奎
審校：任文科
Stories can also:
• Rapidly communicate complex concepts using compelling metaphors
• Make information more believable
• Stimulate engagement and trust across all key stakeholder groups
• Convey values, ideas, and passion that listeners will internalize
• Eliminate resistance as listeners willingly take ownership of a story’s message
Case Study:Let me close with a true story that went viral in a company that was focused on pet care and helping customers effectively care for their pets. One of importantly the values in the company was “Do whatever it takes to help the customer.”
One afternoon, a group of school children, aged 5-9 years, came into one of the company’s many stores, carrying a cardboard box full of newly born kittens they had found in the woods, abandoned by the mother. They had no money, and no experience, only a strong commitment to take care of the kittens, no matter what. In a pleading voice, one of the children asked, “Can you help us save these kittens? They’ll die if we don’t help them.”
The store manager, without hesitation, immediately gave them two large kitten cages, a month’s supply of food, water dishes and some comfortable rags for the kittens to sleep in. She then coached them on how to care for young kittens and made sure they understood their new responsibilities. She also encouraged to ‘come back anytime if you need more help.’ With happy faces, and new confidence, the kids proudly took their kittens home.
The next day, some of the parents came to the store, profusely thanked the manager, and happily paid for all the items that she had given to the children the day before. In addition, they bought a lot of other products that growing kittens would need. Most importantly, they praised the manager for taking initiative and they told the story to all their friends and neighbors. As a result, the store immediately gained a competitive advantage as “a business that truly cares for customers and demonstrates its values in action.”
This story also went viral within the pet care company’s own organization and was proliferated on social media. Even the company’s CEO loves to share this story as a way of communicating their values and especially the message “take initiative” across all levels of the organization.
Here’s a few action steps for you, once you decide to lead with stories:
• Think back to situations in your own personal experience that could be the basis for a good story and keep a Personal Story Notebook
• When you share a story, notice that almost always, you will get a story in return…it’s human nature to match a story with a story. Most important, notice the values, issues, passions reflected in other’s stories and integrate those into your stories. Watch how people resonate as their own values are reflected back to them via your stories.
• Make a study of stories, read books about storytelling, keep collecting and fine tuning your stories, and, most important:
• Start telling stories! Stories can transform your relationships with people and make you a stand-out leader. So go for it.
As Oprah Winfrey, a masterful entertainer and storyteller says at the end of every story, “That’s my story, and I’m sticking to it!”
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