In a recent post I talked about the power of storytelling. This week I’m turning my attention to the seven deadly sins that can impact on all of our stories in a negative way, and I’m going to suggest some approaches for dealing with them.
Based on the original seven deadly sins, I thought I’d apply these to storytelling so that you always deliver the very best stories that you possibly can.
As a reminder, the seven deadly sins are:
We are often told about business transformation and the powerful effects it has, but I wondered what transformation actually is. When does business change become truly transformational? I came across an article in the Financial Times which provided an excellent answer to my question and one I would like to share in this week’s post.
Antony Jenkins may not be a household name but the business he heads up – Barclays – most certainly is.
Barclays is one of the biggest banks
According to an editorial in Management Today (February 2013), the way to paint a positive future for your teams and staff is to tell a story. Far from being something that only children enjoy, storytelling for executives is now de rigor in the workplace. But what is storytelling – and, more importantly, does it work?
Storytelling has been used by the human race for as long as we have been able to communicate. Australian cave paintings were used by the aboriginal people as a way
A recent article in The Telegraph cited that the Gulf of Mexico oil spill was caused by a “classic failure of leadership at BP”.
This article got me thinking about the power we have as leaders and the responsibility to our business and to others that this power brings – and how the way we approach leadership can shape an organisation and - in the case of BP - can ultimately cost lives.
Enough has already been said and written about the tragic events that struck the drilling rig
A leading article in People management magazine by the Chief Executive of the CIPD, Peter Cheese caught my eye. In his opening statement, Peter cited the fact that in the aftermath of events such as Deepwater Horizon, the banking crisis, the exposure of Lance Armstrong and the implosion of the UK press, there is a declining belief that businesses are behaving ethically.
Peter cited The Institute of Business Ethics which has recorded a 10% drop in the proportion of the public who believe