Why should you “Keep It Real”?

Authenticity and vulnerability are important elements of storytelling and leadership. In our Influential Storytelling workshops, participants explore the Four Super Powers of an Influential Storyteller. The first of these four is “Keep it Real,” which centers on the fact that a storyteller (and/or leader) must show up authentically and with a touch of vulnerability to be perceived as a trustworthy and likeable communicator.

A story that is personally relevant to, and reveals an authentic truth about the storyteller encourages the audience to connect with the storyteller on a human level. This authentic connection is incredibly powerful when it comes to influencing and leading others; it allows for the possibility that the audience will support, root for, buy into, or be led by the storyteller.

What does “Keeping it Real” look like in a story?

Here are some things to consider when crafting stories you will tell at work:

• Make sure you’re not always the infallible hero. We are more likely to believe in and support the underdog.

• Keep the story specific to your own experience. Speak in the first person instead of using “you” or “one.”

• Be specific in your details. Say, “I was working from 7am to midnight every day” instead of “I was working long days.”)

• Linger on the emotional, physical, intellectual or spiritual conflict within the story. Don’t rush through this! It’s the most interesting part of any story.

• Expand upon moments of uncertainty or doubt. Describe the possible outcomes and the risks involved.

• Lean into descriptions of the physiological experience connected to the emotions of the story. Instead of saying, “She was frustrated,” try, “Her jaw clenched shut and a small growl escaped from her throat.”

How do you know you’ve been successful?

Before “performing” your story at work or in front of any size audience, test whether or not you’re showing up authentically. One way is to get feedback from others; share your story with a peer. Watch for positive, interested body language as you tell your story. Often a story that effectively invites the audience in and builds rapport will result in people leaning in, nodding, and expressing mirror emotions. Then, when you’re finished, ask, “Where did I reveal something about myself? Where did I hold back?”

A note on authenticity and leadership

We often work with leaders who express a reluctance to show up as “imperfect.” They feel an undue amount of pressure to “have the answer” or “know what to do.” Leaders that ask for HELP from their teams rather than simply DIRECT them are more inspiring, more engaging, and more effective. 

When can you practice bringing more of your authentic self and experience to stories and/or to your work?

This article was also posted on Linkedin.