Playing loads the player from a third party, which may set cookies.
Almost every piece of advice about brand storytelling is advice about delivery. More emotion, better visuals, sharper copy. All of it assumes the story itself has already been settled, and in most companies it has not. Workforce Alchemy Magazine took the part of my conversation with Mason Duchatschek that goes after that assumption and ran it as a written piece. The conversation itself is above; the article is linked below it.
Storytelling has become a coat of paint. You can tell the wrong story better, and it will not help you.
What the piece covers
-
Ten people on one leadership team, ten different answers
-
Recognition, perception, projection
-
Why most companies start in the middle
-
The plumber who stopped selling plumbing
-
Narrowing the audience without shrinking the market
-
What AI can and cannot do for a story
The plumber is the example I keep coming back to. Nobody doubts that a plumber can fix a leak, so competence is not what the advertising should be spending its money on. What people doubt is that he will turn up when he said he would. Moving from “great plumbing” to “we respect your time” changes nothing about the service and everything about the story, because it finally answers the question the customer was actually asking.
That is most of the argument. Customers rarely describe their problem the way a company describes its offer, and the gap between the two is where the work is.
