The Psychology of Business Storytelling PDF

The
Psychology
of Business
Storytelling
A practical workbook for leaders,

connecting daily actions to a bigger picture.
The Psychology of Business Storytelling ©
The story of your business

determines its value, making
it critical that it’s told well.
Whilst this has always been the case; in an increasingly
Volatile, Uncertain, Complex and Ambiguous business
landscape, having a compass to guide your narrative
has never been more important. Make sure you are able
to connect daily actions to a bigger picture, so you don’t
lose your way.
This workbook consists of six sections, of which the

middle four are designed to be interactive modules and
we encourage you to reflect on the questions posed
in order to get the most out of the book. While this will
challenge your thinking and create moments of clarity,
ultimately, the concepts presented deserve deeper
consideration by more than one mind. Therefore, we
hope the greatest value of this workbook will be as a
catalyst for you to bring together the multi-disciplined
team required to take a systemic approach to your brand
and share a compelling narrative for your business.
We hope you find it valuable. Please get in touch if you

require any assistance along the way, or to share your
experience of using the approach.
team@ne-lo.com
p_1
Ne-Lo.
The Psychology of Business Storytelling ©. The
Psychology
Published in 2019 by Element X
to Apple iBooks Store, Blurb stores, and Amazon
Designed and typeset by Ne-Lo, Melbourne

3 Albert Coates Ln, Melbourne VIC 3000
of Business
Copyright© Element X Pty Ltd 2019
Written by Ross Hastings and Kieran Antill
Edited by Shane Duggan and Kirsten Craven
Storytelling
All rights reserved. This book is sold or downloaded subject to
the condition that it shall not be resold, lent, hired out or otherwise
circulated without the express prior consent of the author(s).
However, we greatly encourage its use by all businesses.

For further information on facilitation and consulting please contact
team@ne-lo.com
www.ne-lo.com
The business examples quoted in this book have been the result
of both direct Ne-Lo projects and extensive desktop research of
publicly available information. If representatives from any of the
included businesses would like their inclusion edited or omitted the
authors would honour this request.
For Neve and Lottie, Leadership . Culture . Brand . Comms

the inspirations behind our story. www.ne-lo.com
p_3
About Ne-Lo is the result of the unlikely combination

of Kieran Antill; an experienced and
the multi-award winning creative leader, and

Ross Hastings; a Coaching and Positive
authors. Psychologist and Consultant. A strange

affinity developed between the two, and it
emerged that the connection was down to
a fundamental belief that understanding the
systems at work in a business is the key to real,
positive change.
Ne-Lo has since evolved with the Vision

of building businesses that people love to
engage with and employees want to work
This is what happens when for. As you’ll see through this workbook,
behavioural experts Kieran and Ross’ unlikely combination has led
combine with creative storytellers. to a evidence-based approach to business
storytelling. Ne-Lo has grown through a
network of consultants with the behavioural
science expertise and creative storytelling
ability required to work with businesses at a
truly holistic level.
This Workbook is the result of that collective

knowledge.
p_5
The Psychology of Business Storytelling. ©
Contents
Objective of this p_8 Why storytelling isn’t part of your business.
workbook_ Introduction It is your business.

Here we step through the Cognitive Behavioural links between
your story and all business results.
p_18 Stakeholder Mapping.

We hope, as a result of The first interactive module invites you to consider who should hear
reading this book that you: Module_1 your business’ story and presents Ne-Lo’s stakeholder mapping
approach.
• Recognise the importance of business storytelling.

• Can hypothesise what your current story is.
• Have an idea for what your desired business story is. p_26 Purpose, Vision, Mission, Values Alignment.
This module helps make sense of the confusing area of Purpose,
• Bring together a team in your business to work Module_2 Vision, Mission, and Values, guiding you through a practical model
through the recommended steps. for turning them in to a Narrative Compass Framework©.
• Know how to engage with Ne-Lo to help you along the way.
P_48 Visualisation.
If a picture is worth a thousand words, a metaphor is worth a
Module_3 thousand pictures. This third module brings your Narrative Compass
Framework© to life in an inspiring, shareable format.
p_58 Tracking progress.

The whole premise of a narrative is getting from current state to
Module_4 desired state. From a business perspective, this requires us to identify
the key measures, establish baseline measures and set targets.
p_62 Strategic Projects.

The real work starts in using all of the insights to drive touchpoints
Action_ across all your stakeholder groups. The final section presents Ne-
Lo’s structured, holistic approach to doing this.
p_7
Introduction
Introduction_
To affect change, you must understand

the systems at play in your business. In
The Cognitive Behavioural the context of storytelling, this involves
exploring the Cognitive Behavioural
link between story and results link between your story and your
business results.
“Stories constitute the single most powerful

weapon in a leader’s arsenal.”
Dr. Howard Gardner, Prof. Harvard Univ.
p_9
Activity 0.1
Introduction
A place to start_
In your own words, before reading on, note down what you
currently believe the story of your business to be.
“If I wanted to predict behavior, I could still predict it

better with the stories told around the company than I
could with any mission statement or five-year plan.”
Robert Shapiro, former Chairman and CEO of Monsanto Corp and Nutrasweet Group.
p_11
Introduction
Cognitive Behavioural Stakeholder System_ The Psychology of Business Storytelling ©
Your narrative is delivered across a complex Touch-points create internal and external
system of internal and external touch-points. experiences across your business. The sum
of these experiences is your story.
These are congruent and/or incongruent touch-points with varying
degrees of impact. This is as much about how your people act and Congruent and impactful touch-points create powerful experiences and
your leaders lead as it is about a product or an advert. an impactful story, either positive or negative. Conversely incongruent,
non-impactful touch-points create vague experiences and therefore a
weak story.
ISX + ESX = Your Story
) Ex
SX te
(I
rn
al
e
enc
Sta
ho l d e r E x p e r i
ke ho l
d e rs E x p e
Touch-points Touch-points
ke
Sta
enc ri
al
e
n
er
(E
t SX
In )
p_13
Introduction
Experiences form beliefs. In other words, your Beliefs drive the behaviours of your
story forms the beliefs that internal and external internal and external stakeholders.
stakeholders hold about your business.
The stronger the beliefs, the more reliable the behaviour.
The more powerful the experience, the more impactful You can think of this at an individual or collective level.
the story and the stronger the beliefs. Remember, this can
be positive or negative.
Ex
Ex
X)
X)
ter
ter
(IS
(IS
nal
nal
Exte
n a l B e h a v i o u rs
ce
ce
ke ho l d e r E x p e r i e n
Stak
Stak
Exter
al Beliefs
External Beliefs
Internal Beliefs
r n a l B e h a v i o u rs
e ho l d e r s E x p e r i e n
nal Beliefs
Touch-points Touch-points
Intern
Inter
Sta
Sta
nal
nal
c
c
e(
e(
er
er
ES
ES
Int
Int
X)
X)
p_15
Activity 0.2
Introduction
Behaviours deliver results. Reflection_

Collective behaviours affect engagement, productivity, Given the definition of story presented (ISX + ESX = your story), and its
absenteeism and employee turnover from an internal importance to business results, would you change the story of your business
perspective, and brand advocacy, customer loyalty and you entered at the start of this section?
perceived value.
Behaviour across the whole stakeholder system drives

tangible outcomes, such as revenue, profit, share value etc.
Ex
X)
ter
(IS
nal
ce
Stak
Extern
l Behaviours
External Beliefs
Internal Beliefs
Results
Results
a l B ehavi ours
Touch-points Summary_
Interna
When trying to improve any metric of business success, it is critical to explore

Sta
nal
the full system and enact change at a touch-point level. Many businesses
e(
er
ES
Int
chase quick wins by targeting behaviours through the likes of discounts and
X)
incentives externally, or bonuses and commissions internally. While these

may play a role in a broader strategy, they don’t drive sustainable change.
“Stories are not indicators, they ARE the organization.”

David M. Boje,
Professor of management at New Mexico State University.
p_17
Module One
Module One_
If we’re to tell a powerful story,

it’s important to understand
those we’re telling our story to.
Stakeholder Mapping
You can have a clear idea of what you want
your story to be, but you must adapt the
narrative to the intended audience. In other
words, carefully consider your stakeholders, the
touch-points they interact with, and what you’d
Ex like their experience to be.
) te
SX
I
rn
e(
al
enc
Sta
ho l d e r E x p e r i
ke ho l
d e rs E x p e
ke
Sta
enc ri
al
e
n
er
(E
t SX
In )
“Most people can’t hear until they’ve been heard.”
- Unknown
p_19
Activity 1.1
Activity 1.2
Module One
Write or sketch who you currently Write or sketch who you currently
see as your internal stakeholders. see as your external stakeholders.
p_21
Module One
It’s important to consider that stakeholders are

seldom static eg. a future employee will become an
employee, then a former employee, then maybe a
customer. Nor do they have to be defined in just one
group eg. an employee could also be a customer
and a shareholder.
Defining Internal Defining External

Stakeholder groups_ ) Ex Stakeholder groups_
SX te
(I
rn
al
ce
Internal stakeholders experience a vast number External Stakeholders are all groups that
rien
Sta
of touch-points, including interactions with each experience your products or services. This can
ke ho l
er Expe
other, leaders, systems, internal comms and so be either directly (eg. a customer) or indirectly
d e rs E x p e
on. They are also the people that influence the Touch-points (eg. being told a story or reading an article
ke ho l d
creation and/or delivery of your external brand about a business).

touch-points.
ta
enc ri
lS
Consider:
na
e
In this definition of Internal Stakeholders, don’t Clients
er
(E
t SX
In )
forget the partners, agents and contractors that Consumers
act on behalf of your business. Customers
Communities
Consider: Shareholders
Employees Future employees
Boards Former employees
Agencies Sponsors
Consultants Influencers
Supply chain Friends and Family of all
Contractors of the above
+ +
p_23
Activity 1.3
Module One
Module One_Reflection
Fully mapping your stakeholder system likely requires bringing

together your senior leaders, to get perspectives from across the
business. However, having reflected on what we’ve covered in
this section, how would you adapt your story further?
p_25
Module Two
Module Two_
Many businesses have a purpose,

vision, mission, and values, but do they
serve a function? Do they inter-relate?
Narrative Compass And, are they informing touch-points
Framework© to build a story that forms the desired
beliefs and behaviours across both
internal and external stakeholders?
“Story is the fundamental instrument of thought.

Rational capacities depend upon it. It is our chief
means of looking into the future, or predicting, of
planning, and of explaining.”
Mark Turner, The Literary Mind, professor of Cognitive Science, Case Western Univ.
p_27
Module Two
Purpose_
Function: Inspirational layer
We must stress; it’s not about

semantics, so while we use the terms
Purpose, Vision, Mission and Values,
Vision_ you can equally fit your existing
terminology into the function of each
Function: Aspirational layer layer. Like any great story it’s the
way the narrative layers inter-relate
that give it relevance.
Mission_
Function: Strategic layer
Values_
Function: Behavioural layer
p_29
Module Two
Purpose_ Purpose:
Function: Inspirational layer What is the fundamental belief
that inspires your business?
This is your inspirational layer, which provides an emotional connection
for your employees and customers. Your Purpose shouldn’t mention your
industry, services or products - it is an overarching, out of industry belief.
When someone connects with the higher Purpose of a business, it makes the
relationship more lasting, positive, meaningful and motivating.
Vision_
Function: Aspirational layer ™
“‘To live and deliver WOW” “We believe in endless

human possibility”
Mission_
“Transparency and collaboration are “Connect People to what’s impor-

changing the world. We’re leaders in a tant in their lives….”
movement that’s bigger than ourselves.”
Values_
p_31
Module Two
Purpose_ Vision:
Function: Inspirational layer What do you aspire to achieve in your industry?
Your business’ Vision is the difference you want to make in your
specific industry. It should still be high level and big picture. It is not a
strategy or goal and may not be directly achievable, but it’s something
that’s exciting to aspire towards.
Vision_
“We aim to inspire the world by showing “To inspire and develop children
it’s possible to simultaneously deliver to think creatively, reason system-
happiness to customers, employees, atically and release their potential
vendors, shareholders, and the community to shape their own future.”
in a long-term, sustainable way.”
Mission_
“We work to defend software freedom, “To become the World’s Most
connect people and ideas, and show the Loved, Most Flown, and Most
world the power of the open source way.” Profitable Airline”
Values_
p_33
Module Two
Purpose_ Mission:
Function: Inspirational layer How will you get there?
What will you do, or are you doing, to work towards your Vision? Missions
can be product and market specific and should both incorporate and inform
your business strategy (eg. McKinsey’s three horizons of growth), thus
ensuring strategy remains focussed on moving towards the company Vision.
This layer is reviewed regularly, during strategic planning.
Vision_
“We are a service company who “Inspire and develop the builders of
happen to sell (insert; shoes, handbags, tomorrow. Globalise and innovate
clothing, accessories etc.)” the LEGO system at play.”
Mission_
“Be the world’s leading provider of en- “Dedication to the highest quality
terprise open source solutions….. help of Customer Service...”
standardize across environments, develop
cloud-native applications, and integrate,
Values_
automate, secure, and manage complex
environments with award-winning support,
training, and consulting services.”
p_35
Module Two
Purpose_ Values:
Function: Inspirational layer How will we behave along the way?
Your Values are the agreed way of being, individually and collectively. They
are your strengths and what you want to be known for as you pursue your
Mission and Vision. Ultimately they will guide the behaviours and actions that
form the touch-points that make your brand.
Vision_ ™
Function: Aspirational layer 1. Deliver Wow through serivce Imagination

2. Embrace and drive change Creativity
3. Create fun and a little weirdness Fun
4. Be adventurous, creative, and open-minded Learning
5. Pursue growth and learning Caring
6. Build open & honest relationships with communication Quality
7. Build a positive team and family spirit
8. Do more with less
9. Be passionate and determined
10. Be humble.
Mission_
Freedom, courage, commitment, accountability. Warrior Spirit

All lived in balance. • Strive to be the best
• Display a sense of urgency
• Never give up
Servant’s Heart
• Follow The Golden Rule
• Treat others with respect
Values_
• Embrace our Southwest Family
Fun-LUVing Attitude
Function: Behavioural layer • Be a passionate Team Player
• Don’t take yourself too seriously
• Celebrate successes
p_37
Activity 2.1
Activity 2.2
Module Two
Module Two_Reflection
Purpose_ What is the fundamental belief
Inspirational layer Having reviewed the Narrative Compass Framework©, are there any layers
that your business is missing? Or do you have any that don’t fit? If you
have all the layers, do they make sense together and inter-relate to create a
compelling narrative?
Vision_ What do you aspire to achieve

in your industry?
Aspirational layer
Long-
term
Reflecting back on your story (ISX + ESX = your story). Do you think your
Mission_ How will we get there?
Mid- stakeholders would have the same perception of your narrative as you do?
Strategic layer term In other words; does your desired story match your actual story? Does this
differ across stakeholders?
Short-
term
Values_ How will we behave along the way?

Behavioural layer
p_39
Narrative Compass Framework© 2019

Module Two
Module Two
(extended)
As organisations become more

complex, especially through
acquisitions, it becomes even more
More complex organisations important to communicate your
story simply. We look at how this
model can provide autonomy for
business units, while remaining
connected to the overall narrative.
p_41
Module Two
Multi-Vision Organisation Purpose

First, let’s look at an organisation who operate
Singluar Purpose which informs multiple Visions
across multiple industries. Virgin Group, for
example, have a clear, overarching purpose;
“changing business for good”. However, they
apply that to have impact across multiple industries,
so they would have multiple points on the horizon,
all guided by the same sun.
Each of these destinations has it’s own road and its Vision Vision Vision
own way of driving, giving the leadership teams of
each business the autonomy to develop the Mission
and Values that best serve to achieve their Vision.
There may, of course, be some Values that are
consistent across the businesses.
Mission Mission Mission
Values Values Values
p_43
Narrative Compass Framework© 2019 - Multi-Vision Organisation

Module Two
Multi-Mission Organisation Purpose

Next, let’s consider an organisation who strives to
Singluar Purpose
impact one industry but with multiple products or
services. So they have one Purpose, one Vision, but
multiple Missions.
BUPA are an example of this, with one horizon:

to be a “health and care company committed
to helping our customers live longer, healthier, Vision
happier lives”, and multiple roads taking them Singular Vision which informs multiple Missions
there, eg. Health Services, Aged Care, Insurance
etc. Each would have its own set of Values
(although some may be shared across all).
Mission Mission Mission
Values Values Values
p_45
Narrative Compass Framework© 2019 - Multi-Vision Organisation

Activity 2.3
Module Two
Module Two (extented)_Reflection

Do you have a complex business structure that needs consideration?
If so, are you a multi-Vision or multi-Mission organisation?
p_47
Module Three
Module Three_
If a picture is worth a thousand words,

then a metaphor is worth a thousand
pictures. So, if you want to communicate
Visualisation across all your stakeholders then lists of
words just don’t cut it - humans just aren’t
built that way.
“Humans are not ideally set up to understand logic;

they are ideally set up to understand stories.”
Roger C. Schank, Cognitive Psychologist, Learning Scientist, and Entrepreneur.

p_49
Module Three
Purpose_ What is the fundamental belief

Inspirational layer
Underpining the Narrative Compass

Framework© is a metaphor that can become a
vivid way to communicate your desired story.
Vision_ What do you aspire to achieve
in your industry?
Aspirational layer Think of this in the context of change; if
your people have no connection to a higher
Purpose or Vision, they just drive along
looking at the end of their bonnet. Change in
Long-
this scenario is perceived as a barrier in their
term day to day existence.
Mission_ Mid- If, on the other hand, employees are all

How will we get there?
Strategic layer term looking up from their bonnet and committed
to working towards a shared, desired
destination, change is framed as a way of
Short- accelerating progress towards the horizon.
term
Values_ How will we behave along the way?

Behavioural layer
p_51
Narrative Compass Framework© 2019

Module Three
The sun
Inspirational layer
The sun
In this journey, the Purpose is represented by the sun. This is the ever
present guidance for everything you do.
The horizon
The Vision is shown by the horizon. In this case, a gap in the mountains.
This is the current long term destination for your business. Over time, you
The horizon may adjust this as you see a slightly better opportunity. It won’t change
Aspirational layer
much though, as it’ll still be heading towards the same sun.
The road
The road The Mission is the road or path that we’re on. This is still fairly set, but
Strategic layer we must constantly be on the lookout for better routes. Think of your
GPS giving you an alert that a faster route has been found. It’s always a
better or faster route to our ultimate destination (Vision) though.
How we drive
Values are represented here by driver behaviour. How long would
your journey take if nobody knew whether to drive on the left or right,
whether to give way to the left or to whoever arrives at the junction first?
Or, would you even reach your destination?
How we drive
Behavioural layer
p_53
Module Three
Image
Having created your journey metaphor,

the next step is consolidating it into a
format that can be shared easily. While
this can be via something static, like a
postcard, it can be very effective to take
it a step further and develop something
more interactive, like an animation.
p_55
Activity 3.1
Module Three
You will notice, many businesses Module Three_Reflection
have incomplete narratives. Does your Narrative Compass Framework© come together well and make
sense as a whole? Is there a better journey metaphor that springs to mind
for your business? Do you fall in to any of the four archetypes on the
previous page?
We are Values-driven. We are Visionary.
A business that is only clear on their If a business is purely focused
values is saying; “this is how we want on Vision, they are presenting a
to behave, but we have no idea destination for the future but they’re
where we are going”. This is where lacking “why this is where we’re
we start to see generic lists of Values, going”, “where we are now” and
and maybe even acronyms. “how we’re going to get there”
elements of the narrative. Often,
We are Mission-driven. we see these businesses inspired
early, but failing to move forwards
A business with only a Mission is on effectively, as there is nothing to
a road, but they don’t know where guide them on a day-to-day basis.
it is going or how to drive. Here
you can imagine driving along and We are Purpose-driven.
looking at the end of the bonnet -
everything is coming at you, fast! A purely purpose-driven business
All you can do is react, with no would have a fundamental belief
consideration of what impact it has that drives them, and may even
on you or others. This is where we inspire. But they lack even the
see businesses struggling to make clarity of which industry they’re in,
sense of change and attempting to or what impact they want to have,
innovate, but with no direction. meaning they may dabble in multiple
industries without any real idea of
what they aim to achieve.
p_57
Module Four
Module Four_
Being able to chart our progress is

part of our story. The whole premise
of a business narrative is moving from
Tracking progress current to desired state. This requires
you to identify key relevant measures,
be able to pull key insights from them,
and optimise your approach in order
to expedite progress.
p_59
Activity 4.1
Activity 4.2
Module Four
Measurement_ Tracking_
Establishing measurements for your storytelling involves three steps: Once you have established key success measures and identified the required
1) Identify the key success measures, based on what’s relevant to your data and research tools, you can identify the system for tracking progress:
business and your identified stakeholders. 1) How often will you report on key measures?
2) Review relevant tools you currently have in use or available 2) Who is responsible for ongoing data collection and reporting?
3) Fill the gaps with the required tools or research capability.
This can be from Ne-Lo’s tools, either in-house or through certified partners. Who may be responsible for this in your business?
Who would you need to bring together to complete these steps?
Optimisation_
What good are high quality insights if you aren’t able to act on them
Insights_ efficiently? Having a clear system of roles, responsibilities and accountability
It’s more common for orgnaisations to over index on data and under index
in place from the start is critical to being able to use insights to optimise your
on insights. Developing a robust system of measurement rather than a series
approach quickly.
of unconnected tools will allow you to report coherent insights rather than
reams of data.
Who would likely fill these roles in your business?
Consider, do you have a lack of data, or a lack of insights?

Or, perhaps you’re well covered on both?
p_61
Strategic Projects
Strategic Projects_
Module One to Four are directional

projects design to align leadership
and allow you to vividly communicate
Impacting touch-points at a macro level. Connecting this to
actionable projects is how you directly
impact the touch-points that tell your
desired story.
p_63
Strategic Projects
Refer to Ne-Lo Project Map over page The Psychology of Business Storytelling ©
The following page gives an Directional Alignment Strategic Projects

overview of Ne-Lo’s project-based Projects (1-5 years)
approach to Business Storytelling.
Thus far, we have covered mapping Turning your storytelling framework
your stakeholders, aligning your into the touch-points that drive your
This is how we apply our
purpose, vision, mission and values, actual story begins with aligning
behavioural expertise and creative and visualising your narrative. These strategy across Leadership, Culture,
storytelling capability to help you make up the storytelling framework Brand and Comms. These are the
tell your story more effectively. which gives direction to your primary areas that Ne-Lo work
business. across.
Operational Projects
Data & Research (0-1 year)
Tools
Finally, operational projects should
We have also considered how we bring your strategy to life. This is
will track progress. These measures the layer that directly drives the
should be considered at the launch touch-points that form your story.
and completion of each project, as You’ll notice that there is a tracking
well as during as required. progress layer in between the
operational and strategic layers.
This highlights the importance of
reviewing progress and optimising
strategy accordingly.
p_65
Strategic Projects
Ne-Lo Project Map

Directional Alignment
Storytelling Framework
Projects
Stakeholder Mapping Purpose, Vision, Mission, Values Alignment Visualisation Measurement, Tracking & Insights Framework
Internal Stakeholder Experience (ISX) External Stakeholder Experience (ESX)

Strategic Projects
Leadership Culture Brand Comms

1-5 year
Leadership Capability Strategy Employee Experience Strategy Brand Strategy Marketing Strategy
Also consider
other drivers
unique to
Review & Optimise Review & Optimise Review & Optimise Review & Optimise your business
Measurement & Tracking Measurement & Tracking Measurement & Tracking Measurement & Tracking
Identify: Talent Mapping Employer Branding Campaigns Audience Segmentation & Insights Marketing Plan
Operational Projects
Measure: Leadership capability Targeted Culture Change Programs Branding / Re-Branding Comms / Campaign Plan
0-1 year
Develop: Leadership Learning On/Off boarding design Emotive Brand Story Creative Development
Enable: Leadership rhythm Positive Psychology Programs Media Plan

Customer Experience (CX) Design
L&D alignment
Data & Research
Tools
Gap analysis Leadership Survey Culture Survey Brand Health Touchpoint audit Competitor analysis Customer Research
p_67
Activity 5.1
Strategic Projects
Final Reflections_
After evolving it throughout the workbook, can you articulate what you think Who do you need to bring together in your organisation,
your current story (ISX + ESX) is? Does it differ across stakeholders? to work through the modules in this book?
In your opinion, what should your desired story be? In what areas may you need help from Ne-Lo?
p_69
Leadership . Culture . Brand . Comms
ne-lo.com
© 2019 Ne-Lo Inc. All rights reserved.

The Psychology of Business Storytelling© Narrative Compass Framework© are copyright of Ne-Lo Pty. Ltd.
Other product and company names mentioned herein may be trademarks of their respective companies. November 2019

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The

A practical workbook for leaders,

The story of your business

This workbook consists of six sections, of which the

We hope you find it valuable. Please get in touch if you

Designed and typeset by Ne-Lo, Melbourne

However, we greatly encourage its use by all businesses.

For Neve and Lottie, Leadership . Culture . Brand . Comms

About Ne-Lo is the result of the unlikely combination

the multi-award winning creative leader, and

authors. Psychologist and Consultant. A strange

Ne-Lo has since evolved with the Vision

This Workbook is the result of that collective

Objective of this p_8 Why storytelling isn’t part of your business.

workbook_ Introduction It is your business.

p_18 Stakeholder Mapping.

• Recognise the importance of business storytelling.

p_58 Tracking progress.

p_62 Strategic Projects.

To affect change, you must understand

“Stories constitute the single most powerful

“If I wanted to predict behavior, I could still predict it

ISX + ESX = Your Story

Behaviours deliver results. Reflection_

Behaviour across the whole stakeholder system drives

When trying to improve any metric of business success, it is critical to explore

incentives externally, or bonuses and commissions internally. While these

“Stories are not indicators, they ARE the organization.”

If we’re to tell a powerful story,

“Most people can’t hear until they’ve been heard.”

It’s important to consider that stakeholders are

Defining Internal Defining External

creation and/or delivery of your external brand about a business).

Fully mapping your stakeholder system likely requires bringing

Many businesses have a purpose,

“Story is the fundamental instrument of thought.

We must stress; it’s not about

“‘To live and deliver WOW” “We believe in endless

“Transparency and collaboration are “Connect People to what’s impor-

Function: Aspirational layer 1. Deliver Wow through serivce Imagination

Freedom, courage, commitment, accountability. Warrior Spirit

Vision_ What do you aspire to achieve

Values_ How will we behave along the way?

Narrative Compass Framework© 2019

As organisations become more

Multi-Vision Organisation Purpose

Mission Mission Mission

Values Values Values

Narrative Compass Framework© 2019 - Multi-Vision Organisation

Multi-Mission Organisation Purpose

BUPA are an example of this, with one horizon:

Mission Mission Mission

Values Values Values

Narrative Compass Framework© 2019 - Multi-Vision Organisation

Module Two (extented)_Reflection

If a picture is worth a thousand words,

“Humans are not ideally set up to understand logic;

Roger C. Schank, Cognitive Psychologist, Learning Scientist, and Entrepreneur.

Purpose_ What is the fundamental belief

Underpining the Narrative Compass

Mission_ Mid- If, on the other hand, employees are all

Values_ How will we behave along the way?

Narrative Compass Framework© 2019