Posted on | March 29, 2010 | 1 Comment
The book contains many small case studies, anecdotes and stories. These all
come from real organizations or clients and are designed to illustrate points,
bring out aspects of the technique or give you an example of how to someone
else has tackled a situation. This theme of telling stories permeates the book.
Part of the art of communicating your strategy is telling its story. Story telling
is an art that transcends cultures. Chapter six explains how to develop the
story of your strategy so it is complete. Chapter seven provides techniques to
tell the story more effectively and to socialise the strategy.
Chapter six concentrates on the content of the story of the strategy. What is
the strategy and what are the aspects of it that will need to be told? How can
we tell these various aspects in a coherent way? The quality of the thinking
within the strategy will strongly influence the telling of it.
Chapter seven addresses the telling of the story of the strategy. It explores ways
in which you can get your message across more effectively; how to engage
people, pacing them and communicating the message, so it engages the many
different ways in which people think about things. It also provides ways to
prevent you stifling feedback through the accidental messages you might
send out. It tells you how to be more systematic about gathering feedback and
getting people to participate in the strategy, because listening sensitively to
this feedback enables you to refine the message and its communication.
Important communication skills to develop as a manager or director in an organisation.
Phil Jones, Author, Communicating Strategy