Summary: My guest today discusses another valuable topic related to the skills that all product managers need and that, according to a 2016 study, results in a 25% increase in pay. If you want to see the full list of topics, go to www.TheEverydayInnovator.com/podcast.<br> The topic is how to use storytelling to share ideas and persuade others to join you. My guest is Michael Margolis. He is the CEO and founder of Get Storied, which serves leaders, innovators, and trailblazers who have a world-changing agenda. He helps those who are inventing the future and need to get their story straight, because ideas don’t sell themselves. He has helped Google, NASA, Greenpeace, Deloitte, and Facebook, among others. His work has been featured in Fast Company, TIME, and Wired.<br> In our discussion, product managers will learn about the three principles for effective storytelling:<br> <br> * context,<br> * emotion, and<br> * evidence.<br> <br> <br> Practices and Ideas for Product Managers and Innovators<br> Summary of some questions discussed:<br> <br> * Our topic for this discussion is pitching and presenting disruptive innovation through storytelling. Let’s start by framing the nature of storytelling — what is storytelling about? It’s narrative strategy. It’s the process of how you take anything that is an idea — a product, a service, any business transformation — and get others to see what you see. Storytelling is how you convey that idea in a way they can identify with it, that they can relate to it, and they want to be a part of it. It’s in many ways the holy grail of what every innovator and human-centered designer is trying to solve.<br> <br> <br> * What are the principles to crafting a story that influences others? The principles are Context, Emotion, and Evidence.<br> <br> <br> * What is Context? This is a really important principle as it relates to idea adoption. Most of us lead with data. If you start your story with the data, the story is dead on arrival because you haven’t provided any context. You might get people nodding their heads, but they’re not really on board. They’re not leaning in. They’re not accepting your story as their story. Context is when you start a story you start with the where. What I mean by that is, where am I? When you start a story, what your audience is trying to figure out is where the story takes place. What world are you asking them to step into? What’s that ecosystem, universe, or more simply, context? Paint that picture for them and then quickly capture their imagination. If you can’t get them curious and leaning in, you’re going to have a hard time carrying that attention through the rest of your presentation.<br> <br> <br> * What about Emotion? This is where you need to show and get people to feel how much you care about who’s at the heart of this story. Who’s at the heart of the story is usually a customer or a key internal stakeholder. You’re telling a story in a way that shows that you get what they’re going through. You’re showing the emotional impact this has on people’s lives.<br> <br> <br> * How does Evidence fit in? This is where you bring in the data. You demonstrate that you have a right to tell the story and that this story is real. The evidence is the proof. A caution is to not answer all the questions your audience would have. You want to let the story continue.<br> <br> <br> Useful links:<br> <br> * <a href="https://www.getstoried.com/">Get Storied</a> website.<br> * <a href="https://www.getstoried.com/worldchanging/">How to tell a world-changing story</a> video series.<br> * <a href="https://www.getstoried.com/undeniable-story/">Undeniable Story online course</a> that teaches storytelling for innovation and change.<br> * Follow Michael on <a href="https://twitter.com/getstoried">Twitter</a><br> <br> <br> Innovation Quote<br>
