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Skill Level Beginner
- [Instructor] The most powerful way to communicate is to tell stories. This has been true since humans first developed language and it remains true for professional communicators, especially corporate trainers and instructional designers. Learning design and development expert, Hadiya Nuriddin, shows corporate educators how to discover, structure, and tell the stories that will best capture and nourish the attention of their audiences. Nuriddin's versatile, clear manual explains different models of storytelling and how best to apply them. Tapping into the foundational principles of story planning, creative writing, and film production, Nuriddin includes useful checklists, helpful tips, story timeline diagrams, and proven story models to help you become an expert storyteller. This comprehensive presentation will server corporate trainers, educational facilitators, and all those who would like to improve their communication skills. The power of storytelling. Telling stories is one of the most effective ways for corporate trainers to connect with their students in the content they want to convey. The purpose of this connection is to help students gain the knowledge to become more productive and to bring about purposeful change. Stories relate experiences. They help students identify with a situation and learn from it. When Hadiya Nuriddin was a new corporate trainer and instructional designer, she had to teach a two-day performance management course at the bank where she worked. She found the prospect intimidating. All the students in her training class had managerial experience. She had none. She worried about how she could give these seasoned managers valuable new information on performance management when she had so little first-hand experience. Nuriddin decided to structure her two-day presentation as a series of case studies. One case study involved a fictional employee named Darla, who was difficult, testy, and combative. Rather than trying to figure out how to deal with such a cantankerous, unproductive employee, her managers chose to avoid her. Not only did they dislike Darla, her managers vilified her and wanted to fire her. But despite her belligerence and general unpleasantness, her managers lacked reasonable grounds for termination. Nuriddin described this situation, then told her audience a story about herself. A few years out of college, she was working in a copy shot, a job she hated. Her lowly status disappointed Nuriddin since she had already graduated from college and she was unhappy at work. As a consequence, she constantly belittled the copy shop manager behind his back to other employees. Her manager confronted her about this atrocious behavior. "Why don't you like me," he asked, asking her to stop putting him down. He extended his hand so he and she could shake on it. Touched by his direct and open manner, Nuriddin agreed. She shook his hand to seal the deal and she stopped criticizing him. Nuriddin told her class that her terrible behavior toward her manager derived from her deep fears and feelings of irrelevance, invisibility, and career disappointment. She related this unflattering story to convey a basic message. Just because they didn't like Darla the manager shouldn't try to exact revenge on the belligerent employee by firing her. Instead, they should be empathetic toward Darla and see her as a fellow human-being, worthy of sympathy, and not simply a touble-maker. Nuriddin asked her audience members whether, like Darla and like herself, they ever experienced similar feelings of negativity and hopelessness. Of course, everyone in the room could immediately relate to this question. Nuriddin wanted her audience to understand that firing Darla wasn't the proper course of action. Responsible managers don't bury problems or pass them along to others. Instead, they confront problems, directly, and try to solve them. Nuriddin worried that when she revealed herself in her story, the managers in her class would lose respect for her. The exact opposite happened. They responded positively to her authenticity and vulnerability. By the second day, the managers were discussing newly positive feelings toward Darla and how they now would try to manage her responsibly. Hearing an appropriate story, well-told, changed their minds.