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LEADER AS STORYTELLER
CHAPTER 12
first by the human need that exists in our world, and then by the inhumanity of
a world that allows a child to starve. Telling stories like that enabled Mother
Teresa to rally people to her cause, not simply as contributors, but as doers,
people who would help others in their own communities.
COURAGE AND VISION
Much has been written about Winston Churchill as visionary and statesman,
and with good reason. But often it is good to go back to the great man’s own
words to gain perspective on who he was as a man. Despite periodic bouts of
what he called the “black dog” (depression), Churchill remained basically an
optimist—so much so that it became infectious. But he was not so naïve as to
assume that others would be as optimistic, so he tried to will them to be so.
Here is an excerpt from a memo he sent in late May 1940, arguably Britain’s
most troubled hour:
In these dark days the Prime Minister would be grateful if all his col-
leagues in the Government, as well as high officials, would maintain a
high morale in their circles; not minimizing the gravity of events, but
showing confidence in our ability and inflexible resolve, to continue the
war till we have broken the will of the enemy to bring all of Europe under
his domination. 9
At the time Churchill dictated that note, most of Europe was under the
heel of the Nazis. France had nearly fallen, and Russia was still allied with
Germany. The United States would not enter the war for another 18 months.
And here is Churchill, as courageous, righteous, and resolved as he would ever
be in his life, calling on his nation’s leadership to buck up and persevere in the
face of all odds.

ACTING OUT STORIES
Storytelling also can take the form of play-acting. Trainers do this very well
when they create role-plays and simulations. In role-plays, participants are
asked to play roles related to work situations. For example, one participant
may play an irate customer, and the other play the customer service represen-
tative. In another situation, participants may act out a performance appraisal.
In training, it is often insightful to have participants step out of their current
roles and assume different roles. In this way, direct reports will get to play at
being supervisors, and bosses will assume the role of subordinates. These
role-plays, if done correctly, can lead to insights that employees can take back
to their workplace and use to function more effectively, as well as more
humanely.