ESSENTIALS MANAGEMENT cratfsmanship they brought to their work, how they assisted a teammate in need, how their depth of belief in the company led to something incredible. When you talk about the genuine feelings one person has, you’re leveraging social proof to help others reach the same emotional place. Being in Service Practice will make all the difference to the quality of stories you tell. Faul remembers when he ifrst started focusing on storytelling at Google, he otfen came off as dry and not very inspiring. He had to invest hours and hours in becoming an a natural at narrative. But he couldn’t have done this without ifnding his own drive — and that came from being in service to the people he was managing. The people in my life who tell stories that give others the chills — they work harder than anyone I’ve ever known to do it. They practice hundreds, not just dozens, of hours. “I ifrmly believe that leaders at companies need to be in service to their people. They need to ensure they have everything they need to succeed,” says Faul. “One of the most critical needs they have is a complete picture of why they should show up and pour their heart into their work every day. It’s not a nice to have, it’s a basic need.” If you’re having trouble prioritizing storytelling at your company, he recommends reframing the skill in this way. It’s a service you’re rendering to your employees — more important than lunch catering or great equipment. Give it the time that level of importance merits. Putting Yourself in Their Place Your employees will be energized by any story that shows that you’ve been where they are before, and that you — as their leader — understand their experience, says Faul. This is true for a host of reasons. They want to know that the people shaping strategy and making decisions see the impact it will have on people. They want to know they’re on the same path to success. They want to be able to feel safe and heard and valued. The more you can make it clear that you’ve been in their shoes, facing the types of challenges they face, the more effective you will be. 21