P RA ISE F O R P OW ERED BY STO RY T E L L I N G A ND MU RRAY N O S S E L “If you think your enterprise doesn’t need great storytell- ers, this book will convince you that you’re wrong With 10 creativity and verve, Murray Nossel shows how to apply 11 the power of narrative to marketing, manufacturing, 12 management, and just about every corner of your busi- 13 ness If you want to become a better storyteller—and 14 a better listener—Powered by Storytelling is the book 15 for you.” 16 17 —Daniel H Pink, New York Times bestselling 18 author of Drive and To Sell Is Human 19 “Knowing how to craft and tell a purposeful story is a sem- 20 inal skill set for every business communicator Powered 21 by Storytelling offers a must-have methodology for any- 22 one who wants to learn how to tell winning stories for 23 business success.” 24 25 —Peter Guber, chairman and CEO of 1260011909_nossel_00_r3.indd Mandalay Entertainment Group and New York 26 Times bestselling author of Tell to Win 27 2/28/18 12:16 PM “As our lives become more digitized, the power of storytelling will rise, elevating our humanity No one captures how to harness this tool as well as Murray Nossel This is a fabulous handbook on how to connect through storytelling and how to listen with intent.” —Faith Popcorn, founder and CEO of Faith Popcorn’s Brain Reserve “We are all overwhelmed by messages and content on various platforms, but what has not changed since our cavepeople predecessors is the importance and power of a great and compelling story Stories are the key differentiator, and Murray Nossel’s listening and storytelling methods provide a straightforward yet ingenious way to create that differentiation Murray’s method is the engine to foster the creativity and innovative thinking to tell a unique story Powered by Storytelling is an indispensable asset.” —Jonathan D Klein, cofounder and chairman of Getty Images “If you want to learn how to tell a great story, read this book Murray Nossel, himself a psychologist and master storyteller whose own tales recall the best of David Sedaris, offers a unique method that is sure to work “Powered by Storytelling is much more than a how-to book about business communication It’s an important 1260011909_nossel_00_r3.indd 2/28/18 12:16 PM road map for anyone who wants to convey a point in a meeting, make a compelling argument to colleagues, and listen in a way that brings out the best stories in business and in life.” —Susan Adams, senior editor at Forbes “Murray Nossel presents a thoughtful guide, teaching us how to discover and tell the personal stories hiding within each of us—and he artfully illustrates how this brilliant 10 tool can have a profound impact on group dynamics in 11 any setting If you’re looking to spark new talent within 12 your organization, this book generously reveals how 13 you can be Powered by Storytelling.” 14 —Rob Sorcher, global chief content officer of 15 Cartoon Network 16 17 “Murray Nossel has forever changed my understanding 18 of communication and deeply influenced my ability to 19 communicate His insights for the teller and the listener 20 are simple yet profound.” 21 —Katia Beauchamp, CEO of Birchbox 22 23 “Murray Nossel’s storytelling method acts like a laser 24 beam in the hands of teachers and coaches It pierces 25 through the fog of the typical narrative to reveal the story- 26 teller’s sense of herself in the world Bring this method to 27 1260011909_nossel_00_r3.indd 2/28/18 12:16 PM your work, and your students and clients will feel more in touch with themselves!” —Mike G Katz, founding director of the Interpersonal Development Program at the University of California, Berkeley, Haas School of Business “We live in an age of white noise, a constant barrage of messaging, most of which is completely ignored The only thing that cuts through is effective storytelling Murray Nossel’s Narativ method is a powerful, science-based, empathetic, and engaging process that enables anyone to excavate, craft, and present a story to form a deep connection with the listener.” —Mark Randall, assistant professor of strategic design and management at Parsons School of Design “Psychologist, actor, and corporate consultant Murray Nossel brings Narativ’s innovative practice of storytelling to the business community Through a life lived onstage, in the academy, and in the boardroom, Nossel has discovered the enduring power of storytelling: one person describes an event in such sensory detail—what I see, hear, taste, smell, touch?—that the listeners enter and experience the world of the teller In his “What happened?” model, Nossel coaches his client groups toward empathy 1260011909_nossel_00_r3.indd 2/28/18 12:16 PM for one another, trust for members of their team, and a shocking clarity for each storyteller Powered by Story- telling is a beacon for those in search of a workplace of collaboration, effective teamwork, authenticity, and joy —Rita Charon, MD, PhD, chair of the Department of Medical Humanities and Ethics at Columbia University “In an era of increasingly loud echo chambers where gen- uine debate and dialogue are rarified, Powered by Story- 10 telling not only gives the reader a compelling method to 11 create cohesion and express sentiment but also to gen- 12 erate listening behaviors that break through silos and 13 truly transform business communication.” 14 —Jim Knight, The Rt Hon Lord Knight of 15 Weymouth, Chief Education Adviser at TES 16 Global, and former Minister for Schools (U.K.) 17 18 “Murray Nossel teaches companies that better perfor- 19 mance lies not only in better processes but in more em- 20 pathetic processes, not only in more efficient meetings 21 but in more aware meetings Bringing our stories into 22 work is what we anyway—this book teaches us how 23 to leverage their power.” 24 — Cristian Lup ş a, founding editor of 1260011909_nossel_00_r3.indd 25 Decât o Revistă and founder of The Power 26 of Storytelling Conference 27 2/28/18 12:16 PM “We all have a story, but we don’t all know how to tell it This book will teach you Inside Murray Nossel’s sometimes hilarious, sometimes heartbreaking tales are the tools you need to craft your own narrative I’m buying a copy for everyone I know You should, too!” —Jann Turner, director on ABC’s Scandal and NBC’s Chicago Fire 1260011909_nossel_00_r3.indd 2/28/18 12:16 PM Powered by Storytelling 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 1260011909_nossel_00_r3.indd 2/28/18 12:16 PM This page intentionally left blank 1260011909_nossel_00_r3.indd 2/28/18 12:16 PM Powered by Storytelling 10 11 12 13 14 Excavate, Craft, and Present Stories to Transform Business Communication 15 16 17 18 19 20 Murray Nossel, PhD 21 22 23 24 25 N E W Y O R K   C H I C A G O   S A N F R A N C I S C O   A T H E N S  26 L O N D O N   M A D R I D   M E X I C O C I T Y   M I L A N  27 NEW DELHI  SINGAPORE  SYDNEY  TORONTO 1260011909_nossel_00_r3.indd 2/28/18 12:16 PM N o te s Chapter Barbara Myerhoff, Number Our Days: A Triumph of Continuity and Culture Among Jewish Old People in an Urban Ghetto, Touchstone/Simon & Schuster, New York, 1980 Chapter Steve Jobs commencement address at Stanford University, 2005, https://www.youtube.com/watch?v=VHWUCX6osgM 212 1260011909_nossel_08_r2.indd 212 2/28/18 12:17 PM INDEX A AIDS Day Program story, 7, 39 emotional impact of, 22 Grandparent exercise for, 106–107 legacy tapes in, 20–21 legislative action concerning, 21 parent story backfire in, 107 Ronald and Yvonne in, 18–19 storytelling circle in, 19–20 Alexander technique exercise, 192–193 B Browde, Paul, 51, 114 Business communication, 7–8 See also specific case studies core values inheritance in, 208 leader mindset of, 207 Narativ method practice in, 208 obstacle identification and releasing transformation of, 59–60, 208 reshaping of, 207 storytelling in, 1–2, 209 10 11 C Charlton, Russ, 33–35 Collaboration, 25, 28, 36, 38, 47–48, 114, 154–155 Communication See also Business communication environment examination of, 36–37 general protocol use of, 66 luxury brand legal team blocks and cultural approaches in, 197–198 in multinational pharmaceutical company, 146 storytelling transformation of, 120 tech startup conflicts in, 86–87 transparency and collaboration in, 38 Condé Nast Food Innovation Group (FIG), 22–23, 112, 166, 194 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 213 1260011909_nossel_08_r2.indd 213 2/28/18 12:17 PM In d e x Connection with audience, 1, 33, 191, 194, 196–197, 201 business communication transformation by, 1–2 as Lion’s Gaze, 191 in listening and telling, 191, 196, 204–205 in What happened? method, 129, 152 Crafting, 2, 12, 27, 155, 191 excavation in, 165–166, 185 find ending in, 74–75, 186 What happened? method in, 8, 13–14, 130, 161 D Department of AIDS Services of New York, 20 E Emotions, 22, 90–92, 145–146, 148–151, 180 Ending, 74–75, 172–174, 180–181, 185–186 Excavating, 2, 74 in crafting, 165–166, 185 exploration and discovery process of, 28–29 judgment deferment in, 13, 29 story identification in, 12–13 in What happened? method, 130 F Feedback, 33, 41–42, 83–84, 204 FIG See Condé Nast Food Innovation Group G Global marketing teams listening session (case study), 24 external obstacles in, 47 internal obstacles in, 48 physical obstacles in, 47 psychological obstacles in, 48 relational obstacles in, 48–50 Grandparent Exercise, 10, 101, 165 See also Major media entertainment company (case study) acknowledging obstacles in, 110–111 communication transformation of, 120 explanation of, 108–109 facilitator and timekeeper role in, 107, 110 as first-person story, 107 group listening acknowledgment in, 111 group sense of unity in, 112 introducing yourself in, 108 Kostelic on, 112 about listening in, 108–110 listening obstacles in, 110 listening reflections in, 111 memory or photograph use in, 108–109 214 1260011909_nossel_08_r2.indd 214 2/28/18 12:17 PM In d e x entire origin story of, 181–185 first presentation iteration of, 166–168 football player experiences of, 169–170 new World Trade Center setting of, 193–194 origin story beginning of, 177–178 personal narrative creation of, 166 signature origin story need of, 168 story problem of, 175 storytelling relationship of, 169 team sports and work team parallels of, 170 vague and abstract situation explanation of, 175–176 weekly sales meeting story of, 174 What happened? beginning of, 176 parent story backfire in, 107 “re-membering” in, 109 as resistance response, 106 significance of, 112–113 slave freedom tale in, 105–106 slave freedom tale reflection questions in, 113–114 story title for, 110 storytelling engagement in, 113 three minute presentation in, 109 I Internal obstacles, 48 44–45, 54 J Jobs, Steve, 139–140 Judgment excavating deferment of, 13, 29 in listening (obstacle identification), 42–44, 54–55 storytelling and, 11 in What happened? camera, 131 K Katch, Mike, 18–19 Kostelic, Craig, 22–23, 112 dedicated listener of, 168–169 emotional turning point for, 180 end of story coaching of, 180–181 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 L Leakey, Louis, Lion’s Gaze, 1, 14, 191 Listener, 78–79, 81, 133, 151, 168–169 Listening (obstacle identification), 110, 117, 165, 195–196 See also Global marketing teams listening session (case study) Alex participant sharing about, 42–44 215 1260011909_nossel_08_r2.indd 215 2/28/18 12:17 PM In d e x Listening (cont.) awareness in, 43–44, 51 “begins with you,” 57–59 business communication transformation in, 59–60, 208 Charlton on, 34–35 collaboration and communication in, 38 communication and transparency in, 38 communication environment examination in, 36–37 container and liquid story analogy of, 35–36 contemplation exercise feedback in, 41–42 contemplation exercise for, 39–41 environment in, 11, 51 fear as obstacle in, 44–45 feedback loop in, 33 flow impediment of, 34 as form of introspection, 57–58 hearing component of, 52 identifying your obstacles in, 60–62 importance of, 2–3 individual internal practice process of, 99–100 interpersonal relationships and empathy in, 37–39 interpretations in, 54–55 judgment making in, 42–44, 54–55 noises in, 52, 54 noticing obstacles in, 50, 60 obstacle release in, 56–57 obstacle understanding in, 56 open, 46, 50–51 personal and cultural obstacles to, 38–39 phone as obstacle in, 44–45 physical need obstacle to, 53 psychological obstacles in, 46 relational obstacles in, 45–46 relationships influencing, 55 seeing impacting, 53 smell impacting, 53 telling reciprocal relationship with, 10–11, 33– 34, 37, 51–52, 56, 59, 120 thought as internal obstacle in, 44–45, 54 voice sound in, 52–53 work hierarchy in, 55–56 Listening (obstacle release), 56–57, 165, 195–196 See also Tech startup (case study) breathing for, 91–92, 93 business communication transformation in, 9–60, 208 commitment in, 94 dedicated listener role in, 79, 81 dedicated listeners designation for, 78 216 1260011909_nossel_08_r2.indd 216 2/28/18 12:17 PM In d e x dedicated time and space guidelines for, 67–68 dedicated timekeeper designation in, 73 feedback acknowledgment in, 83–84 feedback principles for, 83 finding end principle in, 74–75 general communication protocol use in, 66 ground rules for, 92–93 hogging time in, 72–73 individual internal practice process of, 99–100 intention setting in, 77–78 meeting space preparation in, 69–70 Monday morning meetings regarding, 65 my obstacle and release list for, 97 note taker role in, 82 obstacle examples and addressing in, 94, 95–96 obstacle statement example in, 76–77 online meeting distractions and focus in, 84 online meeting environment recommendations for, 85–86 optimal listening environment benefits in, 97–99 own preoccupations in, 66 performance environment element in, 66–67 physical needs care in, 72 questions for meeting space preparation in, 70–71 seating arrangement in, 71 speaking them in, 65–66 state obstacles in, 75 strong emotions handling in, 90–92 time limit focus in, 73–74 timekeeper’s role in, 74, 75, 77 time-keeping discipline in, 72 What happened? method for, 79–82, 92, 93 Why meeting? Why now? focus in, 68–69 Luxury brand legal team (case study), 27 collaboration improvement need of, 198 communication blocks and cultural approaches of, 197–198 Ken’s own story experience in, 198–200 Ken’s story sharing fear in, 198 mutually supportive environment of, 200 supportive listening in, 199–200 Why story? Why now? of, 197 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 M Major media entertainment company (case study), 25 Belgium woman story in, 116–117 217 1260011909_nossel_08_r2.indd 217 2/28/18 12:17 PM In d e x Major media entertainment company (cont.) boundaries breakdown need in, 115 chair circles use in, 115–116 collaboration and connection goal of, 114 communication transformation in, 120 company regional director reflection on, 118–120 HR director conference request in, 114–115 Indian team members reflection on, 118 invasion of privacy reflection on, 118 Iranian woman reflection on, 118 Iranian woman story in, 116 listening obstacle statements in, 117 as memorable and controversial training of, 119 Polish woman story in, 117 Singapore man reflection on, 118 Multinational medical insurance company (case study), 25–26 advertising campaign story use in, 138 brand attribute principles of, 134 Charlie’s What happened? story in, 135–137 consumer contact in, 135 customer-oriented culture creation in, 138 mission and goal promotion in, 137–138 radical cultural change in, 135 Multinational pharmaceutical company (case study), 26–27 cross-communication fostering in, 146 Stella’s What happened? story impact on, 147–148 Stella’s What happened? story in, 146–147 Myerhoff, Barbara, 109 N Narativ method, 9–10, 22, 33–34, 51 basic principles of, business communication practice of, 208 chapters relationship to, 12 chief business officer example of, 27 luxury brand’s legal team example of, 27 media and entertainment company example of, 25 multinational pharmaceutical firm example of, 26–27 national medical insurance company example of, 25–26 218 1260011909_nossel_08_r2.indd 218 2/28/18 12:17 PM In d e x nonjudgment in, 11 social media company example of, 24 tech company example of, 24–25 three phases of, O Open Society Foundations, 142 Origin story Kostelic’s, 168, 177–178, 181–185 story structure exercise of, 186–187 in storytelling, 7, 18–22 P Parker, Charlie, 201 PET See positron emission tomography Physical obstacles, 47, 53, 72, 128 positron emission tomography (PET), Presentation, See also Luxury brand legal team (case study) actor experience in, 192 Alexander technique exercise for, 192–193 body as instrument in, 191–192, 201 body tension release in, 192–193 choices in, 194–195 comfort zone and, 196 confidence and poise in, 202 connecting with audience in, 191, 194, 196, 201 eye contact in, 202 family or work team practice for, 191 feedback and questions in, 204 genuineness in, 196, 200, 204 Kai-Peter learning example of, 202–203 listening and telling connection in, 191, 196, 204–205 listening obstacle identifying and releasing in, 195–196 method steps for, 196 mythology about, 194 pair practice of, 203 Parker on, 201 practice tips for, 204 proprioception in, 193 public speaking and inherited beliefs about, 195–196 rules of thumb on, 201–202 setting or space of, 193–194 slow tempo in, 202 support in, 200–201 voice in, 193 volume attention in, 202 whole being engagement in, 14 Psychological obstacles, 46, 48, 89–90 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 219 1260011909_nossel_08_r2.indd 219 2/28/18 12:17 PM In d e x Public speaking, 124, 128, 195–196, 198 R Relational obstacles, 45–46, 48–50, 89–90 S Slave freedom tale, 105–106, 113–114 Story structure aim at ending in, 173–174 change and transformation in, 179 conflict or obstacle in, 178–179 ending in, 185–186 flight analogy in, 171–172 internal narrative in, 175 Kostelic origin story in, 181–185 Kostelic story development in, 166–170 origin story exercise in, 186–187 senses questions in, 177 simple beginning in, 173 start somewhere rule of, 173 story arc in, 165, 171 turning point transition to end in, 181 turning points in, 179 What happened? beginning in, 172–173 Storytelling, 113 beauty of, 133 brain hardwiring in, 5–6, 178 in business communication, 1–2 communication transformation of, 120 creativity in, 9–10 critical and creative mind in, 13 culture in, early, 3–5 evolvement in, fight-or-flight response undoing in, 93–94 knowing why in, Kostelic on, 22–23, 169 Lion’s Gaze in, 1, 14 listening and telling reciprocal relationship in, 10–11, 33–34, 37, 51–52, 56, 59, 120 listening environment in, 11 listening importance in, 2–3 as neurobiological function, 5–6 nonjudgment in, 11 origin story in, 7, 18–22 performance environment element in, 66–67 personal business story in, 7–8 PET scan experiments regarding, practical and functional things in early, 4–5 as skill, time and practice in, What happened? method in, 8, 93 220 1260011909_nossel_08_r2.indd 220 2/28/18 12:17 PM In d e x Why story? Why now? questions for, 17–18 T Tech startup (case study), 24–25 being wrong fear in, 88 communication conflicts in, 86–87 laptop use in, 87–88 lead taking fear in, 89 missing out fear in, 89 relational and psychological obstacles in, 89–90 repercussion fear in, 89 time scarcity issue in, 88 what happened story use in, 90 Time, 8, 67–68, 72–74, 88 Timekeeper, 73–75, 77, 107, 110 Tobias, Phillip, 3–4 Turning points, 179–181 V Voice, 52–53, 193 W What happened? camera, 130 commentary in, 132 feelings in, 131 internal thoughts in, 132 interpretations in, 131 judgments in, 131 opinions in, 132 practice and details in, 153 rationalizations in, 132 things not seen by, 131, 151 when to use, 152–153 What happened? method, 165, 208 See also Multinational medical insurance company (case study); Multinational pharmaceutical company (case study) abstract statements to factual detail impact in, 129 abusive sentence exercise for, 158 actual events relating in, 130 angry sentence exercise for, 157–158 Charlie’s story of, 135–137 childhood stories use in, 124–125 closer connections in, 129, 152 community activist passport story in, 142–143 in crafting, 13–14 critical intelligence in, 150 deciding sentence exercise for, 159 details in, 141, 150 dialogue advancing action in, 143 dialogue functions in, 144 discipline of, 150, 151 disrespectful sentence exercise for, 158 “Don’t go” dialogue example in, 143–144 emotional distinction in, 150–151 emotions and, 145–146 excavation meets crafting in, 130 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 221 1260011909_nossel_08_r2.indd 221 2/28/18 12:17 PM In d e x What happened? method (cont.) facts only in, 125, 150 five senses use in, 125, 145, 151 imagination igniting of, 140 Jobs mastery of, 139–140 Kostelic beginning in, 176 leadership use of, 153–154 limit imposition in, 132 listener experience in, 133, 151 for listening (obstacle release), 79–82, 92, 93 material objects exercise for, 141–142 as mental discipline, 162 mission and goal promotion in, 137–138 no fact sentence exercise for, 158–159 no morals or lessons in, 151 omissions in, 144–145 onboarding tool use of, 155–156 physical experience in, 128 pitch presentation use of, 154–155 points to remember for, 151–152 public speaking terror handling in, 124 sales use of, 154 seeing and hearing in, 127–128 sensory memory engagement in, 126–127 sensory picture visualization in, 126 sentences exercise for, 157–161 show not tell in, 144 Stella’s story in, 146–148 story crafting in, 161 in story structure, 172–173 in storytelling, 8, 93 storytelling beauty of, 133 tech startup story use of, 90 telling sentence exercise for, 159 10 incidents exercise for, 156–157 transformation power of, 128–129 Victoria story in, 123–129 What happened? camera framework of, 130–132, 151 What happened? or not sentences finding exercise for, 160–161 work promotion or milestone exercise of, 138–139 workplace and emotions example stories for, 149 workplace and emotions in, 148–149 Why story? Why now?, 7, 17–18, 68–69, 165 audience relationship in, 191, 197 common themes and purposes of, 28 different responses to, 23–24 FIG example of, 22–23, 166 of luxury brand legal team, 197 222 1260011909_nossel_08_r2.indd 222 2/28/18 12:17 PM ABOUT THE AUTHOR Murray Nossel, PhD, is the founder and director of Narativ 10 He sees every situation and every interaction as an op- 11 portunity for listening and storytelling, and he has taught 12 storytelling for 25 years in more than 50 countries to 13 more than 10,000 people He believes that something 14 personal and expressive lies deep within each of us—and 15 that we all have a story to tell 16 Nossel is on the teaching faculty of the Program of 17 Narrative Medicine at Columbia University College 18 of Physicians and Surgeons He has taught storytelling at 19 London Business School, City University of New York, 20 The New School, Baruch College, Benjamin N Cardozo 21 School of Law, and the University of Maryland 22 Narativ, the company Nossel cofounded, has worked 23 with corporations as diverse as the Walt Disney Com- 24 pany, Time Warner, New York Habitat, UNICEF, Radis- 25 son Hotels, the Open Society Foundations, Birchbox, 26 and Twitter 27 1260011909_nossel_08_r2.indd 223 2/28/18 12:17 PM Nossel has applied his listening and storytelling methodology in the theater and documentary filmmaking Two Men Talking, a performance of his listening and storytelling method developed with Dr Paul Browde, has been performed in the West End of London and OffBroadway in New York His film Why Can’t We Be a Family Again? was nominated for a 2003 Academy Award Nossel is currently producing and directing Sala: The Letter Carrier, a documentary film about a Holocaust survivor who resolutely chose not to tell her story until advanced age prompted her to speak Nossel is the founder and director of the World Mother Storytelling Project, a listening and storytelling movement that seeks to capture the stories of mothers around the world He lives with his partner, David Hoos, a physician, in New York City 1260011909_nossel_08_r2.indd 224 2/28/18 12:17 PM A B O U T N A R AT I V Narativ, a communication consultancy with offices in New York and London, specializes in storytelling in a 10 business context Its consultants work with clients around 11 the world, some of which include Prudential, Cigna, Time 12 Warner, Disney, Twitter, Medium, Chanel, and Boehringer 13 Ingelheim 14 Narativ delivers its listening and storytelling method 15 on-site in group workshops to audiences as large as 500 16 and as intimate as 12 These workshops improve con- 17 nection and communication in teams while offering the 18 many additional benefits explored in this book: deep 19 listening, editorial thinking, audience awareness, and 20 presentation skills 21 Narativ offers online workshops for individuals who 22 understand that a personal story plays an important role 23 in defining one’s history as well as one’s career goals In 24 Origin Story workshops, participants have developed 25 stories for use in podcasting, filmmaking, raising capi- 26 tal, business development, authorship, leadership, job 27 1260011909_nossel_08_r2.indd 225 2/28/18 12:17 PM applications, speaking engagements and presentations, and self-discovery Narativ utilizes the practices that lie at the heart of listening and telling—interviewing; story excavating, crafting, and presenting; recording; and impact analysis— to build training and knowledge-sharing programs for corporations Clients have used this solution for onboarding and sales preparedness training They report that storytelling makes training content more memorable, relevant, and enjoyable Narativ resolutely believes that listening and storytelling are the optimal means to make a connection between two people and within teams, organizations, and society as a whole Its vision has always been a world connected by listening and storytelling—a vision the world needs now more than ever 1260011909_nossel_08_r2.indd 226 2/28/18 12:17 PM ... 1260011909_nossel_00_r3.indd 2/28/18 12:16 PM Powered by Storytelling 10 11 12 13 14 Excavate, Craft, and Present Stories to Transform Business Communication 15 16 17 18 19 20 Murray Nossel,... better understanding of how to excavate, craft, and present a story Stories don’t live in a vacuum, however, and while you’re learning about storytelling, you’ll also be introduced to a larger... D To tell stories successfully, we need to understand a little about why stories connect and a lot about how to build that connection through listening and storytelling It’s important for me to