Latest / Leading Leaders Podcast with J Loren Norris / 4/16/2026 NARRATIVES- CULTURE - BRAND - LEADERSHIP DEVELOPMENT - STORYPOWER

Transcript

4/16/2026 NARRATIVES- CULTURE - BRAND - LEADERSHIP DEVELOPMENT - STORYPOWER · Leading Leaders Podcast with J Loren Norris

• 0:00
  Subscribe now for our. Extensive video library of
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  leadership lessons promoting faith, family and freedom.
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  That's not what I heard because the customer just called me and
• 0:13
  they told me what actually happened on the scene.
• 0:16
  What happens when you get that phone call in your customer and
• 0:19
  your employer, your teammate, They have two totally different
• 0:22
  stories about what just happened.
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  That can be a big problem. What happens when that story
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  gets out in the press or in social media or on a Yelp review
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  or on Reddit? It can destroy your company.
• 0:34
  What happens when that story comes back to the office and it
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  becomes a rumor mill and it starts to destroy your team
• 0:39
  cohesion, morale, your culture? See, that's something you've got
• 0:45
  to manage as a leader. It's called Leading the
• 0:47
  Narrative, and that's what we're going to talk about in this
• 0:49
  episode of Leading Leaders. Stay tuned.
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  Subscribe now for access to our extensive media library of
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  leadership lessons promoting faith, family, and freedom.
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  Begin your personal growth plan at storypoweracademy.com for
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  leadership development and communication skills training.
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  There is a retreat coming up that I want you to know about.
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  It's called the Story Power Academy Retreat.
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  This Story Power Retreat is about focusing on your
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  communication skills. Taking them to the next level.
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  Discover, develop, draft, deploy.
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  And deliver some of the best. Stories you've ever learned.
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  You're going to listen, create, connect, relax, and reflect
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  around this beautiful lake scene in Granbury, TX.
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  It's a chance to rejuvenate and refresh and start over with some
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  of the best training you can possibly imagine around
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  storytelling, leadership, and communication.
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  Join us. Get away and relax.
• 1:43
  I'm Jay Lauren Norris with Leading Leaders Podcast.
• 1:46
  Some people might call it spin, some would call it, I don't
• 1:50
  know, narrative first aid, but getting ahead of the story that
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  maybe even reauthoring the story, revisiting all of the
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  elements of the event that happened or the incident that
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  happened. Now you know, if you've been
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  leading for any period of time and it doesn't matter the size
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  of your team or the nature of your team, something's going to
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  go wrong because you know there's humans involved.
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  Mistakes are made. The wrong button is pushed, The,
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  the, the right product is not delivered.
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  The product is delivered, the service is done, everything's
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  finished, and then something fails.
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  Anything can happen to this delicate client service
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  relationship. Now, the question isn't will
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  something go wrong? It will.
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  The real question is what are you going to do when it does?
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  How are you going to handle it? See, we have these little
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  challenges that are not just the logistical challenges of
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  delivering the service, whatever that service is.
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  Landscaping, tax services, coaching like I do, helping
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  people get prepared for the stage or prepared for
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  leadership. All of those different things
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  have the same element involved in them.
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  That leads to mistakes and errors.
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  Humans, human error, bad decisions, poor quality, making
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  a decision too fast. Maybe it's not even the wrong
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  decision, just made it the wrong time.
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  All of these things happen because humans are involved, and
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  all of these things lead to a story.
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  And when that story comes out, who that story is told by, who
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  that story is told to, all of these things have an enormous
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  impact in your business, in your leadership.
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  If the story comes out that everybody on your team is
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  disgruntled, disappointed, they're they're disengaged, they
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  don't really want to work for you.
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  Now, if you're a mid level manager or you're a tiered
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  manager and there are people above you, it only takes so many
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  of those stories kind of walking around the rumor mill before
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  your opportunity to lead and manage is stripped away and
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  somebody else gets the job. Now, the sad truth is there are
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  times that some people will intentionally start the rumor
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  mill with a story, accurate or otherwise.
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  Maybe you've heard the phrase guilt by accusation.
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  It's really big these days. It's it's what leads to people
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  being cancelled on social media. They say a phrase or two and
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  they think it was funny and nobody else thinks it was funny,
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  but all of a sudden it gets blown way out of proportion.
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  I mean, just the evolution of the changes of our society and
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  culture, what's acceptable and what's not is mind boggling.
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  We got in an elevator yesterday. Not even 24 hours from this
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  moment, we got into an elevator and it was one of those where
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  there were a lot of people going from the 19th floor back to the
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  ground floor. And we were like, I think we can
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  all fit. We all got in the elevator.
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  It stopped on like the 13th floor and we're like, who's
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  getting off on the third? Nobody was getting off on the
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  13th floor. Somebody wanted to get on.
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  And it was two young ladies and we're like, I think we can make
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  room. And they looked and they didn't
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  see my wife in the back. They just saw an elevator full
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  of dudes. And they're like, no, thank you.
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  I get it. I think I would have made the
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  same choice. And then some genius in the
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  elevator, an older dude, older than me, says, don't worry,
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  we're not all groupers. Who even says something like
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  that? Who even thinks like that?
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  How wildly inappropriate. Now, if someone in that elevator
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  knew that person's name, knew the nature of their business,
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  and thought that'd be a funny thing to put on social media and
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  call them out, that could be the end of their career.
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  That could be the end of their business because you can get all
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  kinds of harassment charges just for making a statement like
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  that. But it didn't end there.
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  It went downhill from there. Listen to these simple little
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  conversations, these simple little quips and quotes, these
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  funny little things that one says.
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  You might think they're harmless, and to you perhaps
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  they are. But to other people, the
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  beginning of a story, a Reddit thread, I mean, it made this
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  podcast. I'm not going to say who it was
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  or talk about them or their business, other than to say it
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  was a wildly inappropriate comment and someone in
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  leadership should have a conversation with that
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  individual and go hold up. You can't say things like that
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  in public. You can't say things like that,
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  especially to a couple of young ladies.
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  But how often does that kind of thing happen when you think you
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  got support of the crowd, when you think everybody's on your
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  side? See, here's what happens,
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  though. You get one person who wants
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  your job and they take an incident like that and they
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  begin to look for every other time that you've said something,
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  they're just kind of marginal and they blow it out of
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  proportion and then they take it to the boss.
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  So they take it to HR, they take it to Reddit, or they take it to
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  some other form of social media and they start talking about
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  this thing until it becomes a full blown PR disaster.
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  Maybe not for the organization, but for the individual.
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  Now if that gets out of control that that individual has that
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  problem and the company's done nothing about it.
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  Now that story has become a brand narrative.
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  Well, nobody wants a brand narrative like that, but it can
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  happen. If you ever heard a phrase like,
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  well, you know, people that work there do XYZ, you like to think
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  that's positive, that they're saying nice things about your
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  company. Everybody that works there is
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  gracious. Everyone that works there is
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  considerate. Everyone that works there is
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  punctual. Everyone that works there is
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  conscientious. That's exactly what I want to
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  hear about my team. But that's usually not what
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  happens. And if you're not careful, the
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  it's my pleasure kind of conversation vanishes and the
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  we're not all groupers kind of conversation gets accelerated.
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  And some yay who thinks that's funny, Some yay who thinks
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  that's a great idea. And if it offends you, get over
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  it. But it's not just an individual.
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  It becomes a little bit of your culture.
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  It becomes an expanded version of your brand.
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  And now your consumers, your, your customers, your, your
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  partners, your collaborators, they begin to either get caught
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  up in the rumor creep. This story is just creeping
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  around everywhere and it's taking on legs of its own.
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  And it's like the game of telephone.
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  It never stays where it started, right?
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  It always gets morphed into something way different.
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  Well, I heard he said, and then he did, and then also, and then
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  none of that happened. But it's what happens when the
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  rumor mill gets out of control. As a leader, you've got to not
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  only get out ahead of that, but you've got to begin the process
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  immediately of considering the narrative that's there, true or
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  otherwise, and meeting it head on.
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  Now, again, the media might call this spin.
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  It's how you take the facts of an event and you speak to those
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  facts where you speak to what happened in a way that's more
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  encouraging than destructive. And it might be not an incident
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  like that specifically, but I was speaking at the same event
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  that I was with. I was speaking in a conversation
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  with someone and they're like, so tell me what you do with
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  story power. And I still tell me what you do
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  for a business and I'll give you a valid, you know,
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  demonstration, if you will, of how it might apply to your
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  business. And the individual I was talking
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  to said, well, we do lawn irrigation, we do landscaping,
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  installing sprinkler systems, rerouting them, that kind of
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  thing. I said, OK, so I'm going to give
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  you a fully fictitious, completely made-up story just to
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  demonstrate how story power would apply to a business
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  service crisis type of an event. He said, OK, hit me with it.
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  I said I I had a big event just recently showed up with all my
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  cameras to load into this fundraiser in a multi $1,000,000
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  home. And as I back into the driveway,
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  I realized there's a fountain coming from the front yard
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  that's just drenching my car. And I'm a little bit concerned
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  about taking all my camera gear out of the back of the car and
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  getting wet. It wasn't rain.
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  It was one sprinkler head that had become a fountain.
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  And the property owner, the homeowner that was hosting this
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  fundraiser says, man, I've done everything I can.
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  I've called the irrigation company that put the system in.
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  They told me that the shut off valve was installed between the
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  main city water system and the irrigation.
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  But on the other side of the irrigation system is my pool
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  pump. And so if I shut off the water
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  to prevent the fountain, I also shut off the water that runs the
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  pump in my pool. OK, that was a bad decision.
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  That was not good engineering. It also wasn't good engineering
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  for the caterer to drive off the edge of the driveway and run
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  over a sprinkler head. It probably wasn't good
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  engineering to put a sprinkler head within 6 inches of the
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  driveway. That's just not good planning.
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  So there's been a whole lot of mistakes that have been made.
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  The question now is, if you own that company, what do you say to
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  that customer? How do you, if that was a
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  competitor, how do you as a possible solution to that speak
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  to that event? And he just kind of looked at me
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  and he said, I'm, I'm, I'm, I'm really not even sure.
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  I said, now let's step aside for a second and let's think about
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  what if your boss got that same phone call and it wasn't your
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  team that did it, but his number was handy because, you know,
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  maybe your truck was in the neighborhood fixing Joe's
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  landscaping down the street. And so the neighbors said, well,
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  I saw the truck. I'm going to call this number.
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  And he calls. And at 3:00 on a Saturday, your
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  boss says, hey, I'm on the way to a soccer game, but let me see
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  if I can get somebody else to take the kids to soccer and I'll
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  be right there and fix the problem.
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  Now, what if? What if that was the story that
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  your boss tells at the next staff meeting?
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  Yeah, I got a call on Saturday from a new customer.
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  We have a project now. We have to go out to this place
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  in this very ritzy neighborhood and pull up all of the
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  irrigation system that was installed because they did a
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  poor job of doing it. They didn't engineer it properly
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  and they made it not a successful install.
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  We're going to uninstall what they've done or at least make
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  some corrections to it. I've already been out there on
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  Saturday, solved a problem, got the guy back on online and and
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  it was all good. But he now trusts us to make a
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  major change. It's going to cost several $1000
• 13:41
  but but we're going to do this. And so I need you guys to go out
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  there and take good care of him when the boss starts that story
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  with Saturday at 3:00 on my way to a soccer game, I rerouted my
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  day to take care of a new customer.
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  What do you think the conversation is like among the
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  rest of the team? Who's saying, well, I'm glad you
• 14:04
  didn't call me on Saturday or I was already working on Saturday,
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  but I was in another part of town.
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  The way they perceive their boss, their leader has a little
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  bit of a different view to it already.
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  And that story carried by the sales team into other potential
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  customer conversations to say, yeah, let me tell you what
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  happened last Saturday. Our boss got a call at 3:00 in
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  the afternoon. Apparently a caterer ran over
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  somebody sprinkling it sprinkler head, and it was flooding their
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  yard. And the team that put it in
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  wouldn't even respond to the phone call.
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  He happened to have our boss's phone number, called them.
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  The boss dropped what he was doing and whatever and fixed it.
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  Now we're doing a complete install.
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  Look, if we can trust our boss like that, you can trust our
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  team like that. We're going to take care of you
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  no matter what. We're going to do the right
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  thing no matter what. All right, see, that sounds like
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  just a story. It sounds like just a sales
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  pitch. It is, and it's more than that.
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  It's like narrative first aid. This is the kind of story that
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  comes in behind a crisis and says I, we can fix that.
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  We can go one step ahead of that.
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  We can go above and beyond fixing that.
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  We'll actually do it when it's inconvenient to us.
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  We'll do it when it's an expense to us, because in the end, we
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  want the customer to be happy, even if they weren't our
• 15:27
  customer originally. That's how we convert them to
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  our customer. It's that thought process that
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  sets behind the decision that was made.
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  All right, the first question you have to ask from a core
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  values standpoint, from a business first standpoint, from
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  a relationship standpoint, what are the odds on a scale of 1 to
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  10 that the boss would have taken the phone call on a
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  Saturday afternoon at 3:00? I don't know that answer.
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  Well, what are the odds the boss would have said to his wife,
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  hey, take the kids to soccer. I'll join you as soon as I can.
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  I've got to go take care of this crisis for a customer that's not
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  even ours. A problem we didn't create a
• 16:08
  design. We didn't do.
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  But they called me. They asked me.
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  I'm going to help them. Is that the kind of person that
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  runs your company? Is that the kind of person that
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  shaved your face and brushes your teeth?
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  See this? This is so much more than the
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  marketing statement, the sales pitch, the the client close
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  conversation. It's so much more than that.
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  This narrative starts with the people on your team.
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  Are they the type that would have a conversation?
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  Another conversation that I brought up with this guy, he
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  said, you know, I don't want to do virtual classes for my team,
• 16:48
  but we definitely need some leadership conversation in our
• 16:52
  organization. We got about 35 people and we
• 16:54
  run into some really odd challenges.
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  And I said, well, how much of your team is bilingual?
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  He said probably 30%. I said how many of them are
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  Spanish only speaking? He said probably a different
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  30%. I said, so you got English
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  speaking, Spanish speaking, and then both.
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  And he said, yeah, that's that's a pretty good mix of our team.
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  I said, So what happens when two of the guys that only speak
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  Spanish are on the work site and they presume that nobody
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  understands what they're saying, but they start bickering.
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  And I'm not saying this is happening in your workplace.
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  I'm just saying the potential of it is high.
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  And I've seen it happen in other places.
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  They start a conversation thinking nobody understands what
• 17:31
  we're saying. But the conversation they're
• 17:33
  having is our boss is so cheap. Our boss is so lazy, he won't
• 17:36
  show up on time. He doesn't do any of the work.
• 17:38
  He just sits on the truck and and yells at everybody else.
• 17:42
  See, that conversation seems like it's just two people having
• 17:46
  a conversation. But think back to the fast food
• 17:49
  counter and how many times you've encountered that.
• 17:51
  You're like, I, I just want to get my drink.
• 17:52
  But they're in the middle of a heated debate over tennis shoes.
• 17:57
  That customer reflection of that conversation, I mean, what if
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  they did speak Spanish or Ukrainian or whatever other
• 18:06
  language that you think they can't hear and they actually
• 18:09
  understand what you're saying and now they react to what
• 18:13
  you're saying. Now what what happens when that
• 18:17
  gets back to the boss? Better question, what happens
• 18:22
  when that? Customer.
• 18:23
  Takes that to social media. You know, I had some guys out
• 18:27
  doing some work the other day they were doing blah, blah, blah
• 18:29
  or whatever it was whatever kind of work it was, but they were
• 18:32
  constantly trash talking the boss and the company and their
• 18:35
  integrity in the way they get paid.
• 18:37
  And now I'm I don't want to be a part of that.
• 18:39
  I don't want to put my money in the hands of a company that's
• 18:42
  going to mistreat its employees. I'm not for that.
• 18:46
  See, all of a sudden you've got an opinionated reaction to a
• 18:50
  story that it should have, should have never been told,
• 18:53
  should have never been heard. Now, as a leader, what do you do
• 18:56
  with that? Again, got to have a little
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  narrative. Crisis management.
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  You've got a moment, you've got an incident, you've got
• 19:03
  something that happened that shouldn't have happened.
• 19:06
  But it's humans, so it's inevitable something like this
• 19:09
  is going to happen If you have a strategy in place, if you have
• 19:14
  already preempted some of these conversations, if you have an
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  open door policy, not just stated in documentation, but
• 19:23
  that you practice and you exercise where employees, team
• 19:26
  members, other leaders can honestly bring their opinion
• 19:30
  forward. And the only consequences that
• 19:33
  we're going to, we're going to truly look at this problem and
• 19:35
  see if we can solve it. This doesn't go against your
• 19:38
  employment record. This is not a problem for you
• 19:41
  and your future. This is, hey, thanks for
• 19:44
  identifying that. Let's fix it.
• 19:45
  Again, this is not just, this isn't our documentation, this
• 19:50
  isn't our HR policy. This is the way we say we
• 19:52
  operate. It's got to be the character of
• 19:54
  your leadership team. If the character of your
• 19:57
  leadership team wouldn't take that 3:00 Saturday call and
• 20:00
  rearrange their their schedule to make sure they can
• 20:02
  accommodate a potential new customer.
• 20:05
  Don't put it in your marketing material.
• 20:09
  That's not a brand promise. That's a lie.
• 20:13
  Don't sell what you're not going to deliver on.
• 20:15
  And understand that this is not just about the boss while it
• 20:18
  starts there. It's not just about the leader
• 20:21
  or the owner of the company while it starts there.
• 20:24
  This culture thing permeates every level.
• 20:28
  If you don't have an answering system that somebody's going to
• 20:32
  get the call in the middle of a day on a Saturday, even if
• 20:35
  you're closed for business on Saturdays, if there's not an
• 20:39
  answering service or an answering machine that's at
• 20:41
  least going to pick that up so you can decide is it urgent or
• 20:43
  not, rather than just ring through for for half an hour and
• 20:46
  nobody answered at all, then don't make that promise.
• 20:51
  Don't tell that story to your customer if there's no chance
• 20:54
  you can back it up. If you don't have the people on
• 20:57
  your team that are actually going to fulfill on that
• 20:59
  promise, don't make the promise. Don't tell the story if there's
• 21:03
  no substance behind it. Don't tell your team.
• 21:07
  From a culture standpoint, we got your back.
• 21:10
  We have an open door policy. Come tell us if you have a
• 21:12
  grievance, if something isn't going your way, if you feel like
• 21:15
  you've been mistreated, or if you have a better idea, please
• 21:17
  come let us know. It just doesn't happen.
• 21:24
  I also yesterday heard someone give a very brilliant, very
• 21:27
  brief presentation on boundaries and priorities and finding your
• 21:33
  core values and sticking to them and how do you manage your time
• 21:36
  based on these priorities. And I was thinking to myself,
• 21:39
  well, it's the predo principle, right?
• 21:40
  80% of what you do benefits like zero. 20% of what you do really
• 21:46
  moves the needle in your life. The challenge for most leaders,
• 21:49
  especially solopreneurs and small business owners, it's
• 21:53
  figuring out which 20% it is. If you've decided what those 20%
• 21:59
  are, the top 2 out of the 10 things that you have to do
• 22:02
  before lunch, the top 20 out of the 100 you have to do before
• 22:06
  the end of the week. If you know what those are and
• 22:09
  you can delegate the 80% or just let it go because it's on your
• 22:14
  task list, but it doesn't make any difference, you need to make
• 22:18
  that decision. But if you're not making that
• 22:21
  decision and yet you've got your culture, your team, your brand,
• 22:24
  your consumer convinced that you're an extremely efficient
• 22:28
  company, you've got an internal conflict problem.
• 22:33
  If you say you've got an open door policy, but you still have
• 22:36
  employees who have a grievance, you have an internal conflict
• 22:41
  problem. You have an internal leadership
• 22:44
  problem. You can't delegate.
• 22:48
  An integrity problem can't be done.
• 22:52
  I remember early in my John Maxwell journey hearing him say,
• 22:57
  if you look at all the things that you do in life and you
• 23:00
  realize that with all the effort you could possibly muster, you
• 23:03
  can move the needle. 2 points, maybe 1 1/2, but two points is
• 23:08
  kind of the top, which means if whatever The thing is, you're a
• 23:12
  four or five, maybe a six, and you push it two points, now
• 23:16
  you're a 6A7 or maybe an 8, which means you're just above
• 23:21
  average. If you're A7 or an 8 or a nine
• 23:24
  now and you can push at 2 points, you can be a 9A10 or an
• 23:27
  11. If you're a 9 Oregon, A10
• 23:32
  Oregon, like right at the top of your game and you push that as
• 23:35
  hard as you can, you could be the Michael Jordan of the Tiger
• 23:39
  Woods of whatever that is in your life.
• 23:43
  But if you're a 1-2 or a three, you need to delegate that to
• 23:47
  somebody else. And when I heard him say that, I
• 23:49
  thought, OK, that just makes good sense.
• 23:51
  If the best I can do is give it all I've got and be just above
• 23:55
  average, why would I work so hard just to be above average?
• 23:58
  Why don't I focus on the things that I'm already a 7-8 or a nine
• 24:02
  at that I can push them and be the best in the world at?
• 24:06
  And then I heard him say, you need to focus on these things
• 24:09
  that are going to push you to the next level and forget about
• 24:12
  or delegate the things that you're not so good at.
• 24:18
  And for a season, in my understanding, I conflated that
• 24:22
  concept with people who have character flaws.
• 24:25
  You know what your strengths are.
• 24:27
  I'm good at communication. I'm not so good at giving the
• 24:31
  grace to people when their standards don't meet my own.
• 24:34
  I have the standard of excellence.
• 24:36
  I know what I'm capable of. I know what I perform at.
• 24:39
  And sometimes I don't give the grace for other people who don't
• 24:42
  know what I know, haven't done what I've done, don't have the
• 24:44
  the level of skill or expertise that I have, but I expect them
• 24:47
  to perform at the same level. And so working on that grace,
• 24:50
  working on that, I'm going to give them the task and then I'm
• 24:53
  going to get out of the way. See, this was part of the
• 24:55
  conversation yesterday. She said, you know, sometimes I
• 24:57
  realized taking the time to train somebody to do my job
• 25:00
  takes longer to train them than to just do it myself.
• 25:04
  True story. Yep.
• 25:06
  And it's real easy when you've done it so long that you're just
• 25:10
  naturally good at it. You can do it so much faster and
• 25:12
  so much more efficient and with the standard of excellence that
• 25:15
  meets all of your expectations. And then you hand it off to
• 25:18
  somebody else and you have to retrain them seems like 500
• 25:21
  times before they get the first basic part of it, right.
• 25:23
  And it's still not excellent. It's just done.
• 25:26
  And you're thinking to yourself, why did I delegate?
• 25:29
  I could have just held onto it and done it myself.
• 25:33
  And as I conflated these things, that the character flaw of not
• 25:37
  having grace for the people on my team versus understanding
• 25:41
  what my skills and talents were and pushing those as hard as I
• 25:44
  could. When I conflated those two
• 25:46
  together, what became obvious is what I see a lot of other
• 25:50
  leaders do. They don't delegate the tasks
• 25:54
  that somebody else could do better.
• 25:58
  They try to delegate their character flaws.
• 26:03
  That, my friends, is a mess. When you have the inability to
• 26:09
  do your task, you can up level your skills, you can get some
• 26:13
  more training. You could even hand off those
• 26:15
  tasks to somebody else. But when you have a failure to
• 26:19
  meet the basic necessities of being a good human, you can't
• 26:26
  delegate that. You got to work on that yourself
• 26:30
  when you've got weaknesses of character, weaknesses of
• 26:32
  integrity. If for an example, you said our
• 26:35
  company is the kind of company that the boss will drop what
• 26:38
  he's doing on Saturday at 3:00 and come take care of your
• 26:41
  crisis. But you know full well that if
• 26:44
  you got that phone call, the first thing you're going to do
• 26:46
  is call somebody else, maybe somebody on your team.
• 26:50
  Maybe it's going to roll downhill until you find the
• 26:52
  closest technician that could possibly solve the problem.
• 26:56
  Maybe you answer the phone and go.
• 26:57
  You know, it's Saturday. I'm playing playing golf today.
• 27:00
  Sorry, can't help you if that's the truth about you and your
• 27:07
  operation. No judgement, That's fine.
• 27:11
  But don't tell people otherwise because now you've created a
• 27:15
  brand narrative. That's deception.
• 27:20
  You may get a promise you have no intention of keeping in a
• 27:25
  relationship. We'd call that catfishing.
• 27:28
  In business, that's the beginning of the end.
• 27:32
  You might get away with it maybe a handful of times, But if
• 27:37
  you've got people on your team that you're not managing, if
• 27:39
  you've got people on your team that don't know the narrative of
• 27:42
  your team, meaning how to tell the story of the core values you
• 27:45
  actually live by, you're going to run into some problems.
• 27:49
  And if you wait until that crisis happens, you're
• 27:53
  definitely going to run into a problem.
• 27:55
  Listen, one of the things we do here at Story Power is we help
• 27:58
  people understand that the story you're telling is so much more
• 28:01
  than an opportunity to get on stage.
• 28:03
  It's so much more than an elevator pitch.
• 28:07
  It's so much more than just being able to close the sale in
• 28:10
  the moment. It is all of those things.
• 28:14
  It's all of those things. How do I speak on a panel in
• 28:17
  front of 350 people? What do I say about my company
• 28:20
  in a podcast interview? How do I explain our core values
• 28:23
  when we onboard a new team? All of those story power is a
• 28:29
  huge advantage when you understand where to find the
• 28:32
  story that matters, how to craft that story in a way that's going
• 28:35
  to make a difference in somebody's life.
• 28:37
  How to connect that in a relevant way to the people that
• 28:39
  you're talking to, and how to incorporate it into the overall
• 28:42
  narrative of your brand, your culture, your marketing, and
• 28:46
  your customer facing conversations.
• 28:49
  When you can put all that together, you have mastered the
• 28:53
  communications in your leadership level.
• 28:56
  And until you have mastered the communications in your
• 28:58
  leadership level, we can help. We can help you as an
• 29:02
  individual. We can help you as a leadership
• 29:04
  team. We can help your team.
• 29:06
  And if you'll take a chance, jump into Story Power Academy
• 29:09
  and take a look at some of the stuff we've got going on.
• 29:11
  Next Tuesday we start our next six Weeks to Story Power course
• 29:15
  that Will Rock your world. I'm telling you, you're going to
• 29:17
  hear things about story. This is not just a sob story.
• 29:20
  This is not your trauma story per SE.
• 29:23
  Some people actually that's the story they want to tell.
• 29:26
  That's the story they need to tell.
• 29:27
  That's the story that's going to be transformation.
• 29:30
  But if you're in leadership, if you're in sales, if you're in
• 29:32
  management, if you're customer facing, knowing how to tell a
• 29:36
  good story is going to change your life and you really ought
• 29:40
  to take a look at it. I challenge and go to
• 29:43
  storypoweracademy.com and just check out the six weeks to boost
• 29:46
  your business. You're going to find it's going
• 29:48
  to make a huge difference in The Who that you are.
• 29:50
  And as Myron Golden always says, you got to be before you can do
• 29:55
  before you can have. You want to see your company go
• 29:58
  to the next level to have that level of success.
• 30:00
  You've got to do something differently and to do something
• 30:03
  differently, you've got to be someone different.
• 30:05
  And all that starts with the story you're telling in the
• 30:08
  mirror and in the media. I'm Jay Lauren Norris with
• 30:11
  leading leaders podcast. Or tell her like it is TV.
• 30:15
  Have a blessed day. Think storytellings just for
• 30:25
  bedtime. Nah, it's the secret sauce for
• 30:27
  business magic. Stuck in a rut with bland
• 30:30
  pitches and yawning clients? Enter.
• 30:32
  Boost your business with Story Power, Six weeks of epic
• 30:36
  storytelling training. It's like levelling up in a
• 30:39
  video game, but for your career. Master the art of narrative and
• 30:43
  watch connections blossom like a viral TikTok.
• 30:46
  Simple, impactful and game changing.
• 30:48
  Ready to transform your biz vibes?
• 30:50
  Dive in now and make storytelling your superpower.
• 30:55
  This six weeks guided program is specifically designed for those
• 30:58
  people who say I know I need to tell stories, I need to tell
• 31:02
  better stories because the ones I have are boring or they're not
• 31:04
  getting across or as John Maxwell says, everyone
• 31:07
  communicates and well, if you connect now as a participant in
• 31:11
  this course, what I would really love to know from you put it in
• 31:15
  the discussion on the course. If you're already registered
• 31:17
  online, send me a chat, send me Adm, send me a text, send me an
• 31:20
  e-mail. I'd really love to know what you
• 31:23
  hope to. Get out of this.
• 31:24
  Course, I can tell you what we're going to discuss, and I
• 31:27
  can tell you what I plan to teach and train you on, and I
• 31:30
  can tell you even what we plan to discuss.
• 31:32
  Each week. On the calls for the next six
• 31:34
  weeks. I'm going to go over all of
• 31:36
  that. For you in just a moment, I can
• 31:39
  also tell you that my clients who get the greatest success.
• 31:42
  Are the ones who. Apply the story power process to
• 31:45
  their business development to increase their impact, their
• 31:48
  influence and their income. Now the story power.
• 31:50
  Process includes story mining, story selection, story
• 31:55
  qualification, story crafting, connecting with your.
• 31:58
  Audience. And leading the narrative.
• 32:00
  And if you. Leave any one.
• 32:02
  Of those parts. Out.
• 32:03
  You're going to find that or you're just not as effective as
• 32:05
  you want to be. You're not going.
• 32:07
  To grow your business to the same level, you're not going to
• 32:09
  lead with impact and influence. Like you hoped to.
• 32:12
  I can also tell you that the people who apply these things,
• 32:16
  well, they're not failing in their business.
• 32:19
  The reason a lot of people fail in their business is they
• 32:22
  continue to fail to connect the solution they offer with the.
• 32:26
  Problem that their clients. Have the pain in the solution
• 32:30
  never come together, and a lot of that failure is because
• 32:33
  they're not clearly articulating how their solution solves
• 32:39
  someone else's problem. It comes down to a question.
• 32:42
  Something like this? Who do you help?
• 32:45
  And how? Yes.
• 32:47
  That's one of the first things we're going to discuss.
• 32:49
  Over the next. Six weeks of booster business
• 32:51
  with Story Power.