Tanveer Naseer

Leadership Coach, Speaker, and Writer

3 Storytelling Elements That Successfully Drive Change

3 powerful lessons leaders can learn from storytelling that will help them to effectively drive change in their organization.

Leaders face an ever-growing number of challenges leading their organization in today’s faster-paced, increasingly interconnected world. One of the more common issues a leader has to address is dealing with change.

In most cases, when we talk about change, the focus is often on the process – of what steps we need to implement to ensure we achieve a successful outcome. And yet, what we fail to take into consideration is how using the power of storytelling can help us to ignite effective and sustainable change within our organization.

To illustrate what I mean, allow me to share this story of Mary, a fellow team leader who I worked with a few years ago.

At one of our weekly team leader meetings, Mary talked about a plan she had shared with the organization’s senior leadership about a new change initiative. As Mary described the details of her proposal, she pointed out the various benefits it would create for the organization in the upcoming years.

It was clear to everyone around the table that Mary had not only done her homework in conceptualizing this change initiative, but that she was also very passionate about her proposal.

Now, normally, when someone proposes any kind of change initiative, people tend to fall into one of three groups – one group that almost immediately loves the idea, another group that takes a more guarded wait-and-see stance, and the final group that actively resists it either because they don’t agree or because they’re concerned about what unexpected issues this change will give rise to.

But as I looked around at the various team leaders, I didn’t see supporters, naysayers, or those taking a more neutral, cautious stance. Instead, what I saw was a complete lack of interest in Mary’s proposal, something that became all the more apparent when Mary asked if anyone had any questions and was met with vague shrugs and silence.

On the surface, Mary’s idea wasn’t overtly good or bad, so why did the other leaders around that conference table react to her change proposal with such indifference?

While we might think the issue is tied specifically to the technical aspects of her change initiative, a closer look at how Mary went about presenting her proposal demonstrates a failure to consider three fundamentals to effective storytelling and how these elements can be powerful devices for driving change in your organization.

1. Craft a simple, memorable message of what you’re trying to achieve
As a writer, I enjoy watching movies and TV shows that create complex storylines that slowly unravel and evolve as the story progresses. When it’s done right, it allows for both a deeper look inside a character’s motivations, as well as creating a more rich experience as the viewer delves further into this imaginary world.

Of course, the problem with complex storytelling is Click here to continue reading »”3 Storytelling Elements That Successfully Drive Change”

Leading In The Face Of Adversity And Sorrow

A national tragedy shines a light on a powerful leadership message on how we can do better going forward after enduring the worst.

Illustration created by my daughter Zafina in response to the terrorist attack on a Quebec City mosque.

As many of my long-time readers know, I publish new articles on leadership here on my blog every Tuesday. Now I had a piece written up that I was in the process of editing for publication this week, but a recent attack in my home province has lead me to shelve that piece so that I can share something a little more personal, and hopefully inspiring for how we can do better going forward.

This past Sunday night, news broke out that a native Quebecer – emboldened by the rise in right-wing, anti-immigrant, anti-Muslim sentiments across North America and Europe – walked into a Quebec City mosque and began shooting at the men, women, and children praying inside, killing 6 people and wounding 19 others. It’s the worst act of terrorism to ever happen in my country.

Within a mere 24 hours, I went from feeling hopeful optimism at seeing people around the world rally together in solidarity against the bigotry, fear-mongering, and hate exemplified by Trump’s Muslim ban – to outright horror, anger, and sadness at how one of my fellow Quebecers could think it was acceptable to destroy the lives of innocent families simply because he has a problem with their faith.

As I write this, my emotions are still raw, my heart heavy and aching, and tears well up when I look at my daughters and imagine what kind of world will await them. Make no mistake, my province does have issues with racism, Islamophobia, and antisemitism. But I never imagined that this kind of hate would find expression in the form of a terrorist attack so close to home.

As I sat here trying to prepare my latest leadership piece for publication, I realized that I couldn’t simply act as though nothing happened because something did happen. Something that will now forever change who we are as Quebecers, and how we must go about seeing and understanding ourselves going forward.

Of course, whenever an event arises that shatters our perceptions of our community and country, there is an understandable need to try and make sense of it; to understand how such a horrific act of terrorism could happen where we live, and what good, if any, we can find in this darkness that’s fallen upon us.

And so, I wanted to address this tragedy from the point of leadership – of what do we do when faced with adversity and sorrow, not from failing to land a new client, but when tragedy strikes that affects those we lead at their very core.

To date, I’ve been genuinely impressed and touched by the actions of politicians at all levels here – from the mayor of Quebec City and our Quebec Premier, all the way to our Prime Minister and the leaders of our federal opposition parties. Each of them recognized the importance of not only expressing solidarity and inclusion in the face of terrorism and unbridled hatred towards Muslims, but of reaching out to the Muslim community to let them know you’re not alone and you’re one of us.

It’s a powerful message, not simply because it reasserts the values of Quebec and Canada – those of championing multiculturalism, a shared identity, and our collective and individual freedoms – but it also sends a much needed message to the Muslim community, a minority group that’s a regular victim of stigmatization and vilification. The message: you belong here and you matter.

The simplicity of this message reveals an important point that leaders everywhere need to recognize: Click here to continue reading »”Leading In The Face Of Adversity And Sorrow”

5 Reasons For Regular Customer Service Performance Reviews

5 key reasons why leaders should be doing regular reviews of customer service performance and how this can drive future growth and success.

The following is a guest piece by EMEA Marketing Director Monika Götzmann.

The level of customer service you provide can go a long way towards determining whether your business is a success or failure, which is why companies invest so heavily in training and customer service courses.

Nevertheless, training your staff to deliver great customer service should be a continuous process. Here, we look at the facts and explain why it is imperative that skills and performance are reviewed regularly. Click here to continue reading »”5 Reasons For Regular Customer Service Performance Reviews”

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Are You Employing This Key To Giving Effective Feedback?

Discover whether the kind of feedback you offer to your employees is employing this critical measure that drives organizational growth and success.

With December now upon us, many leaders and their organizations are now shifting their focus towards that much debated and much-maligned practice for evaluating employee productivity and effectiveness: the annual performance review.

Of course, while there has been much written lately about the ‘death of annual performance reviews’, a study done by Towers Watson revealed that – despite the high profile examples of companies like Microsoft, Accenture, and GE completely ditching their annual performance reviews – a majority of North American organizations are opting to transform their current performance review process as opposed to doing away with them completely.

Now whether you agree with continuing to use annual performance reviews or not, the fact is these discussions about this feedback tool reveal that there’s a far more pressing issue that leaders everywhere need to address – namely, what kind of feedback, if any, are we providing to those we lead?

Of course, when it comes to giving feedback, there’s a common approach that many leaders opt to use, something that’s often referred to as the ‘feedback sandwich’.

What this technique involves is starting the conversation with something positive – the argument being that this will help your employee to be receptive to what you have to say next. At this point, you offer what you really want to share, that is the negative feedback that’s the reason behind this conversation, after which you give your employee some more positive feedback in order to to help soften the blow and ‘end on a high note’.

Now in theory this might sound like a fair and balanced approach to offering someone feedback that can be hard to hear, given how we’re reinforcing or reminding them of the things they do well, before and after pointing out where they went wrong or what they need to improve on going forward.

But the reality is that it’s not so much the receiver of our feedback as it is ourselves who we’re hoping to protect through this communication ploy. That by setting up a friendly start and a reassuring ending, we might avoid the necessary unpleasantness that comes with telling someone they’re doing something wrong.

This strategy also gives us the false impression that Click here to continue reading »”Are You Employing This Key To Giving Effective Feedback?”

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Does Your Leadership Bring Out The Best In Those You Lead?

The findings of a recent global study reveal some important points for leaders on how to ensure they are creating a workplace environment that brings out the best in their employees.

Over the past few weeks, there’s been a noticeable uptick in leadership and management articles focusing on the topic of how leaders can ensure that they are providing a ‘safe’ environment for all of their employees. There’s little doubt that the rising interest in this topic is in response to the outcome of the recent presidential election in the United States.

While it’s unfortunate that we even have to consider or discuss such issues in today’s organizations, it does serve as a potent reminder of an even larger issue that affects all employees, and not just those who belong to a particular minority group. And that is, what kind of organizational climate are you helping or enabling to take root within your organization?

Now, to be clear, I’m not simply referring to whether you have a toxic workplace environment within your company’s walls. Rather, this is about whether you’re creating conditions where people are driven to bring their full selves to the work they do, or whether your employees are simply doing what’s expected of them. That they are simply reacting to what they see going on around them, instead of being proactive in finding ways to ensure your collective success in achieving your long term goals.

The reason why leaders need to be concerned about this issue as we begin to shift our focus to the new year ahead can be found in the findings of a recent survey done by Dale Carnegie Training, where they interviewed over 3 300 full-time employees in 14 countries, including Canada, United States, and the United Kingdom.

Through their survey, the researchers found that 44% of employees worldwide said that they will be looking for a new job in 2017 (in the US alone, 26% of employees said they’d be looking for a new job in the next 12 months, while 15% said they’re already actively looking for a new place to work).

To put this another way, what this means is that almost half of your workforce is at risk of looking for a new job in 2017, a troubling statistic to be sure. Of course, I’m sure many leaders will try to reassure themselves by pointing to the current job market in their industry; of how there are fewer better options out there that might convince some of their employees to jump ship.

But what we really need to take note of here is not whether 40% of our employees might leave our organization in 2017. Rather, the critical message here is the implications of having almost half of your employees thinking about looking for work elsewhere. Namely, that while these employees are doing the work that’s been assigned to them, they’re not fully committed to giving their best efforts towards helping you to achieve your vision or shared purpose.

And frankly, the truth is leadership is not about enabling people to meet expectations, but empowering them to exceed them [Twitter-logo-smallShare on Twitter].

Again, going back to this Dale Carnegie Training study, the researchers reported that “effective leaders develop themselves and create a safe environment that fosters their employees’ capacity to grow”, as almost 80% of employees worldwide have stated that a key motivating factor is having a leader who “encourages me and makes me believe in my ability to improve” instead of simply being “satisfied with competence”.

Not surprisingly, this study also found that one of the things employees want to see their leaders provide more of is Click here to continue reading »”Does Your Leadership Bring Out The Best In Those You Lead?”

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