The Art of Persuasive Storytelling

Table of Contents
Welcome! 3
About this Program 3
Program Objectives 3
Storytelling in Business 4
Why Use Stories? 4
Exploring Persuasion 5
Exercise: Persuasion (Part 1) 5
The Flower Theory of Persuasion 6
Exercise: Persuasion (Part 2) 8
Listening with Empathy 9
Empathy Mapping 10
Exercise: Empathy Mapping 10
Sections of an Empathy Map Examples 11
Exploring Story Structure 13
Story Starter Templates 14
Relaying a Good Story 17
Five Types of Stories 18
Post-class Exercise: Start a Story 19
Four Types of Storytellers 20
Additional Resources 21
 
Welcome!
About this Program
Those who understand the art of storytelling know that stories have the power to
persuade. In this session, you’ll learn to transform ordinary data and facts into
effective stories that can win the hearts and minds of others.
Program Objectives
By the end of this program, you will have a better understanding of how to:
• Build stories that have the power to persuade
• Use empathy to provide/gain insight into your customers and colleagues
• Structure a presentation or conversation like a story

Storytelling in Business
Business storytelling is when you can take a personal story and attach it to a
business message. Storytelling is one of your greatest tools when trying to
persuade.
Why Use Stories?
• Storytelling can connect us with our audiences more immediately. It creates
an emotional connection which enhances persuasiveness.
• Storytelling can deliver information in a form that people are programmed
from birth to receive.
• Stories are memorable and therefore, impactful.
• Storytelling can link our daily activities and products to our purpose at It
can drive meaning and cohesion in our work at
•
• Business stories consist of the anecdotes we tell on a daily basis in
conversations that highlight our real-life experiences.
• We are all selling something, whether it’s a product or service, a best
practice, a new idea, or when we’re trying to get our kids to eat their vegetables.
To sell something, it’s wise to FIRST make an emotional connection with whoever
you’re talking to and THEN sell them on your idea or product. Stories can achieve
this!

A business story is only

a good business story
if it has a point. 
Exploring Persuasion

Persuade (verb): to cause people to do or believe something, by explaining why they

should.

Cambridge Dictionary
Exercise: Persuasion (Part 1)
What do you want to persuade somebody to do or think? Provide a few details below
and also think through how you will try to persuade. Use the left column for work-
related ideas and the right column for personal ideas.

WORK
Who/What/How PERSONAL
Who/What/How

 
The Flower Theory of Persuasion

The 'Flower Theory of Persuasion' is a simple framework for persuasion that can
help you convince others of your argument. It is an example of an analogy.
If you are selling something simple, like a box of Girl Guide cookies, the six-step
process can work itself out in a single conversation.
If you are trying to sell something more complex, it may take months to play out.
The six steps in this theory are:
• Understand
• Groundwork
• Sow the Seed
• Water
• Weed, and
• Harvest.

Each step in this theory is described on the next page. (Video by Karin Rex; theory
from changingminds.org.)
 
Flower Theory of Persuasion Steps – Video Script

Step Description
1. Understand First, you must understand. (Empathy)
Different plants need different conditions to grow. Some are hardy and will grow in
any conditions; while others can be killed by an early frost, over-watering or even
too much sun.
Likewise, different people need different conditions to be persuaded. You need to
understand as much as you can about each person you are trying to persuade: what
drives them? What are their pain points? The more you can empathize, the better
your chance to persuade.
2. Prepare the ground Do your groundwork!
For a plant to grow well, it needs the soil and conditions that suit it. A good
gardener digs, fertilizes, and otherwise takes care to prepare the ground in which
the seed will be sown.
Likewise, do all the necessary groundwork before trying to persuade somebody to do
or buy something. Put yourself in the other person’s shoes and really think about
what information, data, or stories they may need to trust you and follow your lead.
Dig deeper than you need to, just like when you are planting something.
3. Sow the seed Sowing seeds is not just a matter of throwing them on the ground
and hoping for the best. The seed may need to be planted at a certain depth; it may
need to be started indoors before moving it outside. It may need to be planted at a
certain time of the year.
Likewise, when trying to persuade, don’t jump right into your persuasive story.
Choose your moment. Get comfortable with your audience first – loosen them up;
build rapport.
Then, when they are ready, use keywords and phrases and stories that will resonate
with your audience.
4. Water The most fundamental part of growing things is to ensure that the plant
has the right amount of water. Too much will drown it; too little will starve it.
Likewise, after sowing seeds of ideas in people, you may need to periodically help
develop the idea, dripping information to allow them to understand better and move
towards a fuller commitment. For example, salespeople may visit customers
regularly, offering further “drips” of success stories.
5. Weed Fertile ground is fair game for weeds, which can take away the life-
giving water and light that your plant needs. Weed regularly to remove bad plants
that you don’t want so your good plants can grow.
Likewise, your ideas and products probably have some serious competition. You are
not the only person planting ideas in people’s heads. Other thoughts may crowd out
your ideas. You may need to help weed out those other thoughts by offering support,
solving problems, and providing additional stories that support your ideas.

6. Harvest The reward of planting is harvesting the crop and enjoying the fruits
of your labor.
Likewise, if you have successfully planted and nurtured your ideas in people, the
fruits of your labor will be trust, a loyal follower, a sale, or an agreement.
 
Exercise: Persuasion (Part 2)
Explore the completed example at the bottom of this page. Then, choose ONE of your
persuasion goals identified in part 1 of this exercise (page 5) to work with and
think through how The Flower Theory of Persuasion could help you in coaxing the
person to your side. (The table on the previous summarizes each of the stapes.)
Capture details below.
Step How Could I Do This?
1. Understand
2. Groundwork
3. Sow the seed
4. Water
5. Weed
6. Harvest
COMPLETED EXAMPLE
GOAL: To persuade your manager to let you go to an international conference
Step How Could I Do This?
1. Understand Make an effort to understand what is driving your manager’s
reluctance to have you attend the conference. Is it budget? Is it not having you in
the office?
2. Groundwork Consider how to approach the subject with your manager. What
information, data, or stories will he or she need to trust you and follow your
lead? Do your research on the conference.
3. Sow the seed Choose your timing wisely. Don’t jump right into your persuasive
story. Choose your moment. Build rapport with your manager first (loosening the
soil). Then, when they are ready, use keywords and phrases and stories that will
resonate with him or her.
4. Water When the time is right, “drip“ positive information about the
conference to your manager. Stories of how it has impacted others who have
attended. Details on keynote speakers and other sessions.
5. Weed Slowly but surely, remove any obstacles.
6. Harvest Enjoy the conference. Prepare a report afterwards to prove the return
on investment for your manager.
Listening with Empathy
Can you put yourself in your colleagues‘ or customers‘ shoes? See things from their
perspective? Understand their needs and pain points? If so, you are exhibiting
empathy – the ability to sense other people’s emotions, coupled with the ability to
imagine what someone else might be thinking or feeling.
Empathy is a powerful tool. It gives you insider information and insight that you
can use to persuade people to your way of thinking.

Empathy Mapping
An empathy map is a collaborative tool you can use to gain a deeper insight and
identify a customer or colleague’s needs. It lets you put yourself in his shoes and
thinking holistically about the challenges he faces.
Empathy Maps get you to think about what a customer or colleague thinks and feels,
what they say and do, and what else they might be hearing and seeing. See the next
two pages for details on what to look for in each segment of the map.

Exercise: Empathy Mapping

In this activity you will meet Rick, is Head of Risk at his company. If you are not
familiar with risk management, it is the process of identifying, assessing and
controlling threats to an organization. Things like financial uncertainty, legal
liabilities, strategic management errors, accidents, and natural disasters.
Rick oversees 14 department heads, who manage more than 1500 employees. Every time
he is working with these department heads and the topic of risk is raised, they
kind of look at him and say “Well, you’re risk manager, that’s your problem.“
Each time this happens, he reminds them that he can’t manage their risk for them,
he can only give them the skills and knowledge needed to help manage their own
risk.
But they just don’t get it.
So, Rick decides to create an empathy map to get to know this group of people a
little better, to learn how to inspire and persuade them to manage their own risk.

As we work through empathy mapping this scenario together, add your notes to the
table on the next page.

Think & Feel

Say & Do
Hear & See
Pain
Gain

Sections of an Empathy Map Examples

Section Look For Questions Examples
THINK & FEEL How does your customer or colleague think and feel? Sometimes
this must be inferred or deduced rather than directly observed. Pay attention to
various clues, such as body language, tone, and choice of words.
From this, extrapolate how the person views your product, service, or idea. What
positive or negative thoughts does he have and how does this make him feel? Put
yourself in his shoes and imagine what would be going through his mind. •
What really matters to him?
• What inspires him?
• What motivates him?
• What holds him back?
• What are his dreams and aspirations?
• What are his concerns?
• What are his biggest frustrations?
• What obstacles might be in the way?
• What risks is he ready to take?
• What does he really want?
• What are his essential needs?
• What is his idea of success?
• What emotions might he be feeling? • Frustrated
• Suspicious
• Skeptical
• Faith
• Trust
• Fear
• Understanding
• Compassion
• Focus
• Loneliness
• Like
• Love
• Doubt
• Freezing
• Hot
• Overwhelmed
• Confused
SAY
& DO Listen to what he says and observe what he does. What stated attitudes or
solutions are you hearing? What do you observe him doing?
Observe if there is a difference between what he is saying and doing. If so, what
could that mean? • What does he say and do in public?
• What does he say matters most?
• What are some key phrases he uses?
• What are some key things he does?
• Are there any differences between what he says and what he does? •
I want my customers to be happy
• I want ABC process to go faster
• I want XYZ process to go more smoothly
• How do I increase my visibility?
• How do I increase revenue?
HEAR
& SEE What does your customer or colleague hear from work mates, friends, or family
regarding similar products, services, or ideas? What are they seeing in social
media or television? • What is he hearing in the media or on social media?
• What are influencers saying?
• What are his friends saying?
• What are his bosses saying?
• What is he seeing happen at other companies? • We were not impressed by
your presentation
• Budget cuts
• Job losses
• They are using Company XYZ instead
• They‘re running out of money
• I need more support
• We need more sales
• I found a lead
PAIN What pains do your customers or colleague’s feel in their daily lives when
trying to get their goals/jobs done? What are the recurring emotions and situations
you’ve observed or heard? • What is keeping them awake at night? •
I am frustrated that I cannot make this process go faster
• I am annoyed because I cannot make decisions on my own
• I’m sad that I have to work all weekend and cannot spend time with my family
GAIN What gains are associated with persuading them? What positive emotions and
outcomes happen when using your product or service or adopting your idea? •
What would the perfect solution look like? • Thank you for solving
the issue so quickly
• Company-wise results have improved
• We have gained and are maintaining competitive advantage

NOTE: Some of the concepts in this table some from Pivotbot.com.

Visit www.pivotbot.com/empathy for more information.

 
Exploring Story Structure
Story Structure

 
Story Starter Templates
Story starter templates can be found on the following three pages.

Story Starter Template 1

Story Starter Template 2

Story Starter Template 3

 
Relaying a Good Story

Five Types of Stories

Shawn Callahan, author of Putting Stories to Work: Mastering Business Storytelling
characterized five types of business stories:

Which of these story types could you tell most easily?

 
Post-class Exercise: Start a Story

Build your own story by using the tools you have learned about in this session.

1. Choose ONE of your persuasive stories from page 5.

2. Use the Empathy Map to better understand your audience.
3. Use the Flower Theory of Persuasion to map out your persuasive plan.
4. Choose ONE of the 3 story starter templates (or create your own).
5. Choose ONE of the 5 types of stories.
6. Don’t forget to incorporate your business point into your story.

What type of storyteller do you want to be?

Customer Stories
Fun with Customer Storytelling
The intelligent enterprise explained with an analogy based on electric and
autonomous cars
Simplify Complexity with the Power of Analogies by Edda Mann:
Storytelling on Jam

Customer Marketing Center of Excellence

Customer Story Tracker

Books, Websites and Videos

• Anecdote.com (find an anecdote for almost any topic) http://www.anecdote.com/
• Putting Stories to Work: Mastering Business Storytelling, by Shawn Callahan
• The Storytelling Animal: How Stories Make Us Human, by Jonathan Gottschall
• Lead with a Story: A Guide to Crafting Business Narratives That Captivate,
Convince, and Inspire, by Paul Smith
• The Art of Business Storytelling (Ameen Haque):
https://www.youtube.com/watch?v=77FUr6ZsWjY)

Thank you for investing your time in

The Art of Persuasive Storytelling