Who are you?
What have you done?
Where are you going?
Equal parts old perspiration and aspiration, the answers to each of these questions form the core of your firm’s strategic narrative. Having worked with several firms to define and articulate their narrative, we focus on aligning their vision and values with a narrative about taking that vision and those values into the future.
For example, we recently worked with a firm that wants to apply their services to a different and more challenging set of problems. In other words, they are ready to expand their product and service offerings to bring additional value to their clients’ organizations.
They knew that the strategic narrative was the place to start even before working on marketing, messaging, and communications.
We facilitated a series of discussions with their leadership team to distill their areas of focus, figure out their core competencies, and get specific about their aspiration for the future. To ensure the strategic narrative aligned with what their customers truly wanted, we also conducted a Voice of the Customer assessment. The VOC delivered insight into customer trust, awareness, and loyalty.
What we’ve found in working with these clients is that companies are pretty clear on where they’ve been and what they’ve done. It’s where they’re going that is a challenge to articulate. In other words, the aspiration trips people up.
So, let’s dig into the what, the why, and the how of strategic narrative, then we’ll be able to see the aspirational piece more clearly.
What is a strategic narrative?
Before we answer this question, let’s talk about what a strategic narrative is NOT. When most marketers and leaders hear “strategic narrative,” they think, “we need a story that defines our organization’s vision and communicates our strategy.”
They think, “we have a mission statement and a vision statement, so why can’t we just pull in language from those to create a strategic narrative?” But creating a strategic narrative is about so much more than creating the next piece of marketing collateral or writing that P.R. puff piece.
Your strategic narrative should discuss your firm’s values and how you create value for your customers or clients. It’s the comprehensive, guiding narrative that draws a line in the sand for you. You can think of it as your organization’s North Star.
Your strategic narrative:
- Shows employees and leaders their roles and purpose.
- Drives change when it’s time for a pivot or transformation.
- Guides all of your communications in times of celebration or crisis.
You can revisit the key steps for developing your strategic narrative in this previous article.
Do we really need a strategic narrative?
I could answer by referring to the history of storytelling. I could tell you, for example, that stories have helped human beings figure out who to trust, establish community, and connect with each other for thousands of years.
Or I could answer by referring to the psychology of storytelling. I could tell you, for example, that fancy cells in our brains called mirror neurons allow us to not just follow a story as it’s being told, but “live” out the action in our brains. This is why you jump along with the actor in your favorite thriller flick.
Bringing this closer to home, I could also remind you that putting thought and intention into your strategic narrative is more important now than ever before. We are all consumers. We are all clients. And we are all looking for connection. We want to align ourselves and our organizations with the people, organizations, and firms that share our values, understand our goals, and can contribute to our desired legacy.
But beyond the benefits of connecting and captivating your customers, you need a strategic narrative to inspire employees, excite partners, and engage influencers. These are the reasons the aspirational aspect of the narrative is so critical.
How do we nail the aspirational aspect?
Creating a narrative that inspires, excites, and engages is tough, as anyone who has tried to strategize a social media campaign for “going viral” can attest. Add to that creating an aspirational strategic narrative that also aligns with your values and your value proposition and it’s clear how easy it can be to get lost in the weeds.
Nailing the aspirational aspect of a strategic narrative takes equal parts insight into your organization and reflection on how your organization is perceived.
Insight into your organization
Your narrative—the story, the language, the tone—must be authentic and true to your organization. This is why input from leadership is key. It should also ring true to those who interact with your organization.
Integrating the internal pulse that drives your team and the external perception you project out into the world is where the magic happens in messaging that is authentic, accurate, and persuasive.
- To gain internal insight, ask the following questions: What are the values we currently espouse? Do they still hold true? Do they need an update or clarification? Does the tone of our organization represent those values? Who do we want to be? How do we want to impact the world? What change do we hope to bring about in the world? Are our values clear to our employees? If answers to these questions are in any way fuzzy, take a pause and schedule a town hall meeting.
- To gain external insight, ask the following questions: Can stakeholders identify our values based on the tone of our messaging? Are our values clear to our customers? Is it clear to our customers that our organization walks the talk? Do they view our aspirations as aligned with their needs? If answers to these questions are in any way fuzzy, consider whether a Voice of the Customer assessment makes sense.
Reflection on how your organization is perceived
Once you have taken the time to answer the above questions, it’s time to build your aspirational strategic narrative. Reflection on the insights gained through the process described here should reveal your path forward. If you find the answers misaligned with how you want to be perceived, figure out what data to track to get to the bottom of the issue and build up from there.
In addition, if your aspirational goals include expanding your services to reach a new market or solve a different set of challenges for your clients. Reflect on what those answers are telling you in light of your vision for the future.
Together, these pieces of the strategic narrative come together to deliver a narrative that is true to your organization today and a North Star for your future.
If your firm is unsure of where you’re going or how to communicate your aspirations internally or externally, a strategic narrative might be the missing link. Our team at Audacia Strategies is ready to sit down with your leadership team and find your North Star. Let’s find some time to connect!
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