Imagine the same task given to ten different Americans, in ten different companies, in ten different business sectors. A thousand people. They’re asked to use a maximum of ten slides in a presentation in order to persuade an audience of fellow Americans about the virtues and value of their product, service, idea, concept, recommendation.
On average, how many slides would the Americans use to explain the present (current situation), the past (how the present was arrived at), and the future (the desired situation)?
“If you have an important point to make, don’t try to be subtle or clever. Use a pile driver. Hit the point once. Then come back and hit it again. Then hit it a third time – a tremendous whack.” This statement is attributed to Winston Churchill, whose mother was an American.
Business Storytelling for Dummies. Author Karen Dietz. What does amazon(dot)com say about the book in order to promote it?
Learn to: translate data, facts, and figures into rich, captivating messages; harness the power of good storytelling to influence and motivate employees; effectively convey messages to buyers and funders; connect with your audience and drive your business to new heights; use storytelling to influence people and move them to action
Use stories to tap into their imaginations and translate sterile facts and stagnant case studies into exciting concepts they can identify with.
Typing “close the sale” in amazon.com led to 282,687 book titles. That tells us how much Americans in sales focus on that one aspect of a customer-supplier relationship. Typical titles are:
Secrets of Closing the Sale. Sales, The Science of Selling! Changing the Sales Conversation. Sales: How to Master the Art of Selling. Close the Deal! The Art of Closing the Sales!
“how to close the sale” led to 3.67 billion hits in Google. Selling in the U.S. is critical to success. Many Americans work in sales. They all have to know how to “close the sale” (or they go hungry).
Americans recognize that problems are an inescapable part of life. Physicist Albert Einstein said that “in the middle of difficulty lies opportunity.” Americans, practical and optimistic, believe that “every cloud has a silver lining,” that there’s a “light at the end of every tunnel.” They see a half-full glass which others view as half-empty.
Instead of dwelling on the problem as such, Americans quickly begin the search for opportunities hidden in a given problem. Difficult situations often require making difficult choices. To be persuasive is to demonstrate that you have searched for and identified an opportunity.
This is also a reason why it is anecdotes, if well told and timed, are enormously persuasive in the American cultural context. For Americans anecdotes are empirical. They are reality experienced, the opposite of theory, which is often seen as abstract and unrealistic, separated from reality.
An anecdote says: “I know what I’m talking about. I was there. I saw it with my own eyes. This is no theory, it’s reality!” Any American politician, for example, speaking in their legislative district or in the media about a difficult issue, such as the war in Iraq, will come across as especially convincing if they can claim to have visited that region.
Like aphorisms, anecdotes transport deeper-lying wisdom. Isn’t that what the Bible – Old and New Testament – does via one story after the other, communicate the deepest-felt, and therefore most complex, beliefs of a people, of Jews and Christians?
Isn’t story-telling the highest, the most sophisticated, form of activating (speaking to) the human imagination? Truly persuasive communicators in the U.S. plan very carefully when they draw on anecdotes. This is why we all listen so carefully when our grandparents tell their stories. They have the years of human experience.
The historians are in agreement. That Abraham Lincoln was the most masterful storytellers in American history. It has been written that he could hold audiences for up to four hours at a time.
In the United States, maintaining forward movement is critical to success. Americans purposely set high goals, hoping to “stretch” themselves. And although mistakes will be made, Americans see greater progress in learning from them than in setting modest goals. To be persuasive in the American context means to propose large steps forward and a vision of the future.
Americans say “Shoot for the moon. Even if you miss, you’ll land among the stars.” The 19th century philosopher Ralph Waldo Emerson wrote: “Once you make a decision, the universe conspires to make it happen.” Americans take action in order to make things happen.
State of research: the state of knowledge at a specific point in time, as found in scientific or academic literature, including all agreement and disagreement. The first step in the study of any subject is to understand the current state of research.
The benefits need to be clear, concrete, personal. They must answer the simple question: “What’s in it for me?” When Americans make a purchase the key driver is the personal utility of the good or service.
This practical understanding of value is rooted in the United States’ most important contribution to the field of philosophy. Although Alexis de Tocqueville in Democracy in America writes: “I think that in no country in the civilized world is less attention paid to philosophy than in the United States,” the U.S. became the birthplace of pragmatism.
American thinkers Charles Sanders Pierce, John Dewey and Henry James believed that the meaning and truth of an idea is a function of its observable practical consequences. All ideas are hypotheses which must prove themselves through experience. Statements are validated through action and consequences. Americans prefer practical success – benefit – over principles.
Written in 2010 by Walter Kiechel, former managing editor at Fortune magazine and editorial director of Harvard Business Publishing, best-selling The Lords of Strategy describes the history of ideas in the field of management strategy over the past forty years through the rise of the strategy consulting firms McKinsey, BCG and Bain, as well as notable business schools.
A reviewer – Jeffrey Swystun – wrote on amazon.com that Kiechel “sees the best strategy consultants as objective intellectuals who see patterns of evidence and put them through conceptual frameworks to produce pragmatic insights“.