Introduction

Stories are an integral part of our lives, and as PMs, it’s essential that we learn how to convey them effectively. However, much of the available training on storytelling tends to be quite generic. While it may be entertaining for children, it often lacks relevance for professional growth.

So, which stories should you focus on mastering? After consulting with fellow PMs and colleagues, I have compiled a list of essential stories that you will find valuable in your daily work. It’s important to create a library of tools and templates to aid in this process.

Prepare for a lengthy read, so grab a drink and settle in comfortably.

Key Considerations for Crafting a Story

Before diving into your narrative, reflect on these key questions:

1. What’s the purpose of your story?

   Stories that lack purpose merely add noise to our already busy work lives. Always begin by considering the reason behind sharing your story. While it may be dictated by process, understanding the underlying reason is crucial. Your organization likely values your time and wants to avoid unnecessary storytelling.

2. Who is your audience?

   This may seem obvious, but not all audiences respond the same way. For instance, your funder will have different expectations compared to your team or line manager. Tailoring the same story for different audiences may require additional effort, but the payoff is worth it.

3. What key information must they know?

   In interviews, I often ask candidates to summarize their past, present, and future. It’s surprising how many struggle to highlight the essential points. Ensure you know what your audience needs to understand.

4. What emotions do you want to evoke?

   Many stories aim to generate emotional responses. You might want your audience to feel anxious, proud, or curious. The delivery of your message is vital for achieving the desired impact.

5. What action do you want them to take?

   If you don’t have a specific action in mind, your efforts may be wasted. Be clear about what you want your audience to do.

6. What’s your call to action?

   Knowing what your audience should do is one thing; articulating it is another. Ensure that your call to action is clear and that you’ve motivated your audience to take that step.

7. When should you tell your story?

   Sometimes, the timing is dictated by external factors like meetings or reports. However, when you have flexibility, consider whether the timing is suitable for your audience.

8. What’s the best medium for your story?

   Consider whether your message is best delivered through dialogue, face-to-face discussions, or written communication. A simple email may not suffice if you're trying to persuade someone to invest in a product.

With these principles in mind, let’s examine the specific stories every PM should master.

Essential Stories for Project Managers

Here are the sixteen crucial narratives every PM should be able to tell:

1. A pitch
2. A business case
3. A user need
4. A problem
5. A root cause
6. Stopping further work
7. A risk
8. A plan or roadmap
9. Presenting progress
10. Motivating others
11. Celebrating success
12. Learning from failures
13. Explaining a process
14. Putting someone to work
15. Upwards management
16. You

Let’s explore each one in detail.

1. A pitch

   Pitches are not about intricate details; they are about generating interest quickly. Focus on the problem at hand and the consequences of inaction. Using the SPINS format can be beneficial, but any method that highlights the urgency will work.

2. A business case

   A compelling business case must address "Why this and why now?". In most organizations, portfolio managers balance limited resources against numerous ideas. Therefore, your business case must be concise yet persuasive, demonstrating the benefits of immediate investment.

3. A user need

   In agile environments, we often refer to user stories. However, PMs should consider both user value and the long-term sustainability of the solution. Balancing these aspects is crucial to avoid creating an unmanageable burden later.

4. A problem

   Problems are an inherent part of project management. It’s vital to articulate the issue in a way that resonates with your audience and conveys the urgency for action. If no action is needed, then there’s no need to report it.

5. A root cause

   Identifying root causes often involves digging deep into various levels of complexity. Use tools like fishbone diagrams or the five whys, but remember to focus on motivating your audience to act based on your findings.

6. Stopping further work

   Knowing when to halt a project can be just as critical as knowing when to initiate one. Communicate effectively the reasons for stopping to ensure that resources are allocated to more promising opportunities.

7. A risk

   Risks can be complex, requiring careful articulation of their likelihood, impact, and your planned response. A well-informed PM won’t overwhelm their audience with every possible risk but will focus on the most relevant ones.

8. A plan or roadmap

   A roadmap simplifies what needs to be done, but it must be tailored for the reader. Each stakeholder should understand their role and what actions they need to take based on the plan you present.

9. Presenting progress

   Regular progress reports are a necessary evil. Understand what each stakeholder needs from your updates and customize your messaging accordingly. Consider doing all your reporting in one sitting to streamline the process.

10. Motivating others

    True motivation comes from aligning individual goals with team objectives. Understand your team’s aspirations and show them how their work contributes to their personal development.

11. Celebrating success

    Celebrate achievements, no matter how small. Use storytelling to highlight challenges overcome and lessons learned, reinforcing a culture of recognition and growth.

12. Learning from failures

    Frame failures as learning opportunities rather than placing blame. Clearly outline what went wrong, the contributing factors, and how similar issues can be avoided in the future.

13. Explaining a process

    When detailing a process, focus on its purpose and components. Ensure that your narrative resonates with your audience to emphasize the importance of following established procedures.

14. Putting someone to work

    When delegating tasks, articulate the purpose behind the request. Providing context fosters a sense of belonging and empowers individuals to make informed decisions.

15. Upwards management

    Managing upwards is crucial for career growth. Develop a succinct narrative around your strengths and ensure that your leadership knows what to expect from you.

16. You

    Craft a personal narrative that outlines your skills and aspirations. Always think ahead and shape your actions today to align with your long-term career goals.

Summary

In summary, these sixteen narratives are essential for any PM looking to enhance their storytelling capabilities. To advance your career, it’s crucial to stand out, and storytelling is a powerful tool for achieving that.

Observe how leaders within your organization share their stories, and adapt the aforementioned narratives to suit your unique voice. By doing so, you will equip yourself with one of the most valuable skill sets in project management.

Notes

[1] Remember to also explore the root causes of successes; the same principles apply.