If you go back to the very first post introducing this storytelling series (Opposing Isn’t Good Enough), you’ll recall the inspiration behind it – the book Building a Story Brand by Donald Miller. In that piece, Miller lays out a basic seven step process for storytelling geared toward maximizing the impact of our stories on prospective customers, calling them to action, and getting them to engage with a brand. It’s an easily digestible piece with solid, thought-provoking ideas.
Yet the world of advocacy is, just a little bit, different from sales and marketing. Sure, we can draw plenty of parallels. The psychology and the interpersonal framework of sales can all be correlated to the world of advocacy. Certainly the motivation, the why, behind telling a good story is the same: to convince the listener to take a desired action. But unlike in sales and marketing, a singular point of sale or commitment to a brand is not the end goal of advocacy.
The deliberative nature of our political process is…well…not that direct. When we call a decision maker to action, we’re really asking them to embark on a quest. This is especially true if we’re asking them to champion a cause from conception to execution. And guess what? They’ll need us, and a few good friends and allies, to tag along.
Complex issues and fluid political processes stand as formidable barriers to entry in the political world. Despite their role in those processes, decision makers must overcome the same barriers as the rest. And there’s a dirty little secret they may not share with you: the prospect can be just as daunting to them.
After we’ve given our heroes a plan and positioned them to take action, it falls to us to demonstrate how we will walk alongside them through the political fray. What can you offer them along the way? Here are some tangibles:
- Coalition building – offer to assist in bringing other stakeholder groups into the drafting process.
- Grassroots activation – identify opportunities to mobilize volunteer activities to bolster the effort.
- Educational events – focused on informing additional targets, these events can be critical in the early days of an effort.
- Research – funding and developing critical data and information sets that will reinforce arguments.
- Communications – amplifying the hero’s own messaging on the issue through traditional and new media.
While you’re delivering your ask through storytelling, it’s ok to paint the picture of what lies ahead. You can identify and mitigate the pitfalls and offer specific fixes at the beginning of your engagement. When the hero knows they won’t be questing alone, they’re more likely to make your story, your cause, their own.
As you apply the storytelling framework to your own advocacy organizations, it’s important to keep in mind that this is just one tool in your kit. It won’t win you every champion you desire. But as you adopt storytelling to your efforts, you’re building a critical skill. Remember this: only 1 in 20 people you meet will remember the facts you tell them. More than 60% will retain a good story. That’s too big a margin to leave on the table.
So now, my question for you: have you practiced framing stories in your own advocacy efforts? What worked? How did you practice? Drop a comment on this post and let me know your lessons learned!
Part of the Possible 