Let’s talk about the way your organization tells its story to new members and decision makers.
Military commands really dig their history. Corporations and other groups are probably the same way. Even the more recently created ones will want to talk about when they were founded, which leader did it and why it was necessary at the time.*
This seems like a (chrono)logical way to introduce yourselves. After all, we write often about beginning conversations with the reason you exist.
But why you exist is notably different from the reason you were created. How? You exist to protect America from the threats of today.
Spare me the history lesson, and tell me what you’re doing now.
After all, you’re communicating for a purpose and to inspire action. Leaders don’t spend resources, authorities and support on organizations fighting irrelevant threats.
If I talk about my organization’s history, I do it as an analogy for a current challenge we’re facing.
Clunky example: if your organization of button-pushers was founded 50 years ago because the military wasn’t pushing enough buttons, you’ll tell its origin story to point out how one of your subordinate units lacks the authorities today to push their own buttons — which is the very reason you were created in the first place. You’re saying, “We solved this problem once, by empowering button-pushers. That’s probably how we solve this problem today.” I use it to tie direct relevance to today’s requirements.
Take a lesson from the latest Spiderman reboot: skip the origin to tell a new, compelling story. Kid with morals and spider-powers? Got it. What’s different, better, and special?
*Sometimes, history is interesting, motivating and appropriate. Soldiers should understand the unit’s heritage, especially the heroism and sacrifice of former members. Especially since you’ll ask new members to carry on this legacy through their actions, today.
(Photo by Master Sgt. Brandy Fowler, DVIDS)
