Please login to the form below

L.E.A.D by example: the art of corporate storytelling

Alex Davies, Director at Hanover Health, considers the art of corporate storytelling and how we must challenge our clients to achieve a powerful narrative.

As an industry, we suffer from a bad case of jargon-itis. Many of us want to tell compelling stories that move our audiences, but a lot of the time end up saying nothing at all. The truth is, it doesn’t have to be like this. We can talk like the very people that we so often talk about – patients.

For me the art to crafting a powerful corporate narrative is to answer the question: so what? What difference does your business make to the world and, frankly, why should anyone give a damn? Forget the jargon or convoluted sentences that please a committee of reviewers but can’t be understood by anyone else: why do you exist? What is your purpose and why does it matter? Start with that, and then everything else will follow.  Yes, you can have three pillars that underpin your overarching reason for being, but cracking your ‘why’ is unquestionably the most important part.

Often when we ask businesses what their ‘why’ is they respond with, “to be a leader”. This is all well and good, however in many instances, companies are demanding to be seen as a leader in areas that they aren’t always leading in. To remedy this and to help extract what exactly they can define themselves as “leaders” on, we developed the L.E.A.D criteria. This sets out what it takes for a business to truly act as a leader in a given topic:

L stands for Learned

You’re a credible expert in a subject and can speak on it with authority

E is Engaging

You have an opinion, something interesting to say that resonates with audiences

A is for Accessible

You’re willing to talk about it externally and have spokespeople who are capable and confident

D is Decisive

You can move quickly, offering your experts at speed and reacting to the external agenda

If you can deliver on all of the above elements, you can be deemed as credible leaders and are well on your way to having your story established. So how do we craft this into a compelling corporate narrative?

Introducing the 3D approach: Define, Develop, Deliver

At Hanover Communications, we follow a ‘3D’ approach to help brands to tell their story most effectively:

Define: …clear and understandable messages that avoid corporate slogans and speak to audiences about what matters to them

Develop: …inventive and engaging collateral and static representations that clearly articulate the agreed messaging

Deliver: …the final piece of work, for example, an exciting launch event that brings the new strategy to life and excites audiences

This is designed as a really simple step-by-step process to help businesses to craft a powerful corporate narrative and determine the most appropriate assets and means to communicate this to target audiences.

So the next time you being to write a brief with the words “we want to be seen as a leader” or  “we’d like people to think that we lead this or that” challenge yourself to question it through L.E.A.D. Alongside the 3Ds, this criteria has proved successful with our clients to date and they’ve appreciated the challenge.

10th March 2020

Share

Company Details

Hanover Communications

+44 (0)20 7400 4480

Contact Website

Address:
70 Gray's Inn Road
London
WC1X 8BT
United Kingdom

Latest content on this profile

Why it’s in everyone’s interest the Women’s Health Strategy for England succeeds
Timed to coincide with International Women’s Day, the Government’s Women’s Health Strategy for England landed at a moment of national contemplation about women’s place in society more generally, following the murder of Sarah Everard. In her latest blog, Hanover Health’s Jennifer Blainey breaks down the strategy and considers what needs to happen for it to succeed.
Hanover Communications
COVID-19 has changed the way we must talk about treatment for rare diseases
The turbulence of the last year has brought into sharp focus the difficult choices to be made when it comes to healthcare prioritisation. There is now more of a reluctant acceptance that there will always be someone or something that will miss out so the ‘unjust’ emotional argument won’t resonate in the same way anymore. In her latest blog, Hanover Health’s Emma Gorton considers why in the wake of Covid-19, communicators must change their narrative around the treatment of rare diseases.
Hanover Communications
What does the COVID-19 vaccine mean for the future of R&D?
Amid a pandemic, time is a luxury the world cannot afford. The last 12 months have contradicted what we once thought about the speed of progressing scientific research. Here Shannon Lacombe explores the factors that have contributed to the unprecedented speed of vaccine development from early-stage research to mass public rollout. She also looks at what precedent this has set for the future of research and development timelines and the assumptions and status quo that will now be challenged as a result.
Hanover Communications
Is the world ready for a COVID-19 vaccine?
At the beginning of November, Pfizer and BioNTech announced that their vaccine candidate was more than 90% effective at preventing COVID-19 infection. Since then, other good news has followed, with collaborations, including Moderna and AstraZeneca, publishing similarly positive results. This is a phenomenal feat that would have been unimaginable just one year ago. But a vaccine is only as effective as its deployment and uptake. There should be no doubt that as soon as the first COVID-19 vaccine was approved, a very difficult logistics game ensued. The reality is that a COVID-19 vaccine will present a whole new unfamiliar set of operational challenges. There are currently more than 170 candidate vaccines in development, each with its own benefits and each with its own challenges. Here, we explore some of those challenges and reflect on what must be considered by health systems and governments to set us on track towards pandemic recovery.
Hanover Communications
It's out - so what?
The European Commission’s Pharmaceutical Strategy has been published and the Commission has presented its priorities for the coming years. The focus is on patient access to affordable treatments; ensuring and boosting the competitiveness of the European pharmaceutical sector and making sure that the EU will have a strong voice on global health and pharmaceutical policy. Stakeholders now need to make sure that their voices are heard and included in upcoming proposals and, eventually, in legislation. By Jenni Kortelainen, Hanover EU
Hanover Communications
Let's be ambitious for patients and life sciences investment in Global Britain
“Take up of new medicines in the UK continues to be slow by international standards”. Since this Pharmaceutical Industry Competitiveness Task Force report in 2005, there have been at least five UK life science strategies plus three PPRS or VPAS deals. All have promised to accelerate access of new medicines to patients. Sadly, 12 years on, the 2017 Life Sciences Industrial Strategy could only restate the challenge: “Evidence demonstrates that access to and diffusion of products in the NHS is often slower than in some comparable countries”. Can we ever break this cycle? By Andrew Harrison, Group Managing Director of Hanover Health.
Hanover Communications