The Science of Story
How to Turn EQ Into $Q
Our brains become more active when we tell and hear stories. From reading novels, watching movies or telling tales by the campfire, we become more engaged listening to a narrative versus reading a list or enduring a PowerPoint presentation. When we hear a story, the language processing parts in our brain are activated. But there is more. In fact, any other area of the brain that would have been used experiencing the actual story, is activated as well. For example, a story about preparing an amazing meal from a master chef will light up our sensory cortex, without actually having to smell or taste the meal. Same goes for the motor cortex and so on. In other words, just by hearing it, the right story can put your whole brain to work.
Using Story Connectors
At Story Connector, we recognize the brain science and power of a story. Stories can sweep us up into the message and narrative. Stories can transport us into transformational zones where we are can embrace information and ideas that might be ignored or rejected otherwise. For these reasons, we have accessed scientific research and best practices to identify 10 key "Story Connectors" that provide the emotional intelligence foundation for Story Connector. These are also known as emotional motivators. Told with an engaging story, these Story Connectors inspire desire.
EQ to $Q Training
To augment story delivery, we provide training to turn emotional intelligence into sales intelligence. The story is the emotional platform upon which sales and marketing strategies can be built. With just this training alone, it is not uncommon for an immediate increase in sales.
Case Studies of EQ to $Q
An analysis of more than 300 top level executives from fifteen global companies showed that six emotional competencies distinguished star performers from average: influence, team leadership, organizational awareness, self-confidence, achievement drive, and leadership (Spencer, 1997).
Financial advisors at American Express whose managers completed emotional competence training were compared to managers who had not. During the year following training, the trained managers grew their businesses by 18.1% compared to 16.2% of those whose managers were untrained.
In a large beverage firm, using standard methods to hire division presidents, 50% left within two years, mostly because of poor performance. When they started selecting based on emotional competencies such as initiative, self-confidence, and leadership, only 6% left in two years. The executives selected based on EI were far more likely to perform in the top third: 87% were in the top third. Division leaders with these competencies outperformed their targets by 15 to 20 percent. Those who lacked emotional competencies under-performed those that did by almost 20% (McClelland, 1999).