48 M C K I N S EY Q UA RT E R LY - - - - - - - Build Storytelling Muscle Storytelling may come more naturally to some than to others, but it is also a muscle that can be strengthened over time through repetition and refinement. Judy Marks, CEO of elevator and escalator manufacturer Otis, says she was neither comfortable in the public spotlight nor trained for it, but she actively cultivated this skill over time to become the company’s “chief storyteller.” Now, she says it’s a central part of her job: “I can’t tell the story enough.” A few best practices can fortify your story- telling abilities. We find that the best leaders do the following: Balance the paradoxes of the role. As CEO, you must constantly balance paradoxes such as delivering short-term results while invest ing for the long term, respecting the past while disrupting the future, and more. Recognize and embrace this dynamic, and understand that your narrative shouldn’t be a fixed script. It must evolve continuously, shaped by stakeholder interactions, strategic priorities, and learnings. Make the message stick with proprietary lan guage and themes. Figurative language can bring unlikely images together and unfreeze the mind to think about new possibilities. To that end, some CEOs embrace the power of analogies and metaphors. Stay curious and look for patterns using your unique perspec tive. For example, Microsoft CEO Satya Nadella coined the concept of a “learn it all,” rather than a “know it all,” to inspire a growth mindset and help make the message stick. Focus on profound simplicity. Less is more when it comes to powerful messages. Strive to make your statement in six words or fewer. Seemingly simple messages can provide clear purpose and strategic direction, affecting everything from R&D to marketing campaigns— but remember that it takes work to achieve this level of profound simplicity. Take inspira tion from Nike’s mission to “bring inspiration and innovation to every athlete” or DBS Bank’s goal to “make banking joyful.” Repeat and reinforce the message. In the words of Procter & Gamble’s former CEO A. G. Lafley, you’ll need to endure “excruciating rep etition” to spread your message. Our research shows growth leaders are 80 percent more likely to repeat their story internally and exter nally than their peers. Put the story to the test. Proactively bring in objective external voices to play “challenger” roles. One CEO brings in investigative journal ists and reporters to critically dissect, break down, and ultimately rebuild her narrative ahead of crucial engagements with media, analysts, and customers. Make your platform proprietary and fit for purpose. You are leading a multigenerational workforce. The message and the method of distribution go hand in hand. We find that CEOs are increasingly investing in and building campaigns around their narratives, weaving together social media, public speaking, and media engagements programmatically to best serve the organization and its stakeholders. When done successfully, this orchestration is both CEO-led and stakeholder-backed, creating points of intersection to meet audiences on their terms and in ways that facilitate two-way dialogue. Your narrative must evolve continuously, shaped by stakeholder interactions and strategic priorities. GROWTH ORIENTED: EMPOWER MULTIPLE VOICES TO CARRY MESSAGING In the previous section, we looked at what only you can do in the context of stakeholder communica tion and engagement, but you shouldn’t act alone. - Courageous Leadership: Nail Your Firsts