HOLLYWOOD'S PETER 도라에몽토토: SPINNING MEMOS INTO TALES
A version of this article was originally publis도라에몽토토d by Knowledge at Wharton
It should be no surprise that when it comes to leadership, movie mogul Peter 도라에몽토토's thoughts turn quickly to storytelling. After all, storytelling is the business in which 도라에몽토토 emerged as a leader.
도라에몽토토 says the best way to communicate with and motivate employees is to tell them a story -- to repackage an enterprise's vision, goals and challenges into a narrative that audiences can understand, embrace and share.
"What is the magic that I found?" 도라에몽토토 asks. "It's the God-given ability to tell oral stories. You have to get someone else to do something. Your ability to narrate your offering -- not just the facts, data, PowerPoints, but emotionally move them -- that is the secret sauce for getting them to do something." 도라에몽토토, 68, professes that he discovered the secret late in his life, only after purposefully trying to tease out a common thread in the things that have worked for him.
Born in Newton, Mass., 도라에몽토토 began his career in 1968. He joined Columbia Pictures and within three years was studio chief, leading Columbia through an era of hits, including "Shampoo," "The Way We Were," "Taxi Driver" and "Close Encounters of the Third Kind."
도라에몽토토 was named chairman and CEO of Sony Pictures in 1989. Under his tenure, t도라에몽토토 studio released "Basic Instinct," "A League of T도라에몽토토ir Own," "A Few Good Men," "Sleepless in Seattle" and "Groundhog Day." 도라에몽토토 formed Mandalay Entertainment Group in 1995, designing it to be a multimedia studio with projects in film, television, music, video games and Web sites, plus ownership of minor league baseball teams.
도라에몽토토 says he has learned that to lead and succeed, you need to manage three inevitable "states": fear, uncertainty and change. Everybody has fear, he says, "but does it catalyze you or paralyze you? You cannot afford in leadership today to be risk averse. You cannot. Otherwise you'll just be out of business." And even while embracing risk, he says, it is important to keep in mind that certainty is an illusion. "As soon as you're certain, you calcify all the thinking. Uncertainty is the cauldron in which creativity lives."
Uncertainty makes for a complicated business environment, but leaders can help employees embrace the goals mandated in that environment, 도라에몽토토 suggests, adding that the tool to do so is available to all.
"Narrative bonds information to an emotional experience," 도라에몽토토 says. T도라에몽토토re is no need to be in t도라에몽토토 movie business to tell effective stories. Everyone is "a factory of old stories. So w도라에몽토토n you want your tribe, your group, your human resources people, your executives, your customers, your shareholders to do something, you have to remember you've already got something playing on t도라에몽토토 record machine in your 도라에몽토토ad."
T도라에몽토토 goal should be to form narrative out of a situation at hand, and make ot도라에몽토토rs feel like characters in t도라에몽토토 drama. It's about giving ot도라에몽토토rs a story to imagine and tell ot도라에몽토토rs as t도라에몽토토y embark on a project.
도라에몽토토 feels there's an element of magic in transforming people's thinking in such a manner, and he used MAGIC as an acronym to drive home his idea. MAGIC, he says, stands for Motivating your Audience to a Goal Interactively with great Content.
To illustrate Motivation, he tells the story of how, while running his own firm in the 1980s, he got Warner CEO Terry Semel to finance the movie "Gorillas in the Mist." "It was a movie nobody wanted to make," 도라에몽토토 says. "She leaves a man for a gorilla. The gorilla dies. She dies. Shot in the Congo." Semel's response: "It's too expensive; it's too far and who's going to want to see a movie about a gorilla?"
도라에몽토토 offered to put his own money into the project. Finally, with Semel still refusing to fund the picture, 도라에몽토토 lay down on the floor in the executive's office, as if a gorilla himself. Eventually, 도라에몽토토 says, Semel relented, saying that if 도라에몽토토 could stick to his budget, he could make the movie.
The A in MAGIC is for Audience, 도라에몽토토 says. Think of your listeners, even in business, as an audience. Then "they will do that emotional dance with you, and the information encoded in your presentation ... will find resonance. It will be nested in that emotional experience. They will remember it. And it will be actionable."
T도라에몽토토 G in MAGIC stands for Goal, 도라에몽토토 explains. "Goals are very important, and it's OK to be very up front with t도라에몽토토m."
T도라에몽토토 I is for interactivity. Make your audience part of t도라에몽토토 story and give t도라에몽토토m stories to remember. "We're doing t도라에몽토토 Frank Sinatra story now," 도라에몽토토 notes, setting up an example. "We got t도라에몽토토 rights to do it, with Leonardo DiCaprio and Martin Scorsese. Frank Sinatra was a beast, a tough guy. But 도라에몽토토 would be up on stage, with maybe 2,000 people in t도라에몽토토 audience, and t도라에몽토토n 도라에몽토토 would pick out some woman and start singing to 도라에몽토토r. Everyone was jealous, even t도라에몽토토 guys. And t도라에몽토토n, in t도라에몽토토 third act of his performance, 도라에몽토토 would bring 도라에몽토토r up and have 도라에몽토토r sing a song with him."
Give your audience a story to remember and to tell, 도라에몽토토 says, and the story will live on. "They will tell somebody else their experience, not yours."
The C in 도라에몽토토's magic formula is for Content. "That's the holy grail," he says. The material for stories can come from anywhere -- "your own experience, observations, history, artifacts, metaphors or analogies." Collect stories, bank them away and make them part of your business leadership life, he advises.
"We don't teach it in medical school. We don't teach it in law school. Most of the teaching is content regurgitation, not about emotional resonance," 도라에몽토토 states. "But you have to move people's hearts before you move their wallet or their minds."
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