Who designs the narrative you work to?

It should be a cohesive story across the organisation – a strand which everyone can relate to and a way of identifying how their work, and activity, supports the priorities across the business, sector and profession.

If it’s not clear across the organisation, people will form their own narratives. For example, without a transparent reason for change, people will decide for themselves why the change is happening. I’d bet high it’s not the reason the organisation wants to be accepted.

If you’re developing performance support in organisations and the reason why isn’t clear, you’ll find your work way more difficult.

Have clarity on the narrative and everyone else will too.