At the heart of every company, there is a story about what’s important and what’s true. It extends beyond a company’s mission and vision and into the cultural practices within the team, the folklore and rituals, and the way a team responds when things go well or things get hard. If you had told me when I was the CEO of Uncharted that one of my most important jobs was to shape a story that defined reality for our team, I would have stared at you blankly. But with time and space, I’m learning that one of the misunderstood and undervalued dimensions of leadership is shaping reality. Leaders need to be aware enough to see reality for what it is and brave enough to define it for what it could become.
Here are three reflection questions to start this conversation:
- What narratives about what’s important and what’s true are dominant in our team?
- Are those the right ones for us?
- How can our words and deeds tell better stories?