And it’s not helping him.

Compare Obama in earlier campaign mode with Obama in current governing mode.  Yes, he’s still articulate and intelligent, still a good communicator.  But he’s gone from preacher to professor, losing some effectiveness in the process.

As preacher on the campaign trail, he spoke to hearts and minds.  He told powerful stories — witness the 2004 Democratic National Convention, when his own personal story was the subject…

http://www.youtube.com/watch?v=_fMNIofUw2I

…or his 2008 acceptance speech, where he told the moving tale of 106-year-old Ann Nixon Cooper, a woman born just a generation past slavery, who was finally able to vote for a mixed race president.

http://www.youtube.com/watch?v=2Mb1Xg48tyE&feature=fvsr

Powerful stuff.  He went for the emotions, and he connected with voters, galvanizing the nation.  That’s the preacher.

But the Obama we’ve seen lately has been mired in governance — professorial territory.  He’s trotting out facts and figures, telling us what we should do.  And though we know it’s important stuff, our eyes glaze over, our interest sags.

In short, we’re not convinced.  Need evidence?  Witness his recent address on raising the debt ceiling:

http://www.youtube.com/watch?v=RyG0kFCx-qE

Now, granted, governance isn’t as sexy as campaigning on ideas.  The issues of governance are complicated, nuanced, and tricky as hell to communicate.  But do the presentations need to be so dull along with it?  Dullness doesn’t win hearts and minds, and that’s why Obama’s current speeches need more preacher and less professor.

Anytime you’re appealing to someone, trying to persuade and get them to make a decision, you’re sunk unless you can reach their emotions.  Do you still need logic?  Of course.  Both sides of the brain — left and right — must be satisfied before we feel comfortable deciding.  That means we need logic and statistics, along with stories and metaphors.

But here’s the kicker.  Despite its phenomenal evolution, the human brain is still wired to respond more to the emotional than the cognitive.  That means we make most of our decisions based on feelings rather than facts — as one glance at the stock market will tell you.  What does this mean?

Ultimately, stories rule.

So if I were a president trying to govern a polarized nation, I’d draw more on the preacher and less on the professor.  Can you really weave stories and metaphors from such uninspiring material as debt ceilings?

Of course you can.  But that’s a story for another time.

Here’s the story.  I had a day off in Seward, and so I took the shuttle to Exit Glacier, to get in some hiking.  It was a stunning setting — snow-capped peaks surrounding a green valley, and the massive blue-white glacier at the head of it, stretching up and up.

I took the trail beside the glacier and soon left other tourists behind as I climbed higher and higher.  Much too soon, I had to turn around and hike back, to be sure I caught the noon shuttle.

So here I am, trucking downhill, with not much on my mind but “Gee, it’s beautiful,” when I spy a hiker about 50 yards ahead.  She’s waving her arms at me, crying, “Stop!  Bear!”  I turn, and there, in a pine tree to my left, about ten feet away, are a pair of black bear cubs.  The bushes at the foot of the tree rustle, and I hear a deep grunting, growling sound.  Mama Bear.

I can’t see her, but I slowly back up to a more comfortable distance.  (The last thing you want to do is worry a mama bear with cubs.)  And then I wait, figuring she’ll get her cubs out of the tree and lead them away from the human.  And I wait.  And I wait.

Finally, I realize I’ve got to leave right now if I want to make that shuttle back to Seward and catch my train to Anchorage.  I can’t go off-trail on the right because the slope is too steep, and I definitely can’t go bushwhacking on the left, because that’s where the bears are.

I’ve only got one choice: go straight down the trail.  Being the Californian I am, I decide to do it with a peaceful intention.  I take a deep breath, mentally surround myself with white light and calm vibes, and say, “Mama Bear, here I come.”  Then I stomp down the trail nice and loud, heading past the bear tree.

When I pull even with the tree, I look to my left.  At the base of the tree, there sits a huge black bear — not growling, not charging, but just looking at me.  All the hairs on my neck stand up, and adrenaline courses through my veins.  But I don’t freak, I just keep walking steadily down the trail, away from the bears.

Did the mama bear let me pass peacefully because my intentions were peaceful?  Or was it because she was used to humans walking through her territory?  I don’t know.  All I know is that I passed the bears and made my shuttle back to town, nerves jangling for half an hour afterwards.

Are you facing a situation where communications could be challenging?  Before you open your mouth, set your intention for the encounter.  You may not notice a difference.  But you may find that your focus and intent will carry you through without a scratch.  At least, that’s what the bears taught me.

You’ll find a wide variety of story types out there — everything from the archetypal Hero’s Journey to the apocryphal (and overdone) Starfish Story.  Although each has its place, five types of tales in particular are indispensable for speakers:

• Signature story

Have you ever sat in the audience and marveled at a speaker’s story, a tale that was intensely personal and yet universal?  That’s a signature story, and in many cases it can serve as the foundation of a presentation.  Signature stories generally tend to be longer and full of detail.  (If you don’t yet have one, use the processes in the “Your Life” section to help unearth yours.)

One of my own signature stories involves the time I foolishly volunteered to play Elvis and perform a parody song at a nonprofit’s fundraiser — after not having been onstage for 17 years.  The story is personal and specific to me.  Yet I’ve heard from audience members years later that its catchphrase became a catchphrase in their own family.  That’s universal.

• Why I’m Here story

This helps you make an emotional connection with the listener, and it can be told one-on-one or in a group.  As distinct from the signature story, the why-I’m-here story should be a brief one.  It helps sell you to your listener; it lets them know, in essence, who you are.

For example, an acquaintance was getting ready to dump her financial advisor, who had terrible people skills.  When my exasperated friend asked the advisor, “Why are you doing this job anyway?” she got a story in response.  The advisor revealed that she’d been raised by a single mother, living hand-to-mouth, and that when she grew up, she vowed to do whatever she could to keep other women from undergoing that same trauma.

Did it work?  My friend stayed with the advisor.

• Elephant in the Room story

If you know your audience is thinking or feeling something that they’re not expressing, you can address their concerns in a non-confrontational way with a story. Often, this can disarm listeners and shift their perspective — or at least let them know you understand their concerns.

I heard a tale about a hotshot young CEO who was going to speak at his first board meeting, to a board composed of grizzled industry veterans.  He knew they’d be skeptical of his abilities and attitude.  So he told the tale of how he once ignored advice when getting his yacht ready to sail, and what he learned from that.  The story helped start their new relationship on an even keel (so to speak).

• Success story

This is a short story or case study that helps establish your bona fides.  Generally, it’s a tale of how someone used your product or service and how it helped him or her solve a problem.  This type of story can be used one-on-one, in meetings, and with audiences.

In my own talks, I sometimes tell how I consulted with a city councilman on his reelection campaign, helping him choose and refine stories to address key issues.  He went on to win reelection.  While I wish I could claim all the credit for that, there’s no doubt that his improved storytelling helped.

• Example story

This can serve to punctuate a key point in your presentation.  Generally, you’ll want to keep your example stories short and sweet, especially if you’ve got a lot of points to cover.  The tale can occur before or after the learning point, and it can be positive or negative, depending upon the effect you seek.

In my presentations, I make a point about the importance of understanding your listener before telling your tale.  In my example story, a financial advisor loses his client by recommending she invest heavily in Japanese stocks — not having bothered to learn that the woman lost her husband in WWII to a Japanese bomb.  The story is negative, but it makes the point.

How could they ensure that the workforce actually retained and embraced the new company vision and goals?

The organization had not used business storytelling much, except in new hire orientations, where it had proven successful.  The senior management team took a leap of faith.  They decided to try a storytelling approach, rather than a didactic approach to their meeting.  Furthermore, they chose to be inclusive, rather than exclusive.

This inclusiveness even extended to the meeting venue.  Instead of bringing the entire workforce to some impersonal hotel ballroom, the team decided to bring the meeting to the employees.  The presentations would take place over several months, in small, natural workgroups, scheduled at their convenience.

Volunteers from the senior management team took their meeting on the road.  Working from an outline, they told company stories and used metaphors that communicated the organization’s vision and strategies for achieving it.  The central metaphor of the outrigger canoe expressed the teamwork it would take to succeed.  Moreover, the team created plenty of opportunity for employees to ask questions, engaging them in considering how their jobs contributed to the organization’s vision.

“The employee reception to it was fantastic,” says one of the company’s former human resources executives.  “It was better than anything we’d ever tried before to get out the message about who we are, what we do, where we were headed, and what it would take for us to get there.”

Of course, rave reviews are all well and good.  But what of the long-term effects?

As it happens, the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) audited the company several months later.  Their findings?  “People remembered,” said the HR exec.  “Everyone recalled our theme, and they could tell how their job fit into it — no matter what position they held.

“The auditors were blown away by how well employees knew the organization’s purpose and vision.  I don’t think the workforce would have remembered all that they did without the storytelling process.”

Can storytelling help your company meeting succeed?  Take a leap of faith and find out.

She wondered, could the power of story help her organization raise money?

Lisa took the workshop, thanked me, and left.  And I always wondered, how did her story come out?

Last week, I got an email from Lisa that made me smile.  She shared a response she’d received to a solicitation “story” letter she’d crafted using concepts learned in my workshop.  A complimentary letter arrived from a prominent local actor who’d had a long career in marketing at TIME magazine.  In part, it said:

• Dear Lisa — Last month you sent out a letter…in an envelope with “Do You Remember Your FIRST concert?” blazoned across the front. I’ve been trying to find the time to write and tell you that it enclosed one of the most powerful and skillful pieces of marketing I’ve seen since I left Time Magazine in the late 1960′s…. Thank you for such a matchless promotion, which cemented my determination to increase our quarterly gifts.

In her email, Lisa told me: “It is the human story that engages our constituents. It is for us to find that story and to tell it over and over again, in different ways, but so it touches their heart, not just their mind and pocketbook.”

I couldn’t have said it any better.  Stories have power.  And telling the right story at the right time connects us with other people, while it reaps for us bottom-line rewards.  Head and heart and wallet — and all from a story.

What stories have affected your bottom line lately?

The first friends and business contacts I made there encouraged me to slow down, linger awhile, and “talk story.”  Talk with them?  About stories?  Why on earth would I do that?  The concept needed explaining.  In Hawaii, it turns out, talking story means taking time to connect with the other person.  It means hearing their stories and letting them in on yours.

At first, I had a hard time adjusting to this style of doing business.  “How does anyone get anything done when they’re so busy yakking away?” I grumbled.  But eventually I tumbled to the benefits.  Talking story is how trust and relationships are built.  When you feel know something about the other person’s character, you can begin to trust them, and one of the best ways to learn about someone is to hear their stories.

Now, I wonder why the business world outside Hawaii doesn’t talk story more often?  After all, trust is the currency of so many business relationships, is it not?  We know this.

But too often, we take a left-brained approach, expecting that facts and figures alone are the ticket to successful business relationships.  We forget about the human side of the business equation.

Although I’ve long since moved from Hawaii back to the Mainland, I’ve carried that notion of talking story with me, like a good-luck penny in my pocket.  This blog is the beginning of a conversation about using stories in work and in life.  I’ll share my own stories, as well as those of other people.

And I hope you’ll share your tales too.

How has story affected your life?  Do you tell tales on your job?  Do you find they serve a business purpose, or do you feel they’re just a bunch of yakking?

I’d love to hear your thoughts.  Let’s talk story.