See a photo of Michael, a link to his bio, and Part 1 of this Q&A.
Q&A with Michael Margolis (Question 2):
Q: How important is it to you and your work to function within the framework of a particular definition of “story?” (i.e., What is a story?) What definition do you espouse?
A: I approach storytelling as a management philosophy – a lens through which to examine business challenges and discover breakthrough insights. If you want to learn about a culture, listen to the stories. If you want to change the culture, change the stories. Every business today is in the culture-creation business. I call it the study of Pop Anthropology (which also happens to be the name of my blog) and it deeply informs my consulting business which works with companies in the midst of strategic shifts. Our focus is Brand Storytelling, Constituent Relations, and Change Leadership.
There is the official message your company puts out, and then there are the stories that people tell about you. This complex web of perceptions is what informs your brand’s equity and your standing in the marketplace. Brand Storytelling is king – even in enterprises that are not consumer-centric such as nonprofits or community-initiatives.
The most ubiquitous innovators like Google or Apple ultimately transform the everyday habits of our society. The most creative marketers use stories and cultural happenings to embed their brands as a cherished part of our lives. If you are interested in this growing phenomenon, check out Rob Walker, the New York Times Magazine contributor who writes the weekly column Consumed, and recently published the ground-breaking book, Buyin-In:
This cultural perspective is vital as organizations find themselves in perpetual cycles of change. Change Leadership is ultimately about telling the right stories that people can relate to – whether that is your customers, employees, members, or donors.