One
of the most important skills, arguably the most important skill, a leader must possess
is definitely represented by the ability to communicate effectively. In order
to convey their vision, ideas, interest and enthusiasm, enthuse their followers
with these and spur them to action, leaders have to be first and foremost outstanding
communicators. Metaphors and figurative language can definitely help leaders to
develop and master this art.
Metaphors
can indeed prove to be a completely valuable and effective tool for business
leaders both when holding conversations with employees within the organisational
settings and when carrying on a conversation with other interlocutors outside
the business premises. Having recourse to metaphors can in fact effectually help
leaders to attract the other people interest in, and let them focus their attention
on, some specific features or aspects of the message they want to put across (Morgan,
1997).
According
to Weick (1979), leaders by means of figurative speech, which enables them to
explain in a simpler fashion the corporate mechanism and theories, can
effectively contribute to create and establish “healthy cultures.”
The efficacy and significance
of metaphors and storytelling for shaping corporate culture and influencing individual
behaviour within the organisational settings can definitely be taken as
axiomatic (James and Minnis, 2004). Organisations are becoming so metaphor-dependant
insofar as these could even not properly work without having recourse to them (Mitroff
and Kilmann, 1975).
By enabling
business leaders to clearly describe their organisations and better relate
these to the external environment, figurative language represents a powerful
tool for creating a positive culture, favour individual comprehension of the organisational
mechanism and foster relations in the workplace (Van Engen, 2008).
Figures
of speech and stories show to be particularly effectual to communicate
complex ideas in order to employees understand and learn these more quickly and
firmly engrave their meaning on their minds. After all, individuals having
brilliant ideas but being unable to clearly communicate these and enthuse their
followers with them could actually hardly be considered as leaders. The lack of
communication skills is clearly due to pose substantial limits to the value and
significance of the message a leader may try to get across; the recipients may
in fact gain a partial or incomplete comprehension of what is actually meant by
the leader.
One
of the most important benefits of metaphor is indeed that to add dimension to a
speech so that this can be better understood (Van Engen, 2008). Yet, according
to Charteris-Black (2005), metaphors represent a strong element and feature of
persuasive discourse.
Whether,
as most likely, figures of speech are by no means included in the agenda of any
business leader, it should be the case for these to redress their view about
this potentially powerful means and try to make some efforts to find the time
to better investigate and hopefully learn to master the usage of figurative
language.
The role of mangers is indisputably
of paramount importance and, although to different degrees according to the
circumstances, it can be averred that their influence at large upon
organisational culture is sorely remarkable (Greiner, 1983). Properly mastering
figures of speech would definitely enable managers to craftily “cast vision and
shape culture” (Van Engen, 2008) and to create a mutual vision and values which
ultimately influence the entire workforce (Burns, 1978; Smircich and Morgan,
1982).
Leaders
who have the skills and capabilities to transform organisational systems and
individual expectations, that is to say transformational leaders, have all a common
denominator: a vision. Amongst the tools which transformational leaders use to create
a vision and give meaning to organisations there also invariably is figurative
language (Smircich and Morgan, 1982).
Leaders having recourse to
figures of speech in order to capture individual attention actually activate a
process which can be considered to some degree far superior to that of communicating
in more concrete terms and can indeed attain far superior results: they can in
fact generate emotions in their recipients. As posited by Fox et al. (2001),
“emotions experienced at work are highly relevant and may affect motivation,
organizational citizenship behaviour, performance appraisal, and negotiation
outcomes.”
The
main benefit of metaphors, which make it easier for followers to understand and
relate to the vision, is that the final picture produced by its representation
is formed by more than its essential components (Hamburger and Itzhayek, 1998).
One
of the most compelling and successful examples of representation of a vision by
means of a metaphor is definitely represented by the Disney Enterprises case.
To explain
the essence and mechanism of his firm Walt Disney used the metaphor of the
organisation as drama. The business was thus the theatre, the employees were
the actors, acting according to the role assigned to each of them, the customers
were the audience, the dress code was the costuming and tickets boots were the box
offices (Smith and Eisenberg, 1987).
In
order to every employee effectively and consistently play his/her part, it is
necessary that the metaphor works as a real catalyst to which every single
individual, at all levels, can clearly relate to. The vision is not created the
moment it is expressed or unveiled, the transformational leader and every
manager basically needs to act and behave according to that vision and refer to
the metaphor used, to which all of the other employees also have to refer to as
a common reference. This is the only way for the vision and the metaphor successfully
contributing to the new organisational culture development, which is in turn
translated into new strategies, practices and behaviour (Collins and Porras,
1994). It is by means of observation, self-interaction and social interaction
that individuals can correctly and consistently understand their corporate
world and behave accordingly (Bate, 1984).
Disney
Enterprises is also a good example of how effectively figurative language
develops and grows within organisations consistently with corporate culture,
which it essentially aims at supporting.
The
optimistic stories circulating at Disney were as craftily and as carefully
prepared as their legendary characters; whereas stories contrary to the
universal stereotype of happiness, which were eventually circulating within the
business, were drastically and promptly repressed. As long as he was in life Walt
was the unique official spokesperson for his business and really seldom he allowed
someone else to speak in his place.
The stories artfully
constructed by Disney, and which he did everything he could to ensure would have
lived on, actually shaped Disney Enterprises organisational culture and enabled
him to effectively endorse and foster the behaviour that the organisation, or
rather himself, was expected from his employees (Boje, 1995).
It would be at this stage interesting to investigate why metaphors and figures of speech represent so powerful communication tools. It is very likely that the success of metaphors and storytelling actually rests with more than one factor. The success of storytelling can be first and foremost explained by the circumstance that our lives are stories on their own and therefore individuals easily tend to relate to these (James and Minnis, 2004). Moreover, craftily devised stories can indeed turn a “yawny business lesson into a life-or-death struggle” (Austin, 1995). Yet, figurative language has the power to touch the right chord that reaches the essence of a person’s being (James and Minnis, 2004).
The persuasive power of figurative
speech can be basically explained by a three-step process: story, understanding
and shared meaning. The process starts with one or more leaders telling a story
whilst followers are listening. This leads to a better and more comprehensive
understanding of the ideas and concepts which were previously known just in
part and not genuinely fully understood by employees. Finally, individuals
within the group use the shared meaning of the metaphor to better understand and
acquaint themselves with other organizational concepts and ideas (Kaye and
Jacobs, 1999).
By reaching every individual
within an organisation, storytelling enables employers to achieve a cohesive
sharing of meaning which is otherwise difficult or impossible to achieve to a
so full extent (James and Minnis, 2004). The real significance and benefit of
this process is represented by the belief that figurative language generates
and the commitment this is able to elicit (Powers, 1983).
As showed by the Walt
Disney example, figurative speech used by a remarkably charismatic “actor” can
actually stimulate followers’ emotions and perceptions (James and Minnis,
2004).
The
effectiveness and power of metaphors can actually be expressed by means of
figurative language itself. Metaphors and figurative language can in fact be
considered as somewhat of an assistance company, assisting you – managers and
leaders – anytime, everywhere to be a more effective and persuasive leader and
to more consistently shape organisational culture and receive employee support.
There
are really a number of reasons for managers and leaders definitely needing to
become much more than simply acquainted with figurative language. Figures of
speech can also prove to be particularly beneficial under some circumstances
such as in those situations requiring a new start or to reassure employees
during a crisis (Kaye and Jacobson, 1999), not necessarily meaning by crisis a financial
crisis. Metaphors are indeed very helpful also to sell products, stimulate good
ideas and most of all design, develop and review organisational culture (James
and Minnis, 2004).
The significance and value of
figurative language for managers and leaders result amplified and strengthened
by the importance Schein (2004) associates with the role these play in shaping,
developing and controlling organisational culture. Taken for granted that the
main and truly important task performed by leaders is to create and manage culture,
Schein (2004) maintains that leaders’ talent is represented by their capability
to “understand and work with culture” and destroy it when these deem it dysfunctional.
Rather differently, Hatch (1997) stresses the importance of corporate culture
positing that managers and leaders need to manage and lead with “cultural
awareness” rather than manage culture. To this extent, just to provide a
clearer image and generate emotions, Legge (1995) explains the management of culture
resorting to the metaphor “riding a wave.” “The best the surf-rider can do is
to understand the pattern of currents and winds that shape and direct the waves.
He/she may then use them to stay afloat and steer in the desired path. But this
is not the same as changing the basic rhythms of the ocean” (Legge, 1995).
Amongst
the benefits of figurative language, cannot be really overlooked the positive
effects it can produce by helping organisations to improve the relationships existing
between managers and their staff. Figures of speech can help leaders to be
perceived as more human and reduce distance between these and their followers,
especially whether they use metaphors to recognise their past errors and laugh
at them. The stories based on lessons learned through “mistakes, failures and
derailments” are indeed among the most effective and powerful metaphors contributing
to individuals growth and to some extent development (Kaye and Jacobson, 1999).
Individuals tend to engrave stories on their memory and recall them promptly
when they consider that these could prove to be useful to overcome some current
issues or problems.
In
perfect adherence to Aristotle’s ethos, it can be argued that business leaders
attain more effective levels of credibility when telling stories revealing
their personal fallibility. Individuals are in fact most likely to genuinely
listen to a manager explaining his/her own mistakes and the lessons learned
from his/her real experience, rather than to a manager giving prescriptive
instructions (James and Minnis, 2004).
Metaphors and storytelling are
really potentially powerful tools enabling managers and leaders to use these
for a wide range of reasons, amongst them to: explain and shape corporate
culture, modify and control individual behaviour, ease problem-solving and decision-making
processes, manage change, plan strategy, enhance leaders’ image, transfer knowledge
and train and develop future leaders (James and Minnis, 2004).
What matters the most is invariably
wisely and honestly use metaphors and figurative language and categorically
avert to use these to beguile and deceive employees. Whether this should be the
case trying and win back their trust would prove to be, using figurative
language, “a mission impossible.”
It can properly be
concluded with Macleish (Hypocrite Author) that “a world ends when its metaphor
dies.”
Longo, R., (2012), Metaphor as a leadership enhancer and
persuasive communication tool, Milan:
HR Professionals, [online].
