The Authentic Organization

In his comment on emotional skills, Michael Soper wrote:

I’ve always been fascinated with the power of “institutional stories” that flow from the emotions of leaders. Examples are many. Consider the leader who reminds managers in the midst listening of their explanations about why they can’t do something, “just test it, try it, and refine it.” While not coming from “anger,” I think these types of emotional reactions reflect the passion and contagious enthusiasm that is characteristic of most great leaders. The best become those institutional stories shared among all employees that define great organizations’ values.

I think he is exactly right. Institutional stories become the mediatory myths of the organization, giving meaning to its daily work and guidance to its choices. While such stories have influence on a broad range of organizational dynamics, their effect on emotional skills is quite profound.

Storytelling is a medium for leadership. Stories set forth the norms of the organization: the choices that should be made and the character that should be displayed. We can collect the stories of an organization and ask ourselves what they teach about the roles of emotions and how to put them to use. We can also look at the underground stories, the unofficial stories, and ask the same questions.

Do you have examples of institutional stories that communicate something about the role of emotions in the organization? They don’t have to be about emotions directly, nor do they have to be about the emotions typically regarded as negative. Any stories at all would be interesting to examine.