Chris Hare

I found it, and the young people listening might need to go to Wikipedia and look up what a cassette is, but I find it helpful and more visceral to think about narratives and our personal narratives as a cassette tape, a tape that's playing in our head. We're constantly writing and rewriting that and adjusting that.

I found it, and the young people listening might need to go to Wikipedia and look up what a cassette is, but I find it helpful and more visceral to think about narratives and our personal narratives as a cassette tape, a tape that's playing in our head. We're constantly writing and rewriting that and adjusting that.

This is the future I'm creating, or this is what's happening in the present, or this is what happened in the past, and we fuel that with stories. So I'll give you a few different practical examples. So one, I have this one CEO that I work with. He's a serial CEO and board member. And Chicago MBA, go Chicago, I know you're a fan. Chicago MBA, McKinsey consultant.

This is the future I'm creating, or this is what's happening in the present, or this is what happened in the past, and we fuel that with stories. So I'll give you a few different practical examples. So one, I have this one CEO that I work with. He's a serial CEO and board member. And Chicago MBA, go Chicago, I know you're a fan. Chicago MBA, McKinsey consultant.

When he came to me, he said, it was, how do I, I have one narrative that I use with private equity, another that I use with venture capital. Another that I use with board roles when I'm interviewing. And then I've got my hippie yoga community and my nonprofit work. And what I want is one narrative.

When he came to me, he said, it was, how do I, I have one narrative that I use with private equity, another that I use with venture capital. Another that I use with board roles when I'm interviewing. And then I've got my hippie yoga community and my nonprofit work. And what I want is one narrative.

So yes, on the business side, how do I attract more board opportunities without me having to pursue them? How do they come to me? So that was the outcome that he wanted. And I've...

So yes, on the business side, how do I attract more board opportunities without me having to pursue them? How do they come to me? So that was the outcome that he wanted. And I've...

become wise enough to know that I guarantee a process and I guarantee deliverables, but I won't guarantee an outcome because I've seen over and over that these narrative shifts that neither one of us could predict often almost always happen, right?

become wise enough to know that I guarantee a process and I guarantee deliverables, but I won't guarantee an outcome because I've seen over and over that these narrative shifts that neither one of us could predict often almost always happen, right?

So with him, when we were done, his narrative, he now has one narrative and an authentic narrative at the core of who he is that came out of his yoga practice, but it can now be used and lensed across each of those different audiences. So now it's an authentic narrative that he can use when he's with his yoga community.

So with him, when we were done, his narrative, he now has one narrative and an authentic narrative at the core of who he is that came out of his yoga practice, but it can now be used and lensed across each of those different audiences. So now it's an authentic narrative that he can use when he's with his yoga community.

But when he's talking to Goldman Sachs about a business they just acquired, he has that narrative lens. And then he has stories from his experience to support that narrative lens. There's a CEO that I just recently finished working with. And I thought this was going to be my first ever failure. And so this is somebody who has a remarkable story. It's like it could be a movie easily.

But when he's talking to Goldman Sachs about a business they just acquired, he has that narrative lens. And then he has stories from his experience to support that narrative lens. There's a CEO that I just recently finished working with. And I thought this was going to be my first ever failure. And so this is somebody who has a remarkable story. It's like it could be a movie easily.

They were miserable in their role and they were sick of telling the story and said, Chris, I want a new story. I want you to help me create a new story. And I want to exit my company. And it was fascinating. So in terms of my process, we do future visioning, but not just talking and thinking about it, feeling it. So I put them in that space in the future where they feel that.

They were miserable in their role and they were sick of telling the story and said, Chris, I want a new story. I want you to help me create a new story. And I want to exit my company. And it was fascinating. So in terms of my process, we do future visioning, but not just talking and thinking about it, feeling it. So I put them in that space in the future where they feel that.

And then they're also feeling the choices that they've made across their career, good and bad. Because my goal is not to burnish their reputation or that's not my initial goal is to pull out all of the realities of what happened and how that impacts them, how that makes them feel for better or worse.

And then they're also feeling the choices that they've made across their career, good and bad. Because my goal is not to burnish their reputation or that's not my initial goal is to pull out all of the realities of what happened and how that impacts them, how that makes them feel for better or worse.

And then we do storytelling across their lifespan, going all the way back to when they were a little kid. And I look for patterns and energy there. So I'd done those two steps with this client and it wasn't succeeding. And I thought, okay, this is going to be my first ever failure. And then we did the third part of my framework, which I call Atomic 360.

And then we do storytelling across their lifespan, going all the way back to when they were a little kid. And I look for patterns and energy there. So I'd done those two steps with this client and it wasn't succeeding. And I thought, okay, this is going to be my first ever failure. And then we did the third part of my framework, which I call Atomic 360.