For Kelly Leonard and Tom Yorton, improvisation lies at the heart of creativity.
That the art of improvisation holds the key to creative brilliance, sterling customer experience and harmonious working culture.
The authors are improvisational theatre troupe-members and company executives Kelly Leonard and Tom Yorton. Their organisation, Second City Works, teaches businesspeople how to use comedy and improvisation for personal and organisational growth.
It’s tempting to imagine that comedians are just born funny, but there are actually many learnable skills that make them into successful performers.
First, all ‘improv’ starts with a mindset of “yes, and…”. When a teammate shares an idea, respond “yes” to welcome the idea and say “and” before sharing your thoughts. This approach opens our mind to many possibilities, so we and our teams can work together with true fearless creativity.
Not necessarily. It’s more about having a mindset where we can open ourselves up to what might be right or interesting in what the other person is saying and trying to build on that specific aspect of their suggestion or thought rather than shutting them down.
Create ‘ensembles’, not hierarchies. Ensembles have a mix of skills, strengths, weaknesses and working styles, but they share a common goal and, most importantly, leave their individual egos at the door.
Don’t forget, comedy is competitive too. But that needn’t imply selfishness on the part of each player. In business, just like on the stage, players must be open to being challenged, share success and see stumbles as an opportunity for growth and humour. Don’t take it, or yourself, too seriously, or you’ll be poisoned by your own exhaust fumes.
The point remains relevant. The “yes, and…” mindset is not about having fun (although it can be); it’s about collaborating with our teams to get the best out of each other, reducing the pressure on individuals and working to find better solutions to problems together.
In an ‘ensemble’, any member can become the leader for however long the team needs their expertise (not just their academic or vocational expertise, but their personality traits, circumstances, goals and networks). Show true leadership by handing over the reins to the right people at the right time.
Active listening. We should ask questions, clarify what we’re hearing and listen to understand rather than to respond. Play back what you’ve heard and check you’ve understood. You’ll be more present, have a better grip on the experience of others, and better relationships with your teams and customers.
Encourage a culture that ‘respects, but doesn’t revere’. Give yourself and your team the opportunity and courage to speak against the accepted norms of your organisation. A certain amount of respect for the company’s culture is a healthy way to bring people together, but to revere your brand or colleagues is to block new ideas and perpetuate unfairness.
They might, and that should probably be avoided. Instead, suggest playing one of these games to get you all in the swing:
‘Word at a time’: Stand in a circle with your team and collectively make up a story, one word at a time, each person adding and contributing in turn. After a few minutes, the group will be in tune, each individual seeking to further the tale.
‘Talk without I’: Talk in pairs about any topic you like, but neither person ever says the word “I”.
‘Mirror’: Form pairs, and in each pair pick a leader. Each time the leader shifts their body or face, their partner mirrors the movement. After a few minutes, they attempt to mirror each other without either person being the leader.
“Yes, and…”
“Yes, but…”