Ralph Waldo Emerson wrote, “The world belongs to the energetic.” While true, in our volatile, unpredictable, complex and ambiguous world, it may be even more true that “the world belongs to the most agile.” Our ability to learn on the fly and deliver in first-time conditions has never been more critical. I marvel at clients who can flex, adapt and perform in new and novel situations. Like that, I also deeply admire comedians adept at improvisation, who can seemingly create out of the unexpected, the new and the different. Fascinated by improv, I have studied it at a distance for years trying to understand how it works and often reflected: Is there a process here or does it just depend on lightning fast out-of-the-box comedic thinkers? Are there connections between improv and the change agility needed by leaders today?
I had the good fortune recently to connect with Bob Kulhan, CEO of Business Improv, who has 20+ years of performance experience with The Second City and i.O. and along side Seth Meyers, Jordan Klepper and many others. His recent book, Getting to ‘YES, AND’: the Art of Business Improv is a great read and does an excellent job breaking down the art of business improv. As I suspected, the world of improv and the world of agile leadership orbit together with amazing symmetry. Asking Bob to condense his improv wisdom to “no more than five principles,” he shared the following:
Leadership Improv Principle One: Be Present
“News Flash: Just because your body occupies space does not mean you are present. Presence is a mental state that often works in concert with physical positioning, and it takes focus and concentration to be fully in the moment. The by-products of exercising the choice to be present are a heightened state of awareness, increased ability to react and adapt, and enhanced communication skills.” Sounds like the state of great leadership, doesn’t it?
Leadership Improv Principle Two: Energy and Attitude are Choices
“It is a choice to be consistently low energy and it is a choice to consistently have a bad attitude. We have the power of getting into the right mental and physical state to affect most engagements at a high level. On a day-to-day basis, the energy and attitude one projects helps define that person’s brand and influences others tremendously.” Leaders multiply positive energy.
Leadership Improv Principle Three: Think Slow to Move Fast
“This concept may seem counterintuitive. However, in times of risk, uncertainty and crisis, the people who effectively process information, manage emotions, and communicate clearly are the ones who will likely command leadership positions. Deliberately slowing the brain down will allow leaders to see important details that others can’t see because they are simply moving too fast to process important, complex information in real time.” Leaders keep relaxed under stress to pause on-purpose and to process at a higher level.
Leadership Improv Principle Four: Postpone Judgment and Listen Deeply
“Critical thinking is a default for many leaders, who often employ this skillset quickly and without great thought. When judgment is deployed too hastily or too often, without courteous consideration, the outcome is usually a loss in trust, support, respect and morale form those on the receiving end of the plausibly unintentional browbeating. Look to strengthen relationships by listening deeply, and understanding and considering options thoughtfully before rushing to judgment.” Authentic listening is the soul of leadership synergy.
Leadership Improv Principle Five: Be Adaptable
“The unknown and the unexpected (both negative and positive) lie in wait, and it is the leaders who effectively respond to these alternative futures that find success. In fact, flexibility, agility and nimbleness are the very hallmarks of great leaders in a dynamic world. The ‘make it work’ mentality manifests itself in positive mental framing, as limitations are viewed as new possibilities rather than old problems.” Real leaders re-frame the future.
Nearing the end of our conversation Bob asked, “Can I add a sixth principle to our ‘no-more-than-five principles list?’” Not wanting to interrupt our ‘improv flow,’ I somewhat hesitantly said, “sure!” Bob concluded, “As leaders, the most powerful and connecting two-word phrase is ‘Yes, And…’ It slows the brain down, developing presence and mindfulness, postponing judgment, expanding awareness, and establishing thoughtful communication. When practiced thoughtfully and regularly, ‘Yes, And…’ strengthens relationships, manages conflict and creates adaptability to both create and execute strategy.” ‘Yes, And’ may be the language of inclusion and innovation.
How will you ‘slow down’ your leadership game today and to lead with presence, agility and connection?
