About five weeks ago my wife and I rescued an eight-year old dog named Brodie. He was transported up to Seattle from a high kill shelter in California, and had been in and out of shelters, foster care and trial stays with families for the last six months. When we met him, we knew we were in love. He has one crinkled ear, some extensive scarring on his head and other ear, is fairly deaf and as lovable as possible. Clearly he has had a tough life (or at least we imagine he has) and we are happy to provide him a forever home. Since our other dog passed away over four years ago, we have been adjusting to having a dog again. Early morning wake up's for walks (6am?!?! Really?!?!?!) and changing schedules for feeding times have all been a welcome addition to our world. I am reminded again of the lessons of leadership and shared responsibility from having a pet. When we walk in the morning (yes, at 6am, like clockwork) we practice walking next to each other, heeling when we need to, and not pulling my arm out of it's socket when a squirrel runs by. Sometimes he gets to choose the neighborhood route, which tends to put a little more pep in his step as he makes the decisions and I follow him. We travel the journey together, each day practicing the shared responsibility of the task at hand, even though we are both aware that I hold the end of the leash and am responsible for his care and well being. It is a give and take - and he provides for us the comfort and love that helps us to grow and be productive in our world, and we provide a home and care. At work I have noticed more of my inclination to share the responsibility of the walk, rather than set out the route and demand we stay on it. As we feel which way will work for all of us, we then chart a direction knowing the goal and that we each can control and give input on how we get there. Even in those moments where we are having trouble lsitening (or deaf - like Brodie) we can still feel how the direction needs to change. So be aware for yourself; What are the aspects of your journey where you can share the responsibility? How can you let others lead, so that they can have more pep in their step? What can you do to foster someone who needs fostering, and help them to share the responsibility of leadership? And see how that changes your work for the better. Just ask Brodie. Click here to contact Andrew for more information on workshops and classes for Leadership Development,
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 When I was in graduate school, my teacher, Steve Pearson, used to say that each individual creates their own method of working. The idea is that there is no single way to learn; we each have to figure out what works for us, and then take that path. I never quite understood the power of this lesson until recently.
This week I have been facilitating a variety of workshops for various organizations: Valve Software, Amazon, Space Needle LLC, and a few others. On every workshop, when I introduce an exercise for the group, inevitably there are a few people who work to ‘solve’ the game. They look for how to accomplish the task, in order to move onto the next task. It is a linear, goal-oriented mindset that appears to value winning and accomplishment over knowledge and problem solving. What tends to confuse people is when I describe that there are no “right” or “wrong” ways to do the exercise; the point of the exercise is to ‘do it’ and have an experience that draws correlations to our everyday habits. The exercise is about bringing awareness, not solving a problem. As a teacher, I understand that my job is to give people the tools to find their own way, and teach them not to do what I did, but to create their own way of working. Telling someone the Five Best Methods for Productivity might be easily digestible (and highly profitable), however it doesn’t create true productivity. When people hear these lessons, they might change for a week or two, but they will revert to the practiced habits of the past. I have found that when people discover their own five methods of being productive - meaning the five that work for them based on their own experiences - then they actually do make lasting changes. As an actor, and an artist, this is what we learn from our acting teachers. We constantly practice to see what works for us now, in the stage of life where we are now, knowing that what worked last week (or even last night!) might not be correct for today. Another wise acting teacher once said that each performance of a play must be 10-15% different each night, as each day always presents a bit differently. We strive to find what is relevant for this moment, so we can be present in our work, and not trying to “solve” the play. So – the next time you find yourself placing the same solution on an issue to “solve” the problem, ask yourself:
By staying present and focusing on the lesson, rather than rushing to get the gold star of accomplishment, you can create real productivity – one that works for you.  There is one thing that separates good actors from struggling actors: How well do you listen?
In my work I get to interact with actors at all levels. A struggling actor knows their lines, and is pre-planning how they will react when they hear their scene partner say something. They are scripting (even if the play is improvised) how the story will come out, and how they will listen. There is a need to control what happens, and what the audience sees, rather than actually listening and being affected by what someone is giving you. In fact, you can actually see them trying to listen, as if listening is something to show people you are doing it. You can visually see them planning how they will respond, rather than listening and reacting. The same is true for managers. I have worked with many managers who have a "listening face" which they use to "show" people they are listening. When asked to share what they just heard, their retention and understanding of what was said to them is appallingly low. And just like with actors, employees can see when you are not listening to them. They can see when you're merely waiting for their mouth to move so you can speak. They can see when you have disengaged because you have already solved the problem you think they have (even if you are not sure what the problem actually is, or if there even is one!) They can see when you are not present. This skill is hard to learn, and there are a variety of methods to help you be aware of how you listen and how you can improve. After a few of my exercises, I have had participants say "This was the first time I really was able to hear what someone said..." Imagine if all your staff felt that way, like they have been heard and appreciated. Honing this skill can affect your bottom line in multiple ways: increased engagement, improved customer satisfaction, innovative directions, happier and appreciative staff and family, etc. It's a simple skill that we often overlook in the wider scope of our work. Find out how to increase your listening potential - email Andrew today.  Show and Tell: Leave it in Kindergarten
Show, don't tell. This concept is something you learn in theater. Show, don't tell. In other words, I don't want to hear your explanations, your reasons, or your justifications. What I want to see is you doing something. As an audience member, I am not engaged by listening to you talk about an old lady doing tricks on roller skates. However, I would be intrigued to see the old lady on stage doing tricks on roller skates! That’s what I want. Too often with Improv, people will talk about what they are doing: “I am going to get you a glass of water now…” “I am walking my dog now...” “I am stapling papers…” How many times have you heard someone at your office say "I am stapling papers now!" (and if you have, I would LOVE to know more content about that…) As we do things normally in our world, we don’t talk about it. We just do it. We brush our teeth without exclaiming "I am brushing my teeth!” We drive a car without constantly saying, "I am driving now, I am still driving, look at me drive!” The same is true for business. I sit in meetings often and hear people talk about what they plan to do. And a lot of the time, people feel like if they talked about it, then they actually DID something. But the truth is, TALK is NOT action. So when you are confronted with people who describe what they will do, ask them "When? When will you do it?" Don’t tell me you will do it. Show me you have done it. That is forward motion, rather than idle chatter.  I have found a classification of people in the performing arts called 'accidental administrators.' They are the people who trained to be actors, or directors, or some specific aspect of theater, and ended up being the person in charge of the organization. When I ask these people about their journey, I usually get the same response; they decided to do the things that no one else wanted to because these things had to be done.
So they became the accidental leader of an organization. They didn't plan, prepare or desire to be the person in charge. They just found themselves there because of who they are, because of the type of person they are. Sometimes this leads to a level of Imposter Syndrome, and even malcontented staff surrounding theses individuals who say 'who put them in charge?' The answer I tell those disgruntled workers is: You did. And they did. They chose to make the organization work, because it had to be done and no one else would do it. They saw what needed to be done, and did it. When companies begin - the lines between job descriptions and duties are fairly fluid. Individuals need to do what must be done to make a new organization survive. As a company grows, it's needs change and everyone must adapt to the constant changes. Mark Zuckerberg was quoted as making a commitment to code everyday, which is a goal he has had to step away from as the realities of being the CEO of a large company change. The main quality I find from these accidental leaders (and in full disclosure, I identify with this group) is that they adapt to the needs of the changing organization as time goes on. Accidental Leaders are still leaders, and they are not stuck in amber waiting for the next ice age. They listen, react in real time, and adapt to the changing situation either by training themselves, or finding the support they need to make a dream come true. They are quintessential problem solvers, who see the end result and goal and reach for the dream. When you are hiring, how can you identify these individuals? Look for the person who has been doing work outside the scope of their training. That shows they are doing whatever they can to be successful. And test them on problem solving. The ability to adapt and change in real time is a key skill. How can you develop these skills in the staff you already have? Provide training in the skills of improvisation. It can lead them to higher levels of listening, critical thinking and problem solving as well as leadership development. Don't let accidental leaders believe that it is all coincidental that they are where they are. It is who they are that makes them leaders. For more information and workshops of Leadership Development - click here for Andrew's workshops.  Many years ago I worked with a magician who taught me a lot about producing events. Together we created Haunted Houses, Parties and events as well as on-going attractions in Casinos.
There was one trick he did on a whim that always stuck with me. It was the 'coin toss'. We were at an event, and he had a wooden nickel that they have given him. He took it, showed me both sides were unmarked, flipped it in the air and shot at it with his hand as if he had a gun. When the wooden nickel hit the ground, it had a black mark on the side facing up, resembling a bullet hole. Then it was my turn to tell him how the trick was done: ME: "You did a slight of hand to show me the same side of the coin, and make it look like I was seeing both sides." HIM: "Correct" ME: "Then how did you know it would land with the side that had the mark facing up?" HIM: "I didn't. That part I gambled on..." ME: "So if it had landed with the unmarked side up, then what would you have done." HIM: "I don't know - but it didn't happen that way. The trick worked. If it didn't, I'd have figured out something else..." As I learned with a lot of magic tricks, there is a certain amount of bluff and confidence that it will work the way you thought it would. And there is a lot of being sure of yourself to make whatever happens look like it's what you wanted to have happen. When I speak to people about their leadership style, I sometimes hear people say "I am not sure what I am doing, or if what I am doing is the right thing." I think we all have times of self doubt about the next action we are about to take, or the next proposal for a client, or the next initiative we are putting forth. And the truth is, it may not work. If we understand the risks involved, and agree to move forward with confidence anyway, then we will make whatever happens work. Not trying the trick because it might fail is the only real failure. So remember the rules: How do I do this? - JUST DO IT Am I doing it right? - YES See where it takes you.  Throughout the many workshops I have done for companies, I have heard the same refrain: customers complain a lot.
And I agree. In my dealings with my own customers, I know that comments are a huge issue to bear, and they seem relentless sometimes. And constant - regardless of the excellent customer service that you provide, and the quality of your goods or service. The key that I always say is: "How do you Rumpelstiltskin that customer complaint?" That is, how do you take the straw, and turn it into gold? It's hard to do. The first step is, can you hear what the customer is saying? What gets in the way of listening to their comment? Your ego? Your perception of them as a crazy crackpot? In my experience, even the most crackpot complainer has something to offer, some perspective that can help me to innovate. If I can find a way to get past my own ego, I can figure out how to use their comments and learn more about my product, my customer base, and how people interact with my brand. I was doing a CEO training session in San Francisco, and one CEO was talking about a specific customer who constantly contacts his company to complain. When I asked him what his business was, he told me it was a winery. At that moment, I had to bring up that when a consumer goes into the grocery store in California, they have a choice of MANY different types of Chardonnay. If a customer calls to complain, they are not talking about your wine (they could have made any other choice), they have an affinity to your BRAND, and that is what let them down. Somewhere in that passionate complaint, there is a lesson that you can use to innovate. So find ways to listen to what customers say - and to turn that straw into gold. Just remember to Rumpelstiltskin that complaint. For multiple tools to help your customer service team to transform straw into gold, contact Andrew for a quote.  Many people look at the theatrical work that my company does onstage and they say "it's amazing that this is unscripted!" Or more often it is "So, what part was scripted, and what part was improvised..."
The idea that things are constantly being created in the spot using a few simple rules is mind boggling, and somewhat impossible for people to believe. The truth is - Improvisation is an act of constant innovation. We take what the audience gives us and create a theatrical work that amazes, engages and involves the audience as active participants in the process. The audience leaves the theater knowing they had a part in the end product that was created. Wouldn't that be great for your business? If each employee left with the thought that they were a part of the whole, that they had an amount of control over the larger piece that has been created? These rules for engagement in improvisational theater cross over to any phase of work, to any industry. They can help shape how your company operates, giving each of your employees the chance to leave each day feeling like they are a part of the larger organization. These tenets: Being willing to play, finding the drive / commitment in what you do, listening and building on offers with your team; these are all skills that we strive for in our organizations. So why would people look at Improv and say 'what can you teach me about business?' The answer is: a lot.  I am taking a few days vacation over New Year's to visit my in laws and relax with the family and their Shelties. The two dogs LOVE to herd anything; sheep, people, cars, other dogs... They do whatever they can to ensure that they know who is doing what, and do everything they can to keep the sheep in line. For anyone who has ever had a Sheltie, you know this to be true. It reminds me of working with a number of teams and their manager's leadership styles.
There is an exercise that I use when I do workshops that is a great indicator of how much a person tries to control a situation, and helps define qualities of leadership. The game creates multiple patterns and stimulus, all of which are very difficult to track. As participants do the exercise and attempt to control the situation, it eventually leads to failure. The lesson that comes out of it; if you do your part, and trust that others will do theirs, then you can let go of trying to control everything. This begins a conversation about team trust and micromanagement. As you begin the New Year and start to reflect on your own style of managing, ask yourself: 1. What am I trying to control that is out of my control? 2. What can I let go of, and trust that other people can and will take care of ? (And maybe there is a deeper management issue here with those employees to discuss the lack of trust that they will have follow through.) Here's to a happier 2015, with less need to 'keep all the sheep in line.' Click here for more information on ImprovMindset workshops and Keynote Presentations for your team.  I had the opportunity to Emcee an event here in Seattle this week that was a graduation of nine companies from a start-up accelerator. As I spent the week meeting and listening to the pitches of the budding CEOs, I was struck by the importance of story and presentation.
Each company had a great story, and some AMAZING technology. The start up accelerator had some great stories as well, and a great track record of helping entrepreneurs find their mission and realize their dreams. As each company's CEO stood up and talked for their six minute presentations, they were only able to partially tell the whole story of what they do. I started teaching a story structure I learned years ago that is close to the same structure that Pixar uses for their movies:
This basic structure is based on all fairy tales. It can be adapted to whatever need you might have - even a new company:
There are really only three parts:
It's an easy structure, one that we all recognize and can use to help make people understand why we have created the company we have created, or why our software solution exists and what problem it solves. It also helps us see what the future will look like with our new solution. Ask yourself: am I telling the whole story? When I send emails - am I telling people: 1) what I am working on, 2) what I need and, 3) what I hope to accomplish - or am I not telling the full story? When you tell the story of your company, can you tell the whole story? ImprovMindset can help you present your story in an effective and memorable way. Click here for more info. |
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