​There was a recent scientific study on happiness: small amounts of money were given to people to spend on themselves, or to give to others. Researchers then tested the participants to discover the amount of happiness received from giving to others.
The study was published in Nature Communications.
Researchers from the University of Zurich in Switzerland told 50 people they’d be receiving about $100 over a few weeks. Half of the people were asked to commit to spending that money on themselves, and half were asked to spend it on someone they knew.
The researchers wanted to see whether simply pledging to being generous was enough to make people happier. Before handing out any money, they brought everyone into the lab and asked them to think about a friend they’d like to give a gift to or how much they would spend on themselves. They then performed functional MRI scans to measure activity in three regions of the brain associated with social behavior, generosity, happiness and decision-making.
Their choices—and their brain activity—seemed to depend on how they had pledged to spend the money earlier. Those who had agreed to spend money on other people tended to make more generous decisions throughout the experiment, compared to those who had agreed to spend the money on themselves. 
Those people who chose to give the money to others also had more interaction between the parts of the brain associated with altruism and happiness, and they reported higher levels of happiness after the experiment was over.
The researchers concluded that “actually helping others and being generous to them increases happiness…” 
 
One of the main rules I teach in Improv is that it is not about an internal focus. The lesson is: if I am making my partner look good, and I am focusing on serving them, then I am doing my job. And I know they are doing the same thing for me. When I am on stage and I say something that makes the audience laugh, I know it is not about me being brilliant. My fellow actors set me up so I could say that specific line which made the audience respond. It’s not about me, it’s about the group. This takes of the focus off of ‘what do I say next?’ and places it more on ‘how do I serve the other people on stage?’
 
Think about your office. When was the last time you saw someone make the choice to set someone else up for success, and not be concerned about getting the credit for themselves? When has your team focused on serving each other, and the mission of the company, rather than personal achievement?
 
It’s a fact: thinking outside of yourself / focusing on others can make your team more productive, happier and more effective. By adopting a group focus rather than an individual focus, and using ‘yes and’ as a rule, you can create a better work environment for your staff, and a better world for your clients. 

​For more information on workshops - email Andrew today!

​When I do workshops all over the country, I am always encountering the same question: “My kid wants to go into theater… what do I do?!?!?!”
The look of fear and concern from the parent is evident.
I usually have to unpack the discussion to find out what exactly is their concern about a degree in the arts?
Always, the answer is: “They will never make enough money to survive….”
This has led me to talk openly about what I have learned from my training in theater. I learned:

• How to take $50 and make an amazing set that challenges and excites audiences.
• To motivate people to work for very little, or nothing, in order to accomplish a goal.
• To manage difficult personalities, and to discover ways to communicate that could bring individuals together to work in a team.
• How to engage an audience (customers) into paying money for my product, and how to make them think they can’t live without what I have to offer.

 
In short, I learned sales, fiscal responsibility, leadership, management and presentation skills.
 
Theater training is leadership training. Taking the talents of others and directing them into a cohesive project, which is inclusive of all of their abilities, is a skill that only a true leader can accomplish. Listening, responding, and motivating others to work towards a goal larger than their own individual part is the essence of leadership. Creating theater is the essence of leadership.
 
So, when a concerned parent asks me that question, I always say “Let them.” The truth is, your child will learn more about themselves (authenticity) and more about others (emotional intelligence) then they will in any MBA program. They will learn how to tell a story, motivate a team, and use whatever resources they have to make a vision come true.
 
Theater is the skill we all need and use everyday. And if you don’t have it, find an actor to teach you.

Find out what theater training can do for your team - email Andrew today!

Whenever I meet with a client about incorporating Improv into their training programs, I hear the same refrain: "So, do I have to stand up and say something funny?" 

I've even had clients who thought that the workshop would entail wearing funny wigs or hats, and everyone being forced to do 'skits.'

I understand why people are asking me that question - clients have told me they have had Improv workshops where the instructor made them make animal sounds and toss imaginary balls at each other.

All of these descriptions make me CRINGE. As a professional actor, I have been forced to do many exercises like this before. As a leadership facilitator, I would NEVER make my clients do something like this. Exercises like that are embarrassing, and do not achieve measurable results (unless I am measuring what I never want to do again).
​
To help clarify a few things, I have compiled a few Frequently Asked Questions (FAQ) to clear the air:

Q: Is an ImprovMindset workshop embarrassing?
A: NO! We spend at least 30 minutes creating a safe space to allow everyone to feel comfortable with being on their feet and working this manner. We adjust as needed to the group's energy to ensure that everyone can participate fully and equally. 
Q: Will I have to stand up in front of people and make jokes?
A: NO! The core tenet of Improv is about making the others around you look good. The goal is to make your scene partner look good. We call this an external focus. Participants can relax knowing that the everyone has each other's backs. It is not about being the spotlight, it is about serving others.
Q: Will it be relevant to my work?
A: YES! Each of the lessons cover everyday tools to help you and your team be more productive, efficient and clear with your communication. It also helps your team be agile, and adapt to new ideas and innovate. An ImprovMindset is a shift in thinking that allows teams to move forward, fail fast and learn, and drive new ideas to completion.

If you have any questions you want answered about Improv for Business, just drop me a note! I'll be glad to schedule a call. 

From Wikipedia: 
Design thinking refers to creative strategies designers utilize during the process of designing. 

Design Thinking seems to be on everyone's minds these days.  A simple search will reveal multiple online sources for college classes, documents and white papers all discussing the ideas and methods of Design Thinking.
​
What is it really? It is a group of people all building on ideas. "Unlike analytical thinking, design thinking includes "building up" ideas, with few, or no, limits on breadth during a "brainstorming" phase. This helps reduce fear of failure in the participant(s) and encourages input and participation from a wide variety of sources in the ideation phases."
 
It is a practice of 'yes, and'.

Improv provides the structure to allow Design Thinking to work. It is the basis of Design Thinking in the ideation phase; How do we continue to move the conversation forward and upward, without having a 'no' or a 'yes, but' blocking the progress? It is the base toolset. And as this article in Fast Company magazine says, Improv Comedians make the best Design thinkers.

So give your organization a good dose of Design Thinking in a fun and engaging way that they will remember and utilize. Give your company an ImprovMindset.

​ 
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, 

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.

At a recent workshop for an executive group at Microsoft we discussed using a shared language for listening. We defined three methods: 

1. The Rock: (Not to be confused with Duane Johnson) To listen like a Rock you make yourself available so the other person can just unload whatever is going on. You job is to listen, not solve problems, just be available so the other person can vomit up whatever they have to discuss. 
2. The Solver: The Solver listens to what someone else is saying to help create a solution. It assumes there is a problem and that the other person is looking for assistance in discovering a solution.
3. The Friend: To listen like a Friend is to take in what ever the person is saying and emotionally connect with them. The listeners job is to be available, and to say 'wow, that sucks...' or 'that's great news!' 

The goal with defining these styles ws to say 'How do you want me to listen to what you are saying?' It was to help them set expectations for the conversation, and allow the listener to be attentive and best provide what their fellow co-worker needed. It also created a little negotiation in the beginning of the conversation, so that both parties were on the same page with what they wanted to have happen. And many times, one thing bled into another. Conversations would begin as a Friend, and then change into the Solver. However, it was the speaker, the initiator who was responsible for the changing. 'I wanted you to listen as a Friend, but I guess I am asking you to help me Solve this as well...'

So when you head into a conversation - try setting up the expectation of how you should listen. Does your co-worker need a Rock, a Solver, or a Friend? Ask first, and see if you set the expectations first to be be the most attentive and available you can be.

​Which way do you want me to listen?

Click here for more information on Andrew's workshops for your organization.

In Improv, we teach people to be 'in the moment.' In the moment means being aware of what's happening NOW, and to reacting to THIS moment rather than reacting to something that happened previously or something that reminds you the current situation.

​I recently finished a workshop for a group regarding decision making and innovation tools. The process includes generating as much as possible (brainstorming) and then narrowing the field of options based on needs and desires defined before the process begins. 

For me, those things are in perfect union. The decision making process sometimes gets jumbled by not defining your goals and intended outcomes first. If you can spend the time getting closer to what you want and closer to what you are attempting to see as an outcome of the decision, then the clearer you can be in reacting to the offers you receive in the moment. Brainstorming then becomes focussed based on needs and strategic directions, rather than just about divergent thought.

The steps:
1. Define the outcome you would like to see: Start by defining what you are really trying to do, and get clear about the underlying motive of the action. .
2. Define the field of play: Where do you do this? What factors surround the decision?
3. Generate solutions without being tied down to the constraints of reality. An unreal solution can lead to a possible solution somewhere.

After that - it is about action. 
Question - How do I do this? Answer - Just do it!
Question - Am I doing it right? Answer - Yes!
​
​Once you have made a motion forward, new information becomes available. That new information now makes the previous moment inconsequential, and creates a new situation to be dealt with.

So the question becomes, what role does a gut reaction play in your decision making process?

I recently had the opportunity to work with a group of people that were all very good at 'solving the problem.' After two weeks, I realized this was their downfall.
An example: Someone sees problem "A", and decides to duck tape fix the issue. The duck tape fix causes problems "B" and "C," which proceed to take the rest of the afternoon to solve. Each one of those fixes cause multiple strings of additional issues, each of which need to be addressed. The first solution actually causes a cascade of wasted time, money and energy that can't be stopped.
Every problem solved was a band aid on a bigger issue. They were so busy solving problems, they didn't consider the ramifications of the next problem that their solution created.
When I started asking them to define what the problem actually was, they stopped. That idea never occurred to them. It was more about 'solving' than 'defining.' This shift created a critical thinking process to the day; 'What is the underlying issue I am trying to solve, and what are a series of possible solutions that we could employ/'
The shorthand for it became DOS:
  DISCOVER the underlying issue causing the problem.
  OFFER multiple solutions, being aware to not fixate on any one solution and allow the brainstorming to       happen.
  SOLVE the underlying issue.

This little idea began to save multiple work hours and untold resources which could now be used to make things better, rather than constantly being reactive.

So ask yourself, are you currently solving the problem? Or are you addressing the underlying issue that created the problem?

Click here. for more information on Andrew's decision making workshops and seminars.