By John Cremer
As an experienced performer and trainer I condense the underlying value of practicing improvisation to one word — presence. In order to improvise well one acquires and develops a specific set of skills. This set of skills greatly enhances personal effectiveness through an ever deepening level of presence in the here and now.
When people first encounter improvisation either through watching a performance or being trained in the basic skills there is an electric excitement in the room. The mystery unfolds moment to moment and one’s attention is fully engaged. New possibilities open up and different levels of creativity become available, some of these are brand new, others may have been buried since childhood. Confidence levels raise and there is often a burning desire to learn more. This is because we come into contact with some more alive and immediate parts of our inner self than we normally experience in day to day life.
For the duration of an improvisation session the auto pilot is switched off, we feel invigorated, focussed and courageous.
This level and flavour of engagement has been sorely absent from workplaces for decades. Progressive companies are recognising that they always get mediocre results from employees who show up physically at work without actually “being there” mentally and emotionally. One of the lasting benefits of bringing improvisation skills into the workplace is that they evoke the part of us that wants to “be here” by improvising, laughing, engaging and collaborating together a team begins to excel. It only takes a few moments to revisit a basic improvisation exercise or roll out a new one and the enthusiasm is back in the room. Repeated practice of improvisation skills will quickly reveal the team members who are active saboteurs or energy drains. In any organisation it is the people are the greatest resource and 5 fully engaged people deliver far greater value than 10 semi engaged people (they also cost less in wages and take fewer sick leaves!) Increased presence in team members adds value exponentially as improvisation has at its core the practice of collaboration. When a team is made up of members who are adding positive energy, are really listening and contributing enthusiastically the results quickly follow.
When improvisation is practiced and delivered well it speaks to fundamental needs that humans have had hard wired in them for tens of millennia, these include:
+ Knowing they are appreciated and valued
+ Being heard
+ Making an effective contribution
+ Feeling supported and encouraged
+ Working together for a common aim
By involving the head, heart and body and bringing attention into the present moment we celebrate being alive and creative; we begin to undo the deadening and isolating effects of unbalanced education systems and soulless working environments.
It takes courage and commitment from business leaders to transform their culture - they face discomfort, embarrassment and they risk making mistakes. Luckily they can rely on outstanding support from bold improvisers who face those fears every moment of every training or performance and somehow, almost every time, manage tap into the magic of the moment.
John Cremer is a speaker and trainer with expertise in improvisation and an uncannily accurate method of reading people. www.johncremer.co.uk
He founded the award winning Maydays Improv Company www.themaydays.co.uk and is the author of two books: “Improv” and “Reading People”. In 2009 he was voted Speaker of the Decade by the Academy for Chief Executives.
Recent clients include: PwC, DWP, Logica, Aviva, Rio Tinto, Reckitt-Benkiser, McDonalds, Met Police and the UN. When not speaking or performing he can often be spotted on Brighton beach, rod in hand stalking the mighty bass or sea trout - he usually catches mackerel.
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