YES! Space

In the unpredictable art of improv, actors walk onstage without scripts, props, or costumes. They take cues from audience members as they provide ideas for characters, subject matter, and plot.

While members of the audience believe that improv troupes must rely on countless tricks and skills, improvisers apply concrete guidelines that allow them to create impressive, often unbelievable solutions to the unpredictable scenarios in which they find themselves onstage. By studying and implementing the same guidelines employed by improvisers, managers and employees can begin to establish a network of trust in their workplaces.

Yes! Space is an improvisational concept that refers to members of a troupe committing to a performance by first saying "yes." Yes! Space consists of three parts: say yes, put the critic on hold, and make it public.

1. Say yes. Saying the word "yes" is foundational in establishing a collaborative atmosphere and trusting space; additionally, it brings the speaker into a world of possibilities. Positivity feels unnatural to humans, who must exert a concerted effort to avoid reacting negatively to situations.

Several studies reaffirm how positive attitudes result in higher levels of trust and stronger relationships, which in the workplace end in higher productivity and sales. Hough references appreciative inquiry, the notion that by focusing on what they are doing right, companies can grow their strongest business practices.

Saying "yes" means the speaker is open to exploring a possibility, which results in employees understanding that all of their ideas are valued and will be considered. An important side effect of this is that it makes employees themselves feel valued.

Improvisers believe that it is critical to acknowledge ideas, fellow actors, and audience members with "yes;" rejecting ideas would result in a dead-end improvisation. Saying "yes" also necessitates that the troupe work as a team.

In trainings, hearing "yes" in response to ideas shows employees, especially those reluctant to participate, that they are valued and that they will not be ignored or judged. Creating a safe environment by responding with "yes" fosters participation, employee confidence, and idea-sharing, all of which contribute to a more collaborative, productive workplace.

2. Put the critic on hold. The second step in creating Yes! Space is encouraging people to silence the critic in their minds. Saying "no" is a natural defense mechanism that causes people to reject ideas that push their boundaries.

However, the habit of reacting with "no" stifles creativity, innovation, and productivity. Workplace training and academia teach the importance of critical thinking; unfortunately, the intense focus on identifying problems results in a propensity to reject ideas, often hampering participation and collaboration.

Instead of jumping to critical conclusions, good listeners acknowledge that it is more productive to fully listen and critique later, providing more time for reflection and fostering confidence and trust in the speaker.  Readers should react differently next time they feel the instinct to respond with negative words like "no," "but," and "however" and negative contractions like "can't" or "won't."

Replacing these negative words with expressions such as "Help me understand" prove to be much more useful in encouraging collaboration and productivity. While it may sound simple, adjusting one's language can be quite difficult because it first requires adapting one's mindset.

3. Make it public. All people are capable of creating Yes! Space within themselves by reaffirming ideas with positive thoughts, accepting surprises openly, and silencing internal critics. However, Yes! Space is a fundamentally collaborative experience and the positive exchanges translate to an open, accepting, productive organization.

Employees who work in organizations that value Yes! Space feel valued because they know their leaders and colleagues acknowledge and consider their ideas. Furthermore, the positive reinforcement they receive when they contribute encourages them to continue to contribute in the future.

Importantly, Yes! Space is contagious. The more participants demonstrate the powers of positivity, the more employees witness the benefits and demonstrate the concept's application to others.

Hough stresses the importance of leading by example when creating Yes! Space in the workplace and asks readers to consider their attitudes at work and to increase the frequency of rewarding ideas with praise. Managers can effect positive change—including better retention and higher revenue—simply by saying yes, putting the critic on hold, and making it public.

To apply Yes! Space behaviors at work, employees can:

• Practice positive reactions to ideas, for example, "Yes. Great idea. Please tell me more."
• Remain present in conversations and resist judging an idea while still listening to the speaker share it.
• Praise good work, share excellent work with colleagues, and share superior work with higher-ups.

This article was based on the book "The Improvisation Edge." The book summary is available online at Business Book Summaries.

Networking Basics

The core element of networking is doing for others. No one wants to form a relationship with someone who is only looking to benefit themselves.

The key is to build a network of people before any favors are needed. Networking is not selling, asking for a job, soliciting a donation, or securing funding.

It is referring a service, suggesting a restaurant, picking up a neighbor's mail, answering an email, returning a phone call, bringing a cup of soup to a sick friend, or joining a non-profit board. Networking is an activity, hence the "ing."

It requires active participation to be effective. The goal is to find a group of people who want to see each other succeed, both professionally and personally.

They share knowledge, ideas and are willing to lend a hand. It is all about building the relationships before one needs them. After that, asking for help takes only a phone call.

Everyone gets more done with less effort.

Marketing, Networking, and Selling are interdependent upon each other; without the other two, one is less productive.

Marketing educates the target market and creates awareness.

Networking connects people who can solve problems for each other.

Selling fills a need.

This powerful trio works when all the pieces are played in order. It may be tempting to skip a step or two to get directly to the desired end result, the sale.

This leads to one feeling like they are being sold. It is much easier when the target market is already aware of the services being offered and has received a referral from a trusted source.

By the time the client gets to the buy stage, the due diligence period is over and the decision is made. No hard selling required.

Networking is often confused with schmoozing. Schmoozers are superficial and are only looking for how quickly they can benefit.

Typically they are only heard from when they need something. Networking is relationship based and is mutually beneficial.

While it need not be constant, when the need arises the connection is there. Time is precious and tough decisions are required.

Make time for those:

• who make time for you
• who leave you feeling positive, energized and worthy
• who offer value
• from whom you can derive benefits

Send anyone who falls outside these areas to the acquaintance network. While they are not completely brushed-off, they do not deserve the time and energy required for those within the true network.

This article is based on the book "The Networking Survival Guide." The book summary is available online at Business Book Summaries.