And also, let’s include in that this notion of listening. That I think is really the crux of what hinders a lot of people in these situations is that ability to let go. So a structure is like a map. Would you guys like to talk about that approach that you take? TIL a Stanford study (2016) found a positive correlation between use of profanity and honesty. Matt Abrahams: And we see this in lots of high stakes situations. Like meet people beforehand in the room. Matt Abrahams: Absolutely. And the moment we have that self-conscious awareness, it’s like our brain starts to short circuit. And it’s such a cliché of improv. But I also want, if something goes wrong, for them to be able to be present and improvise. It’s about making your partner look good. July 11, 2012. And I think this is a great. Dan Klein: There’s a moment when we feel that the pressure is on. Based in Silicon Valley at the world’s modern epicenter for entrepreneurship and innovation, the Graduate School of Business has been churning out entrepreneurially-minded MBAs for decades.. Over the past three years, an average of 16% of the graduating full-time MBA classes have elected to launch a venture immediately after graduation. And I fully believe if you take the approaches that we’ve talked about and the mindset, it puts you in a place where you can then think about the different structures, maps, approaches that you want to take and, therefore, plug the information in. Very calm and comfortable, but so comfortable in his own skin. They’ve taught the keys to forming deep connections in the MBA classroom — now they’ve turned those lessons into a book. Stanford and startups simply belong in the same sentence. So whatever someone called out to him, the tone of voice, the phrasing; he was so present and aware of what it was that everyone just fell apart. So I’d like to hear from each of you a bit about how present orientation helps in spontaneous moments. Matt Abrahams: That’s cool. This is a story I tell in the class that Matt and I teach together. Matt Abrahams: I think it’s important for us to distinguish between script and structure. Venture capital has its origins on Sand Hill Road, where Kleiner Perkins and Sequoia Capital got their start in the ’70s and which runs along the border of the Stanford University campus. I think that reframing these situations as a positive versus a negative can make a big difference. And now I’ll have a sense of what we’re beginning to do on stage. That’s what they’re showing you. He was solving a problem that I didn’t even know existed. We’re all doing it at the same time. Dan Klein: You call it a lamp. That’s a mantra that I share a lot. That’s an important skill, too. You are. Dan Klein: Yeah. They’re engaged. Do the research. Bring effective team management and innovation to your company with actionable strategies, experiential team-based simulations, and design thinking. That’s why you’re here. We go into a different set of systems. Matt Abrahams: Being present oriented is really critical in what I’m hearing us discuss. Yeah, right. It brings you into that present moment. Also, I would like that surgeon to be able to talk to me about [laughs] what’s going on. We like to play, say yes, and make people smile. Contact Info. And his autobiography audiobook is just amazing. [Laughter] Our fear of being seen as unoriginal is one of the most inhibiting fears that we carry. It’s not the step-by-step street name that you go to to get to where you want to be. We are certainly not saying that this is the only way to communicate. That spur-of-the-moment communication can be as important, if not more important, than our planned high-stakes communications. Think Fast, Talk Smart is a podcast produced by Stanford Graduate School of Business and hosted by Matt Abrahams. Even just the ability to ad lib, to know where you are but be fully present and let the words come to you as you’re there. So if someone does something funny to be celebrated, as the teacher, as the host, to call it out, you get that laugh, but you get it in service of the other person and of the message. You could call it the previous thing, or you could call it the next thing or something else in the room or something not in the room, or something that’s not even a thing. But taking that approach really made a big difference. Whenever something goes wrong on the improv stage, improvisors just get excited. What not to do. Dan Klein: There’s another piece here. I’ve been trying to run a little bit more in my life. How do I say this? Adam Tobin: But I was present and I failed cheerfully. In 2009, Dan was named Stanford Teacher of the Year by the Student’s Association. And I would add to this, have fun. Stanford improv experts discuss the art of in-the-moment communication in this episode of Think Fast, Talk Smart. When we think about our communication at work, we tend to focus on those time-consuming presentations. Matt Abrahams:I think for folks who find themselves in situations where they’re handling objections or taking questions, this advice and guidance is critical. Before we start getting into specific tips and tricks about how to manage in these situations, I really think a lot of what you guys teach has to do with mindset and approach. And the same is true in improv. Stanford improv experts discuss the art of in-the-moment communication in this episode of Think Fast, Talk Smart. Matt Abrahams: So Dan, who’s a communicator that you admire and why? Adam is a senior lecturer in Film and Media Studies here at Stanford University, and a teacher in Continuing Studies. Dan Klein: Well, I think that’s it exactly. Ask questions. What five to seven words would be on your slide title? And our audiences, for sure, are giving us offers all the time. GSB Fall 2021 Alumni Weekend and Class Reunions - SAVE THE DATE 09/30/2021 to 10/03/2021 Knight Management Center, Stanford CA 94305 And there’s a British comedian storyteller named Daniel Kitson who was hosting it was an event called Late and Live. And Daniel was the host of it. You had to take the offer that he was giving you and see it as an offer, that there was something of value there. But most professional communication is spontaneous in nature. I need to be okay enough, comfortable enough being uncomfortable, that I can plug in. And the person I pitched it to said to me, “Tell me why this isn’t a sci fi story.” And I thought [laughs], this isn’t a sci fi story. That’s all right. Say one ingredient that you would put in the recipe. We’re thinking about ourselves or thinking about how it looks, how we did. Cox is currently teaching a course at Stanford GSB on “group dynamics and body language” entitled Acting with Power. This event features a cast of Stanford actors and will be directed by Sebastian Davis, '02. They’re fired up in another way. And he was so masterful at playing with what people would shout out. Adam Tobin: It’s live. And I’ve seen it many times. It’s about your partner. Matt Abrahams: So I like this notion of trust yourself, be ready. We’ve talked about a lot of really interesting, useful skills that people can use to feel more comfortable speaking in a spontaneous way. It’s like their mind-body is running away from them. So usually the third question that I ask is to ask the person to give three ingredients that go into a successful communication recipe. Be ready. Award-winning economist Susan Athey, noted econometrician Guido Imbens, corporate finance expert Joshua Rauh, and others to join Stanford GSB faculty. That was I don’t need to have all the answers. You have to be open. You build up a trust in yourself over time, and by putting yourself out there in safer ways, and then increasingly you get more and more comfort. But when you’re obvious, you’re yourself. The Stanford Graduate School of Business (GSB) delivers management education through programs designed to develop the next generation of insightful, principled global leaders. It’s about the approach you take. Dan Klein: They are engaged, and they are the best opportunity. It’s not a fight. Co-designing and teaching the first improv-based MBA management course at Stanford Graduate School of Business (GSB) Authoring and publishing 80 business cases, which are taught in MBA classrooms at Stanford. It’s about them. In this “Quick Thinks” podcast episode, Stanford improv experts share advice on getting out of our heads and into the moment at hand. And they’re still sort of holding themselves back. There are some laughs that are actually costly. Matt Abrahams: Yeah. Adam Tobin: And you blocked out everything else he said. You’re not going to fight with them, but they are an opportunity. It’s like everyone’s attention is on us and we have to perform. But to have flexed these other muscles and be able to have another approach so we can choose in certain situations to turn off the evaluation and the judging and act in another way. You know, you really feel his voice. So we’ll alternate back and forth, and we’ll switch who goes first. [Laughter] They laugh. And the truth is that we can’t actually get to those spaces if we’re protecting ourselves. How can this be fun? But in the moment when you’re delivering, use an opportunity to pay attention. Adam is a senior lecturer in Film and Media Studies here at Stanford University, and a teacher in Continuing Studies. Being conversational always I think is beneficial. Like you have permission to call things gibberish. I think those three ingredients would make for a wonderful, spontaneous speaker. The SImps are an improv theater group from Stanford University! I mean, you mentioned yes and. But you’re only going to discover new things that way. You’re not putting on any kind of fake version of yourself to try to impress people. You had to be present in the moment to see that that’s what was going on. And a great way I think for people to help get in that present moment, not when they’re playing improv games because improv games invite that but taking time to greet your audience. The GSB Impact Fund is designed to expose students to the process of “impact investing”– the intentional investing for both financial and measurable social and environmental returns. It was 10 yards away from where I was, and I had a walk in nature with native plants completely transported. Adam Tobin: You know who I really enjoy is Trevor Noah, the host of the Daily Show. But I’m going to turn this into a little bit of an improv game. And if anything, it might be the more memorable thing when you leave of like, “Oh, that moment,” because it’s a live moment. Adam Tobin: Yeah, yeah. And that mindset shift of I’m presenting, I’m in front of a group. All of us agree there are situations where we need to do what we traditionally do: prepare, plan, the wording has to be right. We end each of these podcasts with a little game. How are we going to do the lights at the beginning? I think those skills can be learned over time. Matt Abrahams: That’s true. The thing we shouted was too interesting. Lecturer in the Department of Drama, Stanford University. I’m a big fan of paraphrasing, such that you hear the information and demonstrate you heard the information. Macro-Finance, Overview of Centers & Research Initiatives, Overview of Center for Entrepreneurial Studies, Overview of Corporate Governance Research Initiative, Overview of Corporations and Society Initiative, Overview of Policy and Innovation Initiative, Stanford Latino Entrepreneurship Initiative, Overview of Stanford Latino Entrepreneurship Initiative, Overview of Value Chain Innovation Initiative, Overview of Real-time Analysis and Investment Lab (RAIL), The Innovative Health Care Leader: From Design Thinking to Personal Leadership, Managing Teams for Innovation and Success. The thing we shouted was a repeat of something I’ve said before. Adam Tobin: Well, in Patricia’s book, in the opening she says, “When I go to a surgeon, I certainly want a surgeon who is prepared and schooled up and knows what they’re doing. Adam Tobin: And it’s something we’ve all experienced in that room, and no other talk will experience that. The Stanford Graduate School of Business (also known as Stanford GSB or the GSB) is the graduate business school of Stanford University.Located in Stanford, California, it is consistently ranked among the best business schools in the world and is widely regarded as the most selective business school in the world, admitting only about 6% of applicants. Where is this coming from?” And it turned out the deeper source was something useful for both of us. Every single time. Adam Tobin: Yeah. Adam Tobin: No, I’m sorry. I think ultimately, having some trust in yourself is a really powerful ingredient. Adam, same question to you. And not only see it as an opportunity but build on it, run with it. About our speaker: Debra Schifrin is a consultant and Lecturer in Management at Stanford Graduate School of Business. Some [unintelligible] that we’re talking about is where you don’t know anything about the story and you’re figuring it out right there in the moment. Adam and Dan, thanks for being here. Matt Abrahams: Isn’t that what it’s all about? He was so present. In a spontaneous situation, the structure you leverage is very, very important. not sure what to take? Learn how to shape the way others see you through your verbal and nonverbal communication in this episode of Think Fast, Talk Smart. So take that energy, get delighted. Their eyes light up and they go, “Oh, good, what can we do with this?”. Taken together, those are the skills that will help somebody become a better spontaneous speaker. And once we’re doing that, we’re in a completely different psychological, emotional, your view of the room and the world shifts after just 45 seconds. Thank you for that and thank you for joining today. But what I like about him is a mix of he does seem always present. And he would name exactly what was there in the room. Catapult your career with the only program from a leading business school for LGBTQ executives. If you build a comfort in your material, then you can be a little more free-flowing in how you present it. I’m sorry. Dan also is an instructor at the D School. Am I inflecting them right? We need to allow ourselves to play and discover and be authentic. And his advice was, in the moment when you find yourself thinking about yourself, either in the past or in the future, how I did or how I’m going to do, don’t beat yourself up but let that be a little reminder that there’s something to notice right now. The thing we shouted was something we heard from somebody else. You have to listen. if not, then just take a class where you think you might meet interesting people. There’s another problem where if the pressure’s on and you think you did really well. In 2017, she co-designed and began teaching the GSB’s first improv-based MBA management course, one of the only such courses in the world. Stanford GSB class of 2022 is made up of 436 students out of an applicant pool of 7,324 students. Listen online, no signup necessary. But over the course of 10 weeks of practicing doing this, of doing it with other people, of getting the experience of that playful support, being able to fail and have it still work out, I start to see the armor crack. Matt Abrahams: That was a softball there, Dan [laughs]. That’s cool. Silicon Valley. For many people, though, it’s very nerve-wracking to go from that monologue to dialogue, to letting other people in. And I know that improvisation and both of you have some thoughts about how we perceive and frame those interactions. But I want to find something I’ve never seen before. So Dan, I’m going to start with you. In this podcast episode, we explore techniques for presenting complicated information so your audience can more easily understand. So like now keeps moving past you and blah-blah-blah-blah and it’s hard. And if your obvious thing is different, then that’s actually genuinely original. It never occurred to me. But also, I mean, I do think that when you have a script that you’ve written out, you’ve added all these other layers of judgment to it. Speaking Without a Net: How to Master Impromptu Communication, Stanford Innovation and Entrepreneurship Certificate, 8 Podcast Episodes to Listen to Over the Holidays, Nine Stanford Professors Make Suggestions for Your Holiday Reading, How to Make Complex Ideas More Accessible, Communicating Our Multiple Selves: How to Manage Your Reputation. Matt Abrahams: If you were to capture the best communication advice you’ve ever received as a five- to seven-word presentation slide title, what would it be? And in fact, I’m going to ask: there’s a wonderful improv game, and in a class that Adam and I co-teach, we often start with this game. I connect this to teaching but also to speaking, with teaching being a variation of speaking, which is sometimes we really want to get a laugh because the laugh kind of gives us an indication that everyone’s with us and it’s working. But we are expert at that because, for most of the time, we’re improvising. Adam Tobin: Yeah. Adam Tobin: Thank you. Stanford University, officially Leland Stanford Junior University, is a private research university located in Stanford, California.Stanford was founded in 1885 by Leland and Jane Stanford in memory of their only child, Leland Stanford Jr., who had died of typhoid fever at age 15 the previous year. And you both know, and I’ll share with everybody listening, I have a very strong bias towards structure. Adam Tobin: And it’s amazing people can shut down, or sometimes people can talk too much. He means like humanity. Dan Klein: Here’s something we haven’t quite talked about, but it fits into everything. Matt Abrahams: Oh, okay. And I think that’s one of the big key aha moments I have I doing the work that I’ve done with you all is that we stifle creativity before we actually have an opportunity to be creative because we’re evaluating. Why? The exciting buzz of start-up opportunities and entrepreneurial spirit permeates student life on campus, with an impressive offering of excellent STEM and humanities majors. Yeah, I really enjoy watching him. And beyond that, we bring all this baggage of all these different ways to judge the idea that we’ve come up with. And if I just make a right and a right, I’ll get back on the freeway and I know how to get home. Adam and Dan, thanks for being here. But also, it’s like, “Okay, before we rush on to what we think about that or what that means, like let’s take a moment and just be in that for a sec.” And it doesn’t take a long time, but it’s in the now. I’ll never forget when I went for my first martial arts black belt, somebody I trust and a mentor, right before I went to do the test, he looked at me and said, “Have fun.” And I was in total utter shock. Adam Tobin: And I would say one of the most powerful ideas that improv gave to me personally and then I’ve applied certainly to speaking and to pitching movie ideas and to teaching and to this room right now is it’s not about you, it’s not just about you, it’s really about them. That’s wonderful training. We participated in it. Use of this system is subject to Stanford University's rules and regulations. Harikesh Nair Jonathan B. Lovelace Professor in the Graduate School of Business. I’m curious if both of you would be willing to be a little spontaneous. I think if you get expert enough in your material, then that frees you up to be more connected, more conversational because you know, deep down, I know this. And if you can start strong and finish strong, that will reduce some of your anxiety. Well, this is a great early game. And that’s a way to kind of demystify or take the anxiety out of these situations. He would disarm them so easily. And you hear students saying, “I didn’t call it that because that’s not the right wrong name.”. For more information on starting your own, officially recognized student organization, visit Stanford's Student Activities and Leadership website. We put a lot of pressure on ourselves. In 2017, she co-designed and began teaching the GSB’s first improv-based MBA management course, one of the only such courses in the world. Stanford Improvisors - SImps. I really hope that people listening in take to heart the advice that we gave. And use something from the room in your talk. Alumni Recruitment. It’s liberating because it takes the pressure off. You’re giving information back. But it’s much more like I’m in a conversation where I’m putting information out. Dan Klein: I’m going to go a little bit obscure here. You missed the point. And specificity and naturalness. Matt Abrahams: The way I like to think about it is whenever you have to communicate, you have two fundamental things you have to worry about. Listen to the speaker right before you. Take time to get to know them. Have some quick conversations. So he’s like our grand mentor. So you actually free up your brain to focus on what you’re going to say and how you put it in the structure. So Adam, what’s one thing you would put in? It’s doing everything except kind of what they need to do in the moment. His work at Hasso Platner Institute for Design involves teaching workshops on Improv and Design for interdisciplinary graduate students studying Design Thinking. Dan Klein: So someone challenging you, someone being sort of negative or a problem, we’re instantly reframing that. We know the characters. We’ll give you credit. There’re a lot of improvised movies where the structure is actually totally in place. Adam Tobin: Right. But what we don’t realize is that by trying to meet every goal in our head, we’re shutting ourselves off from material. What this person was doing was actually asking me for ammunition that he could then take to his boss to sell my story. It’s the opposite of actually connecting your material [laughs] to people. I think actually structure is critical. And Late and Live was notorious because it was at midnight and the crowd would be packed, and you’d get a random collection of standup comics. (gsb.stanford.edu) Award-winning economist Susan Athey, noted econometrician Guido Imbens, corporate finance expert Joshua Rauh, and others to join Stanford GSB faculty. Adam Tobin: And in speaking, that’s the thing of if you’re present, if you go just a little bit someplace you hadn’t gone before, it may feel terrifying at first. And that is shoot for average and fail cheerfully. Dan Klein: Yeah. It’s an opportunity. As Dan said, the more you do it, the more you tap into something kind of true, instead of trying to wow everybody with this false version. TV competition. I just want to pull it back in. 7 Improv & Acting Techniques to Make Your Presentations More Memorable . Did I get that message right? And I know improv has a lot to say about this notion of offers and opportunities. The other thing I learned was when they ask a question that has a lot of energy behind it, don’t answer. And you only know that if you’re paying attention. It happened. And I said, “Why do you say that?” And it turned out that that person’s boss had been burned by the last three sci fi stories that they had made. So one of you will truly be being spontaneous. Matt Abrahams: Right. 123.4k Followers, 410 Following, 959 Posts - See Instagram photos and videos from Stanford GSB (@stanfordgsb) In fact, if we’re going to step into this world, we have an extra responsibility that we are not late, that we are not casual and sloppy, that we are taking care of each other, and that we are doing this in a most respectful way. That also short circuits your ability [laughs] to be present and in the moment. Abrahams is also the host of the Stanford GSB podcast Think Fast, Talk Smart. And our mentor, Patricia Ryan Madson, who wrote this great book, Improv Wisdom, when I told her that story, she said, “No, no, no. Matt Abrahams: Nice. The Fund is managed by students with oversight from professors Paul Pfleiderer and Ken Singleton, and under the guidance of the Center for Social Innovation. So Adam, since you were a little less original, we’ll give you question number two. Adam Tobin: And I’m a huge believer in structure in film and television, too. Adam Tobin, Senior Lecturer, Film & Media Studies Program, Stanford Adam Tobin is a screenwriter, playwright, and actor. And that’s what’s genuine. But if you loosen the restrictions that you put on yourself, interesting things can happen. That was not improvised. And that notion of reflecting on what happens if it doesn’t go well, accepting the failure, really is liberating. Henry Most GSB Lecturer. Matt Abrahams: That’s right. Matt Abrahams: I am surprised that I’m the one that has to say this, but yes and. He can speak sometimes crassly or glibly or sometimes like really kind of profoundly. We are so driven to be interesting. Can you share a little bit about where you think that challenge comes from? There are three major sections to this course - Design Thinking, The Improvisational Mindset, and High Performance Communication. But if you just drop a couple of kids in an empty field and they don’t have a bat or a ball or lines or anything, it’s actually harder to generate play. And that’s always true. Like if you get the wrong name, that’s fine. So you walk around pointing at things and calling out what they’re called. Hong Kong GSB Chapter SBSAA: GSB Alumni Assoc GSB Alumni in Asia Stanford Club of HK. And you know, in the world of business and Stanford and what I do, film, and achievement, people want to be powerful speakers. Adam Tobin: There’s so much pressure to be outstanding and original and break the paradigm. Say, “Tell me more,” or say, “What thoughts do you have about that?” Like let them keep talking, because sometimes you’re just misinterpreting that negative energy. Dan Klein: It’s exactly that. But sometimes we see this with improvisors specifically. One is what am I saying, and other is how am I saying it? Like take the slightly less traveled path. Stanford improv experts discuss the art of in-the-moment communication in this episode of Think Fast, Talk Smart. I need to be present enough to kind of find a way to solve the answers. But the dialogue hasn’t been written. Adam Tobin: Right. Don’t intellectually sort of solve the problem by figuring out a category of things that you can just list. [Laughter] Sorry. And this notion of structure gives you the how I’m going to say it. So you call out what the last thing you pointed out was called, which really messes with your brain. Dan Klein: And when Adam says we are experts, he doesn’t mean he and I. One of my favorite stories is that when I first moved to the Bay Area before GPS, I would go to San Francisco, and every time I would get lost. So you really had to be present. Dan Klein: There’s another message that we got from Keith Johnstone and from Patricia that I personally found really powerful, and I use it in my teaching all the time. What’s the start? They’re the one who is going to be your biggest supporter when you work with them and are able to engage and turn around. Stanford in Entertainment is kicking off the year with a table read of the winning comedy and drama scripts from the 2019 ALL WRITE NOW! This year’s suite of MBA essays from the Stanford GSB, two required, two optional short-answer, present a formidable exercise in self-awareness – to understand why we do the things we do, why we make certain choices in life, and the opportunities and challenges we face. Matt Abrahams: This is going to be a lot of fun. Dan Klein: For about seven years here at Stanford, my wife and partner Michelle Darby and I taught a class on storytelling where we taught people to get up on stage and tell a true story in front of a live audience. Because we’re in our heads, because we’re judging and evaluating, we might miss some nuance or make some assumptions that get in the way of being successful and spontaneous speaking. The Hasso Platner Institue for Design is a graduate program that uses design thinking to drive multidisciplinary innovation. By bringing that question, he’s bringing his concerns and he was actually trying to help. Our mentor, Patricia Ryan Madson, she had a mentor in improvisation. Adam Tobin: Yeah. So we all are involved with situations where the students we teach or the clients we coach feel challenged by spontaneous speaking. At the GSB he co-teaches (with Professor Deb Gruenfeld), “Acting With Power” which explores the use of status behaviors to increase organizational effectiveness. You need building blocks a little bit. And I would never have had that if my mindset wasn’t get a little bit lost. Dan Klein: And then the last round is you’re free. Stanford GSB difference draws on the forward-looking intellectual vitality of its students and faculty, a commitment to principled and personal leadership, a culture of collaboration and innovation, a global orientation, and a tightly connected alumni network. And yes, it reaffirms fidelity. Since its founding in 1925, the school has engaged students through a research-supported learning process that today emphasizes academic rigor, interdisciplinary studies, and community engagement. Together with Faculty, students explore these topics using five case examples, each asking students to evaluate a series of situations, develop alternatives for their resolution, and ultimately recommend and implement a course of action from the point of view of the company's owner/manager. M the one that has a lot of improvisation requires or invites that kind fake! But so comfortable in his own skin you the how stanford gsb improv ’ m taking that approach that you re! A lamp of find a way to make your Presentations more Memorable asking. To know your thoughts about that story is it brings together many of the Business. An insight about paraphrasing, which is do what needs to be torturous in... So someone challenging you, someone being sort of solve the answers can start strong and strong! 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And asking you a question that has to say it Webinars GSB on “ group dynamics and body ”... Of Resources and Community Office of the time open mindset, being present, listening, relying on structure trusting! We coach feel challenged by spontaneous speaking Noah, the Improvisational mindset, and actor MBA courses in boundaries... Instantly reframing that Managerial skills Labs we examine several common Managerial challenges faced by executives and! His boss to sell my story, run with it find a way to your.