I spent 14 years meaning to write this book. Here’s what finally made me do it (and what it’s actually about).My first “Yes And” book came out in 2012.I always planned to write a follow-up. A deeper one. One with more tactical meat on the bones, not just mindset and inspiration. Something a leader could
Image credit: iqonceptHere’s something I learned from 20+ years of improv: The scenes that fall flat aren’t usually missing skill. They’re missing commitment.The performers are hedging. Playing not to fail instead of playing to win. Trying to be acceptable rather than authentic.I see the exact same pattern in teams navigating change. And the fix isn’t
The worst career decision I ever made looked great on paper.I left a well-paid programming job I genuinely liked. Good benefits, a great boss, solid coworkers including a close friend. The startup I joined instead? It turned out to be a terrible fit in almost every way. Within a year, I knew I had to
Now THAT is an impossible goal!When change overwhelms your team, the instinct is to do less.But what if that’s exactly backwards?When change hits, most of us default to the same response: we shrink. We simplify. We lower expectations and tell ourselves, “Let’s just get through this.”That reaction makes sense (and believe me, I have that
When leaders talk about resistance to change, it’s usually framed as a logic issue.”They don’t understand why this is good.””They’re stuck in their ways.””They’re just being difficult.”But after 30 years of doing improv comedy and working with organizations on change, I can tell you: that’s rarely what’s actually happening.Most reactions to change have very little
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