Dynamic Leadership: Using Improvisation in Business

Lecture Notes

Lecture notes are provided for certain class sessions, as noted below.

LEC #	TOPICS	LECTURE NOTES
1	Introduction and Overview: Fundamentals of Improvisation What is Improvisation? a) History  b) Methods Overview of Course a) Review of Primary Colors reading - how the skill of ‘reading an audience’ separates ‘Leaders’ from ‘Managers’ - How improvisation will help you with this understanding Course Objectives a) Not to be funny  b) Understand and experience leadership as reacting  c) Learn what we are like in leadership situations: What works, what’s less effective, what are our personal warning signals - when do we not react well?  d) Take Risks: Only people that take risks can become true leaders  e) Lose your sensitivity - learn how to openly share feedback Methodology a) “10 Rules of Improv”  b) Why these rules exist and how we must follow them to master reacting  c) Understanding how improvisation works  d) Teamwork implications - how business = working together	(PDF)
2	Improvisation Methodology (cont.)
3	Introduction and Learning Fundamentals of Improvisation (cont.) Begin understanding how to read your audience + win people over Learning about yourself - Leader’s ‘EQ’ (Goldman Article) a) What have you learned about yourself: 1. pitfalls, goals, etc, and 2. what you need to develop or manage in yourself  b) Workplace environments  c) Exploring different simple scenarios	(PDF)
4	Introduction of Leadership Learning from Improvisation Not New Ideas - “Listening to People” Article Applying Improvisation to MBA Life
5	Workplace Scenarios and ‘Being the Leader’ Begin Discussion of leadership - Leadership Model at MIT Sloan Why improvisation tools create a path to gaining skills and attributes of leadership Leadership and Improvisation Exploration Modules Module 1: Inventing a) The Leader as Creativity Cultivator: Creativity? How to manage a creative process using improvisation - and learn why it’s effective
6	Leadership Situations - Improvisational Understanding Module 2: Sensemaking a) The Leader and Controlling the Situation: Interviewing - learning the influence of ‘who has the power’ in situations and how you deal with it  b) The Leader Furthering His/Her Message: Expert Q & A - furthering the expert talker concept to deliver your message regardless of the questions you face and unknown ideas that you may come across
7	Public Speaking and Networking Exploration - How Improvising Determines Leadership Portrayed Reading Audiences: Welcome Audience vs. Hostile Audience Leadership Model (cont.) Module 3: Visioning a) The Leader as the Expert: Expert Talker - exploring how to ‘act’ as if you are the expert; utilizing confidence and your own expertise to carry you through difficult situations	(PDF)
8	Networking + People Skills in Leadership Module 4: Relating a) The Leader as Effective Networker: 1. Networking Scenarios “The Dating Game” - learning to read body language, and how to win people over quickly, and 2. Cocktail Party 101 - rules of networking - applying them in difficult or challenging situations  b) The Leader as a Persuasive Salesperson: How to ‘react’ - various welcome vs. unwelcome characters and how to read them and handle them appropriately, always moving towards achieving your personal goals  b) The Leader as Approachable: Stand-up Comedy 101…- the art of telling a joke, when and where to use? Why is this type of persona and skill helpful for leadership situations? When is it not?	(PDF)
9	The Improvising CEO Synthesizing Improv Techniques + Experiencing Different Leadership Scenarios: Sales for new business, pitching to investors, motivating their employees, speaking on panels, guest speaking at conferences, networking at meetings or impromptu moments, running board meetings, pitching new releases/company updates Leadership Model: Tying it All Together Understand Who You are as a CEO (Building Your Own ‘Change Signature’) Learning What Works Learn how to Improve/Define ‘You as a CEO’ a) What are ’leader desired attributes’  b) Trying on different leadership ‘characterizations’  c) How the reactions vary	(PDF)
10	Final Understanding - Improvisational Leadership + Projecting YOU Staying in Control: Keeping the Leader’s Persona Salesman - Approachable/Persuasive Salesman Press Conference - Persuasive Salesman/Furthering His/Her Message Board Meetings - Controlling the Situation/ Expert/ Networker/ Approachable VC Pitches - Controlling the Situation/ Expert/ Networker/ Approachable	(PDF)
11	Group Presentations: Final Presentations and Review a) You, the Leader, The Improviser…  b) Understanding of not only how to do things but who you are  c) Learning to develop who and what you to project in any situation  d) Takeaways of how to implement the image you want to convey
12	Wrapping it Up Understanding how to use this framework for improvisation in leadership at MIT Sloan and beyond