Considering I’m a professional improviser, I’m really not great with change. For isn’t improvisation the art of change? No two shows are the same, and once a show is done, it’s gone forever, never to be repeated. When it feels like it’s gone badly, this can be a good thing. When it’s been a magical show, maybe there is a temptation to want to capture it and repeat it – to turn it into a sketch or a play or even a song.

There was a time when I was worried about running out of improv. I remember in early days, not wanting to warm up too much for fear of using up all my ideas before the show. That seems such a distant feeling now, and the more time passes the more I realise there is so much more left for me to explore. In fact there will never be enough time to do all of improv.

Too much change?

Here’s the thing. On the whole I think improvisers change too much. The giddy liberation that comes with not fearing mistakes, ripping up the script and starting afresh every single time is so seductive. I sometimes wonder if we go too far, and use this as an excuse to reject our own offers before they’ve had a chance to settle and breathe. Often when I see this kind of sudden change I suspect it comes from a lack of self belief rather than a real need for drama.

If we don’t do it for ourselves, then let’s do it for our audiences. Spare a thought for the poor bewildered audience member who has just entered this story only to have their expectations dashed by a sudden reversal of what has been established. Maybe a character suddenly changes their worldview, something that was not important moments ago takes on great significance or vice versa. I think it’s ok to let a new scene wobble about on its newfound feet for a bit like a newborn deer before it starts walking somewhere.

Or not enough?

Ok, great, improv solved, tick. But WAIT! What about refusing to change when change is clearly needed? What about holding onto your idea for dear life despite everything in this story calling for change? I see this happen most often when improvisers get too attached to their characters and too sure of their motivation. The show gets sticky and slow and awkward and we feel that something has to give ‘but my character just wouldn’t behave like that’ we hear the improviser cry.

Or worse, when you have listened with intent and you have the perfect, ninja level, call back of all callbacks, wrap up the whole story in a bow with no loose ends finish and then something changes making it no longer quite the perfect ending you had just seconds ago. It can be so painful to let go of the brilliant idea you were attached to that was going to work so well, but watching improvisers try to force their square-shaped idea into a now circle is way worse.

Once again, the evasive art of improv leaves us with no clear answer about when to change. All we can do is pay attention, not fear change, but not force it either. As Alan Watts says “The only way to make sense out of change is to plunge into it, move with it, and join the dance.”

 

Heather is joined by our Musical Director Joe Samuel to explore the art of beginnings and endings in improv. They discuss how to kick off scenes with clarity and energy, and how to spot or shape satisfying endings—whether emotional, musical, or narrative. A thoughtful, practical conversation packed with takeaways for performers of all levels.

 

 

This episode is part of our ongoing improv podcast series where Heather and Jules nerd out on all things improv—from key principles to quirky stories and special guests. Curious about a specific topic? Drop us a line at hello@andalsoimprov.com.

Want more episodes? Browse the full collection on our podcast page & why not give us a follow on Spotify. And don’t forget—you can always suggest a topic by emailing hello@andalsoimprov.com with the subject line “Improv Podcasts”

Heather and Jules explore the important role of failure in improv, discussing how mistakes can lead to growth, creativity, and unexpected moments of brilliance. They share tips on embracing failure without fear and using it as a tool for better performance.

 

 

This episode is part of our ongoing improv podcast series where Heather and Jules nerd out on all things improv—from key principles to quirky stories and special guests. Curious about a specific topic? Drop us a line at hello@andalsoimprov.com.

Want more episodes? Browse the full collection on our podcast page & why not give us a follow on Spotify. And don’t forget—you can always suggest a topic by emailing hello@andalsoimprov.com with the subject line “Improv Podcasts”

Some people just don’t see themselves as creative. Indeed, whole departments and sometimes industries think they are creative. Ask any accountant. For them, creativity is a bad word. But creativity is not only for painters and writers. It is not magic. Creativity is just what you do when resources are limited and the desired outcome unclear. This means creativity is essential in nearly any workplace. 

And since it isn’t magic, that means you can build creativity in your teams and your workplaces, and foster an environment in which it grows. 

So here are ten things you can say more to help create an environment of creativity in your workplace. Say them and mean them, and see what difference they make:

“I don’t know” – From an early age, we are taught not to say these three words. It means we haven’t done our homework or finished the reading. Or maybe that we are just not smart enough. But if we hope to innovate, we should be in an environment where we don’t know. That’s the whole point. Acknowledging this gap means you can seek to fill it, whether by research or experimentation. “I don’t know” is a beginning, not an ending. 

“What don’t we know?” – There are always gaps in your knowledge. Sometimes you come up against them naturally, but sometimes you need to seek them out. What are the areas of your project which are unclear, incomplete, or outside of your expertise? How can you address that?

“Who could help?” – Whatever you are working on, the chances that it is completely novel are pretty rare. So find someone who solved a similar problem, or a parallel one and see what they did. Ideally, someone who thinks totally differently to you, and see what they can bring. 

“Let’s try it out” – You never know what you have until you try it. That’s why chefs taste dishes at every stage. It is easy in risk-averse environments to conduct endless research before trying something out, but in the end, there is no substitute for just doing something. The worst that can happen is that you discover you were right. 

“Let’s build this idea before we evaluate it” – All ideas come into the world incomplete and needing support. Or, to look at it another way: no idea is brilliant straight away. So take the time to build things before you decide if they work or not. After all, you wouldn’t challenge a baby to an arm wrestle. 

“Let’s split into groups and work on different ideas” Large discussions favour certain personalities and communication styles, but not others. They can lead to bystander apathy, status inflection and groupthink. So try something else. 

“What other ideas do we have?” It is much easier to choose the useful idea from a list of ten than force your first idea to work. Besides, what are the chances that the first idea you had is your best one?

“What are the reasons not to do this” – Ideation is not all sunshine and rainbows, and there can be creativity in finding problems as well. After all, not all ideas work and, while we want to maintain an openhearted culture, we don’t want to waste resources on something that was never going to work. 

“Let’s start again” – Discarding what you have is sometimes the most efficient thing to do. Sometimes you have to take a deep breath, acknowledge that something is not going to work and go right back to the beginning. 

Creativity is an inefficient and frustrating process. It takes time, resources and frustration. It can be annoying, disappointing and even if we try to avoid that, we may stifle what creativity is there. But if we embrace it in all its complexity, it can open us up to all kinds of possibilities. 

 

Contact us to discuss your team’s needs in the contact form below.

 

 

Jules discusses with Lyndsay Hayley what it means to be part of an improv ensemble. They discuss the importance of trust, listening, and collaboration to create a cohesive and supportive performance group.

 

 

This episode is part of our ongoing improv podcast series where Heather and Jules nerd out on all things improv—from key principles to quirky stories and special guests. Curious about a specific topic? Drop us a line at hello@andalsoimprov.com.

Want more episodes? Browse the full collection on our podcast page & why not give us a follow on Spotify. And don’t forget—you can always suggest a topic by emailing hello@andalsoimprov.com with the subject line “Improv Podcasts”

We all want to be creative. To see and do things in a new way. And we want our teams and companies to be more creative. Often, we need them to be. After all, doing what you have always done will just produce what you have always produced. The business world changes too fast for that to be a viable strategy. As Seth Godin says, the biggest risk is taking no risk. But how do we get beyond isolated brainstorming days and siloed innovation teams to create a culture of creativity in the workplace? How do we make creativity a part of our everyday work?

The challenge with creativity in the workplace (and everywhere else) is that it doesn’t look like we think it does. Often we think that big ideas come to smart people at great personal cost. Think about Van Gogh’s ear, Galileo’s imprisonment and John Nash’s madness. (Yes, these are all male examples, this myth normally is). This form of creativity is often about the outlier, the genius, the person who understands things differently. It’s no wonder it is popular with CEO’s. 

While it makes for great stories (and can, occasionally, be true), this way of looking at creativity ignores the fact that humans are social animals and most creativity happens collaboratively. People with different skills and experiences come together, suspend their egos and approach a collective task with curiosity and open-heartedness. Whether it is in companies, sports teams or families, humans working together are at their best, and often at their most fulfilled. When their creativity and talents are shared.

So how can improv make your team act more creatively? How can it help you ensure that all the brains are being used and the quietest voice in the room is heard?

When we improvise, whatever differences in skills or experience we may have are set aside. We concentrate on the collective story that we are making. Improv is an inherently flat structure. We concentrate on the task at hand, not our own individual contributions. We work on letting go and supporting each other’s ideas. Improv classes encourage participants to ‘Bring a brick, not a cathedral’, making contributions in smaller units, not get attached to ideas and be constantly reflecting on what is working. 

Collective creativity doesn’t involve pushing agendas but a constant process of letting go. This shift in attitude can be difficult, especially if a company has strong leaders, but if it is done from the top down, it can create teams which are agile and responsive. Smarter. And which use fewer post-its. 

 

Contact us to discuss your team’s needs in the contact form below.

 

 

“When the facts change, I change my mind. What do you do, sir?”

John Maynard Keynes

One meaning of the word ‘improvisation’ is ‘what you do when things go wrong’. When a plan falls apart, you improvise, right? The groceries didn’t come! Quick, what can we make from what’s in the fridge? Remaining calm and applying your skills under pressure is something improv teaches. But believing you should only improvise in a crisis is like saying you should only think about your health when you are ill. It’s only part of the story.

Improvising means building your expertise and skills so you can trust your reactions in all situations, not just crises. A good improviser concentrates just as much on taking opportunities as they do on dealing with mistakes. In fact, we don’t tend to use the word ‘mistake’ very much at all. If there is no script, nothing can be wrong or right. We concentrate on what is happening and discovering how we can react to it. 

One of the most important and underrated parts of improv is the skill of letting go. Our educational and work culture constantly requires us to set goals and then achieve them, no matter what. But equally important is recognising when a goal or strategy is no longer useful to us and not spending any further time or money on it.

That doesn’t mean that planning is a bad thing or that preparation is, or expertise. Considering what might happen in a meeting, or even a simple conversation is very important. Brains form expectations whether we want them to or not, so they might as well be useful, informed ones. Just as long as we have the flexibility to change. Plans should be resources, not restrictions. 

Improv teaches an embodied version of the growth mindset. It teaches the skills of interacting with what is really happening, good or bad, rather than wishing things were different. Sure, some things don’t happen how we expect them to, but that doesn’t have to be a catastrophe. Agility is not just about preserving but finding opportunities for growth. ‘You can argue with reality, ‘ says improviser and opera director Phelim McDermott, ‘but you’ll always lose’. Improv teaches you not to start the fight.

Your own room. No commute. Your full selection of teas in the cupboard and the freedom to take the dog for a walk at lunch. There are many advantages to working from home. But there are downsides too. You lose the casual coffee break, and the chats in the elevator about your weekend. The simple, everyday interactions that turn a group of people into a team.

There is a kind of team cohesion that comes from being in the same place—the comfort of people who are around each other enough to relax. Online, colleagues are reduced to a face in a box, a name on an email, and a job title. And the lag and lack of eye contact on video conferencing software can feel frustrating and isolating. But it doesn’t have to be this. Remote working can work.

AndAlso has its origins in online improv classes during the pandemic. As directors, we were among the first improv trainers in the world to move our classes online. We have run hundreds of online sessions with hundreds of students from across the globe, some of them waking up for classes and some staying up. So we know that while Zoom (our preferred platform) has its challenges, a team that interacts through video conferencing can still be a team. It just takes a little work. 

Online improv training works on the deep concentration and presence which video conferencing makes challenging. We foreground listening, focus and cooperation, making meetings more valuable and, just as importantly, enjoyable. Teams trained with us report closer communication, less conflict and greater employee satisfaction. Improv is much more than just making it up!

Online improv classes can help your team to bond closely and in a very short space of time. Simple exercises adapted for the online space allow your staff to laugh, play and connect quickly and effectively with each other, whether the start of an online meeting or conference or as part of a longer programme. And the simple set of take-home practices that we share can be applied in any meeting without expert guidance. 

 

Contact us to discuss your team’s needs in the contact form below.

 

 

‘I will learn more of a man in an hour of play than a week of conversation’

(Incorrectly attributed to) Plato

Wherever you work, whatever the task and whatever the size of your team, communication will make or break it. No matter the individual talent of the members, and no matter what structures or guidelines you put in place, a team cannot be effective without open, clear communication, especially in moments of pressure. An efficient and open flow of information is the difference between success and failure.  

Because a team is not a single thing. A team’s strength comes from the relationships between the individuals within it. Their shared experiences and understanding of each other giving context and depth to day-to-day communication. Maps of each other’s minds built over time allow us to understand what people are saying and meaning. And, even more importantly, what they need.

This form of communication does not come automatically. Good teams take the time to learn how to work together, what they need to say when, and to whom. Team building gets a bad name, but have you ever tried working in a team that was just a group of people?

Even when a team trusts each other and communicates well, all of this good work can be disrupted by external stresses, new members and changes in external circumstances. Taking good communication for granted is a surefire way to employee dissatisfaction, high staff turnover and inefficiency. 

Of course, there are many forms of communication training available. But conventional communication training often concentrates on how to talk or write. The sending of a message, how to make sure the other person is receiving what you want them to. But this is only part of the story. To fully communicate and connect, you also need to listen carefully and be aware of what surrounds the message. 

Improv classes give people the opportunity to get to know each other outside of a typical work context, to laugh together and to discover what each other is like in a way that is much deeper than. And perhaps most importantly they learn to listen to all that is being said. Because it is only when you do that that you can really respond. Then, and only then, are you really communicating.

 

Contact us to discuss your team’s needs in the contact form below.

 

 

Heather originally trained in physical theatre and went on to study improvisation at Chicago’s I.O and Annoyance theatres. She improvises with the Olivier award-winning ‘Showstopper! The Improvised Musical’, ‘Blues Hammer’ – an improvised blues show with the legendary Joe Bill, and London’s premier all-female improv team, ‘Yes Queens‘. Heather also co-wrote a book on the subject of musical improvisation called ‘Sing it!’ with Maydays colleague and BFF Joe Samuel.

Heather was the winner of the award for best female performer in the Brighton Fringe & of the Argus Angel Award for artistic excellence. In a previous life, she wanted to front an indie band and has been a vocalist with the Mercury music prize-nominated Electric Soft Parade and improvised many a concept album with Fred Deakin of Lemon Jelly.

As a teacher and coach, Heather specialises in musical improv; Singing and movement, but also what musicality can teach us about the ebb and flow of longform improvisation. Her style is that of a nurturing drill sergeant, and she loves helping people develop and keep surprising themselves.

Jules started improvising while studying at the Guildhall School of Music and Drama, where he was a member of now-defunct group the Improsarios. After graduating, he was a founder member of the Nursery, where he was Artistic Director for over a decade. During that time, he ran the Nursery Theatre, Broadgate as well as the house team and corporate training programmes. He also co-created Slapdash, London’s first international improv festival.

Jules directed the first run of Impromptu Shakespeare and is still a cast member. He also performs with The Maydays, both in Brighton and with their touring show, Happily Never After.

As a teacher and coach, Jules specialises in scenework, team dynamics and classic longforms such as the Harold, Deconstruction and Armando. He loves to work experimentally and push the boundaries and expectations of the form.

Jenny trained at Youth Theatre Northwest in the States throughout her teens. She later relocated to Brighton. She has since studied with The Maydays, Jill Bernard, Joe Bill, Bill Arnett and Lindsay Hailey. As well as studying clowning with Dr Brown. Lucky her! She is a founding member of the improv troupe Tiny Dynamite. They recently brought their sell-out show, ‘Yes, Anderson’ to the Brighton Fringe for the second year running. Jenny performs ‘DOCUMENTARY’ as part of the 2-woman improv group, 2 Spoons. She is also one-half of the surreal, heart-prov twosome, Haufek and Lloyd. As well as being a member of the critically acclaimed improv troupe, The Maydays.

Jenny received an Audioverse award for voicing Hartro Piltz in the Improvised Science Fiction podcast ‘Stellar Firma’. And, created, wrote and performed in its spin-off podcast ‘Compulsory Film Appreciation’.

Jenny’s favourite improv to perform is the boundless, joyful and experimental stuff and she is well versed in the Harold. She relies on her instincts and encourages this among her students. Her teaching style is similar to her performance style; playful and supportive, with a willingness to explore the unknown.