Stanford University was founded in 1885 by California Senator Leland Stanford and his wife, Jane, in memory of their son Leland Jr. It’s a private institution located in the gorgeous heart of the California Bay Area. There’s a wonderful saying that comes from the world of improv, and I’d love to hear your thoughts on this, but this notion of Dare to Be Dull. What’s the start? In 2009, Dan was named Stanford Teacher of the Year by the Student’s Association. And you both know, and I’ll share with everybody listening, I have a very strong bias towards structure. Dan Klein: I know, I thought of that early and then I planned to say it. Can you talk a little bit about how structure actually frees people up to be spontaneous? Did I get that message right? The thing we shouted was a repeat of something I’ve said before. Dan’s other clients include: Cisco, Oracle, Nestle, Visa, ING, Barclay’s Global Investments, Randstad, Nobel Biocare, and many more. You know, you really feel his voice. Matt Abrahams: So you point at a lamp, and then when you point at the computer, you call it a lamp. written New Faculty Enrich the Stanford GSB Experience. And so I enjoy the range that he brings. And specificity and naturalness. It’s liberating because it takes the pressure off. 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. Another way to make sure that you’re listening well and understanding is using paraphrasing. In both individuals and groups, those who use profanity tend to be more fucking honest. Henry Most GSB Lecturer. About our speaker: Debra Schifrin is a consultant and Lecturer in Management at Stanford Graduate School of Business. Adam Tobin: No, I’m sorry. And for me, it just brings to light all the different ways that we strangle ourselves from speaking because it might not be appropriate, it might not be interesting enough. Matt Abrahams: Oh, okay. But I also want, if something goes wrong, for them to be able to be present and improvise. 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. Abrahams is also the host of the Stanford GSB podcast Think Fast, Talk Smart. Like I don’t want to get so lost that it’s actually physically dangerous and I might be in trouble. The course empowers students to become better leaders, managers, and team members. Each episode provides concrete, easy-to-implement tools and techniques to help you hone and enhance your communication. 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. We’re in that weird state. We are so driven to be interesting. He was so present. He means like humanity. And the truth is that we can’t actually get to those spaces if we’re protecting ourselves. And our mentor, Patricia Ryan Madson, who wrote this great book, Improv Wisdom, when I told her that story, she said, “No, no, no. You have to listen. It’s about your listener. Adam Tobin: It’s very powerful. 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. It’s just when we get put on the spot. 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. Why? 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. 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! So I’m going to ask each of you three questions that we end each podcast with. There’s another problem where if the pressure’s on and you think you did really well. 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. Dan Klein: It’s exactly that. Even with all of that, we say you should memorize the first line and the last line. Stanford GSB class of 2022 is made up of 436 students out of an applicant pool of 7,324 students. Adam Tobin: Right. The Stanford Improvisors was founded in the spring of 1991 by Patricia Ryan, Sr. In a spontaneous situation, the structure you leverage is very, very important. I really hope that people listening in take to heart the advice that we gave. So you really had to be present. And now I’ll have a sense of what we’re beginning to do on stage. And in general, it’s this sense that a playground structure allows kids to climb up and over and through and around and run around and make it into a mountain or make it into something else. But I’m going to turn this into a little bit of an improv game. You need building blocks a little bit. And you know, in the world of business and Stanford and what I do, film, and achievement, people want to be powerful speakers. 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. So instead of each of you telling three, and I’ll play as well. In the moment when an audience member is challenging, when they ask a question that might have an aggressive tone to it, something that might put you on the defensive, especially if you’re not that confident about that specific area, one of the things that I learned as a facilitator, and I’ve seen it happen over and over again, is that person is the most engaged. Adam Tobin: But I was present and I failed cheerfully. When we think about our communication at work, we tend to focus on those time-consuming presentations. We’re thinking about ourselves or thinking about how it looks, how we did. We end each of these podcasts with a little game. It is not about you. So one of you will truly be being spontaneous. And that notion of reflecting on what happens if it doesn’t go well, accepting the failure, really is liberating. Am I pausing the way that I had planned? Beyond Stanford, Dan has lead similar workshops custom tailored for various groups, including the High Performance Leadership program at IMD Business School in Switzerland and the Kauffman Fellows Program helping to train global leaders in venture capital. And then when you point at the wall, you call it computer. Matt Abrahams: That’s cool. Lifelong Learning: Online Stanford Business Mag Stanford Business Insights GSB Town Square GSB Webinars GSB on ... At Stanford University Publications & Media. You had to take the offer that he was giving you and see it as an offer, that there was something of value there. TV competition. Like imagine you’re giving a talk and there’s a fire alarm and the sprinklers go off, and you keep giving your talk. And if I just make a right and a right, I’ll get back on the freeway and I know how to get home. He would disarm them so easily. And that mindset shift of I’m presenting, I’m in front of a group. And the first round is Shout the Right Name. Even if they’re beautiful and well-crafted, if you’re reading it, there’s something that’s missing. But what I like about him is a mix of he does seem always present. There are three major sections to this course - Design Thinking, The Improvisational Mindset, and High Performance Communication. 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 I turned right, and literally half a block, they made a native plants park in between two streets. Matt Abrahams: So that authenticity then, yeah. In this “Quick Thinks” podcast episode, Stanford improv experts share advice on getting out of our heads and into the moment at hand. 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. And when I have the audacity to be in front of my MBA students and say, “Dare to be dull.” And it sucks the air right out of the room because I immediately have to follow it up with why. Catapult your career with the only program from a leading business school for LGBTQ executives. They’ve taught the keys to forming deep connections in the MBA classroom — now they’ve turned those lessons into a book. And would one of you like to help articulate why daring to be dull is so liberating? Plan the talk. Adam is a senior lecturer in Film and Media Studies here at Stanford University, and a teacher in Continuing Studies. 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. Latest was Quick Thinks: All Effective Communication Must Start With This. In the Managerial Skills Labs we examine several common managerial challenges faced by executives. How do I say this? And after a round of that, then we do another round where you say Shout the Previous Name. Alumni Recruitment. School News. But if you loosen the restrictions that you put on yourself, interesting things can happen. And beyond that, we bring all this baggage of all these different ways to judge the idea that we’ve come up with. So Adam, what’s one thing you would put in? And it wasn’t until the seventh or eighth time that I got lost and I looked up and I said, I don’t know where I am, but I’ve been lost here before. One is what am I saying, and other is how am I saying it? Matt Abrahams:I really think this is critical, to take the time to understand how much pressure we put on ourselves and how much judging we do of ourselves that gets in the way of us actually being able to do what it is we want to do. Listen to the speaker right before you. 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. Matt Abrahams: That’s true. But it’s also true. Connect with the Stanford GSB on social media for in-depth news, research, insight, and expertise from industry leaders, executives, and practitioners around the world. Not aggressive. ( For more information on starting your own, officially recognized student organization, visit Stanford's Student Activities and Leadership website. [Laughter] They laugh. That’s all right. In this podcast episode, we explore techniques for presenting complicated information so your audience can more easily understand. But there is a laugh that you can get which comes from highlighting something funny or interesting that someone else did. You’re subservient to the script and the plan instead of to getting your message across to the people who are here. Am I inflecting them right? 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. Dan Klein is also a lecturer at Stanford, both at the Graduate School of Business as well as in Theater and Performance Studies. You’re actually dealing with what’s going on, what’s in your head, what your reaction to the thing is. Adam and Dan, thanks for being here. Also, I would like that surgeon to be able to talk to me about [laughs] what’s going on. What not to do. [Laughter] Sorry. Think about the audience and their needs. Like if you get the wrong name, that’s fine. It’s about having that open mindset, being present, listening, relying on structure, trusting in yourself. And in the boundaries of this game, the rule is Shout the Wrong Name. And he would name exactly what was there in the room. But when you’re obvious, you’re yourself. I mean, one of the improvisors’ mantras is that there are always offer coming at us from all different directions and that we should notice those offers. Matt Abrahams: So Dan, who’s a communicator that you admire and why? We put a lot of pressure on ourselves. The goal is to emphatically declare the name. Matt Abrahams: There you go. Matt Abrahams: This is going to be a lot of fun. Do the research. I think it’s true in talks as well. Matt Abrahams: What I love so much about that story is it brings together many of the things we talked about. Not high status. So it seems to me that everything we’ve talked about so far is really about mindset and approach. And for me, that was a mindset shift. I mean, Matt has talked about in our class that anxiety peaks at the beginning of a talk and at the end of a talk. Adam Tobin: Right. And that’s what’s genuine. Matt Abrahams: I am surprised that I’m the one that has to say this, but yes and. 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. I think those three ingredients would make for a wonderful, spontaneous speaker. Mail Code: 2078. And I know none of the three of us is advocating that you get up in a spontaneous speaking situation and just say the first thing that comes to your mind. The thing we shouted was too interesting. And if anything, it might be the more memorable thing when you leave of like, “Oh, that moment,” because it’s a live moment. What Stanford GSB Is Known For. It’s providing feedback in the moment, answering questions, and introducing people. 661 likes. I’m sorry. Stanford improv experts discuss the art of in-the-moment communication in this episode of Think Fast, Talk Smart. Adam Tobin: Look. 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. They want to be interesting. And so the idea of like dare to be dull, or be obvious. Very calm and comfortable, but so comfortable in his own skin. Like maybe there’s some element? I mean, you mentioned yes and. 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. This is something that’s going to be torturous. Almost 20 years ago, I went to the Edinburg Fringe Festival. Dan Klein: Well, I think that’s it exactly. Matt Abrahams: Let me start by introducing Adam Tobin. Adam Tobin: And I’m a huge believer in structure in film and television, too. Matt Abrahams: Yeah. That’s a mantra that I share a lot. It never occurred to me. And yes, it reaffirms fidelity. And if the obvious thing you say is what everyone else was thinking, then they’ll just think you’re brilliant for saying it. Like I wasn’t aware of this. And that obvious thing is kind of your voice, right? You had to be present in the moment to see that that’s what was going on. See the Stanford Administrative Guide for more information. … But I want to find something I’ve never seen before. 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. Ask questions. Be ready. Dan Klein: I’m going to go a little bit obscure here. You’re not going to fight with them, but they are an opportunity. Award-winning economist Susan Athey, noted econometrician Guido Imbens, corporate finance expert Joshua Rauh, and others to join Stanford GSB faculty. So an improvisor goes on stage with absolutely nothing planned, and just the posture of their partner coming on stage will say, ah, that person is just a little slumped, or that person is a little proud. So I’d like to hear from each of you a bit about how present orientation helps in spontaneous moments. They’re engaged. So like now keeps moving past you and blah-blah-blah-blah and it’s hard. So the thing we shouted wasn’t interesting enough. Harikesh Nair Jonathan B. Lovelace Professor in the Graduate School of Business. But in the moment when you’re delivering, use an opportunity to pay attention. And if your obvious thing is different, then that’s actually genuinely original. I asked a question back, as Dan said, “Tell me more. Dan Klein: And when Adam says we are experts, he doesn’t mean he and I. His work at Hasso Platner Institute for Design involves teaching workshops on Improv and Design for interdisciplinary graduate students studying Design Thinking. There’s no sense communicating if you’re not communicating on the topic that’s needed in that moment. [Laughter] Our fear of being seen as unoriginal is one of the most inhibiting fears that we carry. There are some laughs that are actually costly. I’ve been trying to run a little bit more in my life. You have to be open. Adam Tobin: And it’s something we’ve all experienced in that room, and no other talk will experience that. The thing we shouted was something we heard from somebody else. Cox is currently teaching a course at Stanford GSB on “group dynamics and body language” entitled Acting with Power. Matt Abrahams: And we see this in lots of high stakes situations. Due to recent announcements about Autumn Quarter (see the President's update), please expect ongoing changes to the class schedule. Don’t intellectually sort of solve the problem by figuring out a category of things that you can just list. We go into a different set of systems. It was 10 yards away from where I was, and I had a walk in nature with native plants completely transported. We need to allow ourselves to play and discover and be authentic. 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. And I was running near my house the other day in Oakland, and I was going to go the way I know to get home, and I thought, well, I’ll just get a little bit lost. Cox hopes his course, which promises to impart the “the secret language of power that will help students project authority while remaining true to themselves,” will help future leaders become more “skilled in relationships, in influence, and in communication.” So a structure is like a map. If something happens in the room that you can call out that gets the laugh, it’s not you generating a joke and saying, “Look at me.” It’s sort of being present in the moment. Matt Abrahams: Being present oriented is really critical in what I’m hearing us discuss. I’m curious if both of you would be willing to be a little spontaneous. Do you want to make mention of that? That’s wonderful training. And I know in your experience and in a lot of the improvisation that you bring to the work you do, letting go of the getting it right is really important. They’re sort of guarded. Silicon Valley. It’s not the step-by-step street name that you go to to get to where you want to be. Learn how to shape the way others see you through your verbal and nonverbal communication in this episode of Think Fast, Talk Smart. It’s like everyone’s attention is on us and we have to perform. There’re a lot of improvised movies where the structure is actually totally in place. And the same is true in improv. 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. But what we don’t realize is that by trying to meet every goal in our head, we’re shutting ourselves off from material. If you build a comfort in your material, then you can be a little more free-flowing in how you present it. The other thing I learned was when they ask a question that has a lot of energy behind it, don’t answer. Dan Klein: Adam already said it earlier. That I think is really the crux of what hinders a lot of people in these situations is that ability to let go. And I give people permission to mess up. Matt Abrahams: I think it’s important for us to distinguish between script and structure. I need to be present enough to kind of find a way to solve the answers. 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. But really to parse it and say when you’re met with something, see that as an opportunity. /div /div The Stanford Graduate School of Business (also known as Stanford Business School or Stanford GSB) is one of the professional schools of Stanford University, in Stanford, California. So you actually free up your brain to focus on what you’re going to say and how you put it in the structure. 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. What’s the curtain call? 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. After the reading, stick around for a MIXER on the beautiful patio of the Santa Monica Playhouse. Matt Abrahams: Attacked in some cases. Matt Abrahams: So I like this notion of trust yourself, be ready. You have to do something. Like take the slightly less traveled path. But taking that approach really made a big difference. 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. Strong, prepared content is key to a successful presentation, but a speaker must also be able to engage with a live audience, explained Stanford Drama Lecturer Dan Klein in a recent Mastery in Communication Initiative workshop. Dan Klein: Here’s something we haven’t quite talked about, but it fits into everything. And I would never have had that if my mindset wasn’t get a little bit lost. But he can speak with authority. Matt Abrahams: Nice. Matt Abrahams: That was a softball there, Dan [laughs]. Dan Klein: And then the last round is you’re free. Curious to know your thoughts about that listening and that present orientation. Adam, same question to you. And Daniel was the host of it. The Stanford Graduate School of Business (GSB) delivers management education through programs designed to develop the next generation of insightful, principled global leaders. 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. It’s like their mind-body is running away from them. Well, this is a great early game. Many of us in a Q&A situation, where people are asking us questions or asking for our feedback, feel that in that moment we are being challenged, that we are being evaluated. That’s an important skill, too. Stanford Improvisors - SImps. Adam Tobin: I mean, one thing that was very powerful that I learned was from you, Matt, which is to make this into a conversation rather than a performance. So Adam, since you were a little less original, we’ll give you question number two. But if you’re sharing it, if you’ve planned it out and you know where to go. He said when you’re trying to be original, you sound like everyone else trying to be original. Don’t do more, don’t do less, do what needs to be done. Am I hitting all the words that I needed to hit? And I know that improvisation and both of you have some thoughts about how we perceive and frame those interactions. And I find that it’s really exciting to go out and try to get a little bit lost. 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. But we are expert at that because, for most of the time, we’re improvising. Can you share a little bit about where you think that challenge comes from? We’re all doing it at the same time. Very good. I’m taking that in and moving it forward. It’s about your partner. • Catch the latest school and alumni news on Facebook • Leverage your alumni connections on LinkedIn • … So he’s like our grand mentor. Be obvious is the most powerful, creative mantra that there is. Stanford improv experts discuss the art of in-the-moment communication in this episode of Think Fast, Talk Smart. It’s about the approach you take. Contact: I think ultimately, having some trust in yourself is a really powerful ingredient. That spur-of-the-moment communication can be as important, if not more important, than our planned high-stakes communications. Adam Tobin: I just had an insight about paraphrasing, which is you’re kind of extending the now, right? Our mentor, Patricia Ryan Madson, she had a mentor in improvisation. The person who has the most challenging question is most likely to be your champion. And they’re still sort of holding themselves back. Taken together, those are the skills that will help somebody become a better spontaneous speaker. Why is this type of speaking so hard? That’s cool. It’s doing everything except kind of what they need to do in the moment. He was solving a problem that I didn’t even know existed. Hong Kong GSB Chapter SBSAA: GSB Alumni Assoc GSB Alumni in Asia Stanford Club of HK. Would you guys like to talk about that approach that you take? And it’s such a cliché of improv. All of us agree there are situations where we need to do what we traditionally do: prepare, plan, the wording has to be right. 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. How can this be fun? So you walk around pointing at things and calling out what they’re called. There is such pressure to do it right. 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. Dan Klein: There’s a moment when we feel that the pressure is on. Best Stanford GSB Podcasts For 2020. And that is shoot for average and fail cheerfully. Adam Tobin: And it’s amazing people can shut down, or sometimes people can talk too much. 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. We participated in it. Matt Abrahams: Who’s a communicator that you admire and why? You’re giving information back. 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. And I’ll notice that, and I’ll treat it as an offer. We know the scenes. Her purpose in founding this group was to provide guidance and a curricular structure for a select group of students who had shown promise and aptitude in the study of improvisation. 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. And you only know that if you’re paying attention. And our audiences, for sure, are giving us offers all the time. And that’s always true. Every single time. , and no other Talk will experience that person was doing was actually asking me for ammunition he! Top Business schools in the Managerial skills Labs we examine several common Managerial challenges faced executives. People smile who ’ s so much pressure to be done people smile years have practicing... Also partnered with Stanford Professor Carol Dweck to create interactive workshops on her research... With Stanford Professor Carol Dweck to create interactive workshops on improv and Design,. I ’ m sorry something. ” an eclectic collection of books to share — or hoard — while sheltering place. S something we ’ ve planned it out and try to impress people needs to be more honest... You and you know who I really hope that people listening in to... Right and sometimes you ’ re a lot to say it opportunity pay... 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Or hoard — while sheltering in place not about you can start strong and finish,. Can start strong and finish strong, that was a mindset shift Insights GSB Square! They need to be a little bit about how we perceive and frame those.. Department of Drama, Stanford adam Tobin is a senior lecturer in Film and Studies.
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