EPISODE 491: Using Improv Comedy to Grow Your Sales with Bob Kulhan

Subscribe to the Podcast now on Apple Podcasts!

Become a member of the elite Institute for Excellence in Sales and take your sales career to the next level!

Attend the next Institute for Excellence in Sales Women in Sales Leadership Forum starting April 22, 2022. Register here.

[EDITOR’S NOTE: This is a replay of the Creativity in Sales virtual learning session sponsored by the Institute for Excellence in Sales on November 21, 2021. It featured an interview with business improv expert Bob Kulhan, the author of “Getting to Yes, And.”

Find Bob on LinkedIn.

BOB’S TIP: “Cling to, “Yes and.” There’s an oversimplification that the majority of people use for ‘yes and’ that it’s an ideation tool only. At its core, it’s a communication tool because you cannot ‘yes and’ somebody without listening to them, without understanding them. And’ is the bridge to your voice. This provides this opportunity to build bridges. ‘Yes and’ links to that postponement of judgment. ‘Yes and’ is a fantastic conflict management technique. Imagine some difficult questions being thrown your way or pushback that you’re receiving. A way to deal with both of those is through ‘yes and.’ 


Fred Diamond: Today we have an interesting show. It’s going to be a very special show for a whole bunch of reasons. We’re talking about the tie in between comedy improv and sales and we have an expert. We have Bob Kulhan. Bob, you’ve done what? 3,500? Were you telling me 3,500 improv sessions in your career, more than that or what?

Bob Kulhan: About 10 years ago, it was 4,500 live improv shows that I did, not including all the business improv stuff that I’ve done. That was just flat-out comedy. Since then, with a couple of children, it slowed down a little bit. I’ll just keep it at 4,500.

Fred Diamond: Let’s say 4,500. Now also, the cool thing is you’ve worked in some of the most legendary improv places which we’ll talk about. You’ve worked with some people that everybody listening to today’s show would have heard of. People who have had great careers in stage and screen and Saturday Night Live. I want to talk about one specific story. Again, the mission today is applying some of the tools and you’ve shifted your career to helping sales professionals and organizations around the globe, some blue-chip companies, helping them apply some of the lessons that you’ve learned from being in improv with some of the masters to be more effective in business.

Today we’re going to talk about sales, but I want to talk about one specific story that you told me about. You told me you had done work with, of course, the great Tina Fey. You told me a critical lesson that she taught you. She was your coach, I guess when you were doing improv. Tell us where that was and tell us the story because it really has direct implications for people who are trying too hard to sell.

Bob Kulhan: This was a long time ago. I’m going to say 1995, I think. This was in Chicago at a theater called, at that time, it was the Improv Olympic and it had to change its name to IO. She was my coach. After the shows, of course, the coaches like any team give notes to the team itself, in this case, performers.

A note that I got several times was based on the fact that I was such a hungry young improviser. I’m in my early 20s, and not only do I want to do the best I can for my coach and my team, I want to do the best I can for the audience and myself. As a young improviser, especially really driven, sometimes you step on toes and you will easily railroad people, which means that you’re not listening to them, you’re not giving and taking with them, you’re not playing with them.

Improvisation is a team sport. It’s not like stand up where you’re alone on stage, you can highlight your own skills. It really takes that team effort. The note that she gave me was, don’t be funny. Do not be clever. Do not be creative. Be honest, be present in the moment at a very high level and do everything you can to make everybody else look good. It took a couple of times for me to actually get that note, especially one where she was twisting my ear a little bit like, I’ve given you this note already. Yep, I got it.

From that point forward though, that was always front and center. Make everybody else look good. Be present, be in the moment, don’t try. Because funny is everywhere. Comedy is everywhere and we can relate this to sales very quickly. Not that salespeople are trying to be funny, yet opportunity is there. When you’re trying too hard, just like shoving a square peg into a round hole, it’s not going to be a good fit and it could actually come off as abrasive.

What I was doing with my team was abrasive. What I learned to do, that not only helped me as a performer, and helped me as really a staple inside my business, it helped me as a human being as well. Be present, be in the moment at a very high level, be honest. Don’t try so hard and do whatever you can to make everybody else look good, including clients, and partners, and customers, and then it all comes to you.

Fred Diamond: Now, that’s a brilliant point. Again, one thing we talk about all the time on the Sales Game Changers virtual learning sessions and podcast is, people don’t like to be sold to even though they know that you’re a sales professional. Again, we’re the Institute for Excellence in Sales, so we view sales as a noble profession. We view it as something that is really critical. We view it as a service as compared to a tactic that’s not designed to enable the customer. I neglected to mention, of course, you’re also the best-selling author of Getting to “Yes And”: The Art of Business Improv.

Congratulations, at Stanford University Press. The reason why that intrigued me is we did a show about a year ago on questioning and listening skills. We had a guy named Rob Jolles who is a former Xerox trainer and he’s also written about six or seven books. We talked about shutting up and letting the customer do things. He said that his favorite question was, and? Just saying and, and then letting the customer continue.

We have a saying Bob, that if your customer does 90% of the talking during a sales meeting with the possible exception of demos, then it is an exceptional sales call. Relate that as well. Relate the continuation of this. Again, one of the key messages that I want to get across from you is that it’s not about you, it’s about the customer. It’s interesting in your previous answer saying that it’s about the team. Give us a little bit of thought on that and then let’s get deep into this.

Bob Kulhan: Absolutely. My company business improv focuses on linking improvisation to business and to the behavioral sciences. Though I am an elite performer, improvisational actor, and comedian, that’s not what we teach businesspeople. It’s not what we teach salespeople. We teach people how to use these specific techniques. I love by the way, what you said that if the client, customer, partner, is talking 90%, 95% of the time, it’s a good sales call. I agree.

If you relate this to improv stage, if anybody knows improvisation comedy, you’re focused, you’re concentrating, you’re present in the moment at a very high level. You’re listening to understand. You’re not listening to respond, because typically, when you’re listening to respond, you’re inside your head, and you’re just trying to get a joke out there. That’s exactly the same thing that Tina told me not to do. Don’t try to be funny, don’t try to get your joke out. Just respond honestly.

When you superimpose that to a sales conversation, we pretty much have the same focus of, let’s get whomever we’re speaking with talking, because if they’re talking, then we’re in that position to pan for gold. We’re trying to go to a river and collect gold, the river is a phone call or a virtual conversation or face to face and that gold opportunity is that person talking. If you think about going to a river and get gold, would you rather stick two fingers and the thumb in the river and pinch it? And your case, as you mentioned, do 95% of the talking and then you’re pitching out 5% from them or reverse that?

Stick a pan in the water and plot as much as humanly possible. That’s getting the other person talking. That’s increasing the probability that you’re actually going to get gold once you start sifting and sorting and get the weeds and muck and fool’s gold out of the way and you find those real nuggets. Really putting that emphasis out allows sales individuals to build relationships by gathering information and reusing that information in a way that’s meaningful to the person on the receiving end. In turn, it feels like the relationship gets stronger as well because it’s a basic human desire to be understood. Our DNA screams to us that we want people to understand us, we want to make that connection. When you provide that to other people, it really does galvanize relationships.

Fred Diamond: Let’s talk about some of the differences. Again, you’ve taken your improvisational skills, 4,500 some odd shows, working with some of the best performers on the planet, making people laugh which always is a fun thing. There’s got to be joy with that. Talk about the difference between what you’re doing now, how you’ve taken the lessons of improvisation and created business improv. What’s the difference between your business improv and the general stuff you were doing on stage in the mid-90s and beyond?

Bob Kulhan: Like I said, I’d still be on stage if I could. I’d walk up with anybody, anywhere, any place, any time, let’s do it, let’s perform some comedy. That’s the focus of being on stage. It’s to produce comedy or entertainment in some capacity. When people pay their $20 or so to go see a show, especially an improvisation show, which we’ll use as the example here, where I come from, it’s an escape. They want to be entertained. Even if it’s not comedy, you’re doing drama, or you’re adding drama to comedy, because all drama has comedy in it and all comedy should have some drama in it as well, adding depth to this. It’s still to entertain people and that is the outcome of that specific improvisation.

Yet, if you think about something like a sales call for example, and you know your base, you’re listening to them, you start playing off of them. You can always go back to your base. What that really is, is an improvisational moment that you’re having with somebody else. That’s not scripted because they didn’t receive your script. You never sent that out in advance and told them what they’re supposed to say, so it’s not scripted. Which means that what we’re focusing on is really the way that we define improvisation in business improv which is different than improvisation in comedy.

We define improvisation in business improv on three core competencies. Those competencies are reacting, adapting, and communicating. Reacting is that focus and concentration and presence in real time at a high level. Adapting is if you’re doing it within parameters or trying to achieve a specific outcome, like in a sales call for example. The root of both of these is communication. We’re not in space, we’re not in a vacuum, and that’s exactly what we’re doing with somebody else.

When you take these core competencies and really put them into place, the question is not, do salespeople need to react, adapt, communicate? That’s the answer. The question is, how do you get better at that? How do you get better at that for yourself? How do you get better at that for your client? How do you get better at that as a competitive advantage from the people who aren’t thinking about how to do this? That’s exactly what we do, because improvisation is a learned skill set, which means that you can bulk it up like a muscle and get stronger at it and it can also diminish. It can atrophy like a muscle if you’re not working it out. What we do is teach people how to work out. We teach people how to help themselves with or without us going forward.

Fred Diamond: What are some of the key skills that you teach? Bob, let’s hit on two or three of the critical ones. You talk about building the muscles and it’s interesting. A lot of people listen to a webcast that we do, and they’ll say, “Oh, that was a great reminder.” I’m like, “Okay.”

Steph Curry took 300 three-point shots this morning from 5AM to 6AM. He wasn’t reminded how to do a three-point shot, he physically got on the court before anyone else woke up, took 300 three-point shots to become the greatest. He’s done that for every day for the last 10, 15, 20 years of his life. We also view sales as a skill the same way. You need to work on phone calls. You need to work on crafting your communications.

You need to work right now on how to be more effective virtually because that’s going to continue for the foreseeable future. How to research and how to prepare and how to communicate empathy, how to genuinely have the right mindset. If you don’t mind, talk about two or three of the critical muscles, the critical skills that you try to teach people over an extended period of time so that they can get better at sales.

Bob Kulhan: Absolutely. I love the way you set this up, Fred, because we look at the human brain the same way athletes look at muscles. If you want to operate at peak potential, there are certain things that you have to do. Ultimately, what we focus on with the skill set that we’re training people how to use is muscle memory. That doesn’t mean that Steph Curry doesn’t go out from five to six o’clock in the morning and shoot his several hundred three-point shots or LeBron James does his 10,000 plus layups that he’ll do in his life or 100,000 plus layups.

It means they do that because once it’s game time, they don’t want to be thinking about what to do. They want this to be part of their unconscious competence. They want this to be part of just who they are at a core level, and that’s exactly what we all have to do. You have to practice this so much so often that it becomes authentic to you. If it’s authentic, then your voice comes out, your style comes out, your passion comes out.

This is some of the stuff that we teach people as well. How to bring authenticity out. How to bring their personality out. How to get personality out from other people as well. Simple words like agility and adaptability which are not the same thing, a lot of people conflate the two of them, they’re not at all. I’ll break it down this way. If you see a cat just walking along, and you throw your slipper at the cat, it jumps out away, that’s agility. If the cat’s chasing a mouse, and you throw your slipper at the cat, and the cat jumps out of the way, and still catches the mouse, that’s adaptability.

If you start focusing on what these two are and how to actually use those in real time, it brings a different level of presence. We also teach a lot of virtual sales. Business improv started going virtual in 2010. That’s when we started focusing on how to take some of that. Everybody knows to be immersive and on site and dynamic and move it over to this element, so we started delivering in 2017. We even have an async program. It’s very specific things that you can do to operate with inside this bubble that pull people in because energy begets energy.

Now we start focusing on, how do you manipulate energy? What can you do with this? How do you bring that to a presentation or a pitch? How can you read the room in this environment? That high level of awareness. How do you take that agility and adaptability then and read the room in real time? Craft your pitch in a different way based on information from panning for gold that you’re receiving from your clients, that you can then repurpose your message in their words showing them one, that you’re listening and two, that what you’re selling makes sense for them on their terms. All of this skill set, again, is something that you can learn and that’s exactly what we teach. This is still tip-of-the-iceberg stuff we’re talking about.

Fred Diamond: Hey Bob, are you involved with NLP at all? Is that anything that is part of what you teach?

Bob Kulhan: NLP?

Fred Diamond: Neuro-linguistic programming. The basic concept is, let’s say I’m from New York, and I’m talking to somebody from Texas, or the pace is a little bit slower, if you will. That’s a very common thing is like, if you’re a New Yorker who’s zipping through the questions and the customer is a little more laid back, they’re not as high pressure as they might see in New York, and you have those bashing. Is that part of what y’all teach? It might not necessarily be NLP, but do you also help people understand how to be adaptable to who the customer is and where they are so that you could be more effective?

Bob Kulhan: Absolutely. Our base is in the behavioral sciences more so than the neuro sciences. There is some bridge carrier over there, especially as it relates to releasing endorphins and dopamine, trust and happiness and all that type of stuff. I find, though, that what you’re asking is what we do because now back to improv terms, mirroring. We are now used to the behavioral psychology, mirror effect, the chameleon effect, the mimicry effect.

There are certain things, especially if you’re operating at a very high level that we can do that actually show that we’re a good fit for them. What you’re saying is exactly what we do. When we are talking to scientists, scientists don’t necessarily move 100 miles an hour, they’re very analytical and so we’ll break it down in that capacity. When we’re talking to military, it’s much more direct and succinct, the way that we’re delivering our message. It’s all based on what we’re getting for them because that’s a gross stereotype if we’re just like, all military are direct and all scientists are analytical. That’s not the case at all.

We listen very attentively to what they’re doing intensely at a very, very high level, and then bring that same energy back to them. That doesn’t mean that we don’t manipulate the energy. We do want to get people amped up. We want to get them excited about what this is. Yet, if we come in just so high energy at the top that it alienates them, then we risk coming off as a muppet. Improvisation already, there’s so many of your listeners and watchers who are going to be like, “I don’t like improvisation. It’s comedy.”

Even though I can tell them a hundred times that, think about what Special Forces do. Is that comedy in real time? You mentioned Steph Curry. Think about basketball players in real time. Is that comedy, what they’re doing? When they’re adjusting to what the defense is doing, the offence is doing? Anybody watches cooking competitions? Those elite chefs that open up a basket, what’s inside the basket? Make it work in 30 minutes. Is that comedy? It’s not. It’s a learned skill set.

Ultimately, with all of this then you have to perform at the top of your intelligence to the best of your ability in real time. These little things like chameleon or mimicry or mirroring, which goes to what you said before can show that you’re a good fit with them. It shouldn’t be disingenuous either. We’re not talking about not being authentic. We’re talking about know your audience.

Fred Diamond: Bob, let me ask you a question. This specific scenario. This came up yesterday when we were doing our Sales Game Changers Live. Classic scenario, you work hard to get the meeting and let’s say the customer even though we’re still in theory, doing a lot of stuff virtual, it doesn’t really matter if it’s virtual or not. You schedule a meeting with the customer, and you got the right person there and his or her team, and you have this presentation planned. You met with your team. You have it planned out, who’s going to say what, you have 45 minutes they’re giving you, so you got it to the minute.

You sit down, everybody logs onto the screen. The key decision maker, the VP that you have there says, “By the way, I only got 10 minutes. I got to book out of here in 10 minutes, but the rest of the team is going to be here.” That’s a classic situation where you need to bring in some of the improv skills because, okay, what do we do now? We had it for 45 minutes, and we were rehearsed and we were ready to go and then the key decision maker says, “I’m only going to be here for 10 minutes.” Talk about some of the improv skills that you will have taught that will allow them to shift on the fly.

Bob Kulhan: We’ve already hit several of them, like the agility and adaptability. You know your material inside and out and you know your audience, you’ve done the homework. All this is based on sales 101, presentation 101, you know why you’re going in there ultimately. They throw a curveball like that. The first part of this then, now looking back to improv and business improv specifically, postpone judgment. That’s the first part. Postpone judgment.

Look at this opportunity. Okay, I have only 10 minutes to spend with you. How do I optimize these 10 minutes? That for me might even be asking that question. Great. I appreciate you choosing those 10 minutes, how can I optimize this time with you? Then you get that information back, and they’re going to tell you exactly like, give me your elevator pitch. Give me the root of this. What do people walk away with? What are the benefits?

Then you can just hit at that high level, and then with the rest of the team as they stick around, look to put some little anchors in there, some little pins in there, so that you’re like, “Okay, I’m going to go back to this and unpack in a greater detail with your team.” I’m going to show your team how we went from on-site only engagements to virtual engagements and why that actually took seven years to perfect, that make it so effective that now five years delivering virtually – 11 years total from the first time we tried it to today. Why does that make a difference compared to everybody else who was forced to go virtual in the middle of a global pandemic with so much crisis?

You figure out what makes sense and how to make it hit home on their terms and all that starts with postponing judgment, accepting it. This is that key, “Yes and.” Getting to yes and, the art of business improv. That yes and is not I agree with you, not at all. Yes is I accept that this is happening. Yes is I accept that this is what you’re saying to me, I’m trying to understand it on your terms. That’s yes. And is the bridge to you, your voice, what you do with this new information. This postponement of judgment becomes an imperative when getting these curveball questions, push back, tech issues, whatever it might be, make it work by any means necessary. That starts with yes and, and it goes deep into postponing judgment.

Fred Diamond: Let’s talk about improv for a second here. If we use some of the sports analogies about muscle memory, and you’re right, when Steph Curry is out there, he’s not thinking to himself, okay, put my feet down, have my arms out ready for the pass. He’s just shooting because he’s done it 30,000 times and better than anybody in the history of the world. When you’re doing improv, again, we mentioned you did like 4,500 shows and thousands of engagements with companies all around the globe.

When you’re doing improv as a team and you’re on the big stage like we talked about before with the Tina Feys and some of the other great people of the comedy world, are you creating things on the spot or have you practiced everything and it’s just seemingly different? Because the audience member may say, the classic, you at a funeral at a Starbucks or something, but have you said all of your lines 50,000 times because you’ve rehearsed, you’ve practice, you thought about it in the car, and now you’re just using it situationally or are you just really snapping things out of the blue?

Bob Kulhan: I’m from Chicago improv. That is without question the hardest place in the world to do improvisation. That’s the trenches, that’s the nucleus of improv globally. It’s where the art form, the current incarnation of improvisation started. If you try to duplicate what you did the night before – which is something everybody tries, all young improvisers will try this. The first thing what will happen is you’ll learn it won’t work because everything’s different.

The chemistry of the audience is different. Your team might be different. It might even be the same team and you’re just like, I’m going to try this bit and it was set up perfectly and it just does not work. That’s the first thing. The second thing is seeing your improvisers, people that you like and really respect, you look up to them, they’ll grab you by the short hairs on the back of your neck and pull you over to the side and rip you a new one. They will go into you.

What we focus on as a Chicago improviser is organic improvisation. Everything is created in the moment organically in real time, which is a heightened state of listening. It’s that heightened state of focused concentration. It’s that heightened state of agility and adaptability. It’s collaboration at its finest because we’re doing it together in front of an audience which means failure is ever present across the board.

You have to figure out how to succeed inside this failure. Because sometimes the show will start failing on the top, and you got to pull yourself out of it. Sometimes it’s great, and then somewhere in the middle, it hits a bump, and you’re like, you got to get out of this. Sometimes toward the tail end, you’re getting out of it and sometimes the show sinks. Think 4,500 shows, no way. It’s not like baseball that three hits out of 10 will get you into the Hall of Fame.

You still have to be nine, nine and a half out of ten to be an elite improviser. That means there’s a fair chunk of them that are just dumpster fires. They’re just not good. You have to have resilience, because that show might end and you might have a show an hour later that you have to pull yourself up and get back on stage. All of this becomes so important, especially to sales. I mean, think about resilience. Think about how many times even in a conversation thing go sideways and how to pull it back.

Fred Diamond: Bob, we talked about preparation, we talked about research. People ask me all the time, a lot of junior sales professionals, even people in the middle of their career will say, “Fred, what should I be doing to be more effective right now and take my career to the next level?” Hence why we’re doing these shows every day. One of the things I’ll say, Bob, is you need to be thinking about your customers’ customers’ customer.

You need to be thinking about when you wake up in the morning it’s, how can I provide a solution to my customers’ customers’ customer? Which means that you’re thinking about your customer’s shoes. You’re thinking about what your customer is going through every single day. What do you think about when you’re at the height of your improv career? Because I just asked you, are you thinking about this great line? And you’re absolutely right.

If you’re thinking about inserting that great line, then you’re not thinking in the present, you’re not thinking about the rest of the team. You said improv is a team sport. You’re in your own head and like you said, that line which killed last night may fall totally flat here because of the time, the audience, timing, whatever it might be. But as a professional improv comedian, what did you think about?

Again, I just said, when you’re in sales, you wake up, how can I help my customer? I think about every morning as the co-founder of the Institute for Excellence in Sales, how can I provide value to sales leaders to help them acquire, retain, motivate and elevate top tier talent? What was going through your mind when you were at the height? Not that you’re not doing great now, you’re doing tremendous now. But when you were big on stage with the Tina Feys of the world, tell me what your mindset was. Were you constantly thinking in terms of funny or were you think about your next sandwich? Just give us some insights.

Bob Kulhan: It’s about being in the moment at a high level. Mihaly Csikszentmihalyi, the author of Flow who recently passed away. That’s that high state of being present in the moment and that’s what you’re trying to get to. Whether you are an elite baseball player, or basketball player, an elite chef, an elite salesperson, an elite improviser, you just want to be in that moment at a very high level, and then live in that moment at a high level.

This is part of what we bring to the table as well is like, what can you do for yourself and what can you do for the people around you? You show up early, you warm up, you touch base with your team, you get synced up together. Chemistry is so important with your team. Then when you get up on stage, it’s outward focus the whole time. Look at what everybody else is doing, how can I support them? How can I elevate their joke, their game? Then in doing so, especially in a team environment, if we’re all focusing on each other, then you don’t need the best idea because the best ideas are going to rise to the surface because that’s what we’re focusing on. Everybody’s idea and how to elevate that.

If you take that same energy and bring it out to a client engagement and you’re really focusing on customer first or client first or that partner first type of mindset and you’re in the right physical space as well. I’ll give a little a free hit for everybody out there. Show up early to these virtual engagements like you would on site to get mentally and physically on point so that when they turn on their camera, you are ready, you have energy, and they’re not seeing like flatline meeting after flatline meeting. They’ll see flatline meeting, you, pop. This little pop of energy.

That extra type of je ne sais quoi, the X factor that you bring to the table is going to be a memorable thing that they’re going to say, “Oh, that was a good engagement. I want to talk to them again, because they could be a good fit in my team.” That’s the chemistry that we’re talking about. That’s what we do before an improv stage. That’s what I teach tons of leaders, tons of managers, tons of salespeople how to actually get to that space where they’re mentally and physically ready to perform at the top of their intelligence to the best of their ability like Steph Curry does before a game.

Fred Diamond: Absolutely. Bob, before I ask you for your final action step as we typically do to wind down the webinars, the virtual learning sessions that we do, I just want to acknowledge you. Of course, we’ve talked many times about your success on the stage but also, what you’ve done with business improv. How you’ve helped tens of thousands of business professionals, maybe even hundreds, understand some of these skills to make them more effective not just in sales but in business, and take their companies to the next level. As we like to say, as you become better as a sales professional, your life will improve as well. These are skills that we definitely believe in.

I like what you also said before. You don’t need to be funny, this isn’t about humor. We actually talked about being funny a while ago on one of our shows, but this is about using some of those skills to allow you to be flexible, allow you to think about the customer. A lot of times, salespeople, they’re in their head thinking about, I got to get these features out there. I got 30 minutes, I got to make sure I get my message across.

But as we like to say, a more effective sales call is when the customer brings it to you and you have that ability to use some of the skills you talked about to be flexible. Congratulations and kudos to you on the book and kudos on how you’re bringing this value to customers. Give us one final action step, something specific. Again, you’ve given us 30 great ideas, but something specific that people can do right now after listening to today’s Sales Game Changers podcast to take their sales career to the next level.

Bob Kulhan: Cling to, “Yes and.” A lot of people confuse ‘yes and’ because it’s pretty common these days. Most people, if they think of improv, they think of ‘yes and.’ Yet, there’s an oversimplification that the extreme majority of people use for ‘yes and’ that it’s an ideation tool only. That’s not true. That is a specific technique for ‘yes and.’ However, at its core, it’s a communication tool because you cannot ‘yes and’ somebody without listening to them, without understanding them.

‘And’ is the bridge to your voice. This provides this opportunity to build bridges. ‘Yes and’ links to that postponement of judgment. ‘Yes and’ is a fantastic conflict management technique. Imagine some difficult questions being thrown your way or pushback that you’re receiving. A way to deal with both of those is through ‘yes and.’ It’s really a Swiss Army knife of a two-word phrase, and it’s so powerful. I’m just barely cracking the surface of how powerful it actually is. If you cling to that though, and actually embrace it on an authentic level, you are going to get a wonderful tool that you can use at any time with anyone, anywhere, any place.

Transcribed by Mariana Badillo

Leave a Reply

Your email address will not be published. Required fields are marked *