And I would add to this, have fun. So the thing we shouted wasn’t interesting enough. But we are expert at that because, for most of the time, we’re improvising. They’re sort of guarded. After the reading, stick around for a MIXER on the beautiful patio of the Santa Monica Playhouse. 661 likes. You need building blocks a little bit. And I find it very interesting that people think improv is totally unstructured. It brings you into that present moment. Why is this type of speaking so hard? You have to listen. And when there are structures, you can kind of say, “Okay, here’s what I’m doing first,” or, “Normally, I would do that first, but I’m going to switch it around.” And it just gives you a basis in which to play. Adam is a senior lecturer in Film and Media Studies here at Stanford University, and a teacher in Continuing Studies. You have to be there, and you have to keep bringing the current circumstances to your material so you can get it to people. And he was so masterful at playing with what people would shout out. There are some laughs that are actually costly. And for me, that was a mindset shift. They’re fired up in another way. So you actually free up your brain to focus on what you’re going to say and how you put it in the structure. At the GSB he co-teaches (with Professor Deb Gruenfeld), “Acting With Power” which explores the use of status behaviors to increase organizational effectiveness. So usually the third question that I ask is to ask the person to give three ingredients that go into a successful communication recipe. It never occurred to me. And people remember primacy and recency, right? Listen online, no signup necessary. 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. And that notion of reflecting on what happens if it doesn’t go well, accepting the failure, really is liberating. 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. It’s like everyone’s attention is on us and we have to perform. Dan Klein: I love that. They’re the one who is going to be your biggest supporter when you work with them and are able to engage and turn around. And you only know that if you’re paying attention. What does it take to get into Stanford Graduate School of Business?Well, it won’t hurt if you have a 734 on the GMAT – the average score, according to Stanford GSB’s newly released Class of 2021 profile.. 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. 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. There’s a great improv maxim, which is do what needs to be done. The class profile paints a picture of how the typical student in this year’s Stanford MBA class stacks up in terms of scores, demographics and work experience. 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. That I think is really the crux of what hinders a lot of people in these situations is that ability to let go. Cozy up and listen up to our top episodes from 2020. And so rather than seeing that question as an attack, see it as this person is bringing information from like outside of my headspace, right? So there are these offers everywhere. Thank you for that and thank you for joining today. Can you talk a little bit about how structure actually frees people up to be spontaneous? And it’s such a cliché of improv. We’re not doing improv so we don’t have to spend time memorizing our lines or rehearsing. In 2009, Dan was named Stanford Teacher of the Year by the Student’s Association. About our speaker: Debra Schifrin is a consultant and Lecturer in Management at Stanford Graduate School of Business. The goal is to emphatically declare the name. It’s liberating because it takes the pressure off. Since its founding in 1925, the school has engaged students through a research-supported learning process that today emphasizes academic rigor, interdisciplinary studies, and community engagement. Not aggressive. Stanford Improvisors - SImps. And the person I pitched it to said to me, “Tell me why this isn’t a sci fi story.” And I thought [laughs], this isn’t a sci fi story. Matt Abrahams: Nice. 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. Matt Abrahams: Being present oriented is really critical in what I’m hearing us discuss. [Laughter] Sorry. Each episode provides concrete, easy-to-implement tools and techniques to help you hone and enhance your communication. Dan Klein: Well, I think that’s it exactly. 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. Yeah, I really enjoy watching him. Adam Tobin: But I was present and I failed cheerfully. And I said, “Why do you say that?” And it turned out that that person’s boss had been burned by the last three sci fi stories that they had made. Also, I would like that surgeon to be able to talk to me about [laughs] what’s going on. So Adam, what’s one thing you would put in? And Daniel was the host of it. I think those skills can be learned over time. Some [unintelligible] that we’re talking about is where you don’t know anything about the story and you’re figuring it out right there in the moment. It’s like their mind-body is running away from them. Stanford improv experts discuss the art of in-the-moment communication in this episode of Think Fast, Talk Smart. You’re not putting on any kind of fake version of yourself to try to impress people. And our audiences, for sure, are giving us offers all the time. On this podcast episode, strategic communication lecturer Matt Abrahams talks with two Stanford improv experts, Adam Tobin and Dan Klein, about spontaneous speaking and how to become more comfortable and confident in the moment. In this “Quick Thinks” podcast episode, Stanford improv experts share advice on getting out of our heads and into the moment at hand. And I know a lot of improvisation requires or invites that kind of present orientation. 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. 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. 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. Dan Klein: I know, I thought of that early and then I planned to say it. The thing we shouted was a repeat of something I’ve said before. But what we don’t realize is that by trying to meet every goal in our head, we’re shutting ourselves off from material. And so I enjoy the range that he brings. And he would name exactly what was there in the room. TIL a Stanford study (2016) found a positive correlation between use of profanity and honesty. I think those three ingredients would make for a wonderful, spontaneous speaker. Yeah, right. MIT Sloan and Stanford GSB are two of the top Business Schools in the world. But to have flexed these other muscles and be able to have another approach so we can choose in certain situations to turn off the evaluation and the judging and act in another way. But really to parse it and say when you’re met with something, see that as an opportunity. He can speak sometimes crassly or glibly or sometimes like really kind of profoundly. And so the idea of like dare to be dull, or be obvious. Adam Tobin: And you blocked out everything else he said. 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. And the same is true in improv. Sometimes we’ll do an exercise where we’ll have somebody tell the story of their name, just some story about their name - first name, middle name, last name, whatever, or tell a story about what they did this weekend and remind them that when you’re an expert on the material, you don’t have to have every word perfectly staged. Do you want to make mention of that? Matt Abrahams: What I found so interesting about this, and I don’t know, Adam, if you want to comment on it, is when I participated in this game, people get so frustrated because they feel that they’re not doing the game right. Dan Klein: Adam already said it earlier. Matt Abrahams: So you point at a lamp, and then when you point at the computer, you call it a lamp. 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. 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. It’s just when we get put on the spot. if not, then just take a class where you think you might meet interesting people. We are certainly not saying that this is the only way to communicate. And that’s always true. There was a time where I was pitching a TV show. And not only see it as an opportunity but build on it, run with it. If you’re like locked into a script or locked into this idea of how you were going to do it, and something is going on, you’re totally not connecting with your audience, with their needs. 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. 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. Like if you get the wrong name, that’s fine. This is something that’s going to be torturous. It is one of the leading business schools in the United States. We know the scenes. We like to play, say yes, and make people smile. And specificity and naturalness. The SImps are an improv theater group from Stanford University! Curious to know your thoughts about that listening and that present orientation. [Laughter] They laugh. Adam is a senior lecturer in Film and Media Studies here at Stanford University, and a teacher in Continuing Studies. But most professional communication is spontaneous in nature. Like I wasn’t aware of this. Whenever something goes wrong on the improv stage, improvisors just get excited. Being conversational always I think is beneficial. 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. 10+ years as a reporter, producer, and director for National Public Radio and Marketplace. Stanford improv experts discuss the art of in-the-moment communication in this episode of Think Fast, Talk Smart. He would disarm them so easily. Stanford and startups simply belong in the same sentence. And I find that it’s really exciting to go out and try to get a little bit lost. Lecturer in the Department of Drama, Stanford University. If one of you could describe the game and use this as a way to help us understand how we get in our way. And when I tell students that, especially here at Stanford, these high-achieving students, I can tell that they don’t really believe it. Don’t intellectually sort of solve the problem by figuring out a category of things that you can just list. Matt Abrahams: There you go. Dan Klein: It’s an ego boost, but it also says we’re alive and together. There’s always something to notice right now. How will we know when we’ve come to the end? But when you’re obvious, you’re yourself. 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. But you’re only going to discover new things that way. 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. And they’re still sort of holding themselves back. Cox is currently teaching a course at Stanford GSB on “group dynamics and body language” entitled Acting with Power. So take that energy, get delighted. View Stanford-only Results Graduate School of Business Showing 101-157 of 157 Results. 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. Adam Tobin: And it’s something we’ve all experienced in that room, and no other talk will experience that. Adam Tobin: And I did paraphrase. School News. In the Managerial Skills Labs we examine several common managerial challenges faced by executives. He means like humanity. What not to do. Henry Most GSB Lecturer. There’re a lot of improvised movies where the structure is actually totally in place. I think that reframing these situations as a positive versus a negative can make a big difference. And they were handling hecklers, like that was the culture of that environment. And you both know, and I’ll share with everybody listening, I have a very strong bias towards structure. Due to recent announcements about Autumn Quarter (see the President's update), please expect ongoing changes to the class schedule. But if you’re sharing it, if you’ve planned it out and you know where to go. Stanford GSB class of 2022 is made up of 436 students out of an applicant pool of 7,324 students. He was solving a problem that I didn’t even know existed. 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. 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. For more information on starting your own, officially recognized student organization, visit Stanford's Student Activities and Leadership website. Bring effective team management and innovation to your company with actionable strategies, experiential team-based simulations, and design thinking. Adam Tobin: I just had an insight about paraphrasing, which is you’re kind of extending the now, right? Adam Tobin: Yeah. 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. This year’s suite of MBA essays from the Stanford GSB, two required, two optional short-answer, present a formidable exercise in self-awareness – to understand why we do the things we do, why we make certain choices in life, and the opportunities and challenges we face. 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. Matt Abrahams: So that authenticity then, yeah. The ability to function effectively within a hierarchy is a crucial determinant of managerial success, yet many people struggle with "authority issues" that make certain hierarchical roles and positions difficult for them. Now you actually have to communicate. Award-winning economist Susan Athey, noted econometrician Guido Imbens, corporate finance expert Joshua Rauh, and others to join Stanford GSB faculty. They’ve taught the keys to forming deep connections in the MBA classroom — now they’ve turned those lessons into a book. There’s another problem where if the pressure’s on and you think you did really well. But I also want, if something goes wrong, for them to be able to be present and improvise. And you know, in the world of business and Stanford and what I do, film, and achievement, people want to be powerful speakers. They want to be interesting. Am I inflecting them right? 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