The first rule of improv is “yes and.” There are other rules, or rather guidelines, however “yes and” is the one and only rule that truly matters. Without agreeing to the reality presented to you, progress trips over itself, and you and your co-performer are left staring at each other.

Much like improv performers, company leaders and managers should learn the “yes and” rule and stick it in their hearts. I’m flabbergasted at the number of times over the years I’ve experienced a “yes but” manager. Maybe there’s a “yes but” class at MBA schools, or maybe mentors train managers in the art of “yes but.”

Stop the “yes but” cycle of abuse, I say!

No one likes to have an idea agreed to with conditions. When you do that, you stop progress. The employee starts immediately placing restrictions on ideas. It’s more fruitful to agree and add to the proposal.

Of the following examples, tell me which is better:

Employee: “I plan to recycle all the aluminum cans in the break room.”
Manager: “Great, but that’s a lot of cans and you’ll have to do it all yourself.”

or

Employee: “I plan to recycle all the aluminum cans in the break room.”
Manager: “Great, and I know a place you can take them that offers the most money.”

If you’re truly a leader, or want to be one, you’ll see the benefit of contributing to an idea and moving forward rather than holding back and letting fear, doubt, or pessimism dictate your decisions.

The great improv teacher Del Close once said to “follow the fear.” What he meant by that is you should go toward what makes you uncomfortable, do things that scare you. For a lot of leaders, agreeing to an idea wholeheartedly scares the snot out of them. That’s exactly what they should do, though. Agreement isn’t the endgame, however. You have to add to the conversation, move it forward.

Do me a favor. This week, with everyone you interact with, make “yes and” a part of every conversation. It will seem uncomfortable and forced at first. Over time, though, it will become instinctual. After the week is over, reflect and let me know if you feel happier with your decisions and that life is moving forward.

If you’re creating an atmosphere of agreement, I can guarantee that your employees will agree to follow you. If you’re a but leader, though, employees will find any excuse to counter your decisions. Don’t be a “yes but” leader. Be a “yes and” leader.

(Image via Flickr: visualpun.ch / Creative Commons)