Yeah.

because that's really all about conditions and you can go one way or another with those conditions being conducive to learning.

But, you know, I first looked at this in, so my work has me do, uh, some work with clients in the corporate world and in leadership, as well as folks in the education space.

And so much of my time is spent in the Venn diagram between those two things.

And this was really something that caught me too, is this notion, Linda Hill, who wrote Collective Genius, talking about the most innovative spaces, the most innovative teams that she was able to research.

It wasn't about having a figurehead that was a visionary.

It was about the folks who were able to create conditions for innovation to happen.

they're like, no, we got to jump right into the content.

Yeah.

because that's really all about conditions and you can go one way or another with those conditions being conducive to learning.

But, you know, I first looked at this in, so my work has me do, uh, some work with clients in the corporate world and in leadership, as well as folks in the education space.

And so much of my time is spent in the Venn diagram between those two things.

And this was really something that caught me too, is this notion, Linda Hill, who wrote Collective Genius, talking about the most innovative spaces, the most innovative teams that she was able to research.

It wasn't about having a figurehead that was a visionary.

It was about the folks who were able to create conditions for innovation to happen.

they're like, no, we got to jump right into the content.

Yeah.

So what we've built now, our ideal program, it's five modules essentially over a quarter usually, and we'll come in for the first one.

So it'll be like a three-hour introduction workshop, which is mostly this idea of the yes end mindset, and then the middle three will be virtual.

So there's virtual touch points, and what we do is each module is a different one of our principles, and then we go back in for the fifth one, which is, it's really collective contribution and impact.

So it's like, all right, we're gonna wrap this all up, but we're also gonna look at, now that you've done this, what's the impact you're gonna have outside of this space when you go back to your team? So it's, it's a hybrid model because, to be honest with you, like improv works better in person.

So I'm curious if there's any, you know, little hacks for how leaders can be setting the table to be a little bit more improv-ish.

I'm gonna give you a little activity that we do.

We do it almost every engagement, whether it's a class at our studio or if it's, you know, a boardroom at a Fortune 500.