Neil Mullarkey’s theatre improvisation techniques prepare leaders for the unpredictable nature of real-world business interactions – all while boosting the impact of the L&D function
For learning and development professionals, standing out in a crowded field of conventional training programmes can be a significant challenge. One seasoned L&D director in the professional services sector discovered a ground-breaking approach that not only enhanced the skills of her leaders but also elevated the status and impact of the L&D function itself.
“Improv training addresses a gap often overlooked in traditional skill development programmes”
The challenge: Revitalising sales pitches through innovative training
Sales pitches are often unpredictable. While pitches can be rehearsed, real-life client interactions often deviate from the script due to unexpected questions and situations. But traditional training methods often fall short in preparing leaders for the unpredictable nature of real-world business interactions.
Eleanor – not her real name – is a learning and development director at a professional services firm. She observed that while leaders were confident in familiar settings, they struggled when faced with unexpected scenarios during client pitches. However, standard body language and presentation skills workshops weren’t addressing this gap effectively.
“Leaders are very comfortable and confident in things they’re familiar with but in situations of uncertainty, they tend not to do as well,” she explains. She needed a solution that would not only improve leaders’ adaptability in sales pitches but also bring a fresh, engaging approach to L&D.
Eleanor had experienced the transformative power of Neil Mullarkey’s improvisation techniques at various organisations. Neil, a co-founder of The Comedy Store Players alongside Austin Powers actor Mike Myers, is one of the most seasoned improv performers globally. Eleanor recognised that his methods could offer a unique and compelling solution. “Improv skills provide techniques to deal with unfamiliar situations. Neil gives you the tools to still have that gravitas and confidence when outside your comfort zone,” she notes.
Improv training stood out because it diverged from conventional methods. “We were looking for something innovative. Standard presentation skills training wasn’t cutting it with our people. Improv was different, and Neil could bring a commercial angle to it,” she says. His ability to directly relate improv skills to business scenarios made him the perfect choice.
The training: Creating FOMO
Neil conducted full-day sessions at The Comedy Store, an environment chosen to push participants out of their comfort zones. Leaders, typically confident in controlled settings, faced the unpredictability of a live stage, mimicking real-world client interactions during sales pitches. Change is more likely to occur after a full-day session immersed in the challenge.
The sessions were not mandatory so, to engage people effectively, the company created a significant buzz around the training sessions. This approach attracted enthusiastic participants eager to try something new. It also leveraged the fear of missing out (FOMO) to draw in those who were hesitant but didn’t want to be left out. Calendar invitations were sent out and publicised widely and, while some people declined outright, this was considered acceptable because it’s better to have willing participants than reluctant ones.
Interestingly, those who initially declined often heard positive feedback from colleagues who attended, praising the sessions for their impact on performance. This word-of-mouth endorsement encouraged some of the initial sceptics to join future sessions, seeing the benefits others had gained.
The impact of participation was tied to performance reviews. Leaders who were underperforming in areas like pitching were reminded that they had been given the opportunity to improve through these sessions.
The training focused on shifting the mindset from presenting a fixed narrative to understanding and responding to the client’s needs. Instead of pitching with a predetermined message about what the firm can offer, participants were taught to explore the client’s story and requirements, which might differ from initial perceptions.
Leaders submitted pre-session videos for Neil to assess and provide feedback. They engaged in storytelling exercises, adapting to curveballs thrown into their narratives. The “Yes, and…” technique, a core improv exercise, involved participants building on each other’s statements, fostering adaptability and collaborative thinking.
Neil emphasised the importance of seeing unexpected client responses as opportunities. For instance, if a client mentions something unanticipated, it should be viewed as valuable insight rather than a setback. Neil illustrated this with a humorous example: greeting someone with: “Hello, Dr Smith, how are you?” and the response being, “I’m not a doctor.” The reply, “Well, I’m not a patient,” highlights the assumption and the need to be open to what the other party shares.
The concept of “gift blockers” was also introduced. These are instances where clients indicate that the pitch doesn’t align with their needs. Instead of seeing this as a failure, it’s an opportunity to ask: “If X isn’t what you’re looking for, what do you need?” This approach helps in reframing potential objections as chances to better understand and meet the client’s true needs.
Overall, the training encouraged participants to embrace flexibility, listen actively and adapt to client feedback, turning every interaction into a chance to build a more tailored and effective pitch.
Online adaptation during lockdown
The onset of the Covid-19 pandemic required a swift shift to virtual training. Eleanor says Neil adeptly transitioned the sessions to Zoom, focusing on maintaining presence and engagement in virtual settings. He provided practical tips on lighting and background setups to ensure participants could create an impactful online presence.
“Neil changed the focus to what you might need to think about online. He talked about how to maintain impact and gravitas in virtual settings,” she explains. This adaptation was crucial as business interactions moved online.
Results: A resounding success for L&D
Participants reported a marked improvement in their ability to handle unexpected questions and scenarios during sales pitches. They learnt to view client interruptions and questions as opportunities rather than obstacles, enhancing their responsiveness and adaptability. Feedback was overwhelmingly positive, with many leaders expressing a desire for more sessions.
“The discomfort experienced during improv sessions translated into greater confidence in real-world situations. Leaders felt equipped to handle curveballs in client meetings,” Eleanor remarks.
One unexpected benefit has been the enhanced status of the L&D function, especially since its value is clearly demonstrated. By introducing fresh, commercially beneficial skills, the department’s reputation improves, fostering greater engagement with future L&D initiatives. This strategic alignment of innovative methods with the commercial goals of the company enhances the overall perception and value of the L&D function, ensuring it is seen as a vital contributor to the organisation’s success.
“In every organisation I’ve worked with, I’ve emphasised the commercial advantages of improv. I always ask Neil to directly connect the training to the leaders’ daily roles. Given their busy schedules, making these connections clear ensures they understand the relevance and value of the training,” explains Eleanor.
“It gives real kudos to the learning and development department as well. We’re not delivering the same old; we’re bringing something new, fresh and experiential. You can’t get the same benefits from simply reading about it. Although Neil has written a book on the subject, which includes theory and practical applications, the true value comes from actively participating in the exercises. It’s not just about learning the theory but applying it in real-time.
“Improv training addresses a gap often overlooked in traditional skill development programmes. When people think of necessary skills, they usually focus on leadership, management, giving feedback and delegating, for example. However, they often miss out on the importance of handling complex and uncomfortable scenarios, which is where improv excels.”
For L&D professionals, this case study underscores the potential of innovative training methods to revitalise the learning experience. As Eleanor sums up: “This isn’t just about learning new skills; it’s about transforming how our L&D department is perceived and valued within the organisation.” This approach offers a compelling blueprint for L&D leaders looking to make a lasting impact.
Sian Harrington is Co-founder and Director at On and Off Communications