Don’t Go Micro
Being present shouldn’t be confused with micromanaging. A leader should always be more than a manager and should certainly avoid the temptation to control every aspect of every single duty. Trusting and supporting your team means trusting and supporting them to do their job without hovering over them like a creepy drone-cam. Improvisational leaders have their presence felt both directly and indirectly—that is, when they’re there and when they’re not there. Don’t be afraid to empower a team by stepping back and letting them initiate.
在场不应与微观管理相混淆。领导者不仅仅应该是经理，还应该避免诱惑来控制每项职责的各个方面。信任和支持您的团队意味着信任和支持他们的工作，而不会像令人毛骨悚然的无人机摄像头那样悬停在他们身上。即兴的领导者直接或间接地感受到了他们的存在，即当他们在场和不在场时。不要害怕退后一步，让他们启动团队。
A leader who functions as a supportive mentor has just as much authority as a detail-obsessed dictator. You can still guide a team and keep them on task and focused on strategy, and by encouraging the individual members of a team to take active roles in projects or meetings, you create buy-in through build-in by giving them a stake in achieving the goals you’re after.
担任支持性导师的领导者与痴迷于细节的独裁者一样，具有同等的权威。您仍然可以指导团队，让他们专注于任务并专注于战略，并且通过鼓励团队的各个成员在项目或会议中发挥积极作用，您可以通过让团队参与实现目标来通过建立团队来达成共识您追求的目标。
A military term that is rapidly gaining popularity in the business world is VUCA: volatility, uncertainty, complexity, and ambiguity. As neatly as this acronym sums up the “you can’t control much out there” reality of present-day life, it really encapsulates four unique issues. As such VUCA is a call to action—a command to create greater depth of knowledge, a directive to develop new approaches, and an edict to erect new architecture for dealing with unexpected and dynamically shifting situations.9 In any leadership position you know that VUCA is coming your way in one form or another. Improv thrives in a VUCA atmosphere because it creates nimble, flexible, adaptable mind-sets in individuals as well as in teams that can function well through times of crisis.
在商业世界中迅速流行的军事术语是VUCA：波动性，不确定性，复杂性和模糊性。正如这个首字母缩略词巧妙地概括了当今生活中的“您无法控制得太多”的现实一样，它实际上包含了四个独特的问题。因此，VUCA就是行动的号召，它是创建更深层次知识的命令，开发新方法的指令以及为应对意外和动态变化的情况而建立新架构的法令。9在任何领导职位上，您都知道VUCA以一种或另一种形式出现。在VUCA气氛中提高自我成长的能力，是因为它在个人和团队中创造了敏捷，灵活，适应性强的思维方式，这些团队在危机期间可以很好地运作。
Don’t squeeze so hard then. The 90/10 rule for decision making states that as leaders only 10 percent of decisions we make have to be right 100 percent of the time. The other 90 percent of decisions just need to be made, and there is room to react and adapt as the consequences of the decisions unfold. Loosen your grip. You do not have to control everything or everyone to be an effective leader.
那就别那么用力了。90/10决策规则规定，作为领导者，我们做出的决策中只有10％必须在100％的时间内是正确的。其他90％的决策只需要做出，随着决策的结果不断发展，就有了做出反应和适应的空间。放松抓地力。您不必控制所有事情或所有人都可以成为有效的领导者。
Stay Creative保持创意
Creativity has been identified as a key domain of leadership. Leaders need opportunities to practice and develop the skills and behaviors that give rise to creativity. Leaders constantly need to expand on their own experiences while fostering an environment in which others can be creative as well. Leaders need to bring their own character to the team and integrate themselves effectively, all while allowing others to bring their authentic voices and maintaining the integrity of the overall team throughout the process.
创造力已被确定为领导力的关键领域。领导者需要机会来练习和发展能够激发创造力的技能和行为。领导者不断需要扩展自己的经验，同时营造一个他人也可以具有创造力的环境。领导者需要将自己的角色带给团队并有效地整合自己，同时让其他人表达自己的真实心声并在整个过程中保持整个团队的完整性。
A critical component of creativity in the workplace is the ability to effectively shape an interaction while being considerate of the style, interests, and focus of others in an exchange. Individuals with improvisational leadership skills are able to integrate ideas quickly while balancing reactions to a situation in a thoughtful manner. Improvisation creates a safe environment to practice these skills. “Yes, and . . . ,” a foundational rule of improvisation,guides participants to listen and react thoughtfully, collaboratively,quickly, and creatively.
工作场所创造力的一个关键组成部分是能够有效地形成互动的能力，同时要考虑到他人在交流中的风格，兴趣和关注点。具有即兴领导能力的个人能够快速整合思想，同时以周到的方式平衡对情况的反应。即兴创作为练习这些技能创造了一个安全的环境。“是的，并且。。。”，即兴创作的基本规则，可以引导参与者认真，协作，快速和创造性地倾听和反应。
Through the use of improvisation, leaders and their teams can enter into the unknown, create their environment, and adapt and respond to challenges in the moment and at the top of their intelligence.True improvisation is not composed of a “bag of stock tricks.” It is instead a skill set that allows for meeting the challenges of the unknown in the most creative ways possible.
通过即兴发挥，领导者及其团队可以进入未知世界，创造自己的环境，并在当下并在他们的智能中发挥最大的作用，对挑战做出反应。真正的即兴表演并非由“一堆股票把戏”组成。 ”相反，它是一种技能组合，可以以最有创意的方式应对未知事物的挑战。
Supporting Lead支持负责人
Corporate workplaces are dynamic hierarchies in which many are looking to increase both their rank and their status within an organization. It’s important for leaders not only to get the best out of people focused on an immediate task, but also to foster talent that might serve as their own replacement when they move on to the next level. Find and support people who are working hard to help you succeed so that you can get the better parking space, move to the bigger office, or even pack up the Speedo and head off on a sexy European vacation (or exec ed improv program). In other words support the people who are there to support you. You don’t have to be a looming, micromanaging presence to lead a great team that will step up and make sure the job is done with the quality you expect.
公司工作场所是动态的层次结构，许多组织希望在其中提高其职位和在组织中的地位。对于领导者而言，重要的是不仅要充分利用专注于眼前任务的人员，而且还要培养人才，当他们进入下一个级别时，这些人才可以替代自己。寻找并支持那些正在努力帮助您成功的人，以便您可以获得更好的停车位，搬到更大的办公室，甚至收拾Speedo并离开欧洲度过一个性感的假期（或执行临时即兴计划）。换句话说，支持在那里支持您的人。您不必是若隐若现的微观管理人员，就可以领导一支强大的团队，他们将加强工作并确保您以期望的质量完成工作。
Of course just being there, just distributing leadership, or just stepping away does not necessarily make the team great. The groundwork has to be laid down and the architecture for success has to be put in place. Improvisational communication habits have to be understood,embraced, practiced, and repeated as part of the team’s culture. Special forces units, NBA champions teams, and concert jazz quartets all display a dazzling, in-the-moment improvisational flow, and that flow is the direct result of hours and hours of training and practicing and communicating.
当然，只是在那儿，只是分配领导力或只是离职并不一定会使团队变得更好。必须奠定基础，并建立成功的架构。作为团队文化的一部分，必须理解，拥抱，实践和重复即兴交流的习惯。特种部队，NBA冠军球队和音乐会爵士四重奏全都表现出令人眼花，乱的即兴即兴表现，而这种流动是数小时的训练，练习和交流的直接结果。
A leader must commit that kind of effort to create an elite improvisational team in business. Understand that such training isn’t done for the moments when things are easy for the team—it’s for when all hell breaks loose. If through your leadership you have established best improvisational practices through their repeated and consistent use, then in the moments when you most need a team to rise to greatness, they will deliver.
领导者必须做出这种努力才能组建一支精英的即兴团队。要知道，在团队容易进行的那一刻，并没有进行这样的培训，而是在所有事情都变得松散的时候。如果通过您的领导层，通过反复和一贯的使用建立了最佳的即兴实践，那么在您最需要团队成长的那一刻，他们就会兑现。
Leading Roles领导角色
How exactly does the improvisational leader get a team to rise to greatness and achieve the best results in the end? Good question. I would break it down by following this path:
Keep the end in sight.
Don’t let the idea of being “improvisational” throw you. The improvisational leader still begins any team-leading task with an absolute focus on results and a strategy how to achieve the mission.
Communicate.
The leader must clearly and specifically communicate expectations and targets to the people in the team. Be explicit.
Be mindful.
A leader must be just as clear and specific in determining what he or she needs to do personally to achieve the desired results. Be aware of your actions and your language. Make sure you are actually doing your job at the same level you think you are.
即兴的领导者如何准确地使团队发展壮大并最终达到最佳结果？好问题。我将按照以下路径将其分解：保持末端可见。不要让“即兴”的想法丢给你。即兴的领导者仍然开始任何团队领导的任务，绝对专注于结果和完成任务的策略。领导者必须明确，明确地向团队成员传达期望和目标。要明确。铭记。领导者在确定自己需要做什么才能达到期望的结果时必须同样清晰明确。注意您的行为和语言。确保您实际上在以自己认为的水平从事工作。
Self-audit.
Once you are mindful of your attitude and behavior, be aware of your physical presence and then make minor (or major) adjustments in real time to make sure you are affecting the people around you in the way you intend to.
Know your team.
A leader should know every team member’s specific capabilities and utilize those core competencies to the fullest extent.
自我审核。一旦您意识到自己的态度和行为，就应该意识到自己的身体状态，然后实时进行次要（或重大）调整，以确保您以自己想要的方式影响周围的人。了解您的团队。领导者应了解每个团队成员的特定能力，并充分利用这些核心能力。
Not everybody is good at every job. Know a team member’s strengths and weaknesses and lead the person accordingly. Do not put people in a position where they can only fail. On the other hand, audit your own thoughts and behaviors so that you do not create a bias and limit a worker to assumed strengths; provide everyone with appropriate developmental opportunities (“appropriate” means that your strategic mission is never put at risk by granting such opportunities). Understand that as leader you give meaning to each member’s position in the team.
并非每个人都擅长每一项工作。了解团队成员的长处和短处，并据此领导这个人。不要将人们置于只会失败的位置。另一方面，请检查自己的想法和行为，以免造成偏见并限制工人发挥自己的优势。为每个人提供适当的发展机会（“适当的”意味着您的战略使命绝不会因授予这种机会而受到威胁）。请理解，作为领导者，您需要赋予团队中每个成员职位的意义。
Make it clear that you respect what members have to say,and value their input. You create the atmosphere in which all members can flourish. In the end they will support you just as you have supported them, and in turn you strengthen your network and team. If you’re not clear about your team members’ strengths and weaknesses,ask questions. Know the goals and ambitions of your workers beyond the specifics of the team task. Look for opportunities for them, even if those opportunities fall outside of the team’s parameters. The driving principle here is that if you facilitate the success of the people you are leading, they will work harder to facilitate your success as a leader.
明确表示您尊重成员所说的话，并重视他们的意见。您创造了一个所有成员都可以蓬勃发展的氛围。最终，他们将像您对他们的支持一样为您提供支持，进而增强您的网络和团队。如果您不清楚团队成员的优缺点，请提出问题。了解团队目标之外的员工目标和抱负。寻找机会，即使这些机会超出了团队的能力范围。这里的驱动原理是，如果您促进领导的人们的成功，那么他们将更加努力地促进您成为领导者的成功。
Constantly take action.
Make initiations and declarations. Too many corporate tasks begin with a PowerPoint presentation or a series of memos and then are left to drift without proper follow-up. A leader needs to keep the energy of a team focused and on task. If nobody takes action, a job doesn’t get done. However, taking action doesn’t mean just doing things to look or sound busy. Take action that not only maintains an energy sweet spot but also drives toward results.
不断采取行动。进行初始化和声明。太多的公司任务以PowerPoint演示文稿或一系列备忘录开始，然后在没有适当跟进的情况下被搁置。领导者需要保持团队的精力专注于任务。如果没有人采取行动，那么工作就无法完成。但是，采取行动并不意味着只做看起来很忙或听起来很忙的事情。采取行动，不仅要保持精力充沛，而且要取得成果。
Action might take the form of reaction—once you put a plan in place you must be able to react, adapt, and adjust to make it happen.
Push.
Push your group in a way that motivates and inspires (rather than frustrates or intimidates). Ask yourself, “Will people spend their weekend working for me to get a job done without my asking them to?” “Motivation” and “inspiration” are attractive words that get proper lip service from a lot of corporate consultants, and most corporate leaders agree that motivation is relevant to the workplace.
行动可能采取反应的形式—一旦制定了计划，您就必须能够做出反应，适应和调整以实现计划。以激励和鼓舞的方式推动您的团队（而不是感到沮丧或恐吓）。问问自己：“人们会在我的周末度过我的工作来完成工作吗？”“激励”和“灵感”是吸引许多公司顾问口口相传的诱人词汇，而且大多数公司领导人都认为激励与工作场所有关。
Let’s create a working definition of both to make sure we are on the same page. For our purposes motivation is a drive caused by an external incentive—something outside of oneself that compels a person to succeed; inspiration is a drive caused by an internal incentive, that which stirs the heart and pushes a person to succeed. In the leader/team dynamic motivation and inspiration are a leader’s call to action that resonates to the core of every team member.
让我们为两者创建一个有效的定义，以确保我们在同一页面上。就我们的目的而言，动机是由外部动机引起的驱动力，即外部动机驱使一个人成功。灵感是由内部激励引起的驱动力，它激发人的内心并推动一个人取得成功。在领导者/团队中，动态的动机和灵感是领导者号召每个团队成员核心的行动号召。
The real question though is, “How can I create intrinsic motivation?” Such motivation is effectively created and reinforced through improvisational leadership. In order to motivate, the improvisational leader creates and communicates a clear vision, develops a welcoming environment to work in, removes obstacles to success, constantly searches for process improvement opportunities, maintains team energy, trusts a team to do its job, and always maintains open, honest, candid channels for two-way communication.
但真正的问题是，“我如何创造内在动力？”这种动机是通过即兴领导有效创建和加强的。为了激发动力，即兴领导者创造并传达清晰的愿景，营造良好的工作环境，消除成功的障碍，不断寻找过程改进机会，保持团队活力，信任团队的工作精神，并始终保持开放，诚实，坦率的双向沟通渠道
The outcome of this effort results in team members who are inspired,intrinsically motivated, and driven from the heart to work hard.
这项努力的结果使团队成员受到鼓舞，出于内在动力并发自内心地努力工作。
Set the ego aside.
Make sure that your subordinates and colleagues perceive your own motivations as a leader to be the achievement of positive team results, not personal gain. If you have created a strong,improvisational team and a “Yes, and” environment wherein everyone is working to help each other succeed, then team success is personal success and personal success is team success. A good team will make a leader look good, which is of course a personal gain for that leader.
将自我放在一边。确保您的下属和同事将自己的领导动机视为实现积极的团队成果而不是个人收益。如果您创建了一个强大的即兴团队，并且每个人都在努力帮助彼此成功，那么“团队合作”就是个人成功，个人成功就是团队成功。一个好的团队会使一个领导者看起来好看，这当然是那个领导者的个人收获。
However, few things kill teamwork and motivation faster than a leader who appears to be making decisions only on the basis of personal aggrandizement.
但是，没有什么比领导者看起来更快地杀死团队合作和动力更快，而领导者似乎仅根据个人的强化来做出决定。
Be vulnerable and take risks.
An improvisational leader should strategically experiment and innovate wherever possible and constantly seek out new ways to improve performance. Improv is by nature about change and evolution and failure. Create periods of time in which it is okay to take chances and fail. Moreover don’t settle into a routine just because it has worked in the past. These blocks of time in which it is okay to fail are prime moments to challenge the status quo. Create new workplace routines that will work in the present and in the future. If you develop great methods and effective protocols, you can certainly hold on to them. At the same time always be prepared to move forward and to adapt. Understand that the mind has infinite potential. There are excellent ideas you haven’t thought of yet. Be ready to embrace them when they come your way.
脆弱并冒险。即兴领导者应在可能的地方进行战略性实验和创新，并不断寻求新方法来提高绩效。即兴是关于变化，演变和失败的天性。创建可以冒险和失败的时间段。此外，不要仅仅因为它在过去就行就适应了例行程序。这些可以失败的时间段是挑战现状的主要时刻。创建可以在现在和将来使用的新工作场所例程。如果您开发出出色的方法和有效的协议，则可以肯定地坚持下去。同时始终准备前进和适应。了解头脑有无限的潜力。有一些您尚未想到的好主意。当他们走上路时，准备好拥抱他们。
Own the failure.
The effective leader makes it very clear to the team thatthe leader is responsible for negative results. This is a simple matter of integrity and accountability. The buck does indeed stop with you. Way too often business leaders take credit for a team’s success and blame the team (or individuals within the team) if there is a failure. I’ve seen much better results achieved with just the opposite approach: a leader credits the team when there is a success and shoulders the responsibility when there is a failure.
有效的领导者向团队清楚地表明，领导者应对负面结果负责。这是一个完整和负责的简单问题。的确确实为您服务。企业领导者常常为团队的成功而赞誉，并在失败时责怪团队（或团队中的个人）。我已经看到了相反的方法可以取得更好的结果：领导者在成功的时候会赞扬团队，而在失败的时候要承担责任。
Obviously if one or more members of a team are truly incompetent or don’t follow a leader’s instructions, that is a strategic matter and perhaps even an HR issue. Yes, if you’ve done your job as a leader and somebody on your team did not do theirs,heads should roll. Generally, though, a team’s chances of achieving desired results rise when a leader allows members to be invested in success and to be free of a fear of failure, and then shows appreciation and respect when success is achieved.
显然，如果团队中的一个或多个成员确实无能或没有遵循领导者的指示，那将是战略问题，甚至可能是人力资源问题。是的，如果您已经完成了领导工作，但团队中的某人没有做到这一点，那么头脑应该滚动。但是，通常来说，当领导者允许成员投资成功并摆脱对失败的恐惧时，团队获得预期结果的机会就会增加，然后在获得成功时就表示赞赏和尊重。
Know where you end up.
Honestly evaluate and reevaluate results, process, and team performance to look for ways to improve. An improvisational leader should use the results achieved by the team as a litmus test for continuing, discontinuing, and adapting the leadership practices that led to those results. The leader should always be willing to assess results to help dial in best practices. This in fact is the idea behind the concept of best practices. If a tweak or an adaptation in your leadership style will increase the chances of achieving a better result, then make that tweak, pronto. Engage in development activities and opportunities that will help you produce better results next time you lead a team. Be willing to seek feedback from others in the organization about how you and your teams can improve outcomes.Determine what you need to do to personally improve as a leader.
诚实地评估和重新评估结果，过程和团队绩效，以寻找改进的方法。即兴的领导者应将团队取得的结果用作试金石，以继续，中止和调整导致这些结果的领导实践。领导者应始终愿意评估结果，以帮助借鉴最佳实践。实际上，这就是最佳实践概念背后的想法。如果您的领导风格进行调整或适应会增加获得更好结果的机会，那么请进行调整。参与开发活动和机会，这将有助于您下次领导团队时取得更好的结果。愿意从组织中的其他人那里获取关于您和您的团队如何改善结果的反馈。确定要成为领导者个人需要做些什么。