ABOUT THIS EPISODE
Erin
Good day, friends, and welcome back to another episode of Weirdos in the Workplace, where we discuss how authenticity, transparency, passion and purpose lead to more visionary organizations. I'm your host, Erin Patchell, and today I have a very special guest with us. My new friend Joel Silverstone. Welcome to the podcast, Joel.
Joel
Thank you, Erin, and thank you for I've moved up to the status of a new friend. So, I appreciate that. Thank you.
Erin
Ohh, absolutely and soon friend, I think, and colleague.
Joel
And colleague. Yeah. Yeah, well, we go from colleagues to being a friend. That's. Yeah, that's like a that's. That's a game-changer. That means that when we're not working, we can still reach out to each other. Say hi.
Erin
Oh, then we're already friends. Alright?
Joel
Perfect.
Erin
Perfect. OK, so everyone. Joel, I'll, I'll introduce Joel in a minute. But first, I'll ask Joel, what are we talking about today?
Joel
We're talking about improvisation, and improvisation doesn't mean about being funny. Improvisation means a way to think differently and, how we work and how we connect with others.
Erin
Amazing. And I have a lot to say about this topic, too, so stay tuned, everybody.
Erin
All right, everyone, let's meet Joel Silverstone with a playbook honed over two decades across the globe. Joel supports individual talents to become synergistic dream teams through the art of stellar communication, empathy, and interpersonal Influence. What you might not know about Joel is that he is also a second City Advanced Conservatory alumni and has been a performer instructor with improv troops. Theodore Schneider is back ally players. He's taught film, TV and improv acting across the country and in the United States. He uses a lot of the techniques to break down different barriers like and develop trust and, communication and innovation in teams. And so, Joel, thank you so much for joining me today.
Joel
Well, my new friend Erin, thank you for having me on the show, and this is something where you and I have we found something in common, but as soon as we said the word improv, it triggered something with us and we've developed this, this bond over that. So, this is this. I'm really looking forward to having this discussion and sharing with everyone some of the ideas about how improv can help them in their work and in the way that they communicate and help them with their leadership as well.
Erin
Well, I know you and I met at Disrupt HR just a few months ago. It feels like. How long has it been now? When was that June? It feels like another season. Yeah, yeah.
Erin
Oh my gosh, why is It? It has only been like 3-4 months It feels like it was a lifetime ago now. But yeah, so meeting you at Disrupt HR was a real highlight for me because you just have such a calming presence. You know, you're obviously a very talented and interesting person, but then talking to you about, you know, how we can integrate kind of like this, I want to say fun, but it like improvisation isn't always fun, but it becomes fun, more fun as you practice it.
Erin
Right
Joel
yeah, you really got that so well. Like we really complement each other. Erin, you bring the insight, and you have this authority. You have this voice of authority. I don't know if I was ever giving you this feedback, but when you speak, it's like, oh, Erin speaking, everyone, let's listen. So, I noticed that when you were doing your Disrupt speech as well. And this ties in with, you know, what we're going to talk about today as well because sometimes we're not sure how to demonstrate our authority. And again in the trap sometimes of being a boss, and like you said about improvisation, it is fun, and we want to bring that element but It's also learning a little bit more about yourself and how to be yourself in in different situations.
Erin
Yeah. And I think I said this in a previous podcast, but I feel it's relevant here. It's like, I really feel like, you know, that we aren't necessarily like the person who we become by accident. We get to know ourselves better when we become really intentional about who we are and how we're developing and what we want in life. Yeah, so I don't think we accidentally become who we're supposed to be I think we do that through intention, and I think Improv is actually a huge piece of this puzzle.
Joel
Yeah, yeah, I'm looking forward to discussing this.
Erin
Yeah. So, let's do it. Tell me how you got into this space.
Joel
You know, I want to say I got into acting, and improvisation was a part of it. I always was or always have been an actor starting, you know, as a, as a, as a little Joel. So, like, little Archie Little Joel, I was always an actor. And then, when I was maybe 13 or so, my mom put me in an improv group, which actually wasn't really an improv group. It was for teens, and it was owned by social workers. So they what they did is they used improv activities for us to be able to share what we were dealing with at the time and what was hard about that and I continue to bring that into into workshops here is that that's the idea of improv isn't about being funny because here the topics we were talking about, you know, drugs, alcohol, pregnancy, sex, all those kinds of topics that we're dealing with peer pressure We all you know, are generally not funny. As I laugh about them as I say it.
Erin
Right.
Joel
Yeah, that uncomfortable laugh. But that was. Yeah, that improv is about kind of what you just said, which is about learning about yourself. And when we're put into this situation of there's an audience in front of us, and we can't really hide, and we have to say what's going to come instinctively to us, and this is what I love. This ties me into one of the first rules of improv, which is your first thought, best thought, first thought, best thought. And when we start to trust our instincts of our first thought best thought, interesting things start to happen. It's not about being perfect, but it's about taking the steps towards getting there and maybe discovering I never realized that until I said it out loud, and that's basically what happened in these workshops.
So from there, I continued the journey with improvisation within being in Montreal with a group called Theatre Schmeider, which, you know, such a great name and it was so much fun. We do improv on the weekends in, in different bars and then that led me to Vancouver, where I was doing improv with the back alley players, which was in downtown Vancouver. There and then led me to Toronto, where I became a member of the Second City, second City Master Program Conservatory program, and we did performances there on Sunday nights there Monday night, something like that at Second City and then bringing this world of improvisation out into corporate training. So there we go. There's I'll leave that with you Erin. There, there's a lot there's the world of improvisation in 3 minutes.
Erin
You didn't tell me, though. Why?
Joel
Yeah, that's a good point. I never really thought about the why, except for that. I guess I had fun doing it, so I did. I had fun doing the social work one, not so much, but it, but I enjoy I did enjoy the performance aspect of it, so I did enjoy getting up on stage and seeing what would come next, the camaraderie that happens with the other improv, the improvers and yeah, and I do, I do enjoy, you know, I said it's not about being funny. I do enjoy it. I do. Having fun, and I do enjoy laughing, so I do enjoy that part of it.
Erin
OK, that's good. I mean, you've been doing this for, I mean, quite a while when 13 years old. We're not going to age you or anything, but it's been at least a couple of decades. Yeah, we'll say
Joel
something like that, yeah.
Erin
Yeah. And then corporate training, how does that integrate?
Joel
Whatever we do, we get stuck, and so one of the things about bringing it into the training was how do we get unstuck, how do we change up the way that we think. And Improv is it takes me back to, like specifically, I could think back to doing some work with a very difficult audience, and they were coming for a four day in person customer service training. So and, Erin, even as I say that, you know, four days in person, I
Erin
Like, I know.
Joel
Yeah, I start to roll. I'm out of here. Yeah. So people are already arriving with that attitude. On top of that, these people, on average, have already been doing customer service for 20 years. They were in a unionized environment. There were 50 of them coming to the training, and their job was changing. They were basically their job was basically being demoted, and they were in an environment on top of that where they often dealt with a lot of verbal threats and even physical threats often. So there's a high-stress environment. So it'd be crazy to go, hey, let's do why don't we do some improv exercise activities? But the beauty of that is that like it's changing your thinking because when you come to training, what you really want is you want to learn a little bit more about yourself and what can learn about myself that I can actually use and use from this training and improv? Is that which is some of the activities we're going to do change the way that you might see things, hear things, react to things and force you to look at things from a different perspective.
Erin
Absolutely, yeah, and it's reciprocal. You know, it really is or has the potential to be a culture-building activity.
Joel
Absolutely, it really well the same way that it created a bond with us as we talked about some of the values within improvisation. It goes, goes within the culture, and I'll turn it over to you for a second here because I know you also bring a background and some experience with the world of improv. After all, this was a passion idea of yours to bring this into the corporate world.
Erin
it has been, yeah, it was when I was working with the federal government, probably about three years ago, that it kind of like struck me like a bolt of lightning that we have folks who, you know, all of the challenges that I was seeing with the different teams, you know, with their leaders, the sometimes lack of trust or distrust, even the conflict, the kind of like intellectual sort of nature of the roles a lot of the time where everyone's sort of living up in their heads, kind of very academic in a lot of different departments. And really needing to get brought down back and also this culture where it's there's it's like a highly, highly governed culture, you know, lot like, you know, lots of red tape. Everyone knows that, but what people don't always know is that, like, it creates this culture where it's like a culture of perfectionism.
Right. And so, I was seeing this. I'm like, what tools, what you know solutions could we develop and it literally like, like I said, a bolt of lightning improv, you know, gets people out of their comfort zones, helps us get back into our bodies builds. You know, we're learning to use our instincts again, like our gut instincts. We're building trust between people because we have to. When we're in an improv relationship, there's no room for perfectionism. You know, there's no room for, you know, we want to make each other look good. You know, it's a positive relationship. It's not like a competitive relationship. So anyways, and that Harkins back to when I was 13 years old, because I think it was, I think it was 13 actually when he said there came like printer, I was 13 too. When I was introduced to improv in Carleton Place, where I grew up, and it was called imaginex. The program that I did and it was like, you know, a summer day camp kind of program, and I was, you know, I had what we call now selective mutism and back then, you were like, really, really shy. But we know selective mutism is actually on the anxiety spectrum. So, I had a very high social anxiety. I barely ever talked outside of my house. I had almost zero friends. I basically had one friend, maybe two friends whom I would actually feel comfortable talking to, and then I went into this improv workshop. It literally changed my life because it gave me an environment where I felt safe enough to talk. To say what was on my mind, you know, to be able to begin to learn how to communicate, and that was a lot of it for me because I didn't understand the social rules, right? And so improv is it helps you build your framework for learning social rules in a safe environment. And I think that there's a lot of folks who can really benefit from that and team, and I just lost them, honestly.
That's where I started. I started. I mean, people look at me.
Joel
Right.
Erin
People look at me now, and you're like. You have such authority, blah, blah blah. I'm like, I Literally didn't pretty much talk for the first 11-12—thirteen years of my life, like literally.
Joel
That's, I mean, that's to talk about one day. That's just amazing that it helped you advance through that period of your life and go forward there, and I think some keywords that you said that I think number one was that. Well, you said it was about, and you know, a lot of it was about anxiety. So feeling safe was such an important part of that, and I think we see the word improv. You think immediately you know.
Not safe, not safe. The alarms go, yeah.
Erin
Oh yeah, and at first, yeah, that doesn't feel safe. You know, you feel, you learn to feel safe.
Joel
you do, and you know, thinking again back to you know, even my experience and your experiences were teenagers, and we feel so self-conscious. Even when you're as you're talking about in the government, you're gonna feel very self-conscious because it's always you've been following rules and regulations. We it's about perfection, and it's not about taking risks. And that's the beauty of improves when you create a safe environment that this is not about performing because we're not here. We're not here to put on a show; we're here to do some activities in ways that we can, like you said, communicate differently and think differently, but it all starts with actually just really genuinely listening to the other person. When people feel listened to, they start to feel understood. They start to feel safe, and that goes a long way towards, as I said, and that people are all in the same experience. So we're going to be empathetic to the person getting up there. We something we want to succeed, but we definitely don't want them to fail. We want them to enjoy the experience, and they feel the energy of the team supporting them as they're going through this experience it because we're all in the same boat. Well, nobody. Nobody's better than the other. It's not. There's no points, basically.
Erin
Absolutely. Does that lead us to the Second law?
Joel
Well, the second law is there are a couple of them, but one of them is always making the other person look good. You mentioned that too, and you were, as you were talking about your experience with improv is, taking the focus. It's not the focus on yourself, really. It's you want the other person to look good and so, which leads us to the other law, which is the this. Yes. And which is when people are speaking, you're not going to answer with a but or a no; you're going go, you know, yes And or you're going to agree and move her forward, and then you're not going to make. You're not going to end it with a question like, you know. All right, let's go here. Don't you think? And then that's a leading question. And the person has to go. Yes, they've been manipulated.
Erin
You know what I love the most? Maybe the most about. Yes. And I don't know if It's the Most, but right now it's.
What I love the most about It is that It validates the other person's experience
Joel
yes.
Erin
And I think that's something that's the problem, honestly, in a lot of corporate environments.
Joel
Yeah, because we're exactly, we're waiting for the well. The yes is often an empty yes. When people are saying it and then there's we're just waiting for the but. And uh, we don't feel we don't feel supported, yes, and it doesn't mean you have to agree. That's where people fall Into the trap. Yes. And is saying yes to the person yes and offering some alternatives or offers to keep the conversation going forward before we do. You know, it goes into this narrow scope. We narrow it down.
Erin
Yeah, absolutely. It just validates that your perspective Is valid, right? Yeah. Like your perspective is valid, and you know, let's continue the conversation and from there.
Joel
You know what I'm thinking?
This is like, yeah, this is a this is let's segue into this into if you're up to it. Erin, let's, let's try. Let's try a little. Yes, and if you're.
Erin
Ohh gosh. OK, sure, go for it. Let's. Yeah. Well.
Joel
Well, why don't we do this?
What do we do?
So when we do this?
Let's pretend we're both working at positivist.
Erin
Yes
Joel
we're gonna, and we're on the committee to organize a like a back-to-fall party.
Erin
OK.
Joel
You're going to start coming up. You're going to start offering some ideas. And just so you know, at the beginning, we'll try the first round. I'm going to say yes, but.
Erin
OK.
Joel
So I'm not going to do yes, and I'm going to give you yes, but we're on the same committee. We're trying to brainstorm ideas, whether it be a potluck, or we're going bowling, or we're going to go apple picking, you know, whatever that might be. Are you ready to give it a shot?
Erin
Absolutely. Let's go.
Joel
OK.
People love podcasts. We are the weirdos in the workplace podcast. Be prepared for yes, but the autumn party episode.
Erin
Joel, we got to start talking about the autumn party. Holy Man, it's coming up really soon.
Joel
Yes, but I am so swamped right now. This is not a good time.
Erin
When would be a good time, Joel?
Joel
Yeah. Uh, I don't know, you know, reach. Reach out to me again. I don't know.
Erin
Yes, I understand. Would you like me to connect with you next week?
Joel
Yeah, but next week is when the deadline is for all those government contracts. I can't see how that's going to happen.
Joel
Alright, we'll pause there.
Erin
That's good. I was like, yes, would you like me to do it all by myself? Would you like me to reach out to somebody else?
Joel
Well, let's let's let's try this again
Erin
Yes
Joel
Don't change anything. Now I'm going to. I'm going to always answer with yes and alright. Are you ready? And now take two for the office party. Autumn harvest, welcome back.
Erin
All right, Joel. Let's get started planning that Autumn Harvest party.
Joel
Yes. And I am so excited, Erin, to be working with you on this. This is I think this is a, this is a great idea. This is really, really helpful. And I'm thinking I've got, I've got some ideas. Can I send you two or three ideas? Because I'm just a little bit busy right now, we can set a time for tomorrow.
Erin
Yes, definitely. And I would love to take those ideas. I'll think about them, and then I'll, you know, gather the team so that we can chat about it and figure out how we're going to divide and conquer this.
Joel
I love that, and let's let's set a date so that we don't get into a meeting that, you know, a meeting about a meeting. Why don't we say Friday? Well, you know you'll do well. You'll have your ideas. All my ideas, and we can, and the team will have some ideas. And then, on Friday morning, we can start to really look at this. I I I've got maybe like 30 minutes from 9:00 to 9:30. So at least we can get started.
Erin
Yep, let me look at my calendar quickly, and it looks like I'm also available. So, let's plug it in.
Joel
OK, this is going to be a great autumn harvest party, and I'll leave you one thought. I think I'm thinking of Apple picking as one idea.
Erin
Awesome. And I'm thinking we should bring our partners in, too.
Joel
That would be so much fun and be outdoors and be active.
Joel
OK. I look forward to, I'll, I'll drop down some more, but like it looks like on the same page about making something active and bringing family and friends involved.
Erin
Excellent. So I'll see you on Friday.
Joel
And scene.
Erin
So when are we going? Apple picking them now?
Joel
Very well, very soon, apparently. So, Erin, let me let me ask you, how did you feel when I was answering with? Yes, but.
Erin
Yes, but it's frustrating. That's the word that I would use. It's definitely it's frustrating, and it's. Yeah, it's something we've all experienced before, right? Whether you've been an employee whether you've been a manager, it doesn't matter. We all. We all experience that for sure, yeah.
Joel
Yeah. And It seemed like, from my point of view, it felt like you were doing a lot of the heavy lifting like you all the pressure was on you. I don't know how you felt, but what I heard and observed was that it just seemed like. You were. You were trying to come. You were trying to find a a way to get me to open up or to try to come to some agreement or trying to collaborate. And it was just like pushing a rock up the mountain.
Erin
Yeah. And I think that there are alternative ways like if someone's super busy and they're just, it's like literally impossible for starters. Like, it's never impossible. Let's just put that on the table. It's never impossible. But if they feel like it's impossible, I think that there are still other ways where you can demonstrate that, like yes, and attitude and also make sure that you're able to manage your schedule.
Joel
Yeah. Yeah. And so, Speaking of that, yes. And then, how did you feel when I changed and I developed? I had a yes and mindset as well now.
Erin
You were. I mean, you were taking accountability for things, right? So I think that's a lot of it is. I feel like that, yes. And attitude. It's like it was a partnership, you know. But it's a partnership. You are open. It doesn't mean that there are, you know, challenges that we need to solve or dynamics or whatever, but you're open to the collaboration.
Joel
Yeah, that's that's that's a really good way of putting it open to the collaboration. And so it's not saying yes, and I'm just saying yes, for the sake of saying yes and now I put myself into a hole and then I'm resenting you for putting me on this committee. I'm saying yes, and then I'm looking at alternatives. I'll give you some ideas. We'll meet later you could look at them. Let's set a time so this doesn't. So this basically doesn't become a burden on me that, like, OK, I'm. I'm waiting for Erin to send me my time. I said I'm taking responsibility, and that's the idea of yes, and which is exactly that. It should feel collaborative in the world of improv, which is called making an offer so that we're moving the scene forward. We're moving the conversation forward versus the other person is doing all the heavy lifting.
Erin
Yeah. And obviously, both parties have a responsibility within that relationship. You know, because you don't want to be the person. Like I can almost picture, you know, Joel from Take One as the guy who is just like, you know, maybe he's just sick of it? Maybe he's just sick of, you know, having to take all the responsibility for everything. And you know, maybe I am the person who says, you know, constantly trying to push things forward, but then everything goes on, Joel.
You know, soin my, from my perspective, maybe that's not entirely Joel's fault. You know, maybe, maybe there's some shared responsibility. And how Joels is acting Right.
Joel
Maybe. And maybe I'm that person and I and I I am that yes, but type of person and I go take an improv workshop as part of my corporate training, and I learned something about myself, which is, Ohh, I never realized that I've been putting up Roblox. I never realized that I'm not really listening that I'm. I'm not. I'm not taking ownership, and I'm in a rut, and I guess that's what improv also does is that it takes us forces us to think differently. You know, I was at a manager's conference recently, for example, and that's a warm-up. We just did this very, very simple activity that just seems to throw people off, and it's just called zoom zip and ZAP, zoom, zip and ZAP. Have you ever done this
Ein
I haven't.
Joel
But we're not going to do It. It's good when we maybe you have. You have to be sort of a larger group of people. But the whole idea simply is you, you're we're in a circle, and you're literally going zoom to the person to your right, and they go zoom. They pass it around, and it we start off with that, and it's amazing to see the people that It slows down because they're trying to control the pace or they're overthinking, and these were consultants, so this was a really good activity for them to let go receive it? Just pass it on. It's a simple activity; don't try to control it. Don't try to perfect it. Don't try to analyze it or give it a strategy. And it's about let it is about letting go, and you learn so much about yourself when you realize what it is you've been holding on to.
Erin
Yeah, it definitely kind of reminds me of an exercise that I do while I'm writing, and if you Google it, you can Google it. It's called FBR. I didn't come up with it. It's called fast bad RONG, wrong, and literally when you're writing your first iteration, you don't think about it. Any like you don't think about editing. You don't think about like The final product. It's all it is: an information dump. You're literally just. It's like a stream of consciousness, you know, on to paper. And I think that's kind of similar to what you're talking about here, too.
Joel
Yeah, absolutely. Well, you mentioned earlier about the about the in the government, like perfectionism. And I like this FBR because It is that's that's what we do when we are right; we start censoring ourselves, and then we had all these thoughts, but you're stuck on correcting that first paragraph, and then you forget where your train of thought was, and then it comes out as mishmash.
Erin
Right. Or it's just not as creative or innovative as it could be, and that doesn't mean that there aren't further iterations where you're refining and editing. But the first time you do it, you just throw it out there. You know, you just get it on paper.
Joel
I love that, and that's that's really what what happens with improv, because you kind of can't you, you don't. There is no take two. You're just we're going through the mistakes in the world of acting. We'll call it a stumble-through. We're just stumbling through this not because we're drunk but because we're just we're just stumbling through it, and we're allowed to make mistakes, and it's like an agreement. That's what creates the safety within the room. It's an agreement that this isn't about perfection. This isn't about being funny. This isn't about trying to entertain. This is about first thought best thought. Make the other person look good and yes and.
Erin
And that doesn't mean that there aren't obviously time and place for, you know, the polished presentation there, of course, is, but it's not that that shouldn't be the way that we function all of the time in a team. You know, we have to be able to know, you know, when are we doing our, you know, trust building brainstorming, you know that that is the activities and then when and who have to be doing the the polished presentation side of it and everything in between, right? Yeah. There's a time and place for all of these things.
Joel
I really like that thought because the the idea again of that yes and is that we're saying yes to the big ideas before we narrow it down, which is the idea of this polished presentation, which is let's again even your fast thinking when you're writing it's let's get all the big ideas out. Then we could start because what's gonna happen is we're gonna surprise ourselves. Because it's all in our heads. But until we verbalize it and and we surprise ourselves and and and people surprise themselves, and we're like oh, we're coming, we're coming with much more creative ideas and problem-solving than if we just sat there in front of our our computers in our sort of silos.
Erin
Yep, 100%. Absolutely. What else should we talk about? Oh, I don't know. Perhaps our project that we have together.
Joel
Yeah.
Should we mention that?
Erin
Well, folks, Joel and I have developed a workshop series called Improving Mission and Improv Innovation specifically for teams who are interested in sparking curiosity and community and sustaining and deepening trust. And Joel is our lead facilitator, and we're really looking forward to working with both the private and public sectors to support the development of teams.
Erin
It's so exciting to know that you're someone's going to come to do a workshop where they're allowing themselves, you know, they're like, oh, we don't have time for this, yeah. You know, a quote I love is That It You Know, and the camera heart goes exactly, but basically, is this the same problem you're dealing with from last year? Are you still talking about it? And that's the paraphrasing of the quote. But that's the idea of what improv can do and Just, you know, a three-hour workshop To come up with that different perspectives to look at different ways of thinking, to build the trust, as you say. To find different ways as to communicate with each other the amount of progression and innovation and ignition that's going to happen from that in just a few hours of allow giving yourselves the gift of actually moving forward on this Is just, it's just a huge.
Erin
No, I think so. I think a lot of teams really need this. You know, like I mentioned, it's been something I personally been thinking about for a long time and that you've been kind of actively doing for a long time, really. And so I'm really excited about this collaboration, and I think it could very well impact a lot of people in a really positive way and a lot of teams, so Learn about yourself. Learn about your teammates, build some trust, get a little bit silly, have some laughs, and build culture. Move forward.
Joel
Yes, and.
Erin
Yes, and. Yes, and more.
Joel
Yes. And more. Yeah, yeah. You know, it it it does take me to. I'll give you a specific quote on this one, and this is from Winston Churchill and. I assume it was him who said it, but it was "to improve is to change, to be perfect is to change often."
Erin
Ah hmm. Awesome, I love that.
Joel
Yeah, really speaks about the perfectionism you were talking about earlier, but we can't move forward unless we challenge our way of thinking or challenge our way of doing things. And we don't get, we just, we don't just go on cruise control or make assumptions.
Erin
Yeah, totally. We can't learn in a silo. We can't learn about ourselves in a silo. We need to be challenged, and we can't create in a silo, either.
Joel
Yeah
Erin
yeah.Not not as well
Joel
no.
Erin
I mean, technically, yes, we can create in silo, but.
Joel
For sure.
Erin
We can't. We can't create as well in the silo.
Joel
No. Well, it's There's only so far you can go until until you you're thinking it is challenged, or you're put into a different perspective, or you're, you know, it just like we can get inspired if you leave the office. You get inspired because you went down to the beach. You walked for, went for a walk in the forest. You get inspired because you changed your scenery. You change your way of thinking.
Erin
Absolutely. Yep. We all take inspiration from the external environment for sure.
Joel
Yeah, yeah.
Erin
Awesome. Thank you for joining me, Sir.
Joel
My new friend Erin, thank you for having me On the podcast this is great.
Erin
It has been my great pleasure.
Thanks again to Joel for sharing with us the power of improv. If you're interested in connecting with him, his website is thisfeelsright.ca.
And if you'd like to learn more about our Improv workshop series, you can connect with me at erin@positivis.ca. That's all for today. Remember to stay weird, stay wonderful, and don't stay out of trouble.
