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These questions often put the burden of action on others, often my boss, rather than asserting a clear point of view. Leadership means owning your perspective and driving decisions. Sometimes it is difficult, but restate the above questions with these sentences: “This employee hasn’t met expectations despite coaching and correction. I recommend we begin the termination process.” “This team member exceeds expectations consistently. I am putting them forward for a promotion and a raise.” Questions are essential for learning, coaching, and engagement. But when it’s time to make a call, don’t punt. End the sentence with a period and lead. 4. Build your troupe. In improv, you rely on your troupe to support the scene and have your back. The same is true in business. No one thrives alone. Surround yourself with a trusted group of mentors and collaborators who challenge you, support your growth, and advocate for you. I am always energized when finalizing a project or making a pitch for a big pursuit. When I am with the right troupe, success becomes a given. Find your Saturday Night Live worthy team! Our firm president is known to end meetings with a charge, that charge is to “Go chase projects others think we have no business winning!” The challenge sounds impossible. If we don’t have the resume to chase the work, how the heck are we going to win it? Yet, as a firm we have numerous examples of doing just that throughout our 33-year history. Each story shares a similarity in the grit of the team that won it. The opportunity presented itself, our team said “Yes, and…,” negative comments never entered the room, we prepared a winning strategy that was presented with confidence and clarity, and assembled a troupe ready to take on any challenge that was ahead. We proved our expertise, were ready to embrace the unknown, engaged the client and won the project. That same charge can be applied to professional growth. When an opportunity comes up say “Yes, and…,” don’t negate, communicate with confidence, and lean on your troupe. I am confident you will find success, and if you need practice, take an improv class. Whether you’re chasing a big opportunity or stepping into a new role, leadership requires the same agility, creativity, and vulnerability as live improv performances. Improv teaches us to collaborate with confidence, engage audiences and communicate with clarity. To quote Tina Fey, “Just say yes and you’ll figure it out afterwards.” Michael Makris, P.E. is a project manager at BHC. Connect with him on LinkedIn.
MICHAEL MAKRIS, from page 3
need to be their first win, it could be 10, 12, or even 100. Just continue learning, growing, and you will start winning. This approach doesn’t mean accepting every opportunity without scrutiny. It means starting with a broad perspective, embracing growth when it presents itself, and bringing your unique skill set to the table. 2. Don’t negate. Negation is a momentum killer in improv. Imagine someone walks on stage and says, “Thanks for meeting me at the zoo,” and the other actor replies, “We’re not at the zoo.” The entire premise evaporates. The audience is confused. The scene stalls. In business, negation shows up as resistance. Leaders at all levels can fall into the trap of negating without realizing it. This often sounds like: “That’s not how we do things.” “We tried that before, and it didn’t work.” This response can destroy creativity and undermine your team. Instead, leaders should strive to validate, and if necessary, redirect: “I see where you’re going, let’s consider how that aligns with our stated goals.” Even when course- correcting, affirmation can build trust and invite further conversation. “Whether you’re chasing a big opportunity or stepping into a new role, leadership requires the same agility, creativity, and vulnerability as live improv performances. Improv teaches us to collaborate with confidence, engage audiences and communicate with clarity.” 3. End sentences with periods not question marks. In improv, constantly asking questions (“Where are we?” “Why are you doing that?”) forces your fellow actors to carry the weight of the scene. Good improvisers contribute confidently and add to the narrative. In leadership, asking too many open-ended questions can signal indecision. Early in my management journey, I noticed myself making passive statements disguised as questions: “This employee is struggling. What should we do?” “They’ve been doing excellent work – should we consider promoting them?”
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THE ZWEIG LETTER SEPTEMBER 29, 2025, ISSUE 1603
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