Transforming communication and networking through improv
Duncan Edwards, CEO of 150-year-old City of London legal firm Devonshires, faced a significant challenge: helping to improve the interpersonal and networking skills of the firm’s Partners, many of whom wrestled with the softer side of client interactions. "Some lawyers are less comfortable with the interpersonal side of things. They're much more interested in talking about the minutiae of law," Duncan notes. To bridge this gap, he sought a unique approach that could make the team more engaging and effective in their communications and networking.
The challenge: Enhancing communication in high-stakes environments
In the high-stakes world of law effective communication can be the difference between winning and losing a client. Devonshires’ Partners needed to excel not only in their legal expertise but also in their ability to connect with clients on a personal level. However, he noted that some needed to build confidence in networking.
Years earlier Duncan had experienced Neil Mullarkey's improv techniques while working at a management consultancy. As one of the world’s most experienced improv performers and co-founder of The Comedy Store Players with Austin Powers actor Mike Myers Neil had a unique ability to break down barriers and instil confidence in even the most reticent individuals. Duncan recalls how Neil had worked with that firm’s senior leaders to improve their presentation skills to make their communication more impactful.
"Neil helped them use physicality, storytelling and emotion in their presentations," Duncan says. Remembering these impactful results, Duncan decided to bring Neil in to do the same for Devonshires. "I knew he could help our Partners become more relaxed and effective communicators," he adds.
What Neil did: Engaging and innovative training
Devonshires ran a two-day off-site event with 60 Partners. Duncan had weekly catch-up meetings with five organisers and introduced them to Neil during one of these sessions. Neil explained what the session would be like in his unique, engaging style, which helped the organisers understand and feel excited about it.
“I didn't provide many details to the team, so everyone had to attend the session. All I told them was that I was bringing in a guy I had used before to help with communications,” explains Duncan. “These five people then spread the word among the rest of the team, reassuring them about the session. When others asked about it, especially considering they'd be tired from the previous night's activities, the organisers could confidently say, "I've met Neil; it's going to be good. You don't want to miss this."
Building comfort and confidence: Neil conducted sessions designed to take lawyers out of their comfort zones, starting with activities to relax participants and make them more receptive. "We did exercises like making random noises at each other, which helped everyone to relax and break down initial barriers," Duncan explains. This approach was critical in helping participants shed their professional facades and engage more naturally. "If you can stand in front of somebody you've not worked with and make dumb noises for a few minutes, then everything else feels easy and comfortable. I was paired up with one of our new Partners, someone I hadn't worked with before, and we just said, 'blah, blah.' After that, everything felt simple,” he says.
Enhancing interpersonal skills: The training included practical exercises in active listening and storytelling. Neil emphasised the importance of empathy and engaging an audience on an emotional level, rather than relying solely on technical details. "He taught them how to start building those awkward first exchanges and how to draw people in and retain their attention," Duncan notes. These skills are essential for lawyers to connect more deeply with clients and colleagues.
Creating a safe and fun environment: Neil's ability to quickly establish credibility and put participants at ease was crucial. "Neil has a really good ability to bring people into discussions and make them feel comfortable," Duncan says. “Part of the battle is to help people feel confident to do something new. With Neil they start from a very chilled-out perspective rather than panicking at the thought of speaking up." By using humour and interactive techniques, Neil made the sessions enjoyable and impactful. Participants were encouraged to let down their guards and fully engage in the exercises.
Targeted engagement: Neil used tailored approaches for different audience segments, "He managed to pick up on dynamics in the room and use them to engage everyone effectively," Duncan recalls. This personalised approach ensured that the training resonated with each participant.
The results: Tangible improvements and lasting impact
The outcomes of Neil's sessions were multifaceted, making a compelling case for why CEOs should consider such innovative training methods.
Improved communication: Partners became more adept at engaging clients and colleagues with emotional and relatable narratives. "There was a marked difference in how they worked in collaboration with others, helping everyone win rather than trying to be the sole focus in every interaction,” Duncan observes. This improvement translated into more meaningful and effective client interactions.
Increased confidence: Participants felt more comfortable and confident in their interactions, both in formal settings and casual conversations. "You'd be amazed at how little people actually know about how to talk to other people. Getting people to a perspective where they can put the lawyerly stuff to one side and just engage people as people was key," Duncan explains. This newfound confidence helps Partners build stronger relationships with clients and colleagues.
Enhanced listening skills: Lawyers learned to actively listen and respond more thoughtfully, improving the quality of their interactions. "I listen a lot more and talk a lot slower now, bringing other people into the conversation," Duncan admits. This shift in communication style fosters a more collaborative and supportive environment within the firm.
Positive cultural shift: The training contributed to a more collaborative and supportive firm culture. Partners were less focused on individual performance and more on collective success. "Taking the ego out of conversations has massive benefits for a firm," Duncan notes. This cultural shift improved teamwork and client satisfaction.
For CEOs and business leaders considering innovative training methods, Duncan's experience with Neil demonstrates how, by integrating improv techniques into leadership development, organisations can significantly enhance communication skills, foster a more collaborative culture and improve client relationships.
As Duncan says: "How different do you think your firm would be if all your people could connect with clients on an emotional level and make them feel wanted?"