POV: You’re leading a mental wellness workshop with the US Dept of Health and Human Services, taking the brightest minds in public health through an improv exercise called “C’mere, C’mere,” involving swimming to imaginary islands.

This is not a fever dream; it’s the position we found ourselves in when our parent company, FLS+, had the chance to work with the HHS and its leader, the ‘Vicar of Vaccines’, ‘His Highness of Healthcare’, the ‘Doctor in the House’, US Surgeon General Dr. Vivek H. Murthy.

(0/10 doctors approve these nicknames)

Why were we doing improv exercises with the group responsible for enhancing the health and well-being of all Americans?

Well, Surgeon General Murthy and his team believe we’re at a post-pandemic turning point: a unique opportunity to rebuild our society and workplaces to support mental health. Because the mental health crisis we’re in didn’t start with covid.

The U.S. mental health crisis pre-dates the pandemic

According to Murthy’s recent interview with comedians Jason Bateman, Sean Hayes, and Will Arnett, “we just weren’t focusing on or investing in it.”

In his time talking to people across the US, Murthy noticed that feelings of disconnection, loneliness and lack of meaning transcended age or gender — it wasn’t just senior citizens who were feeling isolated, it was college kids at big state schools, professionals with tons of coworkers, and young parents, too.

Of course, in the business world, we often associate these feelings of disconnect and emotional exhaustion with the buzzword of our times: burnout. The University of Massachusettes Lowell estimates that burnout “costs American companies more than $300 billion a year in health expenses, absenteeism, and poor performance.” But, as the market for “stress management” at work grows, there’s a paradox…

We can’t “fight” burnout

Once we reach “burnout,” there’s no “fight” left in us; it’s too late to “self-care” ourselves back to health. Much like a company that has developed a “toxic work culture,” when we hit the point of crisis, healing often requires a “hard reset.”

For a company, it might look like major changes in leadership/ownership (e.g. Uber’s 2017 overhaul). For individuals, it can look like quitting (e.g. “The Great Resignation”)

Unfortunately, many organizations don’t dedicate meaningful resources toward mental wellness until they’re in crisis — AKA when it’s already too late. And to take a page from the healthcare world, “an ounce of prevention is worth a pound of cure.” So, let’s look at the smaller signs that come before burnout and how we can head it off at the pass.

The “bleh” before the “burnout”

Murthy notes that we can be in a “funk” long before we hit burnout. We can think about the pre-indicators of burnout like the few days before a cold: it could present as hyper-productivity, self-criticism, or perfectionism; or it could just be a feeling of “bleh.”

A few early risk factors for burnout at work:

• Lack of enthusiasm/motivation
• Imposter syndrome/second-guessing our instincts
• Feeling like we can’t ask for help
• Perfectionism / self-judgement
• A short “fuse”
• Inflexibility / resistance to change
• Lack of agency/ownership
• Disconnectedness / feeling ‘out-of-sync’ with coworkers

How can employers support mental health before it impacts performance?

By cultivating an environment where employees feel safe to be playful and take intelligent risks.

Mental wellness researchers from the Australian Minister’s Advisory Council advise that “Increasing the organisation’s focus on positive risk-taking” can help people self-manage their mental health and build resilience. Ironically, employers can mitigate their risk of poor performance due to mental health and burnout by encouraging positive risk within their teams.

What’s more, neuroscientists like Dr. Charles Limb of UCSF have found that creative improvisation is a hyper-effective framework for taking intelligent risks and in turn, supporting cognition, in a way that feels like play. When teammates improvise together, they practice skills to:

• Connect authentically
• Generate / experiment with new ideas
• Accept help / build on others’ ideas
• Apply intuition / past experiences
• Reframe failure / dethrone “perfection”
• Identify / lean into strengths

Which brings us back to where we started…

With the US Surgeon General swimming to a pretend island while his colleagues beckon “c’mere! c’mere!” We love it when a blog comes together…

So, if you’re a leader or working professional, ask yourself if you are cultivating an environment for your team that makes space for employees to step out of their comfort zones together, and perhaps more importantly, to do it with a sense of levity and play. Is your boss cultivating that space for you? Is your organization?

If not, don’t beat yourself up (see: dethroning perfection) — these aren’t things that we traditionally learn to prioritize in adulthood (see: mental health crisis). But, if experts like Dr. Murthy are to be believed, it’s well worth investing in.

“This is our chance to remake ourselves,” Murthy says. “[this is an] opportunity to fashion a stronger, more equitable, more resilient society.”

Quick question for the group: Why do all our words bad?

Sorry, let us try again. Help talk good?

We’ll be hearing about the impact of isolation in the pandemic for the rest of our days, but one noticeable effect that our confinement and long-term overwhelm has had–at least anecdotally–is on our capacity for language.

We feel less eloquent. We struggle to find the words for things that would’ve rolled off the tongue in the Old Days. Writing an email seems to require 110% of the brain.

In part, it’s likely an “astronaut bones” situation — our brain-to-mouth muscles have atrophied in the vacuum of covid space. Remote workers are simply required to talk out loud less in their daily lives, and the spectre of long-covid and other general “mushbrain” syndrome (not a scientific term) looms large. But there’s something else…something that threatens our ability to connect, even as we venture out into the real world.

We’ve been flying on autopilot

Our brains aren’t meant to shoulder high levels of stress and overwhelm long-term. And, as the fatigue of constant “checking in” became too great, we began to check out, using coping mechanisms like Tik Tok, after-work drinks, or — our personal favorite — staring slack-jawed into space for unknown minutes at a time.

It’s an understandable reaction; for many of us, our mind has been a scary place to be for a while now. But, as the world opens up (for REAL this time), if we want to reap the rewards of connection, we have to get back in touch.

Depth of reflection = strength of connection

We’ve written about the “connection equation” before: The idea that the quality of our connection is directly related to the quality of our self-reflection.

Deep self-reflection allows for greater specificity and authenticity — key pillars of good conversation (and, coincidentally, a good improv scene). When we tune out the details of our day-to-day rather than engage with them, it leaves us woefully un-equipped to talk meaningfully about our experiences and perspective; when it’s our turn to “catch up” with friends, we find we have nothing to say.

Unfortunately, we struggle to identify our feelings even outside of a global pandemic: in her new series, Atlas of the Heart, Brené Brown shares that in her research, adults could name an average of just three different emotions they experienced in their day-to-day lives. So, consider this challenge to check back in with yourself, and practice finding our words again.

20-minute check-in challenge

The challenge is an adaptation of “morning pages,” from Julia Cameron’s book The Artist’s Way, with a specific focus on specificity, self-reflection, and conversational flow:

At the end of the day, set a 20-minute timer and free write about one thing you thought or did that day, and how it made you feel. It could be as small as watching the sun hit your plants or as mundane as eating oatmeal for breakfast, and it doesnt have to be noteworthy to anyone except you.

“Take care to be precise in describing your feelings, not just external events (this wheel of 128 emotions is a great place to start).

If you have time, follow that thread. Did your breakfast gloop remind you of another memory from your life? A funny story? A person? Did it bring up any questions you don’t have answers to? Why are you thinking so much about oatmeal???

Go into great detail, but don’t worry about writing “well.” Try to keep writing without judging your words or editing yourself. When the time is up, you can choose to keep the page, toss it, or if you’re feeling brave, read it out loud to yourself. Congrats! You just had a conversation with yourself.

We’ve got a long road ahead to get reacquainted with ourselves and each other — but we can start rebuilding the foundation for connection, one word at a time.

When we tell you watching Toni Blackman speak feels like looking in a spiritual mirror, we get the feeling we’re not the only ones. Our DNA is eerily similar: FLS+, a joint improvisational entity focused on public speaking, freestyle rap, and organizational dynamics; she, an emcee-turned-competitive-debater-turned-hip-hop-organizer.

We rarely see our experience so directly reflected — yet, we get the sense she could make anyone feel seen and heard; the kind of person who talks to you when you don’t know anyone at the party; who catches you up on the all inside jokes.

She certainly doesn’t need our blessing; when the first “Hip Hop Cultural Envoy” to travel with the State Department speaks on the power of freestyle rap to build trust and connection, you listen. Her 2019 talk, “The Wisdom of the Cypher,” feels particularly prescient today. So many of us are craving connection with each other, but finding that, when the moment we’ve been waiting for finally arrives (that in-person happy hour, or first day back in the office), it doesn’t come as naturally as it once did.

We have to re-learn how to share space.

Improvising in a cypher may be the key to bridging that gap. Cyphers — circles of people extemporaneously exchanging information, ideas, or even food — dates back centuries to African traditions of eating, dancing, drumming, singing, and, more recently, to hip hop culture. Most importantly, the cypher is a shared space: “If you’re not listening to each other, looking at each other… if there’s no exchange of energy, information, and ideas, it’s not a cypher” says Blackman.

The bottom line: we have to start with ourselves

In order to start feeling comfortable around each other, we have to realize that failure and vulnerability are part of the process. Maybe a joke doesn’t land like you thought it would, or you’re self-conscious about how little you “did” over the pandemic, or you farted in Whole Foods — freeing ourselves of the need to be “prepared” is ironically what makes us most relatable. Making it up as we go along is the point. “When we improvise,” says Blackman, “it gives us access to vulnerability on a whole other level.”

We’re not the only ones feeling this, right? The lifting mandates; the warming weather; “back in office” dates slowly popping up for major progressive companies; resignation rates holding steady at record levels (another 4.3 million in January alone)…

Something’s in the air. The question is, what, exactly?

As we approach the 2-year anniversary of (*gestures wildly*) all of this, we have a sneaking suspicion. A suspicion that we are — as one cheeky NY Mag thinkpiece posited — experiencing a “vibe shift.” And perhaps, not the one we anticipated.

Gone are the 2021-era dreams of a “Hot Vax Summer” that never really was. A year later, these hopes have anodized into something different — a departure from the idea of a “return to normalcy” towards a re-examination of what our “normal” should be. We’ve been gone so long from the baseline, that we now have a once-in-a-lifetime chance to re-draw that line for ourselves. Call it a “vibe shift,” a “cultural reset,” or the Great Reinvention. One thing is clear: we’re on the precipice of a huge opportunity and “work” is at the epicenter.

The Great Reinvention

If it sounds melodramatic, HBR makes a compelling case:

“Almost no one in the world lived through 2020 and 2021 without experiencing major change. And, consequently, for perhaps the first time since at least World War II, almost everyone in the world is processing major shifts in their sources of purpose simultaneously.”

OK, when you put it that way…

So, what might this “reinvention” look like? It will likely be a process of rejecting status quos that no longer serve us; of “redefining of our purpose” in the workplace as employees or employers; of re-building our sense of community; of re-investing in ourselves, and of re-asserting — as evidenced by the Great Resignation — that we deserve to be invested in.

The path won’t be a straight line, but the signals are clear and — we have another sneaking suspicion — organizations that embrace and encourage this transformation will find themselves on the right side of the resignation.

Want to learn more about growth transformation in the workplace? We’ve joined forces with improv legend Wayne Brady and applied improv company FLS Academy to create FLS+, an organization using improv to improve performance at work: https://flsplus.com/

If you’re reading this, we’re going to make an assumption: you like to do things. Maybe a little too much, even.

You might even like to do things so much that you find it difficult to ask for help. You might also find yourself doing so many things that the prospect of asking for help just seems like more work. You might be so overwhelmed with doing things that you forgot asking for help was an option in the first place.

So, for all of you ‘doers’ out there, here’s a quick, practical guide to another one of the 8 skills in our universal improvisational toolkit: constructively asking for help, even — and especially — when you’re feeling overloaded.

But first, the ‘doer’s paradox’: why is it so hard to ask for help when we need it most?

What happens when our brains are overloaded:

The Harvard Business Review notes that, typically, “our response to ever-growing workloads is to work harder and longer,” rather than to seek new, more sustainable ways to operate.

It’s not that we’re all masochists or poor strategic thinkers. It’s a neurological response. Our brains are drunk on stress.

When we have too many demands on our thinking (AKA, too many ‘brain tabs’ open) over long periods of time, we start to experience cognitive fatigue. Think of it like the “rainbow wheel of death” for your brain: we become more forgetful, less focused, and less able to problem solve on-the-fly.

Pile on the negative cognitive effects of stress hormones like cortisol over time, and it’s like pouring a beer on top of an overheated laptop; we’re probably not going to respond to that email on time. And, the longer we remain in this “overwhelmed” state, the harder it is to dig ourselves out of it.

Enter: ‘the ask’

Conventional wisdom says that when we feel overwhelmed, we need only to take a step back and ask ourselves, “what one or two things, if taken off my plate, would alleviate 80% of my stress?” But remember, we’re stress-drunk. Operating heavy machinery is ill-advised.

So, let’s pick up a shovel. Think of one small, concrete ask that would free up a little brain space. And maybe, just maybe, let you sober up enough to hop back in the “strategic backhoe” for some heavy lifting.

Let’s workshop the following request:

“Do you have any tips for how to ask for help as an ‘improvisational thinker’?”

1. Make a strong, declarative offer: As improvisers, we trust that when we take a bold step out, our teammates will join us. Leading with a statement about what you need, instead of a question communicates that you have thought the ask through and have confidence that it’s impactful and worth pitching in on.

“I’m writing about “asking for help at work” in our newsletter! Do you have bandwidth to share some tips on how to ask for help as an ‘improvisational thinker’?”

2. Be specific: The more specific your words, actions or emotions, the easier it is to build off of them. Details like timeline, concrete deliverables, and objective help contextualize the ask and make it easier for your teammate to say ‘yes and…’

“I’m writing about “asking for help at work” in tomorrow’s newsletter! Do you have bandwidth today to share 4, 1–2 sentence bullets on how to ask for help as an ‘improvisational thinker’?”

3. Don’t wait: The faster and more concisely you ask for help, the quicker you’ll get it. And the easier it is for your teammate to schedule it into their workload.

“I’m writing about “asking for help at work” in next week’s newsletter! Have time this week to share 4, 1–2 sentence bullets on how to ask for help as an ‘improv thinker’?”

4. Know your audience. Explain why you’re coming to this particular person. (Bonus: a chance to acknowledge why they’re awesome!)

“I’m writing about “asking for help at work” in next week’s newsletter! I know you were instrumental in building our applied improvisation curriculum. Have time this week to share 4, 1–2 sentence bullets on how to ask for help as an ‘improv thinker’?”

Did we get too meta here?

Maybe. But hey, we got the help we needed, didn’t we?

It may not be the “silver bullet” to all your problems, but making a strong, specific, concise ask can free you up to further problem-solve — and build trust that your teammates have your back when you need it.

(Thanks for the bullets, Sammy :) ).

A 2021 by Indeed.com showed that 52% of professionals feel burned out at work — but you probably didn’t need to see a stat to know that. Most of us can feel the fatigue of the past two years around us. While many employers have revamped their wellness programs to include everything from online yoga to therapy subsidies, there’s one dimension of a balanced, happy life that remains notably absent in these initiatives: creativity and the arts.

And so, when The Atlantic columnist Arthur Brooks recently made the bold claim that “engaging with the arts is a necessity for a full and happy life” much like exercise and sleep, we as an applied improv organization felt, in a word, seen. Here’s why companies should be taking note:

Screen breaks reduce eye strain… art breaks reduce brain strain

And not in the way that you think. Instead of offering a “diversion” or distraction from reality, Brooks argues that consuming art — whether that’s watching a movie, going to a concert, or looking at a painting, is one of the most effective ways to fully engage with it.

Think of it as a shortcut to finding your flow state: “Engaging with art after worrying over the minutiae of your routine is like looking at the horizon after you’ve spent too long staring intently at a particular object: Your perception of the outside world expands,” writes Brooks.

It’s called “panoramic perspective” — and it may be the key to fighting burnout

Neurobiologists have shown that regularly expanding our perspective — looking at the horizon both literally and figuratively — is a hyper-effective way to reduce our reactivity and fear response.

Combine this with findings that setting aside just 15 minutes for hobbies per day can make us feel less overwhelmed at work, and you have a powerful case for prioritizing pleasurable pursuits that expand our perspectives. Especially for employers who don’t want their workforce to implode like it did last November.

A 30-minute creativity challenge to get started:

Take yourself on an ‘artist date.’ Set aside 30 minutes this week to consciously engage (multi-screening and mindless scrolling don’t count) with something you consider “art” or find creatively inspiring — whether that’s a short documentary, live studio session, a chapter of a novel, or observing a perfectly synchronized trash pick-up by your morning garbage crew (AKA, the original STOMP).

You can do this as an individual, or if you manage a team, challenge your reports to do the same and schedule a quick share-out! You may be surprised how art can give you a more 3-dimensional relationship with your work, yourself, and your team.

Want to learn more about creativity in the workplace? We’ve joined forces with improv legend Wayne Brady and applied improv company FLS Academy create FLS+, an organization using improv to improve performance at work: https://flsplus.com/

The Great Resignation made one thing abundantly clear: working smarter, not harder, is the only way forward.

If companies want to retain talent (and if we want to make it through our careers without losing our minds), they have to encourage more sustainable habits. In improv, we call that making the “easy choice.”

These are choices that make a scene easier to sustain, and in turn, easier to watch. E.g. it’s easier to “yes and” your scene partner than to shut down their reality; it’s easier to say something true than to make up a crazy backstory; it’s easier to call someone in from the sidelines rather than playing every character yourself.

At work, there are lots of ways to make the “easy” choice; whether that’s delegating some work, creating more realistic timelines, breaking big projects down into smaller “beats” or milestones. Today, we’re going to home in on one: Making use of existing frameworks.

AKA, “invest, don’t invent”

Leveraging existing frameworks is one of the 8 “universal improvisational skillsets” identified by organizational researchers in the Journal of Thinking Skills and Creativity.

At work this might look like:

• Using creative/budget constraints to narrow your focus
• Leveraging communication/feedback channels more effectively
• Investing in current tools & team training

Or, it could be as simple as trusting people to do their jobs, rather than taking on additional tasks outside of your core responsibilities.

“Okay, but my startup doesn’t have any existing processes…”

Been there. As employees, the least we can do is put in an honest effort to learn/use the tools provided by your org (key caveat). If they’re still not meeting your needs, then the next best course is to document exactly where it falls short, and the opportunity cost.

On the flip side, as leaders, if we have processes/tools in place we can make them the path of least resistance by putting structure around training for employees. We can also empower early-adopting team members to evangelize for the rest of the team or offer incentives to act as internal resources.

So for the Luddites and workaholics alike, a PSA: tools and processes exist, in part, to make the easy choice the obvious one. Take this story, for example. We could go on and on, but instead, we’ll make the easy choice; and end right here.

Want to learn more? We’ve joined forces with improv legend Wayne Brady and applied improv company FLS Academy to bring improv to audiences around the world. Learn about how our new venture, FLS+, is changing lives at work, at home, and on stage at: https://flsplus.com/

When you think about what makes a great improviser — or an innovative company — you probably think of the same key trait: the ability to generate creative ideas fast.

Of course, the best improvisers and most innovative teams are both great at brainstorming, but that’s only one ingredient (in fact, there are at least eight). And, if rapid ideation is the sausage of that improvisational gumbo, well then, let’s call experimentation the… okra? Sure, let’s go with that.

The Harvard Business Review writes that “to successfully innovate, companies need to make experimentation an integral part of everyday life — even when budgets are tight.”

In other words, building an agile company isn’t just about coming up with crazy ideas; it’s being crazy enough to see them through. And as operators, we have to learn how to give those sparks a fighting chance, even if we don’t have $10 million dollars worth of lighter fluid –sorry– ‘runway.’

If experiments are so important, why don’t companies do more of them?

In short, resources. In long (that’s a phrase, right?), culture.

The risk of spending resources on failed experiments can give leadership pause (in a study of Booking.com’s 25,000 annual tests, only 10% succeeded). Organizations that emphasize “efficiency, predictability, and ‘winning’” are especially wary of wasted cycles (ironically, HBR notes running more tests actually reduces the burden of individual failures, not the other way around).

But, even when a business verbally commits to testing new ideas, their actions don’t always align; employees might not feel safe to challenge leadership decisions, empowered to run their own experiments (via training or team support), or informed on why past tests failed or succeeded.

For example, IBM was able to increase their annual experiments from 97 to 2,800 in just 3 years, by investing in centralized infrastructure like:

• Easy-to-use, transparent data collection tools that fostered trust and increased accountability
• A shared framework for conducting disciplined experiments
• Free training on best experimentation practices for all employees

Oh, and budget increases/bonuses based on the number and speed of quality tests run. Because we live in a society.

Moving from ideation to experimentation

Struggling to get your team to run their own tests? Here’s you’re (over)simplified 5-step experimentation launch kit:

1. Cultivate curiosity
2. De-stigmatize failure (and define success)
3. Automate & centralize data collection
4. Make tests transparent
5. Support accountable execution

We could write an entire blog post on each one of those steps (and actually, we’ve already started). But it comes down to this: the only “failed” experiment is an inconclusive one — and it’s not a “pivot” if you never got off the sidelines.

Researchers define improvisation as a “universal human phenomenon,” and identify 8 core skills required to master it.

It’s been a landmark few years for improvisation in the worlds of neuroscience and psychology. If you’ve kept up with our newsletter, you may recall the highlights:

• 2019: study shows that “improvisation facilitates group flow and positive emotions,” (in 2021, scientists report the same phenomena in trauma patients)
• 2020: researchers show that “improvisation increases uncertainty tolerance” and “affective well-being”
• 2021: organizational researchers report that “the skills and mindset of improvisers are highly desirable” in non-performance contexts like design, collaboration, and idea generation

But, there has never been a universal academic definition for improvisation beyond the world of theater and performance. That is… until now.

The Unified Theory of Improv

This year, a study published in the Journal of Thinking Skills and Creativity finally proposed a universal definition for improvisation and identified the specific skills that we all recruit when we improvise in our jobs and everyday lives.

They write that improvisation is a universal human experience defined by: “human action in the context of situations characterized by uncertainty and temporal urgency.”

In other words: we’re improvising anytime we have to respond quickly to a new or unforeseen event.

And, much like physical exercise, the researchers note that improvisation is inherently action-based and learned. That means two things:

1. It’s only improv if you actually do something in real-time (whether that’s acting, reacting, or interacting)
2. You don’t need to be a natural-born improviser to become great at it (anyone can train up their improv skills with practice).

The 8 Skills of Highly-Effective Improvisers

An entrepreneur interviewed for the study said it best: “improvisation is not magic. It’s not just pure talent. It’s actually experience… The more experience you have, the better you’ll get at improvisation.”

And, according to the study, to be a great improviser on the human stage, you’ll want as much practice as possible in these 8 skill areas:

1. Embracing uncertainty
2. Adapting to changes
3. Using physical and mental “warm-ups” to prepare
4. Generating new ideas
5. Experimenting with/trying new ideas
6. Applying intuitive knowledge and past experiences
7. Accepting help and building on others’ ideas
8. Making use of existing frameworks and processes

So, here’s your challenge: Pick one of the above skills and think of 3 ways you can practice it at work, at home, or in your relationships.

And stay tuned, we’ll continue to dig into these skills and ways to train them in the coming weeks! Until then, and as always, we got your back.

Want to train up you or your team’s skills with an expert?Learn more about Speechless Inc’s improv-based learning experiences here!

There have been approximately one bajillion articles written on “gratitude” as a means to counter holiday burnout. And it’s true: taking stock of all the good in our lives does help us balance the tough feelings of juggling family dynamics, travel, and work in season dubiously billed as “the happiest time of the year.”

But there’s a problem: sometimes “practicing gratitude” can feel like negating your feelings — especially when you’re not feeling particularly grateful at all.

During stressful times when we feel like we should be grateful (AKA the holidays) this dissonance intensifies. It can feel like we only have two paths: be an ungrateful scrooge, or walk the “toxic positivity” tightrope, compartmentalizing anything that threatens our holiday cheer.

Of course, our circumstances — and how we relate to them — don’t have to be so black and white. And this improv technique recently touted by The New York Times can help us get better at sitting with opposing feelings:

Replacing “but” with “and”

“After a tough holiday visit,” NYT writes, we might find ourselves thinking, “Why do I put in all of this time and effort every year? I got to see Grandma, but everyone else was terrible.”

Consider that both things can be true: You got to see Grandma, and everyone else was terrible. Sure everything may not be sunshine and roses, but shifting to an “and-based” narrative lets us feel grateful for our Gram Gram and be annoyed at Uncle Jingle-Bells-For-Brains.

When we stop thinking in binaries, it frees us from feeling like we made the “wrong” choice and the constant calculus of determining whether we’re experiencing “enough” good feelings to justify the bad. More often than not, life is just a big ol’ gumbo of happy and hard — and the meaning we take from it and our decisions doesn’t have to be one or the other.

The power of “additive thinking”

Life-long improvisers know that the phrase “yes and” helps us accept contrasting ideas — whether that’s on a stage, after a tough family gathering, or home alone. More than that, it builds self-trust; the knowledge that whatever decision we make is the right one for this very moment.

From your Speechless family, we hope you have a restful holiday and we’ll see you in 2022.

Speechless Inc. helps people be themselves and be heard through improv-based learning experiences. Learn more here!