☎︎ 1800 887 022


Quick-acting • experiential • instantly usable • solutions-focused

We help your people get on better with customers, by first helping your team get on better with each other.


with a strong step by step approach, so you get long-term results.


With an accepting and collaborative ‘yes, and” work environment, staff feel recognised and of worth (beyond solely pay issues). So they are more likely to stay, especially in this skills shortage.



They communicate with others more naturally

Avoid inefficient compulsory meetings; your ideas being editing or rejected; connecting better with more negative colleagues

They gather and integrate many viewpoints quicker

They build on what colleagues contribuite


They attract and retain more customers

They build rapport with customers easier

They more easily build on what customers contribute


They manage customers better

They understand and embrace risk better

Cultivate a (better) workspace environment, and decrease your customer acquisition costs. Reboot their productivity for greater profitability.

25th September 2020

"Executives hungry for micro-courses in time of upheaval"

“The COVID-19 pandemic has upended business models and traditional ways of working, leading to heavy demand for short courses on how to lead an organisation through tumultuous change.”

Magnus Gittins, director of executive education at AGSM, University of New South Wales, says courses on building up resilience are also highly sought after at a time when those qualities are crucial in the corporate setting.

“Think of your favourite leader. Why do you remember them? Because of their skills or their qualities? It is the latter, of course. Nobody ever talks about Winston Churchill‘s time management skills or Mother Teresa‘s ability to run a good annual appraisal. We remember them for their qualities and this is where improvisation comes in. Within an hour or so, people have discovered bravery, grace, mental agility, creativity, passion, risk-taking, empathy, compassion etc……all of which helps them to become better people, at home and at work.”
Phil Jesson, Commercial Director The Academy for Chief Executives

“Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.” – Richard Branson

“‘yes, and’ is a great corporate way of life. It’s a great way of leading your teams, your business development projects or product development projects. That ‘yes, and’ is a extraordinarily powerful tool in the corporate world, not just as a way of getting things done, but kind of as a way of building some psychological safety. It’s working with your people  in a way that’s really respectful. And that that leads to more productive teams.”

– Kurt Nelson, Ph.D. and Tim Houlihan

Margaritis uses improv games and techniques to help companies find solutions to challenges they are facing. “In improv, bad ideas are just bridges to good ideas,” he said. “No ideas lead to nothing.”

“We’re doing it to help change behavior and get people to try things they otherwise wouldn’t do within the typical stiff, boring patterns of communication.”

– Tom Yorton, CEO of Second City Works, Chicago


Improv is driven by its concepts which are learnt experientially on the spot, and for quick implementation.

Similarly how fitness increases as you work out, improv activities are wide-ranging and applicable to many circumstances. We take use improv concepts to show what is really driving team issues. And from this you learn more about your team, and receive a template to use in the future.

And letting soft skills drive the communication of hard skills, and deliver results.

More active listening

For once, an active listening session that isn’t tedious. The exercises that you do give you a chance to tune out of how you will react, and wait before the other person has finished, then respond.

Your effective information gathering rate will be much higher, than if you stick to what is happening in your mind.. And that means a better chance of building a full case, where all the senses are picked up.

Not jumping in helps substantially in court, however, more time is spent working with colleagues, so this helps improve inter-personal communication too. This helps , particularly with those in the office who take their stress out on others.

“It’s very common when talking to someone to start tuning them out and planning what you’re going to say in response while they’re still speaking,” said John Windmueller, WIT@Work training manager. “The idea is that I can use that extra time to prepare… But that doesn’t always make for the best conversation.”

Maura Mazurowski (25/9/2019), ‘Lawyers find improv comedy skills help them think fast‘, Virginia Lawyers Weekly,

Think on your feet easier

Your content goes here. Edit or remove this text inline or in the module Content settings. You can also style every aspect of this content in the module Design settings and even apply custom CSS to this text in the module Advanced settings.

Fewer conflicts

Improv competencies: make your partner look good; find your solution

Improv helps you ride conflict and resolve it. Improv helps you put out fires.

As work culture changes for 2022 onwards, and people are resetting their focus on a changed work world, more problem solvers who are OK with change, are needed more than ever.

Improv means each team member can see points of view from the other person’s, there is less detrimental position-holding on either side.

Conflicts can be closed easier, especially when the work environment is of supporting each other to find a solution within a “yes, and…” or “no” framework, when appropriate.

Your team makes a mental shift, in attitude. Pre-empthing conflicts and nipping the build up of team bickering in the bud.

Think like your buyers

This brings entrepreneurial thinking when buyers want more than just legal advice, your work intersects with business, particularly if your clients are in the start-up space.

Better understand others

Improv challenges you to better level of communication.

Build trust more effortlessly

Improv competencies: active listening; stay curious; everything is an offer; respond in the moment.

To build successful relationships with all parties, trust is essential. Good trust with others develops at the same time that self-interest decreases, and listening gets finer. Trust also comes when actively supporting colleagues.

(Stakeholders being colleagues in your team or other teams, peers, management, client/customers).

A more trusting work environment is where people accept and build on what each other offers. That leads to a more supportive work environment, which leads to better overall performance across teams who use improv.

The link between work relationships based on trust, and profitability is through the profit motive of ‘play’.[4] This motive, as well as improv concepts such as “yes, and…” drives sales performance.[3]

Higher trust, such as between buyers and sellers, have a higher chance of leading to a purchase.

Overall, there are clear links between high performance, productivity[1][2] and profitable[6] organisations.

[1] “The use of … competencies gained through the improvisation workshop resulted in high performance and productivity after 1 month and 3 months at the participants’ work environments” Prof. Dr. Satya Subrahmanyam (?), ‘Corporate leadership: A privation for improvisation of techniques’, International Journal of Commerce and Management Research’

[2] “In follow up interviews one month after the study, participants continued to enjoy higher levels of productivity and performance.” Dr. Farnaz Tabaee (20/6/2013), ‘Improv Boosts Leadership Skills – Effects of Improvisation Techniques in Leadership Development’, Applied Improvisation Thinking’

[3] “Findings show that higher levels of salesperson improvisation are associated with increased sales performance.” Abena Yeboah Banina, Nathaniel Bosoa, Magnus Hultman, Anne L.Souchon, Paul Hughes, Ekaterina Nemkova, ‘Salesperson improvisation: Antecedents, performance outcomes, and boundary conditions’, Industrial Marketing Management’

[4] “Improvisers become businessmen, the relationship becomes the deal, and play becomes the profit motive.”

[5] “Here too, research appears to positively correlate improv with team cohesion and trust“;”The increased positive energy, trust, and mutual regard that stems from these activities can help participants feel validated, cared for, and understood – hallmarks to positive relationships“;”I will attest that improv trains individuals in interpersonal mindfulness, perspective taking, and active constructive responding skills. … it is these elements that lead to the previously cited outcomes of increased interpersonal connection, collaboration, trust, and effective communication.” Jordana Cole (1/8/2020), ‘I’ve Got Your Back: Utilizing Improv as a Tool to Enhance Workplace Relationships’, Scholarly Commons, Master of Applied Positive Psychology Capstone Projects, Penn Libraries, University of Pennsylvania’

[6] “We’ve known for a long time that human performance and business performance are correlated. … Heskett, Sasser Jr.. and Schlesinger published their now-famous book ‘The Service Profit Chain’ and established the causal link between profitability and customer loyalty, and employee satisfaction, loyalty and productivity”

Collaborate easier

A big characteristic of applied improv is partnering. With greater ease, someone who doesn’t know how to do something, knows how their colleagues work and think. So they can partner with others, to make meaning from what’s happening or create together.

Improve team cohesion

We help address individual, behavioural and workplace factors that lead to poor team cohesion, and therefore poor customer service.

Feel happier and away from burnout

Improv competencies: accept and build

This is more than just recognition. When someone feels more supported, cared about and listened to, they tend to stay. Some will take less pay than a competitor, for a more supportive work environment.

People will contribute more of themselves, and the brains trust of the business expands. A competitive advantage over others who treat their staff within an ‘ordinary’ culture.

Be more in the present with your buyers

When you act more by what is there, you listen more to what you are getting. This is the goal behind good client relations. It also means you are more relaxed if things don’t go to plan..

People also sense when you are in the moment, and they respond in kind. Those not in the moment, will be in their head, possibly rehearsing what they have to say. A disconnected person will not have as much authenticity, and the relationship is not going to be as deep or fruitful.

When your job is to connect with the audience, this is really something that is important to harness.The more you are in your hea, the less you are in theirs. And when you are trying to convince them of something, the less effective you are when you aren’t in the moment.

It can also hel you overcome a fear of public speaking.

Explore and use status better

Improv competency: adapt to others, make your partner look good, stand your point-of-view, connect with people at the status level they are or perceive they are.

A low-status person who believes that is their identification is going to relate better to you if you show you are able to understand what it is like to think as a low-status person. That creates a form of camaraderie, and useful for building a case. The same thing applies with high-status. This is different to ‘rank’.

Improv allows lawyers to:

  • recognise the ‘status gap’ between you and the client,
  • explore and move around freely between status levels,
  • adapt to and connect with others and
  • make stating a case more immediate and direct.

Many of your clients are unlikely to deviate from their environmentally-dictated place in society, but you can, and that is to your advantage over peers who are as stuck/trapped in their level of ‘deigned status’, just as your client is. This gives you freedom to know your own status, but free to visit other status levels.

Even so, how much is your status shaped by those you perform for, or impress? Improv gives you the permission to open up to more choice in how you do this, and make status a conscious decision.

“Keith Johnstone defines status as ‘the conscious manipulation of our level of dominance … Status is not confusing so long as we understand it as something we do, rather than our social position; for example, a king can play “low status” to a servant, while a servant can play “high status” to a king’.

Jeffrey Drivis (15/2/2012), ‘Whose Trial Is It Anyway? Using Improv To Help Lawyers ‘Present’ More Effectively‘, Kluwer Mediation Blog.

Deal with someone's 'no' better

Your content goes here. Edit or remove this text inline or in the module Content settings. You can also style every aspect of this content in the module Design settings and even apply custom CSS to this text in the module Advanced settings.

See what's behind an issue more clearly

Your content goes here. Edit or remove this text inline or in the module Content settings. You can also style every aspect of this content in the module Design settings and even apply custom CSS to this text in the module Advanced settings.

Respond to failure better

Improv helps you respond better to a mistake or failure, ones with consequences or without.

In other words, it’s more about recognising failures and being accountable through future actions, rather feeling shame, defense or embarrassment about a failure

This sounds like celebrating failure, however, it is more to release yourself from your inner critic, so that you don’t have emotions creating obstacles to overcoming that mistake or rectifying that failure.

See all sides quicker and easier

Improv gives people a chance to experience both sides of a situation. This builds empathy and helps the concepts set in deeper.

Navigate and adapt to change and uncertainty easier

Improv helps your staff adapt to change. Change is the bread-and-butter of growth. This is particularly important in VUCA world.

When we were email a major lobbying group for development of a main commercial and professional area of Sydney at the end of 2020, they said:

“As our members have returned to their workplaces we’ve found their engagement levels to be low – they’ve been busy with new ways of working / keeping everyone safe / staff turnover etc. Unfortunately there’s not been much room for new ideas and introductions in this environment, as I’ve had to prioritise [our] agenda and my member’s needs.”

Taking this on board, as Covid crises ebb and flow, such as Omicron, we now get a chance to make deeper changes to deal with any future uphevals (other variants, climate change, potential wars in Asia).

Improv helps with exercise/games that focus on accepting change and other VUCA situations. By playing through realistic effects change can have on you and your workforce, you prepare for when the real events come.

Improv Concepts

When a team uses improv to work together, they incorporate at least one of the following:

  • personal permission to access creativity and imagination.
  • everything is an offer.
  • listening, accepting, and building in the moment.
  • overcoming approval/disapproval syndrome.
  • good relationships with “yes, and…” and “no”, and avoiding “yes, but…”
  • “bring a brick, not a cathedral”.
  • be prepared for the unexpected, and adapt accordingly.
  • supporting each other and making each other look good.
  • leading and following.
  • healthy relationship with mistakes and failure.
  • building trust with each other.
  • avoiding blocking each other.
  • follow the fear.
  • comfortably raising the stakes.
  • focus on people, not objects.
  • working in the ‘Flow State’.
Academic Studies

The following summaries are based off:

Charles J Limb, Allen R Braun (27/2/2008), ‘Neural substrates of spontaneous musical performance: An fMRI study of jazz improvisation’, PLOS one, 3(2):1

“Limb and Braun discovered that during the improvised riffs, the jazz musicians medial prefrontal cortex, the area of the brain associated with language and creativity significantly increased in activity, whereas their dorsal lateral prefrontal cortex, the conscious control part where you judge and correct your behavior became dormant. Fascinated by these results, limb has gone on to carry out similar studies with freestyle rappers, and most recently, with improvisational comedians with very similar results.”

Max Dickins, ‘Improvise!: Use the Secrets of Improv to Achieve Extraordinary Results at Work – Chapter 3: spontaneity’, Icon Books

“[Second City is] participating in a neurological study with [Dr. Charles Limb’ where he has improvisers underneath an fMRI machine.
And what he has discovered so far is, the brain is in a different state, when it’s improvising.
And in particular, the fear and shame parts of the brain go way down when you’re improvising …”

Francesca Gino (11/7/2018), ‘Why it Pays to Break the Rules’, Second City Works

Rebootr Case Study


Increase in trust, accepting and building other people’s ideas, and solving issues with guests and members.

“People rarely succeed unless they have fun in what they are doing.”


  • So everyone can get the most from a rebootr session, we establish a safe creative space with at least one manager with plenty of space for laughter. Having a manager signals that they are open to the process.
  • We ask into the teams’ relationships, how they connect to the values of the organisation, what productivity levels they’re expected to reach, whether mistakes are excepted, if there is any shaming going, how much recognition they get etc.
  • During each activity, participants (including the hesitant ones) loosen up, become more open, and form a ‘team mind’.


at a naturally-active level


what the others have said


on what they said


on how to use the concepts² in everyday work.


at the end where we tie it all together, and find ways put it all to use.

Next Session

We check in with how people went after the previous session. That adds to what then happens.

Then in the next session, we check in with how people went after the previous session. That adds to what then happens.

Help your team gain finer communication and inter-personal skills, which are highly useful and effective for a 2022 work world.


To get a full picture (and roadmap) of where your team is at and could be, and the strengths, we ask the stakeholders (team, management or clients):

  • where they see the communication issues lie.
  • what arises when developing better relationships.
  • what values are shared between stakeholders.
  • what will be the costs if things continue the way they are, and what the costs are, if things are changed for the better.

Then we tailor the most relevant exercise/games to help remove these obstacles on your roadmap, and also work well or collaborate with other teams or departments.

This happens through individual interviews with one or many stakeholders, or to be worked out within the first improv session.

What can we expect from a diagnosis or our team?

Everyone, from managers, to staff, to clients/customers, are in a ‘system’ together, and each has its part and needs from the others. Each relationship helps make the system more or less efficient and effective. And each relationship is motivated by something (e.g. attention, status, money, intellectual challenge, helping others, opening up to new ideas etc.)

Where there is a weak relationship link, then those inter-personal connections will likely exhibit this through either disagreement, complaint, ego, competitiveness or conflict.

With confidentiality, we ask into these relationships to find those weak links and from what we get, we then choose:

  1. the most appropriate exercises at the best times.
  2. the best way to play and do those exercises.
  3. what results we expect to get from those exercises.

It does take time and is priced accordingly. Alternatively, we will play and do a series of exercises, and those relationships will show through the improv, in either the first or second session. We then spend time afterwards with the managers taking part and ask further into what we picked up. We then adjust our exercises accordingly.

What do you discover from staff that managers don't already know?

Managers hear a lot, and good managers know a lot about their people. It’s the factor that makes them great.

However, a manager is not neutral, and they won’t hear everything. A third party (such as rebootr) with the right questions, may be able to find more, and will use that to frame the exercises. We look for is changes in their behavior and their thinking.

Improv brings a fresh perspective to issues and things that might be outside of your line of sight.

How confidential is the diagnostic process?


For instance, when asking staff member 1 about colleagues who they aren’t getting on well with, we will receive confidential knowledge about inter-personal relationships.

Whatever it then passed onto management is stripped of individual names and any markings that would identify who they are. This is critical, as the information will be compromised if we break this trust.

For asking what clients think about the service they get, all management recieves is demographics (sex, age, location etc.). Again, no names are given.

For a previous client, the manager had asked me to give him access to the survey. It was a no. He didn’t press the point, and it is likely that this didn’t muddy our relationship. This highlights that we take this process seriously.

Who are the stakeholders?

These could be a combination of:

  • colleagues in their team or area
  • colleagues in other teams
  • management
  • clients or customers

You don’t need 100% of your staff improvising. Just enough to direct the culture. As we are social creatures, others mirror this shift, and give rise to better respect for each other.




One session • 30 minutes

For those not sure; abridged version of a regular session.

  • Get a taste of improv concepts, and how to apply them to work and life.
  • Shared a new common communication language.


1-5 sessions over 2-3 hours or a one-day intensive

For those time-poor; need a quick injection; just want fun

  • Reward staff for major achievements (office and remote staff collaborating well is one).
  • A fun way to bond and come together after Omicron (and blow away the lockdown doom and gloom) and build social currency again.
  • Prepare for collaborating or going to a special meeting face-to-face.


3 main sessions OR one half day, then 3 catchups for 60-120 min. each

For teams who want to shift their culture, but not let these gains stagnate.

  • Build positive rapport, healthy relationships and dynamics into work teams as a default.
  • Help promote a growth mindset for those in a fixed mindset.
  • Improve relationships between teams (e.g. IT <> sales <> finance), so that group-mind extends through the organisation. Then see collaboration happen.
  • Let your managers get a new insights into their teams.


One session • 60 minutes

For those who have a focus in mind

  • Explore one work thing you’d like to sort out, come up with ideas and then forge it with improv into everyday use. What is it?


    • improving your presentation skills,
    • dealing with changes all around,
    • managing a crisis/conflict in the office etc.


Number of max. participants (remote)
Number of max. participants (in person)
Number of max. teams per participating organisation
any number
any number
any number


Perform a team diagnosis through management
Perform a team diagnosis through team members
Perform a team diagnosis through talking to clients or buyers
Mix management with staff during sessions
Key metric report sent to management post-program
Surveying of relevant stakeholders
Reflection time after each exercise
Reflection time after the session (how to put improv into use at work)
Improv practice sheets ('ImprovSnacks')
if requested
if relevant

* additional fees maybe incurred with expanded diagnostics


How does play help me at work?

It’s how we learn successfully. It’s how we click with someone else, and build a working relationship with others. It’s how we understand where each other is at.

However, at age 10 we are told collectively that imagination and creativity is for babies/wooses etc. That gets baked in and most shut that part of them down. It never dies. We just adapt it in the form of ‘play with purpose’.

However, free creative play at a minimum for adults. Improv gives adults the chance to safely explore concepts and situations like a kid, but with adult eyes.

And it’s the fun that does it (with high participation or engagement rates showing for it), covering for the deeper work done underneath the hood.

Will improv be useful for my industry?

It doesnt matter what type of industry you are, what teams you have. If there is poor listening going on, productivity of each person is compromised. This affects the whole team and the organisation

Have to deal with others for a substantial part of your working life? Improv helps that inter-personal element of work flow much better.

A key concept of improv is focusing on the people element of an issue, rather than just the object involved (e.g. rather than talking about how X computer software is not working, you focus on how issue affects how someone works and how they cope).

This doesn’t override the focus on objects (particularly in emergency services, engineering, maths, public utilities etc.), but it does upskill object-focused employees to invest in dealing with people.

In other industries where people relating is predominant (e.g. retail, sales, customer service, events), improv is central to an efficient, effective and connection based job.

Go with half-day or three/four sessions of 90 minutes?

Typically, everybody gets excited and inspired during a half-day workshop, and within a week, a lot learnt from that workshop is just in some notebook, with little noticeable change.

Rebootr holds people accountable for what they learn, and how they implement it.

The question would be: would you get better ROI from a couple 90 minute sessions?

We favour the multiple sessions, as:

  • each session reinforces the last.
  • since there is more time between sessions, areas of weak relationship can be uncovered and worked on.
  • we get more time to follow how someone brings in improv into their day, and that potentially becomes subject matter for that or the next session.
  • there is more chance to have ongoing conversations, as improv is more in people’s daily lives than a half/all-day session that lasts once.
  • concepts can be applied more consistantly.
What are the downsides of improv?

Improv is capable of being a conduit for changed behaviours, but it’s not a magic bullet for shifting some personalities.

Some team members may keep being unavailable, may keep being snarky about the process.

Many people are not used to freer thinking and are not comfortable with it.

Improv itself is solid, however, it doesn’t gel with everyone. Hopefully, your team has a majority of people who are open to improv. They will offset those uncomfortable.

Some workplaces are more challenging to bring in a different culture/improv.

  • Those highly conservative and resistant to change.
  • Those who do not prioritise employee wellbeing and mental health.
  • Those who have bullies running the show.
  • Those who don’t keep the practice going, and improv slips to the wayside.

Improv can work quite well in organisations like this. They just may not be the first to grab the opportunities.

Who facilitates the programs?

At the moment, I (Eric Vigo) do the facilitation. In 2022, given foreseeable rapid growth (!), I will be training improv and improv-friendly professionals (within HR, P&C, L&D, Ops, management) to also be facilitators in the mindset and path of rebootr.

What's different about your program from others?

First about others:

  • most training is taught in a school-like manner (especially over one day), giving you information and hoping that input does the job, then leaves.
  • there’s usually workbooks, powerpoint slides and things to fill out. Which all sounds like work
  • it’s genearlly not individualised to the individual’s needs

OK, about us:

  • we care how individuals develop during each session, and how this helps them at work afterwards.
  • improv is experiential, meaning you learn while doing. Exercises bring you in immediately and you’re ‘practicising’.
  • Whatever you are to ‘learn’ is done on the spot, and we go around and see what it was that you learnt. Then that helps us frame subsequent exercises.
  • improv teaches through the use of emotion and play, which activates parts of the brain which usually lie dormant, and stores that new knowledge for future reference.
  • improv develops new communal habits, which helps shift team interactivity towards the positive.
  • you constantly know ‘what’s in it for you’, and if not, you get to ask until you know.
Will I be embarrassed?


Improv is about accepting creativity from each other without blocking. This is done within a psychologically safe framework.

Is there a money back guarantee?

Yes. We will refund the cost of the program on the first session, if you feel you’re not getting what we both agreed you could reach out of the program for your people.

What is the ROI of Improv@Work™?

I@W is not a passive program. We do not come in, dazzle your staff, then leave saying “job done!”.

I@W works the best when the team or organisation commits to implementing the concepts of improv after I@W is finished. Without being active, the ROI will be minimal.

Generally though, the ROI will be similar to any other leadership or team building ROI you may be measuring currently.

And what is the ROI of not doing I@W? If you kep things as they are, or chose another leadership, sales training or even physical team building activities (e.g. canoeing, physical extreme team building), what is the ROI you expect to get from them? And how long do you believe that ROI from those activities will last?

With a benchmark such as these, we can then look at the type of program that would equal or improve on the ROI from those other programs.

What if my people are too busy?

I am sure some people have no time for any type of training. Maybe they are available for conventional training, and nothing too left-field.

The amount of time that improv takes to shift behaviour would be around 4.5-6 hours as a base, then more hours to sow the concepts in. Change does take time.

If you are in an environment that is too busy for anything, and you are making your way through, then why not keeping doing that. However, when that formula doesn’t work, is when you are forced to get away from busy to put a fire out.

A bit like racing to red lights. One day, a crash happens, all that time saved by racing is eliminated immediately and more.

In this post-Covid environment, busy is different. People are slower, people are wanting to be home. So we have a chance to change things for the better.

What is seen as being a successsful improv exercise?

Improv exercises can also be called games or scenes, which allow improv concepts to come through clearly.

From that, each exercise is helps develops one or two skills. And each exercise is played out, not to win or get to the end quickly, but to journey through the skills and what it takes to finish that exercise. And sometimes the exercise is a scene dealing with multiple exercises.

And each scene composes of small ‘victories’ which at any point in the scene, a skill helps increase your awareness of your own habits, reactions and behaviours, and that of others as well. This equips you for further exercises, which are practice for dealing with the real world in a new way.

Think Differently.

Rebootr your teams and culture, and become the place people want to be when working.