Deploying a “yes, and” mindset can be generative and generous to team members as you find new ideas to solve legacy and emerging problems. As much a way of living as a leadership tool, Lucy walks through the attributes of a “yes-ander” and finds a rather familiar stranger to volunteer to try the improv tool for shifting from closed to open thinking.

The challenge with “confidential” meetings is that - if we respect confidentiality - it’s hard to use the information discussed. At the other extreme, “on-record” meetings risk individuals not speaking their full opinions for fear of retribution. The “Chatham House Rule” navigates a middle-ground of non-attribution.

Try deploying the Rule when mediating a conflict, facilitating a leadership team, or bringing wary parties together to collaborate.