 Mr. Johnson, hi. I'm Raymond. Thank you very much for your time and to see me. Just allow me to start right away. Currently we have some challenges for our team. We have some big reorganizations coming up. Joe Biden's many challenges at work. Competitors and all that, and markets and all that. We might need some help for that. So what's this applied improvisation I'd be a very know about? Yeah, applied improvisation is really cool. Because of spontaneity you really connect with people and it's much easier to get more effective and all that. Because of the activities there's a lot of safety. Tell one of those activities? Just imagine you stand in this circle, right? And then you clap around and you go all around. And also you can also do boring stuff. So Joe is really his own rhythm. He's serious about stuff. He wants to make things dumb. He's judgmental and all that. And in our world we're connected. We're playful. We know the value of play. We feel it and all that. So I think one of our biggest challenges right now is to bridge that. And that's our clients who really sometimes need to be playful to let them experience that. And let's do that. And one of the angles I've found that there are many is talking about playfulness. And with playfulness you need to talk about the why. It's really very nicely put by my Nancy just now. So it's much easier to do the why. And also what remains is the how. How do we explain why we believe that this all works? That the fighting position is the way to get playful and that's a good idea. So why playfulness? Twenty years ago when I would tell my clients that my training would be fun. It would be something like, yeah, we need also to work. And that changed. That really really changed. And we have all this interesting technique. And we have all this research backing us up right now. So I think it's about 11 years ago that we know the value of happiness. That employee well-being drives profits. And we know that and we can make that clear for our strategies. We're dealing better with trade with change. We have more creative strategies. It proves collaboration. It creates energy and much more. So what's left is how do we help people to be playful with itself? So how do we help them with that? First one is courage. If you're playful you need courage because you'll stand out. You'll do things differently than others. So it's courage. The other one is permission. Right, you need to have permission from yourself to play. You need to have a reason. And also you need permission from others. It's really easy to play with a child because you can say like doing it for him or her. And it's also your culture. If your organization allows you to play, it's much easier. And many organizations do that now. We all know the 20% rule of Google. We all know that companies and organizations, they are spending time, the investing time and money to to live their employees playing more. So the third factor which is important for play is having the skills and mindset to play. And that's where improvisation comes in. One of the angles. So one of these things, so I've been thinking a lot about how to explain improvisation to other people. How to explain improvisation to people who never heard of that before. And on a rainy Sunday morning I invented the playing model. And it really really helps to grow my business. Because it really resonates with my clients. It really makes it much easier for me in a very basic elementary way to explain what improvisation is. And what it connects to in my clients' challenges. So playing model is an acronym. It stands for presence, being in a moment, being aware, being connected. Being aware, connected to your clients, to your partners, to your market. At the University of Maschift, the Center for Entrepreneurship, we teach our students to first go into the market, make their mistakes, find out what their future clients need, and only then start writing the business proposals. Instead of writing this brilliant, this proposal that someone needs it. So the other one is leaping into it. If you leap into making mistakes, leap and try out things. And be an explorer. And it also distings two people, two kinds of people. People who are good in error recovery. And people who are good in failure evasion. And I think we as improvisers, we teach, we train ourselves to be good in error recovery. Take a step and see what happens. Plan, do, check, action at the same time. And then there's adaptiveness. This is about allowing yourself to be changed unconditionally. Come in, see what happens, see what works. First accept it and then process it. Fourth one in this acronym is yes and. Yes and is not about words. It's what is represented by it. There's a confusion there because yes is not about agreement. Yes is about acknowledgement and appreciation. They can be outside in. And the end is about addition. It's about contributing. It's about taking the story forward. It's about taking the inside out. And it's a core of improvisation. It's why I'm able to stand on the stage for an audience. Because I know that everything I do will be picked up by my fellow improvisers. And will be amplified. Making me look good. Right? And the last one is impact. Having impact. Being passionate about how you do things. It's about protecting your ideas. It's about being great and leading or following. And this really, really helped me to grow my business. To help my clients. To let them realize a little bit on why improvisation is important. And also what helps is that it's such basic, such elementary that all the other principles may not come out of that. So making me look good. Being average. Building the story forward. That's all based on this. So let's play. Any questions, sir? My God, that was brilliant. You're hired to write.