The ELI and Zuckerman Fellowships are part of CPL's fellowship offerings, which provide tuition support and robust, cohort-based co-curricular programming grounded in servant leadership and experiential learning.
By Hyae Won Redden
Recently, we had the opportunity to attend an engaging session at Harvard Kennedy School’s Center for Public Leadership (CPL), led by Harvard Ombuds Adam Barak Kleinberger. Through an evening of improvisation, we explored essential themes of connection, communication, and leadership.
The evening consisted of four main improv activities, each building on the previous and focused on a central theme of connection. Before diving into the activities, Adam set the stage with a simple yet powerful “improv guide,” asking us to embrace three fundamental principles: no denial (having a “yes, and…” attitude), commitment, and talking and listening.
For the first icebreaker activity, we were asked to identify one person in the circle to be our “Bodyguard” and one other individual to be our “Bandit.” We held onto our choices secretly and were told that the moment Adam said “Go,” we would do our best to always keep our chosen “Bodyguard” physically between us and our “Bandit”. When he gave us the signal, the room erupted into a frenzy as we scrambled around one another, trying to maintain our individual Bodyguard/Bandit alignments amid dozens of others trying to do the same. Laughter filled the room as everyone darted about in a tangle of shifting positions. This icebreaker gently prompted us to reflect on group dynamics, from how we chose our Bodyguard and Bandit to how we navigated this interconnected web of relationships.
Following the icebreaker, we began a second activity that further built on these relationships. In our large circle, we created a clapping circle, in which one pair of individuals would turn to each other, make clear eye contact, and attempt to clap at the same time. Then, one person would turn to their neighbor and repeat the process, sending out a “wave” of coordinated clapping throughout the circle. What began as a jumble gradually became an elegant, responsive flow—illustrating in real time how careful attention and adaptability can transform chaos into synchronized harmony. As we mastered this skill, we added more layers of complexity, and Adam introduced the concept of the “impulse,” a pulse of energy that traveled the circle. Like the flow of conversation, the impulse was a subtle presence that passed between individuals, not visible or tangible, but an undercurrent that could be sensed and followed.
This evening of improv was more than just fun; it was a powerful reminder of the heart of leadership: connection, communication, and courage in uncertainty.
Hyae Won Redden MD/MEd 2027
Building on this concept of following the impulse, we transitioned into our next activity, “Glance & Acknowledge.” We approached it in two steps. First, we learned the mechanics: making clear eye contact with another person in the circle, asking, “May I take your spot?” and waiting for their response. After they confirmed, the person could start moving toward their spot, and the next person would be required to find someone else in the circle whose spot they could take, creating a cascade of movement around the circle. Once we gained some confidence, Adam introduced the second, more challenging step: doing the same activity, but without verbal communication. This highlighted the need for clarity in the connections that we make: making clear eye contact, giving a clear response, and looking for a clear affirmation to the unspoken question. However, it also prompted a reflection on the messier aspects of communication: the bravery of putting yourself out there, searching for connection, and trying again and again until you make that contact; and being present in the moment, or risking missing an offer or losing a connection. It also meant recognizing that there are naturally moments when your back is turned on the conversation (for example, as you walk to your next location) and building comfort with jumping back in and re‑engaging, even after moments of disconnection.
Our final activity brought us together to construct a collective improv story. A group of volunteers lined up as an ensemble to share a collective story and end with a coordinated bow. However, only one person could speak at a time, and a facilitator could switch the narrator at any moment, mid-sentence, even mid-word. Then, the next narrator had to immediately pick up where the last had left off, to create a seamless narrative without any prior preparation. But how do you tell a cohesive story with so many storytellers? This experience highlighted the need for deep listening, adaptability, and a readiness to speak and contribute to the conversation, in whichever direction it went.
After each activity, we paused for personal reflection, with intentional time carved out to allow us to jot down thoughts before sharing with the group. It was amazing how, over the course of the evening, people opened up and shared their thoughts. We greatly appreciated the way that Adam created a safe space: a place to break down our walls, take risks in how we communicated, find connection and collaboration, and engage in honest conversation. He spoke candidly about the importance of intentionality and preparation in facilitating these types of environments, as well as the need to embrace vulnerability.
This evening of improv was more than just fun; it was a powerful reminder of the heart of leadership: connection, communication, and courage in uncertainty. We are grateful to Adam and CPL for creating a space to bring together the Zuckerman and Emirates Leadership Initiative fellows to learn, laugh, connect, and grow. As we continue our leadership journeys, we hope to carry these lessons forward with us, ready to say “Yes, and…” to what comes next.
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