The experience of working remotely, of having our contact with colleagues and customers mediated through technology, has highlighted the need to think about the positive role humour can play in closing the gap between people, in creating a feeling of togetherness and inclusion, where people can bring their whole selves to work.
In their book Humour, Seriously: Why Humour is a Superpower at Work and in Life, Jennifer Aaker and Naomi Bagdonas argue that organisations and teams perform better if they allow room for laughter. Teams that can laugh together demonstrate better communication and problem-solving skills.
And laughter, if used appropriately, is a valuable tool for leaders. Aaker and Bagdonas report their research finding that employees who regard their bosses as having any sense of humour rate them as 23% more motivating. This kind of edge can make a big difference, given the influence this relationship can have on people’s happiness. According to Tera Allas and Bill Schaninger, writing in the McKinsey Quarterly, relationships with immediate management is the top factor in employees’ job satisfaction, which in turn is the second most important determinant of employees’ overall satisfaction with their lives. Having a boss with a positive, inclusive sense of humour can be a life-changer.
As any good salesperson will tell you, humour can be a highly effective way of defusing tension in a high-stakes situation, when pitching for business or presenting to a client. If it lands well and works, humour can break down barriers, connecting people and building relationships.
But, of course, there are risks: the joke may fall flat, the story fail. Humour by its very nature is a gamble. It involves risk, a leap of faith (particularly when attempted on a Zoom call!).
Cultures of countries and organisations differ, and some people may be uncomfortable with the use of humour in serious situations, including work. Humour may even be seen as subversive, out of place, gauche, unprofessional.
Clearly, to be effective, the use of humour should not be offensive or hurtful in any way and it should accommodate diversity. While a sense of humour can be quite a personal taste, at work its flavour should always be appropriate, conscious of difference, tapping into things that are universally funny, starting with shared experience.
For leaders of teams and organisations, though there are definite benefits to the use of humour, there are also heightened risks. All managers will want to avoid being seen as another David Brent, the frustrated all-round entertainer of The Office. Aaker and Bagdonas point to the importance of leaders being aware of their own style of humour, which can range from the edgy to the self-deprecating. One leader can tease without offending, another can reveal vulnerability without losing respect.
It’s a fine balance, but humour at work is worth the risk, and the risk can be mitigated. Self-awareness is the key: balancing the natural spontaneity of laughter with a sense of its appropriateness and effect on others, observing rules such as ‘never punch down’ or ‘carry a bag of good stories’. Be aware of your style, be sensitive, inclusive and recognise difference.
Humour is one thing that AI and the robots will never replace. For the individual, laughter is a tonic, a stress buster. For teams of people, shared laugher is a powerfully inclusive experience. It engenders trust, collaboration and creativity. And the world knows we could all do with a laugh.
Michael Diviney is Executive Head of Thought Leadership, Chartered Accountants Ireland