If you're riding ahead of the herd, take a look back every now and then to make sure it's still there.
As mentioned previously in this book, it is an honor to be the designer and creator of the Humor Academy graduate and certificate program for AATH. Level 3 of this program is designated as the leadership module and is being written in conjunction with writing this book. Through collaboration with colleagues Karyn Buxman and Chip Lutz, it was realized that there is scant research on humor in the context of leadership. Both leadership and humor are terms that are tricky to describe and understand.
My personal experience comes from working with administrative certification programs for educators in the state of Illinois and from completing my own administrative certificate program in education. The Illinois State Board of Education approved two of my humor classes for administrator academy certification. I have conducted a variety of staff development workshops on humor for numerous groups of administrators and leaders.
Since the research on humor and leadership is scarce, the opinions here are often just that—I do know that while the passion for using humor is found all over the world in all walks of life, it is not usually taught in leadership classes. I know it was not mentioned in my administration classes. Hopefully this will change soon as more research becomes available on the benefits of humor and quality information becomes part of the mainstream media.
One of the most difficult tasks for a leader is to facilitate positive change in the culture of the organization. Most leaders do not consider the purposeful inclusion of humor as a strategy for building their leadership skills. However, as reflected throughout this book, the benefits of using humor have far-reaching results.
Several aspects are explored in this chapter, including a visual framework created and adapted for school administrators (Morrison, 2008). The model depicts how humergy can impact a culture on three levels—context, process, and content—and how the emotions are integrated in each component. Since trust is a crucial ingredient in an optimal workplace culture, it is vital to consider the relationship between humor and trust. Humor practice and service are intertwined; thus there is extensive inclusion of the servant leadership model in this chapter.
Don't confuse being a leader with being a comedian. Use humor to lift people up, not to put them down.
There has been a welcome change in the typical workplace on views about humor. In the past, many have held a negative attitude towards fun, play, and laughter in the organization. Leaders across the world of work are accepting and even embracing the idea that humor and laughter play an important role in productivity and in building a culture of trust. If you look at the benefits of humor as described in the stories in Chapter 6 and as identified throughout this book, there are definite advantages for leaders choosing to increase their humor practice (Hernsath & Yerkes, 2001).
When you enter the world of Pixar, chances are that you will hear laughter. Humor is prominent there and begins with senior management:
Group leaders set the tone. Much like John Lasseter's or Bob Petersen's approach at Pixar, successful humor breaks down the power structures that tend to inhibit tighter social bonds and interactions. This is precisely the type of environment Pixar seeks to create. They have established that, at Pixar, hierarchy and positional status are of less relevance than at most companies. The dominant hierarchical work environment supports the fallacy that the most experienced or senior person in the group will have the answers.
People around Google and other corners of Silicon Valley often refer to this as the HiPPO phenomenon. That is, the highest paid person's opinion (HiPPO) usually dominates how people make decisions inside most organizations. People look to the HiPPO to make decisions. People equate status and money with intelligence and insight, when often there's little correlation. (Sims, 2011)
The leader is the person who brings magic to the moment; it is a matter of behavior. The leader is a person who listens carefully, helps others frame the issue, brings a sense of urgency, and creates confidence in the next steps (Conant & Norgaard, 2011).
Just for fun, Google "leadership"! You will find a gazillion books about leadership and, as with all popular topics, there are countless ideas about how to "be a leader." It was enlightening to review the information about systems leadership, architect leaders, visionary guidance, analytic styles, and architectural leaders. There are articles written about different types of leadership according to traits, skills, and styles. Leadership can also be examined by gender, diversity, or culture (Northhouse, 2007).
When it comes to the specific study of humor and leadership, John Morreall has identified three benefits of humor in leadership, which include health, mental flexibility, and smooth social relations (Morreall, 1991). Most who study humor and leadership emphasize the importance of the last benefit that Morreall has identified as that of humor supporting communication and relationship-building skills (Crawford, 1994).
Humor can be designed as a strategic skill that is purposefully used to make change, improve communication, and build relationships. It can be used to contrast incongruent ideas. Stress reduction though humor is another specific strategy that can be used to bring work-related problems under control (Crawford, 1994).
There have been a few military studies (Priest & Swain, 2006), and several people include it in presentations that they provide, but most studies look at leadership style.
Management is doing things right; leadership is doing the right things.
The numerous philosophies and resources that are available on administrative styles do not usually mention humor except in passing, such as leaders keeping or having a sense of humor. However, the significance of relational leadership is woven through most of the books on the topic. The distinction among authoritarian, laissez faire, and participatory/collaborative leadership is a case in point. Most administrators have a combination of these styles with varying degrees of humergy evident.
You do not lead by hitting people over the head—that's assault, not leadership.
This is a controlling and demanding type of management style. These bosses believe in a "convertible" (top-down) style of management based on an organizational chart with rigid rules and regulations. Authoritarian managers are usually very serious about a focus on the bottom line, increasing productivity, and getting the job done efficiently. Humor is often seen as frivolous and a waste of time. Remember that humordoomers equate humor with being nonproductive.
Often, when I do a workshop, participants ask how to survive in an authoritarian type of environment. I am not sure how to answer this question. I have experienced this type of administrator firsthand in several jobs that I have held. I actually quit a job because the management style was so stifling and stressful. Not all people have that option. If you are in an organization that espouses this style, feel free to give your boss a copy of this book, but only if you think he or she has a sense of humor!
Tell your boss what you think of him and the truth will set you free.
Laissez faire is a lenient and tolerant style of management that is "hands off" in nature. Employees may waste company resources by playing games on the computer or try to avoid work by chatting with others for long periods of time. There may be a lot of laughter but little productivity. This type of administrator may seem to advocate a "fun" work environment, but in reality there is a lack of focus and purpose. Productivity can suffer. The laissez faire boss often thinks it is more important to be a "good ole boy/girl" rather than a leader. There is a big difference between integrating and employing one's sense of humor and spending vast amounts of company time on video games, social networking, and persistently avoiding "getting the job done."
Leadership involves finding a parade and getting in front of it.
The highest priority for collaborative leaders is to encourage, support, and enable employees to maximize their full potential and abilities. It begins with viewing those employees as associates and colleagues instead of as subordinates. Teamwork is an integral component of participatory leadership with delegation of responsibility and shared decision making. Humor is integral to this type of workplace. All within the organization take the work seriously and themselves lightly.
It's hard to lead a cavalry charge if you think you look funny on a horse.
Servant leadership best describes my own personal philosophy. I think this approach fits well with the idea of using humor to make positive change in the workplace and in organizations. Having worked in numerous job situations and having experienced many leadership styles, I have found that I have been most energized by administrators who were caring, dedicated, and fun!
Caring for persons is the rock upon which a good society is built (Greenleaf, 2002). The basic assumptions for servant leadership have been touted by many leaders in the field, including Ken Blanchard, Steven Covey, Peter M. Senge, and Margaret Wheatley. The tenets are as follows:
Simply put, the servant leader serves others. This service to others involves multifaceted commitment to supporting others in their efforts to improve. It benefits those who are least advantaged in society.
The following principles of servant leadership are adapted from the Alliance for Servant Leadership at Indiana State University.
Let's take a look at how humor may impact each of these areas.
The practice of humor can reduce depression and nourish a healthy mind-body balance, which supports both personal and organizational growth. Humor relieves stress. Humor also supports the ability to be flexible during change. As mentioned previously, humor practice can change the culture of a company and organization. Many organizations and groups struggle with managers who are authoritarian and who usually have a severe case of humorphobia.
Many years ago when I attended my first state board meeting, it quickly became evident that this was a very serious event. Everyone sat in a circle at tables and no one talked. When the administrator began the meeting with announcements, I interrupted and asked if we could at least do introductions since I did not know anyone.
I was crazy enough to add that maybe everyone could tell something fun that they had done recently. You could sense a visible wave of disbelief engulf the room. Maybe they thought that I had asked for a golden goose! The administrator sternly said that we really did not have enough time but we could do quick introductions.
At the end of my years at those meetings with me asking for and encouraging fun, we were at least smiling a bit more and sharing ideas. When I was invited by this same agency to do No Child Left Behind (NCLB) training, I said that I would only if I could make the training "fun!" They reluctantly agreed because they also must have known that I would accomplish the goals that were needed. Our group did have a great time collaborating (we still get together), and we did have an awesome training program. I felt that I was instrumental in the implementation of a beneficial and creative training program that was used extensively to transform ideas about NCLB and train the educators in our state. And it was fun!
Gags and practical jokes should only be used when those on the receiving end find them funny.
Reflecting on one's humor practice will strengthen leadership skills by reducing stress and improving communication with others. Daily journaling on humor leadership practice will build powerful insights into what kind of humor strategies work in various situations. Initiating humor in leadership involves taking a risk and reflecting on the results. Humor practice is a part of a purposeful routine that can improve personal growth and become a habit (Morrison, 2008).
Humorous leaders find that their ability to use humor often reflects their own personal happiness level. Encouraging personal growth among your employees will be difficult if you are not feeling energized and excited about your work. Your attitude shows. I was just at a family reunion. I had on one of those shirts that said, "Life is good!" One of the relatives had on a shirt that said, "Life is crap!" I'm trying to think of a slogan for my t-shirt for the next reunion. Email me your suggestions!
A humor-filled environment is one that recognizes the strengths and talents of the workers. As emphasized throughout this book, humor has the capacity to empower leaders to build a culture of optimism and joy. This will increase productivity, reduce stress, and retain employees. If you are having fun and being productive in your job, you are not likely to do a job search.
Happy people work harder, according to an article in the New York Times. Managerial actions and practices can impact employee work conditions and employee perceptions of these conditions, thereby improving key outcomes at the organizational level (Harter, 2010). Lower job satisfaction results in poorer bottom line performance. When people don't care about their jobs or their employers, they don't show up consistently, they produce less, and their work quality suffers.
The research shows that inner work life had a profound impact on workers' creativity, productivity, commitment, and collegiality. Employees are much more likely to have new ideas on days when they feel happier. It does depend on the leadership of the company and does not have to be expensive. Leaders can ensure that people feel engaged and valued (New York Times, 2011).
A lot of humor comes from unconnected thoughts, which is a process similar to the process that is vital for creativity. Studies looking at how humorous interaction between coworkers encourages innovation suggest that keeping workers laughing may jump-start their creative faculties. Humor stimulates the brain's reward center and raises circulating levels of dopamine, the chemical that is linked to motivation (Carter, 2009). Find the creative or fun employees and encourage them.
When I was a counselor at a Girl Scout camp, the director announced to the entire group of campers that I was an expert in toad training. She had organized a competitive toad race for one of the final activities of the camp, and she knew that I was not overly thrilled about handling toads. Of course all of the kids brought their toads to me to ask how they should be trained. I made up some fantastic stories—of course all of them utter nonsense.
For those of you who would like to try a toad race, you create a circle, put all of the toads in the middle, and see which toad makes it to the outside of the circle first. The point here is that the director encouraged my creativity and story telling. She was an expert at getting people to laugh and have fun. I am frequently reminded of that story because I now have several granddaughters who really love toads. Whatever kind of environment you have, you can encourage creativity with your own kind of "toad races."
A young executive was getting ready to leave the office one evening when he saw the CEO standing in front of the paper shredder with a piece of paper in hand. As the CEO had a confused look on his face, the young executive went over to the CEO to see if he could be of help. The CEO said, "Listen, this is a very sensitive and important document and my secretary has gone for the night. Can you make this thing work?" "Certainly," said the young executive. He turned the machine on, inserted the paper, and pressed the start button. "Excellent, excellent!" said the CEO as his paper disappeared inside the machine. "Now, I just need one copy, please."
Positive humor is generous in nature. What greater service is there than to share fun and laughter with others by bringing joy into their lives? Many organizations exist to ease the pain and suffering in the lives of others. This can be accomplished through smiles, laughter, and the gift of humor. Flourishing organizations can be readily identified through their employees who are joyfully involved in serving others. Several of the AATH Humor Academy participants have shared their outreach as an aspect of their service to others. Bronwyn Roberts from Australia has done laughter workshops for the women and staff at a Victoria-based women's correctional center (women's prison). Roberts sent this lively description of her service to those most in need:
The prison workshops are organized through the Melbourne City Mission, http://www.melbournecitymission.org.au/, who assist vulnerable individuals, families and communities and provide assistance to help people avoid or escape disadvantage, economic exclusion and social isolation.
Melbourne City Mission offer a number of support services in the prison sector and one of these services is what is known as the "Return to Work Expo." The expo is available to those due for release within 6 months and those on remand and provides a range of information for the women. Guests include employers, employment counselors, a company that provides corporate clothing for interviews and as a return to work wardrobe and clothing advice, and other relevant speakers. Discussion during the expo includes resume writing, relevant return to work training, searching for work, interview skills and services available to the women prior to and after release. The presentations include whole room presentations and smaller working groups (normally these might be called "break-out" groups—but perhaps not when you're in a prison). Discussion and questions are welcomed and encouraged.
The laughter program was first introduced in 2008 at the expo at the Lodden Prison (medium security) near Castlemaine as a bit of fun. It was so well received by the women and staff that it was decided the laughter should, if possible, be a part of future expos. The laughter leader who ran the Lodden Prison session was invited to run the program at the Dame Phyllis Frost Centre (maximum security) in Deer Park in the outer western suburbs of Melbourne. As this would be more than a 3 hour drive each way for her she chose to refer the organizers to me. Never one to turn an experience down I accepted their offer of petrol money only and discovered that, as I live in the outer eastern suburbs of Melbourne and the session check in time at the prison is 9 am, meaning I would be travelling across the top of Melbourne during peak hour, my travel would be 2.5 hours to get there, but less than 1.5 hours to return.
I developed a laughter program that would focus on self-esteem and presentation skills. The laughter was well received from the start. The women, staff and visitors interacted easily with each other, laughing together and shaking hands, chairs were moved to make more space to move around in, and to everyone's surprise, everyone joined in. There were some women and staff who it was thought might not choose to participate for varying reasons but they too had to give in and at the very least smile and giggle.
The first session was so well received that the program has been included in three return work expos, and I have been told, due to the popularity of the laughter and the effect it has on the remainder of the day, it will, funding permitting, continue to be included. Simple laughter movements were introduced during the laughter, and a few times, when the discussion became intense, someone would share a laughter movement and the tension would settle.
Following the first session at the Dame Phyllis Frost Centre in May in 2009 I was invited to share the program with the staff only at the Barwon (men's maximum security) Prison near Geelong. This is the feedback from that session.
"I was a little worried leading up to the event that staff would be hesitant to participate, but after a few warm up exercises and some interesting and funny facts about laughter from you, the staff were enjoying themselves and more than happy to participate. You had a great warmth and staff were quickly comfortable letting their playful side shine through and having a laugh at themselves. After the session I felt great for the rest of the day and am now a firm believer of the 15 minutes of laughing every day. I have had a lot of positive feedback from staff after the program and they were happy to have tried something a little different and a little bit out of their comfort zone! Thank you again for a fantastic program, we look forward to having you again in the future."
Realistically, running a laughter session in the prison sector is no different than running a session anywhere. Although I must admit that the joke about having a "captive" audience is running a little thin! Apart from the technicalities of entering the facility, police check, bring nothing but ID, and a few other minor rules required for the protection of the visitors, the women and the staff, there is really no difference, and it makes me smile to be able to say to others, "I'm sorry, I can't do that for you on that day, I'll be in prison" before I explain the full reason. (Roberts, 2011)
Trust is frequently mentioned as the most important ingredient in creating a collaborative culture. Is there trust in your organization? Just look for a high level of humergy. Trust is the critical component necessary for supporting a collaborative culture. A high level of trust is reflected in a high level of fun, laughter, play, and humor. All stakeholders can work together to create a systemic culture of humergy and a positive learning environment. It is rare to find an organization where humor is identified as a key ingredient that needs to be nurtured and practiced. Yet the energy, enthusiasm, and hope generated by humergy are a visible sign of trust. This sense of trust is dependent on the desire of fun-loving employees to collaborate and share their optimism, hope, and humergy practice for the purpose of maximizing living. (See Figure 7.1.) The more fear-filled the work environment and the more control that exists, the lower the level of trust.
In Chapter 2, it was mentioned that the basis of human trust is play (Brown, 2009). Play sends signals of acceptance and support from leaders who are willing to share humor and laughter with their employees. Leaders can take this research into consideration when providing instructions at or during meetings. If you are looking for ways to improve fun at your staff meetings, there are several webinars (including mine) at ELN (Education Learning Network) listed in the resources and references.
Don't force humor. Use your humor to make people feel more comfortable.
When humor is shared it reinforces a desire to continue relationships and fulfill commitments. Many people initially volunteer for organizations to provide a needed service but find they really just enjoy being with the others in the group. This spirit of networking strengthens the willingness to commit time and energy to the mission of the organization. The next time you are at a meeting of active community volunteers, listen for the laughter. People gravitate towards groups that are fun.
Take a quick look at the fundraising activities that are going on in your community. A review of my local events includes a tennis shoe prom, a golf ball drop, a take-off on "Dancing with the Stars," and mud volleyball. While all of these events require a significant commitment on the part of many people, it is usually an enjoyable activity for the volunteers. The leadership for this type of fundraising requires creative brainstorming so that it will be enticing for the public to attend. Just quietly observe the interaction at your next volunteer meeting. Infuse some fun and watch the reaction!
AATH is an organization built on the mission of service "as a community of professionals who study, practice and promote healthy humor and laughter." Humor and laughter are purposefully used to build community within this group of committed volunteers. It is a great example of using humor to build community (AATH website). Think about the organization that you belong to. How does the mission encourage building a community of trust? Both Karyn Buxman and Chip Lutz have provided this type of leadership for AATH. Their ideas are woven throughout this book, but it is important to focus on their insights into leadership and humor here. Chip Lutz has formulated his business, called Covenant Leadership, based on trust.
In today's crazy world, there's never been a better time to learn how to build covenants with the people around you. Covenants built on the foundations of humor, hope and humanity that provide an atmosphere of trust, integrity, and a willingness to collectively move towards achieving a common goal. (Lutz, personal communication)
Karyn Buxman is the immediate past president of AATH, a Lifetime Achievement Award winner, and currently an instructor and advisor for the Humor Academy. She has earned the National Speakers Association's (NSA) Certified Speaking Professional (CSP) designation (held by less than 7 percent of professional speakers), and is one of only 176 experts (32 women) in the world awarded admission into the NSA Speaker Hall of Fame. Her research and experience have shaped her views. She shares her humor journey and practice as part of this book. For the past several years she has been a mentor and partner in the creation of the Humor Academy. Her work is an exemplar of how so many leaders are forging new paths in the field of laughter and humor.
For over twenty years, I have dedicated my entire career to the strategic use of applied and therapeutic humor. I have had the wonderful opportunity to share with people of all ages, from around the world, how humor and laughter can improve their health, their profitability, their relationships, and their happiness. Because of my background in nursing, much of my work is in the healthcare field. I have been able to demonstrate to nurses and other healthcare professionals how they can use humor for themselves to improve their stress levels, their resilience (It's a tough job!), and their effectiveness with their patients. I have also been able to show patients how they can use humor to better cope with and manage their illnesses, and experience a higher quality of life. I've worked with businesses and corporations showing them how to use humor to improve employee morale, creativity, productivity, customer service, and sales. And recently I've had the privilege of working with the military, sharing how humor and laughter can be a powerful tool in their arsenal in dealing with such debilitating issues such as PTSD and suicide among their ranks.
Right now I am most excited about my work with patients and their family members on how to better cope with their chronic conditions such as diabetes, heart disease, and cancer. Our field of psychoneuroimmunology is in the pioneering stage, but already we have seen studies demonstrating benefits of humor and laughter to the cardiovascular system, the immune system, the respiratory system, and much more. This is merely validating what most of us already know: "A merry heart doeth good like a medicine." It is incredibly rewarding to see people grasp the power at their fingertips to make a difference in their own lives and the lives of those they serve. (Karyn Buxman, personal communication)
Humor nurtures the spirit and nourishes the soul (Kwan, 2002). If you observe the humor of a leader, you will get a glimpse of the heart and soul of his or her leadership style and insight into his or her personal beliefs.
People usually choose their careers because they want to be engaged in work that matters. Most people want to laugh, have fun, and be involved in creating an energized, productive workplace. There is a longing to work with others who desire a joy-flow collaborative environment. The joy-flow experience identified in Chapter 2 is the purposeful practice of optimism and positive emotionality. It's evident within cultures that strive for shared leadership. It is evident in cultures that continuously strive to maximize productivity and create a climate that is hopeful, engaging, supportive, and fun.
Leaders today face incredible challenges. People in positions of leadership are scrutinized, evaluated, criticized, and under enormous pressure to perform. How is it that some leaders seem to not only survive but also thrive in these circumstances? Observe the humor style of successful leaders and chances are you will find that service is at the heart of their leadership style.
Jackie Kwan, a colleague and friend in AATH, has worked extensively with patients with Alzheimer's and dementia at the Hebrew Home in Rockville, MD. Her experiences include using laughter and humor to encourage connections on a spiritual level. Jackie mirrors the patients' gestures so that she feels "in sync" with them. She often sings along with them so that the patients can see, hear, and feel her on their level and form a connection. She says that while the others may not laugh or giggle, she sees the corners of their eyes begin to crinkle and the corners of their mouths lift. She notices a spark return to their faces. She feels she has impacted both their lives and hers in a profound way (Kwan, 2002).
Fif Fernandes, mentioned several times in this book, cofounded a peace camp for kids brutalized by the twenty-two-year-old civil war in northern Uganda. She uses laughter and humor to assist kids when faced with bullying. She believes that laughter empowers these kids and nurtures their wounded spirits. Leadership includes this kind of initiative that transcends the normal skills and embraces a spiritual commitment to sharing joy and laughter with others.
Good leaders must first become good servants.
This framework (Figure 7.2) depicts the elements commonly identified as a foundation for the leadership process but arranges them into a visual portrayal of how humergy impacts the system. In order to fully explore the role of humergy in an environment, let's look at this framework to visualize the indicators that will maximize the joy-flow experience within a culture.
If you think you're too small to be effective you have never been in bed with a mosquito.
The inner circle is what I think usually gets the most attention. It answers the question: What needs to be accomplished? Is there a clear focus on the mission, values, and the work that need to be addressed? What is the purpose of your organization? How can humor be used to promote and market your services or your product? What are the written policies of your organization?
Often the rules and regulations of the workplace bog employees down. Many of these are unwritten rules, but these can drive much of what is done. There may be an unwritten rule that "productive employees" eat lunch at desks while working. What are the unwritten rules in your place of work? Are there unwritten rules about behavior?
Only one man in a thousand is a leader of men—the other 999 follow women.
The middle circle depicts the process the individual leader uses to facilitate the work of the organization. It also depicts the process the leader employs to engage the staff in collaborative efforts to address cultural issues. It has a focus on how to learn, develop, plan, and implement policy. Imaging technology is providing biological information about how brains work. Humor can be an integral component of the organizational process. An optimal method for the process circle will include the collaborative management of time, space, energy, and resources (Sylwester, 2005). It also is dependent on continual staff development for employees so they have the resources and time for developing their talents.
The importance of movement, the arts, sleep, nutrition, and learning styles are all considerations for the leader who is managing and supporting each and every one of the unique brains floating around in his or her workplace. Each person's brain is different and requires specific conditions for optimal productivity. This type of research is currently being studied and is the subject of numerous books and articles. Check out Dr. Earl Henslin's book, This Is Your Brain on Joy (2008). As discussed in Chapter 3, happy brains "look" different from brains that are depressed. Stress reduction is a vital aspect of using humor in leadership. Again, the role of humor is sometimes mentioned as a part of the workplace process, but it has not been specifically identified in many publications on leadership.
Throughout this book, there are various strategies for integrating the processes that would embody the joy-flow concept. How do you use humor to "get the job done"? A review of Chapter 6 provides numerous strategies for adapting the concept of humergy for various groups and organizations. There is a section at the end of each chapter titled "Powerful Practice—Strategies for Leaders." The "Jest for Fun" boxes highlight ideas that have been used by other leaders in various fields.
Want to use humor as a change agent? The "Study Group Focus" and "Cafe Conversations" included at the end of each chapter are designed to assist leaders as they purposefully implement humor as a change agent in their workplace. There are numerous ways that employees can collaborate on improving their knowledge and skills related to humor practice. They can mentor and coach each other and support each other in their humor practice. Recognizing accomplishments is a great way to encourage humor practice.
Humor is the vehicle that can help companies return to the place where work is fun. Happiness, fun, play, mirth, comedy, joy, and jokes are all terms that have been used to define humor. Positive emotionality is a powerful mind-body connection that can create a remarkable feeling of control over one's life. This element of humergy can make a powerful difference in the culture of organizations.
I never did a day's work in my life. It was all fun.
The context circle represents the climate and culture where work occurs. Do the environment and available resources facilitate optimal productivity? This circle encompasses the research on how positive emotionality influences the environment, including the emotional state of both the leader and the employees or members. As mentioned previously, anger, excess fear, and stress can create a tense and stressful environment that will inhibit productivity. In order to maximize the opportunities of humergy, a look at the context (workplace culture) must be addressed first. In other words, addressing the issues of a culture is of utmost importance. Of course, numerous leadership articles and books provide information on how to make this happen, but few address the importance of purposefully using humor for an optimal change to take place.
Let's take a look at humergy as a contextual component of leadership. There are several examples from the world of business that highlight the importance of creating an environment of fun and laughter. Pixar was mentioned earlier in this chapter. There are numerous others.
Google was named the top company to work for by CNN in 2007. It was still ranked at number four in 2011. They provide free food in the cafeteria, a climbing wall, and free laundry. Generous pay increases and bonuses are included in the college-like atmosphere. When you look at the pictures of work life at Google, it looks like a playground for adults. Other companies in the top 100 list offer health benefits including fitness centers, summer camps for kids, beauty salons, and child care. Zappos is part of the Amazon.com family. They are known for their quirky, happy culture with the idea to "create fun and a little weirdness" as one of the company's guiding tenets (CNN, 2011).
In one workplace several employees had babies during a year. The administrator found the space and resources to provide in-house infant care for those employees, many of whom were nursing mothers. This was just one example of his efforts to provide a joy-flow environment. Hope, fun, optimism, and trust were evident in this work environment.
Leslie Yerkes, in her book Fun Works (2001), highlights companies that have profited from an infusion of fun in the workplace. The Pike Place Fish Market in Seattle has capitalized on this concept in a huge way. They have actually packaged their marketing program via their FISH video, website, and FISH camps for all who are interested. Their marketing programs are known worldwide for their emphasis on having fun as a means to profit (Yerkes, 2001). Productivity improves as fun and play are integrated into the workplace. The business world is often taking a serious look at the role that fun, play, and humor contribute to an optimal work environment and to increasing productivity.
If the fish vendors can profit from having fun, why can't others benefit from having fun within their own workplace or organization? If fun is thought of as anything that makes learning engaging, exciting, and challenging, it seems that the focus on rules and regulations is counterproductive. Unnecessary regulations and policies decrease or eliminate fun.
The more rules, the less fun.
When there is laughter, there are fewer humordoomers. Laughter begets fun and joy. Leaders can inspire a spirit of humergy.
Stress is frequently emerging as a topic of concern as addressed in several parts of this book. Addressing the stress levels of employees is becoming more of a priority for leaders. The health of employees plays a significant role in productivity and in insurance costs. There is a growing need to find ways to counteract both personal and work-related demands on staff. Many agencies have faced growing budget cuts and decreased staff morale. This is evident in the numerous requests received by those in the humor therapy business:
The leaders who make these calls are striving to improve the culture and climate of their organizations. It is possible, in a workshop, to create an awareness of humor and to escalate the energy of a group on a short-term basis. However, in order to address multifaceted climate issues, the components of thoughtful planning, focused staff development, and reflective practice must be a part of a continuous process for improvement. Humor relieves stress, and productivity will increase with a reduction in stress.
A large corporation recently hired several cannibals. "You are all part of our team now," said the Human Resources Department chief during the welcoming briefing. "You get all the usual benefits, and you can go to the cafeteria for something to eat, but please don't eat any of our employees."
The cannibals promised they would not.
Four weeks later, the boss remarked, "You're all working very hard and I'm satisfied with your work. However, one of our secretaries has disappeared. Do any of you know what happened to her?"
The cannibals all shook their heads "No."
After the boss left, the leader of the cannibals said to the others, "Which one of you idiots ate the secretary?" A hand rose hesitantly. "You fool!" the leader said. "For four weeks we have been eating managers and no one noticed anything. But NOOOooo, you had to go and eat the secretary!" (Thanks to my cousin, Jerry Mattingly)
The smiley face that overlays all three circles represents the belief system of the leader and those in the organization. Individual beliefs drive behavior. It is important to have the beliefs written to drive the goals of the organization. Does your mission statement include words like humor, fun, or joy?
Regardless of the mission statement of the organization, the beliefs of the administrator, the governing body and its rules and regulations, and employees or members will dictate the cultural environment of the group. Some will not agree with the written mission of the organization and can secretly sabotage the efforts of leadership. Changing belief systems is difficult. Humor is the invisible elephant in the center of the room; everyone knows it's there, but no one pays any attention to it unless it disappears or steps on someone. It can also magically appear at times of stress and change. Employees can feel a humor void. They know if they are the brunt of sarcasm or negative humor. Belief systems must be addressed in order to release the potential of positive emotionality within a culture.
Having worked as a gender equity consultant in the 1980s, it has been my observation that many women in management positions feel they need to be "tough" and "demanding" in order to prove that they can be effective. These "glass ceiling" rules are being broken more frequently now, and women are finding the freedom to be participatory leaders rather than feeling they need to be authoritarian in order to be effective. If you are a woman in leadership, do not be afraid to have fun and practice humor.
A leader without a sense of humor is like a lawn mower at a cemetery. A lot of people under him, but no one is paying any attention!
Review your workplace culture by using the information in Table 7.1, "Worksheet for Analysis of Culture." This instrument is another tool that you can use to assess your work environment. It was created to provide a quick overview of indicators of either a stress- and fear-based culture or a joyful environment filled with humergy.
10. Has yo-yos, slinkies, balloons, and other toys in desk drawers. He consistently chooses a positive response pattern in life. The capacity to do this emerges from a focus on creating an affirmative environment (even a mental one) in which to operate.
9. Plans surprises for colleagues. She finds joy in change, incongruity, and uncertainty and has the confidence to think outside of the box and see numerous possibilities. If a situation does not progress as planned, she finds several other options.
8. Teaches the staff to juggle with scarves (balls come later) when budget cuts are announced. He purposefully uses laughter to ease pain, realizing that laughter is a way to relieve stress.
7. Plans frog races (ok—fun activities) for staff meetings. She understands that humor is a coping skill that can be a response to all change (from small annoyances to major crises). She has a lot of enthusiasm and energy!
6. Colors hair orange at Halloween and claims it was the original color. He uses self-deprecating humor as an exaggerated statement of truth, with the knack of laughing at mistakes and difficulties.
5. Puts the staff newsletter on the inside of faculty bathroom doors and titles the newsletter The Flush. She has the ability to understand and empathize with other people. She is able to assist others in seeing the humor in difficult situations and elicit laughter in the situation.
4. Evaluations include jellybeans and joking about challenges. Feedback includes listening and making collaborative decisions for improvement. He knows that gentle good-natured teasing is a good way to build collegial relationships.
3. She tries every fun leadership activity that was ever invented and drives the staff crazy doing so. She also has the ability to joke about driving everyone crazy. Highly skilled humergists are able to ease the tension in group meetings by promoting laughter at the situation or at themselves.
2. Has staff meetings in the local pizza place and buys the pizza. He is able to use reframing as a shift in context that allows groups to look at a situation in a more useful way.
1. She offers a $1 bill to any person to whom she forgets to say, "Thank you for working/volunteering here today. What can I do to make your job easier?"
If at first you don't succeed, skydiving isn't for you!
Several management styles were reviewed, including authoritarian, laissez faire, and collaborative/participatory. Humergy is likely to be most evident by leaders in collaborative cultures. Servant leadership and humor go hand in hand as these folks use humor to effectively motivate, inspire, and communicate with their employees or volunteers.
Trust is an indicator of a joyful atmosphere. In order to address the issues that create a culture of trust, leaders need to examine the context, process, and content of the work environment. The context includes the issue of "where," process addresses "how," and content includes the "what" of organizational structures. Belief systems permeate all three of these areas. Excess stress impacts the ability of leaders to be effective. It negatively impacts the positive emotionality of the environment. An abundance of unnecessary rules and mandates can contribute to this stress.
Effective leaders promote collaborative learning and a positive emotional culture. They are eager to address the issues that contribute to negativity and stress. Building trust through the use of fun, laughter, and humor is embedded in their leadership style.
Laughing first (as a leader) sets the tone and paves the way for others to let go and do the same.
