FACTOR VI: PERSONALAND INTERPERSONALSKILLS

CLUSTER S: BEING OPEN AND RECEPTIVE

26 Humor
Laughter is the shortest distance between two people. Victor Borge Danish humorist and musician

Section 1: Your Development Need(s)

Unskilled
Appears humorless
Doesnt know how or doesnt want to use humor in the workplace
May have problems telling a joke
May chill humor in others
Thinks humor is out of place in the workplace
May be too serious and want to avoid looking or sounding silly
May lack a light touch
May use sarcastic or politically offensive humor
May use humor in the wrong time or wrong place or in the wrong way
Select one to three of the competencies listed below to use as a substitute for this competency if you decide not to
work on it directly.
Substitutes: 3,14,31,44,49
Skilled
Has a positive and constructive sense of humor
Can laugh at him/herself and with others
Is appropriately funny and can use humor to ease tension
Overused Skill
May disrupt group process with untimely or inappropriate humor
May use humor to deflect real issues and problems
May use humor to criticize others and veil an attack
May use humor to deliver sarcasm or cynicism
May be perceived as immature or lacking in appropriate seriousness
His/her humor may be misinterpreted
Select one to three of the competencies listed below to work on to compensate for an overuse of this skill.
Compensators: 7,10,11,22,31,33,41,43,48,52,55
Some Causes
Cant tell a joke
Dont think youre funny
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 Think humor is out of place in business
Avoid looking/sounding silly
Too serious
Avoid risk

Leadership Architect Factors and Clusters

This competency is in the Personal and Interpersonal Skills Factor (VI). This competency is in the Being Open
and Receptive Cluster (S) with: 11, 33, 41, 44. You may want to check other competencies in the same
Factor/Cluster for related tips.

The Map
Theres good humor and negative humor. Theres constructive humor and destructive humor. There are
humorous people. There are humorous stories that are funny regardless of who tells them. There are
humorous situations that are funny regardless of who brings them to our attention. There are pictures and
cartoons that are funny regardless of who shows them. Humor is an essential element to life and work.
Properly used and delivered, it can be a constructive influence on those around you. It can increase a feeling
of well-being and belonging, it can take the bite out of tension, and it can balance a negative situation for
someone or the whole team.

Section 2: Learning on Your Own

These self-development remedies will help you build your skill(s).
Some Remedies
1. Need comic relief? Find humor in everyday life. There are topics that can be near universally
humorous. There are universal traits. Misers, bad drivers, absent-minded people, anything that is
understood worldwide as the human condition. There are things that are funny about your life. Have funny
kids, pets, hobbies? Whats a ridiculous situation youve been caught in lately? There are funny things in
the workplace. The jargon of it, memos, ironic rules. Stories from the picnic or the off-site. There is
providing relief from our problems. The weather, taxes, any of lifes little indignities and embarrassments.
And there is always the news. Most programs have at least one humorous tale, and sometimes the news is
funny enough as it is. There are cartoons that most find humorous in the work setting. There are funny
jokes that most find funny. Humor that unites people rather than puts down people or groups is always
safe. Begin to look for and remember the humor around you. Begin to pass on your observation to a few
safe people to test your humor judgment.

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 2. Humor seen as offensive? Keep it in good taste. Today, we live in a very politically sensitive world.
Many people are turned off by political, sexist or ethnic humor. Humor thats out is anything ribald, sexist,
religious or ethnic. Most gender and race humor is unacceptable. Humor that makes fun of entire groups
(women) or cultures (Polish jokes) doesnt play well. Any humor about a handicap is out. Basically any
humor that makes fun of others, makes others feel bad or diminished, or is at the expense of others is out.

3. Want respect? Laugh at yourself. Self-humor is usually safe, seen as positive by others, and most of
the time leads to increased respect. Funny and embarrassing things that happened to you (when the airline
lost your luggage and you had to wash your underwear in an airport restroom and dry it under the hand
dryer). Your flaws and foibles (when you were so stressed over your taxes that you locked the keys in your
car with the motor running). Mistakes youve made. Blunders youve committed. Besides adding humor to
the situation, it humanizes you and endears people to you. Anything can of course be overdone, so
balance it with seriousness.

4. Sarcastic? Refrain from using humor to veil criticism. Some people use humor to deliver negative
messages. They are sarcastic and barbed in their humor. In a tense confrontation with an employee, to
say, I hope your resume is up-to-date, instead of saying, Your performance is not what I expected. It has
to improve or I will have to reconsider your continued employment, is not acceptable. There is a very
simple rule. Do not use humor to deliver a critical point to a person or a group. Negative humor hurts more
than direct statements and is basically chicken on your part. Say directly what you mean.

5. Feeling defensive? Dont use humor as a shield. Some make light of things that make them
uncomfortable. Its a very human defense technique. There is a difference between using unrelated humor
for tension relief, which can be a good practice, and using direct humor to make light of the person or the
issue. Better to say, Im uncomfortable with that than to say through humor that its less important than
youre making it. This can also be seen as a subject change, in effect deflecting the topic.

6. Humor falling flat? Choose the right time for humor. There is a time for everything and sometimes
humor is not appropriate. Since you are reading this because you or others dont think you are good at
using humor, the best technique is to follow the lead of others. Be second or third to be humorous in a
setting until you find your funny legs. More help? See #48 Political Savvy.

7. Need an expert opinion? Study the pros. Read How to Be Funny by Jon Macks and Laughing Matters
by Joel Goodman, Saratoga Springs, NY: The HUMOR Project at Sagamore Institute, 1982. Go to three
comedy performances at a local comedy club to study how the professionals do it. Study funny people in
your organization. What do they do that you dont? Buy all the Dilbert and Far Side books. Cut out 10 from
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 each that really are funny to you. Use them in your presentations and hang them in your office and see
how others react.

8. Need help with your technique? Learn the basics. There are some basic humor tactics. Use
exaggeration, like when Bill Cosby exited the doctors office in his new trifocals and began an odyssey
through a mile-long elevator and across a newly terrifying street. Use reversal, where you turn the situation
into its oppositethe paranoid who thinks the worlds out to do her good; or the speaker who turned eight
ways to help people succeed in their careers into eight ways to ruin the careers of your enemies. Physical
or pratfall humor works, such as when your hand hits the microphone and lets out a loud boom and you
say, Sorry, Mike. Be brief. Cut out unnecessary words. Humor condenses the essential elements of a
situation, just as good writing does. If the time of day or the color of the sky or city it happened in is not
relevant, leave it out. Include touches, however, to set a mood. If heat is essential to the humor, let the
listener see sweat pouring off people, flowers wilting, whatever it takes to set the stage. Be on the lookout
for the ridiculous around you. Jot down funny things that happen around you so you can remember them.

9. Ready to humble yourself? Lose some inhibitions. Play silly games (draw a picture with your eyes
shut, play any of a number of board games devoted to laughter such as Pictionary). Play with small
children and let them take the lead. Be willing to make a fool of yourself at off-sites, picnics and parties.
Volunteer to dress in the clown costume and have employees throw water balloons at you. Learn and
demonstrate the latest dance craze at the company picnic!

10. Cant share the stage? Let others be humorous. Sometimes people who arent very humorous (or
are very serious) chill and suppress humor in others. Even if youre not going to work on being more
humorous or funny, at least let others be. That will actually help you be seen as at least more tolerant of
humor than you were in the past. Eventually, you may even be tempted to join in.

Section 3: Learning from Feedback

These sources would give you the most accurate and detailed feedback on your skill(s).
1. Family Members
On some issues like interpersonal style or compassion, it might be helpful to ask various and multiple
family members for feedback to add confirmation or context to feedback youve received in the workplace.

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 2. Off-Work Friends/Associates
Those who know you socially with your guard down can be a good source of feedback to compare with
that of work peers and family members. If youre different at work than you are socially, why? If youre the
same, feedback from friends just confirms the feedback. In a way, off-work friends may know the real you.

3. Past Associates/Constituencies
When confronted with a present performance problem, some claim, I wasnt like that before; it must be the
current situation. When feedback is available from former associates, about 50% support that claim. In the
other half of the cases, the people were like that before and probably didnt know it. It sometimes makes
sense to access the past to clearly see the present.

4. Peers and Colleagues

Peers and colleagues have a special social and working relationship. They attend staff meetings together,
share private views, get feedback from the same boss, travel together, and are knowledgeable about each
others work. You perhaps let your guard down more around peers and act more like yourself. They can be
a valuable source of feedback.

5. Spouse
Spouses can be powerful sources of feedback on such things as interpersonal style, values, balance
between work, career, and personal life, etc. Many participants attending development programs share
their feedback with their spouses for value-adding confirmation or context and for specific examples.

Section 4: Learning from Develop-in-Place Assignments

These part-time develop-in-place assignments will help you build your skill(s).
Study humor in business settings; read books on the nature of humor; collect cartoons you could use in
presentations; study funny people around you; keep a log of funny jokes and sayings you hear; read
famous speeches and study how humor was used; attend comedy clubs; ask a funny person to act as your
tutor; practice funny lines and jokes with others.

Try to learn something frivolous and fun to see how good you can get (e.g., juggling, square dancing,
magic).

Plan an off-site meeting, conference, convention, trade show, event, etc.

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Section 5: Learning from Full-Time Jobs
These full-time jobs offer the opportunity to build your skill(s).
Humor is generally not learned from any specific kind of job.

Section 6: Learning from Your Plan

These additional remedies will help make this development plan more effective for you.
Learning to Learn Better
1. Learn New and Frivolous Skills to Study How You Learn
Practice learning frivolous and fun skills (like juggling, square dancing, skeet shooting, video games, etc.)
to see yourself under different and less personal or stressful learning conditions. Ask yourself why that was
easy while developing new personal/managerial skills is so hard. Try something harder with the same
tactics.

Learning from Experience, Feedback, and Other People

2. Using Multiple Models
Who exemplifies how to do whatever your need is? Who, for example, personifies decisiveness or
compassion or strategic agility? Think more broadly than your current job and colleagues. For example,
clergy, friends, spouses, or community leaders are also good sources for potential models. Select your
models not on the basis of overall excellence or likeability, but on the basis of the one towering strength (or
glaring weakness) you are interested in. Even people who are well thought of usually have only one or two
towering strengths (or glaring weak-nesses). Ordinarily, you wont learn as much from the whole person as
you will from one characteristic.

3. Getting Feedback from Peers/Colleagues

Your peers and colleagues may not be candid if they are in competition with you. Some may not be willing
to be open with you out of fear of giving you an advantage. Some may give you exaggerated feedback to
deliberately cause you undue concern. You have to set the tone and gauge the trust level of the
relationship and the quality of the feedback.

4. Learning from Bad Things That Happen

Bad things happen to everyone, sometimes because of what we do and sometimes with no help from us.
We all have bad bosses, bad staffs, impossible and hopeless situations, impossible tasks, and unintended
consequences. Aside from the trouble these bad things cause for you, the key is how can you learn from
each of them.

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 5. Learning from Bad Situations
All of us will find ourselves in bad situations from time to time. Good intentions gone bad. Impossible tasks
and goals. Hopeless projects. Even though you probably cant perform well, the key is to at least take away
some lessons and insights. How did things get to be this way? What factors led to the impasse? How can
you make the best of a bad situation? How can you neutralize the negative elements? How can you get the
most out of yourself and your staff under the chilling situation? What can you salvage? How can you use
coping strategies to minimize the negatives? How can you avoid these situations going forward? In bad
situations: (1) Be resourceful. Get the most you can out of the situation. (2) Try to deduce why things got to
be that way. (3) Learn from both the situation you inherited and how you react to it. (4) Integrate what you
learn into your future behavior.
A well-developed sense of humor is the pole that adds balance to your steps as you walk the
tightrope of life. William A. Ward American author, editor, pastor, and teacher

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Suggested Readings
Adams, S. (2002). Dilbert and the way of the weasel. New York: HarperBusiness.
Bing, S. (2002). What would Machiavelli do? The ends justify the meanness. New York: HarperBusiness.
DeGeneres, E. (2003). The funny thing is New York: Simon & Schuster.
Drennan, M., & Anderson, J. (2002). Soar above the madness: Surviving office politics without losing your
mind, your job, or your lunch. New York: Rutledge Hill Press.
Gostick, A., & Christopher, S. (2008). The levity effect: Why it pays to lighten up. Hoboken, NJ: John Wiley &
Sons.
Hemsath, D., & Yerkes, L. (2001). 301 Ways to have fun at work. San Francisco: Berrett-Koehler Publishers.
Kerr, M. (2001). You cant be serious! Putting humor to work. Canmore, AB: Speaking of Ideas.
Macks, J. (2003). How to be funny. New York: Simon & Schuster.
Marlatt, A. (2002). Economy of errors: SatireWire gives business the business. New York: Broadway Books.
ORourke, P. J. (2002). The CEO of the sofa. New York: Grove Press.
Rizzo, S. (2005). Becoming a humor being: The power to choose a better way. New Delhi: Full Circle
Publishing.
Schwab, P. (2005). Leave a mark, not a stain! What every manager needs to know about using humor in the
workplace. Seattle, WA: Rollingwood Press.
Tamblyn, D. (2002). Laugh and learn: 95 Ways to use humor for more effective teaching and training. New
York: AMACOM.
Willis, E. E., & Weaver, R. L. (2005). How to be funny on purpose. Toronto, ON: Cybercom.

COPYRIGHT 19962010 LOMINGER INTERNATIONAL: A KORN/FERRY COMPANY. ALL RIGHTS RESERVED. MICHAEL M. LOMBARDO & 304
ROBERT W. EICHINGER