Leaders who laugh
One morning this week I woke to an unusual sound…not the birds chirping outside, not the shower running and not even my kids arguing. In fact, it was my kids but instead of their usual start-of-the-day antics, they woke me with their laughter.
Unfortunately, the laughter quickly turned to shrieking and one racing the other to tell me how the other was in the wrong. But I’m holding on to the good bit.
It was this welcome albeit unexpected start to the day that got me thinking about one of the qualities I see in leaders and leadership teams who are well connected, cohesive and collaborative - and most importantly, impactful.
You guessed it; they know how to have fun (PS this also happens to be a pre-requisite for the teams I choose to work with).
My kids’ laughter not only brought a smile to my face, but it reminded me about some of the Executive leadership team workshops I have facilitated recently.
Days spent ‘out of the business’ and ‘on the team’ with Executives who are leading organisations that do critical work in our community; navigating serious risk and challenge every day. Leading significant change in what their organisations deliver and how they do it.
This work is not easy, it’s inherently about people and culture and the ‘warts and all’ that come with these. It can be frustrating and exhausting. But it has real purpose and the thing that keeps these teams going through the highs and the lows is each other.
Let’s face it, leading today is serious business. No matter the industry, sector or organisation, there’s a lot at stake; the challenges are endless and there are constantly new risks and changes emerging which call for adaptability, innovation, focus and discipline.
Leading through this complexity, staying on track and having a good time with the people around you are not mutually exclusive - and we can’t afford them to be.
Most of us spend more of our waking hours each week with our teams than we do with our families so who wants that time to be dull?
Sadly, at some point in your career, like me you have probably experienced a workplace where laughter is frowned upon as 'slacking off' (side note: I was never going to last in that kind of environment with my ‘hear it a mile away’ laugh!).
In contrast, leaders who value their people, their experience at work, and understand the connection between how they feel and how they perform make a habit of encouraging laughter.
And interestingly, there’s research that backs up this theory - teams that laugh together perform better.
The Harvard Medical School has published findings that beyond the health benefits of laughter, “a good sense of humour leads to increased optimism, which in turn, boosts our resiliency and enables us to thrive when faced with adversity…and can assist groups in bonding and forming a group identity, even in times of chaos in their ‘outer world’”.
Similarly, a 2020 Business Insider article shared how various studies have shown the benefits of laughter when it comes to how people feel and perform at work.
Psychologist Robert Provine spoke to how his studies discovered that laughing is a “form of social bonding and group coordination…it is a human means to warm a room, to lift the mood, to create a sense of connection…and it indicates that we feel we’re in a safe and secure environment”.
Another university study found that “the relaxation brought about by laughter opens our minds to creative thinking” and Professor Sophie Scott from University College London speaks about how laughter is often used in high stress professions to relieve stress.
This research reinforces what I consistently observe and feel when I’m immersed in high performing and impactful leadership teams.
Teams that laugh a lot appear more in sync, more willing to explore the unknown, experiment with new possibilities, and are better prepared to ‘get in the trenches’ while still keeping their collective wellbeing front of mind.
There are distinct differences between these teams and those that splinter or silo under pressure and stress.
Laughter that builds connection and cohesion can’t be manufactured or forced.
It naturally emerges when you get deliberate about how you form as a team, how you come together, and how you show up for and with each other.
Some things I’ve seen great leaders do to create an environment that’s ripe for good humour and fun are:
Selecting team members that will enhance diversity and complementary capabilities.
Carving out time to get to know their colleagues as humans - socially and professionally.
Investing time to understand personalities, strengths, leadership styles and preferred ways of working.
Developing a shared sense of purpose and vision for impact, and an aligned view of what good or great 'looks and feels' like as part of the team.
Taking what they know about each other and recognising their strengths and differences as a foundation for giving each other what they need to be their best - and agreeing how they want to be and behave with each other and others.
Planning to protect time and space to connect regularly - to check in as humans first and then as leaders, to share stories about things they’ve faced, how they feel and what they’ve learnt (cue laughter for the good, the bad and the ugly!).
Above all, these leaders don’t take themselves too seriously - they can laugh at themselves and find humour in difficult times.
They’re willing to admit when they’ve stuffed up and be real about what they’re dealing with. By doing this they give their people confidence that “we’ll get through this”, that it’s okay to be imperfect, and to see the light side of things even when everything feels really hard.
If you’re trying to find your way through some tough stuff as a leader or leadership team right now, maybe it’s time to ask, “When’s the last time we laughed together?”.
It’s not just about feeling good - there’s evidence that making way for a regular chuckle pays off when it comes to bringing out the best in teams.
If it’s been too long between laughs, try getting deliberate about it. Because the more deliberately we lead, the more aligned our vision, strategy, impact and outcomes will be.
You might like to lean on my Deliberate Leadership™ model to guide you - I’ll get you started with a few gentle nudging questions.
Direction
What do we need from / can we offer each other to lighten the mood when we’re under pressure or stress?
Dialogue
What are the things we care about and give us a boost that have nothing to do with our leadership or work?
Discipline
Where and when will we commit to regularly coming together to connect as humans first, so we can be and bring our best to leading?
Distinguish
How will we make a point of noticing when we’re struggling as a team, so we can prioritise some lightness and laughter?
