🤣 Humor, Seriously is Seriously Good.

A reminder of why humor is a secret weapon in business & life

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Two CEOs walk into a bar, one who’s read Naomi Bagdonas’ and Jennifer Aaker’s book Humor, Seriously and one who’s not.

Only one had to make the company happy hour mandatory.

Naomi Bagdonas (CMC) and Jennifer Aaker take on the arduous mission of identifying how humor in business impacts a company and its employees, why that impact occurs, and outlining tangible ways to wield humor as a tool in your professional life. This is not an instruction manual for becoming the next John Mulaney or Iliza Shlesinger. This is, however, a thoughtful look at why the very human experience of humor cannot get lost in the rise of automation and remote work. There is a missing KPI on the dashboard of a company’s success, and it’s no laughing matter.

The book is, first and foremost, engaging and enjoyable to read. In fact, it might be the only piece of writing to reference Ratatouille before the end of its first page, which foreshadows just how interesting and quippy the analogies, examples, and explanations are.

Biologically, there’s no arguing with the benefits of a good laugh. The authors expertly weave data and studies in to support this and other claims throughout the book, showing you can take a topic as vast as humor and put it under an academic lens, so long as you also footnote these claims with either citations or quick asides like, “Marie [Kondo] seems lovely and we imagine she is destined for a very tidy afterlife” (74). The authors strike a delicate balance between academic explanations and comedy, exemplifying the very skills they prescribe their readers to learn. Through this, they build intrigue and trust, the latter of which is an overlooked aspect of humor. There’s a moment when someone first makes us laugh or vice versa, where our defenses slide and we subconsciously think, “Yeah this person’s okay.” So what happens when we never have that thought about our coworkers? When we incorporate humor into our relationships, no matter how professional these relationships may be, we’re signaling that we’re human. With all the advancements of AI, comedians aren’t worried about being replaced because humor is a uniquely human experience. Coworkers who see each other as humans are fueled by stronger feelings of positivity and trust toward each other. And if you weren’t sold on the science of humor, don’t worry, a good chunk of the book discusses specific anecdotes on the success of humor in the workplace, including but not limited to: bareMinerals publishing a raw, funny, full-page spread during peak recession and getting significant traction from it, Southwest Airlines and Steven’s Aviation settling a copyright dispute via an arm wrestle and garnering mass support and media attention, and Naomi Bagdonas herself quipping back at a disinterested colleague, earning his respect and praise.

Some may argue that humor doesn’t have a place in difficult conversations, and not only are those people wrong, but they’re also probably having awful conversations. Bagdonas and Aaker illustrate how important levity is during difficult moments, like when you’ve made a mistake. They discuss how a young woman mistakenly went over time and was too long-winded in her presentation, and after her client called out that error, she sent an email follow-up with the sign-off, “In future brevity,” (117). The client warmly reciprocated her graceful handling of a difficult situation and responded with a joke. Bo Burnham asked in his recent special, Inside, “Should I really be joking at a time like this?” And I think yes, sometimes humor is the swiftest tool we have to cope with painful or difficult situations. Just imagine if the young woman had emailed an apology instead of a joke.

So you’re sold on the why of humor, but what about the how? The authors appropriately anticipate the rebuttal: but what if I’m not funny? They distinguish between having a sense of humor and being funny, which is an important nuance because using humor doesn’t mean being the funniest person in a room. In fact, Bagdonas and Aaker posit that the appropriateness (and existence) of a joke matters more than whether or not the joke lands. You get credit just for trying, and a corporate board meeting has lower standards than Just For Laughs Comedy Festival. Finding the courage to make a joke is half the battle.

Once you’ve found the courage, keep reading the book; there are detailed instructions for using humor in the workplace, both in-person and via email. Some of the instructions are quick and easy to implement, like using the rule of three: two normal or expected elements and an unexpected third in a list for a joke. But the underlying aspect of courage creeps up again when they discuss delivery. Mustering up the courage to tell a joke is one thing, but acting it out? Dialing up the drama? I thought of my colleague, Corey, who was once told to present as if he was telling a children’s story. Corey had three options: 1) feebly implement the silly feedback to maintain his dignity; 2) cartoonishly commit to the bit; or 3) feign internet issues and ditch the rest of the workshop. He leaned into the feedback with so much gusto that I’m writing a paragraph about it 8 months later, and our whole team in that workshop ended the session in a fit of laughter. Bagdonas and Aaker can’t teach confidence in this book, but implementing their advice requires courage and a WWCD (What Would Corey Do?) bracelet.

The fact that comedy requires courage clicks into understanding when you consider that ‘courage’ comes from the French root ‘cœur,’ meaning heart. The original definition of courage translates to: to lead with your heart. Much of Bagdonas’ and Aaker’s advice involves reflecting on feelings as a way to identify ripe comedic material, and more importantly, they illuminate how humor is so distinctly human that we’re not recognizing it as a crucial part of our businesses and careers. We’re unwilling to lead with our hearts in the workplace because it feels backward and awkward and unprofessional, but the truth is that we’re not robots, and companies don’t succeed when we deny what makes us human. Internalizing this lesson may take time, so it’s a good thing this book suits all career stages. If you’re entry-level, it’s a how-to for handling day-to-day events with grace and humor. If you’re more experienced or even running a company, the last third of the book on how to lead with humor highlights how even as you grow with the book’s advice, you will not outgrow its far-reaching implications.

Humor, Seriously is seriously good and pertinent, and as with any book, you need to meet it halfway. Find the courage to take its advice. If a cartoon rat can cook the finest food in Paris, any of us can learn to tell a joke.

Want more? Join the Humor Seriously Bootcamp, a coaching experience delivered to your phone. Over the course of 21 days, in less than 10 min/day, you’ll practice honing your humor style and putting it to work. Use the code CC15 to get a special Between the Lines discount as well.

This piece was authored by Rachel Alaynick, a CMC graduate, media specialist, and a serious lover of laughter and all things humor. After spending time at Accenture as an analyst and the govtech startup, GovPredict, in business development, Rachel has joined Bliss Point Media as a media specialist. Rest assured, regardless of what company Rachel is at, you can be sure that she’s bringing the serious role of humor along with her.

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