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Author: Lonnie Pacelli Article source: http://www.leadingonedge.com/. Used with author's permission.
Ed was just appointed team leader in a public works organization of the federal government. In preparing for his first meeting with his new team, Ed thought long and hard about some of his prior managers' leadership styles. One characteristic that he particularly admired in several of his managers was the ability to connect with the team through humor. He decided on a strategy that would help the team accept him as a leader--he would show his human side and use humor to connect with them.
Ed had his first meeting with the team and was very satisfied with the results. The team seemed to really like him. The meeting was filled with laughter and both the team and Ed seemed to really be enjoying themselves. Ed was very happy and believed things were getting off to a great start.
With each passing meeting, though, there seemed to be a growing concern among the team. While Ed seemed to connect with the team, he didn't see the cooperation on getting things done as he had hoped. There were also a couple of team members who asked for permission to interview for positions outside of the group. Ed was growing concerned over the trend and asked Betty, one of the team members, what she thought was the problem. Betty's counsel hit Ed right between the eyes: "Ed, you're a great guy and people really like you, but I just don't know if you've got what it takes to lead this group. We're kind of feeling like you may not have the skills needed to lead us, which is creating a lot of concern among the team." While Ed's focus on using humor to connect with the team is great, he didn't take the time to establish the necessary credibility with the team.
Any one of us can think about an influential figure we've had in our lives, whether a parent, boss, or religious leader, who used humor to build camaraderie and inspire people. Leaders who have a sense of humor motivate those around him to want to participate in the journey. The problem arises, though, when a leader tries to connect with a team of people prior to establishing himself as worthy of being followed. If a leader fails to establish his worthiness by gaining credibility with the team, the team may only stick with the leader when things are going well and there are no problems on the horizon. The moment that problems start cropping up, team members will be more apt to defect because they won't have faith in the leader to navigate the storm. Credibility breeds acceptance, humor fosters inspiration.
So why is the failure to establish credibility such a massive issue? Here are the biggies:
Team members need to trust that the leader can get from origin to destination - Being a leader means knowing the plan and leading the team down the field. The leader not only needs to know the plan and how to execute, she needs to communicate the plan to the team and ensure the team understands and believes in the plan.
Team members need to feel secure that the leader will navigate well through stormy issues - Think of an airline flight you've been on where some unexpected turbulence hit. While the plane is rockin' and rollin,' the pilot speaks to the passengers with incredible calmness and control. His job is to make you feel that things are well in hand. Imagine if turbulence hit and you heard the pilot scream "HHHEEELLLPPP!!!" I'd be heading for the exits. Having credibility with the team gives the team greater security that the leader will get them through sticky issues.
Use of humor by a credibility-starved leader will exacerbate the credibility issue - When leaders continually use humor as a means to connect with a team without establishing credibility up-front, the use of humor itself becomes a credibility inhibitor. Teams will tend to see the use of humor as the leader trying to "cover up" the fact that he may not know what he is doing. Thus, each time the credibility-starved leader cracks a joke, he is actually reinforcing this lack of credibility issue with the team. Rather than seizing the opportunity to gain credibility, the leader uses it to brush up on his lounge act.
Appropriate use of humor is a great means to inspire a team to perform, so long as the credibility has already been established. Use the following tips to help you get over the credibility hump:
Start with listening - Gaining credibility doesn't mean you have all the answers before you understand the questions. In fact, not taking the time to listen can actually hurt your credibility campaign and brand you as arrogant (we'll talk more about this in lesson #2). Demonstrating a clear understanding of team concerns and issues is a great credibility builder in that the team learns to trust you as a leader.
Use humor sparingly up front - The team first and foremost wants to know why they should be following you. Use those initial opportunities with the team to connect through understanding the issues they are facing and gaining an understanding of the most important things for you as a leader to focus on. As you build the credibility, feel free to introduce more humor to move the team from accepting you to being inspired to follow you.
Don't be so gun-shy of using humor that you are viewed as a stick-in-the-mud - Being cautious about using humor shouldn't give you a reputation as stern, mean, or stoic. By all means, be pleasant, approachable, and engaged in your interaction. The team will find it easier to talk to you and will get a more comfortable feeling that you understand their problems.
Use a bit of self-deprecating humor - I use this technique a lot particularly when I am doing presentations. I will frequently tell of a situation where I did something really foolish or where I publicly embarrassed myself in front of a group of people. This demonstrates that you're secure enough with your own abilities to share them with other people. It also shows that you are able to laugh at yourself and not take yourself too seriously. One note of caution here: don't be self-deprecating to a point that the team sees you as having a self-esteem issue.
Avoid humor which tarnishes the credibility of others - Using humor which trashes other people or competitors creates problems in a couple of ways for you as a leader. The first has to do with the trustworthiness of the leader. While team members may see destructive jokes as funny, they can develop a viewpoint of "so what does this person say about me when I'm not in the room?" The second has to do with the questionability of your motivations. When you trash talk others for a laugh, you can be viewed as attempting to build your credibility at the expense of someone else through your own insight and wit. For credibility to be well entrenched in the team it needs to be absolute, not relative. Otherwise, you're only demonstrating that you are worthy to lead a team until someone better or smarter comes along. Not a good foundation to establish credibility.
Look, none of us wants to follow a leader with all the personality of cottage cheese. Having a leader who is able to share an occasional joke and laugh with a team is huge in moving a team from acceptance to inspiration. Just ensure that you as a leader take the first step to establish credibility with the team and garner their trust in you before you get too liberal with the funny stuff.
From the book Humor Minus Credibility Equals Doofus at http://www.leadingonedge.com
Get all 12 Back to Basics Leadership Principles Anyone Can Follow at http://www.leadingonedge.com Lonnie Pacelli has over 20 years' experience with Accenture and Microsoft and is currently president of Leading on the Edge™ International. Lonnie's books include "The Project Management Advisor: 18 Major Project Screw-Ups and How to Cut Them Off at the Pass" and "The Truth About Getting Your Point Across". Get the books, leadership products, other articles, MP3 seminars and a free email mini seminar at http://www.leadingonedge.com
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