Why You’re Getting More Awkward, And 6 Strategies to Get You Back On Track

There’s no shortage of evidence pointing to the fact that social skills are like a muscle—you use them or you lose them. One of the clearest ways to see this is to look at extreme examples of isolation: prisoners transitioning out of solitary confinement, soldiers returning from combat, and astronauts returning from a month in space. Interestingly, despite how different these experiences are, research shows that each of these groups experience similar socialization problems as they return. 

That’s because people, regardless of introversion or extroversion, are hardwired for socialization. It’s through communication that our ancestors learned to do things like plant a field full of edible plants or chase down a giant bison for food. And it’s because we are hardwired for communication that we suffer when we go too long without it. Studies even show that the negative emotional and physical effects of social isolation are comparable to those related to smoking, obesity, or a lack of exercise. 

Many of us are weakening our long-trained social muscles during the pandemic as our interactions dwindle and go virtual, but the good news is that social skills can be exercised, stretched, and honed back into shape. Here are six strategies you can use to strengthen your social muscle during the pandemic:

1. Know how serious social isolation is. Researcher Dr. Craig Haney extensively studied the impact of solitary confinement on prisoners, and found that those prisoners who rebound after solitary confinement are the ones who treat their confinement as a threat to their health and take steps to counteract it. You can adopt this same attitude and approach to your much less serious threat of isolation during the pandemic.

2. Use remote replacements. Prisoners who transitioned effectively out of solitary confinement went out of their way to replace what they lacked socially, like writing letters and journaling. Using remote options, like phones, Zoom, and Slack can help prevent your social muscle from fully degrading. For example, one of the biggest social holes in remote work is the loss of spontaneous interactions, like chatting with people before and after meetings, or stepping into a colleague’s office to catch up on each other’s personal lives. Manufacture some spontaneity in your remote work by collaborating with a coworker on a project using Zoom or spending some time after a one-on-one to chat about anything other than work. 

3. Get more in tune with how social isolation affects you. A weakened social muscle affects you in unexpected ways. You may feel hypersensitive to the things people say, more cautious, more self-consciousness, more judgmental, and more fearful of interacting than you would have in the past. Perhaps the scariest thing about losing your socialization muscle is that you can easily misinterpret your own emotional reactions. You may leave a Zoom call feeling anxious or angry and attribute that to yourself (guilt about the work you accomplish remotely) or the other person (they don’t respect my time or work). In reality, you’re feeling frustrated over your isolation and anxious because you’re out of practice. 

4. Recognize the ways remote replacements actually hurt you. The lag in videos, disconnection between body language and verbalization, and any other disturbances (even ones we don’t recognize in the moment) require a significant amount of mental energy as your brain attempts to close the gap between what you see and hear and what is really happening. The result is that you often leave calls feeling vaguely disturbed, irritable, and alienated. Knowing this can help you avoid misattributing the way you feel. It can also help you manage your energy and know when you need to step away from your computer to take a break.

5. Do favors for people and expect nothing in return. Doing small favors purely to make someone else feel good is an organic way to build a sense of connectedness and gratitude, even in the remote world.

6. Unplug. So many hours of your day that you devote to your device and your television are hours you’d otherwise be interacting with your family, friends, or roommates. The problem is so serious that one study conducted on children found that there was a direct connection between how many hours kids spent watching television per day and how likely they were to throw tantrums or demonstrate bad behavior in class. The reason? The kids who watched too much television were missing out on development of key social skills. Putting down your devices doesn’t just give you time to recharge from all your electronically expended energy; it literally gives you a chance to look up and connect, even if the people around you are fewer in number. 

From Insights to Action. Hypnotherapist Milton Erickson offers a useful story from his childhood about waking up after a night of snow. He would always rush outside and walk a zig-zagging path through the snow to school. As other kids woke up and walked to school, they would inevitably follow his steps. Even though his steps were inefficient, they were the easiest steps to follow through the snow because the path had already been trodden. This story works well as a metaphor for our habits. Once we’ve walked a certain pathway in our brain enough times, we are more and more likely to repeat that path, even if it isn’t the best one. The point is, as you work to pull yourself out of that feeling of isolation, remember that you’re naturally going to want to return to your old habits even if they aren’t the best ones for you. Put these strategies into action to forge positive social and emotional habits while we continue to work at a distance.

To learn more about emotional intelligence and TalentSmart’s EQ products and services, contact TalentSmart at 888-818-SMART or visit us at https://www.talentsmarteq.com/contact/

How Emotional Intelligence Drives Innovation

When we think about innovation, we usually picture someone quirky and isolated, like Yoshiro Nakamatsu the inventor of the floppy disc. When Nakamatsu had a specific mental challenge, he would head down to the pool, dive in, and hold his breath until he was completely deprived of oxygen. When he surfaced, gasping for breath, he would madly scribble down whatever thoughts he had on a waterproof notepad.

Stories like this of the “lone wolf” innovator are popular, but they overlook one of the biggest factors when it comes to innovation: people.

“Innovation is all about people. Innovation thrives when the population is diverse, accepting, and willing to cooperate.” ~ Vivek Wadhwa, Tech Entrepreneur

Even the smallest innovations (like a tweak to an existing process) often require a vast range of interpersonal skills. One idea typically entails an interruption of an existing way of doing something, winning people over to your idea through clear and persuasive communication, and a collaborative rollout of additional changes and tweaks as the idea comes into fruition. That’s why people high in emotional intelligence (EQ) are better equipped to innovate. They’ve already developed many of the necessary skills to effectively disrupt the people and systems around them.

High EQ people can clear their minds and get objective. Good mood, or bad mood, when emotions run high, they ultimately get in the way of our most creative and productive self. High EQ people experience emotions just as intensely as anyone else, but they are more effective at understanding and managing their emotions. This means when they’re faced with a critical decision or crippling problem, they can step back from feeling overwhelmed and gain that much-needed big picture perspective. This ability to get the bird’s eye view even when emotions run high opens up space for innovation and problem-solving. After all, it’s often when we are faced with problems that our temporary solution becomes a lasting innovation—like the Post-It Note which originated as a failed glue that 3M researcher Arthur Fry began to use at home as temporary adhesive for his sheet music.  

High EQ people lean into their discomfort. It’s hard to imagine how many good ideas have been left percolating in people’s minds because they were afraid to share them in the first place. To innovate you have to disrupt, and to disrupt, you have to get uncomfortable. People push back and even resent you when you change the status quo. Anyone who has heard the phrase, “this is just the way we’ve always done it,” has been on the receiving end of innovation pushback. One of the core tenants of emotional intelligence is to recognize that our habits and comforts can hold us back. On the other hand, when you get in the habit of leaning into your discomfort, a couple things happen: 1) Some discomforts become comfortable 2) You fail, and then you learn and grow. It’s a win-win.   

High EQ people craft emotionally-charged pitches. A dramatic example of the power of a good pitch is when Fred Rogers (Mr. Rogers) sought to keep his funding in a 1969 senate hearing before John Pastore, a congressman known for attacking television:

Fred Rogers had prepared to read a 10-minute testimony to Pastore, and just before his turn, Congressman Pastore announced he was tired of hearing people read testimonies. There would be no more reading out loud. Mr. Rogers pivoted and spoke directly to Pastore and the listeners. In less than 4 minutes, and with the lyrics of a children’s song, he addressed trust, expressions of care, and the ability to talk about and manage anger. He also landed 20 million dollars in funding. There’s a lesson to be learned when you watch Fred in action. He didn’t speak fast, he didn’t take the offer to read his 10 minute statement, he wasn’t flashy, and he didn’t use pictures. What he did was take us all back to the child within us and made the case for his innovative approach with children developing a world of future adults able to recognize emotions and manage them productively. Before you set out to win people over to your idea, ask yourself “Who will my idea help and how?” Answering these simple questions will make your effort at disruption more exciting, applicable, and real to your audience, whether it’s a board of investors a congressional hearing, or a five-person team.

High EQ people make the most of their feedback. Ideas and innovations, while often arrived at in a split-second, change and evolve greatly with time. As time passes, outside perspectives come in and unforeseen problems arise. People high in EQ don’t get flustered or discouraged by these nagging problems. Instead, they leverage problems and feedback to grow their idea. They don’t take feedback personally. They sift through it, identifying the helpful comments and the not-so-helpful ones. When high EQ people receive confusing feedback, they question and push to understand it more deeply. The result is that their innovations become more finely tuned more quickly, and they win over allies in the process as they involve other people instead of lashing out at them for differing opinions or pulling away.

From Insights to Action. It’s not just individuals who benefit from high EQ when it comes to innovation. On the organizational level, a high EQ workplace means trust, openness, and inclusivity. As a result, ideas, perspectives, and opinions intersect more frequently, and people, regardless of their level or background, feel unafraid to share, receive criticism, or fail. This degree of openness and trust drives innovation across all levels of the organization.

To learn more about emotional intelligence and TalentSmart’s EQ products and services, contact TalentSmart at 888-818-SMART or visit us at https://www.talentsmart.com/contact-us/.

10 High EQ Ways to Check in on a Struggling Coworker

Jeannine notices her coworker Monty has seemed off the last two weeks. Monty’s known on the team for being especially stylish, organized, and loud in a fun way. Lately he’s a bit less put together. The left side of his hair appears disheveled, he arrives late, and he appears on Zoom in the same shirt across multiple days. Jeannine didn’t view this as particularly alarming at first considering the novelty in shifting to remote work, but this paired with the absence of his usual enthusiasm in meetings, concerns her. She knows she needs to check in with him to see how he’s doing.

The bad news about checking in remotely is that the environment is less under her control. When she calls Monty up, distractions are more likely, their usual shared meal or coffee is an impossibility, and a conversation-conducive location is no longer a given.

The good news is that these elements are all secondary to Jeannine’s approach, which is entirely within her control. Her approach consists of bigger things like knowing and managing their dynamic, listening carefully and asking good questions, and matching what she says and how she reacts to Monty sharing. In other words, a successful check-in with a struggling colleague is a matter of emotional intelligence (EQ). Below are ten emotionally intelligent strategies you can add to your EQ toolbox for more successful check-in conversations.

1. Make sure you can handle the conversation. Going deep with someone takes a toll on you too. Before you engage with a struggling friend, check in with yourself. By recognizing that you might not be ready, you could save both of you from a damaging conversation, where the other person doesn’t feel heard and you feel brought down.

2. Nail your timing. Remote check-ins may derail your ability to set a good atmosphere, but you can at least find a good time when your struggling coworker isn’t too busy or stressed and is at their most receptive. It should be a mutually agreed on moment.

3. Know your power dynamic. If you’re someone’s boss, be aware that you might not be the person they want to open up to. Worst case, your employee may even think a check-in indicates worry about performance. Leave discussion about work for other times. This conversation is only about how the person is doing. If the conversation doesn’t go further, you’ve reached out and that is enough for now.

4. Approach gently. A lighter entry to a deep conversation helps oil the hinges. You don’t have to perform a joke, and you probably shouldn’t. Start with small talk. Ask about something lightly work-related, and make the conversation a bit more organic and a bit less forced. Listen for any opening to use your check-in question. If nothing obvious arises, perhaps give it more time.

5. Be specific. One way to stay in your lane is to share exactly what you noticed about your coworker that concerns you. Point out to Monty that he’s been late to three meetings and much less talkative this week. By communicating what you observed, you act as a mirror. Then just stop talking. The silence will give them a chance to respond. Often, observations serve as a natural entry point because the person realizes how their behavior looks and wants to explain. The key to this approach is not to make any assumptions and not to come across as judgmental.

6. Be open-ended. On the opposite end of the spectrum from specificity, a simple “How are things?” can offer an entry point, especially for someone who likes to share. Open-ended questions are useful because they don’t show judgment or a desire to pry something loose.

7. “Do you want to talk or do you want some distraction?” Posing this question sounds blunt but can be a great check-in question for someone you’re close to. Sometimes people prefer your company to your counsel.

8. Don’t push. When it comes to someone’s feelings, being pushy can cause people to clamp up, lash out, or resent you. This is especially true when they’re in a vulnerable state.

9. Get vulnerable. Sharing about yourself opens a kind of exchange. Saying something as small as “It’s been tough for me during social distancing to concentrate on listening during the meetings with my kids being noisy in the background,” can soften the environment. Showing vulnerability is an especially good strategy for supervisors approaching employees because it temporarily levels the playing field.

10. Don’t waste time sweating your response. When your coworker does open up, don’t expend all your mental energy trying to solve their problem or devise the perfect response. It’s tempting to ask what you can do to help, lay out your advice, or share your similar experience from third grade. But, all of these things distract the point of the conversation and often make it about you.

From Insights to Action. You might notice that each of these strategies boil down to the same thing: Making the other person comfortable. That’s because honest and vulnerable conversations can only happen when people feel comfortable enough to share.

For additional TalentSmart articles, visit https://www.talentsmart.com/articles/.

Understanding Self-Awareness Inside and Out

In a deck of tarot cards, one card shows a collapsing tower. The collapsing tower represents the danger of building something on a false premise. No matter how much work we put into something—a relationship, a company, an idea—it’s inevitably going to come crashing down if the work was built on a flimsy foundation. When you build your emotional intelligence, the essential foundation is self-awareness.

Self-awareness is your ability to recognize and understand your emotions as they happen and to know your general tendencies for responding to different people and situations. People who test highly in self-awareness build stronger relationships and communicate more effectively, work more creatively and productively, are better decision-makers, and are overall more confident.

Perhaps the best thing about self-awareness is that it’s a learnable skill you can improve with practice. To help get you started, let’s take a close look at two sides of self-awareness: Internal and External, followed by two self-awareness strategies from Emotional Intelligence 2.0.

Internal Self-Awareness

What it is: The internal side of self-awareness is our ability to recognize and understand the things that make us tick—our values, beliefs, goals, passions, strengths and weaknesses, and personality. These drive how we feel. and why we feel that way.

Internal self-awareness in action: When Alexa von Tobel set out to start her business LearnVest, she was terrified by all the things that could go wrong. To quell her fears, she began to put together a written plan, and the writing deepened and expanded. By the time she was done, the plan was 75 pages. The interesting thing is not so much the business projections or the plan itself, but the core beliefs she had at the time about who she was and what she was seeking, and the way she still uses the plan. Now, whenever she finds herself stuck on a decision, lacking for motivation, or confused, she turns to that section of her plan as her self-guiding light, her foundation.  

Self-Awareness Strategy #11: Visit Your Values. Spend some time reflecting on the things that are deeply important to who you are, your core beliefs, and write them down. Your list doesn’t need to be a seventy-five-page manifesto. A short list of core ideas is often enough. Next time you’re faced with a tough decision or difficult time, pull out your list and use it to guide your next decision the same way von Tobel does. We tend to assume we draw on our core values or beliefs when faced with tough decisions, but in reality, we find ourselves reacting on a whim. By getting something written, you give yourself a place to go look, to slow down and visit your values more often.

External Self-Awareness

What it is: External self-awareness is our ability to see how other people experience us. This can be a tricky element of self-awareness because it means understanding how you actually come across to others (not just how you think you do).

External Self-Awareness in action: In a recent leadership study based on in-depth interviews with 125 leaders, the authors set out to learn how leaders develop over the course of their careers. One leader sticks out as a perfect example of the importance of the external side of self-awareness. David Pottruck began his career at Charles Schwab as the head of marketing. Being new, he convinced himself that he had to work as hard as possible to impress the people around him. He put in countless hours and held high expectations of the people around him. One day, Pottruck’s boss pulled him into his office and explained to him that other employees didn’t like him. They resented how he approached his hard work, didn’t trust him, and felt intimidated. All of this was going on, while in Pottruck’s mind he was winning them over through hard work. The feedback from his boss was that critical insight he needed to mold the way he balanced his work intensity with his approach with people. He went on to become the CEO.  

Self-Awareness Strategy #14: Seek feedback. Asking for feedback directly is one of the best ways to get honest opinions about your work and the way you come across to the people around you. Prepare yourself with specific questions for areas you can improve. When it stings, try your best not to be defensive or to deny any of the feedback offered. Pottruck could have easily turned on his boss and blamed his team saying they just weren’t willing to work as hard as he was, but instead he actually took the time to understand their experience, what his boss was saying, and to grow from it.

From Insights to Action. The challenge with self-awareness is that most everyone feels like they already are self-aware, but we all have major blind spots like Pottruck’s, or we forget to look deep inside, as Alexa Von Tobel does. Denial and frustration can be enemies to growing self-awareness, which requires admitting your shortcomings and living your values, both big and small. As you set out to learn about yourself, inside and out, make sure you do so openly and with self-compassion.

For additional TalentSmart articles, visit https://www.talentsmart.com/articles/.

Leading Through a Crisis with Emotional Intelligence

The way a leader shows up to work emotionally sets the tone for everyone around them. So much so, that your boss’s mood can not only make or break the rest of your day, but it can also affect your and your whole team’s performance.

A UC Riverside study found that employees don’t just notice the emotions of their boss, they absorb the emotions until they feel them. A flustered, stressed-out boss can derail a team’s ability to stay calm and work through a challenge. On the other hand, an optimistic and tuned-in boss can establish a positive environment, even during a crisis, where people collaborate freely and perform highly.

That’s why leading is such a tough job. Leaders are responsible for their own emotions as well as those of the people below them. They have to constantly monitor their emotions and manage their reactions knowing how serious the impact can be, for better or worse. To do so effectively, leaders need a great degree of emotional intelligence (EQ).  

We did some digging at TalentSmart to unearth the key behaviors emotionally intelligent leaders prioritize to guide their teams through a crisis. Here are three of the best:

High EQ leaders aren’t afraid to show vulnerability. We’ve all had that boss who operates under a sort of robotic professionalism with a painted-on smile. These bosses don’t actually do anything to make employees feel good, because people see right through their inauthenticity. What these bosses really do is create a stiff, cold atmosphere where people are afraid to share, connect, or even trust each other. Emotionally intelligent leaders, on the other hand, share honest emotions with their teams. This shows people where they’re coming from as they make difficult decisions. Sharing openly also helps eliminate an “employee vs. boss” mentality and sets a precedent for the team to feel comfortable sharing, asking for help, and holding healthy check-ins and dialogues.  Research shows that organizations that embrace vulnerability establish a culture of psychological safety where forgiveness for failure, openness, and empathy are the norm.

High EQ leaders deliver news transparently and empathetically. During the 2008 layoffs on Wall Street, some organizations literally had a line of laid-off people wait with boxes to pack up their desks. The message sent, whether intentional or not, was “we don’t value people.” The employees who were laid off were understandably bitter, but so were the remaining employees whose friends had been treated apathetically. Those still employed felt survivor’s guilt and didn’t understand how or why things had transpired the way they did. Panicked in the middle of a crisis, the leaders lost track of the importance of transparency and empathy as they laid people off. They worked frantically to make sure their organizations stayed afloat, but they forgot to see what kind of impact their actions and emotions had on the people who would still be coming to work every day.  

On the opposite end of this spectrum, is Dan Price, the CEO of Gravity, a company that  processes payments for small businesses. He found his company in dire straits these last two months as Gravity’s small business customers suffered. In response, Price held an all-company meeting in which he openly shared company finances and the kind of cuts necessary to survive without layoffs. Then, he met with employees one at a time for a week straight to discuss potential solutions. As a company, they developed a private form where each employee wrote down what they would feasibly be able to sacrifice in terms of a pay cut to help save the company. The system worked. Gravity didn’t lay anyone off, and they made cuts on each employee’s terms. Empathetic transparency means taking the time to fill employees in on major changes in a way that addresses and values their feelings.

High EQ leaders update frequently. During a crisis, ongoing change quickly becomes the new normal. As a result, updates don’t always match that rate of change, and this gap causes people to feel anxious and insecure. By erring on the side of over-communication, emotionally intelligent leaders help alleviate that fear by giving people space and time to listen, ask questions, and share their reactions. Sometimes it takes multiple updates for the questions and insights to finally surface.

From Insights To Action. At the heart of EQ and leadership lies a whole set of delicate balancing acts: Sharing without oversharing, emotional honesty without emotional dumping or lashing out, the needs of the company with empathy for individuals, and information in the right amounts while the right timing. Add these three behaviors to your leadership repertoire, and you’ll be surprised how far they go to carry your team through these changing times.

For additional TalentSmart articles, visit https://www.talentsmart.com/articles/.

How Successful People Beat Stress and Avoid Burnout

In times of extreme change, like we’ve faced the last couple of months, negative emotions begin to multiply and intensify. Emotions like anxiety, fear, and frustration can even begin to feel baked into our everyday lives.

A recent survey of American workers during COVID-19 reported the following:

–70% of employees say that COVID-19 is the most stressful time ever in their working career

–88% of employees say they’re experiencing moderate stress or worse

–62% of stressed employees say they lose at least an hour of productivity per day

When stress and negative emotions begin to take over on a daily basis, burnout waits just around the corner. Burnout saps confidence, positivity, and energy. It kills productivity and creativity, and it’s been linked to serious, long-term emotional and physical health issues. According to a SHRM survey, burnout is also one of the top reasons people leave jobs.

The interesting thing about burnout is that even though all people experience stress and negative emotions, not everyone burns out in response. It’s possible to navigate high stakes, long hours, and looming disasters in a way that protects you from emotional capsizing.

Emotional Intelligence Skills Protect People From Burnout

In a study of Chief Medical Officers (CMOs), an exceptionally high-stress position, almost all of the CMOs rated their stress as “severe, very severe, or worst possible.” The researchers, who specialize in studying stress and burnout, noticed something unusual about the CMOs. Even though they experienced heavier levels of stress than most people, the majority still did not burn out. Instead, they had developed effective coping mechanisms through years of managing their excessive stress loads. Their coping mechanisms shared a common theme: emotional intelligence (EQ).

Emotional intelligence is the ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behavior and relationships. EQ is made up of four core skills, and each one plays a critical role in stress management:

Self-Awareness is your ability to accurately perceive your emotions and stay aware of them as they happen. The researchers found that the Chief Medical Officers were skilled at recognizing when they felt anxious or stressed. Once they recognized a negative emotion, they didn’t stop there. They traced the feeling back to its source (like a tight deadline or a specific conflict with a colleague). This allowed them to understand not only what they were feeling but also why they felt that way. Getting specific about your emotions is one of the best ways to overcome that vague and shallow circulation of negative thoughts we experience when stressed. Specificity gives you control over time and place for your reaction. It frees you up to separate your fears or anxieties from your actual work and actions. Without awareness of your emotions, you can’t manage them.

Self-Management is your ability to use awareness of your emotions to stay flexible and direct your behavior in a positive way. For the CMOs, self-management influenced how they dealt with their anxieties and stress as well as how they avoided impulsive decisions or destructive tendencies. Self-management can come in a number of forms. For many people, self-managing against stress works best when they return to the basics—things like exercise, sleep hygiene, connecting to close friends, eating healthy, or meditating. At peak self-management, the CMOs even leveraged their stress as a motivator to perform highly under pressure.

Social Awareness is your ability to accurately pick up on emotions in other people. One big source of stress at work is conflict with others, especially when the conflicts aren’t handled with sensitivity. When faced with high-stakes conflicts, the CMOs made an extra effort to understand the experience of others. By empathizing during a conflict, they could more effectively negotiate resolutions that met the needs of multiple parties, not just their own.

Relationship Management is the ability to use awareness of your emotions and others’ to manage successful interactions. Relationship management skills are essential in navigating the emotional complexities of difficult conversations, like conflicts, bad news, significant changes, or tough feedback. It was the CMOs’ relationship management skills that helped them create an environment of trust with their teams. This meant they were comfortable asking for help when they felt overwhelmed or stretched to their limits.

From Insights to Actions

High EQ behaviors like this prevent burnout and benefit the medical officer, the team’s performance and retention for the organization. While most of us aren’t CMOs, we can still apply their approach to stress in our own work. Their strategies for stress management are adjusted over years of stressful tests at work. By understanding their use of emotionally intelligent practices, you can also begin to take control of your own stress and build your EQ in the process!

For additional TalentSmart articles, visit https://www.talentsmart.com/articles/

Why Humor is a Key to Success

“If we couldn’t laugh we would all go insane.”
―Robert Frost

Whenever tough times sweep in, humor follows close behind. And the last couple of months have certainly been no exception.

After closing down from visitors, the prestigious British Royal Academy of Arts issued a “ham drawing contest” that resulted in a bizarre display of ham drawing prowess across the country (a ham hunched over a desk working, a set of Dalí hams resembling the famous melting clocks painting, and even a tattoo of a ham on one man’s thumb). In true comedic form, comedians Sam Morril and Taylor Tomlinson moved in together and began producing an entire comedy show called “New Couple Gets Quarantined.” There’s also a New York Times therapist who shared in her article that more and more of her patients take virtual therapy calls seated on the toilet to ensure privacy. One, she said, even had a breakthrough when they accidentally bumped the flusher mid-conversation and laughed for the first time in a month. The list of strange, funny, and complex responses to social distancing could honestly be a book in and of itself.

To state the obvious, jokes like these happen during difficult times, because they make us feel good. They pull us away from negative thinking and into a more positive space. In the workplace especially, humor and a lighter environment benefit people and companies far beyond the moment of laughter. Here are three key benefits humor brings to the workplace.

Humor is an antidote to stress. Humor doesn’t just temporarily alleviate stress, it lightens your load mentally and physically. Laughter triggers a release of endorphins, increases oxygen intake and circulation, and relaxes your muscles. One study found that people who turned to humor in a difficult time were more likely to experience a shift in perspective as they realized different ways of viewing their problems and failures. Another study found that using humor to help a struggling colleague can build feelings of social support and trust. However, a word to the wise: research also shows that too much self-deprecating humor can backfire and make you more stressed.

Humor builds teams. When the British Royal Academy surprised everyone with the ham challenge purely for the sake of fun, people responded with surprisingly creative takes. The nonchalance and humor of the post loosened up the atmosphere, and the creativity followed. The same thing happens on the team level at organizations. Research shows that teams that joke and approach work in a playful manner build solidarity, trust, and a safe atmosphere where people feel they can be creative and genuine. The result is that each team member feels empowered, less tied down to a strict hierarchy.

Humor exudes confidence.
“It is a curious fact that people are never so trivial as when they take themselves seriously.” –Oscar Wilde

When Dick Costolo accepted the job as Chief Operating Officer of Twitter, he quickly fired off a tweet: “First full day as Twitter COO tomorrow. Task #1: undermine CEO, consolidate power.” Costolo’s tweet was, of course, a joke. Funnily enough, he also went on to become the CEO years later. Humor has a way of drawing people to you. It humanizes you and shows confidence at the same time. Humor can even be the deciding factor when it comes to hiring or choosing a group leader. In a UPENN study, participants presented a Visit Switzerland campaign to a group of people. Some participants were instructed to conclude with a simple joke: “Travel to Switzerland. The flag is a big plus.” Those presenters were overwhelmingly perceived as more competent. People voted for them to present on behalf of the group. Perhaps most interestingly of all, the researchers found that even when the joke fell flat, the presenter was still rated as more competent. Purely by having the confidence to make the joke, the presenter won favor in the eyes of the group.

From Insight to Action. Humor at work doesn’t have to be forced, where employees get together and tell a daily joke. Leading by example is the best way to spark humor, levity, and creativity in a natural way. The occasional well-timed joke, whether or not it flops, will loosen people up, make everyone a bit more comfortable, and then your team will be well on its way.

For additional TalentSmart articles, visit https://www.talentsmart.com/articles/