UpTrajectory Review
Jeff Haden's piece in Inc. Magazine argues that self-deprecating humor can be a powerful tool for leaders, provided the joke is affiliative rather than destructive. The article likely draws on research and examples to show how poking fun at oneself can build rapport, humanize authority figures, and foster a more collaborative team environment. The key distinction Haden makes is between humor that brings people together and humor that undermines the leader's credibility or targets others. This is not a new idea, but Haden frames it as a practical leadership skill worth cultivating deliberately.
For small-business operators, this matters because leadership often happens in close quarters. Owners and managers work alongside their teams daily, and the tone they set can either tighten or strain those relationships. Self-deprecating humor, when used well, can lower barriers and make employees feel more comfortable speaking up. In a small business, where every voice counts and turnover is costly, that comfort can translate into better ideas, faster problem-solving, and stronger retention. Haden's point is that humor is not just a personality trait but a leadership choice with real consequences.
What is genuinely useful here is the emphasis on intent and effect. Haden does not suggest leaders should perform humility or turn every meeting into a comedy routine. He warns against humor that is self-defeating or that signals incompetence. The line between affiliative and destructive humor is thin, and leaders who cross it risk losing respect or confusing their teams. This nuance is often missing from broader advice on leadership charisma, which tends to celebrate confidence without acknowledging the value of vulnerability.
The second-order effects of this approach are worth considering. Leaders who use self-deprecating humor effectively may create a culture where mistakes are acknowledged more openly and learning is prioritized over blame. That can reduce fear and encourage experimentation, which is especially valuable in small businesses that rely on agility. On the other hand, if humor is used to deflect accountability or avoid tough conversations, it can erode trust. Employees may start to see the leader as unserious or evasive, particularly if the humor masks deeper issues.
To apply this, start by observing how your team responds to different types of humor. Notice when laughter feels inclusive and when it feels forced or uncomfortable. Practice making light of your own minor missteps without undermining your authority. Avoid jokes that target individuals or groups, and never use humor to dodge responsibility. The goal is to create a sense of shared humanity, not to become the office clown. If you can strike that balance, humor can become a quiet but effective leadership asset.
Watch for how this idea shows up in leadership training and management trends. As workplaces continue to emphasize psychological safety and authenticity, self-deprecating humor may gain more attention as a low-cost way to build trust. Haden's piece is a reminder that leadership is not just about strategy and execution but also about how you show up in everyday interactions. For small-business owners, that is often where the real work of leadership happens.
“As long as the joke is affiliative and not destructive.” — Inc. Magazine
Takeaway: Use self-deprecating humor to build trust, but keep it affiliative and never let it undermine your authority or accountability.
Excerpt from the original — Inc. Magazine
As long as the joke is affiliative and not destructive.