Management Buzz 12/02
When--and when not--to use humor; planning for the birth of your employees' children
You Think That's
Funny? Richard Brenner is a cutup. The founder and CEO of 42-employee
Cupertino, California, interim management firm The Brenner Group
Inc. regularly uses humor to lighten up a room. But he recognizes
there are times when it's not appropriate. Once, Brenner watched in horror as a client used a joke while
announcing a layoff. "Recession is when you're losing a
job," said the client. "Depression is when I'm losing
my job." No one laughed. Content Continues Below
"Know your audience," says Brenner. That applies as
much to the situation as to the individual. Some people are just
too tightly wound. Polite conversation doesn't include sex, religion or
politics. Jokes on those subjects are dangerous. And when faced
with a tragedy, take a cue from David Letterman in the wake of
9/11. Drop the comedy and acknowledge the event with the solemnity
it deserves. Humor can also become a distraction when you're trying to
get an important message across. That said, don't get gun shy.
Use your gut. Body language, attire and facial expression give you
clues to people's receptivity to humor. Practice makes your
timing better-but remember that a joke is not always
appropriate. Birth Rights This past summer, three of Damon Gersh's 35 employees were
about to become first-time fathers. Gersh, president of Maxons
Restorations Inc., a New York City disaster recovery firm, knew
what was in store for them. "No matter what you expect, the demands on your time, focus
and energy are much greater than you think they're going to
be," he says. Gersh, 32, has two kids of his own. From that experience, he
discovered how necessary it is to plan around pregnancies-whether
of employees or their partners. Here are some lessons to use the
next time an employee announces the happy news: - Set expectations.
"They're being optimistic that they'll be in full
force soon after the baby is delivered," Gersh says. He knows
better-and he's told his staff so. He expects no work during
the child's first week and time off for doctor appointments or
family crises (think colicky baby) during the first month.
Prospective mothers can also underestimate their ability to come
back. Establish as gentle a return as possible.
- Know the law. The Family
and Medical Leave Act (www.dol.gov/dol/topic/benefits-leave/fmla.htm) applies
only to businesses with more than 50 employees. The Pregnancy
Discrimination Act (www.eeoc.gov/facts/fs-preg.html) applies only to those
with more than 25. But it's wise to use the laws as guidelines
even in a smaller firm. "The number-one thing is to treat
pregnancy the same as any other temporary disability or medical
condition," says Merle Ray, the director of HRPowerHouse.com
for professional employer organization Administaff Inc.
- Plan. Gersh made sure the
rest of his staff understood they'd have to pick up some slack.
Ray suggests lining up temps and training them in advance.
"With a nine-month pregnancy, you have time to plan," she
says.
- Provide information. Get
data about day-care options, and make some kind of counseling
available-whether through a simple referral or through your health
plan. Parents will be grateful-and return with renewed appreciation
for your firm.
Business writer Chris Sandlund works out of
Cold Spring, New York. Contact Sources
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