Olivia: A four-year-old laughs up to 300 times a day. Jackson: Wow. Okay, that’s a lot of knock-knock jokes. Olivia: It is! But get this: the average forty-year-old? It takes them nearly three months to hit that same number. Jackson: Oh, man. I don’t need a study to know that’s true. I feel that in my bones. That’s me. I am the forty-year-old. Olivia: It’s most of us! The data shows we fall off a "humor cliff" right around age twenty-three, and most of us never look back. Today, we’re figuring out why that happens, and more importantly, how to climb back up. Jackson: I’m in. Where do we even start? This feels like trying to solve the mystery of why socks disappear in the laundry. Olivia: Well, our guides on this expedition are Jennifer Aaker and Naomi Bagdonas, and their book is called Humor, Seriously: Why Humor Is a Secret Weapon to Better Business and a Better Life. Jackson: Humor, Seriously. I like the title. It’s a paradox. Olivia: Exactly. And what’s fascinating is that these authors aren't comedians or late-night hosts. They're both highly respected professors at the Stanford Graduate School of Business. Jackson: Wait, really? Stanford? Olivia: Yes. They teach a wildly popular course there called "Humor: Serious Business," where MBA students get actual academic credit for learning about levity. It’s treated with the same weight as Financial Accounting. Jackson: That is incredible. So they’re arguing that humor isn't just a soft skill, it's a core business competency. Olivia: That’s the entire premise. They argue it’s a secret weapon that we’ve all been taught to leave at home. So, your question was, where does it all go wrong? Why do we stop laughing?

Jackson: Yeah, what happens at age twenty-three? Do we all collectively decide that spreadsheets are more fun than laughing? Olivia: It’s not a conscious decision, which is what makes it so insidious. The book calls it the "Humor Cliff." We enter the workforce, and we suddenly feel this immense pressure to be "serious" to be seen as "important." We trade our sense of humor for a sense of gravitas, thinking they can't coexist. Jackson: That rings so true. You put on the "work uniform," and it’s not just clothes, it’s a whole personality. You become a more boring, more cautious version of yourself. Olivia: Exactly. And the authors say this is propped up by four major myths that we all internalize. The first is the "Serious Business Myth"—the idea that humor has no place in important work. Jackson: Okay, I can see that. You don't want your surgeon cracking jokes during open-heart surgery. Olivia: Well, maybe not during the incision, but studies they cite are fascinating. One survey of executives found that 98% of them prefer employees with a sense of humor, and 84% believe those employees do better work. Humor signals confidence and competence. Jackson: Huh. So my fear of looking unprofessional is actually making me look… less competent? Olivia: Potentially! Which leads to the second myth: the "Failure Myth." This is the one I think paralyzes most people. Jackson: Oh, I know this one intimately. It’s the fear of telling a joke and hearing… crickets. Just dead, awkward silence. It’s a uniquely painful social experience. Olivia: It is! But the book offers a brilliant reframe. They argue that when it comes to workplace humor, the goal isn't always to get a huge laugh. The attempt itself, if it’s appropriate, signals confidence. Research they mention shows that even a failed joke, as long as it's not offensive, makes the teller seem more confident and higher in status. The real failure isn't a joke that doesn't land; it's a joke that's inappropriate. Jackson: That’s a huge distinction. So it’s less about being a comedian and more about signaling that you have a personality. Olivia: Precisely. And that’s the third myth: the "Being Funny Myth." You don't have to be a stand-up comic. The former CEO of Twitter, Dick Costolo, is quoted in the book saying the easiest way to have more humor at work is not to try to be funny, but just to look for moments to laugh. Appreciating someone else's humor is just as powerful. Jackson: That feels so much more achievable. I can laugh at someone else’s joke. I can do that. Olivia: And the final one is the "Born With It Myth." The idea that you’re either funny or you’re not, and it’s a fixed trait. Jackson: I think a lot of people believe that. I kind of believe that. Olivia: Well, one of the authors, Jennifer Aaker, tells this amazing personal story. She was doing research for the book and decided to poll her own family at dinner: "Who's the funniest person in our family?" Jackson: Oh, that's a dangerous game to play. Olivia: It was. Her kids and husband all hemmed and hawed, until her youngest daughter finally ranked everyone. Jennifer came in dead last. After her husband, her other kids, and even the dog. Jackson: Ouch. Voted least funny by your own focus group. Olivia: Exactly! And yet, here she is, co-authoring a bestselling book on the subject and teaching it at Stanford. Her point is that a sense of humor is like a muscle. It’s not about being born with it; it’s about choosing to exercise it. Jackson: Okay, so you've convinced me the risks are overblown and the myths are just that—myths. But what's the actual reward? Why should I bother taking the risk at all, even if it's a small one?

Olivia: That’s the perfect question, because this is where the "secret weapon" part comes in. The book outlines four scientifically-backed superpowers that humor gives us. They are Power, Bonds, Creativity, and Resilience. Jackson: Superpowers. I like the sound of that. Let's start with Power. That seems like the most counterintuitive one. Olivia: It does, but the evidence is compelling. Humor makes you seem more confident and competent, which naturally increases your status and influence. There’s a fantastic story about the other author, Naomi Bagdonas. Early in her career, she was leading a workshop for a team of senior executives who were all much older and more experienced than her. Jackson: I can feel the tension already. That’s a tough room. Olivia: A very tough room. And the most skeptical guy, a classic alpha-male executive named Craig, interrupts her and says, "Can you cut to the part where you just teach me how to make my team do what I want?" Jackson: Whoa. That’s so disrespectful. What did she do? Olivia: Without missing a beat, she smiled and said, "Great question, Craig. You’re thinking of the workshop I run on mind control. That one’s next week, and you’re welcome to join." Jackson: No way. Olivia: Yes! The room went silent for a second, and then erupted in laughter. Craig laughed the hardest. For the rest of the day, he was her biggest advocate. He even sent a note to her CEO praising her. That single, well-timed joke completely shifted the power dynamic in the room. Jackson: That’s incredible. It’s like verbal jiu-jitsu. She used his aggressive energy against him. Okay, I’m sold on Power. What’s the second one? Olivia: The second superpower is Bonds. This one is more intuitive, but the science is cool. When we laugh with someone, our brains release oxytocin. Jackson: The "cuddle hormone," right? The one that promotes trust and connection. Olivia: That's the one. Shared laughter is one of the fastest ways to accelerate trust and build a real human connection. It’s a signal that says, "We see the world in the same way, at least for this moment." It breaks down hierarchies and makes people feel safe. Jackson: That makes sense. You feel closer to your team after you’ve all had a genuine laugh about something. So, Power, Bonds… what’s next? Olivia: Creativity. The book argues that fear is the greatest killer of creativity. When we're stressed or afraid of saying the wrong thing, our thinking becomes narrow and rigid. Humor does the opposite. It creates psychological safety. Jackson: It signals that it's okay to take a risk, to throw out a weird idea. Olivia: Precisely. It primes our brains for broader, more innovative thinking. The head of Apple's Creative Design Studio used to start every big meeting with some kind of elaborate gag—a flash mob, a funny video—for this exact reason. He said his goal was to "chase fear from the system" so that people could think more freely. Jackson: Wow. So the laughter isn't the goal, it's the catalyst for the real work. Olivia: Exactly. And that leads to the final superpower: Resilience. This might be the most important one. Laughter is a phenomenal coping mechanism. It literally changes our body chemistry, reducing the stress hormone cortisol. Jackson: So it’s a biological stress-reducer. Olivia: Yes. And it helps us reframe challenges. There's this unbelievable story in the book about West Point, the US Military Academy, right after the 9/11 attacks. The campus was, as you can imagine, incredibly somber and tense. Jackson: I can't even imagine the weight of that atmosphere. Olivia: In the midst of all this gravity, a sophomore cadet named Mike Nemeth decided his fellow cadets needed a sliver of levity. So he started an underground, satirical newspaper called Center Stall. Jackson: Center Stall? Why that name? Olivia: Because he would secretly slide copies into the page protectors on the inside of the latrine stall doors. It poked fun at academy life, the military, everything. It was completely unsanctioned. Jackson: That’s a huge risk in a place like West Point. What happened when the leadership found out? Olivia: They did find out. And they turned a blind eye. They recognized that this little bit of irreverent humor was a vital pressure-release valve. It was helping the cadets cope with a harrowing new reality. Center Stall became an institution, a testament to how humor helps us endure the unbearable. Jackson: That story gives me chills. These stories are amazing, but they feel like they're about exceptional people in exceptional moments. How does a regular person, or a regular company, actually do this?

Olivia: That’s the bridge the book builds so well. It moves from these big, inspiring stories to incredibly practical advice. It argues that creating a culture of levity doesn't start with a grand, top-down initiative. It starts with small, individual acts. Jackson: Like what? What can I do on a Tuesday morning in a boring meeting? Olivia: Well, maybe not in the meeting itself, but in the communication around it. The book talks about the vast, humorless landscape of corporate email. We send and receive over a hundred messages a day, and most of them are devoid of any personality. Jackson: Tell me about it. My inbox is a graveyard of "Best regards" and "Please advise." Olivia: So the authors suggest tiny tactical shifts. Spice up your email sign-off. Instead of "Best," try "With beautiful hair always," like one boss in the book did. Or add a humorous P.S. to your message. Research shows 90% of people read the postscript first. It’s prime real estate for a moment of connection. Jackson: I've seen those funny out-of-office messages. Some are great, some are cringey. Where's the line? Olivia: Authenticity is the key. The book features Heather Currier Hunt from IDEO, who writes these wonderfully witty OOO replies. One said she was abroad with "the most inconsistent wifi I have ever experienced... the substantiation of mindfulness." It's clever, it's true to her personality, and it turns a moment of "I'm not available" into a moment of "I see you, and we can share a smile about this." Jackson: So it’s about finding your own flavor of humor. It doesn't have to be a one-liner. It can be a quirky observation. Olivia: Exactly. And from these individual acts, a culture can grow. Leaders play a huge role here. The book talks about how Ed Catmull, the president of Pixar, believed that the playful culture—the scooter races in the hallways, the elaborate office decorations—was absolutely foundational to their creative genius. He said, "Lots of humor and levity in the good times solidify the relationships, making it easier for people to call on one another during the hard times." Jackson: That’s a powerful idea. The fun isn't a distraction from the work; it’s the glue that holds the work together. Olivia: It’s the glue. And it can be bottom-up. The book describes how at Rover, the pet-sitting company, employees created a game called "Two Truths and a Lie: The How Well Do You Know the CEO Contest." They revealed embarrassing—but true—stories about him. And instead of being offended, the CEO, Aaron Easterly, played along and elaborated on the stories. Jackson: That takes a lot of confidence as a leader. To be willing to be the butt of the joke. Olivia: It does. But by doing so, he sent a powerful signal: we don't take ourselves too seriously here. Play is welcome. Your whole self is welcome. That’s how you move from a few funny emails to a genuine culture of levity.

Jackson: As we wrap this up, what strikes me is that the whole premise feels like an unlearning process. We come into the world with this natural capacity for joy and laughter, and we spend the first couple of decades of our adult lives systematically suppressing it in the name of "professionalism." Olivia: That is the absolute heart of it. The book’s most profound insight is that the goal isn’t to learn to be funny. The goal is to unlearn our fear of it. It’s about dismantling the myths we’ve bought into and giving ourselves permission to be more human at work. Jackson: It’s about bringing more of our actual selves into the room. Olivia: Yes. There’s a quote from the book that I think sums it all up perfectly. They write, "We don’t need more 'professionalism' in our workplaces. Instead, we need more of ourselves, and more human connection." Humor is simply the most efficient vehicle for that connection. Jackson: So the challenge for everyone listening isn't to go out and try to tell a perfect joke tomorrow. Olivia: Absolutely not. That’s too much pressure. Jackson: Maybe the challenge is just to look for one moment to laugh. Or to make it a point to genuinely laugh at a colleague's attempt at a joke, to reward the effort. Olivia: I love that. It’s a shift in mindset from being a performer to being an audience. Be more receptive to joy. That’s a beautiful, actionable takeaway. And on that note, we’d love to hear from our listeners. What’s one small moment of levity or humor you noticed in your workday this week? Share it with us on our social channels. Let’s build a little archive of everyday fun. Jackson: A great idea. It’s a reminder that it’s all around us, if we just remember to look. Olivia: This is Aibrary, signing off.