Workplace Banter or Workplace Risk?

“One person’s banter is another person’s tribunal claim.”  is a phrase I use regularly when talking to managers about workplace behaviour, because it captures a simple but important truth: what one person considers harmless workplace banter or humour, may be experienced very differently by someone else.

Workplace humour, jesting and informal conversations can all help build relationships and create a positive team culture. No one wants to work in a quietly clinical, sterile and overly polite working environment where there is no humour and the day feels uncomfortable. But there is a line. And managers need to be confident in recognising when that line may have been crossed or is potentially about to be crossed, by both them and others.

There is no one universal definition of what constitutes “banter”. Context matters. The relationships between the people involved matter. Those who are not part of the comments but merely overhearing it matter. What was said, how it was said, and importantly, how it was received are all relevant. Something intended as a joke does not automatically become acceptable simply because the person making the comment didn't mean to offend.

Boundaries matter

As a manager there is a need to create clarity about what is and isn't acceptable behaviour, and then role model it! This is particularly important where humour relates to someone's characteristics, appearance, background, sex, age, disability or another protected characteristic. A culture where “that's just how we talk to each other” is easily used to dismiss concerns and can rapidly support a culture that’s unhealthy and open to elevated risk of a claim. 

Psychological safety matters too

Employees need to feel able to say:

“That comment made me uncomfortable,”  without worrying that they will be labelled as difficult, unable to take a joke or lacking a sense of humour.

Psychological safety doesn't mean removing humour from the workplace. It means creating an environment where people can raise concerns, challenge behaviour and admit when something hasn't landed well.

Managers can't afford to ignore it

One of the biggest risks is when a manager hears an inappropriate comment but chooses not to intervene because they don't want to make a situation awkward.

Silence can send a powerful message. One that says this behaviour is accepted here.

Managers don't necessarily need to launch a formal process every time someone makes an inappropriate remark. Often, an early, calm conversation can prevent an issue from escalating.

That might mean challenging the comment in the moment, checking in with the person affected, or speaking privately with the individual whose behaviour has caused concern.

The key is not to wait until a pattern has developed or someone feels they have no option other than to make a formal complaint.

Ultimately, good management isn't about eliminating humour from the workplace. It's about creating a culture where people understand boundaries, feel respected and know that concerns will be taken seriously.

And for managers, knowing when to laugh along, when to challenge and when to seek advice is an increasingly important part of effective people management.