Menlo Innovations CEO Rich Sheridan became disillusioned in the middle of his career in the chaotic technology industry. He had an all-consuming thought: things can be better. Much better. He had to find a way. Why couldn’t a workplace be filled with camaraderie, human energy, creativity, and productivity?
Ultimately, Rich co-founded Menlo Innovations in 2001 to end human suffering in the workplace. His unique approach to custom software creation is so surprisingly different, that 3,000 people a year travel from around the world just to see how they do it.
His passion for creating joyful work environments led to his bestselling and widely celebrated book, Joy, Inc. – How We Built a Workplace People Love. His highly anticipated second book, Chief Joy Officer, came out December 4, 2018 and will continue to prove that a positive and engaging leadership style is actually good for business.
What you will learn from this episode:
- Richard shares the story of Menlo Innovations and its focus on ending human suffering in the workplace by spreading joy
- What the 5000+ visitors to Menlo Innovations have seen that sets the company’s culture in a league of its own
- How the global pandemic has impacted Menlo Innovations, and how their powerful culture helped them make the transition to being a 100% virtual office
- How the team adapted to using remote work tools like Zoom and were able to maintain their unique culture even remotely
- How the team developed a sequence to navigate the crisis: survive, adapt, sustain, emerge stronger, and thrive again
- How the outbreak of the pandemic took Richard by surprise and was difficult to adapt to, and why it’s natural to struggle through difficulties
- Why Richard wrote Chief Joy Officer, the follow up to Joy, Inc., and what important topics he covers in the new book
- Why the intentionally joyful culture at Menlo is helping the organization maintain optimism through these difficult times, and why joy isn’t the same as happiness
- Why Richard feels the two strongest aspects of the culture at Menlo are that the team actually believes in it and that they want it to survive
- How Richard equates leading a business with flying an airplane, with forces of lift vs. weight and thrust vs. drag applying to businesses too