Summary of Richard Sheridan's Joy, Inc.

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 I was hooked on programming computers, and I was hired to do it as a job my freshman year of high school. I was 13 years old. I loved it. I was paid to do the thing I loved as a hobby.
#2 I was promoted to vice president of research and development of Interface by CEO Bob Nero in 1997. I was in a trough of disillusionment, and I couldn’t leave the field because I had no joy in it anymore. I had two choices: change the industry or get out. I chose change.
#3 I had a realization that night after being thrown out of Bob Nero’s office. I decided to find a way to love my job and my industry again, and make it better. I began to live out my personal values at work.
#4 I had the CEO, the board, and a partner. I only needed to convince my team of programmers to change.

Sujets

• Business
• Economics
• Workplace Culture

Informations

• Publié par: Everest Media LLC
• Date de parution: 22 mai 2022
• Nombre de lectures: 0
• EAN13: 9798822517974
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Richard Sheridan's Joy, Inc.
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7 Insights from Chapter 8 Insights from Chapter 9 Insights from Chapter 10 Insights from Chapter 11 Insights from Chapter 12 Insights from Chapter 13 Insights from Chapter 14 Insights from Chapter 15
Insights from Chapter 1

#1

I was hooked on programming computers, and I was hired to do it as a job my freshman year of high school. I was 13 years old. I loved it. I was paid to do the thing I loved as a hobby.

#2

I was promoted to vice president of research and development of Interface by CEO Bob Nero in 1997. I was in a trough of disillusionment, and I couldn’t leave the field because I had no joy in it anymore. I had two choices: change the industry or get out. I chose change.

#3

I had a realization that night after being thrown out of Bob Nero’s office. I decided to find a way to love my job and my industry again, and make it better. I began to live out my personal values at work.

#4

I had the CEO, the board, and a partner. I only needed to convince my team of programmers to change.

#5

My team knew I had been searching for new approaches to solve some of our biggest problems. The problems were evident to everyone. Deadlines passed without working software or anything close to a completed program. When the software was supposedly finished, the quality team couldn’t even get it to work.

#6

When dealing with a significant change, emotional reactions will almost always fall along a standard bell curve. You need the energy from the extremes, not the middle.

#7

I was convinced that a key to my imagined transformation of our entire organization was the physical space. I had to find a way to build a wide-open space like the one Beck recommended and the IDEO video evoked.

#8

It is important to draw others into the energy and excitement of your cultural change. If you are trying to change a significant work style or organizational structure, it is important to keep your stakeholders in the loop.

#9

The biggest obstacle to change is fear of the unknown. When employees hear that their current way of working is changing, they will often resist it. They may even try to convince others that the new way is not a good idea.

#10

To get others to accept change, you must understand that any change involves tearing down existing reward systems. If the change is to stick, you must quickly replace the old rewards with new rewards of equal or greater value.

#11

The company was able to transform its process by using the new Extreme Programming method. The team members began to volunteer less for old work, and they wanted to play with their new toy. They felt they were an important part of the process.

#12

The new space brought up the practical issue of what to do with your stuff when you had to move to a different table and computer every two weeks. Tim, my senior developer, brought in a little red wagon to store his personal belongings.

#13

Around 2001, I was out of work after the Internet bubble burst. I decided to start a new company with the same team, and we called it Menlo Innovations. Our purpose was to bring our joy to the world through the software we would develop for others, and to teach others about the joyful practices we had developed.

#14

The joy I’ve found is what I want to share with you. I don’t assume what worked for me will work for you, but I do want to inspire you as you consider how an intentional culture of joy could look in your world.