
In "Chief Joy Officer," Richard Sheridan reveals how eliminating fear transforms workplaces. Leaders from GM, GE, and Coca-Cola have flocked to his company seeking his secret: joy isn't just a workplace luxury - it's the ultimate competitive advantage in modern business.
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What if the very foundation of how we work is broken? Picture a world where 85% of people dread Monday mornings, where talented individuals play solitaire to avoid their actual jobs, where "heroes" can't take vacations without their phones buzzing. This isn't dystopian fiction-it's the reality of modern work. Yet one software company in Ann Arbor turned this paradigm completely upside down by asking a dangerous question: What if joy, not fear, became the organizing principle of business? Most organizations operate like dysfunctional families where everyone tiptoes around the volatile parent. Fear shows up everywhere-needing approval for tiny decisions, endless processes designed to prevent mistakes, people wearing emotional masks that hide their authentic selves. At one software company, teams spent 30% of their time fixing rushed, broken products in what employees sarcastically called "just smushing it." Technical heroes couldn't vacation without being on call. People fought through code rather than talking to each other. This fear-based approach creates a vicious cycle: scared employees make defensive choices, which requires more oversight, which breeds more fear. The breaking point came when a newly promoted VP realized his eight-year-old daughter thought he was "really important" because nobody could make decisions without asking him first. That mortifying moment revealed a fundamental truth-he'd accidentally built a team that moved only as fast as he could, creating a bottleneck that benefited no one. The answer transformed not just a struggling tech firm, but challenged everything we believe about leadership itself. This isn't about ping-pong tables or casual Fridays. It's about fundamentally reimagining what work can be when we stop treating humans like cogs and start treating them like, well, humans.
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Criado por ex-alunos da Universidade de Columbia em San Francisco
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Criado por ex-alunos da Universidade de Columbia em San Francisco

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