Rich Sheridan is the CEO of Menlo Innovations and the author of Joy, Inc. and Chief Joy Officer. As opening keynote speaker at IIL’s Leadership & Innovation 2019 Online Conference, he inspired us all with his uncommon approach to leadership and productivity in the modern workplace.
We received so many great questions during the 15-minute Q&A that we didn’t have time to get to them all. Thank you to Rich for taking the time to answer each and every question. This blog post is a compilation of some of our favorites.
The recording of Rich’s keynote, and all other speaker presentations, are available to watch on demand through June 9. Log in or register here.
“Leaders like to try things and see what happens” – Rich Sheridan @menloprez #LeadershipCon19 #leadership #innovation pic.twitter.com/kjEKg2L2FY
— IIL Global (@IILGlobal) March 7, 2019
How do you tie joy to values and guiding principles?
First we define joy … quite clearly. We ask, then answer two simple questions: Who do you serve? What would delight look like for them?
Thus we align our joy with deeply satisfying those we serve. In other words, we don’t make it about us.
We declared we want to “end human suffering in the world as it relates to technology.” Our primary focus are the end users of the software we are designing and building. We don’t believe we can do this with a team that doesn’t care of itself and each other. Thus, we speak in our guiding principles about how we wish to “Create meaningful, positive human impact. Always demonstrate integrity and authenticity. And act in a way that expresses care, hope, love and joy.”
What’s the best way to convince my boss to try experiments on projects?
My suggestion is to first try to see the world through your boss’s eyes. What are the likely challenges that he or she faces? How are the experiments you are running or suggesting going to help your boss with his/her goals? If you happen to have copies of either of my books available, refer to the index and read all the pages where I talk about Bob Nero, who was my CEO at Interface Systems, Inc. When I better learned to see the world through his eyes, he became VERY supportive of all the experiments I was running.
Does leadership require passion in what they do to be successful?
I believe there are many different ways to lead. We don’t all need to be energized cheerleaders. I feel what is more important is to be your authentic self and truly, passionately BELIEVE in the systems and practices you are creating. Your team will have a finely tuned sense of smell for this authenticity and belief. If they sense it, most will follow, especially if there is trust.
What role does mindset play in a team environment?
Mindset, in general, is always going to be important. I love Carol Dweck’s work (described in her book Mindset).
Ultimately, we typically don’t make change if we don’t believe change is possible. However, behind just the mindset for change, we need to be open to actually trying things. As leaders, we also need to accept that when we do try things, we need to give some space that things will at first be cumbersome and slow. This is really hard once we are very good at something. It is hard to get back into learning mode. It can actually hurt our brains as our brains start to rewire themselves. A great book on practicing new techniques is Mike Rother’s Toyota Kata.
Besides the nature of the project, and the technical skills, what are other criteria that you use to pair up team members? And as I am sure it happened before, how do you overcome personality challenges?
We overcome the personality challenges by practicing (constantly) how to work with other people. It helps so much that we pair every minute of every day and we switch the pairs frequently. (I don’t think you need to be as diligent about pairing as we are!). However, the essential ingredient is to practice working with various different kinds of people.
The next step is to practice how to give effective feedback to someone. This is why Crucial Conversations (the book byVitalSmarts) and Leadership and Self-Deception (by Arbinger) are so important to us.
Do you discuss this office environment in your onboarding or interview process for new employees?
Not so much discuss, as immerse them in it. We offer public tours once a month and many of those interested in interviewing here will come to a public tour before they even declare they are interested. So they can see the office set up outside of an interview event. Our interview process itself is not an interview, but a group audition that simulates the work environment. We recently had 28 candidates come in for two hours. They’d paired with other candidates three times, working together on a shared exercise. Menlonians observed their work together and noted evidence (or lack thereof) of good kindergarten skills: do they play well with others, do they support the person sitting next to them, do they share?
This interview setup isn’t a surprise. We send them a detailed writeup of what to expect. When we introduce ourselves to the group, we tell them we want them to succeed so we describe the things to avoid.
Does your organization have remote staff, and how do you incorporate them into this process?
We have been running more and more experiments with remote staff (and remote clients whose team members often pair in with us). We don’t prefer remote work, but we are making it work. We use screen sharing, video and audio technology. It’s working OK. I think there are still improvements to be made. We’ve been running these experiments for about 4 years.
Recommendations on how to do reviews without setting team member against team member?
My suggestion is to change the compensation process first to not feel like a zero sum game. Second make all review discussions about collaboration and teamwork rather than individual contributions. Did they help others around them succeed?
Understanding you can influence your own team and company. Have you had any conflicts when dealing with customers that are “old school” and very formal? How do you influence your customers?
ALL THE TIME!! Thanks for asking. We spend a lot of time up front (as much as they need) teaching not only how our system works, but WHY we do things the way we do them. We make deep use of storytelling to illuminate the problems we are trying to solve with the approaches we take. It doesn’t work every time, but it’s so much fun when the light goes on for our clients. 🙂 Once it goes on, it never goes off again!
Do you find your structure beneficial for remote workers?
We skew towards an in-person culture and steer away from remote work. We do have some remote work (either temporarily due to some life events, or permanently due to a life change … one of our great team members married a girl from Moscow and moved there!).
We make it work. It’s just not ideal for the way we have chosen to work.
Can you talk a little about when you get furious, get curious?
This phrase reminds me of the part of Crucial Conversations (by VitalSmarts) called Master You Stories. I think we often get furious because something ends up going differently than we expected. If we assume good intent on the part of the person we are upset with then we can ask: why would my valued colleague act this way? If we start asking questions like: Are you OK? Is there anything I did to upset you? Am I seeing the full picture? We can diffuse a whole bunch of “furious” feelings once we see the bigger picture.
Regarding the pairing concept: your presentation sparked an idea for me to run the experiment of pairing different roles together–people who are stakeholders in each other’s deliverables. Have you paired different roles together? If so, how’d it go? If not, why not?
We often pair different roles together. It works just as well as pairing within the role. We even often pair our client team members (say a project sponsor with the Menlo project manager). It’s so much more effective than trading lengthy and misunderstood emails!
How do you go about changing an organization whose culture is ingrained with a sense of entitlement and “this is how we’ve always done it”?
As Deming once said so delightfully … Change is not required. Survival is not mandatory. 🙂
I’d say, start small, stay hyper local. Change you first … makes changes in your immediately team, group or department. Read the stories of MassMutual, GE and the DTW McDonald’s for examples!
How do you create positive stability among teams with different ways and processes?
Use simple, repeatable, measurable, visible systems to manage work. For us, we use 8.5” x 5.5” handwritten index cards to describe work. We then estimate the amount of time we need for each index card, then prioritize them to 40 hours of work per week/per person so that we are never overloading our team. We never let work “sneak in the back door”. It all must be handled this way. By keeping our system under control (with very simple tools) we can keep our work from getting out-of-control.
We then work hard to keep fear at bay. If someone shares bad news our pre-programmed reply is to say “thank you” with a smile! As we say, “fear doesn’t make bad news go away, it makes it go into hiding” and then we can’t manage it!
Which book is a good intro book of the ones you listed?
This might seem self-serving, but I’d suggest Joy. Inc. as an introduction as it ties all the pieces together. From there my suggestions will be about where you’d like to start!
For building better relationships, I’d start with Leadership and Self-Deception or Crucial Conversations.
For building better teams: Patrick Lencioni’s Five Dysfunctions of a Team.
For better team players: Lencioni’s The Ideal Team Player.
For better design: Don Norman’s The Design of Everyday Things, and Alan Cooper’s The Inmates are Running The Asylum and the Nightline Youtube videos (Parts 1,2,3) of The Deep Dive about IDEO.
For system’s thinking: Peter Senge’s The Fifth Discipline – The Art of Practice of the Learning Organization. And John Gall’s The Systems Bible (or Systemantics).
Then I’d study Deming, Drucker, Schein, and Tom Peters.
I’ve now given you a lifetime of reading assignments! 🙂