We don’t often use the word joy when we talk about work. But after spending time with Rich Sheridan—CEO of Menlo Innovations and author of an inspiring book “Joy, Inc.”—I can’t think of a more fitting word.
At Menlo, joy isn’t a perk. It’s the product of how work is designed.
On the surface, Menlo is a custom software firm. But walk through their doors in Ann Arbor, Michigan, and you’ll feel something radically different. There’s no cubicle farm. No one is quietly glued to their screens. Instead, you’ll find open space, laughter, shared keyboards, and a buzzing energy that’s hard to put into words.
But this isn’t chaos. It’s the result of intentional systems thinking—a model of leadership training for managers that’s grounded in clarity, collaboration, and deep respect for human beings.
Let’s break down what’s behind their success—and how you can apply these same lessons to increase productivity at work, elevate work wellbeing, and lead teams that truly flourish.
1. Lead With Purpose—And Mean It
Rich started Menlo with a clear mission: “To end human suffering in the world as it relates to technology.”
Not reduce it. Not “minimize inefficiencies.” End it.
That level of clarity might sound aspirational, but it’s incredibly practical. It drives every decision Menlo makes—who they hire, how they work, even how they structure their projects. And it shows in the results: 24 years, two software emergencies. That’s virtually unheard of in tech.
“Purpose is oxygen. When people are clear on why they’re doing something, their energy, commitment, and pride skyrocket. — Ashish Kothari
So ask yourself: Does your team know the why behind their work? Are your values lived—or laminated?
When purpose is real, it creates alignment without micromanagement. It fuels quality. And it’s the first step toward building a culture where people thrive.
2. Pair People to Multiply Potential
Here’s one of Menlo’s most radical practices: nobody works alone. Everyone is paired—two people, one computer, all day. And they rotate partners every week.
Sounds inefficient, right?
Not even close.
Pairing unlocks creative problem-solving, builds shared ownership, and drastically reduces errors. It creates what Rich calls “rocket fuel for quality.” You don’t stay stuck. You stay learning. You teach as you go.
“You go slower… to go faster. Quality isn’t the enemy of productivity—it’s the engine.” — Rich Sheridan
In a world obsessed with individual productivity hacks, this is a wake-up call.
What if leadership training for managers focused less on ‘how to drive performance’ and more on how to create systems where performance is inevitable? Pairing is a system that builds mastery, mentorship, and momentum—all at once.
3. Clarity Over Chaos
Walk into Menlo on a Monday morning and there’s no confusion. Every team member knows:
- Who they’re working with
- What project they’re on
- What’s expected that day
Rich calls it “freedom through tyranny”—the idea that structure isn’t stifling; it’s liberating.
“Ambiguity is an energy drain. Clarity creates flow. It turns Monday mornings from dread to drive.” — Ashish Kothari
This is one of the most overlooked levers of productivity at work. You don’t need more apps. You need more clarity. Role clarity, task clarity, process clarity.
If your people are juggling 10 priorities, they’re not productive—they’re drowning.
Clear systems beat heroics. Every time.
4. Measure What Matters: Laughs Per Hour
Want a quick pulse check on your team’s work wellbeing?
Count the laughs.
Yes, seriously.
Rich shared that one of the most joyful metrics they observe is “laughs per hour.” Laughter isn’t just noise—it’s data. It signals psychological safety. It shows people feel connected, engaged, and relaxed enough to be themselves.
“You can’t laugh when you’re afraid. Laughter is the sound of safety.” — Rich Sheridan
This isn’t just culture fluff. It’s a signal of real performance. When people feel safe, they speak up. They collaborate. They own problems and solve them together.
Want to increase performance? Don’t just track OKRs. Track energy. Measure the things that make people want to come back tomorrow.
Take Real Vacations
At Menlo, checking your email on vacation is a cultural violation. That’s not an exaggeration. They’ll gently tease you for it when you return.
Why? Because rest isn’t just good for people—it’s good for the business. People return more energized, more creative, and more present.
“Recharge isn’t a luxury. It’s leadership.” — Ashish Kothari
In high-performing workplaces, rest is built into the system. And that begins with leaders modeling it first.
The Invitation: Design for Joy
If you’re a leader reading this, here’s the bottom line:
Joy is not soft. It’s strategic.
The systems Menlo uses—pairing, clarity, shared purpose, measurable culture—all work because they honor human energy. They’re not just changing how people work. They’re changing how people feel about work.
This is the future of leadership training for managers. It’s not about squeezing more out of people. It’s about creating environments that help people give their best without burning out.
So ask yourself:
- What are the hidden energy drains in your team?
- Where can you add clarity, connection, or meaning?
- What small move could you make today to start the shift?
Start there. Joy doesn’t require a 10-year plan. It begins with one brave decision to do things differently.Rich made that choice 24 years ago. And thousands of visitors later, Menlo remains a lighthouse of what’s possible when work works for people.
Learn more about Rich on Linkedin.
Listen to the podcast with Ashish and Rich below.
Access and subscribe to all of the episodes of the Happiness Squad Podcast here.
Visit the REWIRE Program powered up by the HAPPINESS SQUAD Community and experience your shift within your 30-day risk-free trial today. Cultivate your Self-Awareness, Gratitude, Purpose, Community, and personal growth more through the 9 Hardwired for Happiness practices. Integrate simple and proven micro-practices grounded in the science of happiness and neuroscience of habit formation in 5 minutes a day.
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