How Work Can Be Fun

As a LinkedIn Editorial Top Voice, I bring a unique blend of roles. I am a recognized thought leader, a published author, a seasoned educator, and an experienced strategy trainer and facilitator. This diverse background allows me to offer insights that can significantly enhance the performance of existing or emerging leaders and their organizations.

A Place Where Work Is Fun

In a video I posted to LinkedIn earlier this week, I talked about an experience for Bob Chapman, CEO of Berry-Wehmiller. His organization had purchased a company. When it was official, he visited the plant. Chapman observed employees consuming coffee in the break area. The people were excitedly chatting about March Madness but became emotionally and physically drained as it became time to begin the day. He asked himself, "Why can't work be fun? We will explore how he led the transformation of his manufacturing company into a place where employees genuinely enjoy their work. This culture of fun and engagement is a cornerstone of his leadership philosophy.

We simply asked, “Why can’t business be fun? – Bob Chapman

How He Made It Fun

Chapman of Barry-Wehmiller has fed this hunger for a people-centered leadership model. His "Why" is "focused on bringing out the best in its people through communication, trust, celebration, respect, continuous improvement, and responsible freedom. " The results are extraordinary by all measures, but with their key focus on measuring success on "how we touch the lives of people." How they do this includes:

• They prioritize people over profits, which fosters a sense of belonging and value.
• Employees are comfortable sharing their thoughts in an environment of open communication that fosters innovation and trust.
• The leadership encourages the workforce to maintain a healthy work-life balance where they recognize the importance of personal life.
• A clear and inspiring shared purpose that resonates with employees and creates a sense of motivation and unity.
• There is appreciation and recognition, and all successes are celebrated in an upbeat atmosphere of high employee morale.
• They encourage personal and professional growth through training and development through continuous learning that leads to a culture of creativity and innovation.
• Camaraderie results from creating a relaxed atmosphere of organized fun competitions and social gatherings.
• Employees have autonomy and flexibility, are empowered to control their work and decision-making, and are increasing motivation and job satisfaction.
• All work is done in an environment of lightheartedness and humor, which is essential to an enjoyable and positive work environment.

Chapman’s approach to making work fun involves building a positive culture focusing on his people. He knows that engaged and happy employees are more creative and productive because they enjoy where they work. Placing a premium on the care of his work family has tremendously benefitted his company, which has grown from a nearly bankrupt company to one now valued at $3 billion and growing.

Key Takeaway

Bob Chapman of Barry-Wehmiller had an epiphany that led him to ask, “Why can’t work be fun?” He began to develop an answer that resulted in a people-centered leadership model. Chapman’s approach to making work fun involves building a positive culture that focuses on his people.

First Step

Leaders of organizations should ask themselves, “Are my people having fun?” Better yet, walk through the organization and see what is observed. Is there a sense of lightheartedness and humor in an environment of engaged employees working in an upbeat atmosphere of high employee morale? If not, which of the above items are lacking, and which should be a part of your strategy to make work fun?

My Gratitude

The word "Human" stood out from Chapman's Truly Human Leadership approach, for which I am grateful. Building on my experience in the manufacturing sector, my research, and the success of those like Bob Chapman, we are missing a golden opportunity to maximize the human potential that can elevate the entire organization's performance. If done collectively in the industry, each community, region, and the world can be a better place for all. As I further evolved my thinking, it led to what I am calling humanist manufacturing. I believe an approach will attract vital employees and be "fun."

Invite Others

If you find this newsletter helpful, please share it with those in your network who would benefit from subscribing. They can access it at Humanist Manufacturing. Thank you in advance for your continued support, which I greatly appreciate.

Additional Information

To learn more about our work or read more blog posts, visit emmanuelstratgicsustainability.com.

I encourage you to read my book Humanist Manufacturing: A Humanitarian Approach to Excellence in High-Impact Plant Operations. The paperback and eBook versions are now available at Amazon and many other booksellers. You can also watch the Humanist Manufacturing Book Launch video to gain additional insight into the humanist manufacturing framework.

If you like what you have read, I invite you to connect with me on LinkedIn. I am honored and humbled for this recognition as a LinkedIn Editorial Top Voice, an invitation-only group featuring senior-level experts and leaders. Less than 0.5% of LinkedIn members receive this invitation, which is 1 billion LinkedIn members.

Feel free to call me at 734-664-9076 if you need help with the manufacturing support services of training and facilitation in change leadership, strategy, tactical planning, and change management.

See my virtual TEDx videos at Reinventing the Prison Industrial Complex and Humanist Manufacturing.

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