Published by:
Harvard Business Publishing
Length: 7 pages
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Abstract
This traditional Midwestern company, a manufacturer of industrial signs and other identification products, didn''t even allow employees to have coffee at their desks until 1989. But when Katherine Hudson became CEO of Brady Corp. in 1994, she and her executive team determined that injecting some fun into the company''s serious culture could create positive effects within the organization and contribute to increased performance and sales. In this article, Hudson distills her approach to overhauling Brady''s culture into six principles of serious fun: More people than you might think are comfortable having fun at work; used with an awareness of cultural sensitivities, fun and laughter really are well-understood international languages; humor can help companies get through tough times; fun can be embodied in formal programs; spontaneous efforts at humor can also be effective; and encouraging fun should begin at the top. She richly illustrates each principle with examples. At Brady, getting people to loosen up and enjoy themselves fosters a company esprit de corps and greater team camaraderie. It started conversations that have sparked innovation, helped to memorably convey corporate messages to employees, and increased productivity by reducing stress, among other benefits. Also, the company has doubled its sales and almost tripled its net income and market capitalization over the past seven years.
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Abstract
This traditional Midwestern company, a manufacturer of industrial signs and other identification products, didn''t even allow employees to have coffee at their desks until 1989. But when Katherine Hudson became CEO of Brady Corp. in 1994, she and her executive team determined that injecting some fun into the company''s serious culture could create positive effects within the organization and contribute to increased performance and sales. In this article, Hudson distills her approach to overhauling Brady''s culture into six principles of serious fun: More people than you might think are comfortable having fun at work; used with an awareness of cultural sensitivities, fun and laughter really are well-understood international languages; humor can help companies get through tough times; fun can be embodied in formal programs; spontaneous efforts at humor can also be effective; and encouraging fun should begin at the top. She richly illustrates each principle with examples. At Brady, getting people to loosen up and enjoy themselves fosters a company esprit de corps and greater team camaraderie. It started conversations that have sparked innovation, helped to memorably convey corporate messages to employees, and increased productivity by reducing stress, among other benefits. Also, the company has doubled its sales and almost tripled its net income and market capitalization over the past seven years.