LEADER 00000cam a2200493 i 4500 001 1073039804 003 OCoLC 005 20191001080516.0 008 181115s2018 nyua b 001 0 eng 010 2018031652 020 0735218226|qhardcover 020 9780735218222|qhardcover 020 |z9780735218239|qelectronic book 035 (OCoLC)1073039804 040 DLC|beng|erda|cDLC|dOCLCO|dSO$|dVHP|dILC|dQQ3|dOQX|dJTH |dYDX|dOCLCO|dOCLCF|dTXSCH|dV5E 099 HD|a57.7|aS4.855|a2018 100 1 Sheridan, Richard,|d1957-|eauthor. 245 10 Chief joy officer :|bhow great leaders elevate human energy and eliminate fear /|cRichard Sheridan; foreword by Tom Peters. 264 1 New York, New York :|bPortfolio/Penguin, An Imprint of Penguin Random House LLC,|c[2018] 300 xvii, 270 pages ;|c24 cm 336 text|btxt|2rdacontent 337 unmediated|bn|2rdamedia 338 volume|bnc|2rdacarrier 504 Includes bibliographical references and index. 505 0 INTRODUCTION: Joy Is Personal 505 0 PART I: What Are Joyful Leaders? 505 0 CHAPTER 1: Authentic 505 0 CHAPTER 2: Humble 505 0 CHAPTER 3: Loving 505 0 CHAPTER 4: Optimistic 505 0 CHAPTER 5: Visionary 505 0 CHAPTER 6: Grounded in Reality 505 0 CHAPTER 7: Servant Leaders 505 0 PART II: Building a Culture of Joyful Leadership 505 0 CHAPTER 8: Start with Purpose 505 0 CHAPTER 9: Value Leaders, Not Bosses 505 0 CHAPTER 10: Pursue Systems, Not Bureaucracy 505 0 CHAPTER 11: Care for the Team 505 0 CHAPTER 12: Learn Together 505 0 CHAPTER 13: Become Storytellers 505 0 CONCLUSION: Bigger Than Ourselves 505 0 EPILOGUE: The Positive Organization 505 0 APPENDIX: Recommended Teachers 520 From my mid-twenties to my early forties, I worked at the same place. I was promoted a few times, granted more authority and more people to manage, rewarded with raises, stock options, and a nice office. I had everything the world measures as success. And yet, the prospect of going to work filled me with a sense of unsettledness and dread. I found myself snekaing out of the office earlier and earlier, as close to 5:00 as I could without being noticed. Something was missing. I eventually realized that I was seeking 'joy at work'. No word other than 'joy' fit my engineering ideal - of designing and building something, perhaps many things, that actually would see the light of day and be enjoyably used and widely adopted. I wanted joyful outcomes produced by joyful people working in a joyful place. My journey to a better way of working started out of disillusionment and ended where I am now - as the leader of a very joyful, award-winning software company called Menlo Innovatons. I went deep into Menlo's joyful culture in my first book, 'Joy, Inc.' Since then I've spoken with many people who want to know how to lead their own joyful organization. They are curious about how we sustain our culture, and what it means to be a "chief joy officer" - even if you don't have anyone officially reporting to you. Those conversations were the impetus for this book. Joy at work seems like a simple idea - just give everyone whatever they want, right? No! A chief joy officer has to fight joy's greatest enemy: fear. And unfortunately, leadership based on fear is the status quo for nearly every organization and bureaucracy. 520 20.00 |a(10-196-1) 599 Gateway Technical College 650 0 Leadership|xManagement|vEmployee participation. 650 0 Work environment|xOrganizations, Business 650 0 Employees|xAttitudes|vPositive psychology. 700 1 Peters, Thomas J.,|ewriter of introduction. 994 C0|bWQT