How Great Companies Help Employees Find Joy

I spoke to a longtime friend the other day. She was telling me how unhappy and unmotivated she is at the job where she’s worked for many years. She said once she starts her day and gets into her routine, she’s fine. But our conversation left me thinking about this question: What is the joy of working? 


I often think of her and wonder what kind of job she’d love to do. But then I realized it’s not the job—it’s the culture and ultimately, the company leaders she’s unhappy with. Company culture is one of the strongest forces for happy employees to stay with a company. Leaders are the ones creating the culture and delivering the message.


In Shawn Achor’s book, Happiness Advantage, he talks about the power people have to influence those around them. One of my favorite quotes from the book: 


“How many well-meaning managers shoot themselves in the foot when they remind those under them at work of their weaknesses? Conversely, when a manager openly expresses his faith in employees’ skills, he doesn’t just improve mood and motivation; he actually improves their likelihood of succeeding.”


A great example is MOD Pizza. Previous owners Ally and Scott Svenson possessed ‘The Four G’s,’ which were inspired by Shawn Achor’s book. They knew the world didn’t need more pizza, but instead, people needed a place to be themselves, do work that means something and earn money doing it. Ally mentions that almost daily, she would get an email about how her team went above and beyond to help others.


Their ideas can be translated into any company culture.

Gratitude

Showing respect and being thankful for opportunities. Business owners are here to serve others, and this fulfills the company’s mission of having a people-first culture. Hire people who will be grateful to have the opportunity to work in the environment you create. 


The Svensons set out to hire employees with intellectual disabilities or those formerly incarcerated. This strategy succeeds because these team members are already grateful someone is giving them a chance to succeed.

Generosity

Being big hearted and kind. Giving team members a chance to grow and being generous to them with time, encouragement, education and empowerment. When showing generosity to the team, leaders are creating an environment in which the team can pay it forward to clients. Clients are treated better because the team feels they are being treated kindly.

Growth

Keep pushing yourself as an employee and leader to learn more and grow personally. This results in growth for the company—employees will want to help customers and to welcome new team members.

Grit

This one is my favorite because so many leaders leave this part out. Shit is going to go wrong. It always does. Even though you will be challenged, you can’t give up. Choose another way to do something and have the courage to pick yourself up and try again.


The 4 G’s apply to leaders and teams. If we embrace them, we will start to ingrain them into our cultures. Even if you are in a situation where your manager isn’t practicing the 4 G’s, you can start and know that they are contagious. People will notice how you make them feel and pass it on. They might even start to love their jobs.

Our Latest Insight

When Should I Add a Controller to My Accounting Team: The Financial Controller Readiness Checklist

By Alisa McCabe • June 29, 2026
As your service business grows, there comes a point where basic bookkeeping no longer gives you the full financial picture you need. Knowing when to bring in a financial controller can be the difference between scaling confidently and flying blind. What a Financial Controller Actually Does A financial controller is essentially your company's chief accountant. They oversee accounting operations , ensure your financial statements are accurate, manage budgets, reconcile accounts, and translate complex financial data into clear insights for leadership. Unlike a bookkeeper who records transactions, a controller interprets what those numbers mean for your business. They also oversee accounts payable and receivable, coordinate audits, and set financial performance benchmarks. For service businesses specifically, this means someone who understands utilization rates, WIP for unbilled hours, project profitability, and realization rates. These are the levers that actually move the needle in a people-driven business. The Financial Controller Readiness Checklist How do you know you're ready? Run through these signs: Your revenue has crossed $1M and is growing fast. More revenue means more complexity. A bookkeeper handles the past. A controller helps you manage the present and prepare for the future. Your financial reports feel reactive, not proactive. If you're only looking at numbers after decisions are already made, that's a gap a controller fills. Cash flow surprises keep happening. Unexpected shortfalls often signal that AR management, billing cycles, and WIP tracking aren't being monitored closely enough. You're losing visibility into project profitability. If you can't tell which clients or projects are making you money, you need controller-level oversight, not just a P&L. You're preparing for growth, a credit line, or an audit. Lenders and auditors want clean, well-structured financials. A controller makes sure you're ready. Month-end close takes too long or keeps having errors. This is a process and oversight problem, and it's exactly what a controller is built to solve. You are still doing financial reviews. If you, or a partner, are spending hours reconciling reports or questioning numbers, your time is not being optimized. Financial Controller vs. Bookkeeper: Understanding the Gap Many growing service businesses assume that hiring a bookkeeper is enough. Here's where the roles diverge:

The Transparency Trap: When Sharing Too Much Undermines Leadership

By Alisa McCabe • June 15, 2026
Transparency has become a popular leadership principle in modern organizations. Many leaders believe that openness builds trust, strengthens collaboration, and encourages accountability across teams. In many cases, that instinct is correct. Problems can arise, however, when transparency becomes excessive or poorly timed. Effective financial strategies require a balance between honesty and thoughtful discretion. Sharing every concern, uncertainty, or early-stage idea can sometimes create confusion rather than clarity.  Understanding where transparency helps and where it may unintentionally harm morale allows leaders to communicate in ways that support stability, confidence, and thoughtful decision making.

From Scrappy to Strategic: Evolving Your Leadership Style as Your Company Scales

By Alisa McCabe • June 1, 2026
Many entrepreneurs begin their journey with relentless energy and determination. Early-stage companies often rely on fast decisions, constant experimentation, and founders who personally handle countless responsibilities. As companies grow, however, the same approach can begin to create friction. Teams expand, operations become more complex, and expectations shift. Effective leadership styles must evolve to match the changing needs of the organization.  Scaling a company does not mean abandoning what made a founder successful. It requires refining those strengths while developing new leadership capabilities that support sustainable growth.

CONTACT US

Contact Us