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We all want to work for a company that cares about and promotes a balanced, fun, and, in a word, "awesome" culture, but unless a company has safeguards in place against bad clients, bad projects, and bad apples, this great company culture only exists on paper. What can we do as developers, team leaders, or mentors to protect ourselves and others from cultural failure? What are successful companies doing to maintain their workers' happiness? By examining what a developer needs for professional happiness, this talk will propose a functional, actionable company culture model while exploring the sometimes difficult task of owning your company culture and protecting it when things go wrong.
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In her presentation titled "Your Company Culture is 'Awesome'" at the Ancient City Ruby 2015 event, Pamela Vickers discusses the evolving concept of company culture, emphasizing the importance of actionable and meaningful practices over superficial perks. The talk highlights key elements of workplace happiness, drawing from Martin Seligman’s PERMA model, which comprises: - **Positive Emotion:** Vickers points out that the emotional connection employees feel towards their company can be derived from genuine appreciation rather than amenities like free beer or ping pong tables. - **Engagement:** The need for meaningful work that captivates developers, avoiding the pitfalls of tedious projects and bad clients. Friction-free environments and good communication are essential for sustained engagement. - **Relationships:** Open feedback cycles and trust among team members foster better cooperation and resolution of conflicts. The importance of empathetic leadership that facilitates honest conversations is paramount. - **Meaning:** Projects should provide a sense of purpose, which enhances motivation and satisfaction in the workplace. Developers thrive when they see the value in their work. - **Achievement:** Recognizing project successes and setting realistic goals play a critical role in maintaining morale and driving engagement. Vickers illustrates these points through anecdotal evidence, such as contrasting job listings that superficially tout 'awesome' cultures without substance. She provides examples of companies that embody meaningful cultural values over mere perks and discusses the detrimental effects of poor project management and communication breakdowns. In conclusion, Vickers advocates for a deliberate approach to shaping company culture that values empathy, communication, and genuine engagement over flashy perks. This, she argues, will lead to happier, more fulfilled employees and ultimately, a more successful company. Key Takeaways include: - Good culture requires time, commitment, and ongoing effort from all team members. - Company culture should be evaluated based on the actions and interactions of coworkers, not just the perks offered. - Encouraging transparency and managing expectations leads to healthier workplace relationships and projects. - Leadership should focus on nurturing not just technical skills but also emotional intelligence within teams to improve overall workplace satisfaction.
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