Years ago, while working on our positioning, Ninety hired a marketing agency to explore how we could help founders build organizations where people love to work. To my disappointment, many leaders in the process viewed this approach as naive, doubting that joy at work could be a worthwhile business strategy. They believed successful companies were built on hard-nosed tactics, not purpose and fulfillment. But this skepticism only strengthened my conviction that there’s a powerful advantage for companies that embrace production enjoyment — and a missed opportunity for those that don’t.
For truly great founders, building a company goes beyond product and strategy. When the visionaries among us are moved to start a business, it’s always about creating an environment where people genuinely love what they do — that is, they're doing Work with a capital W. And when enjoyment is centered in your vision from the very beginning, there are massive perks for both individual team members and the company overall. This has been one of my deeply held beliefs for decades, and a 2024 study on production enjoyment seems to agree.
According to this research, when small business owners find satisfaction in their work, customers vote with their wallets. This could not only lead to a boost in morale, but also a boost in an early-stage company’s success, growth, and resilience. In a marketplace crowded with competitors, companies where people are engaged and passionate about their work stand out. For founders, this is a signal that building a culture where team members love their work is more than just a feel-good initiative; it’s also a way to increase perceived value and loyalty among our Ideal Customers.
But despite all the ways fostering production enjoyment pays off, it still isn’t widely embraced. In this article, we’ll explore the benefits of production enjoyment, why I think it’s the key to leveling up an organization, and the practical steps for building a company where people love to work. Let’s start by numbering the benefits of doing Work with a capital W.
1. Production Enjoyment Boosts Perceived Value
The concept of “production enjoyment,” as outlined in recent research by Paley, Smith, Teeny, and Zane, shows that customers value products and services more when they believe they were made with care and enthusiasm. When buyers get the impression that a seller genuinely enjoyed producing a product or service — especially if those customers think the product required a lot of hard, intricate work — they see it as higher quality and are often willing to pay more for it. For founders, this is a signal that building cultures where team members love their work is more than just a feel-good initiative; it’s a way to increase perceived value and loyalty among our Ideal Customers.
Their research also agrees with previous studies finding that enjoyment of a task increases intrinsic motivation, paving the way to the “flow” state that helps people get smart stuff done. As we know, companies either grow or die, and the most effective way to accelerate growth is to deeply understand why you started your business in the first place — and make sure everyone you hire embodies the vision the business was built on.
When enjoyment is centered in your vision from the very beginning, there are massive perks for both individual team members and the company overall.
2. Team Members Who Love Their Work Are More Committed
When your team members love their work, they go beyond what’s expected because they care. And because customer experiences and relationships drive long-term success, this level of commitment is crucial. Companies that can foster this kind of dedication build reputations as places where talent is treated as an asset, not a cost.
As founders, creating environments that attract, nurture, and retain passionate people means investing in resilient (and antifragile) workforces that care about our visions and will stay with us through the ups and downs. That’s why, here at Ninety, our Core Values include “Get Smart Stuff Done” and “Extra Mile”. Making these agreements explicit upfront ensures all our Ideal Stakeholders are prepared to become better and better versions of themselves as they help achieve the company’s goals.
3. Companies Attract A-Players Who Fit the Culture
People are more selective than ever about where they want to work. They don’t just want a job — they want a purpose and a place that aligns with their values. Founders who recognize this and work to build companies that support joy and fulfillment create magnets for top talent. A workplace culture that values production enjoyment doesn’t just build loyalty with customers — it attracts skilled, driven people who want to be part of something meaningful.
4. Customers Trust Authentic Brands
Customers are drawn to authenticity. They want to support companies where they feel a connection with the product as well as the values and people behind it. When team members love their work, it shows in every customer interaction, every product crafted, and every service delivered. Founders who foster this genuine passion in our teams elevate the brand, making it something customers can trust and ensuring it has a lasting legacy.
5. Customers Are More Loyal and Eager to Pay
People are drawn to companies where team members care about their work. Customers don’t just want a functional product or service — they want to support brands that align with their values and that they feel good about supporting. Companies with passionate teams create loyal customers who are more willing to pay for products made with care. This loyalty is invaluable, as it builds a foundation of recurring revenue and advocates who spread positive word of mouth.
6. Companies Are More Resilient in Market Downturns
Companies that inspire passion among their teams can weather market challenges better than those that don’t. When team members care about their work and believe in the company’s vision, they’re more likely to adapt to changes and stay engaged during tough times — which is what we call “antifragility.” A workforce of people who love love their work and feel a shared sense of purpose outlasts economic cycles, strengthening the company’s ability to recover from setbacks.
7. Team Members Are Empowered to Innovate and Improve
Passionate team members are also more likely to bring creative energy and commitment to improving their work. They don’t just complete tasks — they look for ways to innovate, find efficiencies, and streamline processes. This drive for continuous improvement powers growth over the long term and often leads to innovations we could never have anticipated.
Practical Steps for Building a Company Where People Love to Work
Founders committed to creating a company where people love to work should prioritize intentional steps that foster a supportive, inspiring environment. This doesn’t mean making work easy — it means making it meaningful.
- Clarify vision: Team members who understand the company’s vision and feel connected to it are more likely to engage deeply in their work. Founders must clarify and communicate a compelling set of Forever Agreements that serve as a foundation for why the company exists and where it’s going. When the company’s Forever Agreements resonate, people invest in them wholeheartedly.
- Empower team members with ownership: People find joy in work when they have control and can see the impact of their contributions. Giving team members autonomy over their roles, accountabilities, and responsibilities leads to more pride and engagement. Founders should foster a culture that encourages independence so people feel empowered to make a difference.
- Prioritize learning and growth: One of the most effective ways to keep people engaged is by ensuring they can grow and develop. Founders who create environments that encourage learning, experimentation, and skill development don’t just see more innovation — they see more loyalty and creativity. A company that invests in its people’s growth is a company where people want to stay.
- Celebrate wins and recognize hard work: Recognition matters. People want to know that their work is valued. By creating regular touchpoints to celebrate achievements, from big wins to everyday efforts, we can reinforce the value of each individual’s contributions, fostering a culture of appreciation.
- Be honest about challenges: Companies that aim to build genuine connection and fulfillment don’t avoid the hard conversations. Founders who are transparent about challenges and clearly communicate how the team’s efforts make a difference during these times create a deeper sense of purpose and connection. When people understand how their work impacts the company’s resilience, they engage more fully.
Why It Matters
The reluctance of many leaders to embrace this approach may stem from a narrow view of what it means to lead. But for those who see the potential, building a workplace people love isn’t just possible — it’s powerful. A company that values production enjoyment, nurtures people’s pride in their work, and invests in meaningful engagement thrives even as it weathers challenges. As founders, choosing to build companies where work doesn’t suck may just be the most strategic decision we can make. And in a world where so many dismiss this as naive, being the founder who sees the potential in passion, purpose, and engagement is both bold and transformational.
