The previous belief was that enjoyment should occur after completing work tasks but we now understand this approach was completely wrong. The team now integrates enjoyment into our workflow through Lisbon cafe brainstorming sessions and project-based Slack memes and daily client calls that begin with unusual facts. The practice of enjoyment at work leads to improved performance and enhanced mental acuity. The enjoyment of the work experience leads employees to generate superior creative solutions for the team. The company transformed their internal team humor into product taglines for their ecommerce platform which resulted in an 11% increase in conversion rates and customers expressing appreciation for the brand's understanding of their perspective. The practice of having fun at work creates direct access to genuine human relationships.
The organization implements joy as a protective measure against burnout. The team conducts "rose, bud, thorn" assessments at the beginning of shifts to evaluate staff well-being and provides micro-grants for environmental improvements that create more peaceful care settings. Leaders conduct Joy Rounds throughout the facility to distribute snacks while collecting one improvement suggestion from each unit. The organization receives brief motivational messages from former patients which staff members can share with permission. The organization should establish a two-minute morale practice and provide small funds for space enhancements and schedule regular leader visits that focus on listening to staff needs.
The organization transforms stressful situations into enjoyable activities which produce better results. The coaches organize "shark tank" essay pitch competitions where students defend their thesis statements within two minutes before receiving pretend budget investments from their peers. The admit map allows us to track our achievements and share their development stories which motivates our team members. The speed mock interview system transforms practice sessions into competitive games that help students develop their skills. The system can be duplicated through timed pitch exercises and visual success tracking and brief simulation exercises instead of extended classroom sessions.
Some of our best ideas have come from moments that started as just fun. At NewswireJet, I remember one Friday when the team was joking about the craziest press release headlines we had ever seen. It started as a joke, but that conversation turned into a brainstorm that shaped a client campaign. That is when it clicked for me. Fun is not the opposite of productivity, it is the spark that often drives it. We keep it simple. When someone lands strong coverage, we pause to celebrate it. In team meetings, we mix in a light poll that gets people laughing. We also keep a space open where the team can share things that intrigues them, from hobbies to conspiracy theories. It is never over the top, but those little rituals lift the mood and remind everyone that we are a team.
Our organization presents creative activities which serve dual purposes of entertainment and practical application. The marketing team conducts 3x3 Idea Sprints which involve three team members presenting three different campaign approaches within nine minutes before selecting one for testing. The team conducts a friendly "campaign autopsy" session to critique our work through playful roasting which helps reduce staff ego and produces better results. The team conducts walking meetings instead of traditional lengthy conference sessions. The implementation process involves defining time limits for idea sprints and conducting weekly no-fault project assessments and moving essential meetings outside.
The organization bases its enjoyment on building community bonds. The organization provides a soft welcome program to new clients who can participate in an optional icebreaker activity that considers their past traumatic experiences. The organization organizes creative workshops during Saturdays which enable staff members to experience progress as an active process. The aftercare program tracks meeting attendance through a streak system which grants basic privileges to participants who maintain consistent attendance. The system functions through a selection-based welcome practice combined with creative time each week and visible progress tracking that rewards dedication rather than flawless execution.
I couldn't agree more with Barbara Corcoran that fun and business are just a great pair. We have worked hard to embed fun in our business by creating a culture of humor and humanity. From the time a new member joins, we encourage them to share memes in our Slack channels, we post shout-outs for a job well done, and even laugh at occassional cleaning bloopers. This builds an amazing sense of community and reminds our team members that they are people first and cleaners second. We also celebrate birthday's together and that boosts our team-spirit. Not only does this make a physically challenging job more fun and help prevent burn-out, it directly translates to our clients as a happy, connected team delivers a more positive and energized service.
I make sure to inject fun into our work culture in ways that feel organic and energising. In my company we have themed brainstorming sessions and small friendly competitions that encourage creativity without adding pressure. For example during product development meetings we sometimes use gamified exercises to generate ideas, it keeps the energy high and gets everyone on the team involved. I also find that celebrating small wins - whether it's completing a tough project or hitting a milestone - creates moments of shared joy that bonds the team together. These don't just make the workplace more enjoyable they also boost productivity and morale. Over time I've seen that teams that enjoy the process of working together are more engaged, innovative and resilient which ultimately drives better results for the business. Fun in my experience isn't just a perk it's a competitive advantage.
For me, I've always believed that real estate is ultimately a people business, and people connect best when they're relaxed, comfortable, and enjoying themselves. At Vancouver Home Search, I try to weave fun into the way we work with clients and within our team. That might mean turning a home tour into more of an experience than just walking through rooms, grabbing a coffee together, sharing a laugh, and making it feel less like a transaction and more like a journey. Internally, I've seen firsthand how adding fun to our culture builds stronger connections. Whether it's team outings, celebrating small wins, or just keeping the office atmosphere light, those moments make us sharper when it's time to get serious. Real estate can be stressful, but when we bring in an element of fun, it lowers the pressure, sparks creativity, and keeps both clients and team members engaged. People don't just remember the service you provided, they remember how you made them feel. If they felt energized, supported, and even had some fun along the way, that's what leaves a lasting impression.
Enjoyment in Customer Interactions The way I add enjoyment is using humor when interacting with customers. For example, sometimes our confirmation emails have a small joke or seasonal pun. Customers often reply and tell us they chuckled at our emails, which not only fosters loyalty but serves to remind us that business does not have to be stiff.
Global Talent Acquisition Specialist | Employment Specialist at Haldren
Answered 6 months ago
We completely agree with Barbara Corcoran's take. In our opinion, fun isn't just a frivolous perk. It's a powerful business strategy that we often we see making a tangible difference. From our perspective in executive search, a culture that intentionally incorporates fun is a magnet for high-caliber talent. It's about weaving enjoyment and psychological safety into the fabric of the workday. This boosts employee engagement, creativity, productivity, and, crucially, retention. When people feel relaxed and connected, it contributes directly to long-term business success. The key is integrating fun organically, not just as a rare event. We encourage leaders to think about small, consistent actions. This could be adding interactive elements to meetings, like creative icebreakers or playful team challenges, which works well for remote teams too. Celebrating achievements in engaging ways is also vital for morale. We also see great success with flexible scheduling, letting teams personalize their workspaces, or supporting employee-led interest clubs and friendly competitions. These things help employees build connections and unwind during work hours. A critical piece of advice we offer is that fun cannot be forced. As soon as it feels mandatory, it loses its authenticity and impact. The best approach is giving employees autonomy and using feedback to discover what our teams genuinely find enjoyable. This avoids one-size-fits-all solutions. It's a generational imperative too; Generation Z expects a positive and enjoyable work experience. This makes a fun culture a necessity for attracting the best new talent. Ultimately, a workplace known for its enjoyable culture is a powerful tool for recruitment. It helps reduce stress and burnout, which are major reasons people leave jobs. When people are happy and connected to their colleagues, they have higher job satisfaction and are more likely to stay long-term. Leaders play a pivotal role. They must model this lightheartedness, actively appreciate fun-loving employees, and weave enjoyment into the company's vision and daily practices. When fun becomes a valued core of the workplace, the business thrives.
Hi there, I'm Justin Brown, co-creator of The Vessel (thevessel.io) and director at Brown Brothers Media. On the surface I read as the serious, systems guy — but fun is how we get brave work out the door. If it doesn't feel alive in the room, it won't feel alive in the market. We bake fun into process, not perks. Here's how we do it in my company: Once a month we leave the laptops and collect city textures — neon signs, stairwell echoes, a shopkeeper's laugh. It's playful, yes, but it also feeds a joy library that makes our pages and videos feel human without trying so hard. We also have two-minute internal demos in every 2 weeks where you must use a prop or present in a style (cooking show, bedtime story). Here stakes are low, applause is mandatory and the best ideas get remembered because we had fun saying them. And here's another idea that an intern implemented recently and I like: Everyone pitches the silliest version of the piece — infomercial voiceover, haiku headline, mock radio jingle. We're trying to crack a smile and shake the stiffness out. Half the time, the throwaway line becomes the hook we use. One moment that sold me: during our book launch, our page felt a little stiff. In Rodeo, someone deadpanned a late-night infomercial opener about "keeping your sanity." We filmed a quick, tongue-in-cheek cold open, and it changed the whole energy — people watched longer and wrote to say, "I actually smiled reading this." That's the point: fun lowers the guard so the message can land. I really believe that if we as leaders are enjoying the making, the audience can feel it. Thanks for considering my pitch! Cheers, Justin Brown Founder, thevessel.io
Hello, I'm Lachlan Brown, , a mindfulness practitioner and co-founder of The Considered Man, a platform on men's mental resilience and mindful living. When Barbara Corcoran says fun is good for business, she's pointing at something deeper than perks. In practice, "fun" is a work state — lower threat, higher curiosity — where people feel safe enough to try ideas before they're perfect. That state changes output because it changes attention: instead of scanning for what could go wrong, teams start exploring what might work. In psychology we'd call it the shift from defensive narrowing to broaden-and-build. In plain English, people stop guarding themselves and start building together. The mistake companies make is treating fun as entertainment layered on top of work. The real gains come when you bake fun into the way decisions happen. That means reframing a live task as an experiment with playful constraints, short time boxes, and a clear scoreboard tied to a real metric. The mood lightens, but more importantly the risk of speaking up drops; once that social threat is dialed down, speed and quality go up. If you want a rule of thumb: fun is working when people share half-formed ideas without bracing for impact and you can see the result on a number you already track. If it never touches process, it's a perk. When it reshapes attention and reduces fear inside the process, it's strategy. That's the kind of fun worth budgeting for. Thank you! Lachlan Brown Co-founder, https://theconsideredman.org/
Should fun be added to business in my case it is concerning making the environment where one feels at home. We also celebrate all our wins (little or big) at GeeksProgramming. It could be a short team chat at the end of a project or laughing together as we take part in brainstorming, these remind us that we are like family. I have experienced personally that such small bursts of fun make the team revitalized and motivated. It does not mean to be distracting of the work but to make the process amusing and not heavy. It makes the team feel good about what they are doing and in their work and its manner is testified by how the team works. Fun together contributes to establishment of trust as well as ingenuity, thus making things look a lot easier.
Enjoyment Through Workspace Design: I've created an office, so it includes playful spaces. We have a whiteboard wall in the office where anyone can doodle or write funny quotes. It may seem small, but it is a huge shift in energy. When people have smiles while passing a funny sketch and humor, they bring that energy into our meetings and projects
I've always believed that being in the trades doesn't mean you can't enjoy what you do every day. Working in HVAC, you get a new challenge with almost every job, and that variety keeps things interesting on its own. For me, fun isn't about adding gimmicks or distractions, it's about the way we approach our work. I make it a point to celebrate wins with the team, even small ones like solving a tricky home maintenance problem or completing a complex installation ahead of schedule. Those moments bring energy into the office and remind everyone why they got into this business in the first place. I also try to keep the work environment light and approachable. Being an HVAC professional can get stressful with tight schedules and unexpected issues, so a little humor and friendly competition around the shop or job site goes a long way. It builds camaraderie and helps people stay motivated. At the end of the day, when you're passionate about helping people maintain their homes and providing solutions that really matter, that enthusiasm becomes infectious. Fun isn't a side project, it's part of the culture, and it directly reflects in the quality of service we provide to every customer.
To infuse the joy of camping into everything we do, we make product testing as fun as camping experiences, making work enjoyable and real. For our lineup of portable sauna tents, we load up a camping truck and head to a forest in Minnesota for testing, transforming mundane quality checks into team expeditions. While testing the Mini Cube ($1,317.98) on a 2022 trip, we stopped by a lake and had a campfire, during which we brainstormed ideas for the next-generation Hut Shield, and decided to add a quick-fold frame upgrade to the existing cactus-silk prototype that increased customer satisfaction by 15%. Beyond boosting team morale—90% of employees said that they enjoyed the task more — it offers us the opportunity to connect our process to our wellness mission. Schedule quarterly "field trip" tests in settings your customers love, and encourage open idea-sharing to spark innovation. This fun-infused strategy fosters creativity and loyalty, directly impacting growth. Through our forest sessions, we created a customer-facing video campaign that increased sales by 12%. Entrepreneurs can weave fun into the fabric of their core work — such as product development, by connecting them to your brand's vibe.
As a businessperson, I have been able to experience myself the extent to which infusion of fun into a business can lead to major positive results, i.e. in the areas of real estate and lending. It does not mean being unprofessional, it is just a matter of creating the environment in which creativity will have flourish and co-operation. An example is that when I have a meeting, I tend to have lighter times, to stimulate brainstorming and bring up original thoughts. This does not require a complicated plan to incorporate the fun element; it could be as simple as celebrating minor successes with the team or laying out incentives that both motivate the employees to work harder but with a fun attitude- such as a themed office day or even having a lunch and learns so everyone can go out to lunch then visits the learning center for an hour or two to facilitate learning the product. These activities do not just build morale in the team but also keep the clients who like down to earth approachable company culture. It is much easier to develop a trusting and loyal atmosphere when employees and clients are sure that the surrounding is involve-inducing. In California Hard Money Lender we have discovered that a combination of hard work and fun is the secret ingredient when it came to creating long-term, long-lasting relationships.
Running remote teams taught me that fun doesn't always need a physical space. I once set up weekly themed video calls where everyone came with an unusual virtual background, and it quickly became the highlight of our meetings. People opened up more, which naturally improved collaboration. What surprised me most was how simple traditions like this made our communication smoother on serious projects. Honestly, if you're staring down Zoom fatigue, just add a playful ritual and move on.
One of the best ways I've found to create fun in my business over the years is the occasional "role swap day." Once a month, employees get to step into another role for a short time - designers are customer service reps, marketing team members get the chance to make sales calls, managers even go through what it's like to have an entry level job. People laugh in these sessions because they realize just how different (and hard!) the other people's jobs really are. I'll never forget a designer reading from a call script and just stumbling all over it. It had the whole team in stitches. But beyond the laughs, this fun exercise fostered empathy and teamwork. Departments were able to work more collaboratively, because they were more attune to the challenges and complexity of the other departments. Fun didn't mean entertaining each other. Fun meant we had the same experience that allowed us to bond. We got a happier workplace (and better communication) and ultimately ran the business better.