coaching sessions and requires employees to read personal and professional development books and write essays on them. “Those books as essays are tied to their promotions and raises at JOYinc.,” Clif says, explaining that this approach, while avant-garde, doesn’t come as much of a surprise to his employees. The primary hiring criterion for prospective candidates is growth-mindedness, so the company’s culture is populated by individuals who are already committed to continuous self-improvement. Philosophies like “I will work on me for you,”“the spirit of reciprocal play,” and “wholeness and wellness” guide JOYinc.’s internal interactions, resulting in a collaborative and supportive environment where employees understand that they are whole beings who work together to make each other better. The greatest result of this, however, is the extreme ownership mentality that permeates the company’s culture, where the goal, as Clif expresses, is to cultivate “50 ownership-minded people” rather than a single owner and 50 workers, recognizing that the marketplace rewards practiced ownership. Additionally, JOYinc.’s “wholeness and wellness” value extends beyond mental growth to physical health as well. JOYinc. incentivizes employees and their immediate families to turn in three workouts a week at a specific heart rate for a set period, offering a monthly $100 incentive to support gym memberships or fitness gear. 136 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 08
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