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Knowledge workers should buy this book to discover what they may be missing in their current work relationship with their managers and leaders. Managers and leaders should buy this book to learn how to educate and motivate their workers to achieve desired goals. The Carrot Principle is a "soup to nuts" management system providing the fundamentals of the Basic Four of Leadership model and leadership acceleration application. For skeptical managers who don't believe in rewarding employees, this book will change your mind and management style.
What I have learned in my years as an executive is that at the core people want and need two things, at home and at work. Acknowledging employees may not solve all of the problems and tensions at work yet,it is like offering folks a cool lemonade on a hot day. Some ideas need to be shared over and over. Everyone wants and needs to be heard and appreciated.This book keeps us aware of the idea that engaging and appreciating employees is simply good business. It helps and so does this book.Sylvia Lafair, author "Don't Bring It to Work: Breaking the Family Patterns that Limit Success" So it is with this book. It is like a refresher course in being civil.
No, but as we've known for quite some time, anyone possessing a little common sense these days is an uncommon sight in the business world; however, let's hope this trend continues. With employees loving their jobs and doing great work, an environment for success means a strong bottom line; and everybody wins under that scenario.Are the findings in this book rocket science. As a strong believer in the "K.I.S.S." approach to business---"Keep it simple, stupid"---I like the simplicity of how businesses should go about motivating its employees to maximize productivity.To me, this is simple common sense; however, these days, anyone displaying that trait is almost considered to be an oddball; a maverick, bucking the system, and maybe even jeopardizing their career.The truth of the matter is, managers who are able to engage their employees in the process of maximizing their output are the ones who will be the most successful in the long run. The organization stands to benefit from that process, too.
They work. Give it to every VP and CEO, you can meet in your company. Just in Time Inventory, my as*. Before I retired as a CEO, I spent 25 years managing people using the principles in this book. Try, just in time happy employee. That's always good for business.Read this book. You'll get more out of that.
We had happy employees, so they loved coming to work and making the customers happy. Why should we do that." Because you moron, you don't want to have your customers say, "I sure wish I could buy this somewhere else." The employees are sure lucky to have you for a CEO. I love it when I hear other CEO's say, "Well, the employees are lucky to have a job. There are a lot of CEO's who are well educated morons and don't get it. Give them as gifts and in a couple of years you'll get a huge return on your investment, and you may even start to like the place where you work.
Here's why. Pay for the books yourself. As the cost went down and the rules went up, the employees started hating the place, and not long after the customers started hating it too. Our company had less than 1% turnover per year, our customer satisfaction surveys were the highest in the industry and our net profits were untouchable by anyone else in the business. Look how many companies have nearly destroyed themselves or lost their leadership positions because they ran the company using a 2 foot thick employee manual, and then tried everything they could to cut every cost they could find.
When we sincerly care about others, loving each other as commanded, anything is possible. This book gets to the underlying problem (and the solution) in our world today. We have to put service before self, and others first.
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