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What I appreciate is that the content is research-based.the authors share their results and conclusions based on data collected from many organizations. The book is very reader-friendly. This is a great book for someone who is trying to design a motivation strategy for a department or organization. This goes beyond a list of little things you might do to motivate people (short-term) and focuses on the big picture and what works for the long-term.
The first part of book focuses on anecdotes, case studies and data from their research that outlines the case for `recognition'. Some companies and managers will need more than a book, but for those that are prepared to invest the time, this book lays out everything you will need to start practicing `effective' recognition.I highly recommend this book to managers, old and new. The subtitle says it all and even though it sounds clichéd or obvious, this is a message that more managers need to grasp.
There is a great framework that they lay out with suggestions and even a list of 125 recognition ideas that will help any manager practice `effective' recognition.A few of the reviewers have pointed out that this is just a vain attempt to sell consulting services through the `Carrot' gimmick; but I think Gostick and Elton have achieved what I look for from business books:-Conducted research and share their data and conclusions about an important subject areas - management recognition-Indentified reasons why managers are currently reluctant to change-Outlined a convincing case to address the `concerns' and `issues' that managers might have-Laid out a practical framework and provided tools to help managers practice recognitionManagers and employees are busy and a book like this; well written, concise, convincing and practical; is exactly what is needed to help change people's behaviors. Recognition and employee productivity is too important to be overlooked and ignored in the rush for results. Changing human behavior is hard, especially in a competitive working environment.
Adrian Gostick and Chester Elton; recognition consultants; have written an updated version of their 2007 book - The Carrot Principle `How the best managers use recognition to engage their people, retain talent, and accelerate performance'. How to build a `Carrot Culture' and how to `Manage by Carrots'. In an age where people and their ideas can make the difference between business success and failure, I feel it's important to make sure that you are using every tool at your disposal to make your working environments productive and your employees successful.Kes SampantharInventor of ThinkCube
They share a statistic from a recent survey that 74% of leaders still don't practice recognition with their employees.The Carrot Principle is a book in 2 parts; the first part (Part I) is to convince managers why recognition is important and the second part (which is actually Part II and Part III) is to lay out a framework of how to effectively recognize employees.Gostick and Elton draw from many studies and most recently their own research that emphasizes the power of recognition and also tries to address the vexing question of why it isn't practiced more. Again there will be many that don't need convincing and feel that they are already practicing recognition, but I would recommend that everyone look closely at themselves and at the data shared to really understand what recognition means and to honestly assess whether they are truly practicing it.The second part of the book focus on a `How To' of recognition.
And their 125 recognition ideas will give your managers the tools they need to spread the carrot culture faster than the spread of the flu. No. Buy this book to propel your company to a "world-class" organization, and end this cycle of costly turnover once and for all. And so the cycle begins again.
No. Don't be one of the 74 percent of leaders worldwide who still don't practice recognition with their employees.So what are you waiting for. Amazing. 79% of employees who quit their jobs indicate their key reason for leaving as a lack of appreciation. Nasty coworkers. We conduct exit interviews and try to figure out why the eager applicant we hired a few months (or years) ago is now sitting on the other side of the desk, happy to be "getting out." We begin recruiting again, hopeful the next person will stay longer than this one did.In the meantime, we are reminded of the cost of turnover, and are charged with the responsibility of finding a better hire.
Whether you're a manager, a district manager, or a CEO, you need to learn that it is statistically impossible to be considered a "trusted, communicating, team-building, goal setting" manager unless you are effectively using praise and recognition. While many companies, like mine, believe turnover to be mostly caused by poor selection, a 200,000-person study by HealthStream Research found that managers who do a better job with employee recognition have lower turnover, as well as better business results.Most of you who are reading this review are well aware that turnover eats up a chunk of a company's resources, but perhaps you don't know turnover is estimated to be a $5 trillion annual drain on the U.S. The only way to break this cycle is to keep our outstanding performers engaged.Let the drums roll. Adrian Gostick and Chester Elton teach us how to create a carrot culture, how to determine whether employees are engaged and satisfied, and how to calculate the level of reward to give. No. enter The Carrot Principle, a book which can save the day for businesses all over the world. More money.
economy. Human Resources. Less benefits. They leave because they feel unappreciated.Enter my department.
Knowledge workers should also read this book to learn how they can improve their job satisfaction by working with their manager on goal setting, communication, trust, and accountability. * Thank-you recognition is for the daily, ongoing encouragement of small steps that lead us to success * Bronze awards recognize one-time above-and-beyond behaviors related to your core values. In contrast, The Carrot Principle is based on a ten-year study of 200,000 managers and employees. 3. Culture is critically important, since it establishes ethics and principles followed by employees. Trust: managers earn trust by listening to employees, honoring commitments, and admitting mistakes.
For skeptical managers who don't believe in rewarding employees, this book will change your mind and management style.The Bad: At times, this book feels redundant, with survey data sounding identical in each example; however, the data is compelling and differences are subtle but significant.Action Item: Managers and leaders should buy this book to learn how to educate and motivate their workers to achieve desired goals. Communication: managers must explain corporate goals to employees, keeping them informed about company initiatives or developments. 1. Long-term success requires a strong corporate culture. 2. To be successful, managers and leaders must develop a style that is "less focused on tangible outcomes and become more able recognizing the overall impact of employee contributions."How Great Organizations Create World-Class Results: Executives establish their organization's core values, but middle managers reinforce these values so that the workforce can internalize them.
This recognition should be used when someone saves the company time or money, offers a great innovative idea that the firm adopts, or exceeds a sales goal. * Gold awards recognize behaviors that produce bottom-line results.Conclusion: The Carrot Principle is a must-read for middle managers and upper-level executives. They should be more interested in the team's success than their own. Gostick and Elton define the building blocks of a Carrot culture: * Day-to-day recognitions: these are frequent, timely acknowledgments of hand-written notes, thanking employees for extra effort in helping customers. This book provides a complete management program, helping middle managers understand the basics of leadership; how to create a Carrot culture; how to create an employee recognition program; and how to maintain your new Carrot culture. The Good: It's a "soup to nuts" management system providing the fundamentals of the Basic Four of Leadership model and leadership acceleration application. Manager Tools, such as Newsletters, white papers, case studies, and other recognition tips, are also available at their website.How to Manage by Carrots: Managing by recognition sounds intimidating if you haven't done it before. It also has high rankings for customer satisfaction, employee satisfaction, and retention - companies with these attributes have higher Return on Equity and Operating Margin metrics, compared to companies that do not have formal recognition programs.Gostick and Elton explain how managers and leaders can use the Carrot Principle to improve their bottom line.
Managers should become competent in the Basic Four of Leadership by using goal setting, communication, trust, and accountability. Celebrations and appreciation make employees feel like integral parts of the company. Altruistic managers, who firmly grasp their employees' "desire for self-realization" work, create an environment that enables staffers to develop skills, assume added responsibilities, and receive recognition for achievement. Knowledge workers should buy this book to discover what they may be missing in their current work relationship with their managers and leaders.How the Best Managers Deliver Extraordinary Results: Most business books are based on conventional wisdom or someone's personal work experience.
Some rewards are free, while others are a little expensive. Fortunately, Gostick and Elton provide ideas on how you can recognize your employees, even with a limited budget. * Celebration events: company celebrations are a perfect opportunity to allow every employee to share in acknowledging corporate achievements.Gostick and Elton offer Carrot templates, like the Recognition Frequency Log and Employee Needs Chart, creating the necessary infrastructure for employee recognition efforts. * Above-and-beyond recognition: achievements that merit personalized rewards with managers presenting in front of the honoree's co-workers. Gostick and Elton demonstrate that employee recognition is a fundamental management practice that helps companies achieve its goals.
Even managers want to be effective, eager to attract and develop talent for their company.
* Silver awards reward ongoing above-and-beyond behaviors.
Accountability: companies should fulfill the promises they make to their employees and customers, while managers need to find a healthy balance between identifying employees' mistakes and acknowledging their successes.In today's environment, employees no longer expect to spend an entire career with one employer.
They provide appropriate levels of recognition, matching the reward with the employee accomplishment: thank-you notes, bronze, silver, and gold awards.
There's a strong correlation between companies that acknowledge excellence and bottom-line financial results, and Gostick and Elton use this data to build the case that an effective workplace is one where employees are recognized for their contributions.
* Career recognition: these awards are typically associated with the traditional gold watch presented upon retirement, but Gostick and Elton also recommend using them to recognize employees on their first day of work, one year of employment, etc.
The employees' trust level rises in this setting.
Goal setting: employees need to understand exactly what tasks they should accomplish individually, as part of a team, and corporation.
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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.
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