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The Carrot Principle: How the Best Managers Use Recognition to Engage Their Employees, Retain Talent, and Drive Performance
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Sales rank 295,395
Customers rating (based on 37 reviews)
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LEAD WITH CARROTS, NOT STICKS The Carrot Principle reveals the groundbreaking results of one of the most in-depth management studies ever undertaken, showing definitively that the most successful managers provide their employees with frequent and effective recognition. Drawing on case studies from leading companies including Disney, DHL, KPMG and Pepsi Bottling Group, bestselling authors Gostick and Elton show how the transformative power of purposebased recognition produces astonishing results. And they show how great managers motivate employees to excel by offering constructive praise and meaningful rewards, and in doing so achieve higher: - Productivity
- Engagement
- Retention
- Customer satisfaction
This exceptional program, sure to become a modern-day classic, presents the simple steps to becoming a Carrot Principle manager and to building a recognition culture in your organization. Following these simple steps will make you a high performance leader and take your team to a new level of achievement.
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| Publisher | Free Press | | Release date | 01/2007 | | Availability | | | Edition | Hardcover |
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 Good, research-based ideas
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 book is very reader-friendly. What I appreciate is that the content is research-based...the authors share their results and conclusions based on data collected from many organizations.
A Carrot a Day Will Keep the Competition Away
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'. The subtitle says it all and even though it sounds clichéd or obvious, this is a message that more managers need to grasp. 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. The first part of book focuses on anecdotes, case studies and data from their research that outlines the case for `recognition'. 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. How to build a `Carrot Culture' and how to `Manage by Carrots'. 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 recognition
Managers 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. Changing human behavior is hard, especially in a competitive working environment. 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. Recognition and employee productivity is too important to be overlooked and ignored in the rush for results. 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 Sampanthar
Inventor of ThinkCube
Carrots Aren't Just for Horses!
Amazing ... 79% of employees who quit their jobs indicate their key reason for leaving as a lack of appreciation. More money? No. Less benefits? No. Nasty coworkers? No. They leave because they feel unappreciated.
Enter my department ... Human Resources. 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. And so the cycle begins again. 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. economy. The only way to break this cycle is to keep our outstanding performers engaged.
Let the drums roll ... enter The Carrot Principle, a book which can save the day for businesses all over the world. 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. 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.
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. 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? Buy this book to propel your company to a "world-class" organization, and end this cycle of costly turnover once and for all.
 Being Appreciated and Heard Make a Difference
Some ideas need to be shared over and over. So it is with this book. It is like a refresher course in being civil.
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. 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. 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. It helps and so does this book.
Sylvia Lafair, author "Don't Bring It to Work: Breaking the Family Patterns that Limit Success"
Uncommonly Good Common Sense
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. 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? 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.
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