- Hardcover: 256 pages
- Publisher: Free Press; Reissue edition (April 7, 2009)
- Language: English
- ISBN-10: 1439149178
- ISBN-13: 978-1439149171
- Product Dimensions: 5.5 x 0.8 x 8.4 inches
- Shipping Weight: 14.4 ounces (View shipping rates and policies)
- Average Customer Review: 74 customer reviews
- Amazon Best Sellers Rank: #196,261 in Books (See Top 100 in Books)
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The Carrot Principle: How the Best Managers Use Recognition to Engage Their People, Retain Talent, and Accelerate Performance [Updated & Revised] Hardcover – April 7, 2009
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"Gostick and Elton are the undisputed thought leaders in employee motivation and recognition. In "The Carrot Principle", they not only provide the statistical proof that recognition will drive business results, but show how great organizations are using these tools to inspire performance." -- John Mullen, Global Chief Executive Officer, DHL Express
""The Carrot Principle" is a must-read for those who look to accelerate the performance of their organization with an engaged workforce. Gostick and Elton are right on the mark that the power of recognition is the key to winning with your people and your customers." -- Ron Nelson, Chairman & CEO, Avis Budget Group, Inc.
""The Carrot Principle" should be required reading for every CEO and aspiring CEO, manager and aspiring manager, every business school student in the world, and every basketball coach. This is the premier prescriptive book on recognition, revealing not only why, but also providing a road map about how." -- Scott O'Neil, Senior Vice President, Team Marketing and Business Operations, National Basketball Association
"To succeed in today's ultracompetitive workplace, it is imperative that you have highly motivated people. "The Carrot Principle" provides managers with an exceptional tool to recognize people for their contributions to your success while outlining a process to perpetuate a culture of recognition throughout your entire organization." -- Corey A. Griffin, Chairman and Chief Executive Officer, The Boston Company Asset Management LLC (A Mellon Financial Company)
""The Carrot Principle" not only shows you why, but also how to use recognition and appreciation. This book, as part of your overall operating strategy, will help in obtaining and maintaining a highly motivated workforce that will drive your business toward success." -- Harry Paul, coauthor of "Fish! A Remarkable Way to Boost Morale and Improve Results" and "Revved! An Incredible Way to Rev Up Your Workplace and Achieve Amazing Results"
About the Author
Adrian Gostick is the New York Times bestselling coauthor of The Best Team Wins, The Carrot Principle, and All In, which are sold in more than fifty countries around the world. He is a founder of the global training firm The Culture Works, with a focus in culture, teamwork, and employee motivation. Learn more at TheCultureWorks.com or CarrotGuys.com.
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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.
The STICK or the CARROT - you [need] to decide and this will help.
While many of these principles seem obvious once you "hear them out loud", I had not considered them so explicitly before reading this book. Seeing them externalized really encourages you to reflect on your existing work relationships. I've already noticed an impact on my teammates after one week; I can't wait to see how far we can go in one month!
[disclaimer: I've only read through chapter 7 of 10. Nonetheless, it's earned my recommendation!]
I was prepared to discount this book to some degree, as I saw recognition as the Type X (extrinsic) motivator that Dan Pink decries in his great book "Drive." The authors make a good case, however for the type and timing of recognition that really is more in line with Pink's premise. Recognition, they argue, needs to be Frequent, Specific and Timely. Bosses can recognize as Altruists (the right thing to do) or Expectors (now you owe me), and the difference in results can be startling.
The authors seek to separate Engagement from Satisfaction (they even include a Johari Window for the four quandrants of high/low combinations), although I have a tendency to seem them as working together. Nonetheless, this book provides some excellent examples (125 in all) of how to recognize employees, as well as a chapter responding to the arguments against recognition.
My best take away from the book was the four questions the authors recommend asking to new employees at the 90 period:
1. Have we lived up to our promises to you?
2. What do you think we do best here?
3. Is there anything you've seen elsewhere that we might use to make our company better?
4. Have we done anything in the past 90 days that would cause you to leave us?