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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 – Illustrated, April 7, 2009
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Since its original publication in 2007, the New York Times bestseller The Carrot Principle has received rave reviews in The Wall Street Journal, Fortune, and The New York Times, and has helped a host of managers to energize their teams, and companies to dramatically boost their business results. The book was even adopted by the prestigious FranklinCovey International training and consulting group for its leadership training. This updated edition couldn't come at a better time, as the economic downturn requires us all to come up with creative and cost-effective ways to stimulate growth and productivity.
Revealing the groundbreaking results of one of the most in-depth management studies ever undertaken, The Carrot Principle shows definitively that the central characteristic of the most successful managers is that they provide their employees with frequent and effective recognition. With independent results from HealthStream Research, and analysis by bestselling leadership experts Adrian Gostick and Chester Elton, this breakthrough study of 200,000 people over ten years found dramatically greater business results when managers offered constructive praise and meaningful rewards in ways that powerfully motivated employees to excel. These managers lead with carrots, not sticks, and in doing so achieve higher:
-Productivity
-Engagement
-Retention
In a new chapter, Gostick and Elton report on the results of an extensive study, conducted by leading research authority Towers Perrin, that confirms the extraordinary effectiveness of the Carrot Principle approach all around the globe.
Drawing on case studies from leading companies including Disney, DHL, KPMG, and Pepsi Bottling Group, Gostick and Elton show how the key to recognition done right is combining it with four other core traits of effective leadership. Gostick and Elton walk readers through exactly how to use the simple but powerful methods they have discovered all great managers use to provide their employees with this effective recognition, which can be learned easily and will produce immediate results.
Great recognition can be done in a matter of moments—and it doesn't take budget-busting amounts of money. Following these simple steps will make you a high-performance leader and take your team to a new level of achievement.
- Print length256 pages
- LanguageEnglish
- PublisherFree Press
- Publication dateApril 7, 2009
- Dimensions5.5 x 1 x 8.44 inches
- ISBN-101439149178
- ISBN-13978-1439149171
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Editorial Reviews
Review
""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"
""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
"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
"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)
About the Author
Chester Elton is coauthor of The Best Team Wins, The Carrot Principle, and All In, a popular lecturer, and an influential voice in global workplace trends. He is a founder of The Culture Works and advises the leadership teams of numerous Fortune 500 firms on cultural and teamwork issues. Learn more at TheCultureWorks.com or CarrotGuys.com.
Excerpt. © Reprinted by permission. All rights reserved.
The Carrot Principle
How the Best Managers Use Recognition to Engage Their People, Retain Talent, and Accelerate PerformanceBy Adrian GostickFree Press
Copyright © 2009 Adrian GostickAll right reserved.
ISBN: 9781439149171
INTRODUCTION TO THEREVISED EDITION
We were gratified to see The Carrot Principle catch fire when it was first published in 2007. Readers responded to the fact that the book offers scientific proof of the power of recognition -- providing more than just the case studies and the 'how to's' we presented in our previous books. We were also pleased to see the idea receive positive press in venerable business publications such as The Wall Street Journal, The New York Times, and Fortune.
The book has now been translated into twenty languages and has sold strongly globally. But what we find most gratifying is to know that, in this economic downturn, the Carrot philosophy has never been more relevant. It has been incorporated into thousands of organizations worldwide by leaders who realize they will make their organizations stronger, more productive and profitable if they focus on their employees and acknowledge their great work. These executives are testifying to the results their companies are seeing.
Michele Cox of the large health care provider Quest Diagnostics recently shared the positive improvement her organization has seen in employee engagement, and spoke about how well their managers have responded to training in the Carrot approach. "We are a large company with 2,000 locations and 40,000 employees, and our key focus is in reducing turnover and increasing engagement. We made the switch from cash awards to gifts and instituted training, starting with just one hour of recognition training for our managers. They wanted more. Recognition has really begun to integrate into our culture and engagement is increasing by the minute."
Mark Servodidio, executive vice president for Avis Budget Group, reported that the training his company has done in the Carrot philosophy has also paid off. He explained that, for each point Avis can reduce employee turnover, the company saves $3 million. Mark pointed out that the company has found that its locations with the highest employee engagement scores have the lowest employee turnover. "And our top performing locations," he said, "have seen an increase of almost 200 percent in the use of our recognition program since 2004."
Recently we were thrilled to pique the attention of one of the world's foremost leadership training companies, FranklinCovey, which in 2008 adopted The Carrot Principle book and course in their global training network.
And yet several years ago, as we stood at the back of an empty hotel ballroom in New York City, we honestly didn't know how the Carrot idea would be received.
The Public Unveiling
That September night we paced behind the rows of meticulously aligned chairs. We didn't speak to each other although we had a thousand questions in our minds. The next morning would be our inaugural Carrot Culture Summit. We had invited executives from some of the largest and most powerful corporations in the world to attend. We had no idea whether anybody would show up, and even if they did, whether they would be willing to share the positive experiences they'd had with the Carrot books. Our goal was to create an environment of peers at a senior management level, sharing and interacting on subjects of employee recognition. There was the very real possibility that the whole idea was a big mistake. Maybe we should remove a few rows ofchairs, we thought.
The next morning as the Carrot Culture Summit began, the ballroom was packed. As we scurried to find extra chairs, we sensed a buzz in the room, an enthusiasm for these ideas that surprised us. The attendees took their turns addressing the summit with the results they were witnessing in their organizations. The message and tools presented in the Carrot books had struck a resonant cord with them -- a message that was changing the management of these corporations.
Over the past few years we have been pleased to see the attendance at these annual Carrot Culture Summits soar, where hundreds of CEOs, COOs, senior leaders, executives, and vice presidents of organizations share with their peers how recognition has changed their culture and strengthened their managers' ability to lead.
Yet despite the growing popularity of the Carrot movement and the strong results some companies are seeing, we know there are many more companies and managers out there who have not yet adopted the approach. Our biggest frustration is that we continue to encounter managers who think they are too busy to recognize, who think this is a soft business skill that doesn't pay dividends, or who simply don't believe recognition will work with their employees in their unique culture.
Even when presented with the considerable evidence of the improvements in business results that using the Carrot approach brings about -- results presented in detail in this book -- many managers remain hesitant. A recent study we conducted showed that a staggering 74 percent of leaders worldwide still don't practice recognition with their employees.
The reasons respondents gave for their reluctance fell into four categories, with roughly the same number of managers in each group:
- Positives 26 percent. Those who believe in recognizingemployees and do it with or without the company'spermission.
- Fearful 20 percent. Those who instinctively lean towardrecognition but are apprehensive of acting withoutpermission from upper management.
- Controllers 22 percent. Those who might be inclinedto recognize employees but who resist because of theiroverly analytical natures -- nervous of the imprecise aspectsof recognition such as inequity or jealousies.
- Negatives 32 percent. Those who do not believe at allin recognition, many vehemently opposing it on thebasis that it is a waste of time.
The study offered more proof, however, that the managers who do practice recognition get better results. Those who had positive views enjoyed the highest employee trust levels and have the most productive teams, and those with negative views were the most unproductive managers with the smallest number of engaged employees. They also had the lowest trust and communication ratings from their employees.
If this book is for anyone, it is for that 74 percent of managers who still have not embraced the power of recognition. In these pages we address some of the most common questions we've had from business people about whether or not recognition really works, and have included a new chapter on one of the biggest questions: whether it is as effective with employees around the rest of the world as it is in North America. In that chapter we report on the results of a global study we commissioned from global professional services firm Towers Perrin, showing that, yes, the impact of recognition is truly as effective in Europe, Asia, South America, Australia, and the Middle East as it is in America. It's not industry, career-level, or even culturally specific; it works powerfully with any person or group, anywhere on earth.
And, since this book can contain only a portion of what we've learned over the years, we have also created a wealth of material online at carrots.com/resources. These free downloadable items include a white paper that succinctly outlines the business benefits of recognition for senior leaders, audio interviews on how-to recognize from some of the world's most successful CEOs, 52 more day-to-day recognition ideas -- added to the 125 presented in the book -- and a few surprises.
Thriving in Hard Times
In any turbulent time, it is more important than ever for managers to make use of the powerful tool of recognition. It has never been more vital to engage our employees and recognize their efforts, which, as the data we present in this book shows, is the single most powerful means of retaining the best employees and making all of your people as productive as they need to be to grow market share.
If those are your goals, we urge you to read on. We assure you that, as so many others who have read this book and implemented its advice have attested to, The Carrot Principle will produce dramatic results in your organization.
January 2009
Copyright © 2007, 2009 by O.C. Tanner Company
Continues...
Excerpted from The Carrot Principle by Adrian Gostick Copyright © 2009 by Adrian Gostick. Excerpted by permission.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Product details
- Publisher : Free Press; Reissue edition (April 7, 2009)
- Language : English
- Hardcover : 256 pages
- ISBN-10 : 1439149178
- ISBN-13 : 978-1439149171
- Item Weight : 1.16 pounds
- Dimensions : 5.5 x 1 x 8.44 inches
- Best Sellers Rank: #274,192 in Books (See Top 100 in Books)
- #960 in Communication Skills
- #2,279 in Business Management (Books)
- #3,068 in Leadership & Motivation
- Customer Reviews:
About the authors
Discover more of the author’s books, see similar authors, read author blogs and more
Discover more of the author’s books, see similar authors, read author blogs and more
Chester Elton, Author, Executive Coach, Keynote Speaker
Develop an All In Culture and Engage Your People
How do today’s best leaders accelerate business results? By engaging their employees to execute on strategy, vision, and values. Chester Elton has spent two decades helping clients engage their employees in organizational strategy, vision and values. In his inspiring and always entertaining talks, Elton provides real solutions for leaders looking to build culture, manage change and drive innovation. His work is supported by research with more than a million working adults across the globe, revealing the proven secrets behind high performance cultures and teams.
Elton is co-founder of The Culture Works, a global training company, and author of multiple award winning, #1 New York Times, USA Today and Wall Street Journal bestsellers, All In, The Carrot Principle and Leading with Gratitude. His books have been translated into 30 languages and have sold more than 1.5 million copies.
He has been called “fascinating” by Fortune and “creative and refreshing” by The New York Times. Elton has appeared on NBC’s Today Show, CBS 60 Minutes, and is often quoted in Fast Company, Newsweek and the Wall Street Journal.
In 2019 Global Gurus research organization ranked Chester #11 among the world’s top leadership experts and #8 among the world’s top organizational culture experts. The Employee Engagement Awards 2019 named him a Top 101 Global Employee Engagement Influencer; and Engagedly named him Top HR Influencer of 2019. He is a member of Marshall Goldsmith’s #MG100 Global Coaches, member of the Fast Company Impact Council, and serves as a board member for Camp Corral, a non-profit for the children of wounded and fallen military heroes.
Some of Elton’s clients include globally recognized organizations, GE, Hard Rock Café, and Novartis. And as an executive coach, he has helped high potential leaders at American Express, Cubic, and The World Bank.
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The math is simple, you do what the book recommends and things get better. Productivity increases, employee morale goes up and over all success is achieved! Dont get me wrong, it is not easy and the book clearly explains that, yet possible and a very smart thing to do. I give this book 5 stars because it has changed my outlook on life, at work and at home.
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.
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?
This fast read refreshes your mindset to LOOK for the positive in people.