Incentives: The Carrot Factor

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Career Guide » Job Seekers » Career Development

The Carrot Factor
by: Adrian Gostick and Chester Elton

The ability to recognise the power of incentives and harness their value doesn't come to everyone. Certainly not to managers, as Adrian Gostick (communications director for O.C. Tanner Recognition Co.) and Chester Elton write in their new book, The 24-Carrot Manager (Gibbs Smith). In the following excerpt, the authors discuss the most common misconceptions managers have about incentives and rewards.

Giving your first carrot to an employee might make you feel a bit out of place. And actually, that's good. It means you're gaining ground. The truth is, most managers are seriously out of practice in presenting employee rewards and recognition. And that's too bad, because managers are the only ones who can. Research shows that people accept praise and direction significantly better from their immediate supervisor than from a senior leader who they may see a couple of times a month. Unfortunately, few managers clear time on their plate for recognition.

When we consult with an organisation, we typically ask: 'What percent of your managers would you say effectively recognise and reward their people?' No matter the industry, just about every client answers: 'Probably between 10 and 20 percent.' To effectively manage people, you must give a piece of yourself. You must truly listen, encourage, and be an important part of your employee's work experience.

Why don't more managers recognise their people? We hear a lot of reasons. Here are the most common:

I don't want to get to familiar with my employees. Some managers worry that if they are too supportive, too warm and fuzzy, it'll be hard to dispense discipline when needed, or employees will lose respect for them. Our typical response is: 'Are you kidding? Do you think that your people will really work harder for someone who is distant and aloof?' Research shows that people work best for managers who seem to care about them and are attentive to their needs. Our question: Why was that research even necessary?

What's in it for me? Some managers still wonder about the payoffs of rewards and recognition. According to the largest study ever conducted on workplace satisfaction, recognition and rewards are core essentials of work teams that have high employee productivity, great customer satisfaction and low turnover. In other words, recognition and rewards are not just corporate niceties. It's just about impossible to get great results without consistent, meaningful recognition.

I don't have time. We don't doubt that managers are busy. With increased workloads and the decline in support staffs, it seems that today we all have three or four jobs (for which we receive just one paycheck). But recognition should not take an inordinate amount of your time. The authors of this book each manage teams of six or more people; but we take time out to recognise employees because it leads to higher productivity, better workplaces and, as corny as it sounds, it really is the right thing to do.

I don't want to play favourites. Some managers are worried about creating 'fair-haired boys' on their teams or leaving someone out. Some managers decide instead to 'recognise everyone' as a group. This is misguided leadership. These managers not only end up alienating the stars who make a difference, but reinforcing the behaviour of their average and poor performers. Instead of serving up mass-produced, generic-label carrots to your work group, try this: Put together a chart of all your people and recognise one person in each weekly staff meeting until you have publicly recognised them all. Don't just recognise for 'overall greatness' (we talk more about this in our book) but for specific behaviours that are important to your organisation. When you start recognizing, you'll be amazed at how easy it is and how nobody feels left out.

They'll be suspicious of my motives. Some leaders who have tried recognition complain that one or two of their people think they are insincere when they offer praise or rewards. Often we find that the way recognition is handled is a large part of the problem. We teach the managers to make recognition events more timely, and to add specific praise with stories, and remarkably the problem evaporates. In fact, there are ways to correct most recognition difficulties with the general ideas we give in our book. Still, we admit that there is a small percentage of the human race who refuse to be satisfied, no matter how sunny their boss may be treating them. As harsh as it sounds, at some point you must determine if these people are harming your efforts as a manager and if they really fit in with your team's culture.

The activity will lose meaning. We often ask managers this question: 'Do you tell your wife you love her (your husband you love him)?' They usually answer in the positive. We then say, 'And you probably say it just about every day.' They nod again. We then ask, 'Why?' The managers typically say: 'Because she (he) wants to hear it.' And before the words are out of the managers' mouths, the light goes on. As employees, most of us can never receive enough sincere recognition. It never seems to lose meaning.

They'll take advantage of me. Oh, brother. Next objection.

Other managers aren't doing it. Exactly our point. And just look where it gets them.

They'll ask for more money. Actually, just the opposite. According to workplace studies, employees who are satisfied and appreciated are less likely to keep asking for more money.

They'll expect more recognition. Yes, they will. Employees ear up carrots. When recognition is provided regularly, people will stick around a company for seconds -and thirds- all the while turning out increasingly better results. And this is a problem? The old saying, 'You reap what you sow,' is truer today than ever before. Give employees the recognition they want - and they'll produce the results you need.

About The Author

This article is written by Adrian Gostick (communications director for O.C. Tanner Recognition Co.) and Chester Elton. This article is an excerpt from their book, The 24-Carrot Manager.

Career Development
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•	Why Manage Your Career?
•	Prepare your Performance Review Before you Start the Job
•	Avoiding the Autopilot Syndrome
•	Develop Your Career Mission Statement
•	Another 10 Tips To Help You Make A Good First Impression
•	Setting Goals & Targets
•	Simple Tips To Relieve Stress In Your Work Day
•	10 Tips To Help You Make A Good First Impression
•	15 Tips For Thriving in a Cubicle Environment
•	Assessing Your Current Situation
•	Steps to Creating Senior Executive Buy-in
•	The Future: The Changing Face Of The Workplace
•	How To Fall In Love With Your Job All Over Again
•	Managing Stress
	» more articles...

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