Notes on carrot principle

The missing part of the first chapter

Almost a stumbling block, need an accelerator.

The four elements of leadership are well done, which can almost give full play to the ability of employees, but there is another component that can stimulate the potential of employees to the greatest extent, and that is the accelerator. Appreciation is a lack of accelerator, appreciation is a carrot. As long as employees know that their efforts are appreciated and recognized, they will work harder!

Note that appreciation is an accelerator, but it is necessary to do a good job in leadership, performance culture and values, and then accelerate it through appreciation to achieve better results.

The role of money is not so obvious. When employees choose to work in the company, they have already recognized the salary, and the reward amount cannot be very large, and the difference between different people is very small, which is easy to be forgotten. So it is more effective to provide carrots. Provide an atmosphere where hard work can be appreciated and recognized, and provide opportunities for learning and development.

Effective appreciation can achieve the following effects at low cost: improving employee satisfaction, reducing turnover rate, improving work performance and effectively accelerating leadership.

Appreciation is positively related to the return on investment. Performance management is also positively related to the return on investment.

Chapter II The four elements of leadership are the basis of appreciation.

Appreciation is the catalyst and accelerator. Appreciation must be based on a certain foundation, four elements of leadership. For example, if you want to win the world championship, you must have innate talent, keep exercising, and you can't just admire it. If you don't have the four elements of leadership, your praise will probably not be accepted by employees. For example, if an untrusted leader appreciates you, will his trust be improved?

First of all, there must be four elements of leadership. Without these four elements, managers are obviously inefficient. Have the four elements of leadership, and then accelerate each element with appreciation. The profitability of the team and the company has been fundamentally improved.

1. Set goals

Let employees know our mission clearly, improve their work cognition, understand clear goals, realize the importance and goals of work, and change their attitude towards work. The task is still the original task, but its importance in the minds of employees has changed greatly.

Let employees know the goal, which can be quantified and feasible.

We should also know how to implement the important mission in everyone's daily work. To turn corporate goals into personal goals, appreciation is the converter to turn mission into employees' daily behavior.

Method:

Establish values and team culture that are responsible for actively keeping promises. After the values are formulated, they should not be shelved, but should be implemented in practice, encourage behaviors that conform to values, and take timely measures to deal with behaviors that violate values. Appreciate an employee every day. Listen to employees' suggestions for improvement and implement them. Reward the behavior of admitting mistakes and taking responsibility. Celebrate valuable mistakes.

Setting goals is highly correlated with employee satisfaction.

* * * The mission is the destination, and the goal leads you there. As long as a clear goal is set, employees will try their best to achieve it. ***

2. Honest communication allows employees to understand the company's target strategy.

Not letting employees know is an important reason for employee dissatisfaction. Let employees know the company strategy, give trust to employees' ability, and let every employee's brain work so as not to waste it.

Communicate our mission, goals and strategies.

* * Let go, trust, authorize and let it take responsibility. **

Method:

First set values and goals, discuss problems, discuss rumors, and talk about details. Don't just give orders, staying in the office is not as important as communication. Involve all employees and pay attention to their suggestions.

Build trust

When employees think that managers really think of him, they will be inspired to do their best to work for the company and create the greatest achievements.

Method:

The easiest way is to leave the office and mingle with the employees. Let's have dinner together first.

shoulder the responsibility

We should take our own responsibility, we don't make excuses, we are not perfect, every organization will make mistakes, and we should be brave enough to take responsibility. Responsibility means that we must keep our promises to customers, and we should spare no effort to ensure that customers get the performance they expect.

Method:

One way to make people responsible and correct is to balance, so that we can see not only the failure of employees, but also the success of employees. The staff said that when I made achievements, 99% of them were not seen, and when I made mistakes, 100% was found.

Because innovation and experiment need protection and encouragement, innovation is bound to make mistakes. We should praise the mistakes of innovation. Reward admitting mistakes.

Encourage adventure, there is no need to pursue perfection.

Appreciation is often meaningful and can strengthen the sense of responsibility.

Chapter III Four Elements of Accelerating Leadership with Appreciation

1. Speed up setting goals with gratitude.

It is to implement some incentive measures to bring employees closer to organizational goals. Correcting group behavior in a positive way, rather than directly pointing out performance defects. Positive feedback increases competence, while negative feedback weakens it. Encourage more, reward more and criticize less.

Publicly appreciate and display values and encourage others to follow suit.

Setting clear goals can make employees passionate about their work, but they must really feel their progress, otherwise their passion will begin to weaken.

Set up a special appreciation team to appreciate those behaviors that conform to values.

The notorious suggestion box has no effect at all If you don't set a clear goal, it is likely to reward behaviors outside the scope of work and send the wrong message.

2. Appreciate accelerating communication

How to convey important information and ensure that every employee can see it. E-mail, meetings, internal websites, bulletin boards. Neither. Such communication rarely really changes employees' behavior.

It should be conveyed in person one by one. We communicate with many people, but we must try our best to convey it to specific individuals. The most effective way to communicate with you constantly, in detail and in time is appreciation.

Mission, goal, most people don't understand at all, but they are not stupid, they are just not interested.

Appreciation is a universal converter. Said the same thing, but the result surprised you. Appreciation can turn high-level goals into clear and easy-to-implement daily activities of employees.

Find excellent behavior, praise it in time, tell employees that his behavior is good and in line with values, thank you deeply, and then reward it in time. Like movie tickets.

This personal appreciation, in a few seconds, conveyed the message of values to everyone in an unforgettable way. If I do this in front of a group of employees, others will think I want to do the same. Isn't this more strategic than a values manual or posting banners?

Appreciation at the meeting will increase communication and strengthen values and behavior norms. This kind of influence far exceeds the effect that a speech can achieve. This is the best speech that the leader has never made. A good grasp of the interests of each employee, everyone is very focused.

3. Appreciate the acceleration of confidence building.

Thank you for letting employees know that you have not buried their credit. We are all willing to respect and attach importance to employees' work. Appreciate the act of putting values into practice. Let employees have a sense of belonging and trust.

Reward more souvenirs

4. Appreciate the acceleration of giving responsibility

Responsibility is regarded as a negative number, and when you add appreciation, it becomes a very powerful positive number.

Whenever employees make progress, they must be appreciated, especially the progress they have made through hard work, pressure and time.

To work hard for shortcomings, we must first be responsible for our achievements, which is only fair.

Chapter four, be an altruistic manager, not an expected manager.

Appreciation is ineffective, it must be in a bad way. For example, putting up posters and admiring cheap cups simply won't work.

That shouldn't be the real appreciation of this book.

Effective appreciation should be strategic, timely and frequent, and the most important thing is humanization. More effective than putting up posters.

Expect appreciation as a bargaining weight, and expect employees to work hard.

Equal appreciation shows a lack of understanding of employees' motives, so it lacks due inspiration and encouragement. I hope to see something new. Altruists appreciate considering more personal motives, treating employees as individuals, treating them as teammates and partners, and sharing trust.

To learn to be a famous manager, we must think about what our employees need. Consider employee needs, internal sense of accomplishment, and the potential to stimulate work attitude. The motivation of employees' work is not external motivation, but internal independence and sense of accomplishment. By stimulating personal hope and work attitude, employees can be motivated to realize their potential. Maslow model, employees need a sense of belonging, and the importance and value of employees are recognized by superiors.

Employee needs: survival needs, feelings at work and appreciation.

Use praise to affirm achievements and prove others' trust, recognition and respect.

Expectant managers are transformed into altruistic managers. Need to help employees achieve all work-life achievements. Work and life win-win. Work and life achievements are balanced with work and life and should not be confused.

Rational leadership and emotional leadership are more emotional management methods. Establish emotional connection with employees. In order to be more efficient and highly involved. Rational management is a trading relationship.

Emotional managers are more effective than rational managers. Know that employees have self-realization needs, pursue many goals in their work and life, and help them achieve them. Reasonable workload, develop skills, improve skills, and help them achieve multiple goals of self-realization and life.

Identifying potential is the road to leadership. Rewarding leaders only after seeing the results must change from paying attention to the material output of employees to paying more attention to the impact of their contributions on the whole company, which means that you must understand employees and learn to appreciate them according to everyone's situation. (I don't understand what it means))

Chapter five, creating carrot culture.

I can do anything as long as I work hard. Employees can do anything.

Let employees see and appreciate, and appreciation is tailored.

Become one of the few leaders who can use praise.

Feeling valued, opportunities for growth and appreciation. Encourage hard work.

The next chapter describes how to improve the relevance and effectiveness when applying the carrot principle.

Measure the gap in two dimensions. Participation and satisfaction.

Chapter six, did they participate? Are they satisfied? Measurement gap

Highly dedicated employees have created the brand image of the company and put the values into action. But if you are not satisfied, you will leave.

High satisfaction, but low participation, satisfied and unwilling to innovate.

Therefore, both dimensions must be available.

Several indicators that affect participation and satisfaction are exactly the four elements of leadership.

How to measure participation? Questionnaire.

How to conduct a work attitude survey? Census can mobilize enthusiasm, protect privacy, maintain a high response rate and use appropriate benchmarks (spend money where you can get the most benefits, such as improving satisfaction and participation, rather than trying to improve parking conditions).

Carrot principle cycle diagram, continuous improvement. Benchmarking management is only one step in the process of continuous improvement. Investigate the current situation, then improve the four elements of leadership, and then celebrate the employees' successful appreciation of the accelerator. Then a new round of investigation and research.

DHL has created an ideal effect centered on employee participation through the appreciation plan.

The manager of the carrot principle can establish employee participation and satisfaction by answering three questions.

What is the most important thing here?

So I can be different?

What makes me different? This question is very important for motivating team members.

Chapter VII

Many companies don't spend their energy on improving the four elements of leadership and appreciating accelerators, but turn to methods that rarely work, invest in advertising, and introduce mission statements and values statements. Management is as simple as putting up a poster.

Not everyone can implement their own values well, but most people can improve their participation and satisfaction after training.

The biggest obstacle to creating the carrot principle is the empty value statement, not the employees. Corporate culture must be deeply rooted in people's hearts, not written on paper, pasted on the wall, and then hopefully deceived employees to practice. It is necessary to set a clear vision and reward correct behavior, and put forward to strengthen the core values of the organization.

A good case, a case in which I was responsible for delivering plasma to DHL Express Company. More effective than advertising. Leo could have given the question to someone else, but he didn't. He is creating a culture of taking responsibility and trying to solve problems when they happen.

After the establishment of carrot culture, continue to strengthen values and goals with appreciation.

The value of culture

The company is a computer culture and an operating system.

Hold a celebration

Chapter VII

The main responsibility of a leader is to establish a celebration culture and organize celebration activities constantly, not just after great success.

Unfortunately, the reality is just the opposite. Excellence is only the expectation of the organization, and there is no return. It is just a simple and rude treatment when facing difficulties.

Appreciation module

Let employees enjoy rich and meaningful appreciation every time.

Four forms of appreciation:

Daily praise: Timely, specific, frequent and general praise is meaningless.

Excellent appreciation: appreciation should be VIP.

Values: that is, there are outstanding behaviors that are closely combined with the company's values rather than the best efforts. Appreciation is awarded to those: creativity to improve performance, outstanding behavior related to core values and sales.

Impact: The value of reward is equivalent to the impact of achievement, at least it should be symbolic. There are several appreciation levels. The quality of nominations to be rewarded must be guaranteed, otherwise the influence will depreciate.

Keep in mind the VIP principles: value, influence and personalization. Combine appreciation with company goals to organize value. Explain the problem and background, function, influence, result and contribution clearly.

Personalized customization: personalized prizes, personalized award forms, and better formal ceremonies.

Professional appreciation

Event celebration

Chapter 8 Why don't you appreciate it?

Red-eyed jealousy

It is easy to leak.

Praise and criticism should be separated. Don't say but yes, there is still room for improvement, otherwise employees will only remember but.

Don't be such a leader, the employee will say, he will only complain and can't see all the achievements I have made.

Afraid of being too easy-going, afraid that employees will not obey themselves, and afraid of dismissing picky employees, do you really think that employees will work hard because you are above others? Employees are not stupid. Only managers who care about employees will employees work hard.