Word: katzenbachs
(lookup in dictionary)
(lookup stats)
Dates: all
Sort By: most recent first
(reverse)
...That's the radical idea behind Why Pride Matters More Than Money, Jon Katzenbach's engaging new book about what motivates employees and what doesn't. A former senior partner and director at McKinsey & Co., Katzenbach runs his own consulting firm in New York City. For this book, he has drawn on hundreds of recent interviews and his 40 years of experience in consulting. What quickly becomes clear is that workers such as Jenkins (most names in the book are fictitious) aren't selfless grinds; they have simply found satisfaction in their work in some personal way. Jenkins thrives...
...Katzenbach strips back the warm fuzzies to get at the telling details. Bartholomew's husband Eddie works for a food distributor that threatens layoffs for those who miss sales quotas, so he has little incentive to do more than meet them. At KFC, however, Jennifer is judged subjectively by her bosses on her commitment to regional restaurant managers. Higher sales often result, but numbers don't define her. Katzenbach writes, "While money may attract and retain people, it is rarely at the heart of what motivates them to excel...
...thinking about how to encourage accomplishments that make a difference to the bottom line and how to tailor incentives to individual employees. After a manager in the Tampa, Fla., office of Aetna, for example, started pizza parties tied to quality measures for rank-and-file workers, backlogs fell sharply. (Katzenbach does note that pay is the best motivator for upper-level executives, whose potential earnings from bonuses and stock options are enormous...
...book would have been richer with more about companies at which the motivation equation is more complex. Katzenbach mentions Enron's bonus-driven culture but does not acknowledge that employees did, for a time, enjoy the pride of working for a well-regarded firm. Might their pride have blinded them to Enron's rotten core? Katzenbach doesn...
...seem fair to a hard worker like him. Within a month, he had moved to another restaurant, where he got to keep every cent he earned. "There seems to have been a fanaticism about getting every last nickel. That was his Achilles' heel," says Marc Feigen, managing partner of Katzenbach Partners, a consulting firm in New York City, who got to know Kozlowski through a business-school leadership program...