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Why Pride Matters More Than Money: The Power of the World's Greatest Motivational Force
by Jon R. Katzenbach
Product Group: Book
Publisher: Crown Business (2003-04-08)
ISBN: 0609610651
EAN: 9780609610657
Dewy Decimal #: 658.314
Hardcover: 224 pages
Edition: 1
Release Date: 2003-04-08
SKU: BX037-070305001
Condition: Used: Good First Edi
Comments: Clean, nice hardcover but missing dj. Very minor wear to cover. Pgs crisp, clean, tight, unmarked.
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Editorial Reviews
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Product Description
The book that turns our understanding of motivation on its head . . . and shows why most companies get it wrong.
There are few people with more experience and accumulated wisdom about the inner workings of business and how people can work together more effectively than Jon Katzenbach. His groundbreaking research has resulted in several important books, including The Wisdom of Teams and Real Change Leaders. Over the past several years he has turned his attention to one of the perennial questions of leaders everywhere: How do I motivate my employees?
Most everyone frets about how to devise schemes that will keep the troops revved up. Conventional wisdom—or at least the practice at most companies—often centers on money as the primary motivating force. Many also rely on intimidation, which like money generally has a short-term impact. But what Katzenbach has found in his research at many organizations is that both of these practices do little to build the long-term sustainability of an organization. For that you need a powerful force that has been—until this point—understood by few managers and implemented by fewer still: pride.
From the front lines to the executive suite, most people are motivated by feelings of accomplishment, approval, and camaraderie. It’s why the best employees strive well beyond performance levels that will yield them higher pay and why most true professionals relentlessly avoid retirement.
Why does Southwest Airlines consistently turn in the highest levels of performance and profitability of any company in the airline business? What can the U.S. Marines teach us about individual commitment that can be used in the for-profit world? How is General Motors overcoming its history of labor-management enmity through the efforts of “pride-builders” from both the union and the management side? By drawing on what he has learned from these and many other organizations, Jon Katzenbach provides a practical program for understanding the role of pride:
• Money is not the motivator most people think it is: Katzenbach shows why pay-for-performance programs by themselves result in employees who focus on self-serving behavior and skin-deep organizational commitment.
• Money tends to be a short-term motivational device and works best during times of growth, but pride works in bad times as well as good.
• Cultivating pride is an investment that yields high returns on workforce performance over time and is not nearly as costly as relying solely on monetary compensation and the turnover risks that accompany a “show me the money” culture.
Katzenbach shares unique insights and specifics about how the best mid-level pride-builders take advantage of the world’s greatest motivational force even in environments as challenging as General Motors and Aetna. He shows how managers at every level are missing a powerful lever if they are not instilling pride as a primary force for building their organization.
Also available as an eBook.
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Customer Reviews
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Good Advice for Motivating People in Difficult Environments
Rating  (5)
Date: 2005-01-19
Every management book has to be considered in light of the need for consultants to avoid offending clients, so at first I had a hard time taking General Motors and Kentucky Fried Chicken seriously as examples of how to motivate workers. BUT...I gave Mr. Katzenbach his chance, and his insights were excellent.
The point of this book is to explain what will motivate people to do their best independent of money. Whether you are a greedy, power hungry executive or a benevolent business leader seeking the happiness of your employees, this book outlines the problems with and approaches to encouraging your workers to do their best. Paying more money isn't a viable option for front-line workers, but encouraging pride in a job well done, team spirit, and a winning tradition cost nothing but effort and sincerity.
As I said, at first it was difficult to understand how GMC could be held up as a role model, but I was missing the point. Mr. Katzenbach is trying to show how good leaders can motivate people even in difficult circumstances, so GMC turns out to be a great place to look for managers succeeding in spite of the environment. The same can be said for why Aetna was used as an example--a company in trouble where some people still moved forward by rallying their troops.
I have seen many of these principles attempted to be used by insincere and manipulative managers with disastrous results (e.g. dramatic downturns in employee morale due to cynicism). If you don't really, really care about your people, you might as well use a whip beause at least they will respect your honesty. I have been a consultant for many years, and take my word for it--executives do not fool the rank and file.
But if you are a leader interested in everyone's welfare, then this book may enlighten you as to what to do. What I particulary liked was the pragmatic orientation of how to make your department or division excel even if the company as a whole was mediocre. Of course, when everyone works hard and becomes hugely productive and successful, don't forget to reward them financially, too!
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Interesting stories, light on research
Rating  (3)
Date: 2004-11-09
3 out of 3 customers found this reveiw helpful
Coincidentally, I read Pride after reading Authentic Happiness, by Martin Seligman. Pride was filled with stories of various interest highlighting why money isn't always the compelling motivator. While I could relate to many of the examples, I was annoyed with his declarative conclusions based on those anecdotes. Seligman's book, on the other hand, was replete with descriptions of studies relating to the value (and power) of positive emotions (aka happiness). Applying what I learned from Seligman, I found Katzenbach more credible. (And Katzenbach will probably sound more credible in the business environment.)
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Fine Sentiment -- but not matched by the books contents
Rating  (1)
Date: 2003-10-30
8 out of 10 customers found this reveiw helpful
This was a strange book. I'd read Katzenbach's 'Wisdom of Teams' many years ago and really enjoyed it. But I didn't enjoy this book.I wholeheartedly embrace the sentiments expressed on the flyleaf, such as "pride in one's work ... and in the sense of accomplishment, camaraderie and emotional attachment that comes with it is the key to success ..." But what did I actually 'learn' from this book that I could take away and use, to change myself or to share with others? The answer is -- nothing. Contrary to the flyleaf, I found it neither "inspirational" nor "practical", just 'light'. Maybe the 19-page Introduction should have served as a warning, but there was just no substance to the book. If a College Student had turned this in as a paper, then I would have accused them of stringing together a number of disparate stories, but never once did it actually come to any conclusion as to 'why', 'what' or 'how'? It just relies on the innate 'sensibility' that "show me the money" isn't the answer, but it didn't explain to me what 'is' the answer.
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Living Your Values Will Motivate You More Than Added Money
Rating  (4)
Date: 2003-08-13
12 out of 12 customers found this reveiw helpful
The title of this book put me off. Why did I want to learn about how appealing to peoples' pride compared to paying them more? When I got into the book, I was pleasantly surprised to find out that the subject is how living in accordance with your values is more motivational than being paid more. I would have read the book much sooner if I had realized that. The basic point is that focusing on money as a motivational tool causes game-playing where the individual and the organization are pitted against one another. Where the organization and the individual see themselves as living the same values, constructive, mutually supportive behavior follows. The book has an extensive discussion of what the author learned from his mother and from Marvin Davis, former head of McKinsey & Company. That part could have been a lot shorter. I was intrigued to read in detail what the author feels is important about Marine training. Many books refer to Marines as having good values, but assume that the reader already has mastered the subject. I found the approach described here to be revealing and helpful. Many who are stuck in organizations that are not doing well and have limited options will find the examples from General Motors to be valuable for seeing how the desire to do a good job can overcome many obstacles. Like a team that has had a good meeting of the minds at half-time, you can come back to take on all comers before the game is over. It's very fine material. Unless you like to read lots of cases, how to implement the book's lessons is summarized nicely in an article-length epilogue beginning on page 181. If you already agree with the author's premise, you can start reading there and save a lot of time. Where else in life are values important? How can you help bring them out in a positive way?
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PRIDE is cheaper than money
Rating (4)
Date: 2003-07-01
6 out of 8 customers found this reveiw helpful
The author does acknowledge the influence of money in motivating people in the US economy. But only for self-serving pride. He says "feelings of pride based upon self-serving or materialistic gains are short-term, transient, and risky..." Money by itself doesn't create pride in the institution. He cites examples with The Home Depot, US Marine Corps and Southwest Airlines and how they create pride in their organizations. Read the five paths offered and a starter list for pride-building when seeking a process to instill greater institution-pride. According to the author, "the secret to success is applying the discipline and focus required to sustain institution-building pride among those employees who make a competitive difference to you." If you think it's all common sense to create pride, why do many organizations try to spend their way to success? Read the last page of the book first. Great story about an organization with lots of pride for 227 years [Semper Fi].
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