When you look at the landscaping around your church building, do you see the handiwork of a heart devoted to God and obeying his call to excellence? Or do you look at the weed-infested gravel, dead flowers, and overgrown bushes, and "extend mercy" to the person that's been tending the grounds for the past 20 years?

In The Carrot Principle (Free Press, 2007), authors Gostick and Elton contend that sub-par work in an organization exists in part because excellence is not publicly recognized. Recognition can convert high-level goals into clear, everyday activities that staff can execute with pride. I highly recommend reading this book, whether you lead a small group, pastor a church, or manage a corporate department.

The trust factor

When you publicly recognize someone for a contribution, everyone watching the presentation realizes they can trust you to share credit. They believe you value others higher than yourself, and you're willing to sing someone else's praises from the rooftop.

The frequent act of recognition also bonds individual team members to you and each other.  A specific, sincere compliment reaches employees on an emotional level that no other form of business communication can.  It is both professional and personal, resulting in closer employee-manager relationships, greater respect, and a sense of team fairness.

What employees think

The authors give us a glimpse into the thoughts of a recognized team member: "I feel a need to live worthy of the recognition I've earned.  I cannot sit at my desk and look at the memento of my recognition and not work that much harder to live up to the ideals and expectations associated with it."

Who wouldn't want their staff thinking that every day?

The authors suggest saying something like this when giving the lauded team member his or her award: "Every time you look at this award, I hope you'll be reminded of the importance of the work you do and your growing role in making us a better company today than we were yesterday."

What (and how) to reward

Rather than hand out awards for general good work, leaders should reinforce a short list of company values and goals.   If a company values speed and prompt customer service, it rewards employees who provide quick responses, knowledgeable care, and customer heroics.  If a goal is accuracy, it rewards employees who perform with minimal margins of error.

The best reward is always personal and tailored to employee interests and lifestyle, given by a manager who cares enough to find out what motivates each individual.  Managers who invest in choosing relevant awards suddenly find themselves becoming much more relevant as well.

A way to "pay" volunteers

To motivate your volunteers in their sometimes thankless jobs, the solution is simple: thank them. Reward them publicly. Throw them appreciation banquets. Every year at my church (Southeast Christian in Louisville, Ky.), hundreds of volunteers gather for an encouragement dinner with speakers from church staff, including the senior pastor, Dave Stone. Everyone gets revved up for another of serving.

What are you doing to recognize your staff and volunteers? Maybe it's time to throw them some carrots.