Contented Cows Still Give Better Milk: The Plain Truth about Employee Engagement and Your Bottom Line (2nd Edition)
Bill Catlette, Richard Hadden
Format: PDF / Kindle (mobi) / ePub
How to foster happier employees for a healthier bottom line
Managers could learn a lot from a message echoed by generations of dairy farmers: "Contented cows give better milk." This book is not, repeat, not a management tome. In this fully revised and expanded edition to a book which absolutely, positively makes the case that treating people right is one of the best things any business can do for its bottom line, Contented Cows Still Give Better Milk offers sound, practical advice for those who know that their reputation as an employer is as important as bandwidth.
Offers updated case studies and new examples from on-site research in a number of real organizations, as well as inspiring examples of companies that know how to do it right . . . and few that didn't
Fad-free prescriptive advice informed by the authors' combined four-plus decades of training and consulting with thousands of managers and employees, conducting employee engagement surveys, and translating the attendant learning to management audiences in a form they can appreciate and use
Coauthor Bill Catlette's Bottom Line Leadership Seminar has helped thousands of managers become more effective leaders
Direct from the horse's . . . actually cow's mouth, this fully revised and expanded second edition will teach readers that having a focused, engaged, and capably led workforce is one of the best things any organization can do for its bottom line.
period. 5. The argument is for capitalism, not cynicism or humanism. * Authors’ note: Assuming the reader to be indifferent when it comes to details of our personal lives, we have generally refrained from inserting ourselves into the narrative by not attributing anecdotes to either one of us. It suffices to say that regardless of a story’s pedigree, we both agree on the lesson drawn from it. Notes 1. “Levi’s: As Ye Sew, so Shall Ye Reap,” Fortune, May 12, 1997, 106. 2. Cliff Hanley,
going to have to sleep on the floor and stand up a lot for a few weeks, he decided to intervene. The manager immediately called a furniture rental company and arranged to have everything the MacNairs needed delivered to their home the next day. MacNair told us, “When I say everything, I mean EVERYTHING,” including plants and pictures of people the MacNairs didn’t even know, to hang on the walls. MacNair and his wife were completely overwhelmed, and both instantly became, as he put it, “The
with everybody else and do it with less commotion and unpleasantness than if it had happened on a case-by-case basis. But the big brooms are becoming silent. There aren’t too many companies left with a need to undergo the kind of radical restructuring we’ve seen over the past decade. Given the heightened importance of everyone on our payroll, we simply must do a much better job of facing up to performance issues. Appraisal and the whole performance improvement process remain of paramount
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