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Rating: 
Summary: Interesting stories, light on research
Review: 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.)
Rating: 
Summary: Good Advice for Motivating People in Difficult Environments
Review: 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!
Rating: 
Summary: PRIDE is cheaper than money
Review: 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].
Rating:
Summary: PRIDE is cheaper than money
Review: 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].
Rating:
Summary: PRIDE is cheaper than money
Review: 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].
Rating:
Summary: Living Your Values Will Motivate You More Than Added Money
Review: 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?
Rating:
Summary: Living Your Values Will Motivate You More Than Added Money
Review: 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?
Rating: 
Summary: Fine Sentiment -- but not matched by the books contents
Review: 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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