Using Carrots and Sticks

Nicholas Christian Hill

Okay. May I note your comment about the need to bribe people who are ‘towards’ oriented? Because we have worked together, I know you are not referring to ‘bribe’ in the literal sense. Instead, you are applying an extrinsic incentive in this example and polarising the language. Some managers I train talk about using an ethical bribe with their team members. However, this is a misnomer. A reward is payment for expended resources, whereas a bribe is payment for unethical conduct. My definition is that a reward is receiving recompense for doing something you would not usually want to do. Accepting a bribe, by contrast, means receiving recompense for doing something you should not do. The former is perfectly acceptable as a means to get people to do what you want, whilst the latter has profound ethical implications. Referring back to my 2006 trainer training, you introduced the 4MAT model, used by teachers and trainers alike to present a concept and achieve a positive reception. I continue to use it for all training delivery and even teach in my presentation skills courses. This process begins by sharing the ‘why’ component with the audience to motivate them to listen, engage, and participate in the ongoing discussion. One technique you shared with us that I found particularly profound belongs to the ‘why’ and is what you refer to as the six sermons. Please share a brief overview of this concept, as it builds on the carrot-and-stick model.