The Book of Business Etiquette by Nella Braddy Henney (best pdf ebook reader .txt) 📕

Each man is directly responsible to his immediate superior. He should never, unless the circumstances are unusual, go over his head and he should never do so without letting him know. It should be impossible, and is, in a well-organized house, for men coming from the outside to appeal over a member of a firm. Responsible men should be placed in the contact positions and their responsibility should be respected. Salesmen are warned not to bother with the little fellow but to go straight to the head of a firm. Like most general advice, it is dangerous to put into universal practice. The heads of most firms have men to take care of visitors, and in a good many instances, the salesman helps his cause by going to the proper subordinate in the first place. It is all very well to go to the head of a firm but to do it at the expense of the dignity of one of the smaller executives is doubtful business policy and doubtful ethics.

“Passing the buck” is a gentle vice practised in certain loosely hung together concerns. It is a strong temptation to shift the accountability for a mistake to the shoulders of the person on the step below, but it is to be remembered that temptations, like obstacles, are things to be overcome. The “buck,” as has been pointed out, always passes down and not up, a fact which makes a detestable practice all the more odious. One of the first laws of knighthood was to defend the weak and to protect the poor and helpless; it still holds, though knighthood has passed out of existence; and the creature (he is not even good red herring) who blames some one else for a fault of his, or allows him to take the blame, is beneath contempt.

When a mistake has been made and the responsibility fixed on the right person the penalty may be inflicted. If it is a scolding or a “bawling out” it should be done quietly. Good managers do not shout their reprimands. They do not need to. The reproof for a fault is a matter between the offender and the “boss.” No one else has any concern with it, and there is no reason why the instinct for gossip or the appetite for malicious reports on the part of the other employees should be satisfied. The world would be happier and business would be infinitely more harmonious if each person in it could realize that his chief aim in life should be to mind his own business or, at least, to let other people's alone.

Private secretaries and other people in more or less confidential positions are many times tempted to give away secret information, not so much for the benefit of the person to whom it is given as to show how much they themselves are trusted. Nearly every one who holds a responsible business position receives items of information which are best not repeated, and if common sense does not teach him what should be kept private and what should be told, nothing will. It should not be necessary for the superior to preface each of his remarks with, “Now, this must go no further.”

Matters concerning salaries should always be confidential, and so should personal items such as health reports, character references, and so on, credit reports, blacklists, and other information of a similar nature. It is compiled for a definite purpose and for the use of a limited group of people. It is unethical to use it in any other way.

The reason for dismissing a person from a business organization should be kept private, especially if it is something that reflects unfavorably on his character. But the reason should always be given to the employee himself. He may not listen, and most of the men who have had experience in hiring and firing say that he will not, but that is his own responsibility. The employer has no right to let him go without letting him know why. And the employee should listen—it may not be his fault but he should check up honestly with himself and find out. The same thing that lost him this place may lose him another, and a good many times all that he can get out of being discharged is a purification of soul. It is a pity if he misses that.

Discharging a person is a serious matter, serious from both sides, and it is not a thing to be done lightly. Most houses try to obviate it in so far as possible by hiring only the kind of people they want to keep. “Our efforts toward efficiency” (we quote from one manager who is typical of thousands) “begin at the front door. We try to eliminate the unfit there. We do not employ any one who happens to come along. We try by means of an interview and references and psychological tests to get the very highest type of employee.” No human test is perfect, however, and there are times, even in the best regulated houses, when it becomes necessary to dismiss persons who have shown themselves unfit.

It is not always a disgrace to be discharged and it is not always a step downward. It may be because of business depression or it may be because the man is a square peg in a round hole. Sometimes it is the only experience that will reduce a man's, especially a young man's, idea of his own importance to something like normal proportions, the only one that will clear his mind of the delusion that he is himself the only person who is keeping off the rocks the business for which he is working, in which case it is one of the best things that could have happened to him.

A roll call of famous or successful men who were fired would take up several reams of paper, and it is a pretty rash personnel manager (not to say brutal and unfair) who will throw a man out like a rotten potato and declare that he is absolutely no good. Besides, he does not know. All that he can be sure of is that the man was not qualified for the job he was holding. And he should think twice before giving a man a bad name even if he feels certain that he deserves it. At the same time he must protect himself and other business men from incompetent, weak, or vicious employees. If after his dismissal a man sends back to his former employer for a recommendation, the recommendation should be as favorable as possible without sacrificing the truth.

When a man breaks his connection with a business house, whether he does so voluntarily or involuntarily, his departure should be pleasant, or at the least dignified. It is childish to take advantage of the fact that you are going away to tell all of the people you have grudges against how you feel about them, and it is worse than a mere breach of good manners to abuse the house that has asked you to leave. If it has done some one else an injustice, talk about that all you please, but on your own account be silent. Even if the fault has been altogether with the house it does not help to call it names. Self-respect should come to the rescue here. This is the time when it is right to be too proud to fight.

For a long time it has been held bad ethics for the members of one trade or profession to speak disparagingly of their competitors, and we have grown accustomed to say that you can judge a man by the way he speaks of his rivals. This has limits, however, and in some instances a mistaken idea of loyalty to one's calling has led to the glossing over of certain evils which could have been cured much earlier if they had been made public. It is all very well to be generous and courteous toward one's competitors but the finest courtesy in any business consists of doing whatever tends to elevate the standard of that business.

Every man likes his business to be well thought of, and most businesses have organized for the promotion of a high standard of ethics as well as for the development of more efficient methods. Notable among these, to mention one