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

work. Recently an institution advertising for help, instead of asking what the applicant could do for it, pictured and described what it could do for the applicant. The result was that they got a high-class group of people to make their selection from, and their attitude was one which invited the newcomers to do their best.

Factory owners are paying a good deal of attention to the appearance of their buildings. Many of them have moved out into the country so as to provide more healthful surroundings for work. Numbers of modern factory buildings are very beautiful to look at, trim white buildings set in close-cut lawns with tennis courts and swimming pools not far away, red brick buildings covered with ivy, sand-colored ones with roses climbing over them, and others like the one famous for its thousand windows, rather more comfortable than lovely. In our big cities there are office buildings that look like cathedrals, railroad stations that look like temples, and traffic bridges that look (from a distance) like fairy arches leading into the land of dreams. They are not all like this. We wish they were. But it is to the credit of the American business man that he has put at least a part of his life and work into the building of beautiful things. The influence which comes from them is, like nearly all potent influences, an unconscious one, but it makes for happiness and contentment.

The problem of keeping the employees contented is somewhat different in every place. House organs, picnics, dances, recreation parks, sanitariums in the country and so on can be utilized by “big business,” but the spirit which animates them is the same as that which makes the grocery man at Hicksville Centre give his delivery boy an afternoon off when the baseball team comes to town. The spirit of courtesy is everywhere the same, but it must be kept in mind that the end of business is production, production takes work, and that play is introduced in order that the work may be better. This is true whether we are looking at the matter from the point of view of the employer or of the employee. What is to the interest of one—this is gaining slow but sure recognition—is to the interest of the other.

Certain kinds of mechanical work are very trying because of their monotony. The work must be done, however, and in well-ordered places it is arranged so that the worker has brief periods of rest at regular intervals or so that he is shifted from one kind of activity to another. It is poor economy to wear out men. In the old days before the power of steam or electricity had been discovered, boats were propelled by slaves who were kept below decks chained to their seats, and watched by an overseer who forced them to continue rowing long after they had reached the point of exhaustion. The galley slave sat always on the same side of the boat and after a few years his body became so twisted and warped that he was no good for anything else, and pretty soon was not even good for that. Then he was thrown into the discard—most of them died before they got this far along—and the owner of the boat had to look out for more men. Something like this happens to the soul of a man who is bound to dreary, monotonous work without relief or any outlet for growth. It is deadening to him, to his work, and to his employer. The far-sighted employer knows it. The masters of slaves learned it many years ago. The chain which binds the servant to the master binds the master to the servant. And the fastening is as secure at one end as it is at the other.

Too strict supervision—slave-driving—is fatal to courtesy. The places which have intricate spy systems to watch their employees are the ones where there is most rudeness and trickery. The clerk who is hectored, nagged, spied upon, suspected and scolded by some hireling brought in for that purpose or by the head of the firm himself cannot be expected to give “a smile with every purchase and a thank you for every goodbye.” The training of employees never stops, but it is something that should be placed very largely in their own hands. After a certain point supervision should be unnecessary.

Most places hate to discharge a man. Labor turnover is too expensive. Most of them try to place their men in the positions for which they are best suited. It is easier to take a round peg out of a square hole and put it into a round one than it is to send out for another assortment of pegs. Men are transferred from sales departments to accounting departments, are taken off the road and brought into the home office, and are shifted about in various ways until they fit. If a man shows that “he has it in him” he is given every chance to succeed. “There is only one thing we drop a man for right off,” says an employment manager in a place which has in its service several thousand people of both sexes, “and that is for saying something out of the way to one of our girls.”

This same manager tells the story of a boy he hired and put into a department which had been so badly managed that there were a number of loose ends to be tied up. The boy threw himself into his work, cleared up things, and found himself in a “soft snap” without a great deal to do. He happened not to be the kind of person who can be satisfied with a soft snap, and he became so restive and unhappy that he was recommended for discharge. This brought him back to the head of the employment bureau. He, instead of throwing the young man out, asked that he be given a second trial in a department where the loose ends could not be cleaned up. It was a place where there was always plenty of work to do, and the young man has been happy and has been doing satisfactory work ever since.

The house in which this happened is always generous toward the mistakes of its employees if the mistakes do not occur too persistently and too frequently. In one instance a boy made three successive errors in figures in as many days. He was slated for discharge but sent first before the employment manager. As they talked the latter noticed that the boy leaned forward with a strained expression on his face. Thinking perhaps he was slightly deaf, he lowered his voice, but the boy understood every word he said. Then he noticed that there was a tiny red ridge across his nose as if he were accustomed to wearing glasses, although he did not have them on, and when he asked about it he discovered that the boy had broken his glasses a few days before, and that he had not had them fixed because he did not have money enough.

“Why didn't you tell us about it?” the employment manager asked.

“It was not your fault that I broke them,” the boy replied. “It was up to me,” an independent answer which in itself indicates how much worth while it was to keep him.

The manager gave him money enough to have the glasses mended, the next day the boy was back at work, and there was no more trouble.

An employee in the same organization unintentionally did something which hurt the president of the firm a great deal. But when he went to him and apologized (it takes a man to admit that he is wrong and apologize for it) the president sent him back to his desk, “It's all right, boy,” he said, “I know you care. That's enough.”

In a big department store in New England there was a girl a few years back with an alert mind, an assertive personality, and a tremendous fund of energy. She was in the habit of giving constructive suggestions to the heads of the departments in which she worked, and because of her youth and manner, they resented it. “I took her into my office,” the manager said. “I'm the only one she can be impertinent to there and I don't mind it. It is a bad manifestation of a good quality, and in time the disagreeable part of it will wear off. She will make an excellent business woman.”

“If a man finds fault with a boy without explaining the cause to him,” we are quoting here from an executive in a highly successful Middle Western firm, “I won't fire the boy, I fire the man. We have not a square inch of space in this organization for the man who criticizes a subordinate without telling him how to do better.” Unless the plan of management is big enough to include every one from the oldest saint to the youngest sinner it is no good. Business built on oppression and cut-throat competition, whether the competition is between employer and employee or between rival firms, is war, and war, industrial or political, is still what General Sherman called it some years ago.

We hold no brief for paternalism. We have no patience with it. All that we want is a spirit of fairness and coöperation which will give every man a chance to make good on his own account. This spirit inevitably flowers into courtesy. In every place courtesy should be, of course, so thoroughly a part of the surroundings that it is accepted like air or sunshine without comment. But it is not, and never has been except in old civilizations where manners have ripened and mellowed under the beneficent influence of time. Our traditions here—speaking of the country as a whole—are still in the making, but we have at least got far enough along to realize that it is not only worth while to do things that are good, but, as an old author has it, to do them with a good grace. It cannot be accomplished overnight. Courtesy is not like a fungous growth springing up in a few hours in the decayed parts of a tree; it is like that within the tree itself which gives lustre to the leaves and a beautiful surface to the whole. It takes time to develop it—time and patience—but it is worth waiting for.

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IV PERSONALITY

All that makes a man who he is and not someone else is called personality. It is the sum total of his qualities, a thing inborn, but including besides such externals as dress, manner, and appearance. It is either a tremendous asset or a terrific liability, and so important that certain schools which purport to teach success in business declare that it is everything. Which is just as foolish as saying that it is nothing.

One of these success-before-you-wake-to-morrow-morning schools of business instruction dismisses the fact which has remained true through three thousand years of change, namely, that there is no short cut to success, as a myth, and even goes so far as to say that it is almost impossible to achieve success to-day by working for it. E. H. Harriman they give as an example of a man who did no work but won success by smoking cigars while other men built railroads for him, quoting a joking remark of his to prove a serious point, when, as a matter of fact, Mr. Harriman was one of the large number of American business men who have literally worked themselves to death. Foch said that he won the war by smoking his pipe, but does any one