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

catalogue: human psychology. They must know why men do what they do and how to make them do what they, the salesmen, want them to do. They must be able to handle the most delicate situations courteously and without friction. It takes the tact of a diplomat, the nerve of a trapeze performer, the physical strength of a prize fighter, the optimism of William J. Bryan or of Pollyanna, and the wisdom of Solomon. Not many men are born with this combination of qualities.

The best training schools base their teaching on character and common sense. One very remarkable organization, which has at its head an astonishingly buoyant and optimistic—and, it is hardly necessary to add, successful—man, teaches that character is nine-tenths of success in salesmanship and technique is only one-tenth. They study technique and character along with it, in a scientific way, like the students in a biological laboratory who examine specimens. Their prospects are their subjects, and while they do not actually bring them into the consultation room, they hold experience meetings and tell the stories of their successful and unsuccessful contacts. The meetings are held at the end of the day, when the men are all tired and many of them are depressed and discouraged. They are opened with songs, “My Old Kentucky Home,” “Old Black Joe,” “Sweet Adeline,” and the other good old familiar favorites that make one think of home and mother and school days and happiness. One or two catchy popular songs are introduced, and the men sing or hum or whistle or divide into groups and do all three with all their might. It is irresistible. Fifteen or twenty minutes of it can wipe out the sourest memory of the day's business, and trivial irritations sink to their proper place in the scheme of things. The little speeches follow, and the men clap and cheer for the ones who have done good work and try to make an intelligent diagnosis of the cases of the ones who have not. When the leader talks he sometimes recounts his early experiences—he, like most good salesmanagers, was once on the road himself—and if he is in an inspirational mood, gives a sound talk on the principle back of the golden rule. The spirit of coöperation throughout the institution is amazing and the morale is something any group of workers might well envy them.

Most business houses recognize their responsibilities toward the young people that they hire. Well-organized concerns build up from within. The heads of the departments are for the most part men who have received their training in the institution, and they take as much pains in selecting their office boys as they do in selecting any other group, for it is in them that they see the future heads and assistant heads of the departments. In hiring office boys “cleanness, good manners, good physique, mental agility, and good habits are primary requisites,” according to Mr. J. Ogden Armour in the American Magazine.

In one of the oldest banks in New York each boy who enters is given a few days' intensive training by a gentleman chosen for the purpose. The instructor stresses the fundamentals of character and, above all things, common sense. Courtesy is rarely discussed as a separate quality but simple instructions are given about not going in front of a person when there is room to go around him, not pushing into an elevator ahead of every one else, not speaking to a man at a desk until he has signified that he is ready, and about sustaining quiet and orderly behavior everywhere. The atmosphere in the bank is the kind that encourages gentlemanly conduct and the new boys either fall in with it or else get out and go somewhere else.

It takes more patience on the part of the youngsters in the financial district than it does in most other places, for the men there work under high tension and are often cross, worried, nervous, and irritable, and as a result are, many times, without intending it, unjust. The discipline is severe, and the boy would not be human if he did not resent it. But the youngster who is quick to fly off the handle will find himself sadly handicapped, however brilliant he may be, in the race with boys who can keep their tempers in the face of an injury.

Three boys out of the hundreds who have passed through the training school in the bank of which we were speaking have been discharged for acts of discourtesy. One flipped a rubber clip across a platform and hit one of the officials in the eye, one refused to stay after hours to finish some work he had neglected during the day, and one was impertinent. All three could have stayed if each had used a little common sense, and all three could have stayed if each act had not been a fair indication of his general attitude toward his work.

One of the most difficult organizations to manage and one against which the charge of discourtesy is frequently brought is the department store. Yet a distinguished Englishwoman visiting here—it takes a woman to judge these things—said, “I had always been told that people in New York were in such a hurry that, although well-meaning enough, they were inclined to appear somewhat rude to strangers. I have found it to be just the reverse. During my first strolls in the streets, in the shops, and elsewhere, I have found everybody most courteous. Your stores, I may say, are the finest I have ever seen, not excepting those of Paris. Their displays are remarkable. Their spaciousness impressed me greatly. Even at a crowded time it was not difficult to move about. In London, where our shops are mostly cramped and old-fashioned, it would be impossible for such large numbers of people to find admittance.”

The tribute is a very nice one. For a long time the department stores have realized the difficulties under which they labor and have been making efforts to overcome them. They have formed associations by which they study each other's methods, and most of them have very highly organized systems of training and management. One big department store carries on courtesy drives. Talks are given, posters are exhibited, and prizes are offered for the most courteous clerks in the store. “We know that it is not fair to give prizes,” the personnel manager says, “because it is impossible to tell really which clerks are the most courteous, but it stimulates interest and effort throughout the organization and the effects last after the drive is over.”

One big department store which is favorably known among a large clientèle for courteous handling of customers depends upon its atmosphere to an enormous extent, but it realizes that atmosphere does not come by chance, that it has to be created. They have arranged it so that each clerk has time to serve each customer who enters without the nervous hurry which is the cause of so much rudeness. The salesclerks who come into the institution are given two weeks' training in the mechanical end of their work, the ways of recording sales, methods of approach, and so on, as well as in the spirit of coöperation and service. By the time the clerk is placed behind the counter he or she can conduct a sale courteously and with despatch, but there is never a time when the head of the department is not ready and willing to be consulted about extraordinary situations which may arise.

It is during the rush seasons such as the three or four weeks which precede Christmas that courtesy is put to the severest test, and the store described in the paragraph above bears up under it nobly. It did not wait until Christmas to begin teaching courtesy. It had tried to make it a habit, but last year several weeks before the holidays it issued a bulletin to its employees to remind them of certain things that would make the Christmas shopping less nerve-racking. The first paragraph was headed HEALTH. It ran as follows:

“If you want to be really merry at Christmas time, it will be well to bear in mind during this busy month at least these few ‘health savers’:

“Every night try to get eight good hours of sleep.

“All day try to keep an even temper and a ready smile.

“Remember that five minutes lost in the morning means additional pressure all day long.

“Try to make your extra effort a steady one—not allowing yourself to get excited and rushed so that you make careless mistakes.

“Try to eat regularly three good nourishing meals, relaxing completely while you are at the table and for a little while afterward.

“Breathe deeply, and as often as you can, good fresh air—it cures weariness.

“And don't forget that a brisk walk, a sensible dinner, an hour's relaxation, and then a hot bath before retiring, make a refreshing end for one business day and a splendid preparation for the next.”

There were six other paragraphs in the bulletin. One asked the salesclerks to take the greatest care in complying with a customer's request to send gift purchases without the price tags. Another asked them to pay strictest attention to getting the right addresses, and most of the others were taken up with suggestions for ways to avoid congestion by using a bank of elevators somewhat less conveniently located than the others, by limiting their personal telephone calls to those which were absolutely necessary, and so on. In both tone and content the bulletin was an excellent one. It first considered the employees and then the customers. There was no condescension in the way it was written and there was no “bunk” about what was in it. But the bulletin was only a small part of an effort that never stops.

The purpose of the store is, to quote from its own statement, “to render honest, prompt, courteous and complete service to customers” and the qualities by which they measure their employees are as follows: