The Book of Business Etiquette by Nella Braddy Henney (readict books .txt) 📖

the real growth of a business takes place. And by the same token it is the one, generally speaking, where there is most discourtesy. Promotion depends upon the possession of this quality much more than people realize. Many a man with actual ability to hold a high position is not given an opportunity to do so because the men who employ him realize that he would antagonize those who worked under him.

There are among the body of employees in every concern (even the very best) discontented members. In most cases, indeed, in nearly all cases except where there is a chronic grudge against life which is not affected by external circumstances, these are weeded out, and those with habitual grudges are weeded out along with the others or else are kept in minor places. Perhaps it would be more nearly correct to say they keep themselves there. Sometimes a subordinate feels that he is unfairly treated by his immediate superior. He wishes to go to the man above him in authority. Is it right for him to do so?

It is an unwritten law that each worker shall be loyal to the head of his department. Suppose the head does not deserve it?

There are three courses open to the worker. He can leave the job and find another in a different organization. He can go to the head of the department and state the case to him. If this should fail he may appeal to the man above him, but he should never go over the head of his own immediate superior without first telling him that he intends to do it.

This is an important rule. It holds whether one has a grievance to present or a suggestion. Constructive plans should first be talked over with one's immediate superior, and with his approval carried to the next man, or he may carry them himself. If this superior is the sort of man with whom you are constantly at loggerheads, you had much better get out and get a place somewhere else. And if you find that continually you are in hot water with the men who have authority over you, you may be very sure that the fault is not altogether theirs.

Subordinates usually have an idea that the heads of their departments leave all of the work to them. Well, as a matter of fact, they do leave a large part of it. If they did not they would have no excuse for having subordinates. The reward of good work is more work. This is less of a hardship than it sounds. Sir James Barrie once quoted Dr. Johnson's statement that doubtless the Lord could have made a better fruit than the strawberry, but that he doubtless never did, and added to it that He doubtless could have created something that was more fun than hard work, but that He doubtless never did.

The subway guards in New York City say that the rush which comes just before five o'clock (the closing time of most of the business houses) is as great as the one which comes just after. They call the persons in the former rush the clock watchers. They have left work about fifteen minutes early, and to-morrow morning—business experience has taught this—they will come in fifteen minutes late. For the most part these are the discontented workers who spend “60 per cent of their time in doing their job, and 40 per cent in doing the boss.”

It has always been considered a breach of good manners to pull out one's watch and look at it in company. It is true in the office as well as in the drawing room. The clock watchers are impolite. It has also been considered a breach of good manners to hold a guest against his will against the conventional hour for his departure. The employers who habitually keep their employees after closing hours are equally impolite. It is a question of honor, too. Time is money, and the time grafters, whether employers or employees, are dishonest.

When one employee goes over to the desk of another it is not necessary for the second to rise. The first should wait until the one at the desk looks up before speaking unless he is so absorbed in his work that he does not glance up after a minute or two. Then he should interrupt with “I beg your pardon.” It makes no difference if one of the employees is a woman and the other is a man. Work at an office can be seriously impeded if every time one person goes to the desk of another the other rises. So many times the whole conversation covers less time than it takes to get out of one's chair and sit back down again. In some places subordinates are required to stand when a superior speaks to them, but as a general thing it is not necessary. In such houses it is correct to play the game according to the general standard and to act according to the rules set down by the men who are in charge of affairs.

There is no person so wretched or so poor or so miserable but that he can find other people who are more wretched, poorer, or more miserable. At the same time there is no person so superior, so wealthy, or gifted but that he can find other people who are more superior, more wealthy, and more gifted. It is a part of good manners to recognize superiority when one finds it. Youngsters entering business can sit at the feet of the older men in the same business and learn a great deal. Knowledge did not enter the world with the present generation any more than it will depart from it when the present generation dies. It is just as well for young people to realize this. Age has much to teach them. Experience has much to teach them, and so have men and women of extraordinary ability. “I have never met a man,” says a teacher of business men, “from whom I could not learn something.” All of us are born with the capacity to learn. It is those who develop it who amount to something.

Petty quarrels should be disregarded and grudges should be forgotten. This piece of advice is needed more by women in business than by men. Men have learned—it has taken them several thousand years—to fight and shake hands. They have a happy way of forgetting their squabbles—this is a general truth—after a little while, and two men who were yesterday abusing one another with hot and angry words are to-day walking together down the hall smiling and talking as gently as you please.

The Office Boy. If the office boy in a big business house where much of the work is done at a white-hot tension—the office boy in a busy Wall Street office during the peak of the day's rush, for example—could write his intimate impressions they would make good reading.

The temper of the great American business man is an uncertain quantity. Famous for good humor and generosity as a general thing, he is, for all that, at his worst moments the terror of the office boy's life. Nervous, worried, tired, and exasperated, he is likely to “take it out” on the office boy if there is no one else at hand. There is no defense for such conduct—even the man who is guilty would not, the next day in his calmer moments, defend it. Meantime, what shall the office boy do?

A hot, tired man with papers fluttering over his desk, his telephone ringing, and three men waiting in line to talk to him about serious problems connected with the business, yells, “What do you want?” when the office boy comes to answer the bell.

“You rang for me,” the boy answers.

“I rang half an hour ago,” the man snaps.

In reality he rang two minutes before. Shall the office boy remind him of this?

Not if he values his job!

Of course it is unjust, but one of the first laws of discipline is to learn to be composed in the face of injustice, and the first law of courtesy for the office boy (and other employees would do just as well to follow) is: Don't be too harsh with the boss!

It is said that the grizzly bear, who is a very strict mother, often spanks her cubs when she herself has done something foolish. Julia Ellen Rogers tells a story of an explorer who came suddenly upon a bear with two cubs. He was so frightened that he stood still for a minute or two before he could decide which way to run. Meantime the bear, fully as frightened as he, turned and fled, spanking the two cubs at every jump in spite of the fact that each was already going as fast as its legs could carry it. “It was so unexpected,” continues Miss Rogers, “and so funny to see those little bears look around reproachfully at their angry parent every time they felt the weight of her paw, helping them to hurry, that the man sat down and laughed until he cried.”

It was not funny to the cubs.

Cases in which the office boy is maltreated are exceptional, though cases in which he is misunderstood are not. Most office boys have not one boss but many. There should always be one person from whom they receive their general orders and to whom they go with their troubles. (A youngster should have very few troubles to report. It is usually the worthless ones who report.)

In most places the several office boys are stationed at a certain point, a desk or a table, with one of their number more or less in charge. The rule is that one person be always at the desk.

All right. Six office boys. Five out on errands. One at the desk. The bell rings. The boy keeps his place. The bell rings again. The boy keeps his place. The bell rings a third time, long and insistently, but the youngster, with a steadfastness worthy of the boy who stood on the burning deck, still keeps his place.

A second later an angry official bounces out and wants to know what on earth is the matter and declares that he will report the desk to the manager. Meanwhile one of the missing five has returned, and the youngster who had held the place so long under fire takes the message from the man and delivers it.

If the boy should see an opening—and most business men except those funny little executives puffed up with their own importance are ready enough to listen—he may explain how it happened, but if he has to enter a shouting contest it is best to stay silent.

The law of business courtesy—no matter how far away from this a discussion goes it always swings back—is the Golden Rule. The subordinate who feels himself neglected by the men in positions above him might check himself by honestly asking himself how he appears to those beneath him. It is interesting to know that the one who complains most is usually the one who is haughtiest when he enters into conversation with the employees, who, he thinks, are not quite worth his notice. He feels blighted because the president does not stop to say “Good-morning” in the hall, but it is beneath his dignity to say “Good-morning” to the girl who collects his mail or “Good-night” to the janitor who comes to dust his desk when the day's work is over. The means of attaining courtesy—and if you have it yourself you will find it in other people—is by watching your own actions. Teach no one but yourself. Worry about no one's behavior but your own. That is job