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

But this was not always true. In the beginning “big business” assumed an arrogant, high-handed attitude toward the public and rode rough-shod over its feelings and rights whenever possible. This was especially the case among the big monopolies and public service corporations, and much of the antagonism against the railroads to-day is the result of the methods they used when they first began to lay tracks and carry passengers. Nor was this sort of thing limited to the large concerns. Small business consisted many times of trickery executed according to David Harum's motto of “Do unto the other feller as he would like to do unto you, but do him fust.” The public is a long-suffering body and the business man is a hard-headed one, but after a while the public began to realize that it was not necessary to put up with gross rudeness and the business man began to realize that a policy of pleasantness was much better than the “treat 'em rough” idea upon which he had been acting. He deserves no special credit for it. It was as simple and as obvious a thing as putting up an umbrella when it is raining.

People knew, long before this enlightened era of ours, that politeness had value. In one of the oldest books of good manners in the English language a man with “an eye to the main chance” advised his pupils to cultivate honesty, gentleness, propriety, and deportment because they paid. But it has not been until recently that business men as a whole have realized that courtesy is a practical asset to them. Business cannot be separated from money and there is no use to try. Men work that they may live. And the reason they have begun to develop and exploit courtesy is that they have discovered that it makes for better work and better living. Success, they have learned, in spite of the conspicuous wealth of several magnates who got their money by questionable means, depends upon good will and good will depends upon the square deal courteously given.

The time is within the memory of living men, and very young men at that, when the idea of putting courtesy into business dealings sprang up, but it has taken hold remarkably. When the Hudson Tubes were opened not quite a decade and a half ago Mr. McAdoo inaugurated what was at that time an almost revolutionary policy. He took the motto, “The Public be Pleased,” instead of the one made famous by Mr. Vanderbilt, and posted it all about, had pamphlets distributed, and made a speech on courtesy in railroad management and elsewhere. Since that time, not altogether because of the precedent which had been established, but because people were beginning to realize that with this new element creeping into business the old régime had to die because it could not compete with it, there have been all sorts of courtesy campaigns among railroad and bus companies, and even among post office and banking employees, to mention only two of the groups notorious for haughty and arrogant behavior. The effects of a big telephone company have been so strenuous and so well planned and executed that they are reserved for discussion in another chapter.

Mr. McAdoo tells a number of charming stories which grew out of the Hudson Tubes experiment. One day during a political convention when he was standing in the lobby of a hotel in a certain city a jeweler came over to him after a slight moment of hesitation, gave him one of his cards and said, “Mr. McAdoo, I owe you a great debt of gratitude. For that,” he added, pointing to “The Public be Pleased” engraved in small letters on the card just above his name. “I was in New York the day the tunnel was opened,” he continued, “and I heard your speech, and said to myself that it might be a pretty good idea to try that in the jewelry trade. And would you believe it, my profits during the first year were more than fifty per cent bigger than they were the year before?” And we venture to add that the jeweler was more than twice as happy and that it was not altogether because there was more money in his coffers.

Mr. McAdoo is a man with whom courtesy is not merely a policy: it is a habit as well. He places it next to integrity of character as a qualification for a business man, and he carries it into every part of his personal activity, as the statesmen and elevator boys, waiters and financiers, politicians and stenographers with whom he has come into contact can testify. “I never have a secretary,” he says, “who is not courteous, no matter what his other qualifications may be.” During the past few years Mr. McAdoo has been placed in a position to be sought after by all kinds of people, and in nearly every instance he has given an interview to whoever has asked for it. “I have always felt,” we quote him again, “that a public servant should be as accessible to the public as possible.” Courtesy with him, as with any one else who makes it a habit, has a cumulative effect. The effect cannot always be traced as in the case of the jeweler or in the story given below in which money plays a very negligible part, but it is always there.

On one occasion—this was when he was president of the Hudson Railroad—Mr. McAdoo was on his way up to the Adirondacks when the train broke down. It was ill provided for such a catastrophe, there was no dining car, only a small buffet, and the wait was a long and trying one. When Mr. McAdoo after several hours went back to the buffet to see if he could get a cup of coffee and some rolls he found the conductor almost swamped by irate passengers who blamed him, in the way that passengers will, for something that was no more his fault than theirs. The conductor glanced up when Mr. McAdoo came in, expecting him to break into an explosion of indignation, but Mr. McAdoo said, “Well, you have troubles enough already without my adding to them.”

The conductor stepped out of the group. “What did you want, sir?” he asked.

“Why, nothing, now,” Mr. McAdoo responded. “I did want a cup of coffee, but never mind about it.”

“Come into the smoker here,” the conductor said. “Wait a minute.”

The conductor disappeared and came back in a few minutes with coffee, bread, and butter. Mr. McAdoo thanked him warmly, gave him his card and told him that if he ever thought he could do anything for him to let him know. The conductor looked at the card.

“Are you the president of the Hudson Railroad?”

“Yes.”

“Well, maybe there's something you can do for me now. There are two men out here who say they are going to report me for what happened this morning. You know how things have been, and if they do, I wish you would write to headquarters and explain. I'm in line for promotion and you know what a black mark means in a case like that.”

Mr. McAdoo assured him that he would write if it became necessary. The men were bluffing, however, and the complaint was never sent in. Apparently the incident was closed.

Several years later Mr. McAdoo's son was coming down from the Adirondacks when he lost his Pullman ticket. He did not discover the fact until he got to the station, and then he had no money and no time to get any by wire before the train left. He went to the conductor, explained his dilemma, and told him that if he would allow him to ride down to the city his father, who was to meet him at the Grand Central station, would pay him for the ticket. The conductor liked the youngster—perhaps because there was something about him that reminded him of his father, for as chance would have it, the conductor was the same one who had brought Mr. McAdoo the coffee and bread in the smoking car so many months before.

“Who is your father?” he asked.

“Mr. McAdoo.”

“President of the Hudson Railroad?”

“Yes.”

“Boy, you can have the train!”

So far as monetary value of courtesy is concerned we might recount hundreds of instances where a single act of politeness brought in thousands of dollars. Only the other morning the papers carried the story of a man who thirty years ago went into a tailor's shop with a ragged tear in his trousers and begged the tailor to mend it and to trust him for the payment which amounted to fifty cents. The tailor agreed cheerfully enough and the man went his way, entered business and made a fortune. He died recently and left the tailor fifty thousand dollars. Not long before that there was a story of an old woman who came to New York to visit her nephew—it was to be a surprise—and lost her bearings so completely when she got into the station that she was about ready to turn around and go back home when a very polite young man noticed her bewilderment. He offered his services, called a taxi and deposited her in front of her nephew's door in half an hour. She took his name and address and a few days later he received a check large enough to enable him to enter the Columbia Law School. A banker is fond of telling the story of an old fellow who came into his bank one day in a suit of black so old that it had taken on a sickly greenish tinge. He fell into the hands of a polite clerk who answered all his questions—and there were a great many of them—clearly, patiently, and courteously. The old man went away but came back in a day or so with $300,000 which he placed on deposit. “I did have some doubts,” he said, “but this young man settled them all.” Word of it went to people in authority and the clerk was promoted.

Now it is pleasant to know that these good people were rewarded as they deserved to be. We would be very happy if we could promise a like reward to every one who is similarly kind, but it is no use. The little words of love and the little deeds of kindness go often without recompense so far as we can see, except that they happify the world, but that in itself is no small return.

Courtesy pays in dollars and cents but its value goes far beyond that. It is the chief element in building good will—we are speaking now of courtesy as an outgrowth of character—and good will is to a firm what honor is to a man. He can lose everything else but so long as he keeps his honor he has something to build with. In the same way a business can lose all its material assets and can replace them with insurance money or something else, but if it loses its good will it will find in ninety cases out of a hundred that it is gone forever and that the business itself has become so weakened that there is nothing left but to reorganize it completely and blot out the old institution altogether.

One must not make the mistake of believing that good will can be built on courtesy alone. Courtesy must be backed up by something more solid. An excellent comparison to show the relation that good manners bear to uprightness and integrity of character was drawn a number of years ago by a famous Italian prelate. We shall paraphrase the quaint English of the original translator. “Just as men do commonly fear