The Book of Business Etiquette, Nella Braddy Henney [books for 6 year olds to read themselves .TXT] 📗

of the most recent ones, is the Advertisers' Association. There was a time when the whole profession was menaced by the swindlers who were exploiting fraudulent schemes by means of advertising in magazines and newspapers, but to-day no reputable periodical will accept an advertisement without investigating its source and most of them will back up the guarantee of the advertiser that his goods are what he represents them to be with a guarantee of their own. No publication which intends to keep alive can afford a reputation of dishonesty, and the efforts of the publishers toward cleaning up have been seconded by the association to such an extent that any person or corporation that issues a deceptive advertisement, whether or not there was intent to deceive, will be prosecuted and punished.

There was a time when a man could do almost anything within the law in a commercial transaction and excuse himself by saying “business is business.” Happily this is no longer true. Business men have not grown perfect but they have raised their standards of business morality as high as their standards of personal morality. They have learned that business and life are one, that our lives cannot—and this has a number of disadvantages—be separated into compartments like so many tightly corked bottles on a shelf. We have only one vessel and whatever goes into it colors what is already there. And it is significant to remember that muddy water poured into clean water will make it muddy, but that clean water poured into muddy water will not make it clean. It takes very little ink in a pail of milk to color the whole of it, but it takes an enormous amount of milk to have any effect on a bottle of ink.

Business men have also learned that the only way to build a business that will last is to lay its foundation on the Golden Rule, and many a man who might otherwise sidetrack the principles of integrity holds by them for this reason. “Honesty,” declared one of the most insufferable prigs America ever produced, “is the best policy.” He was right. Prigs usually are. It is only because they are so sure of it themselves that they irritate us.

It is a fact, in spite of the difficulty Diogenes had when he took up his lantern and set out to find an honest man, that most people like to pay their way as they go, and the business men who recognize this are the ones who come out on top. They do not say that the customer is always right nor that he is perfect, but they assume that he is honest and trust him until he has proved himself otherwise. The biggest mail order house in America never questions a check. As soon as an order is received they fill it and attend to the check afterward. Their percentage of loss is extraordinarily small. Distrust begets distrust, and the perversity of human nature is such that even an honest man will be tempted to cheat if he knows another suspects him of it. The converse is equally true. There are, of course, exceptions. But the only rule in the world to which there are no exceptions is that there is no rule that holds good under all conditions.

PART II

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X “BIG BUSINESS”

In the preceding pages we have looked over the field of etiquette in business in a general way, and have come to the only conclusion possible, namely, that the basis of courtesy in business is common sense, and that whatever rules may be given must not be followed slavishly, but must simply be used as guide posts. In the pages which follow we shall go into detail and watch courtesy at work among certain groups and individuals.

Let us take, for example, a big concern which employs a thousand or more people. We shall begin with the president.

President of a Big Organization. Here is a man who bears a heavy responsibility. He has not only his own welfare to look after but that of the men and women who work with (we like this word better than for) him. His first duty is to them. How can he best perform it?

It is a matter of fact that few men rise to such positions who are not innately courteous. It is one of the qualities which enable them to rise. For this reason we shall take it for granted that the president needs no instructions. Already he has learned the great value of courtesy. But this does not protect him always from discourtesy in other people.

Every man who holds a high position in a big organization is besieged with visitors, but no one so much as the president. He is a target for cranks and idlers and freaks as well as for earnest business men who want to help him or to get help from him. Thousands during the course of a year come to call on him. If he saw them all he would have to turn over the presidency to some one else and devote himself to entertaining visitors. Many of those who come ask for him when he is not at all the man they want to see, but they have been taught in the schools of salesmanship or they have read in a magazine that it never pays to bother with the little fellow, but that they should go straight to the top.

Every minute of the time of the president of a big company is valuable (all time is valuable, as far as that goes), and it must be protected from the people who have no right to infringe upon it.

You would think that the vice-presidents and the managers and the various executives would be his best protection. They are not. It is the person who is placed at the front door to receive visitors. We shall consider him next.

The Man at the Door. As a matter of fact, this person is usually a girl, many times a very young and irresponsible one, because great numbers of business men have not yet realized the importance of the position. A well-poised girl or a woman who has had wide experience in handling people can fill the place quite as efficiently as a man, and a great deal more so if the man has not been chosen because he has the quick sympathy and ready tact so necessary in taking care of the needs of a miscellaneous assortment of callers.

In the house we are observing the person at the door is a young man who began as a messenger boy, and who, because he did what he was asked to do cheerfully instead of sullenly, with a “Certainly, sir,” and a smile instead of a “That's Bob's business” and a frown, was made manager of the messengers, and then first assistant of the man at the door, and later, when that man was given another position, was promoted to his place. The job commands a good salary and offers chances of promotion. The young man likes it.

A visitor comes, a young salesman, let us say, who has had little experience. This is only the second or third time he has tried to storm the doors of big business. He asks at once for the president. He does not give his card because the school where he learned his trade cautioned him against doing so. (He is perfectly correct, and he would have been equally correct if he had given it. The more formal style is to send in the card.) The man at the door sees at once what kind of man he has to deal with.

“The president is busy,” he answers—a safe remark always, because if he is not he should be; “maybe I can do something for you.”

The salesman explains that he has an attachment to increase efficiency of typewriters. He would like to show the president how it works.

“Oh, you don't want Mr. President,” the host answers. “You want Mr. Jones. He attends to all such things for us. Will you be seated here in the reception room,” motioning toward the door which is at one side of his desk, “while I find out if he is busy?”

This concern is very conservative about buying new attachments and new machinery of any kind, but it is ever on the alert to discover means of increasing its output and saving its manpower. Almost any new idea is worth a demonstration.

If the man at the desk has an intelligent messenger boy—and he should have—he sends him in to Mr. Jones. The boy finds Mr. Jones busy. He will be free in about fifteen minutes and then will be glad to see the salesman. The man reports to the visitor and asks if he cares to wait. He does. The host offers him a magazine and asks him to make himself comfortable while he goes back to his desk to attend to the next visitor.

This one also wants to see the president.

“The president is in conference just now,” the young man replies. “Perhaps there is something I can do for you in the meanwhile if you will tell me what you want.”

“It's none of your business,” he answers rudely. “I want the president.”

The chances are against a man of this sort. He may be a person the president wants to see, but the odds are ten to one that he is not.

“I'm sorry but you cannot possibly see him now. He is busy.”

“When will he be free?”

“It is hard to tell. These conferences sometimes last an hour or two, and I am sure he will not see you even then unless you tell him why you want to see him. He is a very busy man.”

The visitor sputters around a few minutes and it develops that he is selling insurance. The young man knows that the president will not see him under any circumstances. He is already heavily insured, as every wise man should be, and he cannot be bothered with agents who are trying to sell him larger policies.

“I'm sorry,” the young man repeats, “but I am sure there is no use in letting him waste your time. He is already carrying a heavy policy and he positively refuses to talk insurance with anyone, no matter who it is.”

This should be enough for the salesman. What the young man says is true. It would be a waste of his time as well as the president's. He does not care half so much for the salesman's time—there is no reason why he should—but notice how tactfully he tells him that the head of the organization has no time to spend with him.

There is a certain rough type of salesman (we use the word salesman here in the broadest sense, as the salesmen themselves use it, to cover all the people who are trying to convince some one else that what they have is worth while whether it is an idea or a washing machine or a packet of drawings)—there is a certain rough type of salesman who tries to bluster his way through. He never lasts long as a salesman, though unfortunately he survives a good many years in various kinds of business. Even he must not be turned away rudely.

“I'm sorry,” the young man says to a person of this sort, “but the president has given positive orders that he must not be disturbed this morning. He is engaged in a very important transaction.”

The next man who approaches the door has an authentic claim on the president. It would be as great a calamity to turn him away as it would be to let