Because Nice Matters

Several years ago, I was the manager on duty at a large cultural attraction during our biggest fundraising event of the year. Thousands of people came through our gates that day, and my job was to keep things running smoothly. That involved managing the main gate ticket sales, keeping the flow of guests running without issue, and addressing all of the various and sundry issues that come up over the course of a busy day.

By the time we were within an hour of closing, I was tired. I loved my job, but it’s amazing how demanding people can be once they have bought a ticket to something. Suddenly, “the customer is always right” echoes in their minds and typically reasonable people let their rude flags fly.

I was standing near the main gate, saying goodbye to guests as they left, when a man walked up to the ticket window. He wanted to renew his annual membership to our attraction. The ticket agent offered the standard discount for an early membership renewal – 10%. The gentleman politely asked for a 20% discount instead. The ticket agent said she could only offer 10% off. The man, again politely, asked to speak with someone who could authorize a larger discount. The ticket agent pointed at me.

The man walked over. He explained that he was a member and would like to continue to be a member. He was interested in renewing his membership that day, but would appreciate a 20% discount instead of the standard 10% discount for early renewals. I explained that that was not our policy.

He then told me about his strategy. Over the last year or so, when he would go to places like home improvement stores or other attractions, he would see rude customers harass customer service agents and get their rudeness rewarded with whatever they demanded, whereas the people who didn’t speak up did not receive the same concessions. So, he made a decision. He was going to try being nice and simply ask for what he wanted, on the theory that people who were used to taking abuse would appreciate being treated with consideration and he could then get what he wanted without being rude. Everybody wins.

Over the last year or so, he had been able to receive discounts for all sorts of things, simply by being nice. He was right; being nice was a great strategy. He knew that I had likely been beleaguered by rude people all day long (I had), and that if he spoke with me at the end of the day, I might appreciate speaking with a nice person (I did). He was straightforward and transparent. Of course I gave him a bigger discount than the standard one. He saved a bit of money, I had an enjoyable conversation with a nice person, and the attraction kept a loyal member.

Over time, I find that being nice is generally the way to go, as a customer, as a service provider, or as a human being in general. We can all stand to err on the side of kindness and transparency in our personal and business dealings.

 

 

 

A Tale of Two Managers

My very first paying job – complete with actual paychecks as opposed to babysitting money – was at a local bagel shop. I was in high school, and earned $4.50 hour. This was twenty-five cents more than minimum wage, and I was thrilled.

My job mostly entailed working at the counter, taking orders, prepping and serving food, and working the cash register. When it was slow, I would clean anything I could find, including the bathrooms. When I was really bored, I would restock any available thing that needed restocking, like the napkin dispensers and salt and pepper shakers. I don’t like to be bored, so I tried to always keep moving.

There were two managers who typically worked when I did. One of them, Bob, was the man who hired me. He was my first impression of what a manager in a professional situation could be. Unfortunately, that impression was a bad one. This guy was lazy. I don’t think I ever saw him do any actual work. He would come in, sit in the manager’s office, and talk on the phone to his girlfriend the entire time, while the rest of us hustled out front.

Except…I soon realized that I was the only one hustling. If Bob was there, he certainly wasn’t paying attention or holding anyone accountable for doing their jobs, so my coworkers would slack off, too.

Sometimes, I got lucky and Patty was the manager. It was impossible to outwork this woman. She was a force. She would come into that shop and not stop moving the entire time. She didn’t just work the counter and keep things moving up front; she made sure to get the back in order, too. Some nights, this meant she wanted to deep clean the kitchen floors. My coworkers hated this, because it not only kept them there an extra hour, it kept them there to clean. Patty did not care. It was as if she was oblivious to the staff eye-rolling and huffing and puffing. She simply expected them to do their jobs.

When it was floor-cleaning time, we would first get everything off the floor that couldn’t get wet. Then, we would flood the kitchen with the hose. Water would get in every corner and crevasse that regular sweeping and mopping couldn’t touch. After that, took the real work: we each grabbed a mop and scrubbed and washed and wrung out and scrubbed and washed again. If you’ve ever done any type of industrial cleaning, you know that those mops were heavy. This was hard work. I loved it.

That first employment experience taught me a lot. I learned what it means to have a real work ethic, and what it looks like when you don’t. More than that, I saw the impact that one’s own work ethic could quickly have to those around you, especially if those people are subordinates.

I also learned to pay attention. At every job I have had since, I quietly look around. I seek out qualities in managers that motivate and inspire, and those that depress and demoralize. Over time, I hone my own approach at being both manager and managed, trying to be true to my own work ethic, and to practice what I have learned.