Chief Executive

It is not uncommon, in some American houses, to find three generations of workers --grandfather, father, and apprentice son-- rendering faithful and friendly service; or to discover a score of bosses and men who have spent thirty or forty years--their entire productive lives--in the one organization. Where such a bond exists between employer and employees, it becomes an active, unfailing force in the development of loyalty, not only among the veterans, but also among the newest recruits for whom it realizes an illustration of what true cooperation means.

Many Examples of the Loyalty of Executives for their Men in Danger

This double loyalty--to the chief and to the organization--is not a plant of slow growth. Few mine accidents or industrial disasters occur without bringing to merited, but fleeting, fame some heroic superintendent or lesser boss who has risked his own life to save his men or preserve the company's property. The same sense of responsibility extends to every grade. Give a man the least touch of authority and he seems to take on added moral stature. The engineer who clings to his throttle with collision imminent has his counterparts in the ``handy man'' who braves injury to slip a belt and save another workman or a costly machine, and in the elevator conductor who drives his car up and down through flames and smoke to rescue his fellows. Such efficiency and organization spirit is the result of individual growth as well as the impression of the employer's personality upon his machine.

A Disloyal Sales Manager and his Influence on his Force

On the other hand, lack of loyalty on the part of employers towards their men is almost as common as failing devotion on the part of workers. Too many assume that the mere providing of work and the payment of wages give them the right to absolute fidelity, even when they take advantage of their men. The sales manager concerned in the following incident refused to believe that his attitude towards his men had anything to do with the lack of enthusiasm and low efficiency in his force.

An experienced salesman who had lost his position because of the San Francisco fire applied to the sales manager for a position. He was informed that there were fifteen applicants for the Ohio territory, but that the place would be given to him because of his better record. The manager laid out an initial territory in one corner and ordered the salesman to work it first.

Working this territory, the salesman secured substantial orders, but refrained from ``over-selling'' any customer, gave considerable time to missionary work and to cultivating the acquaintance of buyers. His campaign was planned less for immediate results than for the future and for the effect on the larger field of the state. Having no instructions as to pushing his wider campaign, in about sixty days he asked for instructions. In answer he was ordered home and discharged on the ground that business was dull and that he had been a loss to the house. During the sixty days he had been working on a losing commission basis with the expectation of taking his profits later. Investigation disclosed that he was but one of five salesmen to whom the Ohio territory had been assigned simultaneously. Of the five, one other also had made good and had been retained because he could be secured for less money.

This multiple try-out policy is entirely fair when the applicants know the conditions. But to lead each applicant to believe that he has been engaged subject only to his ability to make good is manifestly unjust. The facts are bound to come out sooner or later and create distrust among all employees of the house. Loyalty is strictly reciprocal. If an employee feels that he has no assurance of fair treatment, his attitude towards the firm is sure to be negative. Even the man who secures the position will recognize the firm's lack of candor and will never give his employers the full measure of co operation which produces maximum efficiency.

The ``square deal,'' indeed, is the indispensable basis of loyalty and efficiency in an organization. The spirit as well as the letter of the bargain must be observed, else the workmen will contrive to even up matters by loafing, by slighting the work, or by a minimum production. This means a loss of possible daily earnings. On the other hand, employees never fail to recognize and in time respect the executive who holds the balance of loyalty and justice level between them and the business.

Fair wages, reasonable hours, working quarters and conditions of average comfort and healthfulness, ordinary precautions against accidents, and continuous employment are all now regarded as primary requirements and are not sufficient to create loyalty in the men. More than this must be done.

The chief executive should create such a spirit that his officers shall turn to him for help when in perplexity or difficulty. The superintendent and officers or bosses should sustain this same sympathetic relationship toward their men that the executive has toward his officers. A reputation for taking care of his men is a thing to be sought in a chief executive as well as in all under officers.

Personal relationships should be cultivated.

In some large organizations the chief executive may secure this personal touch with individuals through an agent or through a department known as the department of ``promotion and discharge,'' ``employment,'' or ``labor.'' In others, occasional meetings on a level of equality may be brought about through house picnics, entertainments, vacation camps, and so on, where employer and employee meet each other outside their usual business environment.

It is not worth while to attempt to develop loyalty to the house until there has been developed a loyalty to the personalities representing the house. Loyalty in business is in the main a reciprocal relationship. The way to begin it is for the chief to be loyal to his subordinates and to see to it that all officers are loyal to their inferiors. When loyalty from above has been secured, loyalty from the ranks may readily be developed.

The personality of the worker must be respected by the employer. ``Giving a man a chance'' to develop himself, allowing him to express his individuality, is the surest way of enlisting the interest and loyalty of a creative man.

To identify the interests of employees with the interests of the house, various plans of profit sharing, sale of stock to employees, pensions, insurance against sickness and accident, and so on, have been successfully applied by many companies.

So far as possible, responsibility for the success of the house should be assumed by all employees. In some way the workmen should feel that they are in partnership with the executives. We easily develop loyalty for the cause for which we have taken responsibility or rendered a service.

Creating Loyalty to Firm itself by Educational Campaign

A perpetual campaign of publicity should be maintained for the benefit of every man in the employ of the house. In this there should be a truthful but emphatic presentation of acts of loyalty on the part of either employers or workmen. Everything connected with the firm which has human interest should be included in this history. This educational campaign should change the loyalty to the *men in the firm into loyalty to the *firm itself. It should be an attempt to give the firm a personality, and of such a noble character that it would win the loyalty of the men. This could be accomplished at little expense and with great profit.