Opinion: Bad attitude translates into lost business

This boss also used other intimidation tactics to control his work force. When someone approached him with a complaint, he made no bones about expressing his irritation: In a raised voice he would say, “That's just the way it is.” In most cases his tactics worked. His employees learned not to express grievances because it was a no-win situation.

However, when an employee refused to accept the status quo, the boss would say, “I didn't ask you to work here.” If the employee continued complaining, the boss' final statement was, “If you don't like it, find yourself another place to work.” End of subject.

This definitely stopped the complaining, but it did little for productivity. The boss never connected the dots that the reason the line went down for two hours was sometimes because of a complaint that went unanswered or because an employee with a bad attitude wanted revenge.

I remember one time getting the courage to confront my boss' attitude. I explained to him that when he hangs up on others it is intimidating. His response was to tell me that I was the only one who felt this way since I was the only one to bring it up. His second response was to tell me that he never raised his voice; it was only my perception. (Had he never heard of the theory that my perception is my reality?) He then justified his behavior by paraphrasing Eleanor Roosevelt, “No one can make you feel anything without your approval.”

Looking back on this situation I realize that there are two philosophies when it comes to attitude: The idealistic philosophy and the realistic philosophy.

The idealistic approach is that each person is responsible to choose his attitude no matter how someone else treats him. The idealistic approach goes along with Eleanor Roosevelt's saying, “No one can make you feel anything without your approval.” A minor flaw in this way of thinking is that there is a difference between knowing and doing. Most of us know that we are totally responsible for how we feel, but we are more used to reacting than we are to choosing consciously.

The realistic approach is that of William Penn, who said, “No man is fit to command another who cannot command himself.” The realistic philosophy embraces the philosophy of personal choice but acknowledges the truth that we are often influenced by each other. Some people just make it easier to choose a good attitude.

It's easier to choose a good attitude when the boss has a great attitude. It's easier to choose a good attitude when others welcome you with open arms. It's easier to choose a good attitude when you feel like a valued customer.

Recently I tried a brand-new restaurant in town. Several minor mistakes were made. Just when I was thinking that I might never return, the manager approached my table and told me the meal was on the house. The manager realized a profound business truth: If the customer leaves with a good attitude, she will return again and again.

Think about the times you have been to the grocery store and you walked away frustrated. Chances are someone was rude to you, you didn't get help out with the groceries, the place was a mess or they were out of the advertised specials. Perhaps you kept your attitude in check, but I'll bet that you stopped shopping there nonetheless.

If you attend a new networking group and you are not greeted or made to feel welcome, that influences your attitude. You might silently quote Eleanor Roosevelt while you research other networking groups to join.

If you are a leader in any sense of the word, you must never forget the influence you have over others. According to Jim Loehr and Tony Schwartz in their book, “Power of Full Engagement,” “Leaders have a disproportionate impact on the productivity of others.”

None of us work in a vacuum. Attitudes cause a chain reaction. As a boss, your attitude affects your employees. Your employees' attitudes affect your customers, and your customers are the lifeblood of your business.

The result of a bad attitude, whether yours or your customer's, is lost business.

Marlene Chism, president of ICARE Presentations in Springfield, works with companies that want to build strong business relationships and with individuals who want to be better communicators.