“Clamour, Disgust and Odium”
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Well over 200 years ago, Alexander Hamilton wrote a remarkable letter
to the newly created U.S. Coast Guard’s revenue cutter commanders. It’s remarkable because near the end of the letter Mr. Hamilton offers guidance on how to behave toward the client – any customer, anywhere. That advice is as relevant today as it was June 4, 1791.
“Prudence, moderation and good temper” is what he asked of the new officers. Yes, “activity, vigilance and firmness” were important, but the former qualities had equal bearing on the success of any enterprise including, I would venture to say, our modern day organizations. Consider what you have when any or all six of Hamilton’s qualities go AWOL.
Mr. Hamilton was all too aware that “it is easy by mismanagement, to produce serious and extensive clamour, disgust and odium (among customers)”. We certainly have some evidence of this. What are the reasons for the so-called “rage” expressed by many people about government officials and services, at just about any level or office?
Hamilton wanted the commanders to never forget “ that their countrymen are freemen, and, as such, are impatient of everything that bears the least mark of a domineering spirit.” Hmm. Does that “domineering spirit” lurk behind the smirks and ready dismissals of citizen ire by some of the elected and appointed?
I once wrote to my several congress people politely encouraging them to, like Zeus, descend to Earth, disguise themselves and take a chair in a social services office (think DMV, Social Security, Medicaid, etc.) to observe what happens. Who makes eye contact? How clear are directions and how is the facility organized for assistance? Is the floor clean? And, does a staff member reach out and ask to help you? Is the security guard armed? Why?
When you finally (how long did you wait?) are face to face with a service provider, does he or she welcome you or put up with you? Most important, does he or she help you or waste your time through a practiced ignorance?
No one wrote back.
Hamilton was well aware that front line staff must refrain, ” from whatever has the semblance of haughtiness, rudeness, or insult.”
I have often wondered what would make a difference in these agencies. Some simple straightforward suggestions: Make immediate eye contact. Smile. Know and do your job.
Now, who would make this transformation happen? Who or what gets in the way of that happening? Staff, unions, bosses, the rules, the customers? What would it take to convert seemingly demoralized staff –exuding the worst kind of bureaucratic attitude – into smiling workers willing to help everyone who comes thru the door? I doubt the answer is more staff. Or, higher pay. I can almost guarantee one of the ways to “….inculcate upon your men a correspondent disposition” is to allow staff to help people without regard for the office handbook or hierarchy, to do what is right for the customer each and every time.
to the newly created U.S. Coast Guard’s revenue cutter commanders. It’s remarkable because near the end of the letter Mr. Hamilton offers guidance on how to behave toward the client – any customer, anywhere. That advice is as relevant today as it was June 4, 1791.
“Prudence, moderation and good temper” is what he asked of the new officers. Yes, “activity, vigilance and firmness” were important, but the former qualities had equal bearing on the success of any enterprise including, I would venture to say, our modern day organizations. Consider what you have when any or all six of Hamilton’s qualities go AWOL.
Mr. Hamilton was all too aware that “it is easy by mismanagement, to produce serious and extensive clamour, disgust and odium (among customers)”. We certainly have some evidence of this. What are the reasons for the so-called “rage” expressed by many people about government officials and services, at just about any level or office?
Hamilton wanted the commanders to never forget “ that their countrymen are freemen, and, as such, are impatient of everything that bears the least mark of a domineering spirit.” Hmm. Does that “domineering spirit” lurk behind the smirks and ready dismissals of citizen ire by some of the elected and appointed?
I once wrote to my several congress people politely encouraging them to, like Zeus, descend to Earth, disguise themselves and take a chair in a social services office (think DMV, Social Security, Medicaid, etc.) to observe what happens. Who makes eye contact? How clear are directions and how is the facility organized for assistance? Is the floor clean? And, does a staff member reach out and ask to help you? Is the security guard armed? Why?
When you finally (how long did you wait?) are face to face with a service provider, does he or she welcome you or put up with you? Most important, does he or she help you or waste your time through a practiced ignorance?
No one wrote back.
Hamilton was well aware that front line staff must refrain, ” from whatever has the semblance of haughtiness, rudeness, or insult.”
I have often wondered what would make a difference in these agencies. Some simple straightforward suggestions: Make immediate eye contact. Smile. Know and do your job.
Now, who would make this transformation happen? Who or what gets in the way of that happening? Staff, unions, bosses, the rules, the customers? What would it take to convert seemingly demoralized staff –exuding the worst kind of bureaucratic attitude – into smiling workers willing to help everyone who comes thru the door? I doubt the answer is more staff. Or, higher pay. I can almost guarantee one of the ways to “….inculcate upon your men a correspondent disposition” is to allow staff to help people without regard for the office handbook or hierarchy, to do what is right for the customer each and every time.
“I am sir, your obedient servant,”
John Lubans Jr.
John Lubans Jr.
John Lubans - portrait by WSJ