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Management 47
are really interested in an operation, they are not only alert with suggestions, but they are willing to do more with their time.
For instance, the ushers will gladly conduct a * 'whisper' * campaign, or distribute heralds, or help with house maintenance. The cashier will assist with office details and often do her part in an advertising campaign. When away from the theatre she will be anxious to develop patronage. The doorman may come down earlier than is actually required to help build cut-outs and replace lobby boards. The bill-poster will not feel that his duties are limited, but will be glad to help out not only in emergencies, but in other work in which he takes an interest, because his leader, the manager, has developed a certain loyalty to the operation. This applies also to union employees. Union employees, if tactfully handled, may not be clock watchers, and will not carry to ridiculous extremes some petty regulation. They will realize that the welfare of the theatre is their welfare, and will co-operate like the others.
As we said, this is a matter of personality and leadership, and these are not learned by any rule-of-thumb principles. However, this can be suggested — loyalty is developed by consideration and fair dealing. Deception and bunk are useless. Each man, not matter how loyal he is, is justly asking the question, "What is there in it for me?" Loyalty in business is not developed by shouting that the individual must forget himself, but rather by a fair statement of the fact that the more an individual helps the general welfare, the better for the individual. In other words, a natural, selfish attitude is now focused on another goal, even if it still remains selfish. Real service is not secured from ushers by eloquent orations which promise that shortly they will be leaders of the industry. After a few months of such eloquence the ushers naturally doubt the statement, and when they doubt the truth, they lose confidence in the leader; and when they lose confidence in leadership, devotion is impossible. Contented employees are made not by the pay envelope alone. Any salary given by some would not satisfy, because of the surroundings and the relationship that exists. But relatively small salaries have