The more sentiment there is in it, I think, the more efficient it is and the better it works.
"Business is not business."
One need not quarrel about words, but certainly, whatever else business is, it is not business. It would be closer to the facts to call business an art or a religion, a kind of homely, inspired, applied piety, based upon gifts in men which are essentially religious gifts; the power of communion in the human heart, the genius for cultivating companionship, of getting people to understand you and understand one another and do team work. The bed-rock, the hard pan of business success lies in the fundamental, daily conviction—the personal habit in a man of looking upon business as a hard, accurate, closely studied, shrewd human art, a science of mutual expectation.
I am not saying that I would favour all employers of young women having them, to-morrow morning at eleven o'clock, swing off into each other's arms and dance for five minutes. The value of the dance in this particular case was that the Firm thought of the dancing itself and was always doing things like it, that everybody knew that the Firm, up in its glass office, felt glad, joined in the dance in spirit, enjoyed seeing the girls caught up for five minutes in the joy and swing of a big happy world full of sunshine and music outside, full of buoyant and gentle things, of ideals around them which belonged to them and of which they and their lives were a part.
When we admit that business success to-day turns or is beginning to turn on a man's power of getting work out of people, we admit that a man's power of getting work out of people, his business efficiency, turns on his power of supplying his people with ideals.
Ideals are news.
You come on a man who thinks he is out of breath and that he cannot possibly run. You happen to be able to tell him that some dynamite in the quarry across the road is going to blow the side of the hill out in forty-five seconds and he will run like a gazelle.
You tell a man the news, the true news that his employees are literally and honestly finding increased pay or promotion, either in their own establishment or elsewhere for every man they employ, as fast as he makes himself fit, and you have created a man three times his own size before your own eyes, all in a minute. And he begins working for you like a man three times his own size, and not because he is getting more for it, but because he suddenly believes in you, suddenly believes in the world and in the human race he belongs to.
To make a man work, say something to him or do something to him which will make him swing his hat for humanity, and give three cheers (like a meeting of workmen the other day): "Three cheers for God!"
There is a well-known firm in England which has the best labour of its kind in the world, because the moment the Firm finds that a man's skill has reached the uttermost point in his work, where it would be to the Firm's immediate interests to keep him and where the Firm could keep on making money out of him and where the man could not keep on growing, they have a way of stepping up to such a man (and such things happen every few days), and telling him that he ought to go elsewhere, finding him a better place and sending him to it. This is a regular system and highly organized. The factory is known or looked upon as a big family or school. There are hundreds of young men and young women who, in order to get in and get started, and merely be on the premises of such a factory, would offer to work for the firm for nothing. The Factory, to them, is like a great Gate on the World.