Page 55 - How to Drive the Bottom Line with People

Understanding Higher Math

count store and found a product that United did not
carry, so the team member took the product off the

shelf and headed to the checkout, thinking about
showing the product to United in an effort to place it
in our stores.

The team member got in line with seven other shop-
pers who were waiting to be checked out. A large sign
above the register made this promise: “Whenever
there are three or more in line, we will open another
register.” The customers standing in the steadily grow-

ing line decided to ask management about honoring
the pledge.
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Within a few minutes, a manager appeared, and he =

was politely reminded about the sign. He looked at
the sign and said, “Oh, yes, I apologize—I’ll take care
of it right away.” About five minutes later, he reap-
peared with a ladder and—amazingly—took the sign
down.

On the one hand, the manager’s action was not
what those in line were hoping for, but on the other
hand, who could blame him? He knew that he did not

have the labor force to make good on the promise, so
he did the next best thing: he got rid of the sign. At
least in that way he could reconcile the truth in his
own mind—he was not going to open more registers.