Читать книгу The Witch of Portobello - Пауло Коэльо, Paulo Coelho - Страница 17

I only took on Athena because her family was one of our most important customers; after all, the world revolves around mutual interests. She seemed a very restless person, and so I gave her a dull clerical post, hoping that she would soon resign. That way, I could tell her father that I’d done my best to help her, but without success.

My experience as a manager had taught me to recognise people’s states of mind, even if they said nothing. On a management course I attended, we learned that if you wanted to get rid of someone, you should do everything you can to provoke them into rudeness, so that you would then have a perfectly good reason to dismiss them.

I did everything I could to achieve my objective with Athena. She didn’t depend on her salary to live and would soon learn how pointless it was: having to get up early, drop her son off at her mother’s house, slave away all day at a repetitive job, pick her son up again, go to the supermarket, spend time with her son before putting him to bed, and then, the next day, spend another three hours on public transport, and all for no reason, when there were so many other more interesting ways of filling her days. She grew increasingly irritable, and I felt proud of my strategy. I would get what I wanted. She started complaining about the apartment where she lived, saying that her landlord kept her awake all night, playing really loud music.

Then, suddenly, something changed. At first, it was only Athena, but soon it was the whole branch.

How did I notice this change? Well, a group of workers is like a kind of orchestra; a good manager is the conductor, and he knows who is out of tune, who is playing with real commitment, and who is simply following the crowd. Athena seemed to be playing her instrument without the least enthusiasm; she seemed distant, never sharing the joys and sadnesses of her personal life with her colleagues, letting it be known that, when she left work, her free time was entirely taken up with looking after her son. Then, suddenly, she became more relaxed, more communicative, telling anyone who would listen that she had discovered the secret of rejuvenation.

‘Rejuvenation’, of course, is a magic word. Coming from someone who was barely twenty-one, it sounded pretty ridiculous, and yet other members of staff believed her and started to ask her for the secret formula.

Her efficiency increased, even though her workload remained unchanged. Her colleagues, who, up until then, had never exchanged more than a ‘Good morning’ or a ‘Goodnight’ with her, started asking her out to lunch. When they came back, they seemed very pleased, and the department’s productivity made a giant leap.

I know that people who are in love do have an effect on the environment in which they live, and so I immediately assumed that Athena must have met someone very important in her life.

I asked, and she agreed, adding that she’d never before gone out with a customer, but that, in this case, she’d been unable to refuse. Normally, this would have been grounds for immediate dismissal – the bank’s rules are clear: personal contact with customers is forbidden. But, by then, I was aware that her behaviour had infected almost everyone else. Some of her colleagues started getting together with her after work, and a few of them had, I believe, been to her house.

I had a very dangerous situation on my hands. The young trainee with no previous work experience, who up until then had seemed to veer between shyness and aggression, had become a kind of natural leader amongst my workers. If I fired her, they would think it was out of jealousy, and I’d lose their respect. If I kept her on, I ran the risk, within a matter of months, of losing control of the group.

I decided to wait a little, but meanwhile, there was a definite increase in the ‘energy’ at the bank (I hate that word ‘energy’, because it doesn’t really mean anything, unless you’re talking about electricity). Anyway, our customers seemed much happier and were starting to recommend other people to come to us. The employees seemed happy too, and even though their workload had doubled, I didn’t need to take on any more staff because they were all coping fine.

One day, I received a letter from my superiors. They wanted me to go to Barcelona for a group meeting, so that I could explain my management techniques to them. According to them, I had increased profit without increasing expenditure, and that, of course, is the only thing that interests executives everywhere.