Every one of the dozens of decencies described in the book have been field tested by the best companies in the world. Most are free or virtually so. Nor do they require permission from anyone else. They are independent of specific leadership styles. And they do not require high levels of training to implement. All represent small changes that produce big results. Best of all, these decencies combine to create a corporate culture that protects itself against threats such as fraud and workplace misconduct. 

The book organizes these gestures by such categories as meeting and telephone decencies, human resources decencies, and customer service decencies. 

Examples of Small Decencies

• On a new employee’s first day, send flowers and a note to the employee’s partner
• Instead of “employees,” try “associates” or “colleagues”
• Engage receptionists
• Welcome visitors by name. Better yet call them “guests”
• Don’t keep guests, including sales reps, waiting
• For meetings you convene, be the first to sit down and the last to get up
• When you meet with a colleague, bring a notebook and open it up
• Ask “I wonder if . . . “ questions and listen
• Answer your own phone (unless you are with someone)
• Respect confidences
• Don’t gossip
• Give away recognition when things go well; hoard responsibility when they don’t
• Convey bad news in person
• If you have to terminate an employee, check if it’s their birthday or significant milestone
• When you make a mistake, admit it and apologize

Decencies are not done for the sake of profits. They are chosen for their own sake. The Manager’s Book of Decencies describes hundreds of proven decencies and offers a new way to create organizations that reflect the best values of their constituents. 

Contents

Foreword by Peter Ueberroth 

Introduction

PART ONE SMALL CHANGES, BIG RESULTS 

Chapter 1 We’re Business People but, First, We’re People

Chapter 2 A Funny Thing Happened on the Way to Compliance

Chapter 3 Leadership, Culture, and Decencies 

PART TWO SMALL DECENCIES IN ACTION 

Chapter 4 Respect and Consideration Decencies

Chapter 5 Recognition Decencies

Chapter 6 Listening Decencies

Chapter 7 Executive Humility Decencies 

Chapter 8 Separation Decencies

PART THREE BUILDING THE DECENT ORGANIZATION

Chapter 9 Bigger Decencies

Chapter 10 What the Decent Corporation Looks Like

Chapter 11 Five CEOs Who Get It 

Chapter 12 Your Turn: Putting Small Decencies into Action

About the Author

Acknowledgements

Notes and Sources

Index

About the Author 

In 1982, Stephen Harrison joined two partners in building Lee Hecht Harrison (LHH). Under Harrison’s management, LHH became one of the largest career management firms in the world, with over 240 offices in 36 countries. After LHH was acquired by Zurich-based Adia (now Adecco) in 1988, Harrison played a leading role in LHH’s rapid expansion in the burgeoning outplacement industry. He received a BA from Lycoming College and an MBA in Industrial Relations, with honors, from the University of Cincinnati. 

For more information, contact Steve Harrison, Chairman

Lee Hecht Harrison, 50 Tice Boulevard, Woodcliff Lake, NJ 07677

steve.harrison@lhh.com