One example of when the two principals didn't see eye to eye is when members would request that we didn't run to get their car because they either felt bad or because they wanted to have a quick conversation with somebody before their car was brought to the front of the country club. However, our valet company's owner always demanded that we sprint for the guests vehicle so this led to some minor confrontations with the owner of the company. He would see us walking and assume we were being lazy. The way our boss would resolve it was by yelling at us to sprint regardless of what the member said.
A way to resolve it was by going by the principle that the customer is always right and do as they tell us. However, this satisfies one "master" and ignores management. It can lead to instances where you don't know who you are really working for, the customer or the owner.
You were clearly caught in the middle of two principles. I think because it is the owner who pays you for your work, I would have the incentive to sprint if I were you. But at the same time, explaining to customers that you were required to sprint might ease some of the conflict or tension.
ReplyDeleteDid you otherwise always sprint to get the cars? If so, could could you have sprinted to the wrong location first for the particular guest and that way honor his request without getting the boss mad?
ReplyDeleteOn both of the above what is relevant is how intensely you were monitored. From the way you tell the story, it is impossible to tell. It would have made for a better piece if you discussed that.