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Case Study: Module 9 – Business Etiquette

19 business etiquette rules every professional should know

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Professional social situations can be awkward. And, unfortunately, many people wind up making fools of themselves because they don’t understand that etiquette rules in business differ from those in other settings.

In “ The Essentials of Business Etiquette ,” Barbara Pachter writes about the rules people need to understand to conduct and present themselves appropriately in professional social settings.

Here are the most important tips on how to introduce yourself, how to dress, and what to order at restaurants, all from Pachter’s book.

Always stand when you’re being introduced to someone.

Always say your full name.

In a business situation, you should use your full name, but you should also pay attention to how others want to be introduced.

If your name is too long or difficult to pronounce, Pachter says you should consider changing or shortening it. Or you should consider writing down the pronunciation of your name on a business card and giving it to others.

Always initiate the handshake if you’re the higher-ranking person or host.

In today’s workplace, the host or the higher-ranking person, regardless of gender, should extend their hand first, she writes. “If the higher-ranking person fails to do so immediately — often because of gender confusion — the lower-ranking person should extend his or her hand without missing more than a beat.”

Either way, the handshake must happen. “In the United States, the handshake is the business greeting. If you want to be taken seriously, you must shake hands and shake hands correctly.”

Dress appropriately.

“Clothing, an important form of nonverbal communication, can enhance a person’s professional reputation or detract from his or her credibility. You want to send a professional message through your clothing choices,” Pachter writes.

Always find out what the dress code is at the event, meeting, or restaurant you’re going to and make sure your attire falls within the guidelines.

Only say ‘thank you’ once or twice during a conversation.

“You need to say it only once or twice within a conversation,” Pachter writes. “Otherwise, you may dilute its impact and possibly make yourself seem somewhat helpless and needy.”

Send separate thank-you notes to everyone involved.

You should send thank-you notes within 24 hours and you should send separate notes to everyone you want to thank.

“Before you choose between email and handwritten notes, consider that regular mail may take several days to get to its destination while email arrives almost immediately,” Pachter writes. “This time difference can be important after a job interview, if the hiring decision is being made quickly.”

Leave your phone in your pocket.

Everyone brings their phone everywhere they go today — but you should avoid taking it out during meetings.

You might be tempted to text or email, but no matter how sly you try to be, it’s noticeable and it’s rude.

Also, don’t place your phone on the table when meeting with someone. You are telling that person that you are so ready to drop him or her and connect with someone else.

Never pull out someone’s chair for them.

It’s OK to hold open a door for your guest, but Pachter says you shouldn’t pull someone’s chair out for them regardless of gender. In a business setting, you should leave those social gender rules behind.

“Both men and women can pull out their own chairs.”

Don’t cross your legs.

Keep your fingers together when you point.

“Point with an open palm, and keep your fingers together. If you point with your index finger, it appears aggressive,” Pachter writes. “Both men and women point, but women have a tendency to do it more than men.”

Always double check that you have selected the correct email recipient.

Pay attention when typing a name from your address book on the email’s “To” line. It is easy to select the wrong name, which you  really don’t want to do .

Always break bread with your hands.

Pachter says you should never use your knife to cut your rolls at a business dinner.

“Break your roll in half and tear off one piece at a time, and butter the piece as you are ready to eat it.”

Don’t order anything too expensive.

If you order an expensive steak or lobster, for instance, you will look like you’re taking advantage of your host, Pachter writes. “However, if your host makes recommendations, you can order any of those suggestions, though it’s still better not to choose the most expensive.” The same goes for wine.

Also be careful when ordering a “special.” “Many waiters do not mention the price when telling you their specials of the night. Specials can cost from 10% to 40% more than regular menu items, but you cannot comfortably ask the price of a special in a business situation.” You’re better off steering clear.

Do not push away or stack your dishes.

“You are not the waiter,” Pachter writes. “Let the wait staff do their jobs.” Plus, if the other person (or people) you’re dining with aren’t yet finished, they may feel rushed — and you may come off as rude.

Keep the food options balanced with your guest.

This means that if your guest orders an appetizer or dessert, you should follow suit.

“You don’t want to make your guest feel uncomfortable by eating a course alone,” Pachter writes.

Never ask for a to-go box.

“You are there for business, not for the leftovers,” Pachter writes. “Doggie bags are okay for family dinners but not during professional occasions.”

Know where to properly place plates and silverware.

Pachter writes:

Food is placed to the left of the dinner plate. The words food and left each have four letters; if the table is set properly, your bread or salad or any other food dish, will be placed to the left of your dinner plate. Similarly, drinks are placed to the right of the dinner plate, and the words glass and right contain five letters. Any glass or drink will be placed to the right of the dinner plate.”

Left and right also work for your utensils. Your fork (four letters) goes to the left; your knife and spoon (five letters each) go to the right.

Also, think “BMW” when trying to remember where to place plates and glasses. The mnemonic BMW here stands for “bread, meal, and water” so remember that “your bread-and-butter plate is on the left, the meal is in the middle, and your water glass is on the right.”

The host should always pay.

“If you did the inviting, you are the host, and you should pay the bill, regardless of gender. What if a male guest wants to pay? A woman does have some choices. She can say, ‘Oh, it’s not me; it is the firm that is paying.’ Or she can excuse herself from the table and pay the bill away from the guests. This option works for men as well, and it is a very refined way to pay a bill,” Pachter writes.

“However, the bottom line is that you don’t want to fight over a bill. If a male guest insists on paying despite a female host’s best efforts, let him pay.”

Prepare a polite exit.

Pachter says you need to be the one talking as you’re making the exit. “Remember to leave when you are talking. At that point, you are in control, and it is a much smoother exit.”

You should also have “exit lines” prepared in case you need to leave a conversation. You can say “Nice to meet you” or “Nice talking to you” or “See you next week at the meeting.”

You can also excuse yourself for a bathroom break, to get food, or say you wanted to catch someone before they leave.

This article is published in collaboration with Business Insider . Publication does not imply endorsement of views by the World Economic Forum.

To keep up with the Agenda subscribe to our weekly newsletter .

Author: Jacquelyn Smith is a careers editor at Business Insider.

Image: People stand on a platform at a train station in Tokyo. REUTERS/Yuya Shino 

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1.6: Case Studies

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Gray Matters

Source: Photo courtesy of Sasha Wolff, www.flickr.com/photos/sashawolff/3388815964.

To foster ethical discussion and understanding in the workplace, the Lockheed Martin company developed a quiz for employees called “Gray Matters.” The quiz is multiple choice, with a range of points awarded (or subtracted) depending on the response. Subsequently, the approach has been adopted by a wide range of corporations. Here’s a typical question matched with its possible answers and the corresponding points:

Six months after you hired an assistant accountant who has been working competently and responsibly, you learn that she departed from the truth on her employment application: she claimed she had a college degree when she didn’t. You’re her manager; what should you do?

• Nothing because she’s doing her job just fine. (–10 points)
• Bring the issue to the human resources department to determine exactly how company policy determines the situation should be handled. (10 points)
• Fire her for lying. (5 points)
• Carefully weigh her work performance, her length of service, and her potential benefit to the company before informing anyone of what happened or making any recommendations. (0 points)

Exercise \(\PageIndex{1}\)

• The three principle components of business ethics are facts, values, and arguments. What are the facts pertinent to an ethical evaluation of this case? Is there any information not contained in the question that you’d like to have before making a decision about what should be done?
• From the facts and information provided, can you sketch a set of values and chain of reasoning justifying the answer that the quiz’s original authors sanctioned as the right one? (Leave the decision in the hands of the HR department and existing company policy.)
• You get some points for C (firing her). What values and reasoning may lead to that determination?
• According to the quiz authors, the worst answer is A. Maybe they’re wrong, though. What values and reasoning may lead to the conclusion that doing “nothing because she’s doing her job just fine” is an excellent response?
• Would it be reasonable to say that, ethically, this is an issue just between you and the woman who you hired after she lied on her résumé?
• If you expand the answer about who’s involved to include other workmates at the company, as well as the company’s clients and shareholders, does that change the ethical perspective you have on what should be done with the lying (but capable) coworker?
• Would you categorize response B (bring the issue to HR to determine exactly how company policy determines the situation should be handled) as leading to a decision more based on morality or more based on ethics? Explain.
• Would you categorize response D (carefully weigh her work performance, her length of service, and her potential benefit to the company before informing anyone of what happened or making any recommendations) as leading to a decision more based on morality or ethics? Explain.

Who Made Your iPhone?

Source: Photo courtesy of Tobias Myrstrand Leander, http://www.flickr.com/photos/s8an/5207806926/

Connie Guglielmo, a reporter for Bloomberg news services, begins an article on Apple this way: “Apple Inc. said three of its suppliers hired 11 underage workers to help build the iPhone, iPod and Macintosh computer last year, a violation it uncovered as part of its onsite audit of 102 factories.” Connie Guglielmo, “Apple Says Children Were Used to Build iPhone, iPod (Update1),” Bloomberg , February 27, 2010, accessed May 11, 2011, http://www.bloomberg.com/apps/news?pid=newsarchive&sid=aiEeeQNHkrOY .

Her story adds details. The underage workers were fifteen in places where the minimum legal age for employment is sixteen. She wasn’t able to discover the specific countries, but learned the infractions occurred in one or more of the following: China, Taiwan, Thailand, Malaysia, Singapore, South Korea, the Czech Republic, and the Philippines.

Following the discovery, the employees were released, and disciplinary action was taken against a number of the foreign suppliers. In one case, Apple stopped contracting with the company entirely.

The story closes with this: “Apple rose $2.62 to $204.62 yesterday in Nasdaq Stock Market trading. The shares more than doubled last year.”

Exercise \(\PageIndex{2}\)

• The ethical question is whether Apple ought to contract (through suppliers) fifteen-year-olds to work on factory floors. Is the fact that the stock price has been zooming up a pertinent fact, or does it not affect the ethics? Explain.
• From the information given and reasonable assumptions about these factories and the living conditions of people working inside them, sketch an ethical argument against Apple enforcing the age workplace rule. What fundamental values underwrite the argument?
• From the information given and reasonable assumptions about these factories and the living conditions of people working inside them, sketch an argument in favor of Apple enforcing the age workplace rule. What fundamental values underwrite the argument?
• Within the context of the Apple situation, what’s the difference between making a decision in terms of the law and in terms of ethics?
• What is an advantage of following the local customs when making economic decisions like the one confronting Apple?
• Does the custom of employing young workers in some countries change your ethical consideration of the practice in those places? Why or why not?
• The person is able to understand right and wrong.
• The person acts to cause (or fails to act to prevent) a wrong.
• The person acts knowing what they’re doing.
• The person acts from their own free will.

Assuming it’s unethical for fifteen-year-olds to work factory shifts making iPhones, who bears responsibility for the wrong?

• Do the fifteen-year-olds bear some responsibility? Explain.
• Does Steve Jobs, the CEO of Apple? Explain.
• Are shareholders guilty? Explain.
• Do people who use iPhones bear responsibility? Explain.

Since 2006, students at the Columbia Business School have been required to pledge “I adhere to the principles of truth, integrity, and respect. I will not lie, cheat, steal, or tolerate those who do.”

This is a substantial promise, but it doesn’t sound like it’ll create too many tremendous burdens or require huge sacrifices.

A somewhat more demanding pledge solidified in 2010 when a group of business school students from Columbia, Duke Fuqua, Harvard, MIT Sloan, NYU Stern, Rensselaer Lally, Thunderbird, UNC Kenan-Flagler, and Yale met to formalize the following MBA Oath:

As a business leader I recognize my role in society.

• My purpose is to lead people and manage resources to create value that no single individual can create alone.
• My decisions affect the well-being of individuals inside and outside my enterprise, today and tomorrow.

Therefore, I promise that:

• I will manage my enterprise with loyalty and care, and will not advance my personal interests at the expense of my enterprise or society.
• I will understand and uphold, in letter and spirit, the laws and contracts governing my conduct and that of my enterprise.
• I will refrain from corruption, unfair competition, or business practices harmful to society.
• I will protect the human rights and dignity of all people affected by my enterprise, and I will oppose discrimination and exploitation.
• I will protect the right of future generations to advance their standard of living and enjoy a healthy planet.
• I will report the performance and risks of my enterprise accurately and honestly.
• I will invest in developing myself and others, helping the management profession continue to advance and create sustainable and inclusive prosperity.

In exercising my professional duties according to these principles, I recognize that my behavior must set an example of integrity, eliciting trust and esteem from those I serve. I will remain accountable to my peers and to society for my actions and for upholding these standards. “The MBA Oath,” MBA Oath, accessed May 11, 2011, http://mbaoath.org/about/the-mba-oath .

Exercise \(\PageIndex{3}\)

• The second introductory clause of the MBA Oath is “My decisions affect the well-being of individuals inside and outside my enterprise, today and tomorrow.” “The MBA Oath,” MBA Oath, accessed May 11, 2011, http://mbaoath.org/about/the-mba-oath . What’s the difference between seeing this as a positive ethical stand in favor of a broad social responsibility held by those in business, and seeing it as arrogance?
• Looking at the MBA Oath, can you list a set of values that are probably shared by those responsible for its creation?
• What values underlie paulnyc’s perspective?
• How is paulnyc’s vision different from the one espoused in the oath?

Is it plausible to assert that JerryNY shares most of the values of those who wrote the MBA Oath, it’s just that he sees a different business attitude as the best way to serve those values? If so, explain. If not, why not?

I would refuse to take that oath…on principle. The idea that an individual’s proper motive should be to serve “the greater good” is highly questionable. This altruistic ethic is what supported the collectivist of communism and national socialism. If my life belongs first and foremost to “the greater good,” it follows that the greatest virtue is to live as a slave. A slave’s existence, after all, is devoted primarily for the benefit of his master. The master can be a plantation owner or a King or an oligarchy or a society that demands your servitude.

The only oath I’d be willing to take is, “I swear, by my life and my love of it, that I will never live for the sake of another man, nor ask another man to live for mine.” Eric, May 30, 2009 (10:35 a.m.), comment on Leslie Wayne, “A Promise to Be Ethical in an Era of Immorality,” New York Times , May 29, 2009, accessed May 11, 2011, community.nytimes.com/comments/www.nytimes.com/2009/05/30/business/30oath.html?sort=oldest.

In your own words, contrast the values the MBA Oath supporters espouse with the values the commenter Eric espouses.

Is it unethical to take the pledge without expecting to adhere to it simply because you think it will help in your job search, or is that strategy just a different kind of ethics? Explain.

When he says business school students are programmed, what does he mean? If someone is programmed to be an opportunistic parasite in business, can we blame them for what they do? If so, how? If not, who should be blamed?

Assume the MBA Oath does stress the importance of the greater good, and you too are going into the economic world with that as a privileged value. How could you respond to the argument that you really should be doing nursing or something more obviously serving the general good?

• According to the Times , B-schoolers aren’t lining up for the MBA Oath: only about 20 percent take the pledge. How could you convince the other 80 percent to sign on?

I.M.P. (It’s My Party)

“Look at them!” he said, his eyes dancing. “That’s what it’s all about, the way the people feel. It’s not about the sellout performances and the caliber of the bands who appear here. It’s about the people who buy tickets, having a good time.” Avis Thomas-Lester, “A Club Owner’s Mojo,” Washington Post , December 28, 2009, accessed May 11, 2011, http://views.washingtonpost.com/on-success/what-it-takes/2009/12/seth_hurwitz.html .

Source: Photo courtesy of Kevin Dooley , http://www.flickr.com/photos/pagedooley/4530723795/ .

That’s Seth Hurwitz quoted in the Washington Post , talking about his 9:30 Club, a small venue playing over-the-hill bands on the way down, and fresh acts scratching their way up.

The story’s curious detail is that even though Hurwitz calls his company I.M.P. (It’s My Party), he doesn’t spend much time at his club. In fact, he’s almost never there. Part of the reason is that his workday begins at 6 a.m., so he’s actually back in bed preparing for the next day before his enterprise gets going in earnest each night. His job is straightforward: sitting in the second floor office of his suburban DC home, he scrutinizes the music publications and statistics, probing for bands that people want to see and that won’t charge too much to appear. He told the Post that he won’t book an act as a favor, and he won’t flatter a group into playing his club to keep them away from the competition by overpaying them. “I don’t subscribe,” he says, “to doing shows that will lose money.”

Hurwitz has been connected with music in one way or another for almost as long as he can remember. The Post relates some of his early memories:

He rigged a system to broadcast radio from his basement to his parents and brothers in the living room. “I used to bring my singles into class and play them,” Hurwitz said. When he was 16, he decided he wanted to be a deejay and got his chance when alternative rock station WHFS gave him a spot. “It was from 7:45 to 8—fifteen minutes,” he said, laughing. “But that was okay because I wanted to be on the radio, and I had my own show, as a high school student.” He said he was fired “for being too progressive.” Avis Thomas-Lester, “A Club Owner’s Mojo,” Washington Post , December 28, 2009, accessed May 11, 2011, http://views.washingtonpost.com/on-success/what-it-takes/2009/12/seth_hurwitz.html .

It’s a long way from getting fired for playing music too obscure for alternative radio to where Hurwitz is now: putting on concerts by bands selected because they’ll make money.

Exercise \(\PageIndex{4}\)

• What, if anything, is Hurwitz the older concert promoter compromising to get ahead? Is there an ethical objection that could be raised here? If so, what? If not, why not?
• When Hurwitz was a deejay, he played records that led people to change the station. Then the station changed him. Is this an example of business regulating itself? Is there an ethical side to this, or is it just the way money works? Explain.
• From the information given, would you judge that Hurwitz is successful in business? Why or why not?
• Are all these questions part of institutional business ethics or personal business ethics? Explain.
• Do people who run their own company have an ethical responsibility to separate friends from business?
• One nice thing about Hurwitz working upstairs in his own house is that he can show up for work in the morning in his pajamas. Should all places of business be like that—with people free to wear whatever they want for work? Explain your answer from an ethical perspective.
• If you go to a concert on a Wednesday and are too hung over to make it to work on Thursday, what should you tell your boss on Friday? That you were hung over? That your car broke down? Something else? Justify.
• Should Hurwitz accept some responsibility and blame for absent employees? Explain.

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The Social Environment: Business Etiquette and Cultural Sensitivity

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• Stephan Rothlin 3 &
• Dennis McCann 4  

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The Schindler case addresses the complex issue of crisis management for Western multinationals operating in Asian settings. In June 2006 a deadly accident killed a high school student in Minato Ward, Japan. As a result of a software flaw, the boy was slammed between the doors of a Schindler elevator. Besides the technical failure, the Japanese public opinion condemned the company’s reaction because it showed insensitivity toward the victim’s family. Schindler was blamed for focusing on its potential legal liability, rather than the moral issues. The late apology and the poor communication between the local branch and Schindler headquarters resulted in a PR disaster, which had serious repercussions for its business in Japan. Indeed, the ensuing sales drop and erosion of the firm’s reputation significantly halted its progress in developing Japan as a strategic market in the elevator industry.

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• Sincere Apology

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“If you strive to understand the value of different cultures, you will find common points.” (Stephan Rothlin, Eighteen Rules for Becoming a Top Notch Player, 2004)

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Here are the two press releases, each one issued after the accident, first, in 2006, and second, in 2012. Note that the first press release came 3 days after the event in Minato Ward, while the second was issued immediately on the same day as the accident in Kanazawa. Note also the differences in tone and the focus of Schindler’s concerns.

“08.06.2006: Schindler Press Release: Fatal Accident in Tokyo, Japan:

On Saturday night, June 3, 2006, a 16 year old boy died in a tragic accident involving an elevator manufactured by Schindler and maintained by a third party maintenance company in Tokyo, Japan. The boy was deadly injured when the elevator abruptly moved upwards with open doors while he was leaving the elevator. The Schindler Group deeply regrets this accident and offers its condolences to the family of the boy. Schindler fully supports the local Authorities and welcomes the investigation to establish the root-cause of the accident.

The tragic accident happened in a Tokyo government housing development equipped with six Schindler elevators installed in 1998. For more than a year the elevators are no longer serviced by Schindler, but by two different local third party maintenance companies.

Schindler has no design related user fatalities on record. Fatal accidents in the elevator industry are mainly due to inappropriate maintenance or dangerous user behavior in the context of entrapment. The elevator involved in the accident is a state-of-art product fully certified by various international Authorities and in use in many markets around the world.

Schindler is moving safely over 700 million people per day or the equivalent of the Japanese population every 4 h. The risk of having a fatal accident with an elevator is lower than with any other means of transportation. Safety is Schindler’s most important value” (Schindler 2006 ).

“31.10.2012: Schindler Press Release: Fatal accident in Japan:

Today, shortly after midnight (local time), a fatal accident occurred in Kanazawa, Japan, involving a Schindler elevator. A 60-year-old woman, who was employed at the hotel where the accident occurred, died as a result. Schindler very much regrets this accident.

At the present time, the cause of the accident is not known and, therefore, we cannot provide further information concerning the course of events. Schindler is fully supporting the authorities in trying to establish the cause of the accident. The elevator in question was installed in 1998.

In Japan, the media have already reported on this tragic incident. In addition, Schindler has held a press conference to apologize to the family and to offer our sincere condolences” (Schindler 2012 ).

Lafcadio Hearn attempted to convey these to the West in his pioneering work on Japanese culture, aptly titled Kokoro: Hints and Echoes of Japanese Inner Life , originally published in 1896 (New York: Cosimo Classics, 2005).

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Rothlin, S., McCann, D. (2016). The Social Environment: Business Etiquette and Cultural Sensitivity. In: International Business Ethics. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-47434-1_15

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• Leadership |
• 16 business etiquette tips for every wo ...

16 business etiquette tips for every working professional

Business etiquette is a type of behavior that team members are expected to follow to uphold the company image and respect each other. While business culture has become more casual, it’s still critical to practice common courtesy. In this piece, we’ll explain what business etiquette is and some of the basic rules to familiarize yourself with.

People in the business world have different expectations about eye contact, body language, dress code, and dining etiquette, just to name a few. While many companies have shifted to a more casual culture, understanding proper business etiquette can go a long way. In this piece, we’ll explain what business etiquette is and some of the basic rules to familiarize yourself with. 

What is business etiquette?

Business etiquette is a type of behavior that team members are expected to follow in order to uphold the company image and respect each other. Business etiquette may change from culture to culture, but when everyone understands and follows a particular set of standards, it can create a sense of unity. 

No more silos: Optimizing your organizational structure for stronger cross-team collaboration

In this ebook, learn how to structure your organization to prevent silos, move faster, and stay aligned in the face of change.

The 5 basics of business etiquette

The basics of business etiquette vary from culture to culture, and it can be particularly intimidating to understand business etiquette if you're working for a company with a culture different from the one you grew up in. However, there are some universal constants that can help you stick to the status quo as you learn the particular group dynamics and team norms at your company. 

These five important business courtesies can help you make a solid first impression and show respect for your team members. 

1. Be on time

Whether you’re attending an interview or daily standup meeting , being on time in a work environment shows that you respect everyone’s schedule. If punctuality isn’t something you’ve prioritized in the past, brush up on some time management tips to keep yourself organized and aware of your to-do list . 

There are nuances to being on time—some cultures operate on a system of being slightly late to everything. But when in doubt, show up on time and adjust from there if necessary.

2. Recognize your team

Acknowledging others is proper business etiquette for both casual and formal work environments. When someone walks in the room at a business dinner or meeting, greet them and say hello appropriately—whether by shaking hands or following some other cultural custom. 

The same rule applies if you work from home and attend daily Zoom meetings. You may not be required to get on camera in every business meeting, but speaking up and taking the time to recognize your team members can let everyone know you’re listening and make others feel noticed. 

3. Dress appropriately

Dressing appropriately is subjective and will depend on whether you work in an office or from home. Some companies that work in the office every day will expect everyone to dress in business casual attire because much of the work involves face time with stakeholders or clients. Other companies who work in a hybrid environment may encourage team members to dress casually in order to promote comfort and productivity . 

If you are unsure about appropriate business attire, ask your manager or supervisor for tips. It’s especially common to feel unsure if you just started a new job, but don’t be afraid to send a quick email before your first day to get a feel of the office policy. Alternatively, think back to your interview and try to remember what everyone was wearing so you can dress accordingly. 

4. Respect shared spaces

Even if you work remotely, you may go into the office on occasion or share virtual spaces with your team members. Office spaces you may share with team members include a kitchen, bathroom, printer and copy room, and lounge area. Virtual spaces you may share include Google Drive folders and project management software . 

The way you treat shared spaces will reflect on you as a professional, so it’s important that you label things correctly, stay organized, and respect others who also use these spaces. Business etiquette applies to shared spaces whether you’re cleaning up after yourself physically or following company processes online.

5. Build emotional intelligence

Emotional intelligence is the ability to recognize, regulate, and understand emotions in yourself and in others. Effective emotional intelligence skills can help you empathize with team members and overcome challenges. While emotional intelligence isn’t a direct rule of business etiquette, it will help you in the workplace, no matter what conflicts arise. 

For example, imagine you’re behind on work and your boss suddenly adds a large, time-sensitive project to your plate. With emotional intelligence skills, you can speak with your manager to understand the relative priority of the work. Since you're already behind on work, you can express your worry about becoming overworked and work with your manager to come up with a solution of which work you can deprioritize or delegate less important tasks.

Business etiquette for remote workers

With the transition to increasingly virtual teams , the definition and practice of business etiquette has changed. In person, you may need a politely firm handshake and the right attire, but when working remotely , you’ll need to know the basics of email, phone, and video etiquette.

Email and team communication etiquette

Writing an email or communicating with your team through tools like Slack or  Asana seems simple enough, but professional communication online differs from personal communication. Consider the tips below for proper email and online etiquette.

Proofread: Proofreading your emails is a hard rule of thumb that you shouldn’t ignore. While your email or project management platform may have a built-in proofreading tool, you should also look over your email before sending it out, just in case.

Be polite and professional: Even though you're not speaking face to face with your email recipient, your tone of voice will come through in your words. It’s important to be polite and professional in your copy. For example, you can use upbeat phrases like: “I hope you... thanks for... just a friendly reminder... please let me know... looking forward to hearing from you.”

Respond in a timely manner: Whenever another team member or client reaches out to you, they’re doing so for a reason. Proper email and team communication etiquette means responding to people in a timely manner, even if that means setting up an automatic response for when you’re out of the office. While you don’t need to respond within minutes, aim to respond within one or two business days.

Keep it brief: Keeping your email copy brief can get your point across quickly and save time for your reader. When you hide the main objective of your message within a lengthy email, your reader may be less likely to respond in the way you hope for. 

Remember that who you’re writing to may make a difference in your email or online content. For example, if you’re communicating with other team members through Asana and Slack, you can write in a more casual tone, whereas client emails should be more formal.

Phone etiquette

Business communication often occurs through phone calls. When speaking to clients or business partners on the phone, consider the following ways to uphold business etiquette. 

Don’t call unannounced: Everyone in the business world has a schedule to follow, whether they’re working around a strict project timeline or trying to prioritize a heavy workload. When you need to talk to someone on the phone, send them an email first to schedule your call. Calling unannounced can be considered bad manners because the call recipient may be unprepared to talk to you. 

Use reasonable tone and clarity: Your tone of voice is important on work phone calls. You’ll need to keep a polite tone as you speak to team members or clients and be aware of your volume and clarity as well. If you speak too loudly or mumble on a professional call, your recipient may not receive your message the way you hope them to. Tone and communication can also vary based on culture, so keep cultural intelligence in mind when on the phone.

Deliver messages promptly: Just like with work emails, it’s important to respond to work voicemails promptly. You may receive emails from team members or clients asking to schedule phone calls. Respond to these emails quickly with the best time you’re available to talk on the phone. 

Create a professional voicemail: Creating a professional voicemail for when you’re unavailable is proper business etiquette because it lets people know who you are, what you do, and that you’re unavailable. They can then leave you messages explaining why they’re calling. 

Video etiquette

Video is one of the most popular ways for remote workers to connect. With this method of communication, you get the benefit of speaking with many of your team members in real-time, which means there are some video etiquette basics you should know. 

Mute yourself: One of the biggest issues team members face on video calls is background noise coming from those who aren’t speaking. This issue has a simple fix: mute yourself when you aren’t the speaker. Muting yourself will ensure your microphone is silent so others can have the full attention of the virtual room. 

Engage with your body: When on a video call, others can see how you non-verbally interact with the speaker. If you’re looking down or you’re too relaxed in your seat, you may send the message that you’re uninterested in the conversation. Sitting up straight, looking alert, and using nonverbal communication to show you’re engaged lets the speaker know you’re paying attention.

Don’t interrupt: Interrupting someone on a video call can be especially disruptive. Technology can’t always keep up with multiple people trying to speak on a video call, so interruptions can lead to glitches and confusion for everyone involved. 

Dress appropriately: Video calls may only show your clothes from the waist up, but it’s still important to dress appropriately together. Your attire for video calls should follow your company’s dress code. Also consider your personal hygiene when on camera. 

Working from home makes it less common that you’ll interact with team members and clients in person, but don’t forget that virtual interactions still leave lasting impressions. When in doubt, approach these interactions with the same business ettiquette and care as you would for an in-person conversation.

Improve team communication with business etiquette

The goal of business etiquette is to present a united company image, foster mutual respect for team members, and improve communication in the workplace. When teams communicate effectively, they do better work. 

Effective communication doesn’t stop there. Using software can help your team work together to meet deadlines and reach goals. With team communication software, you can facilitate better communication between team members by ensuring everyone receives the right information at the right time. 

Related resources

100+ teamwork quotes to motivate and inspire collaboration

Beat thrash for good: 4 organizational planning challenges and solutions

Work schedule types: How to find the right approach for your team

When to use collaboration vs. coordination

7 Favorite Business Case Studies to Teach—and Why

Explore more.

• Case Teaching
• Course Materials

FEATURED CASE STUDIES

The Army Crew Team . Emily Michelle David of CEIBS

ATH Technologies . Devin Shanthikumar of Paul Merage School of Business

Fabritek 1992 . Rob Austin of Ivey Business School

Lincoln Electric Co . Karin Schnarr of Wilfrid Laurier University

Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth . Gary Pisano of Harvard Business School

The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron . Francesca Gino of Harvard Business School

Warren E. Buffett, 2015 . Robert F. Bruner of Darden School of Business

To dig into what makes a compelling case study, we asked seven experienced educators who teach with—and many who write—business case studies: “What is your favorite case to teach and why?”

The resulting list of case study favorites ranges in topics from operations management and organizational structure to rebel leaders and whodunnit dramas.

1. The Army Crew Team

Emily Michelle David, Assistant Professor of Management, China Europe International Business School (CEIBS)

“I love teaching  The Army Crew Team  case because it beautifully demonstrates how a team can be so much less than the sum of its parts.

I deliver the case to executives in a nearby state-of-the-art rowing facility that features rowing machines, professional coaches, and shiny red eight-person shells.

After going through the case, they hear testimonies from former members of Chinese national crew teams before carrying their own boat to the river for a test race.

The rich learning environment helps to vividly underscore one of the case’s core messages: competition can be a double-edged sword if not properly managed.

Executives in Emily Michelle David’s organizational behavior class participate in rowing activities at a nearby facility as part of her case delivery.

Despite working for an elite headhunting firm, the executives in my most recent class were surprised to realize how much they’ve allowed their own team-building responsibilities to lapse. In the MBA pre-course, this case often leads to a rich discussion about common traps that newcomers fall into (for example, trying to do too much, too soon), which helps to poise them to both stand out in the MBA as well as prepare them for the lateral team building they will soon engage in.

Finally, I love that the post-script always gets a good laugh and serves as an early lesson that organizational behavior courses will seldom give you foolproof solutions for specific problems but will, instead, arm you with the ability to think through issues more critically.”

2. ATH Technologies

Devin Shanthikumar, Associate Professor of Accounting, Paul Merage School of Business

“As a professor at UC Irvine’s Paul Merage School of Business, and before that at Harvard Business School, I have probably taught over 100 cases. I would like to say that my favorite case is my own,   Compass Box Whisky Company . But as fun as that case is, one case beats it:  ATH Technologies  by Robert Simons and Jennifer Packard.

ATH presents a young entrepreneurial company that is bought by a much larger company. As part of the merger, ATH gets an ‘earn-out’ deal—common among high-tech industries. The company, and the class, must decide what to do to achieve the stretch earn-out goals.

ATH captures a scenario we all want to be in at some point in our careers—being part of a young, exciting, growing organization. And a scenario we all will likely face—having stretch goals that seem almost unreachable.

It forces us, as a class, to really struggle with what to do at each stage.

After we read and discuss the A case, we find out what happens next, and discuss the B case, then the C, then D, and even E. At every stage, we can:

see how our decisions play out,

figure out how to build on our successes, and

address our failures.

The case is exciting, the class discussion is dynamic and energetic, and in the end, we all go home with a memorable ‘ah-ha!’ moment.

I have taught many great cases over my career, but none are quite as fun, memorable, and effective as ATH .”

3. Fabritek 1992

Rob Austin, Professor of Information Systems, Ivey Business School

“This might seem like an odd choice, but my favorite case to teach is an old operations case called  Fabritek 1992 .

The latest version of Fabritek 1992 is dated 2009, but it is my understanding that this is a rewrite of a case that is older (probably much older). There is a Fabritek 1969 in the HBP catalog—same basic case, older dates, and numbers. That 1969 version lists no authors, so I suspect the case goes even further back; the 1969 version is, I’m guessing, a rewrite of an even older version.

There are many things I appreciate about the case. Here are a few:

It operates as a learning opportunity at many levels. At first it looks like a not-very-glamorous production job scheduling case. By the end of the case discussion, though, we’re into (operations) strategy and more. It starts out technical, then explodes into much broader relevance. As I tell participants when I’m teaching HBP's Teaching with Cases seminars —where I often use Fabritek as an example—when people first encounter this case, they almost always underestimate it.

It has great characters—especially Arthur Moreno, who looks like a troublemaker, but who, discussion reveals, might just be the smartest guy in the factory. Alums of the Harvard MBA program have told me that they remember Arthur Moreno many years later.

Almost every word in the case is important. It’s only four and a half pages of text and three pages of exhibits. This economy of words and sparsity of style have always seemed like poetry to me. I should note that this super concise, every-word-matters approach is not the ideal we usually aspire to when we write cases. Often, we include extra or superfluous information because part of our teaching objective is to provide practice in separating what matters from what doesn’t in a case. Fabritek takes a different approach, though, which fits it well.

It has a dramatic structure. It unfolds like a detective story, a sort of whodunnit. Something is wrong. There is a quality problem, and we’re not sure who or what is responsible. One person, Arthur Moreno, looks very guilty (probably too obviously guilty), but as we dig into the situation, there are many more possibilities. We spend in-class time analyzing the data (there’s a bit of math, so it covers that base, too) to determine which hypotheses are best supported by the data. And, realistically, the data doesn’t support any of the hypotheses perfectly, just some of them more than others. Also, there’s a plot twist at the end (I won’t reveal it, but here’s a hint: Arthur Moreno isn’t nearly the biggest problem in the final analysis). I have had students tell me the surprising realization at the end of the discussion gives them ‘goosebumps.’

Finally, through the unexpected plot twist, it imparts what I call a ‘wisdom lesson’ to young managers: not to be too sure of themselves and to regard the experiences of others, especially experts out on the factory floor, with great seriousness.”

4. Lincoln Electric Co.

Karin Schnarr, Assistant Professor of Policy, Wilfrid Laurier University

“As a strategy professor, my favorite case to teach is the classic 1975 Harvard case  Lincoln Electric Co.  by Norman Berg.

I use it to demonstrate to students the theory linkage between strategy and organizational structure, management processes, and leadership behavior.

This case may be an odd choice for a favorite. It occurs decades before my students were born. It is pages longer than we are told students are now willing to read. It is about manufacturing arc welding equipment in Cleveland, Ohio—a hard sell for a Canadian business classroom.

Yet, I have never come across a case that so perfectly illustrates what I want students to learn about how a company can be designed from an organizational perspective to successfully implement its strategy.

And in a time where so much focus continues to be on how to maximize shareholder value, it is refreshing to be able to discuss a publicly-traded company that is successfully pursuing a strategy that provides a fair value to shareholders while distributing value to employees through a large bonus pool, as well as value to customers by continually lowering prices.

However, to make the case resonate with today’s students, I work to make it relevant to the contemporary business environment. I link the case to multimedia clips about Lincoln Electric’s current manufacturing practices, processes, and leadership practices. My students can then see that a model that has been in place for generations is still viable and highly successful, even in our very different competitive situation.”

5. Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth

Gary Pisano, Professor of Business Administration, Harvard Business School

“My favorite case to teach these days is  Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth .

I love teaching this case for three reasons:

1. It demonstrates how a company in a super-tough, highly competitive business can do very well by focusing on creating unique operating capabilities. In theory, Pal’s should have no chance against behemoths like McDonalds or Wendy’s—but it thrives because it has built a unique operating system. It’s a great example of a strategic approach to operations in action.

2. The case shows how a strategic approach to human resource and talent development at all levels really matters. This company competes in an industry not known for engaging its front-line workers. The case shows how engaging these workers can really pay off.

3. Finally, Pal’s is really unusual in its approach to growth. Most companies set growth goals (usually arbitrary ones) and then try to figure out how to ‘backfill’ the human resource and talent management gaps. They trust you can always find someone to do the job. Pal’s tackles the growth problem completely the other way around. They rigorously select and train their future managers. Only when they have a manager ready to take on their own store do they open a new one. They pace their growth off their capacity to develop talent. I find this really fascinating and so do the students I teach this case to.”

6. The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron

Francesca Gino, Professor of Business Administration, Harvard Business School

“My favorite case to teach is  The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron .

The case surprises students because it is about a leader, known in the unit by the nickname Chaos , who inspired his squadron to be innovative and to change in a culture that is all about not rocking the boat, and where there is a deep sense that rules should simply be followed.

For years, I studied ‘rebels,’ people who do not accept the status quo; rather, they approach work with curiosity and produce positive change in their organizations. Chaos is a rebel leader who got the level of cultural change right. Many of the leaders I’ve met over the years complain about the ‘corporate culture,’ or at least point to clear weaknesses of it; but then they throw their hands up in the air and forget about changing what they can.

Chaos is different—he didn’t go after the ‘Air Force’ culture. That would be like boiling the ocean.

Instead, he focused on his unit of control and command: The 99th squadron. He focused on enabling that group to do what it needed to do within the confines of the bigger Air Force culture. In the process, he inspired everyone on his team to be the best they can be at work.

The case leaves the classroom buzzing and inspired to take action.”

7. Warren E. Buffett, 2015

Robert F. Bruner, Professor of Business Administration, Darden School of Business

“I love teaching   Warren E. Buffett, 2015  because it energizes, exercises, and surprises students.

Buffett looms large in the business firmament and therefore attracts anyone who is eager to learn his secrets for successful investing. This generates the kind of energy that helps to break the ice among students and instructors early in a course and to lay the groundwork for good case discussion practices.

Studying Buffett’s approach to investing helps to introduce and exercise important themes that will resonate throughout a course. The case challenges students to define for themselves what it means to create value. The case discussion can easily be tailored for novices or for more advanced students.

Either way, this is not hero worship: The case affords a critical examination of the financial performance of Buffett’s firm, Berkshire Hathaway, and reveals both triumphs and stumbles. Most importantly, students can critique the purported benefits of Buffett’s conglomeration strategy and the sustainability of his investment record as the size of the firm grows very large.

By the end of the class session, students seem surprised with what they have discovered. They buzz over the paradoxes in Buffett’s philosophy and performance record. And they come away with sober respect for Buffett’s acumen and for the challenges of creating value for investors.

Surely, such sobriety is a meta-message for any mastery of finance.”

More Educator Favorites

Emily Michelle David is an assistant professor of management at China Europe International Business School (CEIBS). Her current research focuses on discovering how to make workplaces more welcoming for people of all backgrounds and personality profiles to maximize performance and avoid employee burnout. David’s work has been published in a number of scholarly journals, and she has worked as an in-house researcher at both NASA and the M.D. Anderson Cancer Center.

Devin Shanthikumar  is an associate professor and the accounting area coordinator at UCI Paul Merage School of Business. She teaches undergraduate, MBA, and executive-level courses in managerial accounting. Shanthikumar previously served on the faculty at Harvard Business School, where she taught both financial accounting and managerial accounting for MBAs, and wrote cases that are used in accounting courses across the country.

Robert D. Austin is a professor of information systems at Ivey Business School and an affiliated faculty member at Harvard Medical School. He has published widely, authoring nine books, more than 50 cases and notes, three Harvard online products, and two popular massive open online courses (MOOCs) running on the Coursera platform.

Karin Schnarr is an assistant professor of policy and the director of the Bachelor of Business Administration (BBA) program at the Lazaridis School of Business & Economics at Wilfrid Laurier University in Waterloo, Ontario, Canada where she teaches strategic management at the undergraduate, graduate, and executive levels. Schnarr has published several award-winning and best-selling cases and regularly presents at international conferences on case writing and scholarship.

Gary P. Pisano is the Harry E. Figgie, Jr. Professor of Business Administration and senior associate dean of faculty development at Harvard Business School, where he has been on the faculty since 1988. Pisano is an expert in the fields of technology and operations strategy, the management of innovation, and competitive strategy. His research and consulting experience span a range of industries including aerospace, biotechnology, pharmaceuticals, specialty chemicals, health care, nutrition, computers, software, telecommunications, and semiconductors.

Francesca Gino studies how people can have more productive, creative, and fulfilling lives. She is a professor at Harvard Business School and the author, most recently, of  Rebel Talent: Why It Pays to Break the Rules at Work and in Life . Gino regularly gives keynote speeches, delivers corporate training programs, and serves in advisory roles for firms and not-for-profit organizations across the globe.

Robert F. Bruner is a university professor at the University of Virginia, distinguished professor of business administration, and dean emeritus of the Darden School of Business. He has also held visiting appointments at Harvard and Columbia universities in the United States, at INSEAD in France, and at IESE in Spain. He is the author, co-author, or editor of more than 20 books on finance, management, and teaching. Currently, he teaches and writes in finance and management.

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30 business etiquette tips for every professional

What part does being well-versed in business etiquette play in the success of your career? 

Here’s the truth:

Our professional success often hinges less upon talent and intrinsic genius, and more upon people skills, strong emotional intelligence and a keen understanding of proper business etiquette.

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In the working world, individuals from various cultural, religious and socio-economic backgrounds put aside their differences in order to support a single mission – the success of their organization. And when people with diverse belief systems and points of view come together, following certain rules of courtesy helps to oil the gears and keep companies running smoothly. 

What, exactly, is good business etiquette? 

”Business etiquette is not just knowing what to discuss during a business dinner or how to address colleagues. It’s a way of presenting yourself in such a way that you will be taken seriously […], as well as having the ability to make others feel comfortable around you.” – Source

Generally speaking, comporting yourself professionally means not only presenting oneself with confidence but also taking the feelings and attitudes of others into consideration. 

Here are 30 business etiquette tips that every professional should follow:

• Study emotional intelligence
• Dress for your role
• Mind your P’s and Q’s 
• Turn off your mobile
• Learn business lunch etiquette
• Respect other people’s time
• Learn to remember names
• Practice active listening
• Don’t gossip
• Demonstrate empathy
• Keep a positive attitude
• Address problems with solutions
• Take ownership of mistakes
• Embrace lifelong learning
• Realize that no one knows it all
• Learn to accept criticism
• Know what to keep confidential
• Follow the handbook
• Behave in open office situations
• Ask when uncertain
• Leave out drama
• Practice a firm handshake
• Control your body language
• Remember that colleagues have lives outside of work
• Learn email etiquette
• Proofread all correspondence
• Handle sensitive matters privately
• The Golden Rule

1. Study up on emotional intelligence

One of the most critical business etiquette skills involves behaving with emotional intelligence. It refers to one’s ability to put your own feelings aside and see things from the perspective of other people. 

One study revealed that after emotional intelligence training, participants showed a significant increase in identifying emotions , as well as managing them. That means, people were able to better control their emotions in tense situations. 

Think about it: 

Managers and coworkers who scream and berate others when under pressure create a hostile work environment. Conversely, keeping a cool head when facing business challenges, trying to meet tough deadlines or dealing with difficult customers leads to success.

2. Dress for your role

In many professions, workplace attire has grown more casual, but that doesn’t necessarily mean rocking flip-flops from the dollar store to work is a good idea. 

Remember that you only have one chance to leave a good first impression. So, unless you want to always be remembered as that girl or dude in sweatpants and cheap flip-flops, wear something more sophisticated.

A good business etiquette requires that you put some extra thought into your work outfit – that way, you’ll be showing your employees and colleagues that you respect your position and care about the company’s image. And paying attention to your work outfit doesn’t mean wearing a suit and tie every day, but rather making sure your work clothing is accurate – clean, ironed, and appropriate to the work setting.

3. Be on time

Everyone experiences times when they get caught behind an accident on the freeway, but punctuality remains a matter of choice much of the time. 

Keeping other people waiting because you could not get out of the home on time is plain rude and bad business etiquette. You basically say with your actions, “My time is more valuable than yours,” to those you keep waiting. 

Plus, depending on your industry, arriving late may compromise your coworkers. For example, those working in shifts who constantly show up late force their colleagues to work overtime. Once or twice is understandable, but chronic tardiness will earn you resentment. 

4. Mind your P’s and Q’s 

Think about the last time you did someone a major solid, and they accepted it as a matter of course without so much as a thank you. Their omission didn’t make you feel very good or motivated to help out again, did it? 

Proper business etiquette demands using the words “please” and “thank you.” It doesn’t matter if you’re asking a staff member to call back a client or work late — phrase such demands as polite requests or expect colleagues to take umbrage. 

In fact, if you manage a team, take this to heart: 80% of employees say they’d be willing to work harder for an appreciative boss, while 70% would be happier at their job if their boss thanked them more regularly. 

5. Turn off your mobile in meetings

Even if you leave your phone on vibrate, any text message or incoming call will interrupt your colleagues’ train of thought if it buzzes during an important meeting. Learn to turn the cell off, lock it in a desk drawer or even leave it in your car if the temptation to tweet during conferences proves too much. 

Sure, in large enough groups, you may be able to sneak in some texts under the desk the way you did back in high school. But then, you’re not exactly giving your full attention to the business at hand. 

That said, using an app to take notes during a meeting is not a bad idea and doesn’t break any business etiquette rules — just make sure your phone is on silent.

6. Learn proper business lunch etiquette

If you have an important business lunch or dinner coming up, it is recommended that you snack on some almonds and dried fruit, or another healthy snack before heading out. You don’t want your empty stomach to steal the attention and make you think more about food than business.

Other dining etiquette rules for business include dressing appropriately for the dinner place and arrive on time. Then, when it’s time to order, take a pass on alcohol, or enjoy no more than one drink. You want to be sober when making promises and business agreements.

A good business etiquette also suggests that when ordering your food, wait until your host orders and follow their lead. This doesn’t mean ordering the exact same thing, but you may want to pass on the $40 filet if they order a $20 chicken entree.

7. Respect other people’s time

When your schedule is packed with deadlines, how do you react when “that” colleague insists on asking a laundry list of questions at the end of the meeting? Especially, if those questions could easily be answered via email or in a one-on-one? 

Or – how do you feel when you have a great idea to share , but can’t get a word in edgewise as a coworker insists on dominating the discussion? 

There’s a big difference between asking for clarification of a misunderstood point and holding other staff hostages while you ask a presenter to repeat half of what they’ve said already. Generally, the proper etiquette for business meetings is: if it ends before you have the opportunity to share a brilliant proposal , ask to speak with your supervisor privately or send an email to create a paper trail. 

Also, remember that making workplace besties is great , but you’re at work to accomplish needed tasks, not to play the social butterfly. It’s okay to exchange pleasantries and the occasional (appropriate) joke, but don’t stand in someone’s office doorway gabbing away when it’s clear they want to get down to business. 

8. Learn how to remember names

One of the most important parts of business etiquette is knowing how to greet people properly. Most people understand the importance of first impressions and a firm handshake but remembering names matters, too. 

Here are a few tested and true tricks to remember people’s names:

• Create a mental picture that helps you recall their name — for example, if someone’s name is Mrs. Duckworth, you might picture a mallard wearing a dollar bill hat.
• Repeat the person’s name several times throughout your introduction. Repetition helps you to put a name to a face and make it stick.
• If you’re exchanging business cards immediately after meeting, jot down some notes on their appearance on the back as a cheat sheet. 

9. Practice active listening techniques 

Whether speaking with your boss, a client or an underling, practice active listening techniques to win people over. Because no matter who is standing in front of you, everyone wants to feel heard – especially when they’re talking about things that they’re passionate about or worry them. So, if you’re able to master this business etiquette, you’re up for success.

What does active listening mean?

It involves paying attention to the speaker and asking clarifying questions or using reflective statements to show you understand. Nodding and maintaining eye contact also helps – that way, you’re showing people you hear them. 

10. Be like Switzerland with water-cooler gossip

A recent study indicated that the majority of gossip – three quarters – isn’t negative in nature, but rather neutral chatter about current events. 

For example, exchanging occasional pleasantries around the water cooler, such as, “Hey, did you hear Barb in accounting had a baby girl last night?” does no harm. In fact, it can actually smooth interoffice relationships. 

However, avoid negative gossip – that’s a big business etiquette no-no. Even if you don’t believe karma will catch up with you eventually, gloating over how Mike in marketing was let go for drinking on the job is gauche. Keep office interactions positive and kvetch on your own time. 

11. Demonstrate empathy

Even the people who seem most well-adjusted can sometimes encounter rough patches that impact their productivity and behavior on the job. So, before criticizing someone for making a mistake or missing a deadline, or shaming someone for inappropriate office behavior – good business etiquette is trying to first put yourself in their shoes.

Simply asking what’s happening and whether you can help can go a long way. This doesn’t mean you need to become the office shrink, but it’s much easier to understand why someone is slamming phones down or taking multiple smoke breaks if you know they’re going through a breakup or dealing with stress.

12. Keep a positive attitude

Maybe you felt your last performance review was unfair, but you can’t change your scores. All you can do is control your reaction to the negative news and try to perform better in the future.

Is it more effective to storm off and pout, or more beneficial to calmly ask, “How do you suggest I improve?” 

When deadlines grow tight and tempers soar, being known as level-headed scores major points toward promotion. Plus, who wants a reputation as the workplace Oscar the Grouch? 

13. Address problems with solutions

Sigh. The copier went down again and the budget lacks wiggle room for a new one. 

Time to throw your hands in the air and go home until management can afford to fix it, right? Not if you want to get ahead quickly. 

In fact, one of the best ways to earn a promotion is to see a problem and propose a way to fix it. Maybe your office could utilize cloud storage instead of paper files to improve collaboration AND without cutting down trees? Your manager will appreciate your problem-solving skills, as well as the money saved on paper.

Not to mention, problem-solving skills are one of the number one requested skills in job advertisements. So, learn to master this business etiquette skill and it’ll be much easier for you to climb the career ladder.

14. Take ownership of mistakes

Few of us enjoy admitting “I made a mistake.” However, top business leaders tell us all errors create opportunities for learning and growth — but only if you take ownership of what went wrong.

When you realize you erred, it’s natural to panic. Instead of reacting instantly, stop and take a deep breath (or several). Then, begin brainstorming possible solutions.

For example, if you realize you mistakenly underbid an important project, how can you rectify the error without aggravating the client by making them pay additional fees? While you may have to offer a discount for the inconvenience, can you find a way to help the client see the additional value they receive?

Whenever possible, try to correct errors on your own. However, remain open to suggestions from others. It’s possible a colleague committed a similar mistake in the past and could offer valuable insight. 

15. Embrace lifelong learning

You don’t necessarily need to enroll in graduate school to get ahead in life, but technology does change at the speed of light, meaning – industries constantly need to build the skills of their workforce. 

Employers and managers can inspire learning by offering bonuses to employees who undergo continuous training, as well as by simply providing employees with free business literature – from books to industry magazines – to read.

In the meantime, as an employee, be open to new knowledge that comes your way, and take advantage of free webinars and meetups with industry people to stay on top of your game. 

16. Realize that no one knows it all

You may be a genius, but regardless of your innate intelligence, no one knows everything, especially in a rapidly-changing information-based society. One of the important business etiquette rules is: listen to the suggestions of others and seek out ways to collaborate actively. Your coworkers have a wealth of knowledge to share, so tap in and grow your own value as well.

Also, be aware when interacting with others. Do you find yourself dominating the conversation? If so, stop talking and listen to what others have to say – you may learn something new or at least hear an alternative opinion to yours. 

Do the same thing in the meetings – invite everyone to speak, even if only for a few moments. That way, no one will feel left out of the conversation and most importantly, you may leave the meeting room with more good ideas to try.

Be smart about your time!

Use DeskTime for time management, and always stay on top of your team’s efficiency ratings. 

17. Learn to accept constructive criticism

Everyone’s hackles rise when they feel they’re being criticized. However, all criticism contains at least a kernel of truth, and learning to accept bad feedback is a crucial business etiquette skill.

Instead of looking at a negative review as proof your boss hates you, use it as a starting place on the path toward improvement. When someone offers a suggestion, thank them for it — they’ve taken time out of their day to get you on the road to success, after all. 

When you receive a negative review or even a suggestion on how to improve a certain process, resist the urge to respond immediately. Instead, maintain a neutral demeanor, and nod to show you are listening and absorbing the message. 

Then, take some time to analyze the feedback and ask yourself – can I learn anything from it? If the feedback has been constructive, the answer will be yes. So, say thanks to your critic and start implementing the lessons learned.

18. Behave honestly

Honesty in workplace affairs is critical, and braking this business etiquette rule can get you in serious trouble. So, unless you’re 100% sure the fib you’re telling is lily white — for example, telling a coworker you love her blouse when in reality, you think it’s a bit frilly for the office — tell the truth. Lies have a way of compounding, and they can be bad for the bottom line. 

Telling the boss you were sick when your social media shows you were tanning at the beach? Such lies can cost you a job. Inform your manager you’re almost wrapped up with a project you’ve barely started? You risk losing your team’s and employer’s trust. Therefore, unless you enjoy pulling all-nighters at the office, be honest about needing more time.

19. Know what to keep confidential

Just as sharing negative gossip is bad, revealing certain information in the workplace can derail career aspirations and is considered bad business etiquette.

For example, don’t ask your colleagues to reveal their salary, and don’t discuss what you’ve found out with others – that’s none of your business and is considered poor etiquette skills. 

The same applies to other personal information. Respect your coworkers’ confidentiality – if Sally from the sales department tells you she’s pregnant, avoid the urge to spread the happy news until she does it first. 

Or, if someone confides in you about their struggles, keep that information to yourself. Unless such issues could compromise workplace safety — for example, if a colleague operating heavy machinery confess drinking on the job — keep mum. 

20. Follow the handbook

Sneaking to the restroom 20 times a day to text due to a no cell phone policy? Instead of looking for sneaky ways to circumvent the rules in the employee handbook, address those you find unfair with your supervisor. For example, you may propose allowing cell phones out on vibrate so that family members can reach you in an emergency.

When attempting to bring about a change in policy, check your motivations. Make sure your suggestions truly stem from a desire to improve morale, procedure or both. And time the conversation right — just as you prefer to receive criticism in private, show your boss the same respect by avoiding complaining to coworkers. Schedule a time when things are going well to approach the conversation.

21. Use common sense in open office situations

Love them or hate them, open offices have become a trend which isn’t likely to go away soon. If you work in such an environment, use common courtesy. 

Be aware of the volume of your voice. If you have an auditory impairment ( 15% of adults do !), the proper business etiquette would be to use a soundproof room for making calls or to go to a meeting room to discuss something with a colleague. You may think you’re speaking softly, while in reality, your coworkers on the other side of the room can overhear you clearly. 

What’s more, keep in mind there’s little reasonable expectation of privacy in such settings, which is one aspect of open offices critics point out often. That said, conduct personal conversations with significant others and children via text if possible, or step outside to make a quick call. And even if you work in an environment where cursing is overlooked, avoid blurting out profanities or raising your voice when upset.

22. Ask when uncertain

You can avoid many workplace errors by asking for clarification when needed. Not sure how to operate the industrial-sized copier? Ask. Uncertain as to how detailed a certain report needs to be? You know what to do. 

Failing to ask appropriate questions can lead to costly errors. For example, if you’re putting together an important contract and are uncertain if the language you are using is correct, you create risk for the business. Unclear terms can render contracts voidable under the law, a situation which, in large industries, can create a ripple effect which impacts outside entities and builds a poor reputation for your company.

Taking the time to ask a colleague or supervisor to review your work can help your organization maintain positive relationships and collect the full benefit of all contractual obligations.

23. Leave drama for the television

When you’re running a few minutes late, do you come crashing into the office like a bull crashing through a china shop, cursing up a storm about traffic and bemoaning the way it’s impossible to get your eyeliner right the first five times? If so, you’re taking your coworkers off task for matters which concern them not one bit.

The same goes if you’re the type who flies around the office in a frenzied panic when an important deadline approaches instead of calmly working to meet the schedule. Your negative, frenetic energy rubs off on everyone you meet and makes your coworkers feel stressed even if they’re in no danger of failing to perform. When people feel stressed, their productivity drops .

So keep this business etiquette close to heart and leave the drama at home on the TV screen. When you walk in the office, do so with a smile even if your morning commute left you feeling frazzled. Not only will smiling instantly boost your mood, you’ll avoid letting negative feelings rub off on others. When everyone feels more positive, productivity soars. 

24. Practice a firm handshake

In the business world, shaking hands is de rigueur. The key is doing so properly.

If you’ve got a naturally strong grip, be sure you’re not crushing the hand of the person you’re greeting. You cannot always tell from the outside if the other person has arthritis, and even if they do not, a too-tight grip can hurt. 

Don’t swing too far to the other end of the spectrum and practice a limp handshake, either — the best way to shake hands is firmly while making eye contact. And, if anxiety leads to sweaty palms, a good business etiquette would be to wash your hands or use hand sanitizer prior to introductions.

25. Control your body language

Your body language screams volumes even when you don’t say a word. Be aware of the unspoken messages you send silently. 

For example:

• Resting your head on a table or desk makes you look bored, as does resting your head in your hands and looking away. 
• Crossed arms across your chest indicates resistance or hostility, especially if a colleague or manager is sharing a new procedure you dislike.
• Raised eyebrows can indicate curiosity, but also incredulity. Try to pair with a slight smile to avoid looking skeptical. 
• Hunched shoulders indicate stress and tension. While not offensive, looking harried all the time can cast doubt on your ability to do your job.
• Fidgeting indicates nervousness. Constantly twirling your hair or biting your nails projects insecurity, not confidence. 

26. Remember that colleagues have lives outside of work

Work in a managerial capacity? Remember, a true leader rolls up their sleeves and works with their team during crunch time.

Expecting the team to stay late as important deadline approaches? Let your team see you’re staying, too. Sneaking off to hit the links while demanding your subordinates to work overtime builds resentment and destroys morale.

What happens when a colleague or underling experiences difficulty outside of the workplace? If you’ve recently returned from a month-long bereavement leave but expect employees to bring in a death certificate to receive one unpaid day off to attend a funeral, expect resentment.

Yes, you’ve worked hard to get where you are today. However, that doesn’t negate the fact everyone from the janitor on up has basic human needs deserving of respect, and when those needs are ignored by their employers, productivity drops.

27. Learn email etiquette rules for business 

Going on holiday? Good for you! Remember, others may not know your plans, especially if you work with a large team. Set up out-of-office auto-responders so folks know why you’re not replying, and change your voicemail to indicate you’re away and whether you can be reached by alternate means, such as text. 

Use proper email and text etiquette, too. Remember, it’s impossible to hear intonation via text or email , so take care in how you phrase things. And while you don’t want your correspondence to appear as a teenagers’ covered in emojis, using the occasional smiley face to indicate a joke or levity is appropriate. 

28. Proofread all correspondence

Fair or no, few things label you incompetent as emails, memos, and letters crawling with grammatical and spelling errors. Make sure to proofread all correspondence before printing (save a tree) or hitting send – that’s number one email etiquette rule for business. Use free tools such as Grammarly to help catch pesky mistakes more easily.

Think back to the last time you read an advertisement online filled with typographical errors. How did that influence your attitude toward purchasing that product or service? If you’re like most people, you rolled your eyes and decided to shop elsewhere.

The fact of the matter is, proper spelling and grammar count, and lack of proper conventions give customers the impression your product will be equally shoddy.

Plus, in an international society, improper spelling and use of convention can lead to errors in translation. You don’t want to go down in corporate history like the KFC marketer whose “finger lickin’ good” was translated into, “eat your fingers off,” when the brand launched in Beijing , China, back in the 80’s. 

29. Handle sensitive matters privately

Few things look less professional than a major shouting match on the floor where everyone can hear. Even if a coworker or subordinate does something outrageous, ask to speak with them privately versus airing your grievances in front of others. Schedule a private time to talk, and ask for a supervisor or neutral colleague to attend if you fear things growing too heated. 

The same goes when you need to gently correct a coworker known to be volatile or one whom you suspect is going through a difficult time. Glass office doors do not mute all sound.

If you fear an interaction will grow loud, hold the meeting in a quieter part of the building instead of your office. Find an empty conference room. Even if the interaction doesn’t involve strong emotions, be aware sound can travel, and take all precautions to maintain privacy. 

30. Treat others as you would like to be treated

Finally, one of the most important business etiquette tips involves following the Golden Rule — treat others as you would like to be treated. Everyone from the janitor to the CEO is a human being with feelings, emotions, needs and dreams of their own. Respect their humanity just as you expect others to respect yours.

Let’s say you need to put an employee on an improvement plan . If your own supervisor did the same, how would you like to be approached about it? If you’d prefer to be treated with calm and concern instead of threats, show those you oversee the same courtesy.

Would you enjoy being forced to come into work on your days off to cover a habitually absent employee’s shift regularly? If not, don’t ignore the complaints of those who chronically come in on their days off to cover the shifts of absentees.

Before instituting new policies, offering disciplinary measures or taking any action which materially impacts the lives of those you work with, consider how such actions would impact you if the situation was reversed. If you would interpret a particular action as harsh or arbitrary, reconsider whether alternate courses of action could support the same purpose.

Getting ahead with proper business etiquette

Research indicates the ability to work well with others and behave with emotional intelligence matters as much as talent when it comes to success in the workplace. As a reminder, keep the following in mind:

1: The rules of business etiquette exist for good reason 

Business etiquette exists to oil the gears of relationships between supervisors and underlings, between coworkers and colleagues and between company representatives, clients and customers. These rules exist to keep interactions pleasant, positive and productive.

2: Respecting others proves paramount

Most business etiquette gaffs can and will be forgiven if you’re operating from a position of respect for those you interact with. Indicate respect by using standard courtesies like saying please and thank you, listening when others are speaking and keeping your tone and body language open and neutral.

3: Continue learning, gaining experience and staying humble

Today’s fast-paced world demands professionals stay on top of their game by continually improving themselves professionally. The best leaders of the industry admit to and learn from their mistakes as well. Even those who have attained the highest level of education and the greatest success go further by remaining humble and realizing others have much to contribute as well.

4: Bring sunshine, not rain and drama to work 

Few people enjoy working with a volatile hothead prone to outbursts. Nor does everyone love the office chatty Cathy or drama queen. Smile, demonstrate empathy to others and share positive tidbits about your life, but leave stress and negative feelings at home.

5: Follow the Golden Rule above all

The most important business etiquette tip anyone who hopes to succeed can practice is treating others as they would like to be treated. Before approaching difficult interactions, step back and ask yourself how you’d like the other party to handle things if the situation were reversed.

There’s a reason that top leaders like Dale Carnegie swear people skills matter as much as intelligence when it comes to becoming one of the top performers in your trade. By following proper business etiquette, you can take your career to new heights.

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