This is the core service concept of the Fish! philosophy: approach customer service with the goal that you’re going to make someone’s day. Lonnie also explained to Mary Jane the importance of keeping your customers involved, which leads to the third element. The benefits of play are as follows: happy people treat each other well, fun leads to creativity, the time passes quickly, having a good time is healthy, and work becomes a reward and not just a way to rewards. It shows that you’re not taking yourself so seriously, and that you understand the importance of good humor even in stressful situations. The idea is that you can be serious about your business and still have fun with the way you conduct business.
If you have to be at work, why not be great at it rather than ordinary? The second, and more popular, element of the Fish! philosophy is to incorporate “play” into the workplace. If they choose to be motivated, and get in the habit of making that choice, they will be happier and more productive. Lonnie explained to Mary Jane, “There is always a choice about the way you do your work, even if there is not a choice about the work itself.” Workers choose the attitudes they bring to work: they’re either going to be miserable or they’re going to be motivated. Lonnie gave her four elements of the “Fish!” The first element was to choose your attitude. She told him about the third floor and asked him for advice as to how she could turn her floor into the amazing energy pit that she was witnessing. A guy that worked there named Lonnie, noticed her curiosity and approached Mary Jane. Mary Jane wondered what was the secret to the success of the fish store and why everyone who worked there was so happy. Everyone there was laughing and having fun tossing fish. She came across Pike Place and saw a large crowd of people gathered around a fish market. On her lunch break, Mary Jane took a stroll down First Street, thinking how she could change the energy on the third floor. Bill told her to figure out a way to find out the reasons why there was such low energy and morale on the third floor and solve it. Mary Jane knew that her job security along with everyone else’s on that floor was in jeopardy. They were considering hiring new people to bring new energy to the floor or outsourcing the operations of the third floor all together. Her supervisor Bill approached her regarding concerns upper management had regarding the “toxic dump” attitude of the third floor.
She knew she had to do something, but she did not exactly know what or how she could make changes. For instance, she observed an employee allowing the phone to ring seven times before he unplugged the cord. Mary Jane took the promotion to the third floor and immediately noticed why it was given the reputation it had. Many described the third floor as unpleasant, slow, zombie, wasteland and a toxic dump. No one liked to deal with the third floor because they were always met with negative responses and poor treatment. The third floor was often the topic of many negative conversations with other employees at First Guarantee. Mary Jane quickly gained the reputation of being a “can-do” supervisor, and after three years, she was offered a position on the infamous third floor. A year after arriving in Seattle, Mary Jane found herself a single mother raising her two children after her husband Dan died suddenly of a brain aneurysm.
Mary Jane became held a supervisory position at one of Seattle’s largest financial institutions, First Guarantee Financial. Mary Jane Ramirez moved from Southern California with her husband two children to Seattle.
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