A woman working in a meatpacking plant went into the freezer toward the end of her shift one day. Unexpectedly the door closed and locked, trapping her inside.

She yelled and pounded on the door, but no one heard her. She sank down on the floor shivering, wondering if she was going to freeze to death before anyone found her.

Five hours later, the door opened. A security guard found her almost unconscious and carried her to safety. When she had recovered, she thanked the guard and then asked what had made him go into the freezer, when it wasn’t part of his usual routine.

The guard said: “I’ve been working at this factory for 35 years, and hundreds of people come in and out every day, but you are one of the few who say hello in the morning and goodbye at night. Last night I realized that I didn’t hear you say, ‘Good night, see you tomorrow.’ That made me worry, so I started looking for you.”

Simple gestures can have a really big impact.

In my career, I have found that simple gestures and a series of helpful actions can have a significant impact on making others happy in business.

For example, I had a customer who had a critical deadline. Due to an unforeseen issue, we were at risk of not meeting this deadline, which would have had severe consequences for their business. Understanding the gravity of the situation, I decided to take action. I personally oversaw the production and delivery of their envelope order, ensuring it was expedited. We worked through the night, and I even accompanied the delivery to guarantee it arrived on time. The relief and gratitude from the client were palpable. That single gesture of going above and beyond not only made them happy but also cemented our relationship for years to come.

On another occasion, I focused on the happiness of our employees, knowing that their satisfaction would translate into better service for our clients. I initiated a series of actions, including regular recognition for outstanding work, team-building events and an open-door policy for feedback and suggestions. Over time, these actions created a positive work culture where employees felt valued and happy. This, in turn, led to increased productivity and better customer service, which made our clients happy as well. It was a win-win situation.

One way I try to make people happy is showing a genuine interest in what others have to say. Listening is a powerful gesture to make someone feel valued and understood. Offering compliments or sincere praise can brighten anyone’s day. Recognize and appreciate the good in others. Offer to help without expecting anything in return. Acts of kindness can have a ripple effect on happiness.

Recognize the efforts of your colleagues. A simple “thank you” can go a long way in making someone feel appreciated. Foster a positive work culture by encouraging teamwork, celebrating successes and creating an environment where everyone feels included and valued.

Get involved in community service. Helping those in need can bring joy to both you and the recipients of your efforts. Research suggests that giving to others can enhance your own happiness as well as theirs.

Smile. A smile is contagious and can instantly lift the mood of those around you. Share positive news and uplifting stories. Positivity can be infectious and can help create a happier environment.

Practice patience. Being patient with others, especially when they are facing challenges, can help ease their stress and contribute to a happier atmosphere.

The impact of your actions on others’ happiness can be profound, and often, it is the small gestures that count the most. Happiness doesn’t result from what we get, but from what we give. Giving to others is not just a duty, it is a joy, for it increases your own health and happiness.

Jack Roy aspired to be a professional comedian. However, audiences didn’t find him funny. He was even fired as a singing waiter and gave up show business, taking a job selling aluminum siding to support his wife and family. At age 40, he decided to give comedy another try, realizing that he lacked an on-stage persona that audiences could relate to, while distinguishing himself from other comics.

His self-deprecating humor and loser mentality was a huge hit with countless people who felt unappreciated and taken for granted in countless work environments. Jack Roy -- or Rodney Dangerfield, as he is better known, coined the phrase “I don’t get no respect.”

Feeling unappreciated is nothing new. I was amazed to read that Gallup recently reported that only 15% of employees in the United States are truly engaged in their workplace. Yet nearly 70% of employees say they would work harder if they felt more appreciated.

Appreciation is an essential need for all of us. Feeling genuinely appreciated lifts people up and makes them feel happy. It also makes you happy when you witness how you made a difference in others’ lives.

“Appreciation comes in all shapes and sizes,” said author Glenn Van Ekeren. “Figure out what appeals to your individual team members. One size certainly does not fit all.”

Van Ekeren says we should accept people for who they are -- with all their blemishes, potential, quirks and unconventional approaches. “Celebrate that your team isn’t comprised of clones, but individuals who all make a unique contribution to your success.”

Create a culture of appreciation and start recognizing contributions as soon as you note them. This could be as simple as a verbal “Thank you,” or a quick email to say you noticed their hard work.

Take the time to understand what makes each employee feel valued -- public recognition, a private note or one-on-one conversation. Provide regular, constructive feedback that not only focuses on areas for improvement but also highlights what the employee is doing well.

Empower peer recognition by encouraging employees to recognize each other, such as peer-to-peer recognition programs or informal shout-outs in team meetings. Acknowledge both personal and professional milestones, such as work anniversaries, successful project completions or personal achievements. Organize team events or outings that celebrate the team as a whole.

Show your investment in their careers by offering opportunities for growth, such as training, workshops or mentorship programs. Keep lines of communication open. Let employees know how their work contributes to the company’s success.

Recognition doesn’t have to be expensive or elaborate. It is about making employees feel seen and valued for their contributions.

Here’s what motivational guru Dale Carnegie had to say on the subject: “Tell a child, a husband or an employee that he is stupid or dumb at a certain thing, that he is doing it all wrong, and you have destroyed almost every incentive to try to improve. But use the opposite technique; be liberal with encouragement; make the thing seem easy to do; let the other person know that you have faith in his ability to do it, that he has an undeveloped flair for it -- and he will practice until the dawn comes in at the window in order to excel.”

Retailing giant Sam Walton wrote 10 rules for success, and the Walmart founder didn’t mince words when it came to being thankful. The fifth of Walton’s rules is “Appreciate everything your associates do for the business.”

I wish I could convince every business owner and manager to adopt that attitude. If you have provided the necessary tools that allow your staff to perform their jobs, and they have achieved accordingly, the next logical step is acknowledgement of their efforts.

The cost of praising someone is nil -- but a recent study has found that the payoff can be huge. Employees want to be seen as competent, hardworking members of the team. Good managers want satisfied, motivated and productive staff members. What better motivator than thanking employees for their contributions to the company’s success?

Mackay’s Moral: An appreciated employee is like a bank account; the more you deposit in terms of recognition, the greater the returns in productivity and loyalty.

A small-business owner was in trouble with her sales, so she decided to call in an expert to give her an outsider’s viewpoint. After she had gone over her plans and problems, the business owner took the sales expert to a map on the wall and showed him brightly colored pins stuck wherever she had a salesperson.

“Now,” she asked the expert, “for a starter, what is the first thing we should do?”

“Well,” replied the expert, “the first thing is to take those pins out of the map and stick them in the salespeople.”

In other words, get them off their duffs and out there selling!

I recently saw a statistic that said:

Two percent of all sales are made on the first contact.

Three percent of all sales are made on the second contact.

Five percent of all sales are made on the third contact.

Ten percent of all sales are made on the 4th contact.

Eighty percent of all sales are made on the 5th-12th contact.

Lesson: It pays to stay in touch with your customers.

A florist celebrating the 100th anniversary of his business was asked why his company was so successful. He responded: “I have one employee responsible for sending out reminders about who-sent-what-to-whom last year at this time, and many repeat orders are generated by this simple call.”

Calling on customers multiple times is crucial for many reasons. First, it builds a relationship. The more you interact with customers, the more likely they are to think of you when they need a product or service you offer. Regular contact keeps you at the forefront of the customer’s mind.

Each call can provide more insight into the customer’s needs and challenges. This information allows you to tailor your offerings and demonstrate how your product or service can solve their specific problems.

Multiple calls give customers a chance to provide feedback on previous interactions, products or services. This can guide your approach and improve customer satisfaction. Not every call will result in a sale, but persistence is a key in sales. It often takes several touchpoints before a customer is ready to buy.

Timing is everything in life. Customers buy on their schedule, not on yours. Frequent calls increase the chance that you will reach them at the right time -- when they are ready to make a decision. Even if a customer isn’t ready to buy, they might know someone who is. Regular calls can prompt them to refer you to others.

In addition, repeated calls help you develop resilience to rejection. The more you call, the better you become at handling objections and learning from each interaction. Ten setbacks are the going price for any worthwhile win. Analyze every failure, but never wallow in one.

Remember, the key is not just to call often, but to make each call meaningful and respectful of the customer’s time. It is about finding the balance between being persistent and being a nuisance.

One example that comes to mind is the story of a car salesperson who understood the value of building a long-term relationship with his customers. After selling a car, he didn’t just consider the transaction complete; instead, he followed up with a phone call to ensure the customer was satisfied with their purchase. This is a critical step because it shows the customer that their satisfaction is important, even after the sale is done.

But he didn’t stop there. He also made it a point to ask the customer about their usual car ownership cycle and promised to reach out again in the future when it was time for a replacement. This approach not only sets the stage for a future sale but also keeps the door open for ongoing communication and potential referrals.

Moreover, he offered an incentive for referrals that resulted in sales, promising to donate to the customer’s favorite charity. This not only encourages the customer to refer others but also aligns the salesperson’s interests with a cause important to the customer, further strengthening the relationship.

This salesperson’s strategy of multiple calls and thoughtful follow-up is a prime example of how persistence and genuine customer care can lead to repeat business and referrals, which are gold in the sales industry.

As sales strategist Rob Liano advises, “People don’t want to be sold, they want to be served.”

Mackay’s Moral: The fortune is in the follow-up.