The first job at age eight and a realization that shaped this CEO's approach to customer service at age ten

For nearly a decade, Roy Gori, president and CEO of Manulife Financial, has been based in Toronto and has the demanding job of being the face of the insurance giant. But where did the bigwig learn how to do that? And what does drinking tea with the elderly have to do with it? Here Mr. Gori explains.

As you can tell from my accent, I come from Australia, where, at least in 1979, it was perfectly normal for kids to have a part-time job. Many of my friends had jobs after school or on weekends, even if only for a few hours, so I got one too. I started delivering newspapers when I was eight, then I worked in a grocery store and a fruit shop, and later in an aquarium.

When I was 10 years old, I saw a sign at a local pharmacy that said “help wanted” and offered my services by delivering medicines and supplies to the elderly. Most of them were not very mobile and couldn't leave the house often, so it was my job to ride my bike to their homes and deliver things to them. I spent the whole day riding back and forth within a 10-kilometer radius of the pharmacy. We didn't have as much time in front of the TV, internet, and Gameboys as today's kids do, so my friends and I all rode around on our bikes until it got dark anyway.

The pharmacy paid me $4.50 an hour, but since the pharmacy's service was free, I made most of my money from tips. People would often invite me in for tea and cookies, which, to be completely honest, I wouldn't want to allow my children to do these days, but in 1979 it was OK. I felt kind of sorry for them because they seemed so lonely and so desperate for company. So I indulged them, knowing that the longer I stayed, the more money I would make in tips.

At first, out of politeness, I stayed, looked at the clock, and waited until I got out. I admit that at first it was a bit of a chore; I just wanted to get out, make my next delivery, and be done. But the more I got to know them, the more amazing stories they told me about their lives and their accomplishments. One woman was a nurse during the war, stationed in France. Another was actually an Olympic swimmer in her youth.

Getting to know people beyond what I saw on the surface really shaped the way I interacted with people. Sometimes when we meet people, we put on a facade and talk pleasantries and miss the moment to build a real connection. Digging deeper and getting more involved helped me learn that everyone has a story, and the more I listened, the more interesting they became. Soon I found myself really looking forward to these visits and staying for 15 or 20 minutes.

Sometimes the manager would get mad when I returned, but he couldn't stay mad because people would call the pharmacy to show their appreciation, compliment me, and ask me to come back for future deliveries. It was very satisfying for me to do something that made someone's day. I saw how the time I invested, even if it was just a few minutes, paid off for me in a big way.

Today, when I run a company with 40,000 employees and 110,000 sales reps, I can't meet with everyone all the time. When I do meet with them, even if it's only every six months, I can show up every time. It might even be the only time they meet the CEO, so whatever I do, they're going to take away an impression. I can't let my emotions, my attitude, or how I feel that day affect the impression I make. I'm very conscious that the shadow I cast matters, and people will definitely remember how I made them feel. I try to keep that in mind and always do my best.

But it's not just about putting my best foot forward, it's about constantly connecting with people and getting to know them to create an environment where they can thrive. Showing kindness and empathy costs almost nothing and isn't expensive either. It's so simple and can mean a lot more to others than it does to you.

As Rosemary Counter told it

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