We have a coworker who is neurodivergent. He’s worked for the store longer than almost anyone else save a few managers, and he is known for keeping the fresh fruit and vegetable sections looking like works of art.

[Coworker] doesn’t interact with the customers too often due to some social anxieties and other factors, so he comes in very early at the same time as the produce shipments and makes sure the displays are perfect (and I do mean perfect) with minimal customer overlap. His shift is usually over only an hour or so after we start letting in customers.

Something happens with [Coworker]’s family, and he has to take two weeks off for it. He’s not too happy with this, as he is comforted greatly by his routine, but we’ve all been encouraging him how great he’s been doing in “trying new things” lately, and he can tell us all about his trip when he gets back.

Coworker: “Oh, no, that’s not what I am worried about. I’m worried about the displays. I have a specific way I make the apple pyramids, and it looks better when the cucumbers are stacked diagonal, not to mention—” 

Manager: “[Coworker], while I know for a fact that no one can do that better than you, we’ll find a way to manage without you, I promise.”

[Coworker] goes on his trip, and while we make our best effort, we can’t make the fruit and vegetable displays look as amazing as he does. It gets to the point where it’s noticed by the customers, and I have a variation of this conversation multiple times.

Customer #1: “Oh, your fruit displays aren’t as neat as they usually are. I know it’s a little thing, but it always makes my day when I can tell someone has made a conscious decision to stack the loose carrots by size. These things go noticed, you know!”

Me: “I’m glad you noticed, and yes, our regular stocker is off for the next two weeks.”

Customer #1: “Oh! Nothing bad, I hope?”

Me: “Not that I am aware, but I do know he’s looking forward to coming back to work to make the displays all pretty again!” 

After the two weeks are up, [Coworker] returns to work, and within a day, the displays are back to the perfect standards he is known for. This time, the regulars have noticed, and in that small window when [Coworker] and the customers are in the store at the same time, variations of the following conversation occur.

Customer #2: “Excuse me. Are you the man who puts out the fruits and vegetables?” 

Coworker: “Uh… yes. I am.”

Customer #2: “You do such a wonderful job! You were missed when you were away! You can tell they did their best in your absence, and I know it’s only a silly little thing, but it really is joyous to see how much care you put into your work! Now that I know it’s you, I simply had to thank you.”

Coworker: “Oh… uh… you’re welcome.”

Rinse and repeat to the point where, the next time I see [Coworker] in the break room:

Coworker: “I had to go away for two weeks because my grandad died. My mum was there, and she told me that I wasn’t going to ever make anyone happy in my life. But since I got back, I’ve been told that I’ve made six complete strangers very happy.”

Me: “Oh, my. I’m sorry about your mum, but I am glad you made some people happy.”

Coworker: “I think I am going to try some new designs with the cabbages tomorrow. That will show them!” 

Our manager has since promoted [Coworker] to the head of the produce department, and he’s developed several regulars who are “fans”. He even hangs around a little longer at the end of his shift instead of leaving immediately to talk to them.

The displays have only gotten better and better.

A lady is using the self-checkout, and after she has bagged everything and paid, she makes sure to tell the self-checkout employee, the service desk employees, and some cashiers:

Customer: *Nice and loud* “Look how I did your jobs for you!”

The employees just ignore this; they have plenty to keep them occupied. For some reason, this makes the customer mad.

Customer: *Even louder* “I did your jobs for you! Just letting you know!”

We just look at her and then continue doing our jobs. After not getting a reaction from the employees, she stands near the exit and starts shouting as loud as she can while pointing at her cart:

Customer: “I did your jobs for you!”

She is now loud enough to bother other customers, so my manager gets involved.

Manager: “Excuse me, ma’am. Are you all right?”

Customer: “Why isn’t it bothering you that you’re making your customers do your jobs for you?”

Manager: “Because you’re not, ma’am. We all have lots to do, even with the assistance of self-checkout.”

Customer: “I want you to acknowledge that I effectively did work for you for free! It’s shameful!”

Manager: “Okay, well, by my estimation, based on the time stamp on your receipt, you were at the self-checkout for eight minutes.”

My manager gets a calculator out on his phone.

Manager: “So… eight minutes at minimum wage comes to a total of… 98 cents. Here, I’m giving you a raise; take a dollar.”

He takes a dollar from his wallet and hands it out to her.

Manager: “A dollar for your hard work. That’s what other cashier operators are getting without kicking up a fuss.”

She just stared at my manager before gasping in annoyance and storming out.

A new store manager is going through staff scheduling with the floor managers. It’s his first time managing a store in a small town with just one high school where a lot of people know each other.

Store Manager: “Who is Milton? Why is he only ever scheduled to work the back?”

Checkout Manager: “Milton? Oh, you mean Milk. Yeah, he’s no good on checkout. We tried, but that didn’t work out.”

Store Manager: “Milk?”

Me: “Nickname.”

Store Manager: “Why is his nickname Milk?”

Me: “He got 2% on his final math test in high school, and since then, everyone’s called him Milk.”

Store Manager: “Okay, so no checkout. Got it.”

I work as a lecturer for an educational institution with branches all over the country. My branch is regarded as the finest in the whole organization, and this story is about the time I realized why.

Around five years after I started working there, the board of directors of our organization decided to gather all the lecturers at a conference hotel. The idea was to exchange experiences and generally have a nice time with our colleagues.

We were organized into groups based on subjects. All lecturers from different schools who taught the same subjects would be in the same groups. The day’s program would be decided by different groups: the program for [subject #1] lecturers would be set up by [City #1 School], the program for the [subject #2] lecturers would be set up by [City #2 School], etc.

My school happened to be responsible for setting up the program for my subject. We did some planning before the conference and decided that it would be a good idea to share experiences and resources and generally converse about how we went about doing our jobs. Our colleagues from the other cities thought so, too; we spent the day discussing all sorts of case studies and methods, generally learning a lot from each other.

During these talks, I realized the first reason why my branch is the best in the organization. We were discussing our methods when I showed one of my junior colleagues from another school some resources I had on my laptop. You know the sort of thing: PowerPoint presentations, written documents, spreadsheets, etc. She leaned in and studied my stuff eagerly, eventually muttering:

Colleague #1: “I don’t have anything like that.”

Me: “Well, they’re fairly easy to make, but the reason I have so much of this is that I’ve worked on it for five years.”

Colleague #1: “Well, I just started this fall, so I’ve only been working here for five months. It’s my first job, so…”

Me: “Do you want some of this?”

She looked at me, surprised.

Colleague #1: “Really?”

Me: “Uh… yeah? It’s not secret or anything.”

Colleague #1: “I can just… have it?”

Me: “Sure. What are you interested in?”

Colleague #1: “Well… all of it, but…”

Me: “Okay, I’ll set up a shared link for you. Hang on.”

I collected pretty much everything I had made for work over the past five years — PowerPoint presentations, syllabuses, and timetables; tests and evaluation criteria; collections of suitable literature complete with specific page numbers so they could easily be matched with subjects; lists of links to relevant web articles — a whole bunch of useful stuff.

Colleague #1: “Wow, this is great! This could save me a bunch of time. And it’s okay if I just reuse this?”

Me: “Sure, I don’t see why not.”

Colleague #1: “It’s just that we’re not really used to sharing resources like this. I’ve found some stuff online, but…”

Me: “Hold up. Hang on… You don’t share your ideas with the other lecturers? Why not?”

Colleague #1: “Well, it… Huh. I guess it just never really occurred to us.”

I looked around the table at the other people who taught the same subject as me. They seemed equally perplexed.

Me: “Do none of you share resources? Plans, timetables, lecture presentations, notes…?”

Colleague #2: “Hm… Not really, no…”

Colleague #3: “I guess we do sometimes… but no, we mostly just build our own stuff from the bottom up.”

Me: “Well, feel free to use my stuff. You can make changes, too, if you need to. There’s no copyright on this.”

Colleague #1: “This is awesome!”

It turned out that our branch had developed a culture for sharing information and discussing things freely while the other institutions had much less interaction between their lecturers. To me, the free exchange of ideas has always felt like a very natural thing (especially given that we are, you know, a freakin’ school), and my managers encourage it. My coworkers and I borrow stuff from each other all the time. Apparently, this wasn’t common practice everywhere in the organization.

After the conference, we heard that the other branches also seemed to have a completely different idea of what this kind of conference was about. One subject group decided to spend the day watching a stand-up comedian they had hired. A different group spent most of their time chatting and lunching. For them, this was a social event. The whole day was just spent hanging around in a hotel, socializing. In fairness, the people who attended did say that it was very nice, but it wasn’t exactly useful to their actual jobs.

I hear things are a bit better at the other branches now, some ten years later, but the board of directors still considers my workplace the “cherry on the cake”.

I’m getting ready to get a pallet down for a customer. I’m setting up the gates per usual. The customer sees me — a Hispanic male — and shouts out:

Customer: “Oh, we need to call border patrol!”

Me: *Checks my watch* “Well, it’s been over five hundred years since Columbus got here, so you’re a little late!”

Customer: “Oh, you think you’re being funny, boy? Where’s your manager?”

Me: “Oh, Mr. Gutiérrez is on vacation right now, visiting family in Mexico. Would you like his email?”

The customer walked away. He tried to find a manager to complain to but couldn’t find one who was white. Apparently, it’s harder to explain away a racist joke to a person of color?

Related:
Totally Estúpido! Part 31
Totally Estúpido! Part 30
Totally Estúpido! Part 29
Totally Estúpido! Part 28
Totally Estúpido! Part 27