Seth Godin writes:

I think there’s a huge gap between what people are willing to pay for nice (a lot) and what it would cost businesses to deliver it (almost nothing). Smells like an opportunity.”

In Canada, there’s two major airlines that serve most of the country: Air Canada and WestJet. It’s a common theme to hear people prefer WestJet over Air Canada because the staff are “friendly”. Their prices are mostly the same, their schedules are worse, but the staff have a reputation for being much better than any other airline. They certainly are in my experience: WestJet is noticably better than any other airline I’ve been on (about half a dozen), including my next-best pick, JetBlue. (I haven’t flown SouthWest though.)

How much does it cost them? One would think that they have a harder time finding people to staff their organization because they have to filter out the crabbier people. However, I tend to hear that potential employees are more attracted to WestJet because of the good corporate environment. In other words: niceness can be a positive-feedback loop. It may be that WestJet doesn’t pay much extra for nice people because nice people tend to seek out and thrive in WestJet’s culture.

There’s definitely people who seem to be miserable by default. I haven’t really met their opposites (people who are cheery in nearly every situation), but I’m guessing they exist. However, the majority of all people tend to fall in the middle ground: they’re nice when they’re around other nice people and aren’t under too much stress. Their capacity to be nice exists, but it does wither if external forces cloud the landscape. This means that creating a culture of nice takes effort to maintain. It’s not a Herculean task though; some simple (and cheap) actions to eliminate the worst of the problems can allow pleasantry to flourish.