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+*** START OF THE PROJECT GUTENBERG EBOOK 14589 ***
+
+[Illustration]
+
+CERTAIN SUCCESS
+
+_by_
+
+Norval A. Hawkins
+
+_Author of "The Selling Process"_
+
+
+
+THIRD EDITION
+
+1920
+DETROIT, MICHIGAN
+
+
+
+
+Contents
+
+CHAPTER                                        PAGE
+
+      TO BEGIN WITH . . . . . . . . . . . . . .   9
+      HOW TO STUDY. . . . . . . . . . . . . . .  24
+   I. THE UNIVERSAL NEED FOR SALES KNOWLEDGE. .  29
+  II. THE MAN-STUFF YOU HAVE FOR SALE . . . . .  63
+ III. SKILL IN SELLING YOUR BEST SELF . . . . . 108
+  IV. PREPARING TO MAKE YOUR SUCCESS CERTAIN. . 137
+   V. YOUR PROSPECTS. . . . . . . . . . . . . . 156
+  VI. GAINING YOUR CHANCE . . . . . . . . . . . 179
+ VII. KNOWLEDGE OF OTHER MEN. . . . . . . . . . 209
+VIII. THE KNOCK AT THE DOOR OF OPPORTUNITY
+        AND THE INVITATION TO COME IN . . . . . 239
+  IX. GETTING YOURSELF WANTED . . . . . . . . . 270
+   X. OBSTACLES IN YOUR WAY . . . . . . . . . . 298
+  XI. THE GOAL OF SUCCESS . . . . . . . . . . . 332
+ XII. THE CELEBRATION STAGE . . . . . . . . . . 368
+
+
+
+
+_To Begin With--_
+
+
+[Sidenote: Salesmanship Essential to Assure Success]
+
+There are particular characteristics one can have, and particular things
+one can do, that will make _failure_ in life _certain_.
+
+Why, then, should not the possession of particular opposite
+characteristics, and the doing of particular opposite things, result as
+_certainly_ in _success_, which is the antithesis of failure?
+
+That is a logical, common-sense question. The purpose of this book and
+its companion volume, "The Selling Process," is to answer it
+convincingly for you.
+
+Success _can_ be made certain; not, however, by the mere _possession_ of
+particular characteristics, nor by just _doing_ particular things.
+
+_Your_ success in life can be _assured_; but only if you supplement your
+qualifications and make everything you do most effective _by using
+continually, whatever your vocation, the art of salesmanship_.
+
+       *       *       *       *       *
+
+[Sidenote: Why Are Some Men Failures Who Deserve to Succeed?]
+
+Life can hold nothing but _failure_ for the ill-natured, unsociable,
+disgusting tramp who is known to be ignorant, lazy, shiftless, a
+spendthrift, a liar, and an all-around crook. Such a worthless man will
+make a complete failure of life because he is so _dis_-qualified to
+succeed.
+
+On the other hand certain success ought to be achieved by the
+good-natured, intelligent, reliable man who continually wins friends;
+the truthful man who has a fine reputation for thrift, honesty,
+neatness, and love for his work. He seems entirely worthy of success.
+Yet for reasons that baffle himself and his friends it sometimes happens
+that such a man is unsuccessful.
+
+The defeat in life of one who appears so deserving of victory seems to
+prove that success cannot be _assured_ by the development of individual
+characteristics and by doing specific things. But such a wholly negative
+conclusion would be wrong. When a worthy man fails, he loses out because
+he lacks an essential _positive_ factor of certain success--the ability
+to _sell_ his capabilities. _By mastering the selling process this
+failure can turn himself into a success_.
+
+[Sidenote: Self-advertised Disqualifications Unrecognized Capabilities]
+
+We are sure of the failure of the man who is utterly disqualified to
+succeed; not because he _has_ particular faults, but because they
+_self-advertise and sell the idea_ of his disqualifications for success.
+His characteristics and actions make on our minds an impression of his
+general worthlessness. Defects are apt to attract attention, while
+perfection often passes unnoticed.
+
+Millions of worthy men, otherwise qualified for success, have failed
+solely because their merits were not appreciated and rewarded as they
+would have been if recognized. Capabilities, like goods, are
+_profitless_ until they are _sold_. Therefore the man who deserves to
+win out in life can make his victory _sure_ only by learning and
+practicing with skill the certain success methods of the master
+salesman.
+
+       *       *       *       *       *
+
+[Sidenote: The Duty to Succeed]
+
+Down through all the ages has come the _duty_ to succeed. It was
+enjoined in the Parable of the Talents. No one has the right to do less
+than his best. Then only can he claim full justification for his
+existence. The Creator accepts no excuses for failure. Every personal
+quality, and every opportunity to succeed that a man has, must be used,
+to entitle him to the rewards of success. He owes not only to himself
+and to his fellows, but also to God, the obligation of developing his
+_utmost capability_. If he does not pay dividends on the divine
+investment in him, his dereliction is justly punished by failure in
+life. Sometimes he even forfeits the right to live.
+
+[Sidenote: Success Cannot be Copied]
+
+Many ambitious people, who recognize their duty to succeed but do not
+know how to go about it, make a common mistake in thinking. They believe
+the secret of certain success can be learned from _examples_; that
+success can be _copied_. So men who have succeeded conspicuously are
+often asked to state and explain their rules, for the benefit of other
+men who regard them as oracles.
+
+[Sidenote: Other Men's Formulas]
+
+Doubtless you have read much about Marshall Field, J. Pierpont Morgan,
+Charles M. Schwab, and similar outstanding business men. You have
+studied their principles of success. You have tried to practice their
+methods. But somehow the most careful following of their directions has
+not made you a multi-millionaire, nor can you see riches as a prospect.
+Naturally you are both disappointed and puzzled. Perhaps you have tested
+faithfully for years various formulas of success extracted from the
+advice of successful men. Yet _you_ have failed, or have achieved only
+partial and unsatisfying success. You have been unable to solve the
+problem that you once felt so sure could be worked out by the rules you
+mastered.
+
+Maybe you have become discouraged and have given up, in disgust, your
+ambition for achievement. Very likely you have said to yourself,
+"Success is so much a matter of luck and circumstances, there's no way
+to make sure of it. I've done everything that Marshall Field, J.
+Pierpont Morgan, and Charles M. Schwab have counseled; but I'm still
+plugging along on an ordinary salary. Rules for certain success are
+bunk. Luck has to break right for a man."
+
+[Sidenote: The Element of Luck]
+
+Unquestionably good luck _has_ brought success to some men who would
+have failed without its aid. It is equally beyond doubt that bad luck
+has prevented other men from achieving their ambitions. Of course _such_
+successes and failures do not fall within any rules. They are altogether
+exceptional, and neither prove nor disprove general principles.
+
+Eliminating the factor of luck, good or bad, the success of any normal,
+deserving man _can_ be made certain _to the extent of his individual
+capacity_. Some men have different or bigger capacities than others;
+hence not all successes will be of the same kind, or alike in extent.
+But any normal, deserving man can assure himself as great a success as
+he is fitted to achieve. It is necessary, however, that he do more than
+_develop his utmost capability_. He must learn to employ skillful
+salesmanship, in order to _market_ his "goods of sale," or personal
+qualifications, _most profitably_.
+
+[Sidenote: Sales Skill Necessary]
+
+Each of us has to make _his own pattern_ of success. "The individual
+should develop his individuality," instead of attempting to imitate
+anybody else. It is even more necessary for him to _use_ most
+effectively all the natural powers he builds up.
+
+A man can assure his success only if he learns how to utilize his
+personal qualifications _so as to create and control his opportunities_
+to succeed. He should be able to _bring himself to good luck_, and not
+expect anybody or any event to bring good luck to him.
+
+One cannot make the most effective use of his capabilities, he cannot
+create and control his chances to succeed, until he develops skill in
+salesmanship, which is necessary to market his qualifications
+profitably. He must practice "selling himself" until the habit of using
+sales skill in everything he does and says becomes second nature to him.
+Sales skill is the _dynamic_ factor of success. It transforms potential
+powers into actual accomplishments. It enables the qualified man to turn
+his individual capabilities to best account.
+
+       *       *       *       *       *
+
+[Sidenote: Opportunity A Constant Companion]
+
+Sometimes a man says, as an excuse for his failure, "I never had a
+chance." The truth is that Opportunity is a constant companion to every
+man. Each of us has _within himself_ limitless wealth. All normal people
+are rich in ability. It is possible for anyone to become more
+prosperous. _He need only turn his possibilities into realities._ When a
+man capable of accumulating riches continues poor, he is like the
+shipwrecked discoverer of a bonanza gold mine on an uncharted island. He
+cannot exchange his potential wealth for the things he desires; because
+he is unable to market his raw gold.
+
+Similarly you who have not yet succeeded are _potentially_ rich. If you
+possess the generally recognized fundamentals of success; such as
+characteristic honesty, intelligence, energy, etc., you are not
+handicapped for want of a market. Even though you now may seem to lack
+some of the essential qualifications, you are capable of succeeding.
+Every necessary characteristic of the successful man is _latent_ in your
+nature and can be brought out by development. You have not yet done your
+utmost with the best that is in you.
+
+[Sidenote: Your Market Not Lacking]
+
+First you should resolve to make yourself completely _worthy_ to
+succeed. Meanwhile you should be learning how to sell your "goods." On
+every hand there are markets in which qualities like yours are being
+sold successfully by other men. Undoubtedly there will be a purchaser
+for the best that is in you when you bring it out; provided you present
+your "goods of sale" in the most skillful way. All about you are highly
+prosperous people with no more innate merits than you have. Certainly
+the market for your particular abilities is within reach. Golden
+opportunities of which you have not taken the fullest advantage surround
+you and touch your daily activities. If you have not grasped your
+chance, it was because you did not _know how_ to reach out with all your
+capabilities. In other words, possessing the fundamental qualifications
+for success, you have stood in the midst of the world's need for such
+capabilities as yours, _but you have not gone through the selling
+process_.
+
+You have failed thus far to achieve your ambition, simply because _you
+have been an unsuccessful salesman of yourself_ to the world.
+
+Perhaps you never have thought of yourself as a salesman. You may not
+have realized the importance _to you_ of knowing and practicing the
+principles of skillful selling. Only one per cent of the people in the
+United States _call_ themselves salesmen or saleswomen. Yet in order to
+succeed, each of us must sell his or her particular qualifications. Your
+knowledge and use of the selling process are essential to assure your
+success in life.
+
+       *       *       *       *       *
+
+[Sidenote: Master Salesmen Made, Not Born]
+
+The best commercial executives agree that the most effective selling
+representative of a house is not the "natural born" salesman, but the
+salesman who is _made_ highly efficient by training. So every big,
+successful business conducts a course in salesmanship. Thorough tests
+have proved that particular principles and methods of selling are sure
+to produce the highest average of orders. Therefore these principles and
+methods are followed as _standard practice_ in the sales department.
+
+That is, in order to _assure_ the success of an individual salesman, he
+is required and aided to develop particular qualifications and to do
+certain things that master executives have learned will get the orders
+and hold the trade of buyers. The qualified professional salesman is
+drilled thoroughly in tested principles and methods of selling. He is
+trained to use this standard sales knowledge skillfully. As a result he
+works in the field with complete confidence.
+
+Why should he doubt that he will succeed? He knows his own limitations
+and capabilities; knows the true worth of his line; knows there is a
+market in his territory; knows how to sell in the ways that have been
+proved most effective; and knows that practice of right salesmanship
+will make him skillful in getting and holding business. Verily such
+"knowledge is power."
+
+       *       *       *       *       *
+
+[Sidenote: Certain Success With the Selling Process]
+
+_Your_ success in selling _yourself_ can be made as certain as is a
+successful career to the first-class professional salesman. This book
+and its companion volume will explain in detail salesmanship ways to
+develop your best capabilities most effectively. You will be given the
+principles and methods employed by the expert salesman in marketing any
+kind of right goods. You will also be shown how to sell yourself by
+adapting his practices to your "goods of sale."
+
+When you comprehend, and employ as second nature, the usages of the
+finest sales art, your success in life, like that of the master
+professional salesman, will be _certain_.
+
+[Sidenote: Ideas of Goods Not the Goods Themselves Are Sold]
+
+If you have not _called_ yourself a salesman, perhaps you doubt the
+value to you of skill in selling. All you have to market is the best
+that is in yourself. Your ambition may be to succeed as a doctor, or
+lawyer, or preacher, or clerk, or mechanic, or farmer, or banker. You do
+not see how salesmanship could assure _your_ success, however much it
+might help some one with commercial ambitions.
+
+If you think it would not be worth while for you to master the selling
+process, since you do not expect to engage in the _profession_ of
+selling, you misconceive the functions and work of the salesman. You
+have thought he sells "_goods_;" and that as you do not deal in
+commodities, you would have no practical use for the selling process he
+employs to assure his success. But even the shoe salesman, or grocery
+salesman, or real estate salesman, or insurance salesman does not really
+sell _goods_. He sells _ideas about_ goods. Similarly you sell ideas
+about yourself in order to succeed.
+
+[Sidenote: When the Goods and the Ideas Are Different]
+
+A sale is often completed in business without any inspection of the
+actual "goods" by the purchaser; as when a quantity of standard sheet
+copper is specified, or when the salesman describes a piece of machinery
+or shows a picture of it with a catalogue number. The "goods" are to be
+delivered later. However, the _selling process is finished;_ though only
+the mind's eye of the buyer has seen what he anticipates getting on his
+order. The salesman has presented nothing except _certain ideas_ to the
+mental vision of the prospect. But these ideas have been sold so
+realistically to the imagination of the purchaser that he gives his
+order for what he _expects_.
+
+Suppose the goods delivered later do not correspond with the particular
+ideas about them that have been sold. For example, the sheet copper
+furnished is not as specified in the contract, or the machine shipped is
+not the same as the salesman pictured when he got the order for it. Then
+there has been _no sale_ of the different "goods." The intending
+purchaser bought _particular ideas_. He will not accept the delivery of
+_goods unlike the ideas sold_ to him.
+
+[Sidenote: Know Your Prospect's Idea]
+
+Another illustration. A real estate salesman describes a bungalow to a
+prospect for a home. He shows plans and specifications, with accurate
+dimensions; there is no misrepresentation of any detail. The salesman
+especially emphasizes, what is his own belief, that the bungalow would
+make a "cozy" home. The prospect decides to buy the property. He says,
+"If it is as you describe it, I'll take that place." _The sale to his
+mind has been completed._ All that remains is delivery of a bungalow
+corresponding to the ideas sold. The delighted salesman escorts the
+buyer to the "cozy home." But the empty rooms do not confirm the idea
+emphasized to the prospect. The salesman cannot furnish them
+convincingly with his imaginative "cozy" word pictures. He has made the
+mistake of omitting to learn the other man's conception of a cozy home
+before selling the expectation of coziness. He is shocked when the sale
+is declared annulled with the prospect's contradiction of his
+description, "There's nothing cozy about this place." The intending
+buyer of a home feels there has been a misrepresentation; though the
+bungalow is exactly like the plans and specifications shown to him. He
+was sold an idea that "the goods" have not delivered; so he declares the
+sale off. A sale is a success only when _true ideas_ are sold, and
+afterward are delivered by _the goods_.
+
+[Sidenote: Selling Ideas About Yourself]
+
+If you "have the goods" and would succeed _certainly_ in your chosen
+vocation, you must _sell_ to the world or to individual buyers _true
+ideas_ about your particular qualifications for success--true ideas
+regarding _your best capabilities_ and the _value_ of your services.
+Your "goods of sale" may be your muscular power; your brain energy; your
+talents, skill, integrity, and knowledge in this capacity or in that.
+Whatever qualities you possess, it is necessary that some one be sold
+the idea of their full worth, or you cannot succeed. No matter how
+valuable your services _might_ be, they have only potential worth until
+another man, or some business, or the world at large _perceives
+desirable possibilities in you and buys the expectation that you will
+"deliver the goods_."
+
+Probably you have said to yourself, "If I had the chance, I know I could
+deliver the goods." We will grant that you are able to make delivery.
+However, _before you will be given a chance_ you must get across to the
+mind of some prospective buyer of muscular power, or brain energy, or
+other capabilities such as you could supply, the true idea that _you
+have_ "the goods" he needs and that your qualifications would be a
+satisfactory purchase _for him_.
+
+In other words, it is necessary that you use _the selling process_
+effectively, with thorough scientific knowledge and a high degree of
+art, _in order to make certain of gaining your opportunity_ for success.
+You have no doubt that you can succeed if you get the chance. But you
+have not realized, perhaps, that _you can make yourself the master of
+your own destiny by first learning and then practicing until it becomes
+second nature to you the sure, salesmanship way to gain the
+opportunities you deserve_. After you _comprehend_ the sure process, you
+can soon develop _skill in actually selling_ to other men true ideas of
+the best that is in you.
+
+[Sidenote: The Secret of Certain Success]
+
+The secret of _certain success_ in life for you, then, _whatever your
+vocation or ambition_, lies in knowing HOW to sell true ideas of your
+best capability in the right market or field of service. The chapters of
+the present book, supplemented by the contents of the companion volume,
+"The Selling Process," should reveal to you clearly every principal
+detail of this secret.
+
+[Sidenote: No 100% Salesmen]
+
+Before you proceed further with the study of successful salesmanship as
+analyzed in these pages, avoid a possible misconception of masterly
+selling. Even the most efficient salesman does not get _all_ the orders
+for which he tries. By his knowledge and skill his average of failures
+is minimized; therefore everybody recognizes him as a great success.
+
+So, however well you comprehend the selling process, and however
+skillfully you use it in your career, you will not _always_ accomplish
+the particular purpose to which you apply your salesmanship. But you
+will markedly lessen the number and importance of your failures to do
+the things you attempt. You will also increase to an extraordinary
+degree the quantity, quality, and profitable results of your successful
+efforts. You will make a grand average so high that you will feel you
+are a real success. Others, too, will so regard you.
+
+[Sidenote: The Master Key]
+
+Therefore, whatever your life ambition, study the selling process until
+you understand it thoroughly; then perfect your skill by daily practice
+in selling your ideas, and ideas about yourself, to other people. When
+you know HOW to sell true ideas of your best capability in your chosen
+market or field of service, and have become expert in _applying_ what
+you have learned, you can use salesmanship continually in your everyday
+work. You should feel _absolute assurance_ that with its aid you can
+open the treasure house of your desires.
+
+_This universal master key that fits all locks now between you and
+success can be made by your own hands and head. You have begun to shape
+it for your future use._
+
+
+
+
+_How to Study Certain Success with The Selling Process_
+
+
+[Sidenote: Suggestion To Salesmen]
+
+The professional salesman or saleswoman who undertakes the thorough
+study of both this book and its companion volume, might better read
+first "The Selling Process," the chapters of which apply especially to
+his or her vocation.
+
+If you are a "salesman," therefore, begin your study with the
+introduction to that book. When you have read "The Selling Process"
+once, start "Certain Success" and master it. Then re-read the other book
+in the light of the new ideas that will have been shed upon its contents
+by the present text.
+
+The practical value of "Certain Success" and "The Selling Process" to
+you as a salesman will be multiplied a hundredfold if both are kept
+handy for _continual reference_. The marginal index should enable you to
+find quickly any point regarding which you want to refresh your
+recollection. This set of books was not written to collect dust on a
+library shelf. No salesman can get the full worth out of the pages
+unless he _uses_ "Certain Success" and "The Selling Process" _as working
+tools_.
+
+[Sidenote: If Your Vocation Is Not Selling]
+
+If you are not engaged in selling as a vocation, and have not realized
+before that you must be a good salesman or saleswoman in order to
+achieve your life ambition, commence mastering the secret of certain
+success with the selling process by reading thoroughly the book now in
+your hands. This preliminary study will increase your ability to read
+intelligently the more technical contents of "The Selling Process." Do
+not skip or slight any portion of either book. You cannot afford to miss
+a single bit of information regarding the sure way to succeed.
+
+       *       *       *       *       *
+
+[Sidenote: Purpose and Scope of the Two Books]
+
+This is the first publication of "Certain Success," but five large
+editions of "The Selling Process" were required in 1919 and 1920 to
+supply the demand from all over the world. The two books, each complete
+in itself, now are issued together under the double title, CERTAIN
+SUCCESS WITH THE SELLING PROCESS; though either "Certain Success" or
+"The Selling Process" may be ordered alone.
+
+My chief purpose in preparing this set has been to stimulate each
+reader's comprehension of the value of skillful salesmanship _to him_.
+All of us who are ambitious to make the most of the best that is in us
+need to be first-class salesmen, whether we market "goods" or our
+personal capabilities. As has been emphasized repeatedly in this
+preface, _every one who would succeed in life must know HOW to sell his
+qualifications to the highest advantage_. Poor salesmanship is
+responsible for most of the failures of people who really _deserve_ to
+succeed. It is almost surely fatal to ambitious hopes in any trade,
+profession, or business.
+
+CERTAIN SUCCESS WITH THE SELLING PROCESS covers in outline the whole
+subject of Salesmanship. But the scope of this set does not afford room
+to give here a minutely detailed exposition of the special processes of
+making sales in particular businesses. I have compiled for you, rather,
+the _general principles_ of effective selling that may be _universally
+applied_. "Certain Success" and "The Selling Process" are handbooks of
+fundamental ideas which each reader, by his individual thinking, should
+amplify and fit to his own work or ambition.
+
+       *       *       *       *       *
+
+[Sidenote: Real Study Required]
+
+The fine art of successful salesmanship cannot be mastered in a few
+hours of casual reading. You will not be able, immediately after
+glancing through these books, to unlock every long-desired golden
+opportunity with absolute assurance. CERTAIN SUCCESS WITH THE SELLING
+PROCESS must be _studied out_. You should keep them always at hand like
+your bank books, and draw on the contents for your salesmanship needs
+from day to day.
+
+You will get only a smattering of the secret of certain success if you
+just skim over the chapters, and skip whatever requires you to think
+hard in order to comprehend it all. But if you dig into the meaning of
+each sentence for the full idea, you will enrich yourself with
+constantly increasing power and skill in selling. _So you will surely
+become a real success_.
+
+       *       *       *       *       *
+
+[Sidenote: Tested Working Tools]
+
+The principles and methods of successful salesmanship summarized in
+these companion books, though they will be new to most readers, are not
+mere personal theories. They all have been demonstrated and tested in
+actual practice during my twelve years experience as Commercial and
+General Sales Manager of the Ford Motor Company. Under my direction in
+the course of that period Ford sales were multiplied one hundred
+thirty-two times--from 6,181 to 815,912 cars a year. The fundamental
+principles and methods that I have tested and proved to be most
+successful in selling automobiles and good will should work equally well
+in any profession, or business, or trade; and for any normal,
+intelligent man or woman who uses them continually.
+
+[Sidenote: Dollars and Cents Value]
+
+Since the first publication of "The Selling Process" thousands of
+enthusiastic readers of the book have voluntarily borne witness to its
+practical, dollars-and-cents value to them in their daily work.
+Preachers, doctors, lawyers, bank officials, clerks, book-keepers,
+mechanics, laborers; as well as business executives and sales managers
+and salesmen--men and women in scores of widely different
+vocations--unite in testifying to their increased earning power and
+fuller satisfaction in living and working. They credit these results to
+their study and continued use of "The Selling Process." The value of
+that book will be at least doubled by the supplemental reading of
+"Certain Success." Therefore the two are now published as a set of
+working tools for any ambitious man or woman who is resolved to _earn_
+success.
+
+NORVAL A. HAWKINS
+
+Majestic Building,
+Detroit, Michigan.
+
+
+
+
+CHAPTER I
+
+_The Universal Need For Sales Knowledge_
+
+
+[Sidenote: Analysis of Secret of Certain Success]
+
+The Secret of Certain Success has four principal elements. It comprises:
+
+(1) Knowing how to sell
+
+(2) The true idea
+
+(3) Of one's best capabilities
+
+(4) In the right market or field of service.
+
+_Your_ success will be in direct proportion to your thorough knowledge
+and continual use of _all four parts_ of the whole secret. No matter how
+great your effort, an entire lack of one or more of these principal
+elements of Certain Success will cause partial or utter failure in your
+life ambition. You will be like a man who tries to open a safe with a
+four-combination lock, though he knows only two or three of the numbers.
+
+No one, however well fitted for success elsewhere, can succeed in the
+_wrong field_, or in rendering services for which _he_ is not qualified.
+Nor is complete success attainable by a man unless he develops the
+_best_ that is in him. Even if he brings to the right market his utmost
+ability, he may fail miserably by making a _false impression_ that he
+is unfitted for the opportunity he wants. Or he may be overlooked
+because he does not make the _true_ impression of his fitness.
+
+Evidently, in order to gain a _chance_ to succeed, anyone must first
+_sell_ to the fullest advantage the idea that he is _the_ man for the
+opportunity already waiting or for the new opening he makes for himself.
+Of course he cannot do this _surely_ unless he _knows how_. Therefore
+sales knowledge is _universally needed_ to complement the three other
+principal elements of the complete secret of certain success.
+
+[Sidenote: Reasons for Failures]
+
+When we try to explain the failure of any man who seems worthy to have
+succeeded, we nearly always say, in substance, one of three things about
+his case:
+
+"He is a square peg in a round hole;" by which we usually mean he is a
+right man in the wrong place.
+
+Or, "He is capable of filling a better position;" a more polite way of
+saying that a man has outgrown his present job but has not developed
+ability to get a bigger one.
+
+Oftenest, probably, we declare, "He isn't appreciated."
+
+Very rarely is a worthy man's failure in life ascribed to the commonest
+cause--_his personal inefficiency in selling_ to the world comprehension
+of his especial qualifications for success.
+
+[Sidenote: What Failures Realize]
+
+If a man is a square peg in a round hole, he should realize that his
+particular qualities must be fitted into the right field for them before
+he can succeed. A natural "organizer" cannot achieve his ambitions if he
+works alone at a routine task.
+
+No sensible man would aspire to fill a better position than he holds,
+unless he had developed a capacity beyond the limitations of his present
+work. The shipping clerk who craves the higher salary of a correspondent
+knows he cannot hope for the desired promotion if he has not learned to
+write good business letters.
+
+However deserving of advancement a man may be, he realizes he has but a
+slim chance to succeed if his worth is unrecognized. So he wants
+appreciation from his chief. He knows that unless his worth is perceived
+and truly valued, some one else, who may be less qualified, is apt to be
+selected for the "Manager's" job he desires. Such "injustices" have
+poisoned countless disappointed hopes with bitterest resentment.
+
+The deserving man who fails because he is a misfit in his particular
+position, the worthy man who is limited to a small career because the
+work he does lacks scope for the use of all his ability; the third good
+man who has been kept down for the reason that his chief is blind to his
+qualifications for promotion--all three of these failures understand
+pretty clearly the reasons for their non-success.
+
+[Sidenote: When Lack of Salesmanship Causes Failure]
+
+It is very different in the case of the capable man who fails because he
+has been _inefficient in selling true impressions_ of his qualifications
+for success. A private secretary, for illustration, might be thoroughly
+competent for managerial duties; but by his self-effacement in his
+present job he might make the false impression that he was wanting in
+executive capacity. He would be given a chance as manager if he were
+effective in creating a true impression of his administrative ability.
+Such a capable man, if he has little or no scientific knowledge of the
+selling _process_ is apt also to lack comprehension of the value _to
+him_ of knowing _how to sell ideas_. He does not happen to call himself
+a salesman. Therefore he has never studied with personal interest the
+fine art of selling. He does not realize that _ignorance of
+salesmanship_, and _consequent non-use of the selling process, almost
+always are responsible for the merely partial success or the downright
+failure in life of the man who deserves to win, but who loses out_.
+
+[Sidenote: Who Is To Blame for Failure]
+
+One may feel able to "deliver the goods," were he given the chance. He
+may know where his best capability is greatly needed and would be highly
+appreciated if recognized. Yet the door of opportunity may not open to
+his deserving hand, however hard he tries to win his way in. His failure
+seems to him altogether unfair, the rankest injustice from Fortune.
+
+If a man knows he is completely fitted to fill a higher position, he
+feels considerable self-confidence when he first applies for it. But his
+real ability may not be recognized by his chief. The ambitious man may
+be denied the coveted chance to take the step upward to the bigger
+opportunities for which he rightly believes himself qualified. If his
+deserts and his utmost efforts do not win the promotion he desires, he
+grows discouraged. He loses the taste of zest for his work. His earlier
+optimism oozes away. After awhile his ambition slumps. Then he resigns
+himself sullenly to the conviction that he is a failure _but is not to
+blame_.
+
+[Sidenote: Dynamic Quality Lacking]
+
+Leaving out of consideration most exceptional, unpreventable bad luck,
+the worthy man who fails in life _is_ to blame. He is not, as he thinks,
+a victim of circumstances or ill-fate. His failure is due to his
+ignorance of the first of the four principal factors of the secret of
+certain success. _Potentially_ qualified to succeed, he does not have
+the absolutely necessary _dynamic_ element. He lacks an essential
+characteristic of the self-made successful man, a characteristic which
+any one of intelligence can learn how to develop--_a high degree of
+capability in gaining his own opportunities to succeed_.
+
+He does not know _how to sell true ideas about himself_; though he may
+realize the importance of making the best impression possible. So,
+however, he tries, he cannot get his deserved chances to succeed. He
+could secure them _easily_ if he comprehended the selling process of the
+master salesman, and used it with skill. This process of masterly
+selling is the key to certain success for the fully qualified man in any
+vocation.
+
+[Sidenote: Making and Governing One's Own Good Luck]
+
+A capable applicant will invariably be given a chance to succeed, if he
+takes the best that is in him to a man who has need of such services as
+he could render, and then _sells the true idea of his ability_. He has
+mastered _all four principal elements of the complete secret of certain
+success_. Consequently he is able to create and to control his
+opportunities to succeed. He makes and governs his own good luck.
+
+Everywhere the most desirable positions in the business world are in
+need of men who can fill them. Only the poorer jobs are crowded. But
+when Opportunity has to seek the man, the _right_ one is often
+overlooked. The golden chance is gained by another--less qualified and
+less worthy, perhaps; but _a better salesman of himself_. The fully
+competent man, however, can _assure_ his success by becoming proficient
+in selling true ideas of his best capability in the right market or
+field of service. The master salesman of himself makes his own chances
+to succeed, and therefore runs no risk of being overlooked by
+Opportunity.
+
+[Sidenote: Success Way Is Charted]
+
+Master salesmen of ideas about "goods" use _particular selling
+processes_ to get their ideas across _surely_ to the minds of
+prospective buyers. The professional salesman, therefore, has plainly
+charted the way to certain success in any vocation, for the man who has
+developed the best that is in him. If you are a candidate for a
+position, do not let a prospective employer _buy_ your services at _his_
+valuation, for he is certain to under-estimate you. _Sell_ him true
+ideas of your merits. Set a fair price on your _worth_, and _get_ across
+to his mind the true idea that you would be worth that much _to him_.
+Such skillful salesmanship used by an applicant for a position can be
+depended on to make the best possible impression of his desirability;
+just as the practiced art of the professional salesman enables him to
+present the qualities and values of his goods in the most favorable
+light. The _masterly selling process_ is not very difficult to learn.
+Proficiency in its use can be gained gradually by any one who practices
+consciously every day the actual sale of ideas in the artistic way.
+
+[Sidenote: Knowledge of Salesmanship Develops Confidence]
+
+As was stated in the Introduction to this book, it has been proved
+conclusively in business that particular principles and methods of
+selling are certain to produce the highest average of closed orders. In
+other words, success for the professional salesman is _assured_ if he
+develops certain qualifications, and if he does certain things; all
+within the capacity of any normal, intelligent man. Scientific sales
+executives know positively, as the result of comparative tests, that the
+salesman who develops these personal qualifications, and who does these
+things, should get his quota of business and hold it. Hence, as has been
+said, specific training is given in the sales schools of the most
+successful businesses, along the lines of best selling practice.
+
+[Sidenote: Practical Principles]
+
+When the individual salesman who has been so trained commences work in
+his territory, he learns in his experiences with buyers that the
+principles and methods he has been taught are actually _most effective_.
+Assuming that he has developed his _best capabilities_ pretty fully, and
+that he has become fairly _skillful_ in using what he knows about how to
+sell his line, he works with continually growing confidence that he will
+succeed. Why should he doubt his complete selling power? He knows there
+is a _field for his goods_ in this territory. He knows clearly and
+vividly _what ideas_ he wants to get across to the minds of prospective
+buyers. He knows--most important of all--_just how_ to make convincing
+and attractive impressions of the desirability and true value of what he
+presents for purchase. He comprehends the _most effective ways_ to show
+prospects both their _need_ for his goods and that he has come, with a
+real purpose of service, to _satisfy_ that need.
+
+You, the non-professional salesman of yourself, will sell _your_ "goods
+of sale" with similar complete confidence in your power to gain and to
+control your opportunities for success--if you, too, use the right
+selling process.
+
+This set of books explains and demonstrates in detail the principles and
+methods of _the successful salesman of ideas_. The Introduction and
+twelve Chapters of the present series apply the selling process
+especially to _the sale of ideas about one's self_, with particular
+relation to _self-advancement_ in the world. "The Selling Process,"
+companion book to "Certain Success," shows the master _professional_
+salesman at work, getting orders with _assurance_.
+
+[Sidenote: Hard Study Necessary]
+
+The fact that you have proceeded thus far in reading "Certain Success"
+proves you have an earnest purpose to make the most of your present
+opportunity to learn _how_ to succeed with certainty. We will assume
+that you have developed your individual ability pretty fully, and that
+you know where there is a field for such services as you are sure you
+could render if afforded the chance. Surely, then, your ambition in
+life, whatever it may be, is a sufficient incentive to the most thorough
+study of the principles and methods of successful salesmanship. Do not
+merely _read_ this set of books. MASTER "Certain Success" and "The
+Selling Process" to make yourself the master of your own destiny.
+
+Again and again, lest at any time while you study you might fall below
+100% in _absolute assurance_, you will read in these chapters the
+assertion that your success can be made _certain_. This statement is not
+an exaggeration. It is necessary that you accept it literally throughout
+your reading of this set of books. Do not take it "with a grain of
+salt." The taste of the declaration that the selling process makes
+success sure will become familiar after these many repetitions. Realize
+when you come upon the repeated idea as you proceed with your study that
+your continued reading should frequently be reenforced by a steadily
+growing conviction that you _are_ mastering the sure way to succeed. You
+believe in yourself more than you did when you began to read this book.
+This increasing faith should develop to complete confidence when you
+have dug _into_ the text of both "Certain Success" and "The Selling
+Process," and have dug _out_ every idea in the twenty-four chapters.
+
+[Sidenote: Salesmanship Not a Science But an Art]
+
+At the outset of your present study comprehend that salesmanship is not
+a _science_. Rather, it is an _art_. Like every other art, however, it
+has a _related_ science. Selling is a _process. Knowledge about the
+principles and methods_ that make the process most effective is the
+related _science_. But such knowledge supplies only the best foundation
+for building success by the _actual practice_ of most effective
+salesmanship. The master salesman practices the scientific principles
+and methods he has learned until the _skillful use_ of his knowledge in
+every-day selling becomes _second nature_ to him. Thus, and thus only,
+is his _art_ perfected.
+
+You will gain _knowledge_ from these books about _how_ to sell with
+assurance the true idea of your best capabilities--about _how_ to sell
+any "goods of sale" unfailingly. But you can develop the _skill_
+necessary to the _actual achievement_ of certain success only if you
+_continually use_ what you learn about the selling process. You must
+perfect your selling _art_ by the intelligent employment of every _word_
+and _tone_ and _act_ of your life to attract other men to you, and to
+impress on them convincingly true ideas of your particular ability.
+
+[Sidenote: Be a Salesman Every Minute]
+
+The master professional salesman is "always on the job" with his three
+means of self-expression, to get across to prospects true ideas of the
+desirability and value of his goods. He is a salesman _every minute_,
+and in _everything_ he does or says. You can become as efficient as he,
+in selling ideas about _your_ "goods of sale," if your proficiency
+becomes as _easy and natural_ as his. Such ease is the _sure_ result of
+sufficient right practice.
+
+You have countless opportunities daily to make use of the selling
+process. In each expression of yourself--in your every word, tone, and
+act--you convey _some_ idea of your particular character and ability.
+You should _know how_ to make _true, attractive_ impressions of your
+_best_ self; and how to avoid making _untrue_ and _unfavorable_
+impressions by what you do and say. Then, when you have _learned_ the
+most effective _way_ to sell ideas about yourself that you want other
+people to have, it is necessary that you _use_ the selling process
+consciously all the time until you grow into the habit of using it
+unconsciously, as your second nature. Once you are accustomed to _acting
+the salesman continually_, it will be no more difficult for _you_ to be
+"always on the job" selling right ideas of your qualifications for
+success, than it is for the _professional_ user of the selling process
+to be a salesman "every minute."
+
+[Sidenote: Your "Goods of Sale"]
+
+As already has been emphasized, "the goods of sale" in your case are
+your _best_ capabilities. You need first of all to _know_ your true
+self, before you can sell true ideas about your qualifications for
+success. Your _true_ self is your _best_ self. You are untrue to
+yourself, you balk your own ambition to succeed, unless you develop to
+the _utmost of your capacity_ your particular salable qualities.
+
+You do not need qualities _you_ now wholly lack. You should not attempt
+to "salt" the gold mine in yourself with the characteristics of _other_
+men who have succeeded by the development and use of capabilities that
+were natural to _them_, but that would be unnatural to _you_. It is
+worse than futile--it is foolish for you to imitate anybody else. Just
+be _your_ best self. Make the most of what _you_ have that is salable.
+You require no more to assure your success.
+
+[Sidenote: Selling the Truth About Your Best Self]
+
+Every individual has distinct characteristics, and is capable of doing
+particular things, of which he may be genuinely proud if he fully
+develops and uses his personal qualifications. _When all the truth about
+his best possible self is skillfully made known to others_, chances for
+success are certain to be opened to the ambitious man. If he lacks the
+salesmanship key, the doors of opportunity may always remain closed,
+however well he deserves to be welcomed.
+
+_You_ possess "goods of sale" that have real _quality_, that are
+_durable_, that will render _service_ and afford pleasurable
+satisfaction to others. _Your_ goods can be sold as _surely_ as quality
+phonographs, durable automobile tires, serviceable clothes, or pleasing
+books.
+
+Maybe you can "deliver the goods" with smiles, or hearty tones, or ready
+acts of kindness. Any one can easily be friendly. But have you developed
+_all your ability_ to smile genuinely? Have you cultivated the hearty
+tone of real kindness so that now it is _unnatural_ for you ever to
+speak in any other way? Do you perform friendly acts of consideration
+for others on _every_ occasion, as second nature?
+
+If your honest answers to such questions must be negative, you are not
+a good salesman of your best self all the time.
+
+[Sidenote: Your Salable Qualities]
+
+Your most salable quality may be dependability, rather than quick
+thinking. If this is the case, concentrate your salesmanship on making
+impressions of the true idea of _your reliability_. Your greatest
+success will be achieved in some field of service where dependableness
+is a primary essential. You may be _naturally unfitted_ to make a star
+reporter, but _peculiarly qualified_ to develop into the cashier of a
+bank.
+
+Should you happen to be unattractive in features, your job is to
+transform your homeliness into a _likable_ quality--not to try to make
+yourself appear handsome. If you are wholly inexperienced, that need not
+be a detriment to your success in the field you want to enter. When you
+have mastered the selling process, your very greenness can be presented
+before the mind of a prospective employer as the best of reasons for
+engaging you. You will be able to make yourself appear desirable because
+you _are_ green in that field, and therefore have no wrong ideas to
+"unlearn."
+
+[Sidenote: Know All of Yourself]
+
+You can greatly improve your chances to get the job for which you are
+best adapted, if you use the reciprocal selling process employed by the
+professional salesman when he sells his services to a house. He meets
+the head of the concern as his man-equal, and does not just offer
+himself "for hire." Such a consciousness of your man-equality when you
+are face to face with a prospective employer can result only from
+certain, analytical _knowledge of your best self_, complemented by
+_knowing how to sell_ the true idea of your particular desirability and
+worth.
+
+Very likely you think you are seriously _handicapped_ in many ways.
+Having made no detailed analysis of yourself from a salesman's
+view-point, you do not appreciate fully the number and the market value
+of the _advantages_ you might have. Probably some of your best, most
+salable qualities are latent or but partly developed.
+
+[Sidenote: Chart Necessary]
+
+List _your_ particular "goods of sale." Put down on a chart, not only
+the qualities you have now, but all the additional ones you feel
+_capable of developing_. Then you will realize vividly that you possess
+many abilities, some undeveloped yet, which are always needed in the
+world. You know that such qualities _should_ be readily salable, to the
+mutual benefit of yourself and of buyers. You are learning the selling
+process in order to make certain that _you can_ sell the best that is in
+_you_, as other men are selling themselves successfully.
+
+Complete your chart by listing your various _defects_. Then study out
+ways to use even _your particular faults_ differently than you have been
+handling them; so that they will help you, instead of being hindrances
+to your success. Think of some people you know, and of how they have
+turned their physical "liabilities" into "assets" of popularity.
+
+The very first sales knowledge you need is of exactly what _you_ have to
+sell. You cannot see _all_ of yourself, your good and bad
+points--yourself as you _are_, and as you _might be_--unless you make a
+detailed chart of your "goods of sale." One of the most important
+immediate effects of such a self-analysis will be increased
+self-respect. Your handicaps will shrink, and the peculiar advantages
+you have will grow before your eyes. You should feel new confidence in
+your own ability.
+
+[Sidenote: Man-Equality]
+
+With this confidence will come a feeling that you are not the inferior
+of another man who has achieved a larger measure of success than you
+have gained. When you start the sale of true ideas of your best self to
+an employer-buyer of such services as you are capable of rendering, you
+will have an innate consciousness of your man-equality with him. You
+should realize that this sale of yourself, like all other true sales, is
+to be a transaction of reciprocal benefits, and should be conducted on
+the basis of mutual respect.
+
+It is your right to take pains that the prospective buyer of your
+services shall sell himself to you as the boss you want to work with.
+Expect him to sell himself to you as a desirable employer just as
+thoroughly and satisfyingly as you intend to sell yourself to him as a
+worthy applicant for an opportunity in his business. When you have
+definite, sure knowledge of your capability and service value, you
+certainly should not be willing to take "any old job."
+
+There is no better way to make the impression of _your desirability_ as
+an employee than to demonstrate that you are _choosing_ your employment
+intelligently. In explaining your choice, give specific reasons for your
+selection of this particular opening. Show that you comprehend _what is
+to be done_. Give some indication of your ability to do it _efficiently_
+and _satisfactorily_. Suggest the _worth_ of your services when you
+shall have proved your fitness.
+
+[Sidenote: Require Employer to Sell You the Job]
+
+The ordinary man who applies for a job in the ordinary way is accepted
+or turned down wholly at the discretion of the employer. If you use the
+selling process skillfully, you will suggest that _you_ are out of the
+ordinary class. Of course, you should demonstrate in your salesmanship
+that you are not over-rating your ability. The other man must be made to
+feel you have sound reasons for your bearing of equality and
+self-confidence when you seek to make sure that in his business you will
+have your best chance to succeed. By showing him that you are taking
+intelligent precautions against making a mistake in your employment, you
+indicate conclusively that you are not merely a "floater," but that you
+have a purpose "to stick and make good."
+
+In the same measure that you require proof of a desirable personality in
+an employer, you should make sure that the work is exactly what you
+expect. See that your prospective "new boss" sells you the job at the
+same time you are selling him your services. If he perceives in you the
+one man who best fits his needs, he will put forth every effort to buy
+your services. Every employer will respect the man who states, with
+salesmanship, a sound reason for selecting and seeking connection with a
+business house; since such a man gives promise of making the sort of
+dependable, loyal worker that every business values and appreciates.
+
+[Sidenote: Sell to Satisfy Real Needs]
+
+The true salesman sells to satisfy _a real need_ of the buyer.
+Therefore, when you have charted your salable qualities, select the
+field of service in which such capability as you possess is needed.
+That, you may be sure, is _your_ right market--the field where you are
+_certain_ to succeed. Enter it, and no other field. Apply there for a
+place of opportunity to serve; with the absolute confidence of a good
+salesman come to satisfy a want, and conscious of his individual fitness
+"to deliver the goods."
+
+You may not get just what you desire at the first attempt. The best
+professional salesman often has to make _repeated_ efforts to close
+orders. But in the end, if you "have the goods," that are needed where
+you bring them, _and you know how to sell true ideas of your best self_
+(as you _will_ know after mastering the selling process) you will be
+sure of getting sufficient opportunities to succeed. You will be as
+certain about getting enough chances as the first-class professional
+salesman is certain of attaining his full quota of business despite some
+turn-downs. _Success is a matter of making a good batting average_.
+
+[Sidenote: Parts of Complete Process]
+
+Remember as you read that you are studying _a completed process_. An
+unfinished sales effort is not _a sale_ at all. You will not be a
+_certainly successful_ salesman until you perfect your knowledge and
+skill in _all the steps_ of salesmanship. You can learn only a single
+part of sales efficiency at a time. The relative significance of each
+point, its full importance in the entire selling process, will not be
+comprehended until you have read at least once all there is in this set
+of books. When you re-study the successive chapters, the details you may
+at first understand but vaguely in a disconnected way will be clear. You
+will comprehend them as various elements of salesmanship which must be
+fitted together to complete the process of selling.
+
+Thus far in the present chapter we have been considering principally the
+"goods of sale." We have been looking at our subject from the
+_material_ aspect. Now let us turn our attention to the mental view of
+sales.
+
+[Sidenote: Mental Nature of Selling Process]
+
+In the effective selling process the skilled salesman is able to be the
+_controlling_ party. _He makes the other man think as he thinks_. As has
+been stated repeatedly, he sells _ideas_, not goods. So the _real
+nature_ of any sale is mental, not material. You must "deliver the
+goods" to the _mind_ of the man to whom you wish to sell your best
+capabilities. You should use the same process as the professional
+salesman, who works to control the _thoughts_ of his prospect regarding
+the line of goods presented. Hence when you plan to make sure of getting
+a desired position, it is necessary that you know _exactly how_ to put
+true ideas about yourself into the head of the person whom you have
+chosen as your prospective employer. Further, you need to know
+_precisely what_ psychological effects you can secure with certainty by
+using skillful salesmanship.
+
+[Sidenote: Three Sales Mediums]
+
+Ideas of your best capability may be sold through three
+mediums--advertising, correspondence, and personal selling. Take
+advantage of all three, wherever and whenever possible, to gain your
+chance for success. Use these mediums with _real salesmanship_.
+
+[Sidenote: Advertising]
+
+If you advertise for a position, think out in detail the impression of
+your true best self that you wish to make on the minds of readers. Put
+_your personality_ into the advertising medium in such carefully
+selected language as will reach _the needs of particular employers_, and
+will not appear to be just a broadside of words shot into the air
+without aim. Indicate clearly that _you_ are not seeking "any old job so
+long as the salary is good." Analyze and know _just what_ you suggest
+about yourself in print. Many a successful business man has sold himself
+through the door of his initial big opportunity by real salesmanship in
+his advertisement of his capabilities.
+
+[Sidenote: Correspondence]
+
+Each letter you write should be regarded as "a sales letter." It makes
+an impression, true or false, of _you_. Take the greatest pains to have
+that impression what you want it to be. Never be slovenly or careless in
+writing to _anyone on any subject_. Put genuine salesmanship into all
+your letters _consciously_; instead of conveying ideas unwittingly,
+without realizing what the reader is likely to think of you and the
+things you write. You can scatter impressions of your best self
+broadcast over the earth by using your ordinary correspondence as a
+medium of salesmanship. So you can open both nearby and far distant
+opportunities for the future; even while you still are training yourself
+to make the most of these chances you hope to gain.
+
+Good sales letters are so rare that the ability to write them has
+erroneously been called "a gift." It is not. Any one of educated
+intelligence can write his ideas; _provided he has clear, definite
+thought-images in his own mind_. But cloudy thinking reflects only a
+blur on paper.
+
+[Sidenote: Using Sales Letters]
+
+A letter that plainly conveys true ideas is a sales letter; for it gets
+across to the mind of the recipient a clear, definite mental impression
+of the writer's real personality and thoughts.
+
+In all your correspondence, throughout the period of preparation for
+your chosen life career, send out true ideas of your best capability. If
+you do, you doubtless will find the door of your desired opportunity
+open by the time you are fully prepared to knock. Successful business is
+always ready in advance to welcome "comers;" whenever and wherever they
+are sighted. Therefore project your personality far and wide through
+your letters. Employ the medium of correspondence, with salesmanship
+knowledge and skill, even when you write the most ordinary messages to
+your acquaintances or to strangers. That is, _think out certain ways to
+sell particular ideas about yourself_; then incorporate these bits of
+salesmanship in your letters.
+
+A young man in his senior year at college selected a large corporation
+as his prospective employer. He did not know any of the executives of
+the company, but he worked out a plan to get acquainted through letters.
+He was especially desirous of entering the field of foreign trade, and
+had made a fairly comprehensive study of the export business. He wrote
+to the president of the corporation, gave a brief outline of articles
+and books he had read; then complimented the great company by declaring
+that he realized the knowledge he had acquired was theoretical and
+abstract, and that he wished to gain practical, concrete ideas by
+studying the methods of the corporation. He enclosed with his letter ten
+cents in postage stamps, and requested that he be sent any forms,
+instruction sheets, sales bulletins, etc., the president was willing to
+let him have for study.
+
+[Sidenote: Getting A Future Chance]
+
+His letter was referred to the vice-president in charge of sales, who in
+turn passed it on to a department manager with instructions to supply
+the matter requested. In the course of a week the college student
+received a bulky package. Meanwhile a letter had been sent from the
+department head which stated that the vice-president in charge of sales
+had referred to him the request for forms, instruction sheets, etc., and
+that they would be forwarded under separate cover.
+
+The student took advantage of the three opportunities opened to conduct
+correspondence with the executives of the corporation. He first wrote
+courteous, carefully worded "thank-you" letters to the president,
+vice-president, and department head. These were all in his own hand, so
+that his good penmanship might make an individual impression. After
+these letters were dispatched the student mastered the material that
+had been sent to him. Then he wrote three supplemental letters of
+appreciation, and made concise comments on some of the methods of the
+corporation, with comparisons from his previous reading of books and
+articles on foreign trade. He stated that he intended to make further
+investigation along these particular lines and that if he learned
+anything he thought might be interesting to the company he would write
+what he found out. In the course of a month he sent a letter which
+detailed his investigations. This he addressed to the department head
+only. But he also penned brief letters to the president and
+vice-president, in which he informed them that he had written in detail
+to the department head.
+
+[Sidenote: Effect of Follow-up Letters]
+
+The correspondence continued throughout the remainder of the student's
+senior year at college. The letters from the business men soon evidenced
+more than formal courtesy. They grew personal and indicated real
+interest. A month before his graduation the student was invited to call
+at the company's office after Commencement. He went, made an excellent
+impression in interviews with the vice-president in charge of sales and
+the department head, and though the ink on his sheepskin was not yet
+dry, he gained his object. He was engaged by the corporation and began
+training as a prospective representative of the company in foreign
+territory.
+
+Thus through the correspondence medium of salesmanship a young man who
+had no advantage of personal influence or acquaintance secured exactly
+the chance he wanted. Similar opportunities are open to any one.
+
+[Sidenote: Personal Selling]
+
+_Every moment of your life when you are in the presence of other people,
+you have chances to sell true ideas about the best that is in you._ You
+will not need to seek such opportunities for personal salesmanship.
+Chances come to you continually to make good impressions on the minds of
+the men and women you meet from day to day.
+
+Be a skillful salesman of true ideas about yourself always, even in the
+most casual relations you have with other people. Sell the best possible
+impressions of yourself to passers-by on the street, to your fellow
+riders in cars, to clerks and customers of stores you visit, to your
+home and business associates. Put selling skill, as second nature, into
+each word, tone, and action of your social and business life.
+
+Realize that in whatever you do or say, consciously or unconsciously,
+you _are_ selling ideas about your capability or your incapacity. You
+are making more or less definite impressions--you are affecting your
+opportunities to succeed, and are forming good or bad habits--all the
+time. _Control the effects of your words, tones, and acts by saying and
+doing, consciously and intelligently, only what will aid in selling
+true ideas of your best capabilities._.
+
+[Sidenote: Practical Psychology]
+
+Of course you already know that each word and tone and act of your life
+makes _some_ impression on the people who hear or see you. But probably
+you have not realized fully that _particular ways_ of saying and doing
+things have _distinct and different effects_, each governed by an exact
+law of psychology. You perhaps do not know now _just what_ impression is
+made by a certain word, or tone, or act. To be a master salesman of
+yourself you need to study the science of mind sufficiently to acquire
+_working knowledge_ of common mental actions and reactions. Familiarity
+with at least the general principles of psychology is of the utmost
+importance in using the selling process effectively.
+
+Do not shy from study of the science of mind because it is an "ology"
+and therefore may seem hard. _You are a psychologist already_. You know
+that certain things you do and say make agreeable or unfavorable
+impressions on other people. In a _general_ way you know _why_. It is
+necessary only that you analyze _specifically_ what you realize now
+rather indefinitely. If you do not care to study a _book_ on psychology,
+just use your own mind as your psychological laboratory for continual
+self-analysis.
+
+Answer for yourself such questions as, "Exactly what effect will this
+particular word, or tone, or act have--and just why?" You can work out
+pretty well the _practical knowledge of psychology_ you must have in
+order to sell ideas about your capabilities most effectively. You simply
+need to apply _purposeful intelligence_ in everything you do and say;
+instead of making impressions without comprehending that by each word
+and tone and act of daily living you are influencing, favorably or
+adversely, your chances to succeed.
+
+[Sidenote: Three Factors of Selling Process]
+
+Think of yourself as one of the _three factors_ of the selling process.
+The _goods of sale_ are your best capabilities, of course. The second
+factor is the _prospective buyer_, the man who has need of such
+qualities or services as you could supply. The _agent of sale_, or third
+factor, is yourself. If you will keep in mind always the conception of
+yourself as _the uniting link_ between your "goods of sale" and the
+prospective buyer, you can be a salesman of yourself every minute. At
+any moment except when you are alone you may encounter and influence a
+possible buyer of your best capabilities. You are continually within
+sight and hearing of people whose impressions of you might affect your
+chances to succeed in life. Therefore always be alert to grasp every
+sales opportunity within your reach.
+
+[Sidenote: Twelve Steps]
+
+It will be essential, also, that you have knowledge of the successive
+_steps_ of the selling process, as well as knowledge of your goods of
+sale and knowledge of practical mind science. Otherwise you might omit
+inadvertently to use some round of the ladder to certain success, and
+tumble to failure. These steps are so important to understand that the
+last nine chapters of the companion book are devoted to them
+exclusively. It will suffice here just to state what they are.
+
+ 1. Preparation For Selling;
+ 2. Prospecting;
+ 3. The Plan Of Approach;
+ 4. Securing An Audience;
+ 5. Sizing Up The Buyer;
+ 6. Gaining Attention;
+ 7. Awakening Interest;
+ 8. The Creation Of Desire;
+ 9. Handling Objections;
+10. The Process Of Decision;
+11. Obtaining Signature or Assent;
+12. The Get-Away That Leads To Future Orders.
+
+[Sidenote: Five Degrees of Effort]
+
+Another element of necessary knowledge about the selling process is the
+classification of sales according to the five degrees of effort required
+to close them.
+
+1. A sale completed by response to the mere demand of the buyer.
+
+_Example_--While a street car strike is on you are driving, an
+automobile down town. A man in a hurry to catch a train stops you and
+says, "I'll give you two dollars to take me to the station." You
+transport him in response to his call for your services.
+
+[Sidenote: Distinguish Degrees of Effort]
+
+2. A sale completed by the buyer's acceptance on presentation only.
+
+_Example_--A man is walking along a country road in the summer time. He
+sees a sign in the door-yard of a farmhouse; BERRY PICKERS WANTED. He
+presents himself as a candidate and the farmer at once engages his
+services.
+
+3. A sale completed immediately after a desire of the buyer has been
+created by a definite, intentional effort of the salesman.
+
+_Example_--A man out of work wants a job that will employ his physical
+strength. He encounters three men who are struggling to load a very
+heavy box onto a truck. He takes off his coat and proves his strength by
+the ease with which the box is lifted when he helps. He inquires which
+of the three men is the truck boss; and asks for a job. He is hired
+because he has made the boss want the aid of his strength in handling
+heavy loads.
+
+4. A sale completed only after persuasion of the buyer.
+
+_Example_--Assume that the truck boss in the next preceding illustration
+refuses at first to hire the applicant who has demonstrated his
+strength. It is necessary then for the man out of a job to talk his
+prospective boss into the idea that he needs a fourth man in his gang.
+
+5. A sale completed only after a decision by the buyer as to the
+comparative benefits of purchasing or of not buying.
+
+_Example_--You and another candidate apply for the same position in an
+office. You appear to be about equal in capability. The employer "weighs
+you in the balance" against the other applicant. This is a sale
+requiring the fifth degree of effort. Manifestly you will need to use a
+very high quality of skill to get into the mind of the prospective buyer
+of services the idea that you are likely to be of more value as an
+employee than your competitor for the place. Then you must skillfully
+prompt him to accept your application.
+
+[Sidenote: Difficult Sales Most Worth Making]
+
+When you appreciate exactly how sales differ in the degrees of effort
+necessary to close them, you will realize the wisdom of preparing to
+sell your particular qualities and services _with full comprehension of
+all the difficulties commonly met_ by candidates for desirable
+positions.
+
+Countless men have died failures because they used throughout their
+lives only the first or second degrees of effort. Consequently all their
+attempts to get good jobs were futile. The non-success of millions of
+other worthy men has been due to their use of no more than the third or
+fourth degrees of selling effort.
+
+[Sidenote: Sales of The Fifth Degree of Difficulty]
+
+Sales of the fifth degree of difficulty sometimes demand knowledge and
+skillful use of the entire selling process. _They are the sales most
+worth making._ The applicant for a new position or for a promotion is
+_certain to succeed_ in his purpose if he knows how to complete a sale
+of the true idea of his best capabilities. In order to do this he must
+control the _weighing process_ of the buyer; and be skillful in
+_prompting acceptance_ of his "goods of sale."
+
+When you _master_ and reduce to _every-day practice_ the fundamental
+principles you can learn from this set of books, you will be assured of
+making a successful average in handling sales of the fifth degree of
+effort.
+
+They are sales of the kind the _professional_ salesman makes with
+complete confidence every day. _His_ methods, applied to the marketing
+of _your_ goods of sale, will work such wonders for you that you soon
+should build up self-confidence equal to the matter-of-fact assurance of
+the master salesman of clothing, insurance, and other _materials_ of
+sale. He _knows_ when he begins a season or starts on a trip that he
+will make a good batting average.
+
+[Sidenote: Desired Results In Selling]
+
+Comprehend, further, exactly what _results_ are desired by the skilled
+salesman whose work is based on scientific principles.
+
+The _immediate_ results desired are:
+
+First, _confidence_;
+
+Second, _acceptance_ of the ideas brought by the salesman.
+
+One who is unfamiliar with the scientific principles underlying the
+skillful practice of the right selling process is unlikely to realize
+that the _first_ sales effort should be concentrated on _winning the
+prospective buyer's confidence in the salesman and in the goods of
+sale_. Failures in selling are often due to the fault of the salesman
+who works primarily for but the _second_ of the immediate results to be
+desired; the acceptance of his proposition--the acceptance of his
+personal capabilities and services, for instance. He neglects, as a
+_preliminary_ to securing acceptance, to gain the _confidence_ of the
+other man. When you undertake to sell your particular good qualities and
+your services to a prospective employer, do not make the mistake in
+salesmanship of omitting the process of first winning his _belief_ in
+you.
+
+[Sidenote: Repeat Sales]
+
+Besides the two _immediate_ results desired by the skillful salesman,
+there is a _permanent_ result to be worked for--an enduring consequence
+desired from the present gains made. That permanent result wanted is
+_the opening of other opportunities for future sales_.
+
+_Complete success in life_ is not assured when the _original_ sale of
+one's best capabilities is closed successfully. Gaining the _initial_
+desired chance does not make it certain that one will succeed in his
+_entire career_. The first sale is faulty if it does not include a lead
+to future opportunities "to deliver the goods."
+
+The right selling process is continuous. Where one sale ends, another
+should be already started. A great many failures of capable men can be
+ascribed to short-sighted concentration on immediate chances. _One who
+would make certain of the success of his whole life must ever look ahead
+to the next possible opportunity for the sale of the true idea of his
+best capabilities, meanwhile making the most of his present chance._
+
+[Sidenote: Service Purpose In Selling]
+
+In order to get the right viewpoint for further study of the selling
+process, you, _the salesman of yourself_, need to comprehend clearly the
+fundamental _purpose_ of all true salesmanship. _It should be the
+service of the buyer in satisfying his real needs._
+
+Few salesmen _know_ what sales service _is_, and _how_ it should be
+rendered. Service is the very soul of the certain success selling
+process. Service must be studied _as a purpose_ until the principles
+underlying the fullest satisfaction of the buyer's real needs are
+mastered, and all false misconceptions of service are cleared away from
+the salesman's idea of his obligation to the purchaser of his goods of
+sale.
+
+[Sidenote: Sales Knowledge Universally Needed]
+
+This brief summary of the principal essentials of sales knowledge has
+been outlined in order to impress on you the practically _universal need
+for a better understanding of the selling process_. Certainly you are
+convinced now that it will pay _you_ to know HOW to sell. Then let us
+look next at _yourself_ in a different light--as a subject of study in
+sales-_man_-ship.
+
+
+
+
+CHAPTER II
+
+_The Man-Stuff You Have For Sale_
+
+
+[Sidenote: The Man Sales-Man Ship]
+
+Your _knowledge_ of sales principles and methods, and your _skill_ in
+selling ideas must be combined with right sales-_manhood_ if your
+_complete_ success in sales-man-ship is to be made certain. Particular
+_man_ qualities are necessary to make you a master _salesman_ in your
+chosen field. "A good man obtaineth favor." So we will study now the
+elements of character required for the most effective sales-_man_-ship,
+and how to develop them.
+
+We shall not consider "Man" in the abstract, nor exceptional ideals of
+manhood. Our thought of the sales _man_ will be concentrated on
+qualities _you_ have or can develop, that are necessary to make _you_
+most efficient in selling ideas about _yourself_.
+
+Some radical _changes_ in your present character may be required. But
+you will need principally to _grow_ in order to attain the full stature
+of sales manhood that is necessary to gain complete success. If your
+manliness is dwarfed now, you cannot succeed largely in selling true
+ideas of your best and biggest capabilities, until you rid yourself of
+the character faults that are stunting your growth as a sales _man_.
+
+[Sidenote: The Little Man Out-of-Date]
+
+Realize at the outset that the time has passed forever when the _little_
+man, with the narrowly selfish outlook for "Number One," might succeed.
+The demand of the future will be, however, not so much for BIG men as
+for big MEN. The world no longer looks up to Kaisers and Czars. Success
+has ceased to be merely a towering figure. Hereafter the one sure way to
+succeed will lead through the door of _brotherly understanding of the
+other fellow_, into the _common heart of mankind_. Only sales_man_ship
+can open that door with certainty.
+
+We are entering a new business era, where the old individualistic
+methods of attaining so-called "success" will be worse than useless.
+Many of them even now are forbidden by law. All the practices of the
+"profiteer" and his ilk are discountenanced by far-seeing people. Men of
+vision perceive that the size of To-morrow's Success will be measured in
+direct proportion to its quality of _human service_.
+
+"SERVICE" is the motto of the highest salesmanship. Therefore, in
+shaping your plans to succeed, start with the resolve to make yourself a
+truly big sales MAN. Do not copy the little, selfish models of
+Yesterday. Study the signs of the times. To be out-of-date is equivalent
+to being a failure.
+
+[Sidenote: Pint and Bushel Men]
+
+You will need to be big in ability, in imagination, in energy, in your
+ideals--but most of all you must be big in MANHOOD. If you are little
+and selfish in your life purpose, you cannot be certain of success in
+selling to a truly BIG man the idea that you are fully qualified for his
+service. Before making any attempt to sell yourself into a desirable
+position, take pains to develop as much _man quality_ as characterizes
+your prospective employer. You cannot comprehend him if you fall short
+of his standard of manhood. To-day the biggest buyers of brains and
+brawn recognize their obligations of human brotherhood. If you are
+little and self-centered, how can you reach into the mind and heart and
+soul of another man who is genuinely BIG? How can you impel him to think
+as you wish?
+
+The little man even doubts the existence of big manhood. He cannot
+comprehend such size. A pint measure, however much it is stretched, is
+utterly unable to contain a bushel. But the larger measure easily holds
+either a pint or a bushel. Similarly if you are big in _manhood_, you
+can comprehend alike the little man and the big man. You will be able to
+deal successfully with both.
+
+[Sidenote: The Clothing Of Manhood]
+
+It is not sufficient, however, that you grow to the full stature of your
+biggest man possibilities. It is necessary also that you be _clothed in
+the characteristics of manhood_ in order to be _recognized_ as a man.
+When you were only an infant, you were safety-pinned into a square of
+cloth once doubled triangularly. You graduated to rompers at a year and
+a half or two. Then you put on knee-pants, and afterward youth's long
+trousers. Now you wear the clothes of a full-grown man. You would not
+think of dressing in knickerbockers, or rompers, or--something younger,
+to present your qualities and services for sale. Yet your outer garb is
+much less important to the success of your salesmanship than is your
+_clothing of manhood._
+
+[Sidenote: What is Your Man Power?]
+
+If you hope to assure yourself of man's-size success in life, plan that
+wherever you are you will make the instant impression that you are
+"every inch a man," not just an overgrown baby or boy. Follow the
+example of Paul, that incomparably great salesman of the new ideas of
+Christianity. He wrote in his powerful first sales letter to the
+Corinthian field, "When I became a man, I put away childish things."
+_Compel respect_ by your sound virility. Have a well-founded
+consciousness that in manhood you are the equal of any other man, and
+you can make everybody you meet feel you are a man _all through_.
+
+What is your size as a sales _man_ now?
+
+Ask yourself this question, and answer it frankly. In order to make sure
+of selling yourself into the opportunities you want, you must take your
+own measure and fit your manhood to the selling process you have begun
+to learn. Beyond a doubt you are now a sales man of _some_ size. You are
+selling your physical or mental powers, your services of this kind or
+that, with a degree of efficiency directly proportionate to your
+man-power.
+
+[Sidenote: The ¼ m.p. Man]
+
+If you are only a ¼ m.p. salesman at present, you lack three-fourths of
+the man capacity needed to handle with certain success all the
+opportunities of full-size manhood. You were not limited by Nature to ¼
+m.p. size. You were born with _full man capacity_. You are like a
+gasoline motor developing but a quarter of the power it was designed to
+produce--not because of any structural fault in the engine, but simply
+for the reason that it does not function _now_ as it was intended to
+operate, and as it can be made to work _in the future_ if it is
+overhauled and put in perfect condition. The full power capacity
+originally built _into_ the motor needs to be brought _out_. Likewise
+_your_ man-power plant requires to be made as efficient as possible, in
+order to assure you of full man-capability for achieving success.
+
+Maybe your chief fault is poor fuel, and what you most need is good
+"gas." You have not been filling up your mind with the right ideas. Or,
+perhaps, your piston rings leak; and you lack the high compression of
+determined persistence. Another fault might be in your carburetor--you
+are not a good "mixer." Or your spark of enthusiasm may be weak. It is
+possible, too, that your fine points are caked over by the carbon of
+accumulated bad habits. Maybe you have a cracked cylinder--your health
+is partly broken down. The fault is in your timer, perhaps. You are not
+"on the job" when you should be.
+
+[Sidenote: Your Manhood Can Be Re-built]
+
+No matter what ails your particular engine, _it can be repaired or
+rebuilt into a full one-manpower motor of efficiency_. If you limp and
+pound along with but a quarter of your capability, it is your own fault
+for not overhauling your power plant. Don't continue as a ¼ m.p. man and
+blame anybody else, or curse your bad luck because you can't make speed
+and carry the load necessary to succeed. _Stop trying to go on crippled
+or clogged in manhood_. Run yourself into the repair shop right away and
+"get fixed."
+
+You can make your manhood over.
+
+There is full-man capability in you. You can get it all out and put it
+to work for your success.
+
+You have the ability to re-make your _character_ entirely, without
+changing _your individual nature_.
+
+You must accomplish transformation into _your best self_ before you can
+make the most of your opportunities to sell your abilities and services.
+It will not suffice that you just are _willing_, or _desire,_ to become
+a first-class salesman of your particular "goods of sale." Merely
+acquiring information or _knowledge_ of the selling process is not
+enough to assure your success in life. Even the most skillful _practice_
+of all the sales principles and methods you learn will be insufficient
+to guarantee your success--if you do not develop your full _man
+capacity_ for sales-man-ship.
+
+[Sidenote: Essentials of the Master Sales Man]
+
+The result of the necessary changes and growth in _your_ manhood will be
+an enlarged conception of _all_ men--your greater capacity to understand
+and to handle _any one else_ successfully.
+
+It is entirely possible for you to develop and cultivate every essential
+quality of the master sales-_man_, and still to be just _yourself_.
+
+[Sidenote: Good Appearance]
+
+The high grade professional salesman makes the best _appearance_ of
+which he is capable. Surely you can do that, too. You can train yourself
+to grace and ease in your bearing. However unsatisfactory your features
+may be, you certainly are capable of looking pleasant, and therefore of
+being attractive. It is possible for you to have well-kept hands and
+hair; to wear suitable, clean clothes; to be neat.
+
+[Sidenote: Physical Capacity]
+
+First-class salesmanship requires, too, a high degree of _physical
+capacity_ for the most effective performance of the selling process. You
+need health, virility, energy, liveliness, and endurance, in order to
+sell effectively _the idea that you are physically able_ to fill the job
+you want most. Physical incapacity is a handicap in almost any vocation.
+It can be remedied. It _must_ be remedied as fully as possible in your
+case. You may not be very robust naturally, _but you can make the most
+of the constitution you have_, with certain success as the incentive
+for your fullest possible physical development. Few of us are as well as
+we _might_ be.
+
+[Sidenote: Mental Equipment]
+
+Whatever your physical shortcomings, there can be no doubt that you are
+capable of developing all the essential _mental_ equipment of the
+successful salesman. You only need to comprehend a few elemental laws of
+mind science; and then to _train_ yourself to the utmost of your
+particular ability--in perceptive power, alertness, accuracy,
+punctuality, memory, imagination, concentration, adaptability to
+circumstances, stability, self-control, determination, tact, diplomacy,
+and good judgment.
+
+Does this seem like a long list of difficult accomplishments? Examine
+the items, and realize how easy it is to develop these mental qualities
+of masterly sales_man_ship.
+
+Perception is simply looking at things with your mind as well as with
+your eyes.
+
+Alertness is no more than mental sharp ears.
+
+Accuracy results from taking pains to be right.
+
+Punctuality is a habit of mind that anyone can develop.
+
+Memory is acquired by practice in remembering things.
+
+You use _some_ imagination every day--use _all_ your imaginative power.
+
+Likewise you occasionally concentrate your thoughts. More exercise in
+concentration will develop this mental characteristic.
+
+You adapt yourself to circumstances when necessary, or when you choose.
+You can train yourself so that you will be prepared to meet anything
+that may happen.
+
+You have a degree of stability of character, otherwise you never would
+accomplish anything. Increase your steadfastness by sticking to more
+purposes.
+
+Similarly determination, self-control, tact, diplomacy, and good
+judgment are merely the natural results of _continual practice_ to
+develop these mental qualities.
+
+[Sidenote: Emotional Qualities]
+
+The principal _emotional_ or _heart_ qualities required in masterly
+selling are ambition, hopefulness, optimism, enthusiasm, cheerfulness,
+self-confidence, courage, persistence, patience, earnestness, sympathy,
+frankness, expressiveness, humor, loyalty, and love of others. Think of
+these one by one, and realize how many of them you already possess to a
+considerable degree.
+
+You may not be optimistic; perhaps you lack self-confidence, or maybe
+you are wanting in courage. But with the possible exception of these
+three "heart" qualities of the master salesman, you are not deficient
+now in the emotional essentials of successful salesmanship. You need
+only a _higher degree_ of each.
+
+Develop all your capability in the other qualities, and you will find
+you have become an optimist. Your self-confidence, too, will grow as
+fast as you increase your ability. When you are full of optimism and
+self-confidence, you will not find it difficult to create courage within
+yourself. _Then you will have the complete emotional equipment of a
+master salesman._ The exact way to develop courage with certainty is
+explained in the second chapter of "The Selling Process," with especial
+reference to the professional salesman, who _must_ meet his prospects
+courageously in all circumstances if he would succeed.
+
+[Sidenote: Ethical Essentials]
+
+Nor is it hard for you to qualify yourself _ethically_ for mastery of
+the selling process. Surely your intentions are right. You mean to be
+honest and truthful. You can be of good moral character. You expect to
+be reliable. It should be easy for you to love your chosen work.
+
+[Sidenote: Spiritual Capacity]
+
+There remains, finally, the essential of _spiritual capacity_ for
+selling. It comprises idealism, vision, faith, desire to serve, ability
+to understand other men. Perhaps you are deficient in some of these
+spiritual qualities now. But with idealism all about you in the spirit
+of the world cannot you, too, lift your eyes to higher purposes than the
+satisfaction of merely selfish desires? Are you not able to look
+broadly, instead of narrowly at life? You know you must have faith--that
+you cannot make sure of success if you doubt. Your mission as a true
+salesman of yourself should be to serve your prospects by satisfying
+their real needs for the abilities you have. Love of others results from
+serving them with what you can supply that they lack.
+
+In no respect, then, from personal good appearance to spiritual
+capacity, need you be other than _your best possible self_ to qualify
+for certain success with the selling process.
+
+[Sidenote: Change and Growth Necessary]
+
+Reference has been made repeatedly in these pages to the necessity for
+_change_ and _growth_ in your man character before you can become a
+master salesman of your full capability for success. Of course you
+cannot change your _nature_ into a different _nature_; any more than one
+form of life can be transformed into an entirely distinct form of life.
+It is impossible to develop a carrot into a calla, or to make a dog of a
+pig. But the _elements_ of any particular form of life may be altered,
+most radically.
+
+[Sidenote: Develop Use, Activity and Quality Of Elements]
+
+So you can develop: (1) the _use_; (2) the _degree of activity_; (3) the
+_quality_, of any element in your present salesman equipment.
+
+For example, it is generally recognized that suitable clothes help to
+create a good impression. Therefore you should _use_ to the _highest
+degree of activity_ and of _quality_ what you know about the effect of
+dress in helping to create a good impression. But, to particularize, do
+you (_use_ your knowledge) polish your shoes, even if it is no more than
+flicking off the dust with your handkerchief, every chance (_highest
+degree of activity_) you get when they need it? And when you polish your
+shoes in the morning preparatory to starting your day's work, do you
+just give them "a lick and a promise," or do you "make 'em shine?"
+(Highest degree of _quality_.)
+
+[Sidenote: Animal Training]
+
+The "stupid" pig can be taught to do as phenomenal tricks as the
+"intelligent" dog. It is possible to train a pig so that he will appear
+to be able to discriminate among colors, to tell time, even to perform
+simple operations in arithmetic. At the circus or vaudeville we sit in
+wonder while the "educated" stupid pig, alertly afraid of the trainer's
+whip, performs stunts of seeming _intelligence_. Under the stimulus of
+fear he acts like a quick-thinking dog. In truth he _has_ been changed
+by training, from the _pig characteristic_ of utter stupidity to the
+_dog characteristic_ of rudimentary intelligence. But in _nature and
+form_ he remains just a pig. If you should see him among other pigs in a
+pen, you never would mistake the "educated" pig for a fat puppy.
+
+In the trained pig the _use_ of his pig mind is developed to an unusual
+degree of _activity_ and of _quality_ to save himself from punishment
+and to gain the tidbits that reward his performance of tricks. The
+purpose of the trainer is accomplished by changing and developing the
+_mind functioning_ of the pig. No trainer would attempt to change the
+_nature_ of a pig--to develop a pig into an elephant, a different
+_creature_. Only _characteristics_ can be changed or developed.
+
+[Sidenote: Plant Development]
+
+Luther Burbank has accomplished with plants even more extraordinary
+changes and developments in characteristics than have been achieved by
+the most expert trainers of animals. He could not make a carrot into a
+calla; but he did take the dwarf natural calla plant and develop it into
+a splendid lily that bears flowers measuring a foot across the petal. He
+also multiplied the characteristic colors of the natural calla and has
+evolved great blossoms of a score of shades, from pure white to jet
+black.
+
+The noted plant wizard developed, too, the naturally small, hard, dry,
+sour prune and transformed it into a juicy, sweet fruit that is bigger
+and more delicious than our common plum.
+
+He also succeeded in altering radically an element of the natural
+walnut, which had a characteristic covering skin of bitter tannin over
+the meat inside the nut shell. For countless centuries walnut trees had
+been in the habit of covering the meat of their nuts with this tannin
+skin. Luther Burbank trained selected walnut trees to give up this fixed
+bad habit, and to produce nuts the meats of which were not enveloped in
+bitter coverings.
+
+[Sidenote: Man Making]
+
+Since expert trainers have been able to accomplish such marvelous
+changes and developments in the characteristics of lower animals and
+plants--not changes in the form of life, but alterations so nearly
+miraculous that they seem almost to be changes in nature--is there the
+least doubt that you, a _man_, excelling every other animal, and every
+plant in consciousness and intelligence, are capable of the most
+radical, elemental changes in your present self?
+
+Cannot _you_, then, certainly develop and _use_ to a much higher degree
+of _activity_ and _quality_ the MAN characteristics you now possess? Of
+course you can! You need but to learn the _science of yourself_--to get
+full knowledge of what you are and of what you might be--by studying the
+_big, best qualities in you_. After that you will need _to make the
+most_ of what you learn about your true self. Intensive self-study will
+reveal to you all the possibilities of your enlarged and bettered
+personality. When you know you have developed your biggest, best
+manhood, you certainly will feel increased power to sell your "goods."
+
+Of all living creatures, Man is the most adaptable, is capable of the
+greatest development, and responsive in the highest degree to desires
+from within and to influences from outside himself. Only a stupidly
+ignorant man would hold to the belief that the elements of his character
+cannot be radically changed and developed. At present you may be
+handicapped with what you have considered "natural disqualifications"
+for success. Then _study_ yourself thoroughly, _one detail at a time_.
+Follow this self-analysis by intelligent practice in the active use of
+your best qualities, and determine to _change_ your "disqualifications"
+into _salable characteristics_ that will help you to succeed.
+
+[Sidenote: No Normal Man Lacks Qualifications For Success]
+
+Certainly a slouch can straighten up, wash his dirty hands and face,
+dress neatly, and suggest proper regard for his appearance. The physical
+weakling is able to build considerable strength into himself. Dullards,
+unless their brains are stunted, may develop surprising intellectual
+keenness. Careless men can train themselves to painstaking accuracy.
+Individuals who are habitually late may become models of punctuality.
+The man of flighty thoughts can concentrate. It is possible to control a
+quick, bad temper. Tact, diplomacy, and good judgment can be learned and
+used efficiently by the countless thousands of people who now are
+tactless, undiplomatic, and characterized by poor judgment.
+
+So it is with the principal emotional, ethical, and spiritual qualities
+of the master salesman. _You_ have them _all_, elementally. _Certainly
+you can develop any selected element to higher activity and use it_ to
+help you sell true ideas of your best capabilities.
+
+Maybe you have fought long and vainly for self-confidence, for courage,
+for will power. Perhaps you have realized for years that you are slow in
+perception, and have struggled to make yourself take mental snap-shots
+of details and conditions. You have wished and willed and worked to be
+agreeable and courteous; yet perhaps you lose friends by your
+characteristic disagreeableness and lack of courtesy. If, in spite of
+all you so far have done to improve yourself, you have been unable to
+get rid of your faults and defects, you are apt to question the
+statement that you _certainly can_ develop such qualities as you most
+desire.
+
+[Sidenote: Decision Will Power Hard Work Insufficient]
+
+No doubt you have _decided_, probably you have _willed_, very likely you
+have made a _persistent struggle_ to change your characteristics. You
+honestly have tried hard to grow, and to increase your man capacity.
+Consequently your failure may have left you rather hopeless about ever
+succeeding as you once expected to succeed. Perhaps you have given up
+your case as "too tough a job." We will assume that you are not so young
+as you wish you were, and that you have committed to memory the
+fatalistic, hoary lie, "You can't teach an old dog new tricks." But
+recall the fixed habit of bitterness the walnut had for centuries, the
+color and size of the natural calla, the sour taste of the little wild
+prune, which the plant wizard changed most radically without using any
+"wizardry" at all. He just _applied scientific knowledge_ in his
+training of walnut trees and callas and prunes and other forms of
+vegetable life. Have you tried his method of development? Do you know
+exactly what he did?
+
+If Luther Burbank had merely _desired_ and _willed_ that the walnut
+should give up its old bad habit, he never could have accomplished the
+job of development. He might have _insisted persistently_ for a
+life-time that the little, sour, dry prune should become more luscious
+and larger than the plum; but it would have remained the same in size
+and other characteristics as it always had been, despite his continued
+determination. Desire, will, and persistence were but preliminary steps
+toward the complete accomplishment of his purpose with the prune.
+
+[Sidenote: Luther Burbank's Method]
+
+Burbank worked out in his mind and by actual experiments _distinctive
+methods_ of development--_development and changes along particular,
+definite lines._ He selected for the prune he _wanted to produce,_ (an
+imagined, ideal prune) certain desirable qualities of the plum--the best
+plum characteristics. He studied _what produced these particular
+qualities in plums_. Then with his exact, scientific knowledge of the
+_similarity in nature_ of the plum and the prune, and his equally
+definite knowledge of the _differences in their characteristics_,
+supplemented by his knowledge of _exactly what produced_ the difference
+in the two fruits, he started his experiments with natural prune trees.
+
+He led specimens through a pre-determined scientific process of
+training. He succeeded in getting his experimental prune trees to
+develop discriminatively, almost as if they had the power of choice,
+_particular plum qualities in preference to others._ But the result was
+not a transformation of the prune trees into plum trees. The fruit of
+the tree he evolved was just a _perfected_ prune. He simply developed
+_all the capability_ the prune had originally to be _like_ a plum in
+deliciousness.
+
+[Sidenote: Natural Growth Without Struggle]
+
+Note just here one very important feature of the Burbank method of plant
+development and change. It did not involve any _struggle_ or _hard work_
+on the part of his trees. He merely provided _natural_, but
+scientifically _selected_ conditions and food; knowing that his prunes
+then would grow naturally in the particular ways he wanted them to
+develop, and in no other ways at variance with his plan.
+
+Perhaps the primary fault in your ineffective effort to develop yourself
+into the man you want to be, is that it has been a _struggle_. _Natural_
+growth always is _easy_. Growth involves a struggle only when one or
+more of the _means_ of natural growth are lacking. Luther Burbank wished
+his prune trees to develop certain selected qualities of the plum.
+Therefore he provided his wild prunes with the same means he had used
+effectively _with plums_ to increase _their_ lusciousness. He knew these
+means should have a _similar_ effect on _prunes_. When he had provided
+the natural means of discriminative development, he left the rest to the
+_natural growth_ of his prune trees. They began to develop the selected
+plum qualities _easily_, and generation after generation became more and
+more like plums.
+
+[Sidenote: Two Bases Of Growth Mind and Body]
+
+Now let us consider briefly: first, the _bases_ of natural, easy growth
+of selected man qualities; second, the _processes_ that take place in
+the development of desired man qualities, some of which may not have
+seemed to exist previous to the evolutionary training; third, the
+training _methods_ that should be employed to make these processes most
+effective and to produce the particular results wanted and no others.
+
+There are _two bases of development in every one_--the inner and the
+outer man. The _real himself_ is the inner man, which psychologists call
+the "Ego." But there is something else in the make-up of every man, his
+_body_. Each of us recognizes his body--not as _himself_, not as his
+ego--but as _belonging to_ the real, or inner himself. A man thinks and
+says, "_my_ body" just as he considers and refers to anything else that
+is his.
+
+The discrimination between the two parts of "_You_" must be understood
+at the very start of your self-development. All your plans for the
+growth of the characteristics you need to assure your success should be
+based on comprehension of your _duality_. The two "You's" in yourself
+not only are distinctly _different_, but they are also very intimately
+_related_ in all their functions. Neither your "ego" nor your body is
+independent of the other part of your duality. So, of course, both must
+co-operate fully in every _process_ of your self-development; and your
+_training methods_ should be planned for the bettered growth of your
+inner and outer man _as a team_.
+
+[Sidenote: Team-work Processes]
+
+You understand now that your growth should be on a dual basis; that you
+have two different men to develop, not just one; and that they must be
+handled _discriminatively_, but _together_.
+
+Next it is necessary that you know in _exactly what ways_ the activities
+of the mind man, or ego, are related to the activities of his body, or
+the physical man. Otherwise you cannot comprehend the team-work
+processes by which any desired qualities of manhood can be developed
+from their rudiments. Perhaps the reason you have not yet succeeded
+fully is that you have been a "one-horse" man and have not trained your
+dual self to be an effective _mind-and-body_ team pulling together. It
+takes both mind and body to bring to market successfully all the "best
+capability" of a man.
+
+[Sidenote: Training Methods]
+
+Evidently, as a pre-requisite to self-development, one should have
+knowledge of the particular processes that result _surely_ in natural,
+easy, rapid growth. Otherwise he would be more than likely to employ a
+wrong or only partly right _method of training_. So as a student of
+yourself you need to start with comprehension of your two _bases_ of
+development, mind and body. It is necessary next that you acquire
+scientific knowledge of the distinct but related _processes_ of
+developing your two selves severally to work together as a team. Then
+you must learn the particular _methods_ of coöperative mental and
+physical training that are most effective in accomplishing the man
+growth you desire.
+
+[Sidenote: Neither Mind Nor Body A Unit]
+
+Not only have you two selves, but neither "You" is a _single unit_. Your
+mind, as well as your body, is made up of distinctly different but very
+intimately related and associated _parts_. Your "mind" cannot be
+developed as a _whole_. Its parts must be severally bettered and
+strengthened in coordination, just as the physical man is developed by
+training his various muscles.
+
+You know you have _distinct sets of muscles_ which all together make up
+your _composite body_. Perhaps, however, you have not realized before
+that your _mind_ is not a _unit_, but is made up of innumerable distinct
+"mind centers," each of which functions as independently of the others
+as your set of eye muscles operates independently of the set of muscles
+governing the movements of one of your fingers. And possibly you do not
+know that each _mind_ center has a distinct _brain_ center, which
+functions for that _particular part alone_ of your whole mind. _Each
+associated mind-and-brain center_ also has direct, distinct nerve
+connections _with only one set of muscles_.
+
+In fact, you are "a many-minded, many-bodied" man--a collection of
+mental and physical _parts_, a composite man rather than a man unit.
+These several parts are in large measure practically _independent_ of
+one another. One set of body parts "belongs to" only its particular
+associated set of mind parts, or mind center.
+
+[Sidenote: Independent Mind and Body Centers]
+
+If you were constituted otherwise, your life would be very precarious;
+for the injury or destruction of even a minor part of your body would be
+fatal to the whole unit. As it is, you can lose a finger without
+affecting your eye-sight in the least. So you might suffer a localized
+brain injury that would completely paralyze a finger, without impairing
+your sight at all. Either the mind center that governs a finger, or the
+set of muscles in that finger can be affected without necessarily
+reacting upon any _other_ mind center or any _other_ set of muscles.
+
+[Sidenote: Interrelation Of the Ego And Physical Man]
+
+_But if the mind center that governs a certain set of muscles is
+affected, that set of muscles also is directly affected and at once.
+Likewise if anything happens to a particular set of muscles, the
+reaction is instantly transmitted to its associated mind center through
+the "direct wire" nerves and brain center which particularly serve that
+part of the mind_.
+
+Great scientists have studied mental and physical phenomena in
+inter-relation and have learned certain facts. For example, it is known
+that "the mind" not only affects the general functions of "the body,"
+but also the rate of bodily activity and the chemistry of body tissues.
+Long-continued hard thinking actually does "wear a man out." It consumes
+blood and brain tissue. It "slows him up." It may impair his digestion
+and appetite. We all know these things, but the scientists know just
+_why_ we feel _physically_ tired after using only our _minds_.
+
+They have learned also that every activity of the _mind_ has a direct
+effect on the _brain substance._ That is, each mind operation _through_
+the brain _changes_ its physical structure in some degree. Mental effort
+or relaxation increases or decreases the amount of blood in the brain.
+When you have been using your mind very hard, your head "feels heavy,"
+and it _is_ unusually heavy then on account of the extra amount of blood
+weight. Even the temperature of the brain, particularly of that portion
+of the brain which is especially functioning at a given moment, is
+changed with every mental effort.
+
+[Sidenote: Slow Muscles Slow Mind]
+
+There is abundant scientific proof that the quality and quantity of
+muscle, brain, and nerve (_physical_) activity in a particular
+individual are accompanied by corresponding qualities and quantities of
+_mental_ activity. That is, when a person's muscle action, nerve
+response, and brain action are sluggish, his _mind_ also develops a
+characteristic of slow action. And vice versa.
+
+We say of a certain acquaintance that he has an alert mind. But his
+"ego," or mental self, could not act quickly and alertly if his _brain_,
+the physical instrument of his _mind_, did not receive and transmit
+impressions swiftly to his mentality. The _brain_ does not _think_. It
+is as purely physical as any other part of the body. It just _handles_,
+or transmits in and out, to and from the _mind_, the various impressions
+sent _in_ by different sense muscles, and the mental reflexes or
+impulses sent _out_ by the innumerable mind centers. Your mind works
+_through_ your brain. Of course, therefore, the quality and quantity of
+mental work _you_ are capable of doing are limited by the degree of
+handling-or-transmitting _efficiency_ characteristic of _your_
+particular brain structure.
+
+[Sidenote: Value of Practical Psychology]
+
+Any interference with the _brain_ quality or quantity of an individual
+naturally interferes with his normal _mental_ functioning. If a
+particular part of a man's brain is injured, the associated mind center
+is harmed likewise and his mental _quality_ is affected in proportion.
+Should a certain portion of his brain be cut out, the total _quantity_
+of his mental powers would be correspondingly reduced. We all know these
+things about the brain and the mind. But only a few scientists are
+familiar with many _details_ of the _inter-relation of mind and brain
+and muscles_, which should be known to all people who want to make the
+most of themselves. The salesman of himself needs to understand his
+"goods" thoroughly; so as we study the selling process that completes
+the secret of certain success, we dig into _practical psychology_ a
+little way now in order to stimulate in you a desire for further
+exploration of that gold mine of opportunities.
+
+[Sidenote: Physical Manifestations of Ideas]
+
+The mind depends on the brain, in coordination with the nerves and
+muscles, to _express_ thoughts. That is how your _inner_ or "ego"
+sales-man gets his ideas _out_ of your physical salesman, and _shows
+them_ to the minds of prospective buyers. You can make another person
+conscious of your thoughts only by some _perceptible physical
+manifestation_ of the idea you wish to convey to him. Evidently, then,
+in order to succeed in developing your big sales manhood and in making
+effective impressions of it on others, you must learn both _how to
+think the ideas of big manhood into your own mind_ most effectively and
+how to _show them outwardly_ with masterly skill. The first process is
+man development; the second is sales-_man_-ship, or _manhood
+self-expression for the purpose of controlling the ideas of other men_.
+
+[Sidenote: Selling A Thought]
+
+There is but one way to indicate or express what is going on in your
+mind. Your thoughts can be physically shown only by _muscular action_ of
+some kind. Brain and nerve action are hidden, but muscle action can be
+perceived. If your _muscular action_ expresses exactly the _idea_ you
+desire and will and use it to manifest, your mind is able to get its
+_thought_ across to another mind--_to sell_ the idea.
+
+Conversely, if your muscle action--your outer, perceptible
+self--expresses something _different_ from your thought intention, your
+mind has failed to make the true impression of your idea. It may be that
+an impression directly contradictory to your thought has been made by
+your muscles working at cross purposes. So the truth in your mind won't
+get across to the other man's mind--not because your _idea_ was untrue,
+but because it has not been _physically interpreted_ by your muscles as
+you _intended_. For example, you might stand so much in awe of a man you
+greatly admire that you would avoid speaking to him, and in consequence
+would appear to him indifferent or cold. Your physical appearance would
+belie your intentions.
+
+Perhaps, if you have failed in life or have only partially succeeded,
+despite the qualifications you possess for complete success, your
+_muscles_ may be principally to blame. The parts of your idea-selling
+equipment that _can be perceived in action_ probably have not "delivered
+the goods" of sale correctly.
+
+[Sidenote: How Knowledge is Accumulated]
+
+Not only is your mind absolutely dependent on the muscular system of
+your body for any true _expression_ of the real _you_ inside; it
+likewise must depend on the activity of your various sets of muscles to
+get all the _incoming_ sense impressions that make up whatever
+_knowledge_ you have.
+
+Have you realized how your present fund of information was accumulated?
+Everything you know came into your conscious mind originally through
+impressions first made on your various "sense" muscles, and then
+transmitted by nerve telegraph to directly connected brain centers,
+which in turn passed on to their associated mind centers these original
+impressions of new ideas. Many repetitions of similar sense impressions
+were needed to register permanently in your mind your first conceptions
+of different colors, scents, etc. Thus you learned to think. The process
+was _started_--not by your _mind_--but by your various "sense" muscles.
+These received from your environment impressions of heat, cold,
+softness, hardness, etc., and passed them in to associated brain-mind
+centers, which thus commenced to collect knowledge about the world which
+you entered with a mind _absolutely empty of_ ideas.
+
+If a child might be born with a good brain, but with his general
+muscular system completely paralyzed, _he could learn nothing at all_
+regarding the world. He would have no conscious mind. No sense
+impression of smell, light, taste, sound, or feeling could be received
+by the brain of such a child; for no original perceptions of any kind
+could be taken in. He would be like a complete telegraph system with
+every branch office closed. No intelligence would be transmitted; since
+no message could be even filed for sending. Because of the paralysis of
+the sensory muscles, the child's conscious mind would remain blank.
+
+[Sidenote: Each Mind-Center Must Be Developed Specifically]
+
+Recall now that you have a _multiplex_, not a single brain. That is,
+your so-called "brain" is made up of innumerable, distinct "brain
+centers" which function quite independently of one another. No
+particular unit requires help from any of the others in order to do its
+especial work with full efficiency. _Each center attends only to its
+specific business in your life_. It rests, or relaxes from activity,
+when it has nothing to do; or when the particular muscles it governs are
+not in use. And, of course, when a certain _brain_ center rests or is
+inactive, its associated _mind_ center also rests or is inactive.
+
+As already has been stated, the mind of a man is built up, _through_ the
+brain instrument, by the _sense impressions_ transmitted to his
+consciousness. In other words, _all he knows with his mind first came
+into his mental capacity from outside impressions of things and ideas_.
+The fewer the impressions that come into the mind through the brain, the
+less does a man know. And only the impressions that come into a
+_particular_ mind center develop _that_ center. (For example, the
+development of keenest eyesight by many _optical_ impressions would not
+affect at all a man's ability to discriminate among the tones of music,
+would not give him "a good _ear_.")
+
+[Sidenote: Weak or Undeveloped Centers]
+
+It is evident, therefore, that if a _particular brain center_
+temporarily or permanently is deprived of right and sufficient exercise
+in transmitting sense impressions, _its coordinated mind center_ will be
+stunted in its growth or starved for lack of mental food. This is why a
+man is awkward in using his native tongue when he returns to the country
+of his birth after a long residence among people of a different nation
+where that language was not spoken. But a little exercise of his brain
+in transmitting again the sound of his native tongue will quickly
+stimulate his mind with the renewed supply of this particular mental
+food to which it formerly was accustomed. In a few weeks he will use
+the old language naturally; whereas another man, who never had spoken
+it, would require years to build up such full knowledge from a start of
+complete ignorance of the language.
+
+Evidently, too, a _weak_, undeveloped brain center would be incapable of
+receiving _strong_ mental impulses from its coordinated mind center, and
+of transmitting them in full strength to the particular muscles governed
+by that mind center. This is why, if a man's _brain center_ of courage
+is undeveloped, even the most courageous _thoughts_ will not make his
+body _act_ bravely. His legs may run away against his will to fight. The
+physical instrument of his mind (his brain), and also certain associated
+sets of muscles, must be sufficiently exercised in the _action_ of
+courage to build up within him the _physical structure_ of fearlessness
+that will be instantly responsive to a _mental attitude_ of bravery.
+
+[Sidenote: Right Exercise for Development]
+
+If for any reason the brain instrument is weak or undeveloped, it can
+handle only weakly either in-coming messages to the ego from the senses,
+or out-going impulses from the mind to the muscles. So, because of this
+undeveloped brain instrument, the full capability of neither the inner
+nor the outer man can be built up and put to use. Obviously, therefore,
+if one is ambitious to succeed, he needs to know and to practice the
+_coordinated mind-brain-muscle exercises_ that will increase the
+quantity and better the quality of his man capacity. Since he is a
+"many-minded, many-bodied" man, _general_ physical and mental exercise
+will not develop the _particular_ qualities required to assure his
+success. Each and every mind-brain-muscle set must be built up
+individually by _specific_ exercises which strengthen _that particular
+unit_ of the multiplex man. Then, of course, all his units should be
+taught to work _together_ to make his success certain with his
+all-around capability fully developed and coordinated.
+
+[Sidenote: The Discriminative-Restrictive Method]
+
+Luther Burbank worked out "discriminative-restrictive" methods of growth
+that may be applied as successfully to men as to plants. He could not
+have built up the ability of a prune tree to produce _delicious_ fruit
+if he had not fed into the tree structure, or instrument of production,
+a sufficient quantity and high quality of the _particular plant foods of
+deliciousness_. He restricted his experimental prune trees to the
+development of specific delicious qualities, by giving them no food
+except that _discriminatively_ selected for his purpose. That is, he
+made them develop in one way and in one way only, when he was making a
+particular test.
+
+Similarly, as has been stated before, you can develop the specific _man_
+qualities you need to succeed. You must _feed_ to a particular mind
+center, through the related brain center, _selected sense impressions_.
+These can come only from the coordinated set of _muscles_ governed by
+that mind-brain center. Then you should _exercise_ the specific brain
+center and set of muscles in the production of mental reflexes, or the
+mind fruit. Acts of courage, for example, are the fruit of brave
+thoughts.
+
+[Sidenote: Brain Development]
+
+A particular brain center, of course, will be strengthened both by the
+_food_ of sense impressions it is given, and by the _exercise_ of
+handling messages to and from the mind. The brain, or physical
+instrument of the mind, is like an intermediary or go-between of the ego
+and the body. It is of the utmost importance that it should do its work
+efficiently. Otherwise the full capability of neither the outer nor the
+inner man can be utilized.
+
+If Brown passes something to Jones, who passes it along to Smith; then
+Smith passes it back to Jones to be re-passed to Brown--Jones, the
+middle agent of transmission or handling instrument, whom we are
+comparing to the brain, might be so awkward, slow, and inefficient as a
+go-between that the possible ability of Brown and Smith in passing would
+be nullified or greatly hampered. But if the inefficiency of Jones is
+blamable to his inexperience, it evidently can be changed to efficiency
+by _sufficient right exercise_ in passing. The more of that sort of work
+he does, in either direction, the better passer will Jones become.
+
+His exercise, however, must be _in passing_ things, if _passing_
+capability is to be developed. He would not become a better and quicker
+_passer_ by any amount of exercise in taking things apart, or in
+inspecting things--wholly dissimilar functions.
+
+[Sidenote: Training in Passing]
+
+Moreover, Jones would not become an expert passer of _glassware_ as a
+result of practice in passing _bricks_, for the two kinds of things are
+not handled alike. Indeed, the man accustomed to passing bricks might be
+more likely to break glassware than another man who previously had no
+particular skill in passing anything. The expert brick-passer would be
+apt to forget sometimes that he was passing glass. His muscles might
+treat the fragile ware with the rough habit acquired in passing bricks.
+
+Plainly, discriminative-restrictive methods of training are required to
+perfect capability in any _particular_ kind of physical passing; however
+much skill in _general_ passing may have been developed. If Jones should
+become expert in passing pails of liquid, he would nevertheless need to
+train himself anew in order to pass frozen liquid efficiently in the
+form of cakes of ice. And, to particularize still more, it would be
+necessary for him to learn how to pass different liquids. Water and
+thick molasses in pails should not be handled alike.
+
+Similarly the various brain centers, as passers of different sense
+impressions and mental reflexes in and out, require, each of them--like
+Jones--the _specific_ exercises that will develop _their several
+particular_ abilities. The _individual brain unit_ (as of courage,
+memory, judgment, etc.) is strengthened only by handling the in and out
+business of _its_ coordinated muscles and mind center. Also, while a
+particular set of muscles and coordinate mind center are strengthening
+their brain center by the exercise they give _it_, they are both being
+developed by the same exercise of passing along sense impressions and
+thoughts to each other through the brain--like Smith and Brown.
+
+[Sidenote: The Process Of Growth]
+
+Returning to the comparison of Burbank's methods with man development,
+we perceive again how the principle of discriminative-selective training
+is applied to accomplish the growth of certain characteristics needed
+to assure a man's success. The plant wizard in his initial tests gave
+to his undeveloped prune trees particular food and conditions and
+treatment selected for the purpose of imparting specific qualities of
+deliciousness. A prune _somewhat improved_ in deliciousness was
+the first result. Then from the product of that _improved_ prune
+he started _another_ cycle of development. He fed the selected food
+of deliciousness to the improved prune tree, and a fruit _more_
+delicious resulted. His work was simply plant breeding by the
+discriminative-restrictive method. Brain breeding is a similar process
+of _particularized, cumulative_ development.
+
+[Sidenote: Begin With Specific Training of The Outer Man]
+
+All the foregoing rather complicated explanation of "psychological
+processes" has seemed necessary to make a clear impression of the _right
+training methods_ for building within you any quality you need to assure
+your success. You must begin by training your _outer_ man.
+
+You can develop a particular mind-brain center (such as the center of
+courage) only by the discriminative-restrictive training of those
+portions of your _body_ which are directly related in activity and
+responsiveness to that mind-brain unit of the multiplex YOU. Training of
+_any other_ set of muscles will not develop the particular mind-brain
+center you want to build up, and would be a wrong procedure.
+
+You should _begin_ with specific training of particular sets of _sensory
+muscles_ because, as we have seen, that is the _natural_ order of the
+process of growth. It is how you began to learn everything you know. You
+can increase and improve your present limited, conscious knowledge most
+effectively by taking into your mind from your _trained_ particular
+senses _more and better_ impressions than you ever have taken in before.
+
+[Sidenote: Developing Persistence]
+
+Suppose your success has been hindered by your lack of persistence. You
+need to develop _that quality_ in particular. Let us see how the
+discriminative-restrictive principle should be applied specifically to
+assure you of building _persistence_ within yourself.
+
+First it is necessary that you discriminate between _this one_ quality
+and _all others_; especially between it and the quality of
+_determination_. Very _different_ training methods are required to
+develop persistence and determination respectively. When you are just
+"determined" to do a thing, your jaw muscles, your arm and back muscles,
+perhaps all your commonly known muscles, will be hardened _as long as
+you remain determined, but no longer_. They will relax when the occasion
+for determination has passed. The habit of instantly tensing your
+muscles temporarily whenever you need to be determined will very greatly
+strengthen and improve the efficiency of your brain-mind center of
+_determination._ But that _temporary_ hardening of your muscles will
+only slightly affect the development in you of _characteristic
+persistence_.
+
+[Sidenote: Developing Determination]
+
+Hence the training of your muscles for building the habit of
+determination within you should be concentrated on exercise in _changing
+swiftly_ from comparative laxity to _muscular tension_. That is, in
+order to accustom your _mind_ to hardening with _determined thoughts_
+whenever determination is needed, you should train your _muscles_ to
+harden _in coordination_, and thus to support your mental determination
+by the complementary _physical suggestion_ of the same quality.
+
+You do not need to use determination _all the time_; so it will be
+sufficient if your muscles are taught to be _quickly responsive_ to
+determination of mind on any occasion. (You know it helps you to carry
+out a resolution if you stiffen your body at the moment you make up your
+mind to do a thing, but _continued_ stiffness of the body in
+determination would be a strain likely to weaken your power of action
+unless backed by a tremendous, stored-up reserve strength of muscles.)
+Begin your practice for the development of determination, then, by
+training your muscles to tauten the instant you think determinedly. Your
+brain-mind center of determination will also be strengthened by the
+exercise that builds up the supporting habit of muscle action in
+coordination. Millions of men have failed in life because their
+determined thoughts were not reenforced by stiffened backbones.
+
+[Sidenote: Discrimination Between Determination and Persistence]
+
+Now let us discriminate between muscle training to develop the
+characteristic of _persistence_ and the training already described for
+the building of determination. In order to strengthen your persistence,
+you must transmit through the distinct brain center of persistence to
+the corresponding mind center, the impression of muscles _permanently
+developed in firmness_, not just capable of temporary hardening on
+occasion.
+
+The _characteristically persistent_ man has gradually developed his
+lax-muscled, sagging, baby chin into a jaw that is habitually firm,
+whether or not he happens to be determined to do anything at a given
+moment. His muscles do not sag utterly, even when he is asleep. He
+probably wakes up in the morning with his teeth clenched. So, whenever
+his coordinated brain-mind center perceives that the quality of
+persistence is required, and starts to apply it, the _mental impulse_ to
+persist is backed by a _permanent firm muscle structure_ that can stand
+up as long as the mind needs the physical support.
+
+[Sidenote: A Slump in Determination]
+
+In contrast, the man who is only characteristically _determined_, but
+who lacks _persistence_ in his determination, has developed just the
+habit of hardening his muscles _for the time_ he is determined on doing
+a particular thing. That does not exercise his muscles sufficiently to
+make them firm _all_ the time, whether under tension or not.
+Consequently his determination is likely to slump if his resolution is
+subjected to a long strain. He does not possess muscular structure
+sufficiently strong to support persistence in his determination.
+
+_Habitual lack_ of firmness in the jaw muscles, as you know, results in
+a sagging chin; which detrimentally affects the brain-mind center of
+persistence. A man whose jaw habitually hangs loose may be capable of
+great _determination_ for a while, but he is not _persistent in
+character_. He might clench his teeth, stiffen his body, and plunge into
+the surf to rescue a drowning person; but his first resolution to
+effect the rescue would be weakened by the cold water and by fear. He
+lacks the quality of the bulldog that will die rather than loose its
+teeth from another dog's throat.
+
+[Sidenote: Muscles Express and Impress Ideas]
+
+The coordinated muscles _express_ the mental attitude, as we have
+perceived; and equally they _impress_ the mind with _their_ attitude. If
+you have a sagging chin, you are incapable of the mental bulldog grip of
+persistence. So _tighten up your jaw muscles, and never let them hang
+utterly loose_, if you are resolved to develop the characteristic of
+"stick-to-it-iveness." _Begin_ with _muscle_ training, for your muscles
+must be utilized to start the process of building up your brain-mind
+center of persistence.
+
+[Sidenote: Developing Perception]
+
+When you train the particular sense muscles that transmit external
+_impressions_ to a particular brain-mind unit (the same muscles that
+reflexively _express_ the ideas of that one part of your multiplex ego)
+you may be absolutely _sure_ of developing a particular related
+characteristic. For example, if you want to sharpen your _perceptive_
+faculties so that you will see with the _eyes of your mind_ much more
+than the _ordinary_ man perceives, exercise your _physical_ eyes in
+taking snap-shots that you can see clearly in detail _with your
+imagination_ when you look away from an object after a glance at it. Try
+glancing at the furnishings of your room, then shut your eyes and
+construct a mental picture. When this is definitely clear to you, open
+your eyes. The reality will be very different from your imagined
+picture. But _sharpen your perceptive faculties_, develop a "camera
+eye;" then the reality will be exactly impressed on your mind. Witnesses
+in court often contradict one another, in all honesty, simply because
+their ability to perceive actualities is not highly developed. In
+consequence, they get false mental impressions of happenings or things
+they severally have seen.
+
+[Sidenote: Three Processes Of Mental Development]
+
+There are but three _processes_ of mental development:
+
+The first process comprises _getting information_ from a _sense_ to its
+associated _brain center_, which then makes the _mind_ center conscious
+that particular information has been transmitted to it.
+
+The second process is _organizing_ the information in the mind center,
+with relation to _other_ information _previously_ brought to the mind.
+
+In the third process the mind center directs its co-related brain center
+to send out certain _impulses of action_ to the corresponding muscular
+structure.
+
+Let us analyze an illustration of these three processes of mental
+development. Suppose first you _hear_ something that concerns a
+particular prospect for your "goods of sale." Second, you comprehend the
+_significance_ to you of what you have heard. Third, your mind directs
+your muscles to make a particular _use_ of what you have comprehended.
+The original mental impression has been _fully developed_ because you
+employed all three processes. If you had not completed the cycle of
+development, you would have given your mind only partial exercise with
+what you heard.
+
+In order to become a master salesman, you must _take in_ many
+impressions, perceive their _significance to you_ and how you can make
+use of them, then _act_ on your comprehension of what you have learned.
+There are countless failures in the world who might have been successes
+if they had not stopped their possible mental development at the first
+or second stages.
+
+A man might know an encyclopedia of facts, but be a failure.
+
+He might comprehend how to use his knowledge, and still be a failure.
+
+_Success comes only to the man who acts most effectively on what he
+knows_.
+
+[Sidenote: Right Practice Of the Three Processes]
+
+In order to secure quick and effective results, the _practice_ of the
+three necessary processes of development should be:
+
+First, _definitely conscious_. You need to _know just what_ quality you
+want to develop in yourself.
+
+Second, _discriminative_. You must learn the _differences_ between what
+you _want_, and what you _don't want_ to develop in particular.
+
+Third, _restrictive_. It is necessary that in your training to develop a
+certain quality, you _concentrate_ your practice on the respects in
+which this particular quality differs from other qualities.
+
+Most of us are pretty _definitely conscious_ of what we want. We know
+just the qualities we would like to have. But very few people employ
+most effectively the _discriminative-restrictive methods of training_ in
+their processes of development.
+
+[Sidenote: Importance of Differentiation]
+
+It is impossible to develop a particular quality fully if you only
+recognize its _likenesses_ to other qualities. _Real mental development
+is accomplished only as a result of the recognition of differences_.
+After studying twins for a year, you still might be unable to tell them
+apart if you were impressed solely with their remarkable similarity to
+each other. Another man, with a mind discriminatively and restrictively
+trained to recognize differences, would learn in five minutes to
+distinguish the individualities of the twins.
+
+Almost phenomenal development can be attained by use of the
+discriminative-restrictive training method. The minutest distinctions
+can be perceived if one concentrates his practice for mental growth on
+the recognition of _differences only_. Individuals who have lost one
+or more senses become extraordinarily adept in detecting contrasts with
+their other senses. A normal man, possessed of all his senses, is
+capable of even greater development of his powers of differentiation.
+
+You know how remarkably a blind man learns to "see" with his fingers
+and ears. But need you lose the sense of sight before you can comprehend
+the lesson of his example to you? You realize that you appear to lack
+many essential qualities of success. Know now that these are all merely
+_dormant_ in you. They can be awakened and developed to an
+extraordinary degree if you train yourself consciously in the
+discriminative-restrictive use of all your sense tools. You would do it
+if you were blind. It certainly should be much easier to accomplish the
+desired transformation with your eyes open to aid your other senses.
+
+[Sidenote: Whatever You Lack Now You Can Develop]
+
+The significance of all this is that you need not be permanently
+handicapped in your sales-_man_-ship by any present lack of particular
+qualifications for success. _It makes no difference what you happen to
+be short of now_. By properly coordinating your brain-mind-muscle sets
+or centers, and by using all three in the processes of your development,
+_you can make yourself over almost miraculously_. Will power, courage,
+exact and wise judgment, persistence, patience, rapid thinking,
+constructive imagination--_any and all qualities you want_ CAN be
+developed in you, even though they now seem not to exist.
+
+Your development is limited only by the practically limitless number of
+unawakened cells in your brain. Most of your potential mind centers are
+asleep yet. _You can wake up the slumberers with your various sense
+muscles, and vigorously exercise them into activity for your success_.
+You have been handicapped because you have been carrying so many
+"dead-heads" that ought to be working or paying their way.
+
+_Remember that growth of any brain-mind center can be begun and
+continued only by the exercise of the coordinated set of sense muscles
+in transmitting impressions from outside yourself and in expressing your
+thoughts_.
+
+[Sidenote: Your Limitless Brain Capacity]
+
+The number of cells in the human brain has been estimated at from six
+hundred millions to two billions. The greatest genius who ever lived
+doubtless had scores of millions of brain cells that remained more or
+less idle, if not sound asleep, all his life. Nature has furnished you
+with a plentiful surplus of grey matter in your head. Do not be afraid
+that you will exhaust or tire out your brains by your self-development.
+_Put into your work all the brains you can waken with your various
+senses. And keep the alarm clocks wound up_.
+
+William James, the great psychologist, wrote, "Compared with what we
+ought to be, we are only half awake. Our fires are damped; our drafts
+are checked. We are making use of only a small part of our physical and
+mental resources. There are in every one potential forms of activity
+that actually are shunted from use. Part of the imperfect vitality under
+which we labor can thus be easily explained. One part of our mind dams
+up--even damns up--the other part."
+
+[Sidenote: Growth Can Be Assured And Success Made Certain]
+
+Can you become a big sales MAN? Of course! You have all the necessary
+tools to make yourself over in any way you will--your muscles, nerves,
+brain, and mind. Use them cooperatively, as they were meant to be used,
+_in their respective sets_--not as if you were a mental-physical unit.
+_To develop your sales manhood you need only to apply real thinking in
+the processes of your daily life_. Study out the reasons and effects of
+all your acts and expressions. Your experimental psychological
+laboratory should be yourself, undergoing at your hands the
+transformation from what you are to what it is possible for you to
+become. Begin making your man-stuff over. Each successive step will be
+easier to take. _Your growth, when you employ the right processes and
+methods, is certain_. Therefore your success in making yourself a big
+sales man can be _assured_.
+
+
+
+
+CHAPTER III
+
+_Skill In Selling Your Best Self_
+
+
+[Sidenote: Practice Of the Art]
+
+If you have developed real capability and first-class manhood, you have
+"the goods" that are always salable. But you realize now that the mere
+_possession_ of these basic qualifications for success will not insure
+you against failure in life. You cannot be _certain_ of succeeding
+unless you _know how to sell_ true ideas of your best self in the right
+market or field of service, and until you develop _sales skill_ by
+continual correct practice.
+
+We will assume that you have had little or no selling experience. You
+are conscious that you entirely lack sales art. Therefore, though in
+other ways you feel qualified to succeed in life, you may be dubious
+about your future. Perhaps you realize that _skill in selling_ true
+ideas of your best capabilities is all you need to make your success
+certain. But you question, "Can I be _sure_ of becoming a skillful
+salesman of myself?" You have no doubt of your ability to _learn_ the
+selling process, but very likely you do not believe you ever could
+_practice_ it with the art of a master salesman. Consequently you are
+not yet convinced of the certainty of your success.
+
+[Sidenote: Success Proportionate To Sales Skill]
+
+Of course success cannot be absolutely assured in advance unless _every
+element_ of the secret we have analyzed can be mastered. Hence it is
+necessary that you now be shown _certain ways_ to sell ideas--ways that
+_cannot fail_, that are adaptable to the sale of _any_ right "goods,"
+and that _you_ surely can master. You need to feel absolutely confident
+that _if you follow specific principles and use particular methods, you
+can impress on any other man true ideas of your best capabilities_. When
+you become skillful in making good impressions, you certainly will be
+able to sell yourself into such chances to succeed as fit your
+individual qualifications.
+
+_Your success with the best that is in you can be made directly
+proportionate to your skill as a salesman of "your goods_." Mastery of
+the art of selling will enable you to cut down to the minimum the
+possibilities of failure in whatever you undertake. Remember that
+_success does not demand perfection._ There never was a 100% salesman.
+To be a success, you need only _make a good batting average in your
+opportunities_ to sell. It is not necessary to hit 1000 to be a champion
+batsman in the game of life. Ty Cobb led his league a dozen years with
+an average under .400.
+
+[Sidenote: Technique And Tools]
+
+The _foundation_ of sales art is _knowledge of selling technique_. So
+the first step in the process of developing your skill as a salesman of
+yourself is the study of the _right tools_ for making impressions of
+"true ideas of your best capabilities." You must know, also, the
+scientific rules that govern the _most effective use_ of these right
+tools. Technique, however, is only the _basic element_ of salesmanship.
+On the foundation of your sales _knowledge_ it is necessary to build
+sales _skill_ that will completely cover up your technique. Your
+perfected sales art should seem, and really be _second nature_ to you.
+
+Your salesmanship probably will be crude until you overcome the
+awkwardness of handling unfamiliar tools, or familiar tools in ways that
+are new to you. But "practice makes perfect." The use of the right
+technique in selling true ideas about your best self will soon become
+natural.
+
+[Sidenote: Making Success Easy]
+
+The _skillful_ sale of ideas is accomplished _without waste of time or
+energy in the selling process_. The unskillful, would-be salesman not
+only fritters away his own time and effort, he also wastes the patience
+and power of the man to whom he wants to sell his "goods." The sales
+artist, however, gets his ideas into the mind of a prospect _quickly_,
+with the least possible _wear and tear_ on either party to the sale. No
+one appreciates a fine salesman so thoroughly as the best buyer. Skill
+in selling true ideas about your particular qualifications will not only
+_assure_ your success, but will make it _easy_ for you to succeed.
+
+[Sidenote: Docking Your Sales-man-ship]
+
+The skillful salesman is the captain of his own sales-man-ship. But in
+order to make certain of landing his cargo of right impressions he takes
+aboard the pilot Science to begin with, and then concentrates on four
+factors of the art of selling ideas:
+
+First, _discovering and traversing_ the best channel into the prospect's
+mind;
+
+Second, _locating the particular point of interest_ upon which the
+salesman's cargo can be most effectively unloaded;
+
+Third, _maneuvering alongside_ this center of the buyer's interest;
+
+Fourth, _securely tying to_ the interest pier so that the shipload of
+ideas may be fully discharged.
+
+The primary aim of the skillful salesman _when making port_ is to get
+safely to the right landing place as soon as possible and with the least
+danger of failure in his _ultimate purpose_ of completing the sale. At
+this initial stage of the selling process, however, he concentrates his
+thoughts on the _skillful docking_ of his sales-man-ship. The _nature of
+the cargo_ a sailor ship captain brings to port has little or nothing to
+do with the art of reaching and tying up to the pier. Similarly,
+whatever his "goods of sale," the skillful _salesman_ uses the same
+principles and methods to dock his salesman-shipload of ideas most
+effectively in the harbor of the prospect's mind. So the _art_ you are
+studying is _standardized_. When you master it, you can apply it
+successfully to the sale of your best self or any other "goods of sale."
+
+[Sidenote: Reasoning And Argument Are Wrong]
+
+Before considering the methods of selling that are most effective, it
+will be well to get rid of a mistaken idea that is all too common. A
+great many people regard reasoning power, or the force of pure logic, as
+an important selling tool. There are so-called salesmen who attempt to
+"argue" prospects into buying. Unthinking sales executives sometimes
+instruct their representatives to employ certain "selling arguments."
+But the methods and language of the debater have no place in the
+repertory of a _truly artistic_ salesman or sales manager.
+
+One debater never _convinces_ the other. At best he only can _defeat_
+his antagonist. In a skillfully finished sale, however, there should be
+neither victor nor vanquished. The selling process is not a battle of
+minds. There is no room in it for any spirit of antagonism on the part
+of the salesman. So in your self-training to sell true ideas of your
+best capabilities, do not emphasize especially the value of logic and
+reasoning. If you use them at all in selling yourself, disguise their
+character most skillfully. _Never suggest that you are debating or
+arguing your qualifications_ with prospective buyers of your mental or
+physical capacity for service. You cannot browbeat your way into
+opportunities to succeed.
+
+Most employers buy the expected services of men and women in order to
+satisfy their own _desires_ for particular capabilities. Few will buy
+against their wishes. In order to sell your qualifications with certain
+success, you first must make the other man genuinely _want_ what you
+offer. Almost always _mind vision_ and _heart hunger_ must be stimulated
+to produce desire. Therefore the most skillful salesman of himself does
+not use the words, tones, and actions of argument. In preference to cold
+reason and logic he employs the arts of _mental suggestion_ and
+_emotional persuasion_.
+
+[Sidenote: The Force of Suggestion]
+
+Suggestion is especially effective in producing desire; because an idea
+that is merely _suggested_, and not stated, is unlikely to provoke
+antagonism or resistance. A suggestion is given ready access to the mind
+of the other man. Usually it gets in without his realizing that a
+_strange_ thought has entered his head from outside. When he becomes
+conscious of the presence in his mind of an idea that has been only
+_suggested_ to him, he is apt to treat it _as one of his own family of
+ideas_ and not as an intruder. Naturally he is little inclined to oppose
+a desire that he thinks is _prompted by his own thoughts_. However, he
+would be disposed to resist the same wish if he realized it had been
+_injected_ into his consciousness.
+
+All of us know the great force of suggestion; but there are very few
+people who so use words, tones, and movements as to make the _most_ of
+their power of _suggesting_ ideas in preference to _stating_ them.
+Probably no tool of salesmanship will be of more help in _assuring_ your
+success than fully developed ability in suggestion, which is the
+skillful process of getting your ideas into the minds of others
+_unawares_.
+
+[Sidenote: Words Are Doubted]
+
+The _words_ we use are intended to convey pretty definite meanings to
+listeners. If we are entirely honest in our words, we expect whatever we
+say to be taken at its face value as the truth. Yet each of us knows
+that his own mind seldom accepts without question the statements of
+other men, however well informed and honest they are reputed to be. You
+and I mentally reserve the right to believe or to doubt the written or
+spoken _words_ of someone else; because they always enter our minds
+_consciously_. We know that the words we hear or read come from _outside
+ourselves_.
+
+The skillful salesman proceeds on the assumption that his words will be
+stopped at the door of the prospect's mind and examined with more or
+less suspicion of their sincerity and truth. Therefore the selling
+artist employs words principally for one purpose--to communicate to the
+other man information about such _facts_ as cannot be introduced to his
+consciousness otherwise. Some facts can be told only in words. But a
+master of the selling process uses as few words as possible to convey
+his meaning. He depends on his _suggestive tones_ more than on what he
+says. He reenforces his speech with accompanying _movements_ and
+muscular _expressions_, to get into the mind of the other man by
+_suggestive action_ the true _ideas behind the words_ used.
+
+Similarly when you bring your full capability to the market of your
+choice, you should not rely upon a mere _declaration_ of your
+qualifications; and upon _word_ proof, written or spoken, that you are
+_the_ man for the job. Your words are unlikely to be taken at their face
+value. Any claims you have a right to make will be discounted heavily if
+you _say_ very much about your own ability. You run the risk of being
+judged a braggart and egotist when you _talk_ up your good points;
+though you may be telling no more than the plain truth.
+
+[Sidenote: Tones and Acts Are Believed]
+
+However, if your _tones_ of sincerity and self-confidence denote really
+big manhood; and if your every _act and expression_ indicate to a
+prospective employer that you are entirely capable of filling the job
+for which you apply, he probably will consider himself very shrewd in
+sizing you up. Really _you_ have suggested to him every idea he has
+about you, but he will think _he_ has _found_ in you the very
+qualifications he desires in an employee. You can do more to sell
+yourself by the way you walk into a man's office than you could
+accomplish by bringing him the finest letters of introduction or by
+"giving him the smoothest line of talk about yourself." He is able to
+read the principal characteristics of the real You in your poise and
+movements and in the manner of your speech. _He will believe absolutely
+any characteristic he himself finds in you_. _What_ you say to him may
+have little real influence on his judgment of you. But be sure that he
+will note _how_ you speak; and will make up his mind about you from your
+tones and actions, rather than from your words. He will think the ideas
+you suggest to him are _his own original discoveries_.
+
+[Sidenote: Suggestion By Tones And Acts]
+
+Evidently, before you attempt to achieve success, it is very important
+that you study the _art of suggestion_ by tones and actions. When you
+know the principles, you should practice this art until you make
+yourself a master of skillful suggestion.
+
+You need to know precisely the _effects_ of tone _variations_, the exact
+_significance_ of the _various_ tones you can use. It is necessary also
+for you to comprehend not only that "Every little movement has a meaning
+all its own," but _just what that meaning is_. When you are equipped
+with thorough knowledge of _how_ to suggest particular ideas through
+tones and motions, you should practice using the principles and methods
+of suggestive expression you have learned, until it becomes second
+nature _always to speak and act with selling art_. Then you will be a
+skillful salesman, sure of your power to sell true ideas of your best
+capability wherever you are. Your success will have been made certain
+through your sales _art_ built on the foundation of your sales
+_knowledge_ by your fully developed sales _manhood_.
+
+[Sidenote: Discriminative Selective Method]
+
+Your increased selling _skill_ will result _naturally_, just as we have
+seen that you will _grow_ naturally in sales _manhood_, if you employ
+the discriminative-selective method when training your human nature in
+the art of suggesting your best self. You need first to recognize the
+exact _differences_ of significance among the various tones and
+movements at your command. Then your self-training in suggestive
+expression should be concentrated on the _particular ways_ of speaking
+and acting that will best demonstrate your qualifications for success.
+Of course it is equally important to _eliminate all tones and movements
+that might suggest unfavorable ideas_ about you. To make sure of your
+success, be certain that everything you do and say tells "the truth, the
+whole truth, and nothing but the truth" about your capabilities. It is
+necessary to make sure no word, tone, or movement carries the least
+suggestion that might possibly leave a false impression of the real You.
+
+Let us make a brief analysis now of words, tones, and acts--_the three
+means of suggestive expression which are the natural equipment of every
+man for conveying his ideas to the minds of others_. You cannot employ
+the discriminative-restrictive method to develop your selling skill
+unless you know very definitely just _what_ your different tools of
+expression are, and the almost infinite variety of _uses_ to which they
+can be put.
+
+[Sidenote: Four Rules About Words]
+
+For the reasons already explained, words are of much less value than
+tones and movements in suggesting ideas the other man will admit to his
+mind unawares. But the sales efficiency of words can be very much
+increased if they are chosen with intelligent _discrimination_, and if
+the choice is _restricted_ to words that have four qualifications.
+
+First, they should be _common_ words.
+
+Second, _short_ words are more forceful than long words.
+
+Third, words of _definite meanings_ are preferable to mere
+generalizations.
+
+Fourth, words that make _vivid_ impressions are most effective in
+suggesting ideas.
+
+[Sidenote: Common Words]
+
+When you employ words to sell true ideas of your best capability, choose
+words that everybody understands. Do not "air your knowledge" in
+uncommon language. Unless you are seeking a position as a philologist in
+a college, restrict yourself to every-day common speech when selling
+your personal qualifications. An important element in the skillful sale
+of ideas is making them as _easy_ as possible for the other man to
+comprehend. If you use unfamiliar words, it sometimes will be hard for
+him to understand what you mean. _The truly artistic salesman avoids
+introducing any unnecessary element of difficulty into the selling
+process_. So you should discriminate against all unusual expressions and
+restrict yourself to the _common_ words that are easy for any man to
+comprehend.
+
+[Sidenote: Short Words]
+
+A long word or phrase may convey your idea clearly, but _force_ is lost
+in the drawn-out process. Remember that your _words_ will meet the
+intuitive resistance of the other man's mind before they are admitted to
+his full belief. You cannot afford to sacrifice the driving-in power of
+the _short_ word. Therefore, when your opinion is asked, it will be
+better salesmanship to say, "I think" so and so than "It is my
+impression--"
+
+[Sidenote: Definite Words]
+
+The _definite_ word conveys a _particular meaning_ to the mind of the
+other man, not merely a vague or general idea. Never say, when you apply
+for a position, "I can do anything." That tells the prospective employer
+simply _nothing_ about your ability. Particularize.
+
+[Sidenote: Vivid Words]
+
+It is of the utmost importance to make _vivid impressions_ with your
+speech. You should employ words skillfully to produce in the mind of the
+other man _distinct and lifelike_ mental images. He may not credit the
+words themselves, taken literally and alone. But he will believe in _the
+pictures the words paint in his mind_; because he will think he himself
+is the mental artist. He will not be suspicious of his own work. If you
+apply for a situation in a bank, and the cashier seeks to learn whether
+or not you are safely conservative in your views, you can suggest in
+vivid words that you have the qualification he requires. You will make
+the desired impression if you say to him, "I always carry an umbrella
+when it looks like rain."
+
+[Sidenote: Tone Meanings]
+
+Our analysis of the three means of self-expression turns now to _tones_.
+Rightly selected words are tremendously augmented in selling power when
+they are _rightly spoken_. Most men employ but a small part of their
+complete tonal equipment, and are ignorant of the _full sales value_ of
+the portion they use. The master salesman, however, practices the gamut
+of his natural tones, and utilizes each to produce particular effects.
+Thus he supplements his mere statements with _suggestive shades of
+meaning_. The _way_ he says a thing has more effect than the words
+themselves.
+
+Conversely tone _faults_ may have a disastrous effect on one's chances
+to succeed. For illustration, ideas of mind, of feeling, and of power
+can be correctly expressed by the discriminative use of particular
+_pitches_ of tone. But a wrong pitch, though the words employed might be
+identical, would convey a directly opposite and false impression.
+
+[Sidenote: Mental Pitch]
+
+Suppose you are appealing only to the _mind_ of your prospective
+employer--as when you quote figures to him--you should restrict your
+tone temporarily to the mental pitch. You are just conveying facts now.
+Therefore the "matter-of-fact" tone best suits the ideas expressed.
+Since it fits what you are saying, the way you speak impresses the other
+man with the suggestion that _your tone and words are consistent_.
+Therefore his mind has no inclination to resist the mental pitch on this
+occasion. He admits your figures to his conscious belief more readily
+than he would credit them if spoken in an emotive or power tone. Such
+tone pitches would strike him as out of place in a mere statement of
+fact.
+
+[Sidenote: Tone Faults]
+
+If your prospective employer asks how old you are, and how many years of
+experience you have had, and you reply in a tone vibrant with emotion or
+in a deep tone of sternness, the wrong pitch certainly will make a bad
+impression on him. By employing an inconsistent pitch when stating
+facts, you might "queer" your chances for the position you most desire.
+The tone fault in your salesmanship would lie about your real character.
+The man addressed would think you were foolish to use such a pitch in
+merely imparting a bit of _information_ to his mind. He would expect you
+to employ for _that_ purpose simply a _head_ tone, not a chest tone nor
+an abdominal tone. The head tone, when used to convey matters of _fact_,
+aids in convincing the _mind_ of the other man because _it is the pitch
+that fits bare facts_--the tone of pure mentality.
+
+[Sidenote: When Mental Tone Should Be Used]
+
+This mental, or head tone, is most effective in gaining _attention_, in
+conveying _information_, in arousing the _perceptive faculties_ of
+another mind. _Restrict its use to these purposes only._ The mental tone
+is not pleasing to the ear. It is pitched high. It suggests arguments
+and disputes. It is the provocative tone of quarrels. So it should be
+employed most carefully, with every precaution against giving offense by
+its _insistence_.
+
+Avoid its use for long at a time. Its very monotony is apt to irritate.
+The high pitch suggests a mental challenge to the mind of the other man,
+and hence arouses his mental tendency to opposition. The unskillful
+_over-use_ of head tones may ruin a salesman's best opportunity to gain
+a coveted object.
+
+There are times, however, when it is necessary that you should
+insist--briefly. If you do so _artistically_, and do not persist in the
+high, mental, rasping tone; but change to the lower, emotive, chest tone
+very soon after your insistence on the other man's attention, you will
+not hurt your chances. It is the _continued_ use of the head tone that
+is to be avoided.
+
+[Sidenote: Emotive Pitch]
+
+The _emotive_ (chest or heart) pitch dissipates opposition as naturally
+as the mind tone provokes a quarrel. Even a hot argument can be ended
+without any lasting ill-feeling if the disputants conclude with hearty
+expressions of good will for one another. The same words spoken in head
+tones would increase the antagonism by suggesting sarcasm or
+insincerity. The resonant chest tone suggests that it comes from the
+speaker's heart. The _hearer's_ heart makes _his_ mind believe the heart
+message conveyed by the emotional pitch of the other man's voice.
+
+Therefore if you want your ideas to penetrate a man's _heart_, don't aim
+your tone _high_ at his head. _Lower_ it to the pitch of true
+friendliness, of comradeship, of human brotherhood. Aim at _his_ breast
+with _your_ breast tone. Do not fawn or plead, however, when selling
+ideas of yourself. You can persuade best by suggesting that you have
+brought all your manhood to render the other man a real service. This
+suggestion will induce a feeling of _respect_ for you, which will
+certainly be followed by willingness of the prospect to let you show him
+you are able "to deliver the goods."
+
+[Sidenote: Danger of Over-using Head Tone]
+
+Some people suggest by the over-use of head tones that they depend
+altogether on what they _know_ to achieve success. They make the
+impression that they expect their high degree of _mentality_ to open
+chances for them to succeed. "They know they know" their business; so
+when they secure opportunities to demonstrate their capabilities, they
+emphasize too much what they _know_. They are apt to use the mental tone
+continually. Perhaps the prospective employer needs a man of exactly
+such knowledge as is possessed by the candidate he is interviewing. But
+if when presenting his qualifications the applicant rasps the ears of
+his hearer for a long time with high-pitched head tones, the listener
+intuitively becomes prejudiced. He is impressed with the suggestion that
+the speaker is a "know-it-all" fellow. The employer is likely to turn
+down his application because of the unskilled tone pitch in which it is
+made.
+
+[Sidenote: Sing-Song Parrot Talk]
+
+When a man has talked glibly and fast about superior qualifications he
+knows he possesses, it dazes him if his exceptional capabilities fail to
+win him the job for which he is particularly fitted. He cannot
+comprehend why another applicant who plainly is not so well qualified
+should be chosen. But his voice has suggested to the employer that
+everything he said was just "parrot talk." Thousands of bright "parrots"
+remain failures all their lives for no other reason than their utter
+inability to get inside the _hearts_ of other men. The ordinary
+canvasser who trudges from house to house with his "sing-song" patter
+has grown into the bad habit of using head tones almost exclusively. As
+a natural reflex of the unpleasant impression he makes with his voice,
+it is a common experience to have a door slammed in his face.
+
+[Sidenote: Getting Around Mental Barrier]
+
+The master salesman comprehends that the _mentality_ of a prospect is a
+barrier to his _emotional_ expression. That is, the mind is an alert
+sentinel on guard to protect the _heart_ from its own impulses to
+unthinking action. So the skillful salesman when making his "approach"
+_goes around_ the mind side of the prospect to the emotional side, where
+there is no hostile guard. He knows that "the hearts of all men are
+akin," and that "the hardest heart has soft spots." He realizes it is
+bad salesmanship to challenge the sentinel mind of the prospect in a
+mental tone. So the salesman artist makes _his_ tone resonant with chest
+vibrations that stimulate the direct response of the _other_ man's
+heart. _He works at first to draw out fellow feeling, not to drive his
+ideas into the head of the prospect._
+
+[Sidenote: Talking Like a Brother]
+
+The mere presentation of _thoughts_, or _mental pictures_ of goods, is
+not enough to induce a prospect to buy. The master salesman comprehends
+that he has to deal with the _dual personality_ of the individual he
+plans to sell. Therefore from the very beginning of his interview he
+works to open the mind of the other man by first establishing a unity of
+human feeling between his own heart and the heart of his prospect. He
+uses the _emotive_ tone. He "talks like a brother." Of course he is
+careful not to exaggerate this show of fellow feeling. He uses a
+"hearty" tone without appearing in the least degree hypocritical. When
+their _hearts_ are in accord, the other man is prepared to agree
+_mentally_ with the salesman.
+
+[Sidenote: Power Pitch]
+
+The third pitch of your voice as a salesman is the _power_ tone. It can
+be used skillfully to suggest that you have the force required to
+succeed. It is the pitch that comes from deep down and that calls into
+play the powerful abdominal muscles. It is not necessarily a loud tone,
+however. Often it is low, with a suggestion of immense reserve strength
+behind it. With the power pitch you can _command_ in a simple request
+which, spoken in a higher tone, might be refused because it would lack
+the suggestion of force. In order to succeed, you sometimes must employ
+power. When a situation requires a demonstration of your strong
+personality, augment the force of your words and acts by using the tone
+pitch that suggests the power of the big muscles of your waist.
+
+[Sidenote: When to Use Power Tone]
+
+Employ the emotive tone to convey ideas of your truthfulness and honor.
+Show your courtesy and kindness with the heart pitch; use it to manifest
+your real desire to be of service to your prospect. But suggest your
+solidity and capacity for good judgment by employing the pitch of power.
+With its aid you can convince your prospect of the enduring quality of
+your best characteristics; you can deny disparagement or doubt of your
+ability; you will be able to brush aside unfounded objections; you can
+compel respect.
+
+[Sidenote: Tone Units]
+
+The discriminative use of various _units_ of tone is as helpful in
+making suggestive impressions as is the employment of character pitches.
+The one-tone voice does not augment the force of words. "Yes" said with
+but one tonal unit is not nearly so powerful as "Y-es" in two tones, the
+second pitched low. A two-tone "Y-es" with the second unit high-pitched
+suggests the very opposite of plain "Yes." It implies "No," or a
+question instead of an affirmation. Sometimes it is advisable to suggest
+"No" when the word itself if spoken bluntly would give offense. You can
+convey the idea of skepticism or denial by using two tone units
+skillfully pitched in saying "Y-es."
+
+While you ordinarily can double the effectiveness of your tone by using
+two units, and you may treble the effect if you employ three (as in the
+exclamation A-ha-a!), if you attempted to use more than three units of
+tone in any ordinary circumstances you would be likely to appear odd or
+fantastic, if not foolish. So be careful not to over-do the employment
+of multiple tone units to stress your meaning.
+
+[Sidenote: Placing Tones]
+
+There is selling value, too, in the _placing_ of tones in your mouth. A
+tone placed far forward indicates lack of thought and instability. It is
+the tone we associate with "lip judgments." On the contrary, hidden
+thoughts, unwillingness to tell all you know, are suggested by tones
+placed far back in your mouth. The middle-of-the-mouth tone makes the
+impression that the voice is properly balanced, and suggests the
+associated idea of mind balance. Avoid the extremes in placing your
+tones, if you would make certain of the most effective use of your voice
+in selling ideas. Convince and persuade by employing the secure,
+trustworthy tone of the "happy medium."
+
+[Sidenote: Bad Habits]
+
+_Undoubtedly you have little bad habits that tell lies about
+you_--habits in the use of words, habits of tone, and especially habits
+of action. When you fully understand the significance of _what_ you say,
+and of _how_ you say it, and of the things you _do_--the effects
+produced on other men--you will _start changing your bad characteristics
+into good factors_ that will certainly help you to succeed. So study
+yourself most carefully, in order to learn what your habits are, and
+their meanings.
+
+[Sidenote: Significance Of Movements]
+
+Ordinarily a man is conscious of his words and tones, but he often
+_does_ things unconsciously. Probably you realize only vaguely or not at
+all just what your various _actions_ suggest to people who observe you.
+Therefore it is of the greatest importance that you study the
+significance of _discriminated movements, gestures, and facial
+expressions_ as aids or hindrances to the making of true impressions of
+your best capabilities. You should _restrict yourself to acts that make
+the best impressions._
+
+Movements, and their results, may be analyzed under three heads: _Poise,
+Pose_, and _Action_.
+
+[Sidenote: Poise]
+
+It is a phenomenon of psychology that the balancing of the body suggests
+mental balance. Conversely, if the body is out of balance, there is the
+suggestion that the mind is no better poised. That is, if a man cannot
+keep his balance physically, we have an intuition that he is mentally
+off his equilibrium. Correct poise of course involves correct body
+support, and suggests a rightly supported mind. _Hence you can make the
+impression, merely by the way you stand and walk, that you are a person
+of well-poised judgment_. You may hurt your chances very much if it
+seems necessary for you to prop your body with your legs. The man who
+stands with his feet wide apart is out of balance, and is easily tipped
+over. The impression made by the incorrect poise is that such a man must
+be unable to stand by himself like normal men. The law of the
+association of ideas then immediately suggests that his thoughts are
+similarly unable to stand unless propped.
+
+Incorrect poise of the body has another bad effect in the sale of ideas.
+It makes the impression of _abnormality_. Being unusual, it distracts
+attention from the salesman and his capabilities, and turns it to his
+lack of balance. You realize that in order to sell your ideas
+effectively you need the _concentrated attention_ of your prospect. It
+will help you to succeed in life if you perfect yourself in the
+skillful poising of your body and its members so that you will be able
+to appear perfectly balanced in any normal position.
+
+If you teeter from side to side, or rock back and forth on your heels
+when you are talking to a man whom you want to impress with your
+stability of character, you will undermine everything you _say_ by what
+you _do_. Of course you should not stand stiffly. Your leg posts are
+designed to serve as a flexible pedestal for your body. Your ability to
+shift your weight from one foot to the other easily without losing your
+balance suggests associated capability of your mind to keep your
+judgment in balance. If you have a correctly poised mind, it _can_
+balance your body.
+
+[Sidenote: Pose]
+
+The _poses_ of your body, too, are suggestive of ideas about your mental
+make-up. The quiet pose aids in making impressions of the qualities of
+solidity of purpose, of calmness, of confidence, etc. The active pose is
+suggestive of enthusiasm, force, hustling, and the like. Your pose
+should be suited to the vocation you have chosen. In a bank, for
+instance, the quiet pose of assured efficiency perfectly suits the
+atmosphere of safety and security. In a factory, on the other hand, you
+are likely to make a better impression with a much more active pose that
+matches the energy and speed of manufacturing operations.
+
+You should not, however, take any pose as a _pretense_. Whatever poses
+you employ to augment the things you say should be used as _means for
+the better communication of truth, not to falsify_ in any degree. And
+you will need to be extremely careful lest you over-do a particular pose
+and suggest affectation. Doubtless you have characteristic poses.
+Analyze yourself. _Determine what your habits of pose mean to other
+people_. Then make such changes in your characteristic poses as will
+signify only the best traits you have.
+
+[Sidenote: Action]
+
+Next we will make a brief study of _actions_ from four viewpoints.
+
+First, the _lines_ of action;
+
+Second, the _directions_ of action;
+
+Third, the _planes_ of action;
+
+Fourth, the _tension_ or the _laxity_ of action.
+
+[Sidenote: Lines of Action]
+
+All movements are in straight, single curved, or multiple curved _lines
+of action_. Each of these classes of movements creates a _particular
+impression_ when it is perceived--an impression very different from that
+produced by movements of either of the other classes. It will help you
+greatly in your ambition to succeed if you understand the _exact
+significance_ of your every action along the various lines, and if you
+employ intelligently the right movements to suggest the particular ideas
+you wish to convey.
+
+The straight gesture always indicates an appeal to mentality. Use it to
+aim ideas at the other man's _mind_.
+
+The single curve, or wave movement, invariably denotes feeling. Employ
+it to reach into the breast of the other man and influence his _heart_.
+
+The gesture of double curves signifies power. It should be employed to
+_dominate_ both the mind and actions of the prospect--to _make_ him
+_think_ and _do_ the things you will.
+
+[Sidenote: Directions Of Actions]
+
+The different _directions_ of actions also suggest various ideas. Your
+selling purpose is to get ideas over from your mind to the mind of the
+other man. It is especially important that the direction of your
+gestures should conform to your sales intention. Every movement you make
+to aid your purpose should suggest your mental action _toward_ the
+prospect, or _away from_ yourself. It should signify that you are taking
+something out of your mind and offering it to his. Of course you don't
+_break into_ his head with your idea and force him to receive it. You
+just bring it to the front porch of his mind. Then, if you have been
+skillful in your salesmanship, _he_ will open the door of interest after
+_you_ ring the bell of attention, and will permit your idea to enter his
+thoughts. But he is unlikely to admit it unless by some indication
+_from_ you _to_ him he knows what is expected of him.
+
+If you gesture toward yourself when expressing your thoughts, you do not
+suggest to the other man that he take in your ideas. Instead you
+concentrate his attention on your selfishness and your individual
+opinion. The characteristic gestures of the typical old peddler are
+displeasing because they are made in the wrong _direction_. He holds his
+arms close to his body and gesticulates toward himself. He makes the
+impression that he does not have your interest at heart in the least,
+but only his own.
+
+[Sidenote: Affirmation And Denial]
+
+An up-and-down movement suggests something standing. It has the
+associated significance of vitality or life. Conversely, a side-to-side
+gesture suggests similarity to things lying down, lack of vitality, or
+the death of ideas. By holding yourself erect you make a very different
+impression of your energy than would be made were you to lean to one
+side. You can affirm a statement by an up-and-down movement of your hand
+or by a nod of your head. You deny suggestively with a horizontal
+gesture or by shaking your head from side to side.
+
+[Sidenote: Levels of Action]
+
+The significance of action on different _planes_ or _levels_ is seldom
+appreciated. The level of eye action is of especial importance in
+suggesting particular ideas.
+
+When you look another person in the eye, you convey to him the idea of
+direct mental energy. You suggest the straight action of your mind in
+team-work with his. Your eye action on the same level indicates to him
+that you are thinking on the _practical_ plane.
+
+[Sidenote: Lifting Prospect's Thoughts]
+
+But if your eyes repeatedly focus above the level of the other man's
+eyes, you make the impression that you are an _idealist_ rather than a
+practical person. What you say will not seem to him to apply directly to
+his case. He will not feel the personal, or man-to-man contact of your
+thoughts. Sometimes, however, it is important to lift your eyes when
+talking to a prospect, in order to suggest that he lift his thoughts
+from the level of mere selfishness. By your suggestive eye action on the
+upper plane you may stimulate in him a higher vision of possibilities or
+an insight into the future, if he seems inclined to take a strictly
+practical view of his present needs only.
+
+When you look below the eye level of the other man, you indicate (1)
+modesty, if the movement is directly down; (2) shame, if the movement is
+a little to one side and downward; (3) disgust, if your eyes look far
+down and far to the side.
+
+[Sidenote: Tensity and Laxness]
+
+The _tensity_ or _laxness_ of your muscles when you are in the presence
+of a prospect will suggest to him very diverse ideas. Both tensity and
+laxity of muscles can be used to good effect in selling. Your muscles
+should appear somewhat tense when you are _presenting_ ideas, in order
+to make the impression that your mind is fully active. Conversely, by
+normal relaxation of your muscles when you are _listening_, you suggest
+the receptivity of your mind and your entire readiness to take in ideas
+from outside. When you show your muscles are relaxed, you also indicate
+that you are perfectly at ease and unafraid of objections or criticism.
+If you were to sit tense under criticism, you would suggest that you
+felt the necessity of fighting back. But you disarm disparagement of
+your capabilities when you appear entirely at ease while you listen.
+
+[Sidenote: Introduction To Study of Sales Art]
+
+The brief outline in this chapter of fundamental principles of selling
+_skill_, and of the methods by which ideas may be conveyed through
+artistic suggestion, is just an introduction to your study and
+comprehension of the successive steps of salesmanship practice which are
+to be analyzed in the remaining chapters of this book. The limitations
+of our present space have made it impossible to do more than summarize
+here the chief factors of art in selling ideas. You will need to master
+the remainder of the book in order to amplify and to apply most
+effectively in practice the general principles and methods that have
+been outlined.
+
+Surely you now are convinced that skill in selling is not a vague
+mystery, not a natural gift, not something impossible for _you_ to
+attain. Every element of sales art can be analyzed in detail. You are
+learning _exactly how_ to sell the true ideas of your best capability.
+Practice of what you learn will perfect your salesmanship.
+
+[Sidenote: Success Certain]
+
+There is absolutely no doubt that you can master the right principles
+and methods. By continual practice you surely can become skillful in
+their daily use. When you make yourself adept in the art, you
+_certainly_ will be able to sell your particular qualifications
+successfully.
+
+
+
+
+CHAPTER IV
+
+_Preparing to Make Your Success Certain_
+
+
+[Sidenote: Be Ready When Your Chance Comes]
+
+Thousands of men have failed in life because they were not ready when
+their best chances for success came. Some of these golden opportunities
+slipped away unrecognized. Others, though perceived, could not be
+grasped. The men to whom they were presented had not prepared to hold
+and use such chances whenever they might arrive.
+
+_If you would make your success a certainty, you must get all ready for
+it in advance_. Then you will not be taken unawares when you find your
+big chance. If you are thoroughly prepared, you will sight it quickly,
+realize its full value, and seize it with complete confidence in your
+ability to make the most of it.
+
+Before you seek it, be sure of your entire readiness for the opportunity
+you especially want. You can much better afford to wait a little while
+for _certain_ success than to rush, unready, into the field of your
+choice, risking the likelihood of failure that could be guarded against
+by intelligent preparation to succeed.
+
+[Sidenote: Do Not Start Unprepared]
+
+A young man was offered a position of fine opportunity with a great
+banking house. His ambition was to build his career in that particular
+organization. But when the duties of the proffered situation were
+explained to him, he declined to undertake them at once; though he
+risked the chance that he might not get another such opportunity for
+employment by the financial institution of his choice.
+
+"I am sorry," he said to the cashier, "but I do not know enough about
+accounting to fill that job now. It will take six months of hard work
+evenings to train myself to fit your needs. Please give me other
+employment in the bank meanwhile, so I'll be able to study the job at
+close range while getting ready for it."
+
+This was excellent salesmanship. The candidate suggested in his words,
+tones, and actions that he recognized a real opportunity, that he
+comprehended all it involved, that he was willing to prepare himself
+adequately, and that he felt certain of his ability to fill the place
+after completing the necessary preparation.
+
+The bank, however, was in immediate need of his services in the position
+offered to him. So the cashier, who had been very well impressed by the
+young man's attitude, told him to take the place, and offered to supply
+him with an accountant aide for six months.
+
+[Sidenote: Keeping the Opportunity Open]
+
+"I would rather not," the applicant persisted in declining. "I mean to
+keep on climbing toward the top in this bank, once I get started; and I
+don't want to begin as a cripple. I couldn't give thorough satisfaction
+now, even with an assistant on the accounting. It is not good business
+for me to start by making a poor impression. I'd prefer that you do not
+think of me as a man for whom excuses need to be made. I wish to
+commence my work in that job, when I am ready, with your complete
+confidence that I can handle it--not as a weak sister." He smiled
+winningly.
+
+The failure of so skillful a salesman of ideas was simply _impossible_.
+There is no getting away from such a high quality of salesmanship. The
+cashier bought the present and prospective services of the young man who
+had demonstrated _at the outset_ his comprehension of the _first
+importance of preparation._ The opportunity was kept open six months for
+the applicant in training, while he fitted himself for his future job.
+This successful salesman of true ideas of his best capabilities is now a
+vice-president of the great financial institution.
+
+"But," you say, "suppose the cashier had been unable to wait, would not
+the young man's over-emphasis of his attitude on preparation have
+_prevented_ him from succeeding in his ambition?"
+
+No! A single turn-down cannot cause the failure of a successful
+salesman. If that cashier had not appreciated the worth of the
+candidate, an officer of some other bank certainly would have had a
+clearer vision of his value. The applicant might have been balked
+temporarily in his ambition. The best salesman occasionally has to try
+and try again. But a successful career for that young man was assured in
+advance. From the very start he was "certain to get there."
+
+On the other hand, if he had risked making a disappointing impression in
+his new job, he might have taken the first step toward failure. Suppose
+he had begun the work for which he was unprepared, and then had made
+serious mistakes due to his unfitness. His record would have been
+blemished. His ability might have been questioned. He prevented such
+possibilities by _making sure his preparation was adequate_ before he
+accepted his big chance.
+
+[Sidenote: Preparation Should Be Two-fold]
+
+Your preparation for certain success must be two-fold. You need to
+prepare yourself in ability first _to perceive_; then _to appreciate the
+full value_ of what you see. Golden opportunities are all about you. If
+you do not recognize them, or if you perceive but slight value in the
+signs of rich chances to succeed, you will fail because of your
+unreadiness.
+
+Many a farmer in Oklahoma cursed his "bad luck" after he sold a farm on
+which a gusher was later discovered. But the oil had been there all the
+time. The "luckless" farmer simply did not _perceive_ the indications of
+wealth under his plodding feet; or, if he saw signs of oil, he did not
+realize that they _denoted_ the possibility of millions.
+
+[Sidenote: Developing Perception]
+
+Perception can be broadened almost immeasurably. The physical eye, if
+normal and thoroughly trained, is fitted to be "all seeing." _So can
+your mind be made capable of widest vision over all the fields of
+possible opportunity_. Some are within your present mental view, others
+you can see only after going farther or climbing higher in knowledge.
+The biggest possibilities of success cannot be comprehended in their
+entirety by narrowed mental sight.
+
+The first essential of preparation to succeed is that you _open your
+eyes fully, and look all around you_ for the opportunities within range
+of your vision. There are so many _close at hand_ that your search would
+better begin right where you are. Even if eventually you seek far for
+the best chance to succeed, do so with thorough knowledge of what is
+near by. Before you leave your present environment, have an intelligent
+conviction that you are capable of a bigger or different success than is
+to be found within your immediate reach.
+
+Also see and comprehend the especial _difficulties_ you will find close
+at hand. It does not always pay to remain in "the old home town." Often
+a young man needs to go to a community of strangers to gain
+appreciation of his ability. It is likely to be hard for him to win
+success among people who knew him as a boy and who still regard him as
+immature. He may find it much easier to succeed in a neighboring town.
+
+It is possible to make the greatest success turn aside from beaten
+paths, leave the accustomed haunts of the successful, and go to a place
+where no such success ever before has been established. The Mayo
+brothers compelled their success as world renowned surgeons to come to
+them at the little city of Rochester, Minnesota. Elbert Hubbard brought
+fame to East Aurora, New York, by founding there his school of
+philosophy and the Roycrofters.
+
+[Sidenote: Over-specialized Preparation]
+
+Almost as common as the mistake of first looking far afield for success
+opportunities, is the error of _over-particularizing_ one's original
+preparation. If you think now that you want to be a lawyer, you should
+prepare yourself especially by studying law, of course. But you should
+not exclude preparation for other vocations. Judge Gary was thoroughly
+prepared for legal practice. Doubtless when he began his studies of law
+he expected to continue in his chosen profession. But he did not neglect
+to prepare himself in general business capability. So when his biggest
+chance came, he was ready to step out of his law practice and into a
+manufacturing industry. There he fitted himself for the position of
+chief executive in the immense United States Steel Corporation.
+
+The ability of a _master_ salesman is not limited to getting orders for
+just one line of goods, or to selling only to certain buyers. He has
+_all-around_ sales knowledge and skill. Though he naturally sells to
+better advantage in some fields than in others, he can attain a high
+degree of efficiency in selling anything meritorious, because of his
+_broad and diversified preparation_.
+
+[Sidenote: Varied and Adaptable Preparation]
+
+Your preparation for all the possibilities of success you may be able to
+reach hereafter should be similarly _varied_ and _adaptable_; though you
+will be wise to specialize, in addition, by making more detailed
+preparation for the vocation of your choice. At twenty the average man
+cannot _know_ for what he is best fitted. He may not be sure even at
+thirty. The start toward eventual success has often been delayed until
+middle life. To cite my own case, I prepared myself especially for the
+career of a certified public accountant, but found my greatest success
+in the profession of selling. I was able to grasp my biggest opportunity
+in the sales field because, though I had been devoting my time and
+energies chiefly to accountancy, I had studied and practiced
+salesmanship for years in order to market my own services most
+effectively.
+
+_While preparing yourself for success, keep your mental eyes wide open_.
+Perceive any and all chances about you, however much you specialize in
+your preparation for a selected career.
+
+[Sidenote: Preparation In Salesmanship]
+
+Comprehend that preparation in _salesmanship_ is necessary, whatever
+vocation you choose. Mastery of the selling process is absolutely
+essential if you would assure your success in _any_ field of ambition.
+Not only must you _perceive_ opportunities to succeed, but you also must
+know how to _sell yourself into the chances_ you see. No matter how much
+particularized knowledge you may acquire in preparation for a selected
+career, your success will not be _assured_ until you are able to sell
+your capabilities to the best advantage. You can neither perceive all
+your possible selling opportunities, nor make the most of them when
+seen, unless you learn the selling process and develop skill in the
+actual sale of the best that is in you.
+
+Broad, varied knowledge is required as the foundation for certain
+success. It cannot be built on a narrow or limited base. Evidently,
+however, exactly the same amount of knowledge possessed by two men would
+not make them equally successful. As already has been emphasized,
+success is not assured by the mere possession of knowledge, _but by the
+effective ways in which elements of knowledge are fitted to
+opportunities_.
+
+[Sidenote: Abstract And Applied Knowledge]
+
+Your abstract knowledge may be valueless. In order to succeed certainly
+_you must connect the things you have learned with particular people in
+particular fields of activity_. When you have developed the power of
+relating your individual ability to every imaginable _use_, your mental
+eyes will be opened to many opportunities for success that you otherwise
+might never perceive. Such an association of _what you know and can do_
+with the various ways your capabilities might be utilized will
+tremendously augment your self-confidence. When you realize in how many
+ways it is possible to use your especial talents, you will not be likely
+to doubt your own _worth_. You will offer your qualifications for sale
+with complete faith in their value to prospective buyers.
+
+[Sidenote: Insurance Against Undervaluation]
+
+Thorough preparation in _comprehension of values_ is the salesman's best
+protection against a personal inclination, or an outside temptation, to
+cut prices. If your preparation for your chosen career has been limited
+to _gaining knowledge_, and you have not studied its true _worth_ to
+every imaginable prospective buyer, you will be apt often to offer your
+services for far less than their full value. Conversely sometimes you
+will be likely to think your services are worth more than they really
+are. You may fail to close sales because your price is too high. A
+pre-requisite of good salesmanship is the _right_ price. _If your
+preparation for selling your services has been thorough, you will
+realize the exact worth of your knowledge and skill_. You will neither
+suggest inferior value by quoting a cut price on your capabilities, nor
+demand so much as to indicate the characteristics of displeasing egotism
+or greed. _If you know what you are truly worth, you will make the right
+price on your real value._ Then your self-confidence in your worth will
+lend you power to convince the other man that your services would be a
+good "buy" for him.
+
+[Sidenote: Seeing Into Opportunities]
+
+If you can imagine _all the various uses to which your ability might be
+put_, you will appreciate the full value of every opportunity you
+perceive. Not only will you see the chances for success that are all
+about you, but you will _see into_ them. When your mind _catches sight_
+of success chances, they will look _familiar_ to you because of their
+similarity to opportunities you _previously had thought about_ and
+connected with your own qualifications. If you are prepared to perceive
+and to appreciate fully each indication of a success opportunity that
+comes within the range of your mental vision, you will promptly begin
+working a chance "for all it is worth," as if it were a newly discovered
+gold mine.
+
+[Sidenote: Service Purpose In Preparation]
+
+Possibly what you have read has unduly impressed you with the idea that
+the salesman's motive in his preparation is selfish. So perhaps it is
+well to pause here for the reminder that your primary salesmanship
+purpose should be true _service_. You are preparing yourself thoroughly
+in knowledge of your full sales value, _as a measure of success
+insurance and self-protection._ It is not true sales service to give a
+buyer value greatly in excess of the price quoted. It is right for you
+to make sure in advance about your full worth. However, the obligation
+to render service is the principal element of right salesmanship, and
+should come before the objective of a good price. _Prepare then
+primarily to serve your prospect._ Demonstrate your true service
+purpose, and he will give secondary consideration to the cost of
+engaging your qualifications for his business.
+
+[Sidenote: Pleasing Character]
+
+You can serve best if you _please_ in rendering service. Therefore
+prepare your _self_, your _knowledge_, and all your _methods_ so that
+from the moment you make your first impression on a prospective
+employer, you will please him. Do not prepare for the interview with the
+purpose of pleasing yourself. What _you_ like may be distasteful to the
+man you want to impress.
+
+Since you cannot tell in advance when or where you may encounter a
+prospective buyer of your services, you will not be safeguarding every
+possible chance to succeed unless you wear your "company manners" all
+the time. You always should dress carefully, act with painstaking
+courtesy, and conduct yourself as if you might meet a rich relation at
+any moment. You certainly can expect more wealth from "making yourself
+solid" with Opportunity than you ever are likely to be willed by a
+millionaire uncle. It will pay you much better to please Opportunity in
+general than to ingratiate yourself with any person in particular.
+
+[Sidenote: Please Everybody Everywhere Always]
+
+"Company manners" that are just "put on" temporarily may be left off on
+the very occasion when you would want to appear at your best if you only
+knew that "The Golden Chance" was to be met. Therefore prepare to be
+_characteristically_ pleasing to _everybody, everywhere, and all the
+time._ Then, no matter where or when or in what guise you come upon
+Opportunity, you will be sure to please with your _genuineness_.
+
+Innumerable great successes have begun with the making of a pleasing
+impression on some one whose presence and notice were unknown. You
+realize that your success is practically impossible if you displease.
+Preparation to please is of first importance in getting ready to
+succeed. Your success in the field of your especial ambition will be
+assured if you win your first chance there by making an _initial_
+pleasing impression and then _keep right on pleasing_.
+
+Cultivate grace in your movements--for grace is pleasing to everyone.
+Carry your body naturally, especially your head; with such a bearing
+that total strangers will feel pleasure when they look at you. _Be a
+person who pleases at sight._ It is not difficult. No matter what sort
+of face you have, if it expresses habitually your pleasure in living, it
+will look pleasant. A look of pleasure is pleasing to others. You like
+to see some one else enjoying himself thoroughly. Everybody feels the
+same way. Our own faces brighten when we come upon radiant happiness
+anywhere.
+
+[Sidenote: Details That Please]
+
+Please others with your smile. It should not be just an affected smirk,
+but a smile of _genuine friendliness for all the world_. Please by
+wearing inconspicuous clothes that are faultless in taste, fit, and
+cleanliness; and of a quality suited to your vocation. Show also that
+you take good care of what you wear, for that makes a pleasing
+impression. _You can please in your dress without arraying yourself in
+expensive clothes._ Indeed, an over-dressed man is more displeasing to
+Opportunity than is one poorly dressed. There can be no excuse for
+foppishness, but a shabby neat appearance may be due to a good reason.
+Please with the suggestion in your manner that you are getting along
+well. Do not pretend false prosperity, of course; but _indicate that you
+feel successful_. Any one finds it unpleasant to be in the company of a
+failure. _If you would succeed hereafter, avoid making the impression
+that you have not already succeeded._ "Success breeds success."
+
+[Sidenote: Courtesy And Politeness]
+
+Be courteous invariably. Learn and observe the rules of politeness.
+Please by acting the gentleman always. Practice courtesy and politeness
+in your own home to perfect yourself in these pleasing characteristics.
+Then you will show them everywhere. Remember that the rest of the world
+is made up of "somebody else's folks." Courtesy and politeness are not
+natural attributes. In order to make yourself a master salesman you need
+to _develop_ them to an unusually high degree. You may _intend_ to be
+courteous and polite always, but only the development of the _fixed
+habit_ will fully support your intention.
+
+You cannot be polite, however courteous you mean to be, unless you take
+pains to prepare yourself with knowledge of the usages of polite people.
+In order to be polite, it is necessary that you do not only the
+courteous thing, but the _correct thing_. Your courtesy might displease
+if it were unsuited to the circumstances. It would not be polite, for
+example, to invite an orthodox Jew to dinner and then to serve him with
+a pork tenderloin. Your intention to be a courteous host would not
+lessen your offense against good manners. Your guest would be incensed
+by your impoliteness, not pleased by your courteous intention.
+
+[Sidenote: Virility Pleases]
+
+No quality you have is more generally pleasing than virility--_your man
+stuff_. Therefore on all occasions show yourself "every inch a man."
+Moreover, act like a _he_-man. Never appear "sissyfied" in even the
+slightest degree. Swing your legs from the hips when you walk; don't
+mince along. The stride of a he-man is strong and free. If yours lacks
+the qualities of virility, change your habit of walking.
+
+When you make gestures, move your whole arm. A wrist movement suggests
+effeminacy. It is important, too, that you _train your voice to ring
+with manliness_. Even a squeaky, weak tone can be made to suggest man
+stuff if the words are spoken crisply, and the sentences are cleanly
+cut. Do things with the _ease_ that indicates a man's strength, not with
+evident effort. Perhaps you have not realized that by cultivating grace
+in your movements you can make impressions of your man power. _Grace
+means the least possible expenditure of energy in efficient action._ A
+man can accomplish things with ease and grace that a child or a woman
+would make hard work of and do awkwardly.
+
+[Sidenote: Pleasing Tones]
+
+A pleasing tone helps to assure one's success. You may think your voice
+is a heavy handicap. Perhaps it is high pitched and squeaky; or, on the
+other hand, a "growly" bass suggestive of ill-nature. Again it may be
+faltering or hoarse. Such faults are not serious to a master salesman.
+_If your vocal equipment is physically normal, your voice can be made
+pleasing._ In order to make your tones agreeable, learn to vibrate them
+naturally through your _nose_. A mouth tone is displeasing. The
+so-called "nasal twang" that sounds so unpleasant is a mouth tone
+_prevented_ from free vibration through the nose. Humming, as you know,
+both _indicates_ pleasure and is a pleasant _sound_. It is produced with
+the mouth closed, by a vibration of the bone structure of the face and
+of the nasal cavities. Certainly, even if you have a disagreeable voice,
+you can make your tones _hum_, and thereby render them more pleasing.
+Adenoids that could be removed--even failure to keep the nose clean--may
+prevent a man from succeeding. _Whatever hinders the free vibration of
+tones makes displeasing impressions of the speaker_. When a man has a
+bad cold in his head that blocks the nasal passages, his voice rasps the
+ears of a hearer.
+
+[Sidenote: Avoid Giving Displeasure]
+
+Not only please by _doing_ things that give _pleasure_; also _avoid_
+doing _displeasing_ things. For example, when you say or suggest
+anything to another person you want to influence, remember to be a
+_salesman_ of your ideas. Do not make the impression that you are
+_teaching_. No adult human being really enjoys being _taught_. Any grown
+person likes to be treated as an equal, and to have new thoughts
+conveyed to him without that suggestion of superior intelligence which
+is characteristic of many teachers when dealing with pupils. Perhaps you
+have heard Burton Holmes lecture. His enunciation is a delight in its
+perfection, but he talks "according to the dictionary" so naturally
+that his correctness does not sound a bit affected. You feel at home
+with him. His diction is attractive to you. Another speaker practicing
+the same exactness of pronunciation, but less artistic in selling his
+ideas with words, might displease you by his scholarly accents.
+
+[Sidenote: Tact]
+
+Sometimes it is tactful to speak incorrectly, as a courtesy to the other
+man. If in the course of your interview with a prospective employer he
+should mispronounce a word, you would be undiplomatic to emphasize the
+correct pronunciation in speaking that word yourself. It is not
+dishonest, but truly polite to reply "My ad'dress is"--instead of
+pronouncing the word correctly. Do not suggest by over-emphasis of right
+speech that you wish to pose as one who is _conscious_ of his
+superiority, however well you may realize that you are on a higher plane
+of intellectuality. We all like a genuinely great man who does not hold
+himself aloof.
+
+[Sidenote: Prepare For All Kinds Of Men]
+
+Prepare to meet not only strong men, but weak men; cautious men; very
+proud men; greedy men. Be ready for reckless men, humble men, men who
+live to serve others. Be aware in advance of the differences in their
+_buying motives_. They will not all have the same reasons for giving or
+for refusing you a chance. _Hence be prepared to adapt your salesmanship
+to the characteristics of the various kinds of men you are likely to
+meet_. Though you never should pander to an unworthy motive, study
+different types of character and _learn how to fit your ability to the
+peculiar or distinctive traits of possible buyers_ of such services as
+you have for sale. Perhaps an easy-going employer will appreciate your
+"pep" as much as would a hustler, but he won't like it if you seem to
+prod _him_ with your energy. On the other hand, the employer who is a
+hustler himself might be keenly pleased should you keep him on the jump
+to stay even with you.
+
+[Sidenote: Success Insurance]
+
+Be thorough in _preparing_ to sell your capabilities; so that your
+success may be _insured_. You ride on a first-class railroad with
+confidence, feeling that every precaution for your safety has been
+taken. You are at ease when you begin your trip; for you know that
+track, train, and men in charge all are dependable. Because of the
+complete readiness of the railroad for your journey, you count on
+arriving safely at your destination. You have no fears that you may be
+wrecked en route.
+
+Similarly you should make the most thorough preparation before starting
+out as a salesman of the best that is in you. You have to grade your own
+roadbed, and must yourself lay the rails over which your ideas in trains
+of thought will be carried to the minds of other men. You are fireman,
+engineer, brakeman, and conductor of this Twentieth Century Limited.
+_Your destiny as a salesman of yourself is in the hands of no one
+else_. Before you travel any farther, take all practicable measures to
+assure your safe arrival, without delay, at the station of Success.
+
+[Sidenote: Start Confidently]
+
+When you are thoroughly prepared to sell true ideas of your best
+capabilities, you should start with confidence that you will reach the
+end of the line safely and on time. Don't attempt to "get there" before
+making adequate preparation for success. Remember that a railroad does
+not commence operating through trains until the track is finished.
+
+If you are prepared now for the actual start in salesmanship--if you are
+packed up and ready to leave for your field of opportunity--ALL ABOARD!
+
+
+
+
+CHAPTER V
+
+_Your Prospects_
+
+
+[Sidenote: Meaning of "Prospects"]
+
+If you were to be asked, "What are your prospects for success?" you
+probably would answer by stating the things you _expect_ or _hope may
+happen_. We commonly say that a certain man isn't rich, but he has
+"prospects;" because he has a wealthy aunt who is very fond of him, or
+he is employed by a business that is growing fast, or he owns property
+which seems sure to increase in value, or some other good fortune is
+likely to befall him. The literal meaning of "prospect" is "looking
+forward." So most of us have come to think of our prospects as just
+possible occurrences in the future, to the happening of which we may
+look ahead with considerable hopefulness.
+
+"Prospects," in salesmanship has a very different meaning. The master
+salesman does not regard himself as merely a "prospect_ee_," but as a
+prospect_or_. He thinks of "prospecting" as the gold miner uses the word
+to describe his activities when he searches for valuable mineral
+deposits. "Prospects" do not just "happen" in the selling process of
+achieving success. They do not result from circumstances merely, but
+_must be accumulated by the activity of the salesman_.
+
+[Sidenote: Making Good Luck]
+
+"Your Prospects," as the subject of this chapter, does not mean your
+fondest _hopes_, or confident _expectations_. We are studying the _ways
+to assure_ your success. If your prospects depended on mere happenings,
+they would be highly uncertain; because what you hope and expect may
+occur, may never take place in fact. The master salesman does not depend
+on such prospects. _He makes his own luck_ to a very large extent by
+skillful prospecting; as the trained prospector for gold tremendously
+increases his chances of discovering a rich lode by thoroughly and
+intelligently investigating a mining region. We are to consider now the
+prospects you are capable of _controlling_, the opportunities you can
+bring within reach by your own exploration of possible fields of
+success.
+
+We will study _particular things you can do, and exactly how to do
+them_, to increase the number and quality of your chances to succeed. A
+trained prospector for gold has more chances to strike it rich than a
+greenhorn because he knows the indications of valuable minerals, and is
+skilled in the use of that knowledge. So your opportunities for success
+will certainly be increased if you know how to search for, to discern,
+and to make the right use of your prospects.
+
+[Sidenote: Prospecting Not Gambling]
+
+Do not think, because we have compared prospecting in mining and in
+selling, that the success of the salesman prospector, _your_ success,
+must be largely a "gamble" anyway, as is the case with the explorer for
+gold. However experienced and skillful in prospecting the miner may be,
+he is very uncertain of discovering a bonanza. He cannot be absolutely
+sure there _is_ gold in the region he explores, in paying quantities and
+practicable for mining. Though he has every reason to feel confident of
+the richness of a particular field, he may nevertheless be so
+unfortunate as not to discover the gold lode or profitable placer
+deposit. He is helpless to control the _existence_ of the indications of
+success. They are predetermined by nature. By no effort of his own is he
+able to increase or decrease the fixed quantity and quality of the
+golden chances about him. He can only increase his _likelihood of
+discovering_ gold. Even the most intelligent, skillful prospecting will
+not make a miner's success certain.
+
+You, the salesman prospector for opportunities to succeed, are not so
+limited. There are particular things you can do, and particular ways of
+doing them, that will _assure your finding chances_ to make sales of the
+best that is in you. If you learn the scientific principles of
+prospecting for opportunities, if you make yourself highly skillful in
+looking for and digging into the success chances that surround you
+always, there will be nothing uncertain about your prospects to succeed.
+You will know _surely_ that you _have_ prospects, just _what_ and
+_where_ they are, and their _full worth_ to you.
+
+Of course, prospecting is only _part_ of the selling process; so your
+knowledge and skill as a prospector will not suffice to guarantee your
+_complete_ success. However, at this preliminary stage you can be
+certain that your search for rich chances to succeed will not be a
+barren quest.
+
+The present chapter will help you to make sure of gaining for yourself
+such opportunities as lead to complete success in the field of your
+choice. We will observe and understand how the skillful salesman
+prospects for the purpose of increasing his sales efficiency. We will
+study the principles and methods of prospecting he uses successfully;
+for his practices, applied to your job of selling yourself, will
+certainly improve your chances to succeed. We will see also how your
+very best prospects can be _created_ by masterly salesmanship.
+
+[Sidenote: Hard Work Necessary]
+
+At the outset comprehend that no other step in the selling process
+involves so much _hard work_ as you will need to do in order to find all
+your possible chances of success and to make the most of them. It is
+necessary that you look _intelligently_, most _earnestly_, and
+_constantly_. You must expect to spend a great deal of time and energy
+in your quest for prospects. So it is essential to your success as a
+prospector that the investigation of your field of opportunity be
+carefully _planned_ in order to make the most effective use of the time
+you spend prospecting. It is vitally important, too, that you develop
+sufficient physical stamina to do a tremendous amount of hard work. The
+gold miner has little chance to discover the bonanza he seeks if he
+searches only a few days or weeks, or if he lacks the strength and
+endurance required for making a thorough exploration of the mineral
+region. Similarly it may take a master salesman months of unremitting
+toil to prospect a sale that he then is able to close in an hour or two.
+
+[Sidenote: The Food of Salesmanship]
+
+_Prospecting supplies the food of salesmanship._ The salesman thrives if
+his prospecting is sufficient and good. He grows thin and weak to the
+point of failure if it is bad, or inadequate in quantity. Every salesman
+should realize that prospecting furnishes the nourishment for
+salesmanship, but some so-called salesmen do practically nothing to
+ensure themselves an abundant food supply. They merely absorb the tips
+that come their way. Like sponges they sop up the limited quantity of
+selling chances they happen to get. That is not the way to feed one's
+ambition with opportunities.
+
+Comprehend that you must _seek actively_ for your best prospects. You
+should not stop searching until you find what you are looking for.
+Myriads of men have failed because they did not make _an earnest, hard
+effort to discover chances_ to succeed, or because they _did not persist
+in the exploration_ of their fields of opportunity. You know that other
+men no more capable than you are succeeding all about you. Certainly,
+then, _your_ chance _exists_. Seek it in your own thoughts and in the
+circumstances of your every-day living. Put a great deal of time and
+toil into your search. You cannot afford to loaf on this preliminary
+job.
+
+[Sidenote: Prospect Continually Act Quickly]
+
+_Every moment you are awake should be used in prospecting_; unless it is
+required for some other part of the process of assuring your success.
+There is no keener pleasure than the eager, continual search of a miner
+for gold and of a master salesman for possible big buyers. It is
+necessary that you feel their thrilling zest for discovery; that you
+develop their unflagging energy; that you be fired by their ardor for
+the quest. In order to be a highly successful prospector you will need
+especially a quality they have in common--"pep."
+
+How eagerly the miner prospector drinks in every bit of news he hears
+about a new strike! How alertly the master salesman listens to casual
+gossip that holds a clue which may lead to a sale! But the miner and the
+salesman prospectors would not benefit in any degree by what they learn
+through their perception of prospects if they did not then _act_
+intelligently upon the clues secured. Not only should you keep your
+eyes and ears open for indications of opportunities to succeed, but you
+should be ready in advance _to take instant advantage_ of any you may
+discover. What a fool a miner would be if, after finding rich prospects
+of gold, he were to lose his chance to someone else because he did not
+know how to file a mining claim! Could there be a greater failure in
+salesmanship than learning about a big contract to be let, and being
+unprepared to bid on it? Before doing any _outside_ prospecting, be sure
+you know what you have _in you_. Make certain of your ability to take
+full advantage of your chances to succeed when you come upon them.
+
+[Sidenote: Little Doors To Big Success]
+
+Prospects that seem at first glance to be hardly worth following may
+lead to other prospects. Merely because your ambitions are _big_, do not
+neglect a chance to make a _little_ success. Investigate completely
+every minor prospect you find. Until you look into it thoroughly, you
+cannot be sure of all that a clue holds. The indication of an
+opportunity that seems of slight importance may possibly lead straight
+to the bonanza lode.
+
+An elevator boy in an office building made up his mind to rise
+permanently in the world; to get out of the vocation in which he was
+just going up and down all the time without arriving anywhere in
+particular. He prospected the tenants of the building, learned all he
+could about them, and determined who were the biggest men. He studied
+the directory, asked questions, and finally selected the one big
+business man to whom he was resolved to sell his capabilities.
+
+[Sidenote: Persistent Effort After Prospecting]
+
+This man was known to be unapproachable. So, instead of attempting to
+interview him, the elevator boy prospected to discover his
+characteristics. He found out exactly what qualities were most likely to
+please his intended employer. Then he cultivated the tone, manner, and
+habits of action that he felt certain would impress the difficult
+prospect most favorably. It took the resolute elevator boy nearly a year
+of continual, skillful work to make the big business man notice him and
+distinguish him from the other elevator boys. Six months more were
+required to develop the big man's attention into thorough interest. But
+at the end of a year and a half of faithful prospecting, the ambitious
+youth gained his selected, self-created opportunity to succeed. There
+was no stopping him after he got his start. In less than a decade he had
+sold his qualifications so successfully to a group of powerful
+financiers that he, too, had become a multi-millionaire.
+
+This illustration of persistent effort to gain a desired chance should
+help to keep you from becoming discouraged about your prospects for
+success. Bear in mind the old, familiar motto, "If at first you don't
+succeed, try, try again." Stick to your prospecting when you know you
+are on the right lead. It has been estimated that the busy bee inserts
+its proboscis into flowers 3,600,000 times to obtain a single pound of
+honey. But the bee is the only insect, remember, that _lives on honey_.
+
+[Sidenote: No Poor Territory For Success]
+
+The poor salesman is apt to complain that his territory is poor. _The
+good salesman makes any territory good._ So in prospecting your field of
+immediate opportunities, make the best, not the worst, of your present
+circumstances. The star base-ball player does not refuse to play on the
+small-town team because it isn't good enough for him. The great Ty Cobb
+first made them "sit up and take notice" in a bush league. Undoubtedly
+he felt then that he was fit for better company, but he put in his best
+licks and played big-city ball on the small-town team. That was
+excellent prospecting for the chance he wanted with the best clubs. From
+the very beginning of his career, Ty Cobb has used masterly salesmanship
+to get across to the world true ideas of his best capabilities in his
+chosen field.
+
+_To-day there is no poor territory for success._ Telegraph and telephone
+and wireless methods of communication, electric light and power,
+railroads and inter-urban car service, farm tractors, passenger
+automobiles, motor trucks, and the airplane have so revolutionized the
+inter-relations of men that all the former great distances of different
+locations and view-points have been shortened almost to nothingness.
+The whole world lives now in a single community of interest. The great
+war has taught us that each individual is close to everyone else. In
+your prospecting for success you are not limited by any narrow boundary
+of opportunities. Wherever you are, newspapers and magazines bring to
+your door chances for big success. If you search for prospects in
+everything you read you should be able to reach out all over the earth
+with your capability. An ambitious man I never had heard of before wrote
+to me at one time from South Africa to secure a selected territory for
+the sale of automobiles in a western city of the United States. From a
+distance of nearly half the circumference of the earth he got his chance
+to succeed.
+
+[Sidenote: The Fields of Opportunity Are Broad]
+
+A clerk in a Los Angeles real estate office received a letter from an
+acquaintance in Chicago who had spent his summer vacation in Michigan.
+The Chicago man wrote that the farmers of the Traverse Bay region were
+made rich by a bumper crop of potatoes just harvested. The Californian
+saw a chance for success in this bit of information. He worked out his
+idea and talked it over with his employers. He sold them on it. They
+sent him East loaded with facts about "the glorious West" and brim-full
+of Los Angeles peptimism. Aided by cold weather in Michigan that winter,
+the western real estate man eventually sold California irrigated
+ranches to a score of Michigan farmers who suddenly had made sufficient
+money to retire from potato raising, and who were old enough to be
+strongly attracted by the idea of owning and cultivating land in a more
+genial climate. Thus a sentence in a letter led straight to the success
+of the clerk who perceived his prospects and knew how to make the most
+of them.
+
+[Sidenote: Know Local Conditions]
+
+While distances have been bridged by modern swift means of communication
+and transportation, every locality has opportunities for success that
+are peculiar to it alone. Conversely every locality is handicapped in
+certain ways. Therefore in your prospecting for success _study the
+conditions in your especial field_. As a salesman of yourself, you
+should know your "territory," its advantages and disadvantages in
+particular respects. Men are doing business in your town. There is no
+better way to gain a prospect to succeed with a house in your home
+community than to demonstrate to the head of the concern that you
+comprehend just what he is "up against" on the one hand, and on the
+other what "edge" he has on businesses in the same line located
+elsewhere. You could make no worse mistake, you could injure your own
+prospects no more, than by showing ignorance of local conditions, or
+inappreciation of the circumstances in which your prospect's business is
+being conducted.
+
+[Sidenote: Turn to Account What You Learn]
+
+Not only should you know as many facts as possible regarding
+opportunities in your chosen field; it is even more important that, by
+the use of your _imagination_ you relate these facts to _practical ways
+of turning them to account_ for your benefit. In order to derive the
+maximum of benefit from your prospecting, you must make the _best use_
+of every item of knowledge you gain. Sometimes the mere _possession_ of
+particular knowledge will increase your chances to succeed. But almost
+invariably you can multiply the value of what you learn if you _prospect
+in your own mind for ideas_ about putting the facts to the most
+profitable use.
+
+Do not forget that the primary object of true salesmanship is service to
+the other fellow. Therefore _prospect your own thoughts with the purpose
+of making what you know especially valuable to some one else_, your
+intended employer for instance. In every step of the selling process you
+should think first of how you can serve your prospect with something
+that he lacks and needs.
+
+[Sidenote: Prospect Needs]
+
+Surprisingly few young men who go into business prospect their fields of
+opportunity to learn what is most wanted there. The great majority take
+up special professions or enter selected industries just because _they_
+wish to do chosen things. The master salesman, however, _adapts himself
+to the circumstances and requirements of his customers_, even at the
+sacrifice of his personal inclinations. He could not succeed if he sold
+only what he wanted to sell, or if he confined his salesmanship efforts
+to a limited number of buyers because he liked them and disliked others.
+In order to assure your success, _you must learn to like to do what is
+most needed to be done, and learn to like to serve whoever lacks what
+you can supply_. Therefore prospect your fields of opportunity to learn
+what capabilities are principally needed. If you would make your success
+as easy as possible, look about you first to determine the demand for
+such services as you are able to render.
+
+[Sidenote: Sometimes Go The Round-About Way]
+
+Perhaps your prospecting will indicate that it is advisable for you to
+go a round-about way to your goal of ambition; because the direct route
+is beset with great difficulties. A young doctor wished to specialize in
+bacteriology. He realized that it would take the savings of a great many
+years of general medical practice to equip a complete laboratory of his
+own. Accordingly he discontinued the practice of his profession; though
+he went on with his studies. He engaged in business for five years. Thus
+in a comparatively short time he earned the money he needed to enable
+him to devote the rest of his life to bacteriological research.
+
+[Sidenote: Racial Characteristics]
+
+Different territories or fields of opportunity have _various
+characters_, like different people. It is important to study especially
+the racial types you are likely to encounter. Many a man has attained
+success by accumulating discriminative knowledge regarding the national
+peculiarities of the Latin peoples, Slavs, Teutons, Anglo-Saxons,
+Magyars, etc.
+
+The Italian has strong likes and dislikes in colors and patterns of
+goods. To be a good salesman in dealing with him, you should know his
+preferences and prejudices. If you learn what colors and patterns are
+most favored in the "Little Italy" of your city, you may be able to
+employ this bit of knowledge to help you very much in influencing your
+fellow-residents of Italian descent.
+
+You are aware of the effect produced on the majority of Irishmen by the
+color green. But take care to learn whether the Irishmen whose political
+help you would like to win are from the South or the North of the
+Emerald Isle. They may be Orangemen, and you might "queer" your
+prospects by going among them wearing a green necktie.
+
+_Learn your facts with discrimination; then use them restrictively in
+the circumstances where they will be most effective in promoting your
+success._
+
+[Sidenote: Temporary Conditions]
+
+Prospect to learn not only permanent conditions in your field of
+opportunity, but also any _temporary_ conditions that might affect your
+chances to succeed. Mental and emotional "waves" sweep over the country
+and over local communities at times. Billy Sunday's revivals in various
+great cities brought success opportunities to particular businesses,
+but had injurious effects on others. You should take such factors into
+account when studying your prospects.
+
+The manufacturers of that successful innovation, the "Service Flag,"
+took advantage of the sudden demand for such an emblem. When war came,
+they saw into the future and perceived a new lack. But the need for
+Service Flags was temporary. Before the war ended they were displayed
+everywhere. To-day none are seen.
+
+Now there has come into existence The American Legion, which seems
+certain to be a great political and social power in the United States
+for generations, as was the G.A.R. after the civil war. Any man who
+hopes for political success in the course of the next thirty or forty
+years must prospect the thoughts and feelings of the veterans of
+1917-18.
+
+[Sidenote: Analyze Individuals]
+
+You will have _specific_ as well as general prospects. Hence it is
+essential that you supplement your study of conditions with the
+_analysis of individuals_. Study men with the greatest care, especially
+the one man or group of men upon whom you want to impress ideas of your
+capabilities. Learn all you can regarding the personal characteristics
+of the individual to whom you hope to sell your services or "goods."
+Your knowledge of his traits and peculiarities, your familiarity with
+his life purposes and hobbies, may assure you a chance to succeed with
+him that otherwise you could not get. A friend of mine is the president
+of a big ice company, but he is not so much interested in cooling
+people's food as in warming their hearts with his genuine brotherhood
+for all men. There isn't much prospect for anybody to sell him "a cold
+business proposition," even though he is a dealer in ice.
+
+[Sidenote: Hobbies]
+
+Do not, however, make a "hobby of hobbies." Only the _big_ hobbies of
+your man are worth especial study. Never harp on any of his little
+idiosyncracies. He may be sensitive about being eccentric. It is bad
+salesmanship to _pretend_ an interest in another person's whims. You
+cannot use his hobbies to help your prospects _unless you share his
+feelings_ to a considerable degree. My friend who believes and practices
+the doctrine that all men are brothers would be sure to detect quickly a
+false humanitarian bent on a selfish purpose to exploit his hobby.
+
+As already has been emphasized, the object of the good salesman when
+prospecting is to discover the lacks of men who might benefit from the
+things he has to sell. If you are looking for your prospects with that
+_service_ purpose, you have taken a long preparatory step in the process
+of selling your qualifications. Find the employer who _needs_ your best
+ability, and your success will be assured the moment you get into his
+mind the true idea that you are the man he has been looking for.
+
+[Sidenote: Prospect Lacks]
+
+Undoubtedly you know men to whom success has come because they made
+other men realize they fitted into particular needs. A young
+acquaintance of mine foresaw that a manufacturer would want an assistant
+within a year or two; though the executive himself was unaware that he
+was developing such a need. My acquaintance got a minor job under him in
+order to make a good impression in advance. Long before the head of the
+business realized that he was breaking in a confidential assistant, the
+young man had qualified for the position he had perceived in prospect.
+
+Your chosen employer may not know of the lack that you have prospected
+in his business. He may not have the least idea that he wants you.
+Prospecting his needs is part of _your_ job as a salesman of yourself.
+
+An expert accountant sold himself into a fine position as the auditor of
+a great corporation by anticipating that the Company would need to have
+its system of book-keeping revolutionized in order to prepare for the
+Federal income tax. He prospected what was coming to that business; then
+sold the president comprehension that he lacked an expert accountant he
+was going to need badly before long.
+
+One of my own experiences as an accountant illustrates the value of
+specific prospecting. When I was studying accountancy, I bought every
+authoritative publication on the subject. For one set of forty books I
+had to send to London. Each volume related to the peculiar accounts,
+terms, etc. of one business. There was a book on brewery accounting,
+another on commission house accounting, and so on through the list of
+forty businesses. To each volume I afterward owed at least one client.
+For instance, I got a commission to make a cost survey for a tobacco
+company, largely because I was able to convince the president that I
+knew a good deal about the tobacco business. I talked intelligently to
+him regarding the processes of his industry.
+
+[Sidenote: Reasons Behind Habits]
+
+When you prospect an individual's personal qualities, traits, or
+hobbies, do not stop after learning the facts. Study out the _reasons
+behind_ habits and opinions. It may help you only a little to know that
+your intended employer is a Republican or a Democrat; that he is
+conservative or radical in his social opinions. But your chances of
+success in dealing with him will be greatly increased if you know
+exactly _why_ he belongs to one or the other political party, and the
+_reason_ he is a "stand-patter" or a "progressive." Use knowledge of
+why's and wherefore's with the skill of a salesman bent on securing an
+order from a prospective buyer. But be sure you get the _fundamental
+facts_, for often "appearances are deceiving."
+
+[Sidenote: Your Personal Responsibility]
+
+When you look for prospects in your selected field of
+service-opportunities recognize your _personal responsibility_ for the
+successful development of the chances you find. Before you begin
+prospecting, realize that _what you make of your opportunities is solely
+up to you_. Assume all the responsibility for your own success; then you
+will have no excuse to blame any one else if you fail. Should things not
+go as you wish, say "It's my own fault," and feel that way. _The true
+salesman never apologizes to himself._ So if you have not found your
+prospects, or if you have not made the best use of the chances you have
+discovered, kick at the man who is responsible. Don't get sore on the
+world at large.
+
+[Sidenote: Follow-ups]
+
+Perhaps what has been said thus far has over-emphasized the process of
+prospecting for the _first_ chance to succeed. Maybe it suggests to you
+that if one can get an opening, the hardest part of the effort to assure
+success will have been accomplished. But a successful career in
+salesmanship is not built on single orders closed. The master salesman
+keeps on selling the same buyer and develops him into a steady customer.
+He continues all the while to prospect the needs of that buyer, just as
+thoroughly as if he were planning his first approach.
+
+_Your initial success should be completed by after-service._ In order to
+continue progressing toward your goal, you must "deliver the goods"
+right along. You cannot keep your success growing unless you prospect
+unremittingly for more and better opportunities to render service. Give
+satisfaction in larger amount and improved quality from month to month,
+and year after year. If you would continue to succeed, look ahead always
+for more prospects and _seek in each of them new chances to broaden your
+usefulness_.
+
+[Sidenote: The Art of Prospecting]
+
+If you prospect _skillfully_ (with art), your chances to find what you
+seek will be remarkably increased. So look for your prospects
+_cheerily_. Be _frank_ and _expressive_ in your quest. Show your
+_sympathetic_ side, and thus appeal to the _kinder_ tendencies of other
+people. The best way to avoid the world's coldness is by _warming_
+everybody you meet with your own cordiality. Be _courteous_. Especially
+cultivate the art of talking _with_ people instead of _at_ them. Use
+_tact_ and _judgment_ in dealing with your prospects.
+
+Thousands of men are shut away from the open minds and hearts of others
+by doors of concealment and reserve. You need to open such doors. You
+can do it only by frankness on your own part, which will induce people
+to feel like telling you their secrets. Frank expression of your
+opinion, provided it has a sound foundation, will often draw out the
+hidden opinions of others and reveal to you prospects that you might
+never discover unaided. Do not, however, be dogmatic or arbitrary in
+saying what you think. Speak your beliefs casually. Then you will not
+discourage those honest differences of opinion that enlighten one's own
+ideas.
+
+Rid your face of sharpness if you would be a good prospector for your
+best chances to succeed. Avoid "the cutting edge" in your voice and
+manner when you make inquiries about opportunities you seek. You are
+likely to be most effective in prospecting if you _cultivate an easy
+attitude of friendliness_. The master salesman does not set his jaw when
+prospecting. He uses curved, instead of straight line gestures to
+supplement his words. He suggests a "ball-bearing" disposition, not
+"corners."
+
+[Sidenote: Sympathetic Attitude]
+
+Be a good mixer when looking for your prospects. Learn the art of
+_companionship_. The first essential is fellow feeling. Therefore do not
+go about with a chip on your shoulder, but with your face a-smile and
+your palms open to offer and to receive hand-clasps. Sympathize with the
+ambitions of other men, with their hopes and dreams. Remember that each
+part of every work of man, however substantial and enduring it now may
+be, was once no more than a figment of the imagination of some one's
+mind. So do not be altogether "practical" when prospecting. It is a
+mistake to neglect to prospect visions.
+
+[Sidenote: Have a Leader]
+
+When the master salesman prospects, he uses very effectively a "leader"
+idea. You know how aggressive stores advertise leaders that draw trade
+in other things. Your prospecting of your various capabilities should
+enable you to decide which of your qualifications will make the most
+effective leader in the case of a certain employer. Do not expect him to
+perceive _all_ your merits immediately. Concentrate his attention and
+interest on _one or two elements_ of your fitness to fill his especial
+needs. Prospect to make sure which of your possible leaders would be
+most likely to influence him in your favor. Then _use these selected
+elements of your character very prominently_ to open the door of your
+initial chance. Countless successes have been founded on well chosen
+leaders.
+
+A little bake shop in Chicago competes successfully to-day with a great
+chain-store company that has an immense establishment directly across
+the street. The shop sells as its leaders home-made English tarts that
+no chain-store could supply. These draw buyers for groceries and other
+goods the chain-store sells much cheaper, but which the purchasers of
+tarts order with their pastry rather than cross the street and divide
+their marketing.
+
+[Sidenote: Summary]
+
+Now let us summarize "Your Prospects." They are not far away nor far
+ahead in time. They are in your own hands right now. You _cannot fail_
+in life if you recognize and use most effectively all the opportunities
+available to you at present. You suffer from no lack of chances to
+succeed. You only need to open your physical eyes and the eyes of your
+mind to _see_ fine prospects every day. Then if you _imaginatively
+relate your abilities to what you perceive, and plan how you can fit
+yourself into a chosen place of real service_, you will have begun the
+selling process successfully. At the outset of your career it is
+possible for you to reduce difficult obstacles to temporary set-backs
+that you can get around or overcome.
+
+[Sidenote: Success A Matter Of Fractions]
+
+There is only a narrow margin of difference between success and failure.
+_Success is a matter of fractions and decimals, not of big units_. A few
+thousand American soldiers and marines turned the tide of German victory
+at Chateau Thierry. "It is the last straw that breaks the camel's back."
+
+If you _begin_ the selling process by the finest prospecting, and _keep
+on_ with equal effectiveness throughout all the following steps of
+salesmanship, you will gain so many more chances than you otherwise
+could get that _your success in the end will be assured_. The master
+salesman works with _certainty_ that he will secure his quota of orders.
+He knows in advance that he will succeed; _because he knows sure ways to
+sell_.
+
+Good prospecting is just a natural process, intelligently comprehended.
+It is neither mysterious nor hard. It is one of the preliminary,
+understandable ways to make success not only _sure_, but _easy_ to
+attain.
+
+
+
+
+CHAPTER VI
+
+_Gaining Your Chance_
+
+
+[Sidenote: Getting Inside The Door]
+
+We will assume that you have qualified yourself to succeed; that you
+have developed your best capabilities in knowledge, in manhood, and in
+sales skill; that you have completed the general preparation necessary
+to assure your success in marketing your particular qualifications; and
+that you also have learned how to find and to make the most of your
+prospects. After these preliminaries you are ready to take the next step
+in the selling process, and to begin putting your capabilities, and what
+you have learned from preparation and prospecting, to _specific use in
+actual selling_.
+
+In order to succeed, you must not only be _qualified_ for some
+_particular_ service work, but you also need _chances to demonstrate_
+your capabilities and preparedness for effective service. If you stand
+all your life in complete readiness for success but outside the door of
+opportunity, you will be a failure despite your exceptional
+qualifications and preparations for handling chances to succeed. _It is
+necessary that you get inside the door._ We will study now the _sure_
+ways and means of entrance.
+
+[Sidenote: The Salesman's Advantage Over the Buyer]
+
+One great advantage the skillful salesman has over even the best buyer
+is that he can _plan_ completely _what_ he will do and _how_ he will do
+it to accomplish his selling purpose. The prospect is unable to
+anticipate who will call upon him next; so it is impossible for him to
+avoid being taken _unawares_ by each salesman. He can make only general
+and hasty preparations at the moment to deal with the particular
+individual who comes intent on securing his order.
+
+The good salesman, however, works out in advance the most effective ways
+and means to present his proposition. Each move in the process of
+selling his ideas to a prospect is carefully studied and practiced
+beforehand. The effects of different words and tones and acts are
+exactly weighed. When the thoroughly prepared salesman calls on a
+possible buyer, he has in mind a flexible program of procedure with
+which he is perfectly familiar and which he can adapt skillfully to
+various conditions that his imagination has enabled him to anticipate.
+Hence the master salesman usually is able to _control the situation_, no
+matter how shrewd the prospect may be; because the salesman's chance to
+plan assures him a great advantage over the unprepared or incompletely
+prepared other party to the sale.
+
+[Sidenote: Dominate The Interview with Confidence]
+
+If you would likewise "dominate" the man to whom you want to sell your
+capabilities, prepare "plans of approach" to his interest before calling
+on him; in order to make sure of presenting your qualifications most
+strongly. He can oppose your salesmanship with but comparatively weak
+resistance; because _he has had no such opportunity as you to get all
+ready for this interview_. The skillful salesman is confident that he
+can control the selling process he begins. When you seek a selected
+chance for the success you desire, you should feel similar assurance of
+ability to sell your services. You will possess this feeling if you
+prepare your "plan of approach" as the master salesman gets ready for
+his interview with a prospective buyer.
+
+[Sidenote: The Two Entrances]
+
+You have to make two distinct "entrances" in order to gain your desired
+chance to succeed. You need to get _yourself_ into the _presence_ of the
+employer you have selected. Then it is essential that you get the _true
+idea_ of your capabilities and preparedness into his _mind_. Your
+"approach" to his attention and interest, therefore, involves a _double_
+process. It is important that you plan intelligently the most skillful
+ways and means of making the _two_ entrances; through the _physical_ and
+the _mental_ closed doors that now shut you out from the opportunities
+you have prospected and desire to gain.
+
+No master salesman would call on an important prospect before planning
+in his own mind how to take the successive steps of the interview
+expected. Nor would a master salesman neglect to think out in advance
+several specific methods of getting past any physical barriers he might
+encounter between the outer door of the general office and the inner
+sanctum of the man he must meet face to face in order to close a sale.
+
+[Sidenote: Ordinary Way Of Getting Job]
+
+But when the _unskilled_ salesman of his own capabilities seeks a
+situation, he usually neglects to make careful, detailed plans to reach
+his prospect in the most effective way. He does not prepare to create
+the particular impressions that would be most apt to assure him the
+attention and interest of the employer upon whom he calls. Nearly always
+when a man out of a job answers an advertisement or follows up a clue to
+a possible opening for his services, he thinks the most important thing
+is to "get there first." The only advantage he hopes to gain over other
+applicants is a position at the head of the line.
+
+Have you ever stopped to analyze the mental attitude of an employer
+toward the half dozen, dozen, or score of men who answer his
+advertisement for the services of one man? He thinks, "Here are a lot of
+fellows out of jobs. Probably most of them are no good, or they wouldn't
+be out of jobs. They are competing for this place. Each sees there are
+plenty of others who will be glad to have it. Therefore it is likely
+that I can get a man without paying him much to start with, and he
+probably won't be very independent for a while after I hire him. I'll
+take my pick of the lot, and keep the names and addresses of two or
+three others in case he doesn't make good."
+
+[Sidenote: Shearing The Sheep]
+
+Then the employer calls in the applicants as if they were so many sheep
+to be sheared by sharp cross-examination. Practically every candidate
+enters the private office with a considerable degree of sheepishness in
+his feelings, whether he tries to appear at ease or not. The employer
+first eyes him in keen appraisal. He then proceeds briskly to clip off
+facts about him. The man sitting behind the desk absolutely dominates
+the situation. He finishes his questioning, and disposes of the
+applicant as he pleases.
+
+What chance to gain the desired opportunity for service does each
+candidate have in such an uncontrolled process of getting a job? He has
+one-sixth, or one-twelfth, or one-twentieth of a chance for success;
+according to whether there are six or a dozen or a score of applicants.
+Also, practically without exception, men who come seeking a position and
+find that it has been filled make no further efforts to secure the
+opportunity for which they have applied; though the successful candidate
+may not make good and the position may soon be vacant again. Your own
+experience and observation have made familiar to you this common way of
+looking for jobs. You know that in such cases the employer has all the
+advantage. Certainly the applicants who try to gain a chance to work by
+this method use no _salesmanship_ at all.
+
+[Sidenote: The Salesman's Method]
+
+How would a "salesman" candidate for such a situation proceed? First, he
+would avoid the mistake of presenting himself as _merely one of a crowd_
+of competing applicants. He would _make his particular personality stand
+out_. Before calling, he would do some prospecting to discover just what
+capabilities were needed to fill the position advertised. Then he would
+plan different ways of tackling the prospective employer. When all
+ready, but not before, he would go to the address.
+
+If he should find a crowd there, he would not merge with it. He would
+avoid stating his business immediately in the outer office, rather than
+identify himself with the other candidates waiting. He would have a plan
+to get an interview later, after the dispersal of the crowd. If he
+should be told then that the position had been filled, he would go right
+ahead with his selling program regardless of the rebuff. He would
+proceed to sell the boss the idea that _he_ was an especially well
+fitted man for the job. He would assume that no one else could give such
+satisfaction.
+
+Nevertheless the employer might feel that he had no place open for the
+latest candidate. In this event the applicant would demonstrate with
+salesmanship that he was the sort of person it is worth while for any
+business man to keep track of. Such a real "salesman" of his own
+capabilities, if put off for the time being, would be reasonably sure to
+get his desired chance the next time that employer might require such
+services as he could supply.
+
+[Sidenote: A Salesman Cost Clerk]
+
+A young acquaintance of mine wanted to secure a chance in the office of
+a prominent manufacturing corporation, under a certain executive whom he
+regarded as the most capable business man in the city. The company had
+advertised for a minor clerk in the cost department, which was managed
+by the particular executive. My acquaintance called, and found seven
+other applicants waiting in the general office. He did not join them,
+but sent in his card to the busy head of the cost department with the
+penciled request, "May I see you for twenty seconds in order to make a
+personal inquiry?" He was promptly admitted to the private office, and
+then stated his purpose in calling. He was careful to be extremely
+brief.
+
+"My name is James A. Ward. I believe, Mr. Blank, I am the man you want
+for the clerkship in your cost section. In order to save your time, may
+I have permission to make some inquiries of the chief clerk in that
+department, to learn just what qualifications are required and what the
+work is? Then when you talk with me, it will be unnecessary for you to
+explain details."
+
+[Sidenote: Securing A Stand-in]
+
+Taken unawares, the executive was not prepared to refuse the courteous
+request. Moreover, he was impressed with the distinctive attitude of the
+young man. He instructed that the candidate be taken to the cost
+department. There my acquaintance made an excellent impression on the
+cost accountant and several clerks. Thus in advance of any other
+applicant he secured a "stand-in" with a number of persons who might
+influence the judgment of their chief in selecting a new man. When he
+had learned the nature of the work to be done, Ward did not make the
+mistake of thrusting himself again into the sanctum. Instead, he wrote a
+note to the executive on whom he had called first.
+
+     "Dear Mr. Blank:
+
+     I know now exactly what the job in the cost department is, and that
+     I can fill it. But I should like to think over the best ways to
+     give you complete satisfaction, before talking with you about it.
+     Please telephone to me at Main 4683 when it will be convenient for
+     you to see me.
+
+               Respectfully,
+
+                           James A. Ward."
+
+The young man sent his note into the private office and left at once.
+There now were nine applicants on the anxious seat in the reception
+room. Ward did not wish to be asked to wait his turn. He felt sure the
+executive would inquire of the costs manager about him, and he got away
+from the office quickly so that there would be an opportunity for his
+chosen prospective employer to receive the full effect of the good
+impression made in the cost department.
+
+[Sidenote: Giving Opportunity A Chance to Catch Up]
+
+My acquaintance was not at all worried lest some other candidate be
+chosen in his absence. The measures of salesmanship he had taken made it
+practically certain that the executive would not employ any one else
+before talking to him. Ward went to his room and waited for the
+telephone call he was sure would come. While he sat expecting it, he
+used the time to think out the best ways to approach the big man with
+whom he wanted to work.
+
+The salesman candidate was summoned in about an hour. None of the
+applicants ahead of him had come prepared with any definite plans.
+Therefore my acquaintance, who knew in advance just what the conditions
+were and who had decided exactly how he would present his particular
+capabilities, found it easy to secure the chance he desired. He is
+earning a salary of four thousand dollars a year now, and is on his way
+up to a five-or-six-figure job. He will get there, "as sure as
+shooting." A salesman like that cannot be kept down.
+
+[Sidenote: Turning Failure Into Success]
+
+I asked Ward one day what he would have done if the telephone call he
+expected had not come. He replied that he would have gone to see the
+executive next morning anyhow, and that he had planned carefully how he
+would approach him.
+
+"I'd have sent in a note that I was ready to report some ideas I had
+worked out regarding his cost-keeping as a result of the thinking I had
+done since learning his system. He wouldn't have refused to see me, even
+if he had hired some one else meanwhile. Then I'd have told him the very
+things that got me the job. They would have assured me a chance in his
+office, whether he had a place for me right then or not," Ward asserted
+positively. "If that plan of mine hadn't succeeded," he amended, "I'd
+have known he wasn't the kind of man I wanted to work for, after all.
+But it turned out exactly as I knew it would," my friend ended with a
+grin.
+
+Can you imagine a man of such sales ability failing to get a chance
+almost anywhere? Yet Ward did only what any one, with a little
+forethought, might have done in the circumstances. Analyze the selling
+process he used, and you will perceive that there was nothing marvelous
+about it--it was all perfectly natural. Is there any good reason why
+_you_ cannot employ similar methods to gain the chance you want?
+
+[Sidenote: Service Purpose is Essence of Salesmanship]
+
+Let us dig into what Ward did, and find the "essence" of his
+salesmanship in the ways and means he employed to assure his two
+"entrances," to the presence and into the mind of the executive. _He was
+successful principally because he made the impression that he had come
+with a purpose of rendering real service to the other man._ His plan of
+approach assured him the opportunity he wanted because it was designed
+to serve the head of the department in his need for particular
+capabilities. _Very rarely will any one refuse a needed service._ So,
+coming with a purpose of service, Ward made certain in advance that he
+would be welcomed to his opportunity. The essence of a successful plan
+of approach to the mind of any prospect is _a carefully thought-out idea
+of how to supply him with exactly what he lacks_.
+
+Just as the service purpose well planned is the key to the door of a
+man's _mind_; so is it the "Open Sesame" to his _presence_. Plan how to
+bring to the attention of a prospect your real service motive in coming
+to him, and how at the same time you can indicate to him your
+capabilities; then you will be as sure as was my ingenious acquaintance
+that no office door will long remain closed to you. _You only need to
+use the processes of the master salesman to gain any chance you want._
+You will succeed almost always in your immediate object; and if you are
+unsuccessful in your first or second sales attempt you will be
+absolutely certain to get some other good opportunity very soon.
+
+[Sidenote: Make a "Vacancy" For Yourself]
+
+It is not necessary to wait until the employer for whom you have chosen
+to work advertises a job. You should plan ways and means of gaining an
+entrance into his business organization, regardless of any "vacancy" he
+may have in mind. Plan exactly how you can serve him. Prospect for a
+need that he may not realize himself. Afterward work out a particular
+method of showing him clearly _what he lacks_, and that _you are the
+man_ to fill the vacancy you yourself have discovered and revealed to
+him.
+
+An elderly man who was down on his luck and who, on account of his grey
+hair, had been unable to get various kinds of work he had sought,
+devised a novel plan of approach that gained him a coveted chance in a
+big department store. He came to the main office and reached the sales
+manager without difficulty by appearing to be just a customer of the
+store. Then he whisked from under his coat a pasteboard sign on which he
+had printed, PORTER WANTED--TO KEEP SIDEWALK CLEAN.
+
+"I'm after that job, sir," he explained his presence.
+
+The sales manager waved the old man away.
+
+"You're in the wrong place," he said curtly. "Employment office is on
+the top floor."
+
+"I made the sign myself," the applicant declared, standing his ground.
+"The employment manager--you--no one in this store has realized, I
+think, how filthy your sidewalk is. If you will come down with me and
+look at it, I'm sure you will want to have it cleaned and will instruct
+that I be given the chance. It is hurting your sales, as it is now. Kept
+clean, as I would keep it, it would be a fine advertisement of the
+store's policies, and would help sales."
+
+The old man's plan of entrance gained him his initial opportunity. He
+swept the sidewalk only two weeks. Then the sales manager made a place
+for him behind a counter, where he is serving customers with
+satisfaction to-day.
+
+[Sidenote: Distinguishing Characteristic Of Masterly Salesmanship]
+
+You will recall that in a previous chapter the _ability to discriminate_
+was stated as the _distinguishing characteristic_ of masterly
+salesmanship. The ability to perceive differences, and skill in
+emphasizing them, will _assure_ success in selling either ideas or
+goods.
+
+The discriminative-restrictive study of anything is certain to give one
+a much clearer and more definite understanding of it than could be
+secured by a study of its likeness to something else. If, when
+describing two people, you _compare_ their points of _resemblance_, you
+do not paint a clear picture of either. But if you _restrict_ your
+comments to the _differences_ in their features, you will portray a
+pretty definite mental image of each.
+
+[Sidenote: "Different" Ways Win]
+
+You have been given several examples of ways and means to gain an
+entrance into the presence and into the mind of an employer. You will
+note that each applicant _restricted_ his plans of approach to
+methods that were entirely _different_ from those ordinarily used
+in getting a job. The purpose of the salesman in every case was to
+bring out the difference between him and competing candidates for the
+situation. The selling processes described were successful because
+_discriminative-restrictive principles of skill were employed to bring
+to the attention and interest of the prospect the service capabilities
+of the one applicant, in distinction from all others_.
+
+When you plan to gain the chance you most want, you can assure yourself
+of success if you will work out in your own mind how to do _something
+effective that is different_ from the methods commonly used in attempts
+to gain opportunities, and that will impress your _real service purpose_
+in applying for your chance.
+
+First think out clearly _what the other man needs_. Distinguish exactly
+in your thoughts between what is _lacking_ in his organization, and what
+he _already has_. Then when planning to gain an entrance to the presence
+and the mind of your prospect, restrict your thoughts to ways and means
+of indicating and suggesting that _you know precisely what service is
+wanted_. Prepare to show him that you don't have merely a vague,
+indefinite idea of a job _like_ other jobs. Plan to indicate that you
+are not just about the _same_ as ordinary men who apply for positions.
+Be ready to make the first impression that you are _a particular man
+with individual ideas and distinctive capability_. If you can prove
+that, you will be certain to gain your chance through good salesmanship
+of the true idea of your qualifications.
+
+[Sidenote: Plan Approach To Fit the Particular Man]
+
+When planning his approach, the master salesman combines his earlier
+work of preparation and his prospecting. He re-organizes in his mind all
+the information he previously has gained for his own benefit. Now he
+reviews his knowledge _from the standpoint of the prospect_. He plans to
+use what he has learned in the ways that seem to him most likely to fit
+the mentality, impulses, feelings, conditions, and real needs of the man
+he wants to influence to accept his proposition.
+
+Having thus planned to _fit his knowledge to an individual prospect_,
+the skillful salesman arranges constructively in his own mind
+_particular, definite points of contact_ with the mind of this one other
+man. He plans restrictively. That is, he works out only the approach
+ideas that are likely to fit the characteristics of the certain man on
+whom he intends to call. He also discards ways and means that are not
+_especially adapted_ to this prospect.
+
+[Sidenote: Different Effects on Different People]
+
+Of course the master salesman purposes to make the best possible
+impression always; but he recognizes that words, tones, and actions
+which would create a favorable impression on one prospect might make an
+opposite impression on another. For instance, a jolly manner and
+expression help in gaining an entrance to the friendly consideration of
+a good-natured man, but would be likely to affect a cynical dyspeptic
+disagreeably.
+
+The intelligence and skill used by the master professional salesman of
+goods in planning ways and means to gain his sales chances, can be used
+in the same way just as effectively by _you_ when planning _your_
+approach to the presence and mind of any one related to your
+opportunities for success. Before you apply for the job you want, or
+before you present your qualifications for promotion or an increased
+salary, _make in advance a discriminative selection of ideas that will
+be likely to prove most effective in accomplishing your purpose_ with
+your employer prospect. Then, when you interview him, _restrict_ your
+presentation of your case to these discriminatively selected strong
+points of your particular capability.
+
+[Sidenote: Contrast Selfish and Service Purposes]
+
+You should suggest contrasts between yourself and ordinary job seekers
+or employees. When you present your qualifications for a promotion or
+for a raise, you will be _sure_ of succeeding if you are able to get
+across to your employer's mind the true idea that your services in the
+future may be _different and deserving of more reward_ than the services
+for which you have previously been paid.
+
+When an employee asks for more money because other men are being paid
+higher wages in the same office, or because he has prospects of better
+pay elsewhere, or even because of increased costs of living, he makes an
+_unfavorable_ impression on the man from whom he requests a raise. His
+purpose in presenting his claims is evidently selfish. He appears to be
+looking out only for Number One, and the employer naturally looks out
+for _his_ Number One when responding. By using methods that suggest a
+wholly selfish purpose, the applicant decreases his chances of gaining
+what he desires. Yet most employees ask for raises in just this way.
+
+[Sidenote: The Quid Pro Quo]
+
+Contrast the impression made when an employee approaches the boss with a
+carefully planned demonstration of his _capability for increased
+service_, as the basis of a proposal that he be promoted or given a
+higher salary. He comes into "the old man's" office with an attitude
+that produces a _favorable_ impression. When he explains exactly what he
+is doing, or can do if permitted, that is deserving of more reward than
+he has been receiving, he presents the idea of a "quid pro quo" to his
+"prospect," just as the salesman of goods presents the idea of _value_
+in fair exchange for _price_.
+
+If the service now being rendered by the employee, or the new service he
+wishes permission to render, is really worth more money to the employer,
+the applicant for a raise is practically certain to get it, provided he
+has chosen a fair boss. And, of course, a good salesman of himself does
+not go to work in the first place until he has prospected the squareness
+and fair-mindedness of the employer.
+
+[Sidenote: The Saleswoman Secretary]
+
+A young woman was employed in a secretarial capacity shortly before the
+world war began. In the course of the next two years her salary was
+voluntarily doubled by her employer. But her necessary expenses
+increased in proportion; so she was able to save no more money (in
+purchasing power) than it would have been possible for her to put in the
+bank if there had been no increase either in her earnings or in the cost
+of living. That is, if the war had not happened, and she had continued
+at work for two years without any raise at all, she would have been
+practically as well off at the end of that time as she actually found
+herself with her doubled pay.
+
+As the months of her employment passed, she had made herself
+progressively much more valuable to her employer. She was rendering
+him now a very large amount of high-grade service. But in effect she
+was being paid no more money than when she was engaged. The young
+woman knew her employer intended to be fair with her. Undoubtedly he
+felt he had treated her well by voluntarily doubling her salary in two
+years. If she had gone to him and had asked for more pay in the manner
+of the ordinary applicant for a raise; if she had stated her request
+without skillfully showing the difference between actual conditions and
+his misconception of the facts; she likely would have made an unfavorable
+impression. But she was a good saleswoman of her ideas. She made a
+discriminative-restrictive plan of approach to gain her object, and used
+first-class selling skill to get into her employer's mind a true
+conception of her worth to him.
+
+[Sidenote: Opening the Boss's Eyes]
+
+She compiled from her budget the exact amount of increased living costs.
+The comparative figures of two years showed that her necessary expenses
+were approximately double what they had been before the war. Then she
+used the percentage ratio to demonstrate in neat typewriting that
+approximately all of her salary increases had gone to some one else, and
+had not remained in her hands. On another sheet she typed a summary of
+the most important business responsibilities she carried for her
+employer at present, but which she had not been qualified nor trusted to
+bear when she was first engaged. The secretary brought the two exhibits
+to the desk of the business man, laid them before him with brief
+explanations of what they represented, and concluded with a simple
+personal statement which she worded most carefully.
+
+[Sidenote: The Approach That Commands Respect]
+
+"Mr. Blank, I know you mean to be perfectly square with me. So I want
+you to realize what has been the actual purchasing power of the salary I
+have received, and what I have done with it. This percentage slip shows
+that my additional pay was all used for additional expenses. I have been
+unable to increase my savings. I really have been paid only for the same
+kind of services I was able to render when you employed me. Now I know
+how to do all these additional things." She pointed to the list typed on
+the second sheet of paper. "In effect, I haven't been paid anything for
+them, you see. I am sure you have not appreciated the difference between
+the increased service I have rendered, and the buying power of the
+raises you have meant to give me but which have all gone to some one
+else. Please study these lists. I believe you will feel that I am
+earning a larger salary and really am worth more to you than two years
+ago."
+
+Her "different" approach gained the secretary not only an immediate
+increase of fifty per cent in her salary; but five hundred dollars back
+pay that her fair-minded employer was convinced she should have
+received.
+
+Such an approach commands the respect of the prospect. It is the
+approach of an equal, not of an inferior. _So greatly does it reduce the
+chances of failure that the salesman is practically certain to succeed
+in his purpose._
+
+[Sidenote: Initiative Is Yours]
+
+Recognize that the _initiative_ in gaining your chance should be in your
+own hands. Do not wait for any opportunity to come to you. "Go to it."
+Go prepared to control the situation you have planned to create, but be
+ready also to meet _unexpected possibilities_. The object of the master
+salesman in his preparation is not only to make the selling process
+_easy_, but also to meet any _difficulties_ he can foresee that may
+arise to block him. He is ready to take full advantage of favorable
+conditions he has planned to meet, and is equally ready for turn-downs.
+If you use the discriminative-restrictive method to gain admission to
+the presence and into the mind of your prospect, it is altogether
+unlikely that you will be denied the chance you seek. Nevertheless _go
+loaded for refusals_. Be ready with the quick come-back to every
+turn-down you can imagine.
+
+A clerk in a real estate office wanted an opportunity to prove that he
+was capable of selling. Times were very hard, and the firm had flatly
+announced that it would not promote anybody or grant any raises. But
+this clerk, who had made up his mind to secure a salesman's job,
+carefully prepared a plan of approach before he went to the president's
+office. His ostensible purpose was to get a raise; so he had worked out
+an ingenious reply to every objection he could imagine his employer
+might make to paying him more money. But he really wanted a different
+job, not just a larger salary.
+
+[Sidenote: Come-backs To Turn Downs]
+
+He tackled the "old man" at a selected time when he knew the president
+would not be busy. One after another, in quick succession, he came back
+at every reason given for turning him down on his application for
+additional pay. Finally the cornered employer stated frankly that the
+clerk was entitled to a raise, but as frankly said it could not be
+granted because of general business conditions. The applicant, having
+gained his immediate object by proving his worth, then switched to the
+second part of his plan of approach.
+
+"I didn't expect more money for my clerical work, but haven't I proved
+to you by the way I handle turn-downs that I possess the qualifications
+of a salesman? It would be just as hard for a prospect to say 'No' to me
+as it has been for you. I don't want a raise. I want a chance at selling
+real estate. Give me a drawing account equal to my present salary, and
+I'll earn it in commissions. I'm going to make it hard for anybody to
+get away from me after I tackle him to buy a lot or a house."
+
+Of course the clerk got his chance.
+
+[Sidenote: Touch Tender Spots]
+
+Another important detail of good salesmanship in planning to approach
+opportunities to succeed, is _touching the tender spots of the
+subordinates_ in the office of the big man you want to reach. Also plan
+to touch tender spots in _him_. You can do it with a courteous bow, or
+with the tone of respect. Employ the _personal appeal_--that is, make
+_contact_ between _your personality_ and the personality of the _other
+party_ you desire to influence. There is no better way than by
+manifesting your _real friendliness_. One who comes as a friend is able
+to feel and to appear _at ease_. The bearing of perfect ease makes the
+excellent impression of _true equality in manhood_, and helps very
+greatly in gaining for one a chance to succeed.
+
+[Sidenote: Strength and Resourcefulness]
+
+Sometimes self-respect will require you to use very forceful methods to
+secure the opportunity you desire. A snippy clerk may refuse you
+admittance to the private office. The big man himself may send out word
+that he will not receive you, or perhaps he will attempt to dismiss you
+brusquely after you are granted an audience. So be prepared to manifest
+your _strength_, as well as your _resourcefulness_, should such _force_
+of personality be needed in any imaginable situation. If you have
+planned exactly how you will show your strength, you will make the
+impression when you manifest it actually that you are strong in fact,
+and not just a bluffer. Often you can prove your strength by looking
+another person fearlessly in the eye.
+
+[Sidenote: Four Essentials of Good Approach]
+
+It is evident from what has already been outlined that to make a
+successful approach one needs particular qualifications. There are four
+essentials: First, _mental alertness in perceiving_; Second, _good
+memory for retaining the impressions received_; Third, _constructive
+imagination_ in planning the approach; Fourth, _friendly courage_ in
+securing an audience and in making the actual approach to the mind of
+the other man.
+
+All your senses must be _wide awake_ if you are to _perceive every point
+of difference_ that can be used effectively to sell your particular
+ideas in contrast with ordinary ideas.
+
+It is necessary not only that you _see_ distinctions clearly, but that
+you be able to _remember them instantly_, when you need to use them in
+selling your ideas.
+
+You cannot make any certainly successful plan to deal with a future
+possible chance unless you _cultivate your power of imagination by
+working out in advance every conceivable situation that may be
+anticipated_.
+
+And all your other capabilities in gaining your chance will be of no
+avail if your purpose meets resistance; unless you are equipped
+beforehand with friendly courage, the _kind of real bravery that is
+likable_.
+
+[Sidenote: Genius]
+
+It is highly important to your success that you be able to make the
+impression that you are a person of _genius_. Genius, analyzed, is no
+more than the exceptional application of natural ability to doing work.
+Application demands complete attention. Attention leads to
+discrimination. Discrimination concentrates, of course, upon the
+recognition of differences. And differentiation depends principally upon
+sense training in alertness. Unless a sense is very keen, it cannot make
+distinctions sharply. _So we get back to the primary necessity of
+developing all your senses and of keeping them wide awake to perceive
+and act upon chances for success_.
+
+[Sidenote: Memory]
+
+Your discriminative power of perception will be well-nigh valueless to
+you, however, if you are unable to recall whenever needed, all the
+points of difference possible to utilize in your salesmanship. Therefore
+you should _train your memory_. We will not enlarge just now upon this
+factor of the process of making success certain; because in previous
+chapters and also in the companion book, "The Selling Process," the
+right methods of developing a good memory are indicated.
+
+[Sidenote: Constructive Imagination]
+
+The value of _constructive imagination_, not only in planning your
+entrance to the physical presence and into the mind of the prospect, but
+all through your salesmanship, cannot be over emphasized. If you are to
+gain your chance with another man, _you must be able to see imaginary
+future situations, through his eyes_. In advance of your interview it is
+necessary that you imagine yourself in his place when a caller like
+yourself is received.
+
+Some so-called "realists" condemn imagination. They say it is apt to
+make men visionary and unable to recognize and meet successfully the
+every-day problems of life. But the _big_ men of finance, industry, and
+politics have become pre-eminent because of the fertility and
+productiveness of their imaginations. What the "hard-headed" man
+condemns is not imagination, but _inability to use it constructively_.
+He deprecates imagination not carried into _action_. Constructive
+imagination, however, has always been man's greatest aid in making
+progress.
+
+[Sidenote: Four Ways to Re-construct Ideas]
+
+In order to develop your constructive imagination most effectively you
+must follow certain laws with regard to the re-adjustment of parts,
+qualities, or attributes of things you know. You can re-construct an
+idea; (1) by merely _enlarging_ an old mental image; or (2) by
+_diminishing_ the size of the previous image; or (3) by _separating_ a
+composite image into its parts; or (4) by imaging _each part as a
+whole_.
+
+Let us illustrate how these laws of constructive imagination might be
+applied effectively in planning the approach to a prospective employer.
+
+[Sidenote: Using Constructive Imagination]
+
+He perhaps has an idea that the possibilities of the job you want are
+limited. You should plan to _enlarge_ the picture of your possible
+service and to show that you could do more things than he is likely to
+expect of you.
+
+So you can _diminish_ his idea of the salary you want, by planning to
+show him that in proportion to the enlarged service you purpose to
+render, the pay you ask is not really big.
+
+In order to make him appreciate better just what your contemplated job
+means, you can _separate_ it into the different functions you will
+perform. The mere fact that the job has a great many parts will be
+effective in impressing him with the idea that it is worth more pay.
+
+Then you can take each part or function of your job and show it as a
+_whole_ opportunity. For instance, if you are a correspondent, you might
+demonstrate just how letters of different length could be spaced on the
+stationery to develop a uniformly artistic impression that would help to
+get more business by mail.
+
+All your imaginative powers can be made to work _together_ to accomplish
+the one certain result you desire. "Constructive imagination is always
+characterized by a definite purpose, which never is lost sight of until
+the image is complete."
+
+[Sidenote: Friendly Courage]
+
+Thousands of men have failed, after getting right up to the door of
+opportunity, because they had to turn away in order to screw up their
+_courage_. No one can hope to succeed if he lacks _the quality of
+bravery necessary to gain chances_.
+
+True bravery is not cockiness or swaggering. It is simply a _kindly
+self-confidence_ that makes no impression of a threat to others, and
+gives no suggestion that the man who has it feels there is the slightest
+reason for being afraid of anybody else.
+
+[Sidenote: No One To Fear]
+
+Really, if you have planned just how to approach each prospect with a
+true service purpose, there is no one in the world you need to fear.
+Lack of courage is usually due to lack of preparation for what might be
+anticipated. Sometimes a man is fearful of another because of his own
+consciousness that he has come to that other man principally for the
+purpose of _taking something away from him_. This consciousness causes a
+guilty feeling, which undermines courage. If through imaginative
+planning you know in advance about what to expect, and if you feel your
+intentions toward your prospect are absolutely square, you will not be
+afraid to seek your chance anywhere. Your courage will not ooze.
+
+[Sidenote: "Right is Might"]
+
+True courage is based on a _permanent consciousness of right feeling and
+thinking, coupled with the sense of power_ that is expressed in the
+maxim, "Right is might." Such courage can be developed by the
+discriminative-restrictive process with absolute certainty, as is
+explained in the companion book, "The Selling Process."
+
+[Sidenote: Big Mental Outlook]
+
+Our study of plans of approach would be incomplete without emphasizing
+the prime necessity for a _big mental outlook_. To assure your success
+in gaining the chances you want it is necessary that you vision
+imaginary situations of the future and fit into them the facts you know
+now or may be able to learn.
+
+However, you cannot develop maximum skill in gaining your chances if you
+are unable to learn anything except through personal experience.
+Personal experience is valuable, no doubt. But you must develop the
+ability to _think out the significance of other men's experiences_, and
+must be capable of _applying what you learn to your own imaginary use_.
+
+The big view-point, the ability to learn from observation as well as
+from experience, will develop in you broad and varied conceptions of
+other men. It will make you tolerant of characteristics that differ
+widely from your own. You will respect the view-point of the other
+fellow, and will recognize that he may be perfectly fair in his attitude
+and opinions, however widely he may differ from your ideas. Your big
+mental outlook should make you feel friendly toward him as your
+prospect, and you can make the approach of _courage that is friendly_.
+
+[Sidenote: The Sentry And the Password]
+
+Perhaps you will meet opposition to your entrance when you come to gain
+your chance. It is likely that some sentry in the outer office of your
+prospect, or the sentry of his own mind when you reach his presence, may
+halt you at the portal of opportunity with the challenge, "Who goes
+there?"
+
+Your answer should be spoken confidently, "A friend."
+
+The test will then be made by the sentry, "Advance, friend, and give the
+countersign."
+
+_The secret pass-word to Opportunity is, "Service."_
+
+Prove you know the countersign, speak it with courage, and you will find
+yourself no longer an object of suspicion, no longer regarded as a
+possible enemy.
+
+_You have nothing to fear if you plan to approach your prospect as a
+true friend who has come with a carefully thought out, intelligent offer
+of service that he lacks._
+
+
+
+
+CHAPTER VII
+
+_Knowledge of Other Men_
+
+
+[Sidenote: Unlocking The Other Man's Heart And Mind]
+
+We have seen how you can make certain of _gaining_ your introductory
+chance. Now we are to consider the first step in the _most effective
+use_ of this opportunity to begin building your own success.
+
+Let us say that you have chosen a particular man as the sort of employer
+with whom you want to work. Your prospecting has convinced you that in
+his business you have found the right market for your present services
+and a promising field for the future big success you are ambitious to
+achieve. Therefore you wish to sell him a true idea of your best
+capabilities. We will assume that you have passed the threshold of his
+private office, but your object in calling upon him has not yet entered
+_his thoughts and feelings_.
+
+Before you state the ideas and service intention you have brought, make
+certain of the best possible reception from him. You need to take every
+practicable precaution against being rebuffed. You want to assure
+yourself of a welcome. Having gained this chance to start the sale of
+your capabilities, it is of vital importance not to take the next step
+in the selling process _blindly_, lest you stumble. Hence you should
+_size up_ the other man before you announce your purpose in calling.
+What you may learn from reading his character correctly will help you to
+gain admittance into his mind for your ideas. It should assure a welcome
+from his heart for your sincere desire to serve him.
+
+[Sidenote: Skeleton Key Unavailing]
+
+Golden opportunities to succeed in a particular business cannot be
+unlocked with a skeleton key of knowledge about human nature. Knowledge
+of _all_ men supplies merely the shaft and general shape of the key
+blank, which must then be notched and filed to fit the characteristics
+of the individual whose mind and heart you wish to open for the
+admission of your ideas and feelings. Unless you can get into that _one_
+mind and that _one_ heart with your service purpose, you will be shut
+out from the opportunity you want. It is important that you know the
+traits of men in general, of course. Such knowledge, however, should be
+supplemented by a _specific_ and true conception of the particular man
+through whom you hope to reach your chance to succeed.
+
+Do not confuse in your present thoughts the process of _prospecting_ the
+characteristics of a man _before_ meeting him, with the later process of
+_sizing him up at the time of the interview_. It is highly important to
+accumulate in advance as much knowledge as possible of your prospect's
+individual traits. But what you learned about your chosen future
+employer before you gained the chance to present your ideas to him in
+his office should be used _merely as a guide_ in sizing him up on the
+spot.
+
+[Sidenote: Stop, Look, Listen]
+
+Take nothing for granted now. Through your personal, specific
+observation either confirm or disprove every item of information that
+has come to you from other people previous to meeting this man face to
+face. Your informants may or may not have had correct conceptions of his
+characteristics. It would be unwise, even unsafe, for you to rely
+implicitly on _their_ judgment of him. You need to _be certain you know
+him as he really is_; so that you can present your purpose with the
+confidence a skilled salesman feels when he is sure he understands the
+principal traits of the prospect he is addressing. In reaching this man
+you have gained your first chance. You cannot afford to risk losing it
+by haste. _Do not advance farther in the selling process until you have
+made certain of the ground you are to tread._ It is very bad
+salesmanship to begin introducing ideas and feelings to a mind and heart
+that are unknown to you except from hearsay.
+
+"But," you say, "I'm not a mind reader. And I can't look into another
+man's heart."
+
+True. Yet you should be able to read the _signs_ of his thoughts; which
+he manifests in his words, tones, and acts. And you need not see into
+_his_ heart to know what it contains; since fundamentally _all_ men are
+much alike at heart. Just look clearly into your own heart at its best.
+You will find there the basic emotions and feelings that civilized men
+have in common everywhere.
+
+[Sidenote: Character Analysis by Types Not Reliable]
+
+Character analysis by "types" is unreliable. I believe as little in
+phrenology as in palm-reading. I have directed thousands of men in
+business. Personal experience has proved to me that the _permanent_
+structure of a particular human body is not an invariably true index to
+the characteristics of the inner, or ego man who owns that body.
+
+He has had no control over the color of his hair or eyes. He cannot
+reshape the bones of his face, nor alter the bumps on his head. To
+believe that such permanent structural details of the "natural" _outer_
+man determine or denote the peculiar aptitudes of the _inner_ man is to
+credit the exploded doctrine of fore-ordination.
+
+Therefore, when you have gained the chance to present your capabilities
+for sale to a chosen prospect with whom you believe you will have the
+best opportunities to succeed, and when you are swiftly shaping your
+presentation plans to fit his personality, don't size up merely the
+factors of his make-up with which he was born. You will be apt to
+mistake his true character if you have come to his office with the
+delusion that the blonde type of man is fundamentally different _in
+nature_ from the brunette type. Get out of your head any misconception
+that a man is foredoomed to practically certain failure in a particular
+career because he has a big nose, sloping brow, and receding chin; and
+that another man with a snub nose, bulging forehead, and protruding jaw
+is destined almost surely to succeed if he selects a certain vocation.
+No "mind man" with a normal, healthy body is limited in his
+possibilities of success by being born with red, or black, or tow hair;
+or because the bones of his head happen to be shaped in a particular
+way. The ego is the master, not the slave, of the body.
+
+[Sidenote: True Signs of Character]
+
+_The true signs of character are to be read only in the words, tones,
+and movements_ of a man--and in his muscle structure _as he has
+developed it_ or has left it _undeveloped_. We already have seen in a
+previous chapter how a mind center and its co-ordinated set of muscles
+develop each other. So the positive characteristics of the inner man are
+revealed clearly by the muscle structure built up by his habits of
+thinking and feeling and action. On the other hand, his deficiency in
+certain mental and emotional development is indicated negatively by his
+lack of the muscle structure that naturally would be co-ordinate with
+such development.
+
+The relation of muscular development to mental development, as explained
+in an earlier chapter, suggests the one _sure_ way to judge a man's
+habits of thinking. _Observe discriminatingly his various muscle
+structures, and his muscle activities in detail._ The development of
+certain sets of _muscles_ proves a co-ordinate development of the _mind
+centers_ most directly connected with these muscle structures.
+Similarly the _mental action_ of a man is indicated by his _physical
+manifestations_ with his muscles in movements.
+
+Hence if you learn to read the _mental significance of particular muscle
+structures and of particular muscle actions_, you will be able to size
+up both the _habits_ of thought (individual characteristics) of a man,
+and what he happens to be thinking _at the time_ you come to present
+your services or ideas for sale.
+
+[Sidenote: Recapitulation]
+
+Before going on with our study of the subject of this chapter, let us
+summarize the preceding pages to make sure that we know thoroughly the
+somewhat difficult but very important ground we have gone over thus far.
+
+You chose a certain man as your prospective employer because you believe
+that if you succeed in associating yourself with him you will have the
+best opportunities to achieve your ambition. You are now standing in his
+presence. You need to size up his true character quickly in order that
+you may be sure of presenting your capabilities in the particular way
+that is likely to be most effective with him. You wish to impress this
+one man with right ideas of your qualities and their value. You want him
+to perceive that he lacks and requires just such services as you purpose
+to offer for sale. You realize it is unsafe for you to jump at
+conclusions about his characteristics. You pause briefly to size him up
+before presenting your proposition, rather than to proceed blindly in
+ignorance of his habits of thought, and with no clue to what he happens
+to be thinking at the time you call. You must know all it is possible to
+find out on the spot regarding him.
+
+[Sidenote: What Has He Done with His Birthright?]
+
+You cannot be certain of his characteristics if you judge him solely by
+what Nature forced on him. But you can be absolutely sure if you size
+him up by observing _what he has done with his birthright_, and if you
+are then able to _interpret_ correctly what you _perceive_. Your
+prospect has had nothing to do with the shape and size of his head. His
+fair or dark complexion is inherited. He is utterly unable to control
+the color of his hair or eyes. His _muscle structure_, however, is a
+_development_ that he has accomplished himself. If he has a firm jaw,
+the jaw _muscles_, not the jaw _bone_, signify the characteristics of a
+firm mentality. _Judge the physical man he has made by his habits of
+living under the government of his mind._ Disregard such physical
+details of his appearance as he cannot help. The _made_ man is the true
+image of the ego. It is this _ego_ of your prospective employer you need
+to know, for your chance to succeed in your purpose with him depends on
+the _inner_ man you must convince and persuade. Therefore restrict your
+size-up to the discriminative observation of the _muscle signs of his
+mind habits and mind actions_.
+
+[Sidenote: Recall Burbank Method]
+
+Recall now, or re-read the second chapter of this book. There you
+studied the principles of restrictive-discriminative growth--the Burbank
+method of developing selected qualities of manhood. That chapter related
+to your cultivation of particular characteristics within _yourself_. The
+same principles will guide you with equal certainty in acquiring
+knowledge of _other men_.
+
+Every _mental_ characteristic of your prospect about which you need to
+know has _physical indications that can be perceived, and translated
+into certain knowledge of details of his character_. You have studied
+the co-relation of _your_ mind and body in mutual development. You may
+be sure that similar processes of development have produced like effects
+in the case of the man you have come to see. You know exactly how to
+grow particular qualities within yourself, by using your muscles to
+develop corresponding mind centers and vice versa. You can read another
+man's mind by observing _his_ muscle structure and muscle action, and by
+then interpreting the mental significance of what you perceive.
+
+[Sidenote: Men are Alike At Heart, But Differ in Mind]
+
+To repeat and emphasize again what already has been said about knowing
+the _heart_ of another man--you need but look into your own breast to
+find there the finest basic characteristics of the human heart in
+general. As Kipling wrote, "The Colonel's lady and Judy O'Grady are
+sisters under their skins." All men are fundamentally alike at the
+bottoms of their hearts, however much they may differ in the individual
+traits they have grafted upon their common root of human nature.
+
+So when you are sizing up your prospect, you should comprehend that _the
+most effective way to get to his heart is through such an appeal as
+would reach the heart of every man_. Know your own heart surely, then,
+in order to be certain of knowing his. All human hearts respond
+similarly to manifestations of courage, nobility, love, faith, honor,
+and the like. We laugh and cry at the same humor and pathos. Our
+_feelings_ are closely akin. We differ from one another only in our
+_minds_. Our individual, acquired habits of thought affect but the
+_degrees_ of our several heart responses to the gamut of fundamental
+emotional appeals.
+
+[Sidenote: Exhaustive Prolonged Analysis Unnecessary]
+
+Knowledge of another man, then, involves first, comprehension that he is
+_like_ every other man in his _emotions_, and _unlike_ all other men in
+the way he _thinks_. To a trained observer his habits of thought are
+clearly indicated by his muscle structure and muscle action. Exhaustive
+prolonged analysis is unnecessary. You can learn to read quickly the
+mental significance of the comparatively small number of details of
+muscle structure and action that constitute a fairly complete index to
+his character. Then you will be able to judge with certainty practically
+all the traits of which you need to be sure in order to make the most
+effective presentation of your services for sale to this particular
+man.
+
+[Sidenote: Value of Size-up]
+
+The value of such a dependable size-up can scarcely be over-estimated.
+It is not easy to gain the _initial_ chance to present your capabilities
+to the one man with whom you have chosen to be associated. But it would
+be tremendously harder to win a _second_ opportunity to sell your
+services after _failing_ the first time. By sizing him up aright while
+you are presenting your qualifications for his consideration, you will
+be able to _avoid making unfavorable impressions_. You can also adapt
+your salesmanship to _creating the best possible impression_ of your
+capabilities and their fitness to his *especial needs*.
+
+[Sidenote: The Gruff Reception]
+
+Sometimes a man seeking to gain the big chance that he believes would
+open the door to success fails to secure his opportunity because he is
+disconcerted by a gruff reception that he misconstrues as personal to
+him. He wrongly interprets _natural_ self-defense as a sign of habitual
+crabbedness.
+
+A big man often thinks he is "hunted" by people who want to make him the
+prey of their own purposes. The employer you have chosen as the means of
+reaching the goal of your ambition may feel suspicious of your object in
+approaching him. He is likely to assume an attitude of extreme reserve,
+or even of icy indifference. Possibly his manner will be curt and sharp.
+Size up such a reception as just his way of protecting himself against
+impositions. His treatment of you is merely a superficial manifestation
+of the instinct for self-preservation. It indicates nothing more than
+that he is wary of any one who calls on him with an unknown purpose.
+
+His object in being cold or brusque is to get rid of people who might
+annoy him or waste his time. He would not assume his repelling pose if
+he knew _you_ had come with a purpose of _true service_, after full
+preparation of yourself and your selling plans to interest him. Though
+he does not realize it yet, you will neither pester him nor fritter away
+his precious minutes.
+
+[Sidenote: Melting Ice And Smoothing Roughness]
+
+Therefore if your size-up convinces you that the cold, brusque manner
+is only _assumed_, you need not deal with it as if it were
+_characteristic_. It indicates no more than the habit of wariness. You
+should proceed confidently with your selling process, undeterred by the
+bearing of your prospect. Do not attempt to mollify his assumed
+harshness. It will take but a few moments for you to _sell him the idea
+that you have brought him something he really needs_. When he first
+glimpses your service purpose, his icy pose will begin to melt and his
+rough tones will be smoothed.
+
+A great public-utility corporation with thousands of branch offices
+throughout the United States had as its purchasing agent for many years
+an old gorgon. He was "a holy terror" to new salesmen, but became a
+staunch customer when once his confidence was deservedly gained. And
+every employee in the office of this tartar loved him for his true
+kindness of heart.
+
+[Sidenote: Don't Flinch Or Retreat]
+
+You may have occasion to call on such an eccentric big man. If you are
+rebuffed fiercely, don't let it "get your goat." He can have no possible
+reason for disliking you personally, especially before he comprehends
+your purpose in coming to him. So disregard his ferocious pose. Though
+he may treat you as an unwelcome intruder, proceed calmly to the
+statement of your business. You know that your intention to render him a
+true service justifies you in taking his time. Therefore his assumed
+fierce manner should be powerless to disconcert you.
+
+_Do not retreat_ from a chosen prospective employer; _do not even
+flinch_ from him, however ill-tempered and repellant he may appear. You
+cannot possibly lose so much by standing your ground as you would
+forfeit by running away from this chance to demonstrate your
+salesmanship. Countless thousands of men have failed because at the
+first sign of antagonism they surrendered even more than they might have
+lost if they had been utterly beaten after the hardest kind of a fight
+for victory. _They gave up without a struggle, not only all their
+chances for success, but their self-respect as well._
+
+Suppose the man you have selected as your future employer does snap at
+you viciously when you call on him; his ferocity signifies no more than
+that you must approach and handle him carefully. Your prospecting and
+your size-up should have convinced you that he is not in fact the crab
+he tries to appear. Real, thorough cranks are so rare they can be
+considered as non-existent. It is safe to conclude that any man who acts
+as if he were sore all the way through all the time is just _acting_.
+Ignore the irrascibility of the "Everett Trues" you meet. _Superficial_,
+_assumed_ indications will not help you to comprehend the _inner_ man
+you want to influence. _Restrict your size-up to the signs of that inner
+man._ While the old gorgon you face is brow-beating you, he may be
+planning in the back of his head an act of gentle kindness to some one.
+If he is _habitually_ kind, there will be physical indications of that
+characteristic; in his _tones_ and _acts_ if not in his _words_. Look
+for these signs beneath his harsh manner, which is merely a disguise he
+has put on. "Everett True" behaves like a domineering tyrant, but he
+really is characterized by an acute sensitiveness to what is right and
+just.
+
+[Sidenote: Judge By Unconscious Appearance And Actions]
+
+When sizing up a man, depend principally upon details of his
+_appearance_ and _actions_. Translate whatever you see or hear into
+definite discriminative judgments regarding him. His muscle structure
+and movements indicate certain traits. Of course you should also observe
+and size up the significance of the words and tones he uses. But a man
+employs his speech with the conscious intention of making impressions.
+Therefore it is not safe to rely on a size-up based on what he says.
+Your prospect may be using his words and tones to hide, rather than to
+reveal, his inner self.
+
+However, if you know how to separate and classify _details of muscle
+structure and action_, you can depend safely on specific conclusions
+based on these indications. The muscle structure of a man is the result
+of his habits of living, or of his predominant characteristics. He
+builds it up unconsciously and is unable to disguise it. It can be
+interpreted as certain proof that he has particular traits. Most of his
+movements, too, are made without his realizing exactly what they denote
+of his character and present thoughts. He just "acts natural." Therefore
+if you read indications of the inner man by analytically observing his
+_physique_ and _actions_, you will gain reliable information about him.
+He will not know that he is revealing his traits and what he is
+thinking.
+
+[Sidenote: Your Opinions About People]
+
+From your earliest childhood to this moment you have been forming
+first-hand opinions of other people by observing and interpreting their
+words, tones, and movements. Sizing up men is not a new process to you.
+But in order to be a certainly successful salesman of yourself you
+should _observe more intelligently and discriminatively_ hereafter.
+Instead of making up your mind about people without knowing just how or
+why you arrive at your judgments, classify your intuitions
+scientifically. Know the reasons for your opinions. You can be sure
+about the conclusions you reach as a result of your _specific, exact
+observation of details_. The study and analysis of words, tones, and
+acts, coupled with a little painstaking practice, will make you an
+expert judge of other men.
+
+[Sidenote: Study Character Unobserved]
+
+Do not seem to make an effort to observe the person you are sizing up,
+for that would impress him disagreeably. Without indicating that you are
+watching him, mentally note and interpret his muscle structure, his
+manner of speaking, his gestures, the rate of his physical activity, the
+way his actions respond to his ideas, the type and tensity of his
+movements. _Each item you analyze and translate should indicate to you
+clearly some fact about the inner man._
+
+Of course you will not be able to read your prospect thoroughly in the
+first few moments after you meet him. It is possible to make only a
+partial size-up then. No one would reveal _all_ his characteristics in
+such a brief time. _But each indication you perceive and interpret
+correctly will aid you to attribute to him certain other, related
+traits._ For instance, if the actions of a man indicate the
+characteristic of evasion, you may judge safely that he lacks courage,
+the highest sense of honor, some of the elements of perfect squareness
+and trustworthiness. If he has a habit of under-estimating or
+"knocking," and manifests this characteristic in something he says or
+does, you may feel certain he is not an idealist. He is likely to be
+pretty "practical" in his views, and cannot be won by appeals to rosy
+visions.
+
+[Sidenote: Elements of Character are Consistent]
+
+Analysis of a man's true character usually shows that its elements are
+thoroughly consistent. A human being is not a bundle of contradictions,
+but an aggregation of likenesses. Every man differs from every _other_
+man; yet, generally speaking, one element of his character is not apt to
+differ radically from another detail of _himself_. There are exceptions,
+but in most cases the seeming contradictions in an individual are only
+apparent opposites. Supposed inconsistencies cause surprise because the
+true fundamental traits of the person observed are not discerned. The
+_outer_ man often seems to contradict himself. But nearly always the
+_inner_ man is consistent in his various characteristics. This is the
+reason why your size-up should be _restricted to discriminative
+observation of indications of the ego_.
+
+[Sidenote: Application of Theory]
+
+Perhaps you have been thinking, "The _theory_ seems to be all right, but
+exactly how is it _applied?_" So we shall turn our attention next to
+specific details of sizing up the characteristics of the inner man. We
+shall see just how his thoughts and feelings may be discerned at a
+particular time.
+
+We assumed previously that you have called upon the man to whom you want
+to sell your services. You believe the way to your success lies through
+association with him. _Your faculties of observation should be trained
+to size up at a glance whatever traits are suggested by his bearing,
+his clothes, his manner, his actions, his surroundings_. Whether he is
+standing or sitting, it is possible for you to perceive and interpret
+his pose and poise. You can learn much from his walk if he steps forward
+to greet you. His handshake may tell volumes about his true character.
+The different ways that men clasp palms are especially significant of
+their individual traits. You should have a scientific knowledge of
+handshakes.
+
+[Sidenote: Traits Suggested By Nods]
+
+Should your prospect merely nod on your entrance, note discriminatively
+the movement he makes. There are many kinds of nods. The quick, sharp
+tipping of the head indicates unhesitating, clean-cut decisions. Such
+judgments on the spur of the moment are not always right, but they are
+apt to be pretty conclusive. Irregular, jerky nods are signs of
+irritability, of rash or very impulsive decisions, and often of
+unreasoning prejudice. The nod made directly forward signifies
+frankness, dignity, and straight thinking. The tilting of the head a
+little to one side suggests a habit of indirectness and a tendency to
+"stall."
+
+[Sidenote: Learn to Analyze Smiles]
+
+How much of a man's character is illumined by his smile! Ability to
+analyze smiles _correctly_ will enable you to size up the dissembled
+traits of character behind the _false_ smile. Such analytical ability
+will also show you how to turn to your best advantage the smile of
+_true_ friendliness.
+
+It is possible to judge from the physical aspect, from the facial
+expressions, from the movements, and from the voice of a man whether he
+is nervous or phlegmatic, active or passive, healthy or lacking in vigor
+and strength. A skillful size-up will determine that he is either
+eccentric or well balanced mentally, that he is thrifty or extravagant,
+that he is disposed to take comprehensive views or is inclined to give
+undue attention to trifles and details. He will indicate to a keen
+observer real intellect or mere intelligence. His emotions also may be
+read. He reveals himself as generous or selfish; as an optimist or as a
+skeptic. He shows that he is responsive to heart appeals or is hard
+hearted, moral or immoral, artistic or lacking in appreciation of art,
+cultured or boorish.
+
+[Sidenote: Discriminative Restrictive Process]
+
+To know the significance of your prospect's different _words, tones, and
+movements--the only means he has for the expression of his ideas and
+feelings_, just apply to _his_ case whatever you have learned in
+studying _yourself_. Adapt your previous discriminative knowledge to the
+prospect you are sizing up. Restrict your conclusions about him to the
+significance of details you observe in his appearance, actions, and
+speech.
+
+After considerable practice in sizing up you will become familiar with
+the indications of many different traits. _But in most cases it will be
+sufficient if you can observe swiftly and interpret in a flash only a
+few of the commonest character signs_. We will touch briefly upon some
+of these.
+
+[Sidenote: Facial Muscles]
+
+Tense jaw muscles, whether large or small, denote the characteristic of
+persistence. But loose, flabby cheek muscles do not necessarily prove
+the habit of over-eating, or of sensuality. They may mean that the man
+who has them does not habitually allow his feelings to show in his face.
+When the muscles of facial expression are flabby they prove only that
+they are slightly used. Therefore when you encounter a man with loose
+cheeks read his characteristics from other muscle-structure signs, and
+from his actions. Do not misjudge the heavy face as a sign of grossness.
+
+[Sidenote: Courage And Bluff]
+
+If a man holds his head up easily, and moves it in this upright position
+without stiffness or effort, you may be sure his back neck and shoulder
+muscles are strongly developed. Such strong development suggests that he
+is courageous, for these muscles are directly co-ordinated with the mind
+center of bravery. Therefore the head and shoulders easily held back and
+up; not a high chest, signify courage. The bulging chest often indicates
+no more than pouter-pigeon bluff temporarily put on.
+
+[Sidenote: Indications Of Intellect And Power]
+
+A man's high chest, however, is a sign that his predominant
+characteristics are intellectual; because his chest has been developed
+by the student's habit of upper-lung breathing. The nerves running from
+the upper part of the lungs are directly connected with the brain
+centers of _intellect_. On the contrary the nerves that lead from the
+lower portions of the lungs center first in the plexus through which are
+manifested the _vital emotions_ and the emotions of _sex_. Hence the man
+who breathes deeply by habit indicates a great deal of vitality and has
+marked "he-man" traits. He is not of the intellectual type so markedly
+as he is a man of _power_. The man who breathes only from the upper part
+of his lungs is not a man of power, but may have a fine intellect.
+
+[Sidenote: Significance Of Postures]
+
+The postures of the body are significant of characteristics. If your
+prospect stands with his feet wide apart and his arms folded
+conspicuously across his high-held chest, he probably has a habit of
+bluffing. His widely spread feet indicate that he has to prop himself in
+that physical posture; so it is unnatural to him. Similarly he has had
+to prop himself in his mental posture. _Push your ideas hard and he will
+lose his mental balance;_ just as he would lose his physical balance if
+you were to jolt him. He is obliged to prop himself. He is bluffing. You
+can make him quit. The folded arms and expanded chest of the bluffer
+mean no more than the high-arched back of a cat. Stroke "Tom"
+soothingly, and he stops bristling. Stroke the human bluffer tactfully
+with persuasion, and he will not act pugnacious for long.
+
+[Sidenote: The Balanced Body]
+
+But if, when making a statement, your prospect stands or walks about
+easily with his feet close together; if he balances his body without
+difficulty or artificial postures--it is certain that he has a good
+deal of determination in his make-up. You cannot influence him to change
+his mind by making emotional appeals to him. In order to secure the
+favorable decision of such a man, you will need to use the most
+conclusive, solid evidence of your capabilities.
+
+[Sidenote: Wavering Minds]
+
+Suppose your prospect shifts his feet continually and rather jerkily.
+While you are talking with him, he frequently changes his weight from
+one foot to the other. He is suggesting that he has little confidence in
+his own judgment, that he is not sure of his own thoughts. _Take the
+lead strongly with such a man._ Do his thinking for him. It is up to you
+to bring his vacillating mind to definite conclusions, following your
+lead. First make it clear to him that your proposal is really to his
+interest. Then proceed with a manner of absolute assurance, as if you
+did not question his doing what you wish. With your skillful
+salesmanship you can stop his wavering and induce him to act as you
+indicate.
+
+[Sidenote: Quick Thinkers]
+
+The _rate_ of one's _muscular_ activity is directly associated with the
+rate of one's _mental_ activity. The man who _moves_ slowly by habit is
+also a plodder in his _thoughts_. On the contrary, quick actions
+indicate quick thinking; which, however, may be mistaken. Only the quick
+motion that is _under perfect control_ suggests an _unerring_ conclusion
+reached swiftly. The man who snatches up a pencil with sure fingers,
+and without fumbling it begins to write at once, demonstrates that he
+has an electrically fast mind perfectly harnessed to his purpose. When
+another man reaches swiftly for a pencil but misses his sure grasp at
+the first attempt; or when the dash of his hand to the paper is followed
+by a momentary delay for adjustment of the pencil in his fingers or by
+hesitation before he begins to write, he denotes mere impulsiveness.
+
+[Sidenote: Self-Control]
+
+Sometimes a quick thinker will purposely develop the habit of making
+very deliberate motions. This trait is the result of his determined
+repression of a recognized inclination to act on impulse. He has
+accomplished perfect self-control in order to guard against the danger
+of making up his mind too quickly on his first thoughts. But his
+slowed-down movements will be so _precise_ and _certain_ as to indicate
+his characteristic of self-control and that his mind has moved in
+advance of his acts.
+
+If you have occasion to size up such a man, you should perceive that the
+movements of his muscles do not correspond with the rate of his mental
+activity, as a superficial observer might mistakenly conclude. If your
+prospect sits or stands immobile; or if his actions give no indication
+of what he is thinking, watch his eyes and his facial muscles of
+expression. Eyes that fairly dart from one object to another,
+expressions that flash on and off the face; prove swift mental activity,
+no matter how quietly the body may be held. For instance, a strong,
+quick thinker may have his muscles under such perfect control that he
+will pick up a pencil very deliberately because he has trained himself
+to repress his impulses. But when he has finished using the pencil, he
+will drop it cleanly and not let it slip slowly from his fingers. His
+self-training in precaution applies only to what he does _before_ acting
+on a purpose. The moment he is done writing, he also is done with the
+pencil. His hand does not linger with it over the paper. Unconsciously
+his characteristic quickness manifests itself in his inclination to get
+rid at once of the tool he has finished using.
+
+[Sidenote: Tightened Thoughts]
+
+Any indication of _muscular tensity_ suggests a _tightening of the mind_
+on thoughts. It is often a sign of mental resistance or of persistency.
+If, when talking to a man you observe that his muscles seem taut, avoid
+forcing the idea you want him to accept, for his mind is opposing it
+strongly just then. Perhaps he has a persistent thought of his own, at
+variance with yours. Either give him a chance to express his idea in
+words, so you can dispose of it, or switch him away from it by changing
+the trend of the conversation. When you perceive that his muscles are
+normally relaxed, you may safely return to the postponed point. You will
+encounter lessened mental resistance. Very likely he will then have no
+impulse to persist in the thought he previously had fixed in his mind.
+
+[Sidenote: What a Man's Walk Shows]
+
+Note how your prospect walks forward to meet you, or how he moves about
+his office. If his stride is long and free and easy, it proves that the
+back muscles of his thighs are strong. Those muscles function in direct
+co-ordination with the mental action of _willing_. Therefore when a man
+walks easily with a long, free stride he indicates that he has a strong
+will. He may be sized up confidently as a fighter for his rights, as a
+man with a great deal of resolution once he makes up his mind.
+
+[Sidenote: Determine Mental Speed]
+
+It is very important when sizing up a man to determine the _degree of
+his mental speed_. If you have brought your best capabilities for sale
+to a prospective employer, you need to know whether or not he is getting
+clearly all the ideas you present. It is necessary for you to make sure
+on the one hand that you are not presenting ideas too fast for his mind
+to comprehend each point fully. On the other hand, you wish to avoid
+harping on details after he understands them. It will aid you very much
+in your salesmanship if you know _just how quickly_ the mind of your
+prospect acts. There is no better way to find out than by noting the
+speed of his _muscle_ response to test ideas. Since the rate of _muscle_
+activity is directly indicative of the rate of _mental_ activity, you
+can often learn from observing the _movements_ of your prospect _how
+quickly his mind takes in_ points you state or suggest.
+
+You might test him by asking that he write a name or set down some
+figures you give him. If without hesitation he reaches for a pencil, you
+may be sure his mind responds quickly to your ideas. But should there be
+a moment or two of delay before he picks up the pencil, his _slower
+physical response_ to your request is to be read as an _indication that
+his mind does not grasp ideas at once_.
+
+[Sidenote: Keep Mental Pace]
+
+After making your size-up of the degree of his mental speed, you can
+govern your presentation by what you have learned. If you are dealing
+with a mind that acts slowly, give your prospect plenty of time to get
+each idea you want to impress upon him. But proceed briskly from point
+to point with the man whose mind grasps ideas instantly. You would make
+a poor impression on him were you to go at a lagging pace.
+
+It is not necessary, however, to make special or artificial tests to
+learn how quickly your ideas are being grasped. Observe the facial
+expressions of your prospect, which will indicate how soon your thought
+is appreciated after it is presented. Should you say something with a
+touch of humor, the time it takes him to smile or twinkle his eyes will
+measure the speed of his mind in catching ideas.
+
+[Sidenote: Head and Eye Movements]
+
+The movements of the head and of the eyes, according to which are
+predominant in the case of an individual, tell much of his character.
+The villain on the stage habitually looks out of the corners of his
+eyes. So does the mischievous ingenue. But the hero turns his whole head
+when he looks about. And the look of innocence in the eyes of the
+heroine is straightforward; her head is pointed directly in line with
+her gaze. _Apply the principle in your salesmanship._ When you observe a
+man who turns his head freely and easily for a square look at a person
+who comes into his presence, size him up as one who is not afraid to
+face either facts or people. If you note that another prospect glances
+obliquely at persons or objects, or that he habitually turns his eyes to
+one side or the other while keeping his head still, judge him to lack
+the characteristic of frankness. He is likely to be evasive and shifty
+in his dealings. Perhaps the sign you have perceived indicates no more
+than that your prospect is "stalling." It is evidence, nevertheless,
+that his mind is not meeting your ideas squarely. You will need to
+compel his attention to come back to your point, time and again perhaps.
+
+[Sidenote: Strength Of Mind]
+
+The full-arm movement denotes strength, and bigness of conceptions. A
+mere wrist gesture suggests littleness, flippancy, weak traits.
+Similarly if a man walks from his hips, he suggests the characteristic
+of strong personal opinion. If he walks principally from the knees, or
+over-uses his ankles and minces along, he indicates that his mind is not
+certain and that he holds his opinions weakly.
+
+A straight gesture denotes pure _mentality_. A single-curved movement
+indicates some _emotion_, rather than only a thought. Action in a double
+curve suggests _power_ behind the expression.
+
+[Sidenote: Honor and Straightforwardness]
+
+A gesture outward from the chest and on the _same level_ denotes the
+qualities of honor and straightforwardness. If your prospect makes such
+a motion in response to some idea you present, he is thinking on the
+same man-level as yourself--he is treating you as his equal.
+
+A characteristic movement of the arm _above_ the shoulders signifies
+vivid imagination, or impracticability. It may be read as an indication
+of lightness of character or of a tendency to go off on a tangent.
+Conversely, gestures outward from the _lower_ part of the body denote
+power, or an inclination to depreciate values.
+
+[Sidenote: Selfishness]
+
+If a man gestures _toward_ himself, he indicates limited conceptions, or
+selfishness, with a tendency to materialize everything. Movements in any
+direction _away from_ the trunk of the body and on its level denote
+assertiveness, sincerity, creative ability, or willingness to cooperate
+in thought.
+
+[Sidenote: Affirmation And Denial]
+
+_Vertical_ movements suggest the _life_ of ideas, and symbolize
+_affirmation_. _Horizontal_ gestures accompany the _denial_ of ideas and
+the _death_ of interest. The _diagonal upward_ curve indicates
+_idealism_. A similar curve _downward_ is a sign that an idea presented
+to the imagination is _concretely realized_.
+
+[Sidenote: Frankness and Dodging]
+
+The person who gestures _directly in front_ of himself proves he is
+_willing to meet you face to face_ regarding the idea presented. But
+when a man gestures _slightly_ to one side or the other, he is not
+dodging. His movement denotes only that he is _thinking seriously_.
+However, if you present ideas to a man who gestures _far_ to the right
+or left, you may feel certain that he is not giving his thoughts in
+harmony with yours, but probably is trying to get your ideas out of his
+mind.
+
+[Sidenote: Study Tones]
+
+While we have emphasized that "muscular indications" are of principal
+importance in making a certain size-up, the tones and words of the
+prospect should not be altogether neglected. Often a man will
+unintentionally reveal in his tones the very things he means his words
+to conceal. You would not depend on the words of a person if they were
+contradicted by his acts and tones.
+
+Mental, emotive, and power characteristics are signified by various tone
+pitches. _The degree of a man's determination_ and his _persistence in
+thought_ are denoted by the _number of tone units_ he habitually employs
+when speaking. The _genuineness_ of a statement is suggested or
+disproved by the tone _intervals_ in the statement. "Yes" spoken in one
+unit without inflection means unqualified assent. "Y-es" in two tones
+may mean doubtful assent, or false agreement, or even a contradiction.
+The _middle-of-the-mouth_ tone proves a _well balanced_ mind, in
+contrast with the _unreliable_ mind that is denoted by the _lip_ tone,
+and the _secretive_ mind which is suggested by the tone that comes from
+_far back_ in the mouth.
+
+In a five minute conversation an alert observer who has studied a few of
+the elemental principles of tone analysis can size up a great many of
+the most pronounced characteristics of a prospect.
+
+[Sidenote: Don't Offend By Scrutiny]
+
+It is better to make no size-up at all than to _strain_ in observing the
+other man and make him aware of your close scrutiny. Such an inartistic
+size-up impresses a prospect disagreeably. He feels that you are prying
+into his personal characteristics. Therefore _teach yourself to observe
+without seeming to look closely at the object of your size-up_. Learn to
+observe unobserved; especially to perceive details without looking
+_sharply_. Your eyes and ears can take in specific points about your
+prospect without making their keen activity apparent.
+
+[Sidenote: Two Parts of Sizing-up Process]
+
+When you have learned how to see and hear many details clearly at the
+same time, _unsuspected by your prospect_, you will be a master of the
+first essential of skillful character reading. The second necessary
+element of proficiency in sizing up men is the _relation or association
+of each detail observed, with the particular characteristic it denotes_.
+To begin with, _perceive points_ about your prospect. Then ask yourself
+about each, "_What does this mean?_"
+
+[Sidenote: Practice Makes Perfect]
+
+Of course you will not become an expert judge of other men at once. But
+get the habit of seeing and hearing _specific indications of
+characteristics_ wherever you go. You will soon find that your mind has
+been opened to new, clear ideas of people.
+
+It is possible for anyone to become a mind reader. It is necessary only
+to _note_ and _think out_ the meaning of character signs and thoughts.
+Trained specific observation will read and interpret these signs. When
+you become skillful in sizing up other men, this art will help you very
+much in gaining the best possible receptions everywhere you go. Also, if
+you are able to read your prospect's thoughts and character, you can
+avoid antagonizing his ideas.
+
+[Sidenote: Remove Unnecessary Difficulties]
+
+Gain knowledge of other men in order to make it easy to sell them true
+ideas of your best capabilities. It is not _hard_ to succeed if you take
+the _unnecessary_ difficulties out of the process of gaining your
+chances.
+
+
+
+
+CHAPTER VIII
+
+_The Knock At The Door Of Opportunity and The Invitation To Come In_
+
+
+[Sidenote: Selling is Not a Mechanical Process]
+
+The process of selling ideas comprises several steps, part or all of
+which the salesman may need to take in order to close a particular sale
+successfully. In our study we are considering step after step in regular
+order, but the actual selling process cannot be reduced to such
+exactitude and routine. Before we begin our analysis of this
+"presentation" step, it should be clearly understood that success in
+selling ideas is not achieved by going through a _machine-like_ process.
+We follow a regular sequence in these chapters, but it is unlikely that
+you will ever complete a sale of your services by taking the various
+steps of the selling process in the precise order of our study.
+
+[Sidenote: Be a Fully Equipped Salesman]
+
+You may need to use them all in order to succeed in a specific instance.
+Again, without taking many of the steps here analyzed, you might be able
+to gain the success opportunity you most desire. _The object of this
+book is to fit you for any and every condition you are likely to meet_
+in your efforts to gain opportunities for your ambition. It is
+improbable that in order to get your desired chance and to make the
+most of it you will have to _use_ all you learn of the secret of certain
+success. You cannot afford, however, to run an _avoidable risk_ of being
+at a loss regarding what to do at any stage of the process of selling to
+a selected prospect true ideas of your best capability. You need to know
+the most effective ways to deal with situations that may never happen,
+but which, on the contrary, _might_ be encountered. You cannot start
+_confidently_ on your quest for success unless you are _fully_ equipped.
+
+[Sidenote: Reducing the Odds Against You]
+
+If you believed it would be necessary for you to do everything contained
+in this book in order to gain the opportunities you desire, you likely
+would feel very skeptical about succeeding. You might think, "A single
+little slip and I'd lose out. It's a thousand to one against me." The
+fact is that the odds on the side of failure are very heavy in the case
+of an _ordinary_ man. If you can _reduce_ them only a little _in your
+own case_, you will get a start towards success because of the slight
+lessening of your handicap.
+
+[Sidenote: Value of Knowing a Single Step]
+
+I recall a man who mastered but three principles of _prospecting needs_.
+With this limited knowledge of salesmanship he was able to induce a
+great financier to open the door of opportunity and take him into a
+field of rich chances to earn a fortune. Another friend of mine got his
+start solely from knowledge of a manufacturer's principal hobby. What
+he knew about the "single tax" enabled him to plan a sure approach to
+the mind of the factory owner. A young lawyer in Chicago seized upon a
+chance for fame and wealth in his first meeting with a poor, seemingly
+unsuccessful inventor. In each of these instances a single step of the
+selling process, taken correctly, carried the salesman through the door
+of opportunity and brought him within reach of the beginnings of
+success.
+
+[Sidenote: Get Ready for Imaginable Happenings]
+
+_You_ may not need to knock at that door, nor wait for an invitation to
+come in. In _your_ case, perhaps, the door stands open, with a "Welcome"
+mat just outside. Yet if you _do need_ to knock with your ideas for
+admittance to another man's mind, and if it ever becomes _necessary_ for
+you to win a welcome, this chapter will prove valuable reading. You will
+be helped to gain your desired chance, and the danger of your failure
+will be minimized, if you _know how_ to knock and exactly _what to do_
+to assure your welcome.
+
+Even the master salesman can never be absolutely certain of the
+reception he will have from any prospect. Therefore he "goes loaded" for
+all imaginable contingencies. You, the salesman of yourself, should be
+likewise prepared with knowledge of how each and every step in the
+selling process may be taken most effectively. Whatever emergency
+arises, you must be ready to take the fullest advantage of a favorable
+turn, and equally ready to reduce as much as possible any disadvantage
+you encounter.
+
+[Sidenote: Knocking and Getting In]
+
+Of course it will avail you nothing if you succeed only in _reaching_
+the particular man through whom you have planned to gain success. And
+after you meet him it will do you no material good to _size him up_
+correctly; if you are then unable to hold his _attention_ to your
+presentation of ideas. Your preliminary skillful salesmanship would all
+be wasted. Evidently, in order that you may continue the process of
+gaining your chance, it is necessary that you should know how to knock
+on the door of his mind in such an _agreeable but compelling_ way that
+he will be _forced_ to let his attention come out _pleasantly_ to you
+and your purpose. Hence right knocking at the door of opportunity
+immediately follows the size-up as an essential part of the process of
+making success certain.
+
+It is necessary next for you to know how to prevent a turn-down on the
+front porch of your prospect's mind, and how to insure _the admission of
+your ideas to his thoughts_. You can compel your prospect to open the
+door of his attention, but in order to get _inside_ his mind and secure
+his _interest_ in your purpose, you must win his _willing invitation_
+for your ideas to enter his thoughts and make themselves at home there.
+
+[Sidenote: Certain Success Methods]
+
+We have seen how you can make certain of gaining your chance to reach
+the door of opportunity. You can size up surely your prospect's dominant
+characteristics and what he is thinking. Likewise you can guarantee to
+yourself, first the attention, and second the interest of the man you
+have come to see. It is necessary only that you use the methods of the
+master salesman to _compel_ the opening of the door and to _induce_ the
+extension of welcome to your ideas.
+
+[Sidenote: Our Old Acquaintance Again]
+
+Here again we meet our old acquaintance, the discriminative-restrictive
+method. You must _discriminate_ between the process of knocking at the
+door of opportunity and the process of securing the invitation to come
+in. Then, in _practicing_ these related but different steps of the
+selling process, it is necessary that when you knock you _restrict_
+yourself to the use of the methods that are most effective in gaining
+_attention_. Similarly you should restrict yourself to using the very
+_different_ methods of securing _interest_, when you work to get an
+invitation for your ideas to come inside the other man's mind and make
+themselves at home there.
+
+[Sidenote: Process of Compelling Attention]
+
+Psychologists define "Attention" as "that act of the mind which holds to
+a given object perceived by one or more senses, to the _exclusion_ of
+all other objects that might be perceived at that time by the same or
+other senses." A knock at a door attracts attention because it
+temporarily diverts the previous attentiveness of the mind to other
+things, and concentrates it on a new object of attention. The sense of
+hearing is _struck_. Whether or not the mind is _willing_ to hear, it
+_cannot help perceiving_ the sudden new sound. Its attention is
+_forced_. The instant the knock is heard, the mind is compelled to drop
+or suspend what it has been thinking about; though this _exclusive_ new
+attention to the knock may last but a fraction of a second.
+
+Our _senses_ function under the control of the sub-conscious mind. It is
+futile for us to _will_ that we _won't_ hear, or see, or taste, etc. We
+_have_ to take in sense impressions, whether we want to do so or not.
+Therefore, if you employ restrictively the _sense-hitting_ method, you
+can force the man upon whom you call to give his _attention_ to you or
+to the presentation of your ideas.
+
+[Sidenote: Inducing Interest]
+
+It is necessary to discriminate, however, between the use of the avenues
+to reach the mind center of _attention_, and the use of very _different_
+ways into the mind center of _interest_. If you start wrong, there is
+very little chance that you will arrive at the right destination. The
+center of interest is wholly under the control of the _conscious_ mind.
+Your prospect can refuse to be interested, if he chooses, despite your
+determination to interest him. _His interest must be induced_. Any
+attempt to _compel_ it is apt to have a fatal result. Nearly always
+such an effort to force interest develops antagonism, instead.
+
+But there are methods of _inducing_ interest that are just as sure to
+succeed as are the sense-hitting methods by which attention may be
+compelled. This _double step_ in the process of selling the true idea of
+your best capabilities in the right market can be taken with absolute
+_certainty_ of success if you know and practice the principles in
+accordance with which the master salesman sells his ideas of goods to
+prospects. We are to study these principles now, as applied to the sale
+of your qualifications for success in the field you have selected.
+
+[Sidenote: Exclusive Agreeable Attention]
+
+When you enter the office of your prospect--your chosen future employer,
+for example--he will be giving his attention to _something_. No one,
+while he is awake, can be wholly _non_-attentive. Your function, at this
+stage of the selling process, is to compel him to stop paying attention
+to something or somebody _else_, and to give _you and your ideas_ his
+exclusive attention.
+
+[Sidenote: Avoid Making Unfavorable Impressions]
+
+Of course good salesmanship makes it advisable also to avoid creating a
+_disagreeable_ impression while forcing yourself and your ideas upon the
+attention of your prospect. The _conscious_ mind governs a man's likes
+and dislikes. So if you knock compellingly at the door of _that_ mind to
+gain attention, you may arouse very _unfavorable_ attention. For
+illustration, a boisterous greeting of your prospect, or a very noisy
+entrance into his office, would doubtless compel his attention by the
+direct hammering on his senses. But the attraction of his attention to
+you would affect the operations of both his conscious and sub-conscious
+minds, and his conscious mind would be disagreeably impressed. His
+compelled attention, therefore, might result in your being thrown out.
+
+[Sidenote: Gaining Both Attention And Interest]
+
+However, you can knock at the _sense_ doors of the _sub-conscious_ mind
+with such unobjectionable sense-hitting methods that while agreeable
+_attention_ will be _compelled_ thereby, you can also be sure that a
+favorable impression on the conscious mind of the prospect will be
+_induced_. For illustration, if your prospect is evidently busy at his
+desk when you are admitted to his office, you might compel his attention
+by entering very quietly and by standing in silence without interrupting
+him until he has had an opportunity to finish what he is doing. His
+sound sense would be struck, paradoxically, by your exceptional
+quietness. His sense of equilibrium would also be affected by your
+perfect poise while waiting. Your whole attitude would impress him so
+favorably that his especial interest in you would be induced. His
+greeting would be pleasant.
+
+Suppose your prospect looks up from his work when you enter his
+presence, and you approach close to his desk; if you are immaculate in
+dress and body, you will appeal agreeably to his olfactory sense. The
+law of the association of ideas will then begin to work in your favor.
+Your prospect will get subconsciously a conscious impression of your
+clean character.
+
+You might wear a fresh flower in your buttonhole and so strike several
+of his senses pleasantly. But unless the flower is inconspicuous and in
+good taste it would make an unfavorable impression.
+
+[Sidenote: Good Impressions]
+
+Let us assume now that when you enter the office of your prospect, he is
+disgruntled about something. You can take some of the heat out of his
+ill temper by your appearance of cool self-confidence and good nature.
+
+There are many more such _favorable sense impressions_ which you could
+make by simply standing in manly erectness while waiting to receive the
+exclusive attention of your prospect. You might employ all the
+sense-hitting features of bearing and manner referred to above. The
+effect of the sum of these would be the _forced agreeable attention_ of
+your prospect. He simply could not help noticing the various items that
+would strike his different senses; nor could he help being agreeably
+impressed; though he might not give you any indication of the effect you
+had compelled.
+
+[Sidenote: Continual Attention Necessary]
+
+It is highly important that you should be able first to _gain_ the
+favorable attention of your prospect, and second to _hold_ it until his
+interest is aroused. It may also be necessary for you to _regain_ his
+attention if it is temporarily lost and diverted to some other object.
+The master salesman realizes it is essential to have the attention of
+his prospect _continually centered_ upon the ideas presented,
+_throughout the selling process_. Only a poor salesman of ideas would go
+right on talking, even though it might be clearly evident that he did
+not have the exclusive attention of the man addressed.
+
+[Sidenote: Regaining Attention]
+
+When you proffer your capabilities for purchase by a prospective
+employer, do not make the mistake of continuing to present your best
+selling points if you have any doubt that his attention is exclusively
+yours. _Stop your selling process if his attention wanders or is
+diverted_. Use the sense-hitting method to compel it to _come back_ to
+you and your ideas. If some one should enter his office while you are
+talking to him, or if his telephone should ring, stop short in your
+presentation. (Your sudden silence, in itself, will be attention
+compelling.) Do not go on with your sales presentation until the
+interruption is over. Then use some sense-hitting method of making sure
+that his attention is again concentrated on you and your ideas.
+
+[Sidenote: Sense Hitting]
+
+An acquaintance of mine who had especially fitted himself for business
+correspondence, typed striking paragraphs taken from form letters he had
+devised and pasted the slips of paper on stiff filing cards. He carried
+with him to his interview with the president of a large corporation
+about thirty-five or forty of these cards. His prospecting had indicated
+that in the course of the half hour he had planned to take up with a
+presentation of his capabilities this executive would be interrupted
+often by telephone calls and the entrance of subordinates. The
+salesman's size-up also revealed that his prospect's attention was
+likely to wander to the things on his desk. From time to time when the
+correspondent was presenting his ideas the president reached out his
+hand and picked up a paper. Evidently he was inclined to give but
+flighty attention to his caller.
+
+[Sidenote: Striking More Than One Sense]
+
+The salesman, however, had "come loaded" for exactly this situation. He
+had worked out his selling plan in detail. As he developed idea after
+idea, he used a device for regaining attention by hitting at the
+prospect's senses of _sight_ and _hearing_. Just as soon as the
+president's hand wandered to a paper, the salesman ruffled the cards he
+held, quickly selected one, and clicked it down on the desk top before
+his prospect. He had to do this perhaps a dozen times before he felt
+confident he had clinched the interest of the executive. If the
+salesman had used words merely, what, he said in presenting his ideas to
+the prospect might have gone in one ear and out the other. But his
+action of ruffling the cards struck the president's senses of sight and
+hearing compellingly; as did the clicking of the card on the desk top
+when it was presented for reading. Repeatedly the return of the
+prospect's wandering attention was forced subconsciously; yet no
+disagreeable impression was made on his conscious mind. In the course of
+half an hour the correspondent succeeded in selling his services at a
+very satisfactory salary.
+
+[Sidenote: "Come Loaded"]
+
+If you similarly "come loaded" for sense-hitting, you will be able to
+get your prospect's attention originally, and to regain it whenever it
+is temporarily lost. In advance of your call on the man to whom you want
+to sell your services, think out things you can do that will strike one
+or more of his senses forcibly, without making disagreeable impressions.
+You can take with you to the interview specimens of your work, or
+testimonials; and hold them in your hand where they will attract notice.
+Or you might plan to use attention-compelling gestures.
+
+[Sidenote: Tone Variations]
+
+Changes of tone will make the other man "perk up his ears" if his
+attention wanders; so plan to introduce variety into your manner of
+speaking. Don't just open the spigot of your mind and let your ideas
+run out in a monotone. Variety of voice is pleasing, as well as
+attention-compelling.
+
+I know a salesman who is in the habit of using a spotlessly clean big
+handkerchief to help him keep the prospect's mind concentrated on the
+proposition being presented. Whenever the other man's attention is
+diverted, this salesman whisks his handkerchief from his pocket and
+touches his lips with it. The flash of white hits the sight-sense of the
+prospect and brings back his wandering attention to the salesman.
+
+[Sidenote: Sense Hitting Should Help The Sale]
+
+But such devices are superficial. _The best sense-hitting means of
+compelling attention, directly relates some sense effect to the
+salesman's purpose._
+
+The correspondent who ruffled his cards and clicked them down on the
+prospect's desk would not have been so successful if on each card he had
+not pasted a specimen of his work as an efficient letter writer. If he
+had brought a pack of blank cards, for example, the repeated use of his
+device for getting attention might have irritated the other man. To
+analyze the illustration further; if the correspondent had brought the
+specimens of his work on letter paper, not pasted on stiff cards, they
+would have been much less effective. He could not have ruffled them, and
+would have been unable to make the clicking sound he used to hit the
+other man's ears.
+
+[Sidenote: Suggesting Capability]
+
+Suppose you apply for a situation as a bookkeeper or an accountant. One
+of the best sense-hitting devices you could use to compel attention to
+your ability would be a collection of complicated tabulations in your
+handwriting, made neatly without a correction or an erasure. Such an
+exhibit of painstaking workmanship, if complemented by a neat,
+attractive personal appearance, would _force_ the employer to _notice_
+you and the proofs of your qualifications. You certainly would make a
+most favorable impression. Your prospect would imagine his books and
+records as you would keep them. When presenting the evidences of your
+capability as an accountant, you could suggest other qualities than
+those mentioned--such as the proper pride of a good workman, serious
+earnestness, dignity, keen intelligence, etc. Such _suggestions made
+with the aid of sense-hitting devices_ would help you to complete the
+sale of your services.
+
+[Sidenote: Make Your Qualities Stand Out]
+
+Perhaps you wish particularly to impress your qualities of alertness,
+energy, love of work, and physical stamina. Then sit or stand easily
+erect when you call on your prospect. If you should slump or loll in
+your chair, you would suggest that you lacked the very characteristics
+on which you are depending to get the job.
+
+_Make your best qualities stand out noticeably_ in your bearing. Should
+you apply for a position of great trust, requiring the exercise of the
+finest discretion, be sure to look the other man frankly in the face and
+let him see into your eyes. Also modulate your tones to the pitch of
+discretion and confidence. Your manner, your expressions, your voice
+will all draw attention to your fitness for the chance you want.
+
+[Sidenote: Original Methods]
+
+Such illustrations as have been given above should be understood as
+merely suggestive of ways to use the sense-hitting method of compelling
+attention. _Do not copy_ the suggestions offered. _Think out for your
+individual use a collection of sense-hitting devices of your own._ Then
+you will be able to select various ways to gain and to re-gain attention
+when you are in the presence of a prospect. No matter what may be your
+ability and ambition, _there are features of your character and your
+service capacity that you can utilize to make direct sense appeals_.
+Find out for yourself what they are, and plan how to use them most
+effectively. If you cannot gain attention to your qualifications, or if
+you are unable to recall wandering attention, you may lose the chance
+you have succeeded in getting. _Insure yourself_ against the possibility
+of such a disaster; so that your previous good salesmanship in securing
+an interview will not all go for naught.
+
+[Sidenote: Out-of-the-Ordinary Things]
+
+If you do something _out of the ordinary_, the force of your
+sense-hitting will be much greater than if you employ only common
+devices for gaining attention. It is better to _do_ something that
+compels attention to your recommendations than to _say_ "I want to call
+your attention to these letters."
+
+[Sidenote: Danger of Distracting Attention]
+
+However, there is always the danger that in gaining attention by
+_unusual_ means you may attract too much attention to the _device_ you
+use, and so distract notice from the _proposition_ you are presenting
+for sale. Therefore be sure that whatever extraordinary thing you do to
+compel attention _contributes directly to your main purpose_ and does
+not lead your prospect off on a _side track_ of thought.
+
+A business house once got out an advertising novelty and had samples
+distributed by the salesmen as gifts to their principal customers.
+The novelty was an ingenious mechanical device. It attracted so much
+attention to itself that when a salesman put it on the desk of a
+prospect before beginning his sales talk, the attention of the other
+man was drawn from what the salesman was saying and was given to the
+novelty. The prospect would pick up and examine the advertising device
+while the salesman was presenting ideas regarding his standard line
+of goods. As a result, many of the best points of the sales talks
+were unnoticed. The advertising novelty was a detriment. The sales
+volume fell off while it was being distributed. The slump was traced
+directly to the mistake of having the _salesmen_ pass out the
+attention-compelling device _which was not related to the staples of
+the house line_.
+
+[Sidenote: The Remedy]
+
+The distribution was made by mail thereafter, in advance of the
+salesman's call. It was effective then as an introduction for the
+traveler; because by the time he came to see the prospect, the novelty
+of the advertising device had worn off. It was no longer an
+attention-distracter.
+
+[Sidenote: Three Ways To Compel Attention]
+
+Remember that the attention of your prospect is always given to
+_something_. If another object of attention is more compelling than
+_your_ means of forcing his notice, your attempt will fail. Therefore be
+sure that your attention-getting device has at least one of three points
+of superiority.
+
+(1) It can be _stronger_ than the other appeal to the same sense. If
+your prospect's attention to what you are saying wanders because a
+phonograph starts to play in the next room, you can recall it to your
+presentation by slapping your hands together to emphasize a point, or
+you can change your tone suddenly. His sense of hearing will be struck
+compellingly by your device.
+
+(2) Your appeal for attention can be made to _more_ senses than are
+being reached by the distraction. The phonograph music hits only the
+ears of your prospect. Besides slapping your hands together or changing
+your tone, you can supplement such appeals to his tone sense by an
+appeal to his sense of sight. You can make a gesture, or display a
+letter for him to read just at that moment.
+
+(3) Your appeal can hit the senses of your prospect more _insistently_
+than the other. If the phonograph music proves very attractive to him,
+you will need to _keep hammering_ at him with forceful changes of voice,
+with gestures, by touching him, or by doing something else to make his
+attention to the music "let go."
+
+[Sidenote: Summary]
+
+To summarize the most effective method of gaining attention--_hit each
+sense to which you appeal as strongly as you can, without making a
+disagreeable impression, strike as many senses as possible, and keep on
+using your sense-hitting device as long as necessary to get or to
+recover exclusive favorable attention_.
+
+Many a man has gained success because he first gained attention. He
+stood out from the crowd, or was able to make his qualities noticeable.
+When one is fully qualified for success, he may need only to attract
+attention to his capabilities; then he is likely to be given the chance
+he wants.
+
+[Sidenote: "I'm Not Interested"]
+
+Often, however, the salesman is discomfited after he gains attention.
+The prospect halts the selling process by declaring, "I'm not
+interested." Suppose you are able to compel your prospective employer to
+notice you favorably, but he balks there and shows no inclination to
+buy your services. He has listened attentively to all you have said. He
+has concentrated his mind upon you, and has not wandered in thought to
+other subjects. Yet you perceive that he is inclined to put you off or
+to turn you down. Evidently, in order to prevent such a contretemps, you
+need to resort now to a _different selling step_, which you have not
+taken previously.
+
+It is necessary that you have at your command a way to induce interest.
+This interest-inducing means must be as _sure_ in its effects as the
+sense-hitting method of compelling attention. Otherwise you could not be
+certain of success with the selling process. If the effectiveness of
+every step cannot be assured in advance, you will not rely confidently
+on salesmanship to achieve your ambition.
+
+[Sidenote: Discriminate Between Attention And Interest]
+
+Probably you have never worked out in your mind exactly _the reasons why
+you are interested_ in particular things and in certain people. Let us
+make an analysis. Your _attention_ might be attracted so strongly to a
+vicious criminal that for the time being you could think of no one else.
+Yet his fate might be a matter of such indifference to you that you
+would have absolutely no _interest_ in the man. But suppose you should
+see in his face, or in an expression of his eyes, something that haunted
+your memory appealingly. It would induce you to read the newspaper
+accounts of his trial. You would feel a little sorry for him, on
+learning that he had been sentenced to a long term in prison. Very
+likely you would say to yourself, "I suppose he is a mighty tough
+character, but I believe there is something in him that isn't altogether
+bad." Your intuition would tell you he possessed undefined traits that
+you like. In _your own liking_ for these characteristics that you
+vaguely discerned in him when you saw him, _is the key to the interest
+he induced_.
+
+[Sidenote: What and Whom We Like]
+
+What do we like? Whom do we like?
+
+Things that are _like_ our own ideas. People who are _like_ the ideas we
+have about likable people. Interest is all a matter of recognizing
+points of likeness.
+
+In order to draw your prospect beyond the attention stage of the selling
+process, and to induce his interest in your "goods," you must impress on
+him suggestions of the similarity of your ideas to ideas already in his
+own mind. _He will like your ideas in proportion to their resemblance to
+his own way of thinking_ on the same subjects. So you should express
+yourself as nearly as possible in his terms, and attract his interest by
+making him feel that your mind and his are much alike.
+
+[Sidenote: Non-Interest]
+
+One day I was sitting in the private office of a very wealthy
+philanthropist. A salesman presented a letter of introduction to the
+millionaire, who in turn introduced me to his caller. The newcomer
+thereupon proceeded to present most attractively a business proposal. He
+offered my friend an excellent opportunity to make a good deal of money
+by joining an underwriting syndicate. The millionaire at once declared
+he was not interested. "I have all the money I want," he said, and bowed
+the salesman out. The ideas that had been presented to him were
+altogether _different_ from his own financial motives.
+
+[Sidenote: Interest]
+
+That same afternoon another promoter called upon my friend with a
+project for investment in a house-building corporation. This second
+salesman evidently had prospected the philanthropist and had planned
+just how to interest him. He did not stress the profits to be made from
+investment in the stock of his corporation, but referred to them in a
+minor key. He emphasized the need of the city for more homes, and cited
+instances of distress due to the housing shortage.
+
+My friend was thoroughly interested. He took home the salesman's
+prospectus for further study. Since he was a good business man, he
+satisfied himself that the investment would be profitable. But he
+subscribed for fifty thousand dollars worth of securities principally
+because they represented a project _like his own ideas_ of the way money
+should be put to work for human happiness.
+
+[Sidenote: Know Prospect's Likes and Dislikes]
+
+When you call on the man you have selected as your future employer, go
+equipped with all the prospecting knowledge regarding him that you have
+been able to get. Be sure you know his strongest likes and dislikes.
+Size him up on the spot, for the purpose of supplementing what you have
+previously learned about him. Hit his attention with sense-appeals
+related to his peculiarities. Then, in order to make sure of his
+interest, present some idea that is of the kind _he_ especially likes.
+He will open his mind and welcome your idea at once.
+
+[Sidenote: The Man of Quick Decisions]
+
+Suppose he has a reputation for brusqueness and quick decisions, and is
+impatient about any waste of time. You probably would help your cause by
+looking him straight in the eye and saying bluntly something like this:
+
+"I want to work for you because you are my kind of a man. Ask me any
+questions you want, now. You won't have to call me on the carpet for
+information about my work after you hire me. Pay me two hundred dollars
+a month, and I won't be back in this office to get a raise until you
+send for me."
+
+I know a young man who secured a good job from an "old crab" in just
+that way, within three minutes after they first met.
+
+Two men sought the position of office manager of an automobile company.
+The owners of the business were thorough mechanics who had designed
+their own car, but who were comparatively unfamiliar with office
+operations. They were not at home outside their factory.
+
+[Sidenote: Mistake of Speaking Different Language]
+
+The first candidate for the vacant position brought the finest
+recommendations of his qualifications for office management. The other
+applicant had had much less experience, and was not nearly so well
+qualified. But the first man was a poor salesman of his capabilities. He
+failed to recognize, when he explained his ideas to the partners, that
+he was talking to a pair of mechanics. They did not understand the
+language he used. His presentation of his qualifications as an office
+manager would have impressed an employer accustomed to sitting at a
+desk. But the partners were intuitively prejudiced against the capable
+candidate who was so very _unlike themselves_ in all respects.
+
+[Sidenote: Speaking the Same Language]
+
+The other applicant was shrewd. He used salesmanship in presenting his
+lesser qualifications for the position. He talked in terms borrowed from
+the language of shop practice. He compared the plans he suggested for
+the office supplies stock room, with the "tool crib" in the factory. He
+explained his idea of office organization by using as a model a chart of
+the plant departments. He compared office expenses with factory
+overhead.
+
+The owners of the business understood very little about the subjects he
+discussed, but he used words and expressions that were familiar to them.
+So his ideas, as he presented them, impressed the partners as _like
+their own way of looking at things_. The better salesman, who knew how
+to interest his prospects, got the five-figure job; though he was a less
+capable office executive than the disappointed applicant.
+
+[Sidenote: Fitting Ideas To Prospect's Mind]
+
+Do not try to sell another man particular ideas because _you_ like them.
+You are not the buyer. Sell him ideas that _he_ likes. Fit the ideas you
+bring him to the characteristics of his mind.
+
+If you judge him to be a quick thinker, do not hesitate in indecision a
+moment longer than is necessary for you to make up your mind
+confidently. On the other hand, should he be a deliberate thinker, be
+careful not to make an impression that you are rash or impulsive in your
+decisions.
+
+[Sidenote: Clothes and Interest]
+
+If he is inclined to be finical about his dress, or over-particular
+regarding orderliness, he will be interested if your garb is
+punctiliously correct and if you suggest to him the habits of precision.
+I read a little while ago the story of a young man who lost the chance
+to become the confidential assistant of a noted financier. The young man
+missed his opportunity because he made the mistake of wearing a soft
+collar when he called for the final interview with the financier.
+
+[Sidenote: Avoid False Pretense of Interest]
+
+_Do not, of course, put on false pretenses_, to make your prospect like
+you and your ideas. Remember that you must _live up_ to a first good
+impression. So appear nothing, say nothing, do nothing that is untrue
+to your best self. But without any dishonesty you can indicate that your
+way of thinking has points of similarity to the slant of the other man's
+mind. If he is a Republican, while you are a Democrat, and the subject
+of politics comes up, do not pretend to be an elephant worshiper. Admit
+your party allegiance casually, and remark that you are not hide-bound
+in your political faith, but open-minded. Maybe he will employ you with
+the hope of converting you to Republicanism.
+
+[Sidenote: Few Direct Opposites]
+
+There are few ideas regarding which honest men are diametrically opposed
+on principle. You can suggest to your prospective employer the idea that
+you are in accord with his way of thinking; though you may differ widely
+in many respects. You need not emphasize the _degree_ of your likeness
+in mind. Certainly it would be very poor policy to stress your
+differences of opinion.
+
+[Sidenote: Like Breeds Like]
+
+_Any likeness of your suggestions to the ideas of the other man will
+impress him agreeably._ He will be pleased to find the points of
+resemblance, and they will help to gloss over a possible prejudice in
+his mind against you. The association of your similar ideas on a subject
+will suggest to him imaginative pictures of your association with him in
+his business. "Like breeds like." He will place you mentally in a
+situation where the likable qualities he has found in you might be
+employed to his satisfaction.
+
+[Sidenote: Inside the Door]
+
+Then you will be safely _inside the door_ of his interest. Without
+realizing it, your prospect would like to bring about the condition he
+has imagined. He is beginning to want you in his employ; though as yet
+he has no deep-seated desire for your services. Objections to you may
+spring up in his mind, but you certainly have been successful throughout
+the processes of getting his response to your knock, and of securing for
+your ideas his invitation to come into his thoughts for a better
+acquaintance with your purpose.
+
+[Sidenote: Unwelcome Guests]
+
+After admitting your ideas to his mind, he may wish he had not welcomed
+them. He may find objectionable things in you or in your proposal.
+Sometimes a man responds to a knock on his door, and becomes
+sufficiently interested in the caller to invite him to enter the house;
+but regrets afterward that he extended the welcome. This change of heart
+and mind is usually due to something done by the visitor after his
+admittance. However, we are not considering just now any step of the
+selling process beyond winning a welcome. In later chapters we will
+study how to make the most effective use of hospitality and the things
+to avoid that might impress the host as abuses of the privileges of a
+guest.
+
+[Sidenote: Furniture of The Mind]
+
+Ideas have been called "the furniture of the mind." We have already seen
+that they are the developments of _repeated sense impressions_. A
+particular mind center is partly or wholly furnished with ideas in
+proportion to the man's use of his sense avenues to bring in ideas from
+outside himself. The doors of the mind swing inward most readily when
+the new mental furniture brought along a sense avenue matches the ideas
+already in the mind center. Doubtless the young man who lost the
+interest of a great financier by wearing a soft collar would have been
+able to hold it if he had dressed according to his prospect's ideas.
+
+[Sidenote: One Likable Thing Helps]
+
+_If there is one thing about you that another man dislikes, it
+disproportionately tinges his entire attitude of mind toward you. On the
+other hand, if you have one especially likable feature, it tends to
+lessen the disagreeable impression of things about you that the other
+man does not like._
+
+So, when you come to a prospect as a salesman of your best self and have
+gained his attention, avoid making disagreeable suggestions to his mind,
+and have at your command a number of sense appeals you are sure he will
+like. You certainly will secure his interest if you follow this selling
+process.
+
+To win his interest you need not induce your prospect to like you _all
+through_ or in _every respect_. If he likes but one thing about you at
+first, he will be interested enough to give you the chance to develop
+more interest. _The interest that produces the fruit of acceptance is
+often a growth from only one seed sown by the salesman of ideas_.
+
+[Sidenote: Avoid Over-Emphasis]
+
+At this stage of the selling process it is not wise to plunge ahead
+fast. Do not go to the _extreme_ on any subject that you find is
+interesting to your prospect. His interest may be mild, and he might be
+prejudiced if you seem to display excessive concern about something that
+he considers of minor importance. I recall the experience of a man who
+was complimented on keeping an appointment to the minute. He
+_over-emphasized_ the virtue of punctuality and irritated his prospect,
+who was not always on time himself. The job went to another applicant.
+
+[Sidenote: Moderate Attitude]
+
+_Be moderate_ in your attitude when you work to secure the beginning of
+interest, lest you raise an obstacle in your path. Until you are sure
+you have won a considerable degree of interest, you cannot lead strongly
+in any direction without running the risk of losing some of the
+advantages you have gained. Therefore at the interest stage proceed
+warily. "Watch your step."
+
+[Sidenote: Hobbies]
+
+Be especially careful not to gush over a hobby of your prospect, in
+which his interest may not be so great as you suppose. _Hobbies are
+dangerous_. Don't harp on one. It requires consummate art to show
+enthusiasm about another man's hobby without arousing his suspicions
+regarding your sincerity.
+
+[Sidenote: Art of Knocking and Winning a Welcome]
+
+Throughout the various steps of the selling process, salesmanship is an
+_art_. The art of knocking at the door of opportunity and of winning the
+invitation to come in lies in _making favorable out-of-the-ordinary
+impressions in unusual ways_. The salesman himself, his methods of
+presenting his services for sale, and his qualifications--all should
+stand out distinctly, and make impressions of his individuality. He
+should not seem like a common applicant for a position, but should
+suggest to the prospective employer that he is a man of uncommon
+characteristics and especial capability.
+
+[Sidenote: The Process And Effects]
+
+That is the way to make a good impression. Such an impression of an
+extraordinary personality first affords pleasure, then excites a degree
+of admiration, and next arouses a certain amount of curiosity that is
+nearly akin to interest. If you please your prospect in your initial
+impression on him, he will like you and begin to feel _personal concern_
+about your application.
+
+[Sidenote: Analyze, Discriminate, Restrict]
+
+In order to qualify yourself for taking this step of the selling process
+effectively hereafter, analyze the impressions you make now.
+Discriminatively select the good and bad details. Then restrict your
+future practice in perfecting the art of inducing interest, to the
+development and use of your pleasing qualities only.
+
+[Sidenote: The Interesting Opening]
+
+Most men begin an interview with a prospective employer indefinitely or
+in merely general terms. Naturally they confront a wall of non-interest.
+You have come, remember, on a mission of service. Please at once by
+presenting the idea that you know a particular service which is lacking
+and which you can supply. Break the ice of strangeness between you and
+your prospect by an appeal first to his human side through a smile of
+_genuine friendliness_ and by looking straight into his eyes so that he
+can see into your heart.
+
+Then in a business-like way get right down to business without
+hesitation. Show enthusiasm, which is contagious if not overdone. Base
+your enthusiasm on real optimism. Indicate temperamental youthfulness in
+vigor and courage. Say something original--something strong, maybe a
+little startling; but it must be self-evidently true. By all means avoid
+anything that suggests parrot talk or indefinite thought. Do not expect
+the other man to listen with interest to a statement proceeding from
+premise to conclusion.
+
+[Sidenote: Headlines]
+
+_Use headlines prominently and often_ to summarize the body of your
+proposal. Headlines attract your attention and induce your interest in
+particular newspaper items. Employ headline statements for the same
+purpose in selling the idea of your capabilities; just as surely you
+will get attention and interest.
+
+A noted sales manager who had been earning a large salary made up his
+mind that satisfying success for him was to be gained only through a
+business in which he would be partly an owner instead of just an
+employee. He called together a group of financiers and introduced his
+purpose by saying to them, "Gentlemen, I have an idea in which I have so
+much confidence that I will resign my $75,000 a year job to develop it.
+I want to explain it to you and to have your co-operation in financing a
+project I have worked out." His headline statement secured instant
+interest, of course.
+
+_There is something about yourself or your capabilities that you can put
+into headlines._ In forcible, vivid language you can strike some senses
+of your prospects. Think of headline statements about your services.
+Write them out in advance. You may be certain they will produce the same
+psychological effect as headlines in the newspapers.
+
+[Sidenote: Sense Doors Always Open]
+
+_Use the sense avenues_ to introduce agreeable suggestions into your
+prospect's mind centers of attention and interest. Then you will be
+employing the _unusual_ methods of a master salesman, who devises ways
+of using every possible sense appeal.
+
+_The sense doors are always open. They are held open by the subconscious
+mind. If you understand your way through them there will be no doubt
+about the effectiveness of your knock at the door of opportunity, or
+about getting an invitation for your ideas to enter the mind of the
+other man._
+
+
+
+
+CHAPTER IX
+
+_Getting Yourself Wanted_
+
+
+[Sidenote: Show a Need For Your Services]
+
+A great many salesmen mistakenly believe that if they can interest a
+prospect thoroughly in their goods, he is almost sure to buy. When this
+stage is reached, they think they only need to keep his interest growing
+to close the sale. If, instead, it drags on interminably, they are
+utterly at a loss regarding what _more_ they should do to secure the
+order.
+
+Do not fall into a similar error when selling true ideas of your best
+capabilities. Not only is it necessary that you induce your prospective
+employer's _interest_ in your personal qualifications, but you need to
+make him realize there is a _present lack_ in his business which you can
+fill to his satisfaction. _You must get yourself wanted._
+
+You might make an excellent first impression on the man you have chosen
+as your future chief. He might listen attentively to your presentation
+of ideas, and question you so interestedly that you would expect him to
+say at any moment, "All right. The job is yours." Then, instead of
+engaging your services, he might remark, "I'll keep your name on file."
+Or he might say, "I know a man who probably could use you. I'll give
+you a note to him." You would win a cordial farewell handshake from your
+prospect, but not an acceptance of your proposal to work with him. You
+would leave without the job. _Your failure would be due to your
+inability to get yourself sufficiently wanted_.
+
+[Sidenote: See Yourself Through Your Prospect's Eyes]
+
+Now imagine yourself in the place of this employer. See your application
+through his eyes. Unless you can look at yourself from the prospect's
+viewpoint, you may not comprehend your deficiency in salesmanship.
+
+The employer upon whom you called said to himself while you were trying
+to sell your services, "Here is a very attractive man. He presents an
+interesting proposition. But I have no real need for such an employee;
+therefore it would be poor business for me to engage him, much as I
+should like to do so. I am sorry that at present I have no place for him
+in my organization. He's a man I'd like to keep track of, so I'll file
+his name and address for possible future reference. Meanwhile I'll give
+him a note to my friend Smith. I hate to turn him down cold; he's such a
+fine man."
+
+Evidently the employer did not feel a _lack_ in his own business. You
+failed to make him realize any _need_ for your services.
+
+[Sidenote: Proving A Need]
+
+Contrast with this illustration the case of an efficiency engineer who
+secured his chance to overhaul a factory by demonstrating to a
+manufacturer that he needed a new order-checking system. The engineer
+"beat" the old system and brought to the manufacturer's office a lot of
+goods he had secured that could not be checked. His salesmanship
+compelled attention, induced thorough interest, and proved there was a
+hole that should be filled. When the lack was shown convincingly, the
+manufacturer wanted it satisfied. The sale of the engineer's services
+was quickly closed.
+
+[Sidenote: Getting Yourself Wanted Is Only One Step Ahead]
+
+Do not jump to the conclusion that you are sure of the job you desire,
+just as soon as you get yourself wanted. You are not yet at the end of
+the selling process. The prospect has only been conducted successfully
+another step forward toward your goal. _The moment after he realizes the
+lack in his business, he is apt to question most critically your
+qualifications for filling it._
+
+[Sidenote: Analysis Naturally Follows Desire]
+
+_As soon as a man begins to feel a real tug of desire for anything, he
+examines it with new, increased interest to make sure there isn't
+something the matter with it._ The suit of clothes that only induces his
+interest in a shop window is passed by after a look. However, if he says
+to himself, "That's the kind of suit I want," he goes in and examines
+the workmanship and the cloth, in search of faults. The salesman may
+need to overcome certain objections of his prospect before the order can
+be secured.
+
+But we have not reached the objections stage of the uncompleted sale.
+That is the subject of the next chapter. Let us retrace our steps to
+study the essence of the art of getting yourself wanted.
+
+[Sidenote: Two-part Process of Getting Yourself Wanted]
+
+There are two parts to the process. First, you must show the prospect
+what he lacks; that in his business there is _an unoccupied opportunity
+for such services as you believe you are capable of rendering to his
+benefit and satisfaction_. Second, you need to _picture yourself filling
+the place and giving the service_; to show him imaginatively _your
+qualifications at work in his business_.
+
+[Sidenote: Sincerity Of Service Purpose]
+
+Of course it is primarily necessary that you believe in your own
+capability, and in the value to the other man of the qualities you have
+brought to him for sale. Unless you have this feeling yourself, you will
+not be likely to draw out his reciprocating desire for your services.
+You are not dealing now with his mind. _Desire proceeds from the heart.
+It is emotional, not mental_. The least suspicion of your insincerity
+would check your prospect's feeling that he wants you as an employee.
+You must feel that you have come with a purpose of genuine service, and
+you must draw out his similar feeling.
+
+[Sidenote: Desire Comes Out of the Heart]
+
+When you knocked at the door of your prospect's mind, and when you
+sought to induce his welcome for your ideas, your object was to get him
+to take your thoughts _into_ his head. The line of action is _reversed_
+at the desire stage of the selling process. Until now _you_ have been
+the moving party. You have been getting yourself and your ideas into his
+consciousness. But while attention and interest are _receptive_
+processes, the emotion of genuine desire starts with an _outward moving
+impulse from the prospect_. It isn't enough that he open his heart and
+let you enter, as he has admitted your ideas to his mind. _If he really
+wants you, his feeling of desire will come out after you_.
+
+[Sidenote: Service Value is Appreciated]
+
+You have revealed to your prospect a lack in his business, and have
+pictured yourself filling it to his satisfaction. You have done him a
+double service. It is human nature to _appreciate_ such a genuine
+service, and to _want more_ like it. The first service is accepted with
+appreciation, but when the square man wants more _he makes a move to get
+it, and expects to pay for it_. As soon as you have shown the lack and
+your ability to fill it, and have pictured yourself "on the job," it
+will be natural for your prospect to want you there in fact.
+
+The colored porter who washed the windows and scrubbed floors in the
+general offices of a manufacturing corporation was ambitious to rise in
+the social scale and to earn a larger salary. One evening he went to
+the private office of the president, and presented for sale an idea of
+his capability for a different job.
+
+[Sidenote: Official Welcomer Wanted]
+
+"Boss," he began, "You-all ain't got nobody dere to de front doah to
+make folks feel welcome-like when dey comes in heah. Down in Virginny my
+ol' gran-pap useter weah a dress suit ever' day an' jist Stan' in de
+front hall of his ol' massa's house, a-waitin' to bow an' smile to
+comp'ny whad'd come in. If you'll jist rent me one o' dem dar suits,
+Boss, I could stan' out in the front office an' make folks feel we wuz
+glad to see 'um, lak' mah gran'pap did. When ennybody comes heah now,
+dey ain't nobody pays much 'tention to 'um. You'd orter git somebody on
+dat job, Boss; an' I reckon I'm jist 'bout cut out foh it, suh."
+
+The colored man compelled attention by presenting himself at the door of
+the sanctum. He induced interest in his proposal. Then, in addition, _he
+pointed out a lack and that he could fill it_. Immediately the president
+_visioned_ the old darkey as an official welcomer, and _wanted_ him. _He
+reached right out for the service offered_. The sale was closed at once,
+and the colored man shone in his new glories within a week.
+
+[Sidenote: Conflict of Heart and Mind]
+
+Often a man desires with his heart things that his mind does not
+approve. Therefore when you work to get yourself wanted, _appeal to the
+heart of your prospect, rather than to his mind_. Then if _his_ mind
+raises objections to his desire for your services, _your_ mind at a
+later stage of the selling process will overcome or get around his
+mental opposition. When the time for that step arrives, _his heart_ will
+already have been won as _your ally_, and will help you dispose of the
+objections _his mind_ has raised.
+
+[Sidenote: Get Yourself Liked]
+
+As a preliminary to getting yourself wanted, get yourself _liked_. Make
+such an impression, do and say such things, as will draw out of the
+heart of your prospect _a friendly feeling_ for you. You know of people
+who have been boosted to notable successes because influential men took
+personal interest in their advancement.
+
+I recall an office boy who was always ready to perform little extra
+services. He held his employer's overcoat one day, and the boss rather
+absent-mindedly handed him a tip. The boy shook his head and declined
+the dime.
+
+"I didn't do that for a tip. You always treat me fine, and I just like
+to show you I appreciate it."
+
+The boy's _heart had spoken_, and the employer's _heart responded at
+once with an especial liking_ for the lad. The seed of personal interest
+having been planted in the heart of the president, his liking grew. The
+boy was advanced to better and better positions. He made good on his
+merits, but he was helped very much because his employer _wanted_ him to
+succeed.
+
+[Sidenote: The Common Heart of Man]
+
+Reference has previously been made to the fundamental likeness of all
+men at heart and to their differences in mind. Send out with your voice
+an appeal to only the _minds_ of your audience--read a table of
+statistics, for example--and it will affect all your hearers
+_differently, depending on the mental characteristics of each
+individual_. But tell a story of great courage, of self-sacrifice, of
+love--_the same fundamental effect_ will be produced on all the _hearts_
+in the audience; though, of course, the various individuals will respond
+with _different degrees of emotional intensity_.
+
+As has been said before, in order to look into the heart of another man
+you need but see clearly into your own. There you will find all the
+emotions of human nature, no matter how you may differ from other men in
+mentality. Hence if you would prompt the heart of another man to want
+your services, just _do the things he would need to do to win your
+liking for him_. Imagine the cases reversed, and be guided in your
+selling process by what you see.
+
+[Sidenote: Popular Men]
+
+To look at this step from another angle--_if you would be likable, you
+must find other men likable_. If you like people only within a limited
+range, you will similarly narrow your own likableness. If, however, you
+genuinely like all men--like them for their faults and frailties as well
+as for their merits--you will appeal to the intuitive heart of any other
+man. You will draw out his liking for you because _the magnetic power
+of your own heart will not be restricted_ to pulling your way the
+friendly feelings of only a few people. Instead, you will be a "popular"
+man, a man who is _generally_ well liked.
+
+You meet certain men whom you like at sight. You desire further
+acquaintance, or friendship with them. But these men have not prepared
+themselves to suit _you_ in particular. Most _other_ people who meet
+them have the _same feeling_ toward them that you experience. The men
+you like at sight, and who make friends wherever they go have developed
+in themselves _feelings of friendliness for all men_. As like breeds
+like, liking draws liking.
+
+[Sidenote: Artificial Methods Never Deceive The Heart]
+
+If you try to develop particular traits, only because you believe they
+will attract other men to you, you will not make your nature likable.
+Such _artificial methods_ of making yourself attractive _never deceive
+heart intuitions_. You will not become popular by proceeding
+_selfishly_. But if you develop within yourself a heartfelt interest in
+your fellow men, if you are full of genuine desire to serve them with
+your friendship, _you will attract the liking of nearly all the people
+you meet_. They will want to know you better and to be your friends.
+
+[Sidenote: No Insulation Against Human Magnetism]
+
+There is "no sich critter" as a natural grouch. A man who has that
+reputation is _repressing his natural emotions_--that is all. He does
+not express his true feelings. He attempts to deny that he has them.
+_But they are inside him, and you can pull them toward you_ if you bring
+your likableness to bear upon his heart. He will feel the tug, and will
+be drawn to you by your magnetic power. _There is no insulation that can
+prevent the pull of human magnetism_. So treat the crab with a feeling
+of real liking for the human nature inside, and don't be discouraged by
+his shell. Be more than ordinarily likable when you have to deal with a
+surly prospect. Exert all the magnetism you have. He will feel drawn to
+you. You will get yourself wanted.
+
+J. Pierpont Morgan, Senior, was noted for being unapproachable. But it
+is said that he took a great liking to a certain newsboy who never acted
+afraid of him and who treated him as an ordinary mortal. This gamin
+always had a cheery word for everybody. That he made no exception in Mr.
+Morgan's case won the heart of the austere financier, who helped the boy
+to get an education and to start in business.
+
+[Sidenote: Do Not Over-sell Likability]
+
+The emphasis placed on the importance of likableness as the _principal_
+factor in getting yourself wanted may have made you forget the _primary_
+necessity of showing your prospect _a real lack in his business, and
+that you are capable of filling it_. It is possible to attract an
+employer's liking for you, whether he has a place for you or not. But
+his liking will do you no good unless you can also make him see he has a
+need for you.
+
+_Success is not to be won by getting in where you are not wanted,
+however likable you may be_. You must sell the idea of your service
+_value_ as well as the ideas that your services would be _liked_. You
+_cannot over-develop_ the quality of likableness, but you _can
+over-sell_ it, to the detriment of your own best interest.
+
+[Sidenote: A Winning Personality Sometimes Fails]
+
+One of the most conspicuous failures I know is a man who has "a winning
+personality." Times without number his genuine agreeableness has won him
+fine chances to succeed, but in the positions he has held he has never
+studied the needs of his employers for other qualities than likability.
+Consequently he has fallen down on all his big chances. Today he is just
+a popular door man for a big department store. His intelligence and his
+physical ability are so evident that he is an object of pity and wonder
+as he smiles and bows to customers of the store. Undoubtedly if he had
+studied the different opportunities he has had, and had fitted himself
+into all the requirements of a particular situation, his winning
+personality would have helped him higher and higher toward the mountain
+peaks of success instead of leaving him on an ant hill.
+
+[Sidenote: Three Impressions Necessary]
+
+Of course the mind of your prospective employer acts in co-ordination
+with his heart when you attract him so much that he really wants the
+service you proffer. He imagines you rendering that service. He thinks
+what "might be" if you were associated with his business. He paints
+mental pictures that please him, and he wishes his vision to come true.
+But when he begins to imagine you rendering service, the picture of your
+agreeable personality will not be pleasant to him if he sees that he
+doesn't really need you. _In order to get yourself wanted it is
+necessary that you show him the lack, and that you can fill it, and that
+you would be likable when filling it_. If you make these three
+impressions on the mind and heart of your prospect, your success in your
+purpose will be assured. You will not fail to get yourself wanted.
+
+[Sidenote: Desire is Turning Point Of the Sale]
+
+In salesmanship "desire is the determinant of the sale." By this is
+meant that _when the salesman sufficiently stimulates a real desire in
+his prospect, he has climbed the highest grade of difficulty_. If he is
+skillful, the selling process from then on should be comparatively easy
+sledding. You realize that if you can get yourself wanted by an
+employer, the matter of landing a job in his business should not be
+hard. We therefore are considering now _the turning point in the process
+of selling the true idea of your best capabilities in the right field_.
+After you get yourself wanted, the odds are no longer against you, but
+grow increasingly in your favor. If, having succeeded in getting
+yourself wanted, you then fail in your ultimate purpose, you should
+blame no one but yourself.
+
+[Sidenote: The Use of Tactful Suggestion]
+
+A very skillful use of _tact and diplomacy_ is necessary to success in
+pointing out to a prospect something that he lacks, and your capability
+for filling that lack. A man is apt to resent your "picking flaws" in
+his business. He is likely to regard you as an egotist if you _assert_
+that he needs you. You will not get yourself wanted if you make the
+impression that you are a critical fault-finder with "the big-head."
+Rather, you should pattern after the example of the professional
+salesman of goods. In the processes of persuasion and creating desire he
+employs the arts of _suggestion in preference to making direct
+statements_. He is a tactful diplomat. Learn from his methods, as
+explained in "The Selling Process."
+
+You have come to a chosen employer, with a real service purpose; but be
+careful not to _offend_ in your presentation. Do not bring him your idea
+for improving his business as if it were a great discovery you have
+made. He won't like it if you open his eyes to his lacks in that
+fashion. You might better suggest that while you have perceived what he
+needs, you have no doubt he either has seen it already or would have
+perceived it if his time and attention had not been engrossed by other
+things. You will be liked if you so present a picture of the lack and of
+yourself satisfying it.
+
+[Sidenote: Rubbing the Prospect the Wrong Way]
+
+_You are apt to get yourself cordially disliked if you rub your
+prospect's pride in his business the wrong way_.
+
+An accountant sought an opportunity to become the auditor for a
+manufacturing corporation. He had gained considerable "inside knowledge"
+of the company's lax business methods. But when talking to the president
+he exaggerated the relative importance of these defects. In his
+eagerness to impress the executive with the need for an auditor, he
+over-drew the danger from leaks in the company's accounting system. The
+president was exasperated. His pride was stung. What had been said
+reflected on his capability as an executive. So he turned savagely on
+the accountant.
+
+"If we're so rotten as all that," he snarled, "how could we make money
+and pay dividends? No doubt you are right in your criticisms of our
+methods. But if I had a man like you around here, continually finding
+fault and picking everybody and everything to pieces, the whole business
+would be demoralized. The ideas you have brought to me are worth a
+thousand dollars, and I'll give you my check for that, but no crepe
+hanger can work for me."
+
+[Sidenote: Avoid Teaching]
+
+When you present your capabilities for sale, don't suggest that you
+think your prospect's business will go to the "demnition bow-wows" if
+your services are not engaged. _Understate the lack and your fitness to
+fill it_. You may be sure the employer will appreciate fully the value
+of the new ideas you bring, and the worth of your services.
+
+[Sidenote: Pope's Rule]
+
+None of us really like "teachers." Nowadays the most successful
+educational methods follow the rule laid down by Alexander Pope, "Men
+must be taught as if you taught them not; and things unknown proposed as
+things forgot." Do not suggest that you are a "know it all." Much less
+make the impression that the other man does not know. Communicate to him
+the idea that you believe he has overlooked the lack to which you call
+his attention. With modest confidence present your capabilities. You
+need not assert in words that you will fill the bill. Your prospect can
+see that. In everything you suggest and say, show that you genuinely
+like him and his business. Manifest sincere admiration. _Make him feel
+that you have come to his office because you especially want to work
+there. That will make him want you in his service_. Use suggestion to
+increase his desire for you.
+
+[Sidenote: Reduce Resistance By Suggestion]
+
+_Direct_ presentation of ideas indicates an intention to inform, to
+teach, to direct the mind of the other man. Every human individual,
+whether a child or a centenarian, _re-acts in opposition_ to such an
+effort at instruction. There is something in all of us alike which makes
+us wish to think and decide for ourselves. Hence the value of the art of
+suggestion in getting yourself wanted.
+
+Ideas you _suggest_ enter the mind of the other man so unobtrusively
+that _he does not realize you originated them_. He has no feeling that
+you intend to influence his mind. Consequently he makes no resistance to
+the suggested ideas. _It never pays to reason when selling an idea;
+because reasoning invariably brings out a reaction of opposition_. You
+will not create a desire for your services by presenting them
+_logically_, or by making an _argument_ regarding your capabilities. One
+of the greatest students of the human mind assures us that "most persons
+never perform an act of pure reasoning; but all their acts are the
+results of imitation, habit, suggestion, or some related form of
+thinking."
+
+[Sidenote: Three Reasons For Using Suggestion]
+
+Suggestion is remarkably effective in persuading and in arousing desire
+because:
+
+First, _every "suggested" idea is accepted as absolutely true unless it
+is contradicted by other ideas already in the mind of the prospect_.
+This is because the prospect thinks a _suggested_ idea is his. He adopts
+it and makes it his own. That is, his mind takes the suggestion and
+interprets it in terms of his own thoughts. Of course he believes what
+he himself thinks. _Say_ to a prospective employer that you would
+particularly like to work in association with him, and he may believe
+you are "shooting hot air." He will have no such feeling if you tell him
+details about his business that have especially interested you. _Show_
+him that you have been studying and observing his methods. Give him to
+understand that you have also investigated other businesses. Thus
+without _saying_ it, you _suggest_ to his mind that you have come to his
+office because you really would prefer to be employed there. He will
+believe the suggested idea; though he might have scoffed at the
+statement.
+
+[Sidenote: Suggestion Avoids Contradiction]
+
+Second, _suggestion is effective in persuasion and in arousing desire
+because suggested ideas which include no comparisons or criticisms very
+seldom arouse contradictory attitudes of mind_. The suggested idea
+enters the mind of the other man quietly, unaccompanied by a blare of
+the trumpet "I Tell You." Opposing ideas are not aware of its presence
+until it has supplanted them. _Suggest_ to a chosen employer that he
+_means_ to be up-to-date, and he agrees. If you _say_ his methods are
+behind the times, he will be apt to defend them instead of following
+your lead along the line of suggested improvements.
+
+[Sidenote: Suggested Ideas Tend to Action]
+
+Third, _every suggested idea of action tends to result in the action
+itself; whereas a direct attempt to secure action is almost sure to
+result in opposition_. Human nature works that way. Your prospect, being
+unconscious that a particular idea of action is suggested to him, does
+not have his will stimulated to prevent that action. If you come to your
+prospective employer and _ask_ for the job you want, he will be on the
+_defensive_. But if you _suggest_ to him that he wants you--that he
+lacks and needs such services as you present--_he will be impelled to
+the affirmative action of offering you the job_.
+
+[Sidenote: Selling Henry Ford]
+
+When I was originally engaged by Henry Ford, it was in the capacity of a
+public accountant, for an audit of the business of the Ford Motor
+Company, and later for the installation of an accounting system that
+would tell accurately every month "where they were at." Back in
+1904-1905 the Ford Motor Company was not showing any more profits than
+many other motor car manufacturers organized on similar lines. After I
+completed my work as an accountant, Mr. Ford talked with me about taking
+a permanent position with the Company in the capacity of "Commercial
+Manager." That title covered responsibility for the distribution of
+products, advertising, collections, selection of branch managers and
+their corps of assistants, operation of branch houses, appointment and
+direction of agents, employment and control of the entire sales force,
+etc., etc. The position was much broader than that of Sales Manager, as
+it included also the accounting and organizing of nearly every
+department of the business.
+
+For several years prior to that time I had sold my services as a public
+accountant and organizer to many large concerns throughout the country,
+including twenty-eight different automobile companies. I believed in my
+ability, not only to organize a selling and distributing force for
+successfully marketing a standard product, but also to extend that force
+over a world field and to control it in all the details of its
+operations, from opening the mail to the declaration and payment of
+dividends, more efficiently than the average sales or commercial
+manager. So I had no hesitancy in undertaking the Ford job, which, even
+at that early date, I visualized as culminating in a big one.
+
+When I finally engaged my services with the Ford Motor Company on a
+permanent basis, the business was represented by only a few hundred
+scattered, unorganized, uncontrolled, and non-directed dealers. My work
+during the following twelve years was concentrated on developing and
+enlarging yearly this small hit-or-miss distributing aggregation into a
+compact force of thousands of well-trained, highly efficient sales and
+service representatives of the Ford Motor Company. They were all Ford
+"boosters," and by their loyalty and intensive co-operation they "put
+across the Ford" in the big way that today makes the little car so
+conspicuous everywhere throughout the world.
+
+[Sidenote: Statement Avoided Suggestion Used]
+
+Note that while my experience with the Ford Motor Company as a public
+accountant convinced me that what the business needed then was a
+commercial manager and sales organizer, and I believed myself fitted
+for the position, I did not make that statement to Mr. Ford; because it
+would have been poor salesmanship. He might have thought me entirely
+qualified to deal with figures, but not so capable of handling sales
+agents and dealers.
+
+So I never _said_ to him that I was the man he needed. But I _suggested_
+it by presenting my ideas of how the job should be done. He accepted my
+ideas as good, and was influenced by the natural suggestion that
+resulted from them. He told me that he wanted me to become Commercial
+and Sales Manager. It was the opportunity for success that I most
+desired. I got myself _wanted_ without having to overcome any
+_resistance_ in the mind of the man with whom I had chosen to work.
+
+[Sidenote: Negative Suggestions]
+
+You recognize how true to human nature are incidents of this sort. You
+know how powerful is the force of _affirmative_ suggestion. But have you
+appreciated how surely desire is killed by _negative_ suggestions? If
+you make _displeasing_ impressions, you will get yourself _not_ wanted.
+Therefore you must _be careful to avoid certain things your prospect
+would not like, just as you should be careful in doing things that are
+likable_.
+
+[Sidenote: Speak the Prospect's Language]
+
+If your prospecting and sizing up of an employer indicate that he is
+very painstaking, suggest to him how particular you have been to prepare
+yourself in knowledge of his needs. If he is a man who weighs ideas
+carefully, suggest to him your qualities of judgment and decision.
+Perhaps he is characterized by a marked constructive imagination.
+Suggest that you, too, have imaginative power. Bring out conspicuously
+the particular elements of your qualifications that are most likely to
+_suggest ideas akin to his own_. Speak those phrases of the language of
+suggestion which he best understands, and that are most likely to
+impress him with _the idea that you and he think alike_.
+
+[Sidenote: Deceptive Suggestions]
+
+A caution is necessary here. In any suggestion that you make, _convey
+neither more nor less than the actual truth_ regarding your
+capabilities. _Avoid any possibility of deception_.
+
+I recall the case of a young man who quite won the heart of a dignified
+bank president whose tastes were very quiet. The young man studiously
+avoided the slightest appearance of flashiness in his dress and manner.
+He spoke in modulated tones. His movements were subdued. He had exactly
+the quiet pose that suited his prospective employer. The banker stressed
+his appreciation of the characteristics manifested by the applicant, and
+the young man "overdid it" by suggesting that he was _always_ decorous
+in his manner.
+
+The bank president had occasion to entertain a visiting financier who
+wanted to go to the ball game. A few seats away the young man whose
+application was being considered rooted boisterously for the home team,
+unconscious of the contradiction he presented to the suggestions he had
+made in the banker's private office. The new impression was made more
+disagreeable because the boisterous behavior suggested to the banker
+that the young man had not conveyed a true idea of himself previously.
+When he came next morning for the answer to his application, he received
+a cold "No."
+
+The young man really was not boisterous except on the rare occasions
+when he let off steam, as at a ball game. If he had conveyed the
+_truthful_ impression that he was _nearly always_ quiet, and had taken
+pains to admit that _occasionally_ he "let loose," but only in proper
+surroundings, he would not have killed his chances by the negative
+suggestion of untruthfulness.
+
+[Sidenote: Motive of Suggestion]
+
+After all it is your _motive_ that determines the right or wrong use of
+suggestion in getting yourself wanted. If you keep carefully in mind a
+purpose to _suggest less instead of more than the truth_ about your
+capabilities, you need not fear that you will offend by over-drawing the
+picture of your real self.
+
+If _your_ motive is wrong, it will lower the quality of _your_ manhood.
+If you suggest a wrong motive to the _other_ man, the effect is to lower
+_his_ manhood qualities in considering you. _It is particularly
+important not to stimulate a motive that may afterward operate to your
+detriment_.
+
+[Sidenote: Over-Suggestion of Ability]
+
+I know a young man who was so eager to show his willingness to work that
+he suggested absolute tirelessness. His employer, though he appreciated
+what this young man did, kept overloading him. Finally the employee
+broke down and made a serious mistake. He was unjustly dismissed from
+service because _he had encouraged his employer to depend on him
+altogether too much, and disappointment resulted_.
+
+Do not pretend a higher degree of ability than you possess. Attempt no
+more than you can do well. You will succeed in getting yourself wanted
+if you _manifest promise of growth_ in capability. If you are a sapling,
+do not pose as a full grown tree of knowledge.
+
+[Sidenote: Selling Out To Competitor]
+
+Sometimes it happens that a man can present his capabilities for sale
+and appear especially desirable to another man because he possesses
+certain knowledge the employer would like to have. Maybe you have sought
+to gain your chance by carrying to a competitor of your former employer
+the latter's secrets. If you come with the suggestion that you will sell
+out, you are offering a service that does not command full respect, and
+you are appealing only to the _lower motives_ of your prospect. You do
+not thereby get _yourself_ wanted. He wants _what you know_. What you
+have learned fairly by working for one man, you have a right to sell
+fairly to another man, of course. But do not suggest that this special
+knowledge is the _principal element_ of your desirability. Suggest,
+rather, that it is _only incidental to your all-around fitness_ for the
+job you want.
+
+[Sidenote: Self-Respect]
+
+Use what you know without pandering to the lower motives of your new
+employer. Impel him to like you for what you _are_, and not merely for
+what you _bring_. Open his eyes to your _better_ nature, not to the
+_worst_ side of you. _He will see in you the better qualities of himself
+and appreciate them_. Have your own motives right; then there will be no
+danger that you will appeal to the wrong motives of the other man.
+
+Of course you must have the highest respect for your own motives. This
+necessitates high character. _You must be honest in the very structure
+of your being_. You need, too, _absolute faith in yourself and in your
+proposition_, and faith in the _desirability_ of your service to the
+other man. Finally, you must be _consecrated_ to the motive of rendering
+him _service_.
+
+[Sidenote: Postpone Criticism Until Desire Is Stimulated]
+
+It is poor salesmanship to let your prospect begin to analyze your
+faults _until you have made yourself thoroughly pleasing_ to him. Before
+you complete the selling process you should admit your own faults,
+rather than let him discover them. _But skillfully postpone this step
+until you get yourself wanted._ Then your prospect will be inclined to
+_co-operate_ in disposing of objections to you; whereas _if criticisms
+arise too soon in the selling process they may prevent him from liking
+you thoroughly, and may check your purpose before you get yourself
+wanted_.
+
+[Sidenote: Right Time to "Face The Music"]
+
+A merchant received an application for employment in his private office
+from a young man who created so pleasing an impression that the employer
+decided to make him his secretary. He outlined his ideas to the
+applicant, who entered into them most enthusiastically; thereby
+increasing the liking of his prospective employer for him. Then the
+young man sat up straight in his chair, looked the merchant squarely in
+the eye, and said, "No one in this city knows it, but when I was
+eighteen years old I stole ten dollars and was sentenced to the reform
+school. That was seven years ago. I never have done anything dishonest
+since, and I never will again. But you have a right to know my whole
+record before you employ me in a position of such trust." If the
+candidate had confessed his blemished record _before_ making himself
+thoroughly desirable, it is practically certain that he would not have
+won the place. He got it because _he handled the objection after instead
+of before creating the desire_ for his services.
+
+[Sidenote: Concentrate On Suggesting Qualifications]
+
+We shall consider in the next chapter how to meet and handle objections,
+how to deal with your faults. But as we postpone our study of that step
+in the selling process; so should you postpone consideration of your
+faults and shortcomings, until you get yourself wanted. Do not dodge
+direct questions, but courteously request that you be permitted to
+answer them a little later. _At this stage_ of selling the true idea of
+your best capabilities _concentrate upon the moderate, truthful
+suggestion of your qualifications_.
+
+[Sidenote: Gaining Prospect's Confidence]
+
+The first result to be desired in selling is the _confidence of the
+buyer_. Use all your manly qualities to win this confidence
+_deservedly_. Then when you honestly admit your faults and shortcomings,
+you will be aided to win out in the end by the confidence you have
+already inspired in the other man.
+
+Very often the applicant for a position fails to get it because he
+merely presents the _abstract_ idea that his services are for sale. _He
+does not picture himself in actual service_. The presentation of
+abstract ideas is an appeal only to the _interest_ or mind side of the
+other man. The presentation to his imagination must go _beyond_ his
+interest, if his _heart desire_ for the services is to be secured.
+Therefore it is highly important to your success in getting yourself
+wanted that you plan how you actually would serve on the job, and when
+you are talking with your prospective employer, _speak as if you were at
+work_.
+
+[Sidenote: Picture Yourself At Work]
+
+If you imagine yourself fitted into a particular job, and _show yourself
+there to the mind's eye_ of your prospect, he will have to go through
+the mental process of _getting you out_ of the imaginary job. That will
+be much harder for him than it would have been to _keep you out_ in the
+first place. If you merely present the services you _could_ render, and
+don't picture yourself as _actually rendering_ them, you haven't won
+even the imaginary job. _But if you do paint yourself into a chosen
+place, and can make your prospect see you in that position, the
+suggestion will impel him to copy imagination with actuality. He will
+consider you as if you were on the job._ Evidently when you have won
+this advantage, he will be inclined to want to keep you at work, unless
+you do something or manifest some quality that makes you undesirable.
+
+[Sidenote: No Doubt About Success]
+
+_Getting yourself wanted is a process that can be brought to a
+successful conclusion with absolute certainty._ It is not difficult to
+understand human nature if you are willing to see clearly into yourself.
+It is only necessary, then, that you subordinate your personality to the
+personality of the other man. _Learn what he wants, and avoid showing
+him that you want something from him. Show him instead that you can
+supply what he lacks_. Complete and round out the process by suggesting
+the particular qualities in yourself that your prospecting and size-up
+have indicated to be the qualities _he especially likes_. He will want
+you then. He can't help it.
+
+
+
+
+CHAPTER X
+
+_Obstacles In Your Way_
+
+
+[Sidenote: Mountain Climbing]
+
+There is no great mountain in the world that has a natural, smooth road
+with an easy grade all the way to the top. Mountain climbing requires
+some hard work. It involves getting around, or going over, or removing
+many obstacles that block the path upward.
+
+You will encounter similar difficulties, obstacles, and resistance on
+your way to success. _If you cannot pass them, your ambition will be
+defeated._ You will quit the climb, discouraged; or will be driven back,
+a failure. In order to _assure_ your success you must now ascertain
+dependable ways to conquer obstacles. This advance knowledge will make
+them seem less formidable. Since you will have definite plans for
+dealing with the difficulties that may obstruct your path, you will not
+feel hopelessly blocked when you face them.
+
+[Sidenote: Knowing How]
+
+No great mountain has ever been scaled by a novice ignorant of the
+science, and unskilled in the art of climbing to supreme heights. But an
+expert mountaineer learns from mastering one peak something about how to
+climb others. He develops ability to conquer any and all obstacles he
+may meet. He proves repeatedly that what would be impossible to a
+novice is a _certainty_ to him. He starts the most difficult ascent with
+absolute confidence that he will gain the top.
+
+[Sidenote: Obstacles and Resistance]
+
+_You likewise can feel sure of your ability to reach the highest peaks
+of success_. In preceding chapters you have been shown how to take
+advantage of the _easiest_ way up by following the guide marks of
+salesmanship at every step. Now we are to study the obstacles you will
+encounter, in particular the objections the prospect may raise to
+frustrate your purpose. At this stage of the selling process you will be
+like a mountaineer fighting in the Alps. It will probably be necessary
+that you overcome or evade considerable human resistance while you are
+climbing toward your goal.
+
+Let us assume that you have already gained a chance to sell your
+capabilities to the particular man through whom you expect to succeed.
+He has heeded your knock and welcomed you into his interest. You have
+made such a presentation of your desirability and service value that he
+wants you to be associated with him. But now it will be natural for him
+to begin a critical analysis, seeking whatever faults he can discover or
+imagine in you or your proposition. _Your success or failure in your
+ultimate purpose is likely to depend on how you handle the criticisms he
+raises._ Therefore it is of vital importance that you learn in advance
+_sure ways to gain your goal despite normal opposition._
+
+[Sidenote: Objections Are Natural]
+
+Recognize first that it is _natural_ for your prospect to raise
+objections, whether he is favorably impressed or not. His resistance to
+your purpose may be only a _precaution_. Perhaps it does not indicate
+_opposition_ at all. He may want you to convince him you are all right;
+so that he will feel entire confidence in his own judgment when he
+finally does as you wish. Or he may object for no other purpose than to
+test you thoroughly. If this is the case, his sympathies will all be
+with you while you are dealing with the obstacles he puts in your way.
+
+_Evidently objections of this sort should not be handled the same as the
+objections of opposition._ It is necessary that you distinguish between
+the two kinds and that _when dealing with each specific objection you
+determine in your own mind what is its source_. There should be nothing
+in your method of handling the obstacle that might _antagonize_ your
+prospect. You should take fullest advantage of his every inclination to
+_cooperate_ with you in his thoughts and feelings. He may be "pulling
+for" you strongly when he seems to be "bucking" the hardest.
+
+[Sidenote: Objection is Favorable Sign]
+
+_An objection really is a favorable sign._ If you call upon a
+prospective employer who, after hearing your presentation, begins to
+find fault with it and with you, or tries to evade your proposal, you
+may be sure that you have carried him along a considerable distance
+toward the accomplishment of your purpose. _He objects or evades because
+he is on the defensive._ "You have him going." He is wary, and so takes
+measures for self-protection. _The moment your prospect begins to raise
+objections in your way, he indicates that he is not entirely comfortable
+in his own mind about escaping from your salesmanship._ He has felt the
+tug of desire; but he does not feel sure yet that you deserve his
+confidence, or else he has a pretty positive idea that in this matter of
+your possible employment his interests and yours are different. He is
+looking out for himself.
+
+[Sidenote: Welcome Opportunity To Strengthen Yourself]
+
+However, you have come with a _true service_ purpose. You believe he
+_needs_ you; that you can _satisfy a lack_ in his business. You feel
+your interests and his are alike, not different. You know that you have
+no intention "to put anything over on him." You want your prospect to be
+absolutely satisfied with what you propose. Therefore you should welcome
+every chance to convince his mind and win his confidence. _An objection
+affords you an opportunity to overcome it, and so both to strengthen
+your proposition and to weaken his resistance._
+
+[Sidenote: Don't Set Up Straw Men to Knock Down]
+
+_You_ should not, however, bring up objections that the _prospect_ has
+not raised in his own mind. That would be putting up a straw man and
+knocking him down, which is profitless and unconvincing. Of course you
+must clear the path when there is no other way to proceed, but do not
+block it yourself. Sometimes it will not be advisable to clear the path.
+If you can get around a difficulty you see, without attracting your
+prospect's attention to it, you will be wise to go some indirect way to
+your goal.
+
+Suppose, for example, that you know the salary you want is higher than
+your prospect has been accustomed to pay. It will be good salesmanship
+for you not to refer to the amount you have in mind, until after you
+have carried him along with you to consider the profits he will make
+from engaging your services. Since you plan to show him that these
+profits will pay your salary, you will be wise to avoid the matter of
+your compensation until you have approached nearer to the successful
+conclusion of your selling process.
+
+[Sidenote: Avoid Troubles by Forethought]
+
+_Almost every difficulty and opposition you are likely to encounter can
+be anticipated._ Don't wait until you come face to face with an
+obstruction in the way of success. Let forethought carry you
+imaginatively into just such a situation. _Think yourself out of a
+possible difficulty before you actually get into it._ Then you can win
+the respect of your prospect by proving on the spot that you are not a
+man who can be dodged or blocked, or cornered. _Every time you pass an
+obstacle, you will be a long step nearer to success_ in selling your
+services.
+
+Suppose an employer says to you, "You are too young. You have had no
+experience in this line of work." You cannot _deny_ your youth and you
+should not _defend_ it as if it were a fault. Nor can you claim
+experience you have not had. But it is unnecessary for you to indicate
+any feeling that inexperience is a demerit. An ordinary applicant might
+be discomfited by such resistance to his purpose. If you are a skillful
+salesman, you will be prepared to deal with this very obstacle and will
+turn it to good account. You can say at once:
+
+[Sidenote: Value of Adaptability]
+
+"Because I am young, I am adaptable to your methods, instead of being
+set in ways that might differ from yours. True, I am not experienced.
+Therefore, I haven't any wrong ideas to unlearn. Think of me as raw
+material that won't have to be re-made, and that can be easily shaped as
+you want to form it. I realize it will take some work on your part, _but
+the product will be satisfactory to you when it is done_. It seems to me
+that the only question involved is whether or not I would make it worth
+your while to do the work on me. The fact that I have come to you of my
+own choice proves I really want to be employed here. I assure you now
+that I will make my services worth any pains you take to teach me your
+methods, and I will be just as eager to remain as I am to start."
+
+[Sidenote: Use Objection As a Sales Help]
+
+Analyze this method of dealing with any particular obstacle. _Plan to
+get rid of the obstruction completely, leaving the way ahead smoothed._
+When the objection of the prospect is so skillfully disposed of, his
+_desire_ for your services is stimulated. He _wants you more, because he
+likes you better_ now that you have cleared away the obstacle. Thus you
+have utilized the objection as a _help_ in selling yourself
+successfully. Just so a mountain climber uses the rocks he encounters as
+holding places to help him climb higher.
+
+Your prospect may say that he has no need for such services as you
+offer. He may state reasons why you are not needed in his Business. _But
+if you have prepared yourself thoroughly, each disclaimer of his lack,
+every suggestion of an objection, will give you an opportunity to prove
+in some specific way your service value to him._
+
+The president of a manufacturing company had an ironclad rule that all
+positions in his business were to be filled by promotion. He never hired
+a new employee except to start at the bottom. A competent young office
+man applied for a situation. He was turned down flatly. The company's
+policy was quoted as the reason. He met this obstacle in a new way.
+
+[Sidenote: Making an Exception]
+
+"One of the principal reasons I came to you, Mr. Blank, is that I hope
+to benefit from your rule myself. I want to get into a company where I
+will know that the way to advancement is sure without going outside for
+my chance. But by my experience in other employment I have developed
+certain capabilities that would warrant you in making an exception to
+your rule, in my case.
+
+"You do not audit your own books. Yet you have been self-auditing your
+methods of office operation. Another thought I want to suggest. You know
+that in the royal families of Europe the stock runs down because they
+don't get in fresh blood. I would not advocate a change in your general
+policy. But you have already made an exception to your rule in having
+your books checked by a public accountant whom you engage by the year
+for that purpose.
+
+"I propose to bring in the outside viewpoint for the study of your
+office system, with the expectation of suggesting possible improvements.
+I want to introduce fresh blood, and yet to become part of your
+organization family. It is sound business for you to engage me because I
+am from the outside. You need an auditor of your operations as much as
+an auditor of your accounts."
+
+This view of the matter had never been presented before to the employer.
+It won him over to the proposal. The new man broke in where every
+preceding applicant had failed.
+
+[Sidenote: Apparent Objections]
+
+Thus far we have considered _actual_ obstructions, _real_ blocks in the
+salesman's way. Now let us turn our attention briefly to obstacles that
+are only _apparent_, to resistance that is but a _feint_.
+
+Your prospect may try to put you off. Or perhaps he will attempt to
+evade uttering a downright refusal, and instead will make some sort of
+an excuse for not doing what you wish. If you dignify these _artificial_
+or merely _apparent_ obstacles by treating them as _real obstructions_,
+you will hinder your own progress toward success.
+
+[Sidenote: Danger of Losing Ground Gained]
+
+You have secured your chance to present your services for purchase. You
+have made real progress toward the successful accomplishment of your
+ultimate purpose. _Nearly always if you let yourself be put off for any
+reason, without making a definite advance toward your final goal, you
+will lose some of the ground already gained._ When your prospect
+attempts to evade the issue by making an excuse or by postponing further
+consideration of the subject, _he tacitly admits that your position is
+strong_. But if you have to start the selling process all over again at
+another time, if you let him put you off when your position is strong,
+_you will be weaker when you attempt to resume your sale_.
+
+[Sidenote: Do One of Two Things]
+
+Should you be put off, do one of two things. _Either disregard the
+evasion entirely and go straight ahead with your selling process_; or,
+if you consent to the postponement or evasion, _take advantage of your
+strategical position of strength to make a definite advance toward the
+accomplishment of your purpose_. For examples of the two methods let us
+consider suppositious cases.
+
+[Sidenote: Driving Ahead]
+
+Your prospective employer might say, "I'll think over your application.
+Come in next week and I'll let you know my decision." You can handle
+this evasion effectively by going directly ahead and proposing, "I am
+perfectly willing that you should think over my usefulness to you, but
+during the week you are considering me for future employment, let me
+actually work on the job. If you decide that you don't want to keep me,
+tell me so at the end of the week and there will be no charge for my
+time." _You will be driving straight toward your goal, not even pausing
+when he attempts to put you off._
+
+[Sidenote: Strengthening Position]
+
+This effort at evasion or postponement might be handled in a different
+way. You could say to the prospective employer, "Very well. I will
+return in a week for your decision. Meanwhile I will submit some
+additional references as to my character and energy. I ask also that you
+permit me to save a week instead of wasting it. I should like your
+permission to spend this next week in your office, studying the job.
+Then if you decide to employ me, as I believe you will, I will be
+already broken in." Such a proposal is hard to refuse. While you would
+consent to the postponement or evasion of decision, _you would be
+strengthening your own position_.
+
+[Sidenote: Make Progress]
+
+_In one way or the other you can make progress._ Either you can brush
+the evasion aside and carry your prospect through to the closing stage
+of the sale of your services, or you can close an intermediate sale on
+the spot, as in the second illustration.
+
+[Sidenote: Forcing Real Objection]
+
+_Do not, therefore, treat evasions and postponements as real obstacles._
+Even in case you cannot induce your prospect to go ahead with you, or
+close an intermediate sale, _you can avoid being blocked_ by his attempt
+to put you off. When he sees that he cannot get rid of you by his
+subterfuge, he will be forced to make a _real_ objection. He will not
+give you another weak excuse after you have disposed of his first
+attempt to evade. When he tries to block you by making a real objection,
+after the failure of his excuse or postponement, he will fall right into
+your plan of the sale. _You will be all ready for the objection he
+states._ You will know exactly how to handle it and turn it to good
+account so that his opposition will be weakened and you will add to your
+strength.
+
+Let us suppose your prospect comes out with the flat statement, after
+you prevent him from putting you off, "No, I have made up my mind not to
+add any new employees for the present." He thinks that settles the
+question. In reality it affords you a sales opening. You retort, "Your
+attitude is perfectly right. You do not want to add to expense. I should
+feel the same way myself, were I in your position. However, I am not
+going to be an _expense_. I shall be a _money-maker._ I know you have no
+objections to increasing your profits." His opposition would have given
+you your lead.
+
+[Sidenote: Unsound Objection]
+
+A man applied for a position in a bank. Business in general was dull; so
+the president tried to put him off. The position sought offered any one
+filling it opportunities to develop increased business for the bank
+along certain lines. Thus the objection of dull times was plainly
+_unsound_. The applicant felt, however, that it would be a mistake to
+urge very strongly his ideas about increasing the business. He believed
+the president would not accept them if fully stated. So the young man
+met the attempted evasion by drawing the banker on to a step that
+committed him only to the _beginning_ of the program outlined.
+
+"I appreciate that business is not rushing at present," he said.
+"Therefore you will have time to study how I propose to develop some
+new business. If you were very busy, you would not be able to
+investigate my plan thoroughly. You may not care to put it into effect
+just now, but while you have comparative leisure let me give you an
+illustration of ways in which my idea can be worked out.
+
+"It is unnecessary to discuss salary or a definite engagement at
+present, if you prefer to wait awhile. But with your permission I should
+like to come in here for a month and demonstrate a few of my ideas in
+actual practice. At the end of that time I will show you a chart of the
+results."
+
+[Sidenote: Evasion Turned to Selling Aid]
+
+_The evasion was turned into a selling aid_. The banker, naturally
+desirous of making additional profits, could not very well turn down
+such a proposal. He would have felt a little ashamed to accept services
+without paying for them. Therefore he gave the applicant a chance and
+agreed to pay him a moderate salary from the beginning. The new man went
+to work immediately, and very soon demonstrated such value that his
+compensation was increased to an entirely satisfactory amount.
+
+[Sidenote: Don't Fight Back]
+
+Already in this chapter you have been warned against handling an
+objection in such a way that the natural antagonism of the man who makes
+it will be increased by your method of dealing with his opposition. When
+he resists you, or puts obstructions in your way, you of course must
+take the measures that are necessary to enable you to proceed with your
+purpose, notwithstanding the obstacles he raises. _But if he acts
+antagonistic, be careful not to appear to fight back._ Avoid making the
+impression that you regard him as an _opponent_. Your difficulty in
+closing the sale will be lessened if you keep him from feeling at any
+time that he needs to adopt measures of _self-protection_ against you.
+
+[Sidenote: Diplomacy And Tact]
+
+_When your progress is obstructed, it is necessary that you use a very
+high degree of diplomacy and tact._ This will carry you much farther
+toward your purpose than any manifestation of naked force. Of course you
+must meet many objections squarely. You will encounter obstructions that
+cannot be avoided, opposition that will not step aside. There will be
+occasions when it will be necessary for you to employ force. But you can
+always conceal "the iron hand in the velvet glove" if you exert your
+force in _tones_ and with _gestures_ or _movements_, rather than by
+making _word_ statements. _The art of suggestion can be employed as
+effectively at the objection stage as at any other step of the selling
+process._
+
+Let us assume that you are a greenhorn. But you believe yourself capable
+of filling a certain position. You apply for it. Your prospective
+employer questions your capability because you lack experience. He
+refuses your application, and declares he is unwilling to run the risk
+of having you make mistakes that might be expensive to him.
+
+[Sidenote: Using Suggestion Instead of Statement]
+
+You know that you are very careful, and that you would not take any
+important action on your own responsibility if you were in doubt whether
+or not you were right. You feel that his objection is unsound; that he
+is exaggerating caution. But it would certainly be a mistake for you to
+say, "Nonsense!" That would make him bristle.
+
+Of course you want to show him that you do not take his objections
+seriously. You can make the right impression by smiling at his
+statement. You can reinforce the effect of your smile by making a
+horizontal gesture with your hand. If you shake your head slightly,
+force will be added to your denial of incapacity or rashness. It may not
+be necessary for you to _say_ anything. Possibly your suggestion will be
+stronger if you simply ignore the point he has raised against you.
+Usually, however, in such a case it is best to employ a few quiet words
+in disposing of the objection; _though chief reliance should be placed
+on the suggested meaning behind the statement_.
+
+[Sidenote: Your Stake In Your Opportunities]
+
+I recall the case of a man who handled an objection of that sort by
+first smiling while shaking his head and making a gesture of negation,
+and then said, "I could not lose much for _you_, but if I were reckless
+or irresponsible I certainly would lose for _myself_ this opportunity
+that you see I want very much. I have a great deal more at stake than
+you. You may be sure I shall not risk losing my chance to succeed, by
+causing you any losses." The tone used was the heart pitch of sincerity,
+with the final assurance in the deeper tones of power. The tone and the
+manner of the applicant for the position indicated such strength that
+the prospect felt the weakness of his objection and did not persist in
+it.
+
+[Sidenote: Direct and Qualified Admissions]
+
+When you make a _direct admission_ of the point the prospect raises
+against you, _have a strong answer ready and give it to him at once_.
+Otherwise you will not rid his mind entirely of the objection. In most
+cases it is preferable to make only an _indirect_ or _qualified_
+admission of the point raised. Then the objection, not having been
+strengthened by your full confirmation, can be overcome without the use
+of much force or power.
+
+[Sidenote: Straight-out Agreement With the Objection]
+
+If your prospective employer says to you, "We are not making any money.
+I do not intend to put on a new man," diplomacy requires you to admit
+unequivocally the truth of his assertion that his business is not
+profitable. He may be exaggerating a temporary condition, but he would
+take offense if you should question his blunt statement. Therefore agree
+with him, and having prepared the opening with your tact, _introduce to
+his mind agreeable ideas of satisfying his want for profits_. You might
+say, "I realize business is poor. That is one of the reasons I come to
+you just now. If you were making plenty of money, you would not
+appreciate the value of my ideas for increasing your profits. The
+results of the work I propose to do might not be sufficiently
+conspicuous among other large earnings to attract your especial notice.
+This period of depression gives me the very opportunity I need to prove
+to you that I would be a money-maker, and not an expense to you. Surely
+you would like to have me demonstrate that. All I ask is a chance to
+convince you. Judge me by the results."
+
+Analyze this unequivocal admission of the validity of the objection.
+Such cases can often be handled most effectively by granting the point
+raised, directly and without any reservations, and then answering the
+objection in such a way that it is completely removed as an obstruction.
+This is good salesmanship.
+
+[Sidenote: Indirect Admission]
+
+Suppose, however, you feel the objection of poor business is unsound.
+Let us assume that this prospective employer you are interviewing has a
+dull season every year. Therefore the condition of which he complains is
+simply normal, and his objection is put forward as an excuse for
+rejecting your application. _In such a case you do not want to make the
+obstruction more formidable by fully admitting its validity. Yet tact
+forbids you to deny its soundness._ It will be better salesmanship to
+recognize indirectly the point raised than it would be to give your full
+agreement with the objection, as in the above example of an unequivocal
+admission. You might use such an answer as this:
+
+[Sidenote: "That is True, But"]
+
+"I notice, Mr. Blank, that you are making some extensive repairs on your
+factory. Though this involves additional expense in your dullest season,
+you are having the work done now because this is your slackest time.
+True, your profit showing at present will not be so good as it would be
+if you did not make the repairs. But the earnings of your business will
+be improved during your busiest season and you will avoid the extra
+expense of interrupting your production when it is at the maximum. This,
+of course, is the time to have your repair work done. It would not be
+good business to put it off.
+
+"My proposal that you engage me now is directly along the line of your
+own policies. What I would do in your office might be called repair
+work. Your dull season is the time to have it done. I can introduce my
+efficiency ideas now without disorganizing your operations. Then, when
+you are busiest, the new system will be in perfect working order, for
+your service."
+
+[Sidenote: Adapt Solutions To Your Own Problems]
+
+When you study illustrations of the application of basic principles, do
+not give them merely superficial consideration. _Examples are of slight
+value unless they suggest to you how you should use your imagination to
+make illustrations of your own in actual practice of the principles._
+Whatever your need for help in selling your services, and whatever
+difficulties you may have to overcome or get around, you will find in
+the pages of these books _cues_ to the methods of certain success.
+Evidently, however, the scope of the series of chapters must be somewhat
+limited. None of the answers to the major problems of salesmanship are
+omitted from the contents, _but you must apply and fit the given
+solutions to your individual necessities_.
+
+[Sidenote: Two Bases of Objections]
+
+Turn your thought now to the different bases of objections. It is of the
+utmost importance that you know whether the obstruction is raised by the
+_mind_ or by the _heart_ of your prospect. _Mental_ resistance can be
+met and overcome by _ideas_, by points introduced by _your_ mind into
+the _mind_ of the _other_ man. His _heart_ may not be involved. But if
+there is "feeling" in his opposition, it is necessary that you displace
+it with a different _feeling_ toward you and your proposal. The heart of
+your prospect must be turned from antagonism to friendliness, if it is
+involved in an objection. Therefore when a point is made against you,
+_decide from the evidence whether the obstacle raised has an emotional
+or a mental basis_. Treat it accordingly. Use your own _mind_
+principally in dealing with the purely _mental_ objection of the
+prospect. But depend on drawing out _his heart with yours if his
+emotions are involved_ in his opposition.
+
+[Sidenote: Mental Basis]
+
+Suppose you have a plan about engaging in a certain business. You have
+worked it out carefully and are confident that it is "a winner." But you
+need financial backing. So you go to a man who has money, and apply to
+him for a loan. He listens to your plan. When you finish explaining, he
+refuses your request. He uses the mental tone of cold business when he
+states his reason. "You offer me no security. I am not in the habit of
+lending money without it." His words and manner indicate that he has
+listened to your plan without the slightest feeling of sympathy for your
+purpose. His _emotions_ have not been stirred. He is turning you down
+simply because his _mind_ is opposed to the form of investment you
+propose for his money. It would be futile for you to make an _emotional_
+appeal to this man, in the hope of getting rid of his _mental_
+objection. He would be disagreeably impressed were you to attempt to
+stir his heart. You cannot offer him the security he has in mind, but
+you need not be balked for that reason. It is possible for you to make
+an appeal to his mind only, and to suggest to him ideas of security that
+he has not considered.
+
+"Mr. J.P. Morgan," you might remind him, "when asked the basis upon
+which he loaned money, replied, 'Character, principally.' I offer you
+the security that Mr. Morgan considered most important. You know my
+reputation is good. You perceive that my plan is sound, and that I have
+thought it out thoroughly. You do not expect me to lose money. I have
+proposed to protect you as fully as possible by agreeing in advance that
+I will take no step until after your approval has been given. Therefore,
+in addition to my character, I am offering you the security of your own
+mature, sound judgment on all operations.
+
+[Sidenote: A New Idea Of Security]
+
+"Don't you believe that my squareness, guided by your advice, would
+secure you? I have applied for a loan of only ten thousand dollars. You
+will absolutely control the expenditure of the money. You know,
+therefore, that at the worst I could not have a large loss. I have
+offered you life insurance to protect you against the possibility of my
+death within the next five years. It is altogether improbable that I
+should have a loss of as much as a thousand dollars in the new business.
+Certainly you have sufficient confidence in my ability and integrity to
+believe that I could and would repay you a thousand dollars with
+interest before the expiration of five years. I expect, and you expect,
+that my venture will prove successful. I have planned a sound business
+enterprise, free from the dangers of speculation. With the cooperation
+of your judgment, your loan would be a secure investment. I believe you
+are now convinced of that."
+
+[Sidenote: Reaching Heart Through Mind]
+
+Notice that the objection is dealt with powerfully; yet there is no
+appeal that is aimed away from the prospect's _mind_. For this very
+reason his sympathy with the proposal is likely to be stimulated. _Such
+salesmanship often has the effect of enlisting the heart of the other
+man after removing the objection of his mind._
+
+[Sidenote: Objection on Emotional Basis]
+
+Let us assume now that the prospect refuses to make the loan to you
+because he has been imposed upon before by some one he has backed. He
+may really want to lend you the money, but his heart has been so
+embittered by his previous experience that he turns a deaf ear to your
+proposition. His opposition is based chiefly on feeling. His heart, not
+his mind, is at the bottom of his refusal of your request for a loan. He
+would not be reached by the appeal that would be effective with the man
+in the first example. This second prospect should be addressed something
+like this:
+
+"The experiences you have had hurt you, principally because they have
+made you lose faith in men. This, not the money involved, was your
+greatest loss. So long as you have only those experiences to think
+about, you will be unable to get back your former belief in human
+nature. You would like to recover it. You would be happy to feel that
+the men who abused your confidence were exceptions, and not the rule.
+
+[Sidenote: Selling a New Feeling]
+
+"If you will lend me ten thousand dollars, and I make good my promises
+to you, your new experience with me will go a long way toward restoring
+your lost faith in men. It is natural that you should feel embittered,
+but the taste in your mouth is unpleasant. Back me up. I will help you
+get rid of your bitterness, and will replace it with a glow of
+satisfaction. You cannot doubt that I will make good. You should not let
+your old prejudice stand in the way of the gratified feeling you will
+have when I prove to you that all men are not unworthy of trust. After I
+justify your confidence you will be happier for the rest of your life."
+
+In the illustration the objection is dealt with _emotionally; because
+its basis is feeling_. No _mental_ appeal is made. The salesmanship in
+this example is the direct converse of that in the previous
+illustration.
+
+[Sidenote: The Best Rule]
+
+Usually, however, it is best to counteract objections by making appeals
+to _both the heart and the mind_ of the objector. In most cases it is
+safe to assume that his mental opposition involves his feelings to some
+degree, and it rarely happens that an objection is so purely emotional
+that the mind of the prospect does not take part in it at all. So the
+rule of masterly salesmanship is to use neither the appeal to mentality
+nor the appeal to feeling _exclusively_, but rather to _stress one or
+the other, while using both_. If the objection appears to be based
+_principally_ on opposition of _mind_, it is more important to reach
+into the prospect's _mind_ with the answer than it is to draw out his
+_heart_; and vice versa.
+
+[Sidenote: Emotional and Mental Tones]
+
+If the thought behind the objection arises principally from _feeling_,
+it will nearly always be expressed in an _emotive tone_. By this pitch
+of the prospect's voice you can determine whether he is speaking chiefly
+from his heart or from his mind. Conversely, of course, the _mental_
+objection will be pitched in the high "head" tone. One of the most
+difficult features of dealing with opposition from the other man is
+uncertainty as to _how much he means_ of what he says and does. It would
+be a mistake to take his resistance too seriously or too lightly.
+Therefore it will aid your salesmanship a great deal if you are able to
+discriminate between the mental and the emotional tones in which
+opposition is expressed. You can reply accordingly.
+
+[Sidenote: The Power Pitch]
+
+It is almost as important that you recognize _the pitch of power_ when
+it reenforces the words of objection, and that on the other hand you
+note when the power tone is _lacking_. In the first case you will need
+to reply with considerable force, whether you appeal to the mind or the
+heart of the prospect. But when his objection is stated in a powerless
+tone, even though it may be accompanied by curtness or bluster, you need
+not waste much force on your answering appeal to his mentality or his
+emotions.
+
+[Sidenote: Keep Ears Alert]
+
+The mental tone, as we recall from previous study, is pitched higher
+than either the tone of feeling or the tone of power. The medium, heart
+tone is vibrant. It rings with sincerity. The power tone is deep, and
+most sonorous of the three. _Keep your ears alert for these indications_
+your prospect will give you unconsciously when he opposes your purpose.
+The discriminative reading of the tones of objections will greatly
+reduce the danger of "getting your wires crossed" when you reply.
+
+[Sidenote: Suggest Strength Without Antagonism]
+
+If you have to deal with opposition expressed in the tone of power or
+with gestures of force, you will be safe in concluding that considerable
+_feeling_ is behind the objection. Therefore it will be necessary for
+you to put _both feeling and power_ into your answer. You should be
+careful, however, when you meet such resistance, not to make the
+impression that you are engaged in a contest of power with your
+prospect. _Throughout the selling process avoid any suggestion that you
+are fighting back._ Use the tone of force, not to indicate that your
+strength of purpose is greater than the strength of the resistance, but
+just to _emphasize the basic soundness_ of your proposition. Thus you
+can suggest that you are sure of your ground, while you do not dispute
+the force and sincerity of the other man in making his objection.
+
+Suppose, for example, you apply for a situation in a wealthy firm, and
+one of the partners turns you down most emphatically by saying that they
+can't afford to engage any new men at present. You realize the firm may
+be losing money temporarily, but you believe that your services in the
+capacity you have outlined will be valuable to the partners. You can
+come back firmly and not retreat an inch from your position. You need
+not _antagonize_ by manifesting your determination to have the merits of
+your proposal given due consideration. You know your prospect feels
+pretty strongly on the matter of increasing his payroll while business
+is unprofitable, but you should make him recognize that you believe so
+thoroughly in your earning capacity that you feel you would justify him
+in disregarding the temporary depression, while he considers your
+service worth.
+
+[Sidenote: Units of Tone]
+
+As we have noted previously, it is important to know, at the time an
+objection is put in your way, _whether or not it is really meant_. When
+deciding in your mind on the right answer to this problem, you will be
+helped very much if you size up not only the tone pitch of the
+objection, but also the _units_ of tone employed by the prospect in his
+expression of opposition. If he refuses your application, but uses just
+_one_ tone, you may be sure his negative is not strong. If you do not
+strengthen it to stubbornness by antagonizing him, but use tact to get
+rid of his resistance, you will not find it difficult to melt away the
+obstruction.
+
+However, should the "No" be spoken in two or more tones, with increased
+stress at the end, your prospect certainly means his rejection to be
+final. His mind is fully made up for the time being. It would be poor
+salesmanship to butt your head against his fixed idea, just as it would
+be foolish to tackle a strong opponent when he stands most formidably
+braced to resist attack. But the two or three toned negative does not
+mean that the idea behind it is fixed in the prospect's mind _forever_.
+Any one is prone to change his mind, _unless he is kept so busy
+supporting a position taken that he has no chance to alter his opinion_.
+
+[Sidenote: Preventing Stubborness]
+
+Therefore leave alone at first the rock you encounter. Get behind the
+boulder by taking a roundabout path. Then quietly dig the support from
+under the negative idea. If you make no fuss while you are undermining
+the obstacle, it will be likely to topple over and roll from your path
+without your prospect's noticing that it has disappeared. If his
+interest is diverted from it, there is no reason why he should turn his
+mind back to a stubborn insistence on his objection. Should he be
+conscious that the rock of his earlier opposition has rolled away, he
+will probably think it lost its balance. He will not realize that you
+subtly undermined it and got rid of it by your skillful salesmanship.
+
+A salesman of an encyclopedia met a prospect who refused to give
+favorable attention to him and his proposition.
+
+"No sir-e-e!" declared this objector, shaking his head emphatically. "No
+more book agents can work me. The last slick one that tried to swindle
+me is in ja-a-il now, and I put him the-ere!"
+
+He gloated in two or three tones.
+
+[Sidenote: Turning Back A Turn-down]
+
+"Good for you!" praised the undaunted salesman, who had come prepared
+for adamantine obstacles in his path. "If more book buyers would see
+that such rascals get what's coming to them, the rest of us salesmen,
+who represent square publishers squarely, would not have to prove so
+often that we are not crooks like some fellows who have happened to
+precede us in a territory. Please tell me the name of the man who
+swindled you. He might hit my publishers for a job after he gets out of
+jail, and I want to warn the boss against him. Sometimes those slick
+rascals pull the wool over our eyes, too. We are always on the lookout
+to avoid getting tangled up with them."
+
+The salesman pulled out his note book and pencil. When the name was
+given, he wrote it down painstakingly. He asked the prospect to spell it
+for him; so that he would be sure to get it right. Then he thanked the
+man who had said he would have nothing more to do with book agents.
+Having "got around" the objector, the salesman proceeded with his
+selling talk on the encyclopedia, as if he had not been turned down
+flatly to begin with. In less than half an hour he had secured the
+signature of the prospect to a contract for the finest edition.
+
+[Sidenote: Be Ready for Opposition]
+
+If this salesman had not been thoroughly prepared to meet the strongest
+kind of mental and emotional opposition, he could not have come back so
+quickly with the appropriate answer that undermined the obstacle. You
+should be likewise ready for the "tough customers" one hears about.
+_Practice in anticipation various ways of handling every imaginable
+objection._ Then, when you face an actual difficulty, you will either
+have on the tip of your tongue a solution of the problem, or your
+forethought will assist you to devise on the spur of the moment the way
+to work out the right answer. Again we observe the importance of full
+preparation, in assuring successful salesmanship.
+
+[Sidenote: Two Essentials Of Resourcefulness]
+
+No quality is more important to the salesman than _resourcefulness_. Its
+first requisite is _knowledge_, particularly advance knowledge of the
+points that are likely to come up in the course of the selling process.
+The second is a _mind trained to act quickly and effectively in using_
+its knowledge. If you have these two essentials of resourcefulness, no
+objection will ever catch you napping. It will do you no good to look
+up the right answer _after you leave the prospect_. Nothing can be more
+exasperatingly worthless than an idea of something you "might have said"
+but could not think of until _too late_. Have all your facts on tap. And
+be practiced in making use of them in every imaginable way. Rare indeed
+will be cases that you are not prepared to handle successfully.
+
+[Sidenote: Practicing "Come-backs"]
+
+I know a salesman who trained himself in resourcefulness by typing on
+about fifty cards all the objections to his goods or proposition that he
+could imagine. For ten or fifteen minutes every evening he played
+solitaire with these cards. He would shuffle them, held face down, and
+then deal off, face up, objection after objection. He never could tell
+which was coming next. In a few weeks he had trained himself to give an
+answer instantly to each objection, and to utilize it as a help instead
+of a hindrance in his selling. Thereafter opposition and criticism from
+prospects had no terrors for this salesman. He was able to get rid of
+objections so swiftly, surely, and completely that they never had time
+to grow formidable in the mind of the other man.
+
+[Sidenote: Adaptive Originality]
+
+Only a little less important than resourcefulness in meeting objections,
+is _adaptive originality in answering them_. The "pat, new" reply is
+always very effective. But do not unduly stress the value of the factor
+of _originality_ alone. It must be coupled with _adaptation to the
+particular viewpoint of the other man_. You must speak his language, if
+you would be sure of making him understand you perfectly.
+
+[Sidenote: Use Prospect's Language]
+
+For example, suppose you apply to a watch manufacturer for a position in
+his office. He seems inclined to question your dependability. You will
+make a hit with him if you quote a detail from one of his own ads and
+say, "I have a seventeen jewel movement," and then particularize that
+number of good points about yourself. Such a reference preceding a
+specification of your qualities would be adaptive originality. _It would
+be an expression exactly fitted to the way this prospect thinks._ So it
+would be more effective than an ordinary answer to the objection.
+Adaptive originality in disposing of objections is a manifestation of
+tact and diplomacy--the fine art of letting the other man down with a
+shock absorber instead of jolting him to your way of thinking.
+
+[Sidenote: Keep Train of Thought on Main Track]
+
+When your prospect starts objecting, it is up to you to prevent him from
+wandering far afield. At the objections stage, as at every other step in
+the selling process, _you should dominate the other man_. Tactfully keep
+him concentrated on the subject and on your application. If he starts to
+grumble that some man he has engaged previously was "no good," you can
+smile and reply, "You would not give _me credit_ for _anybody else's_
+fine work, and of course you do not _blame me_ for what _that_ fellow
+did."
+
+You know what points are relevant to the subject you have come to
+discuss, and what are not. _Discriminate, and make the prospect follow
+you._ Restrict your treatment of his objections to points, means, and
+methods that will keep his ideas from switching onto side-tracks of
+thought. _When he wanders away from the subject, do not ramble with
+him._ Promptly and diplomatically run his mind back on the main line of
+your purpose. _You are operating a through train to success. You must
+not be diverted into picking either daisies or thistles by the right of
+way while your salesmanship engine stands idle._
+
+[Sidenote: Patience and Calmness]
+
+Tact and diplomacy include the qualities of _patience_ and _calmness_.
+You cannot deal successfully with opposition if you are impatient or
+flustered. Patience understands the other man and avoids giving him
+offense; because it comprehends his way of thinking and is considerate
+of his right to his opinions. _Calmness denotes a consciousness of
+strength. Hence it inspires admiration._ Keep your patience open-eyed.
+See ahead. Do not chafe restlessly because the present moment is not
+propitious. A better chance for you is coming. Because of your vision
+have faith in your power to _make_ it come. Whatever may happen, be
+self-possessed when you meet it. You can give no more impressive proof
+of your bigness. Your calmness will win the confidence of the other man.
+It will help in making the impression of courageous truth. Only an
+honest purpose can meet attack with quiet fearlessness.
+
+[Sidenote: Win Admiration by Keeping Upper Hand]
+
+_The chief danger to the salesman at the objections stage is that he may
+lose control of the selling process._ Be on your guard to prevent the
+other man from dominating you by his opposition. You have the advantage
+at the start. He cannot be so well prepared to make objections as you
+should be to dispose of them effectively. _Keep the upper hand._ If you
+have not antagonized his feelings, your prospect will admire you when he
+sees that he cannot dominate you and realizes that you will not let him
+have his own way. You will build up in him a favorable opinion of your
+manhood, intelligence, and power. _He cannot help appreciating your art
+in handling him._
+
+[Sidenote: Make Desire Grow]
+
+Dispose of each objection in such a way that you will get yourself
+wanted more and more as you remove or get around the obstacles
+encountered. _The prospect's desire for your services should grow in
+proportion as you overcome his opposition._ It is possible to use
+objections, or rather their answers, to strengthen your salesmanship so
+greatly that it will be easy to gain your object--the job or the
+promotion you seek.
+
+[Sidenote: Hard Climb Leads to Supreme Heights]
+
+Therefore do not quail from the obstacles you meet. Recognize in each an
+opportunity to succeed in demonstrating your capability; a chance to
+increase the respect, confidence, and liking of your prospective
+employer. _Remember, if there were no difficult, steep mountains to
+scale, the supreme heights of success could not be gained._ So, with
+shining face, climb on and up undaunted!
+
+
+
+
+CHAPTER XI
+
+_The Goal of Success_
+
+
+[Sidenote: "Nearly Succeeded" Means "Failed"]
+
+After an applicant for a position seems to have the coveted opportunity
+almost in his grasp, he is sometimes unable to _clinch_ the sale of his
+services. He does not get the job. His failure is none the less
+_complete_ because he _nearly_ succeeded. _No race was ever won by a man
+who could not finish._ However successful you may have been in the
+earlier stages of the selling process, if your services are finally
+declined by the prospective employer you have interviewed, your sales
+effort has ended in failure.
+
+When one has made a fine presentation of his capability, and therefore
+feels confident of selling his services, it shocks and disheartens him
+to have his application rejected. "It takes the starch out of a man." He
+is apt to feel limp in courage when he turns his back on the lost chance
+to make good, and faces the necessity of starting the selling process
+all over again with another prospect. It is harder to lose a race in the
+shadow of the goal than to be disqualified before the start. The
+prospect who seems on the point of saying, "Yes," but finally shakes
+his head is the heart-breaker to the salesman.
+
+[Sidenote: Making the Touch Down]
+
+Of course, as you have been reminded, even the best salesman cannot get
+_all_ the orders he tries to secure. _But he seldom fails to "close" a
+real prospect whom he has conducted successfully through the preliminary
+steps of a sale._ Each advance he makes increases his confidence that he
+will get the order. The master salesman does not falter and fall down
+just before the finish. He is at the top of his strength as he nears the
+goal. All his training and practice have had but one ultimate object--a
+successfully _completed_ sale. He knows that _nothing else counts_. He
+does not lose the ball on the one-yard line. He pushes it over for a
+touchdown. He cannot be held back when he gets that close to the goal
+posts. You must be like him if you would make the "almost sure" victory
+a _certainty._
+
+[Sidenote: Don't Fear To Take Success]
+
+Perhaps the commonest cause of the failures that occur at the closing
+stage is the salesman's _fear of bringing the selling process to a
+head_. He is in doubt whether the prospect will say "Yes" or "No." His
+lack of courageous confidence makes him falter when he should bravely
+put his fortune to the test of decision. He does not "strike while the
+iron is hot," but hesitates until the prospect's desire cools. Many an
+applicant for a position has talked an employer into the idea of
+engaging his services, and then has gone right on talking until he
+changed the other man's mind. He is the worst of all failures. Though he
+has won the prize, he lets it slip through his fingers because he lacks
+the nerve to tighten his hold.
+
+[Sidenote: Keep Control At the Close]
+
+Doubt and timidity at the closing stage, after the earlier steps have
+been taken successfully, are paradoxes. Surely each _preliminary_
+advance the salesman makes should add to his confidence that he can
+_complete_ the sale. His proved ability to handle objections and to
+overcome resistance should have developed all the courage he needs to
+_finish_ the selling process. Closing requires less bravery and staunch
+faith than one must have when making his approach. Now he knows his man,
+and that this prospect's mind and heart can be favorably influenced by
+salesmanship. Is it not a contradiction of good sense to weaken at the
+finish instead of pressing the advantages already gained and crowning
+the previous work with ultimate success? Yet there are salesmen who seem
+so afraid of hearing a possible "No" that they dare not prompt an almost
+certain "Yes."
+
+When you have presented to your prospective employer a thoroughly good
+case for yourself, _do not slow down or stop the selling process_.
+Especially avoid letting _him_ take the reins. Thus far _you_ have
+controlled the sale. _Keep final developments in your own hands._ Go
+ahead. Smile. Be and appear entirely at ease. Look the other man in the
+eye. Ask him, "When shall I start work?" _Suggest_ that you believe he
+is favorable to your application. _Even speak his decision for him_, as
+though it were a matter-of-course. If the previous trend of the
+interview justifies you in assuming that he has almost made up his mind
+to employ you, pronounce his probable thought as if he had announced it
+as his final conclusion. _He will not be likely to reverse the decision
+you have spoken for him._ His mental inclination will be to _follow your
+lead_, and to accept as his own judgment what you have assumed to be
+settled in his mind.
+
+[Sidenote: Reversing a Negative Decision]
+
+A stubborn merchant made a dozen objections to hiring a new clerk. The
+young man cleared them all away, one after another, as soon as each was
+raised. But the employer leaned back obstinately in his chair and
+declared, "Just the same, I don't need any more clerks." This was but a
+repetition of an objection already disposed of. The applicant concluded,
+therefore, that he had his man cornered. The salesman smiled broadly at
+the indication of his success. He stood up and took off his overcoat.
+
+"Well," he said, "you certainly need one less than you did, now that I'm
+ready to begin work. I understand why you have been putting me off. You
+wanted to test my stick-to-it-ive-ness. I'm sure I have convinced you on
+that point. You needn't worry about my staying on the job. Shall I
+report to the superintendent, or will you start me yourself?"
+
+The merchant drew a deep breath; then emptied his lungs with a burst of
+astonishment mixed with relief. He could not help laughing.
+
+"I meant to turn you down, but you say I've made up my mind to hire you.
+I didn't know it myself, but you're right. I believe you are the sort of
+clerk I always want."
+
+[Sidenote: Expect the Prospect to Say "Yes"]
+
+Remember, when you face your prospect at the closing stage, the _motive_
+that brought you to him. You came with the intention of rendering him
+_services from which he will profit_. You want your capability to be a
+"good buy" for him. Your consciousness that your motive is _right_
+should give you strengthened _faith_ in yourself and in the successful
+outcome of your salesmanship. It should fill you with the courage
+necessary to close the sale.
+
+_Neither hesitate nor flinch. Confidently prompt the decision_ in your
+favor. Believe that you _have_ won and you will not be intimidated by
+fears of failure. Your prospect is unlikely to say "No" _if you really
+expect to hear "Yes."_ Even if he speaks the negative, still _believe in
+your own faith_. I know a man who, a minute after his application was
+flatly rejected, won the position he wanted. Unrebuffed, he came back
+with, "Eventually, why not now?" His evident conviction that he was
+_needed_ gained the victory when his chance seemed lost.
+
+[Sidenote: Don't Be Afraid to Pop The Question]
+
+We all laugh at the young swain who courts a girl devotedly for months
+and uses every art he knows to sell her the idea that he would make her
+happy as his wife; but who turns pale, then red, and chokes whenever he
+has a chance to pop the question. Often the girl must go half way with
+prompting. When, thus encouraged, he finally stammers out his appeal for
+her decision, she accepts him so quickly that he feels foolish. Women
+are reputed to be better "closers" of such sales than men.
+
+You smile at the comparison of courting with salesmanship. Yet the
+selling process is as effective in making good impressions of the sort
+of husband one might be as in impressing an employer with the idea that
+one's services in business would prove desirable.
+
+[Sidenote: Selling a Future Husband]
+
+The young man bent on marriage needs to prospect for the right girl, to
+secure an audience, to compel her attention, to regain it when diverted
+to other admirers, and to develop her curiosity about him into interest.
+He must size up her likes and dislikes; then adapt his salesmanship to
+her tastes, tactfully subordinating his own preferences to hers. If she
+is athletic, he will play tennis or go on tramps with her, however tired
+he feels after his work. If she is sentimental, he will take her
+canoeing and read poetry to her, though he may prefer detective yarns.
+Throughout his courtship he will do his utmost to stimulate in her a
+desire to have him as a life partner. Whatever objections she makes to
+him, he will get rid of or overcome.
+
+Suppose he has taken all these preliminary selling steps successfully,
+and at last the time comes for pinning the girl down to a definite
+answer to the all-important question, is there any likelihood that it
+will be a refusal? Of course not! If his earlier salesmanship has been
+masterly, the reasons why she will be inclined to accept him in the end
+are of much greater weight and number than any causes for rejection that
+she may have thought of previously.
+
+[Sidenote: Never Weaken At the Finish]
+
+He should not fear to close the sale. He has been "going strong" until
+now; why should he weaken at the finish? The master salesman does not
+quaver then, or doubt his success. He asks his prospect's decision
+bravely and with confidence, or he assumes it as a matter of course and
+kisses the girl. His heart beats faster than usual, but he is not afraid
+of hearing "No."
+
+_You should feel the same way_ after leading your prospective employer
+successfully through the preliminary stages of the process of selling
+your services to him. Do not falter now. _Promptly emphasize the idea
+that the weight, amount, and quality of your merits are fully worth the
+compensation previously discussed._ If you are _sure_ of that, if you
+have valued your services from _his_ standpoint, and not just from
+_your own_, you will feel no doubts about the acceptance of your
+application. You will put your prospective employer through the process
+of decision as courageously and confidently as you first entered his
+presence.
+
+[Sidenote: Getting the Decision Pronounced]
+
+Sometimes a prospect will be convinced, but will not express what is in
+his thoughts. Therefore _it is not enough to bring about a favorable
+conclusion of mind_. Until this has been _pronounced or signified_, it
+may easily be changed. Hence the _effective process of decision includes
+both the mental action of judgment and its perceptible indication_.
+Often a prospect who is _thinking_ "Yes" will not _say_ it until he is
+prompted by the salesman.
+
+[Sidenote: A Lawyer Sums Up the Case]
+
+When a lawyer is trying a case, he endeavors to bring out the evidence
+in favor of his client and to make the jury see every point clearly. He
+shows also the fallacies and falsities of opposing testimony. But after
+all the evidence has been given, the case is not turned over
+_immediately_ to the jury for decision. If that were done the lawyer
+would miss his best chance to influence the jurors to make up their
+minds in his favor. They are not so familiar as he with the facts and
+their significance. They would be apt to attach more importance to some
+details of testimony, and less to others, than the circumstances
+warrant. So, to assist the jurors in arriving at their verdict on the
+evidence, the lawyer _sums up the case_. He lays before their minds his
+views, and tries with all his power and art to convince them that his
+word pictures are true reproductions of the facts in their relation and
+proportion to all the circumstances surrounding the issue.
+
+[Sidenote: Preponderance Of Evidence]
+
+The _object_ of the lawyer when he addresses the jury is to make the
+convincing impression that _the testimony in favor of his client far
+outweighs the evidence on the other side_. He adjures the twelve men
+before him to "weigh the evidence carefully." He declares the judge will
+instruct them that in a lawsuit the verdict should be given to the party
+who has a "preponderance" or greater weight of proof on his side. _At
+this closing stage of the case the lawyer acts as a weighmaster._ He
+wants to make the jurors feel that he has handled the scales _fairly_,
+that he has taken into consideration the evidence _against_ him as well
+as the facts _in his favor_; and that the preponderance of weight _is as
+he has shown it_--so that they will accept _his_ view and gave him the
+verdict. If he feels a sincere conviction that he is right in asking for
+a decision on his side, he makes his closing address with the ring of
+confidence. He looks the jurors in the eye and asks for the verdict in
+his favor as a matter of _right_. He does not beg, but claims what the
+weight of the evidence _entitles_ him to receive.
+
+[Sidenote: Treat Your Prospects As Jurors]
+
+The jury that will decide on your application when you apply for a
+position will usually consist of but one man, or will be composed of a
+committee or board of directors. Treat him or them _as a jury_.
+Remember that your capabilities and your deficiencies are _on trial_.
+Close your case with the same process the skillful lawyer uses when he sums
+up the evidence and weighs it before the minds of the jurors. Do what
+he does _as a weighmaster_. Avoid making any impression that you
+are not weighing your _demerits_ fairly, though you _minimize their
+importance_; also miss no chance to impress the _full weight_ of your
+_qualifications_. The essence of good salesmanship at this stage of the
+process is _skillful, but honest weighing_. That means using _both
+sides_ of the scale, to convince the prospect that _the balance tips in
+your favor_. He will not believe in the correctness of the "Yes" weight
+unless you show the lesser weight of "No" _in contrast_. Then he cannot
+help _seeing_ which is the heavier. _Decision on the respective weights
+is only a process of perception._
+
+[Sidenote: The Process Of Perception]
+
+Let us suppose the employer has asserted the objections that you are not
+sufficiently experienced to earn the salary you want, and that you don't
+know enough yet to fill the job. It would be poor salesmanship to try to
+convince him that you have had a good deal of experience. If you
+exaggerate the importance of the things you have learned, he almost
+surely will judge you to be an unfair weighman of yourself. So you
+should tacitly admit your inexperience and treat the value of experience
+lightly by reminding him that his business is unlike any other. Then
+bear down hard on your eagerness to learn his ways and to work for him.
+Thus you can make him perceive the two sides of the scale _as you view
+them_.
+
+[Sidenote: Tipping the Balances Your Way]
+
+It is possible for you so to tip the balances in your favor, though
+previously the mind's eye of your prospective employer may have been
+seeing the greater weight on the unfavorable side. _It is legitimate
+salesmanship to influence the decision of the other man in this way._
+Your weighing is entirely honest; though you sharply reverse the
+balances. Certainly you have the right to estimate the full worth of
+your services, to depreciate the significance of points against you, and
+to picture your desirability to the prospect as you see it, however that
+view may differ from his previous conception. _If your picture of the
+respective weights is attractive and convincing, the other man will
+adopt it as his own and discard his former opinions about you._ Not only
+will he accept the idea of your capabilities that you make him perceive;
+he also will see that your deficiencies are much less important than he
+had before considered them.
+
+[Sidenote: Serving Hash For Dessert]
+
+Beware of a mistake commonly made by applicants for positions who do not
+understand the art of successfully closing the sale of one's services.
+When they try to clinch the final decision, _they just repeat strongly
+all their best points. They make no mention of their shortcomings._ For
+dessert, in other words, they serve a hash of the best dishes of
+previous courses. Is it any wonder that such a close takes away any
+appetite the prospect may have had?
+
+What would you think of a lawyer who had closed his case by simply
+reading to the jury all the testimony that had been given on his side,
+but who had made no reference to the opposing evidence? If you were a
+juror, would you vote for a verdict in favor of the side so summed up?
+Of course you would have heard the testimony of both parties to the
+case, but _you would not feel that the lawyer who ignored the evidence
+against his client had helped you to arrive at the conclusion that he
+had the preponderance of proof on his side_. On the contrary, you
+probably would be inclined to attach to the opposing evidence _greater
+weight than the facts justified_, and would discount whatever the lawyer
+claimed for his client. You, yourself, would act as weighmaster; and
+would give the other party to the suit the benefit of any doubt in your
+mind as to the contrasting weights of the testimony pro and con. _The
+lawyer's failure to weigh all the evidence before your eyes would make
+the impression on you that his view of the case was unfair to his
+opponent._ If you felt at all doubtful, you would be likely to vote
+against him in order to make sure that the other side received a square
+deal.
+
+[Sidenote: Weigh Both Pros and Cons Before Jury]
+
+_The jury that is to decide favorably or unfavorably on your application
+for a position will feel similarly inclined to reach a negative
+conclusion if in closing you omit the process of weighing the pros and
+cons, and emphasize only your strong points._ It is good salesmanship to
+stress these at the finishing stage, but they should be pictured _in
+contrast with lighter objections_ to your employment. In order to
+_convince_ the prospect that the reasons for employing you outweigh the
+reasons for turning you down, you must show his mind _both sides of the
+scale_. If you fail to do this, his own imagination will do the weighing
+and is certain to bear down with prejudice on every point against you.
+It will also depreciate your view of the points in your favor. The other
+man will make sure that _he_ is getting a square deal on the weights,
+since he will believe _you_, too, are looking out only for Number One.
+
+[Sidenote: To Make Certain Do The Weighing Yourself]
+
+The _certain_ way to make your prospect perceive that the reasons for
+accepting your proposal are of greater weight than any causes for
+turning down your application is to _do the weighing yourself_. First
+be sure the heavier weight _is_ on your side. When you fully believe
+that, use all the arts of salesmanship to _make the other man see the
+balances as you view them_. Then he can come to but one conclusion, that
+the "preponderance" is on your side. _Just as soon as you make the
+respective weights clear to his perception, he will be convinced._ He
+cannot deny what his own mind's eye has been made to see.
+
+[Sidenote: Get Prospect Committed]
+
+Therefore bringing about a favorable _mental conclusion_ is not at all
+difficult. The judgment that your services would be desirable is no
+harder to gain than a decision that the weight of one side of a scale is
+greater than the other. Any one who looks at the balances sees at once
+which way they tip. The rub is not in getting the decision _made_ but in
+getting it _pronounced_. The sale is not completed until the prospect
+has _committed_ himself.
+
+[Sidenote: Now is the Acceptance Time]
+
+He feels that his mental processes are his own secret, which you cannot
+read; so he will not guard against the conclusion of his _mind_ that you
+would be a desirable employee. But for some reason he may be unwilling
+to _express_ his thoughts to you just then, however thoroughly he is
+convinced. He naturally prefers not to say "Yes" at once; so that he may
+change his mind if he wishes. _You will endanger your chances of success
+if you let him put off action on his decision._ To-morrow he is likely
+to see the weights in a different light and to imagine less on your
+side and more against you. _Now_ is the time to close the sale, when he
+cannot help seeing things _your way_.
+
+[Sidenote: Two Stages Of Closing]
+
+You know that sometimes a juror will be convinced in his own mind,
+yet cannot bring himself actually to vote according to his mental
+conclusion. Perhaps he is a "wobbler" by nature. So a girl may decide
+in her thoughts that a certain suitor would make a good husband, yet
+she may hesitate to accept him just because that step is _final_.
+These illustrations impress the importance of _discriminating between
+the two stages of closing a sale_. The success of the salesman is
+made certain only by his knowledge and skillful use, first of the art of
+_vivid weighing_, and second of the art of _prompting the prospect
+to action on his perception of the difference in the balances_. At the
+closing stage we have encountered again our old acquaintance, "the
+discriminative-restrictive process."
+
+[Sidenote: Closing a Procrastinator]
+
+A friend of mine who has an advertising agency wanted to secure the
+business of a prominent manufacturer who was inclined to vacillation.
+The prospect was always timid about acting and had the reputation of a
+chronic procrastinator. My friend went ahead with the selling process in
+ordinary course until he had proved the desirability of his service and
+had shown that there was no really weighty reason why the contract
+should not be given to him. He knew he was entitled to the decision
+then, but he did not wait for the timid man to pronounce it. The
+advertising agent knew the characteristics of the prospect and had
+planned just how he would handle the finishing stage of the selling
+process so as to get the order promptly.
+
+[Sidenote: The Clincher Held in Reserve]
+
+He held in reserve a closing method that a less skillful salesman
+probably would have used earlier in the sale instead of reserving it
+especially for the end. As soon as he had completed the weighing process
+my friend took from his pocket a sheet of copy he had prepared for a
+first advertisement along the line he had proposed. This had been worked
+out carefully in advance, just as if the order had already been given
+for the advertising service. My friend laid the sheet of copy before the
+prospect, who was taken completely by surprise.
+
+"I knew you would want this service as soon as I explained it to you,"
+said the salesman. "Therefore I prepared this ad for the first
+publication under the plan I have submitted, and which I am sure you
+approve. There is no question that you will get much better results from
+this copy than you have been receiving from the advertising you are
+doing now. Naturally you want to begin benefiting from my service as
+soon as possible. I'm all ready to deliver the goods. Just pencil your
+O.K. on the corner of this copy. I'll do the rest."
+
+[Sidenote: From Pencil To Pen]
+
+With a smile of confidence the salesman held out a soft lead pencil.
+_The moment the other man involuntarily obeyed the suggestion by
+accepting the tendered pencil, he was started on the purely muscular
+process of pronouncing his approval of the proposition likewise tendered
+for his acceptance._ The informality of the off-hand request that he
+"pencil his O.K." kept him from being scared off. He did not feel that
+he had yet committed himself fully. Probably, with characteristic
+timidity, he would have shied from signing a formal contract at that
+moment. But he hesitated only slightly before he scribbled his initials
+on the corner of the proposed ad. Then he handed the pencil back to the
+salesman. The advertising agent picked up the approved copy, and at once
+laid before the prospect a formal contract. Simultaneously he tendered
+his fountain pen. _He had started the advertiser to writing his name,
+and did not let the process stop._
+
+"Now just O.K. this, too," he directed, "and the whole matter will be
+settled to your complete satisfaction." Then, to prevent the
+procrastinator from backing up, the salesman reached for the telephone
+on the advertiser's desk. "With your permission, I'll call up
+the----magazine and reserve choice space for this ad. It won't cost any
+more and by getting in early we'll make the ad most effective."
+
+[Sidenote: Decide For, Then Commit The Prospect]
+
+My friend manifested complete confidence that the sale was _closed_. By
+continuing the process of affirming the decision, he prevented the
+prospect from backing up after making his pencilled O.K. Being thus
+committed informally, the usually vacillating advertiser could not well
+avoid using the pen put into his hand to sign the formal contract laid
+before him. Without speaking to him, the salesman pointed to the dotted
+line while he called the telephone number he wanted. _The prospect wrote
+his name before he had time to stop the impulse that the advertising
+agent had started._ The salesman had both _induced_ the mental
+_decision_ in his favor, and _impelled_ its _pronouncement_. Really he
+first _made up the prospect's mind for him_, and then _committed him to
+the decision so made_ without the other man's volition.
+
+[Sidenote: Both Processes In Right Sequence]
+
+_Only by performing both processes in right sequence at the closing
+stage can a sale be finished under the control of the salesman._ If the
+_favorable conclusion_ as to the respective weights of negative and
+affirmative is not first worked out before the mind's eye of the
+prospect, anything done to _commit_ him to a decision will likely kill
+the salesman's chances for success. The prospect whose mind is not yet
+made up favorably, who does not clearly perceive that the preponderance
+is on the "Yes" side of the scale, will almost surely say "No" if his
+decision is _prematurely_ impelled.
+
+[Sidenote: Discriminate And Restrict]
+
+Hence it is important that the salesman discriminate between the two
+closing stages, and that he restrict his selling methods at each stage
+to the selling processes that are effective then. He must not get "the
+cart before the horse," as the ignorant or unskillful closer is apt to
+do. The poor closer does not understand the "discriminative-restrictive"
+process. He lacks comprehension of the distinction that should be drawn
+between the methods he _previously_ has used and what is now required to
+_finish_ the sale. Let us be sure we know how to discriminate; so that
+our work at the closing stage may be restricted to the processes that
+are required to assure success in taking the particular step necessary.
+
+[Sidenote: New Process Necessary To Close]
+
+Throughout the series of selling steps that precede the closing stage,
+the continuing purpose of the salesman is to make the prospect _see_ the
+proposal in the true light, as the salesman himself views it. When the
+selling process draws to a conclusion, the purpose of the salesman
+changes. Now he wants the prospect to _decide_ and then _act upon_ what
+has been shown to his mind's eye. If the salesman is to control the
+close, he must do something _new_ to prompt decision and to actuate its
+pronouncement.
+
+The unskillful closer, instead of changing his previous sales tactics,
+nearly always devotes his final efforts to making the prospect _see
+more clearly_ the pictures already laid before his mind. He tries to
+impress the prospect with a _re-hash of perception_, by emphasizing more
+strongly than before the favorable points brought out clearly at earlier
+stages. Of course it is important that at the close of the sale the
+prospect have all these points in view, but it is not good salesmanship
+to emphasize only the appeal to his _perceptive_ faculties. The guest
+who has had a good dinner does not need to be told just afterward what
+he has eaten, or reminded of the courses by having them brought in
+again.
+
+[Sidenote: Logic and Reason Won't Win]
+
+As it is a mistake to serve at the close of a sale only a re-hash of
+favorable points; so is it bad salesmanship to rely on a dessert of
+"logic and reason" for the finishing touch. _Logic and reason provoke
+antagonism. They are ineffective in bringing about either a favorable
+conclusion of mind or action on such a decision._
+
+If you have presented your capabilities fully to a prospective employer,
+do not wind up by marshalling reasons why he should engage you. Avoid
+the use of the "major premise, minor premise, argument, and logical
+conclusion." _You cannot debate yourself into a job_, for the judge is
+made antagonistic by your method, which puts him on the defensive. It is
+human nature to resist a decision that logic tries to force. No man
+arrives at his conclusions of mind by putting himself through a
+reasoning process. A normal person does not need to reason about things
+he knows. _He knows without reasoning._ He attempts to use logic only
+when he is _uncertain_ what to think. If logic is used by the salesman
+to convince the other man, it will be ineffective because it is an
+unnatural means that the prospect almost never employs to convince
+himself, and of which he is suspicious.
+
+[Sidenote: Why Reasoning is Futile]
+
+A major premise is but an assumption unless it is already known. If it
+is known, why should it be proved? Since the correctness of the
+conclusion depends entirely upon the validity of the premise, it is
+evidently absurd to attempt to prove a truth from the basis of an
+admitted assumption. The reasoning process that starts from a truth
+already known, and arrives at a truth that must similarly have been
+known, is utterly useless and a waste of time. Hence, _if you use the
+reasoning process you will either fail to convince your prospect by
+starting from a premise that he does not know, or you will irritate and
+unfavorably impress him by seeming to reflect on his intelligence when
+you prove to him something he already knows_. That is the wrong way to
+bring your man to a "Yes" decision.
+
+If the whole process of the sale could be summed up in just one logical
+statement at closing, it might occasionally be practical for the
+salesman to apply reasoning with good effect to help him secure the
+decision. But the four steps, first and second premise, argument, and
+conclusion, must be applied to every point that is made with reasoning.
+Since the force of the conclusion is largely lost unless the major
+premise is an absolute truth recognized by everybody, there is danger of
+confusion, and no possibility of convincing the prospect by such
+methods. Besides, a multitude of reasoning processes would be necessary
+to cover all the points presented by the salesman and all the objections
+raised by the prospect. Moreover, as we have seen, the whole procedure
+of "a logical close" falls back upon itself unless everything the
+salesman hopes to prove was known and admitted to be true before he
+began to reason it out.
+
+[Sidenote: Favorable Decision Defined]
+
+_Favorable decision is the prospect's mental conclusion that it is
+better to buy than not to buy; better to accept than to refuse._ The
+process of securing decision is not complex; it is very simple. As has
+been said, the salesman needs only to weigh before the mind's eye of the
+prospect the favorable and unfavorable ideas of the proposal. _Any
+weighing of two mental images always results in a judgment as to which
+is preferable, or that one course of action would be better than the
+other._ The mind is never so exactly balanced between contrasting ideas
+that it does not tip at all either way.
+
+[Sidenote: Weighing Ideas of A Steak]
+
+The skill of the salesman weighmaster, used legitimately before the
+mind's eye of the prospect to tip the scales of decision to the
+favorable side, is illustrated in the story of a butcher who had been
+asked by a woman customer to weigh a steak for her. He knew that the
+weighing process _in her mind_ included more than the balancing of a
+certain number of pounds and ounces on the scale. Against the reasons
+for her evident inclination to take the selected steak, she would weigh
+its cost, her personal ideas of its value, and other factors of the high
+cost of living.
+
+[Sidenote: Skillful Close of The Sale]
+
+The butcher wished to bring her quickly to a favorable decision. He
+wanted to make up the customer's mind for her in such a conclusive way
+that she would be prevented from hesitating over the purchase. As a
+weighman of pounds and ounces he only wanted to show the prospect that
+he was honest. But in order to tip _the buying scales in her mind_ he
+put into the balances, on the side opposite the cost of the steak, the
+heavier weight of buying inducements. First he did the actual weighing
+of the steak; then he added on the "Yes" side of the scales of decision
+_ideas of the excellence and desirability of the meat_. He followed
+immediately with a _suggestion of action that would commit the prospect
+to buying_.
+
+"Two pounds and five ounces, ma'am! Only a dollar and forty-three cents.
+It's the very choicest part of the loin. You couldn't get a cut any
+tenderer than that, or with less bone. Would you like to have a little
+extra suet wrapped up with it?"
+
+[Sidenote: Three Effects Produced]
+
+The butcher thus combined in his close _three effects_. He brought about
+_judgment of the prospect's intellect_, plus _increased desire_ for the
+goods, plus the _impulse to carry the desire into action_.
+
+First, by emphasizing, "Two pounds and five ounces!" in a _heavy_ tone,
+and by depreciating the cost, "Only a dollar and forty-three cents,"
+spoken _lightly_, he implied that the _value_ of the steak far
+outweighed the _price_. Thus judgment of the prospect's intellect was
+effected.
+
+Second, to stimulate increased desire for the steak, the butcher
+skillfully put on the favorable side of the scales of decision the
+weight of _a suggestion of excellence_. He said temptingly, "It's the
+very choicest part of the loin." At this point he also employed
+_contrast_, to make the prospect's desire stronger still. "You couldn't
+get a cut any tenderer than this, or with less bone."
+
+Third, this skillful salesman prompted _the immediate committal of his
+customer to a favorable decision_. He impelled her to this affirmative
+action by suggesting, "Would you like to have a little extra suet
+wrapped up with it?" He put a question that was _easy_ for the prospect
+to answer with "Yes." Once she accepted the suet offered free, she
+tacitly accepted the steak at the price stated. _It is skillful
+salesmanship to make it easy for the buyer to say "Yes" or to imply the
+favorable decision indirectly_. The butcher might have been answered
+with "No" if he had asked, "Will you take this steak?" But he himself
+nodded when he made the proposal that he wrap up the extra suet. The
+woman was thus impelled to nod with him. The sale was closed,
+artistically, in a few seconds.
+
+When you plan how you will close a sale of true ideas of your best
+capability, _work out in advance a similar weighing process, followed at
+once by an indirect prompting of acceptance of the decision you
+suggest_. Shape and re-shape your intended "close" in your mind until it
+includes the three effects the butcher produced.
+
+[Sidenote: Put a "Kick" Into the Close]
+
+Put a "kick" into your stimulation of desire at the closing stage.
+_Paint the points in your favor brightly and glowingly, though in true
+colors. Conversely paint all objections to your employment
+unattractively._
+
+Suppose you are applying for a secretarial position. It would be good
+"painting" to close something like this:
+
+"I am going to learn to do things _your_ way. You would not want a man
+in the position who was _experienced_; because he would do things some
+one else's way, not yours. My inexperience really means I am adaptable
+to your methods. I'd become exactly the sort of secretary _you_ want.
+For instance, how do you prefer to have your mail brought to you--just
+as it is opened, or with previous correspondence and notations
+attached?"
+
+Such an alternative question, _answered either way_, leads the prospect
+through the stage of favorable decision and implies his committal to
+acceptance of the services offered. It can be followed by the direct
+proposal, "All, right, I'll bring your mail that way." _Such a close is
+practically sure to succeed_.
+
+[Sidenote: Using the Negative Positively]
+
+A man who was not at all prepossessing applied to me one day for a job.
+He conducted the sale of himself very skillfully, but I meant to put him
+off. It was our dull season, and his looks didn't make a hit with me
+anyway. However, he realized there was a good deal on the negative side
+of the scale, and he weighed his disqualifications honestly; though he
+depreciated the importance of his unprepossessing appearance. Then, in
+contrast to the negative side, he showed me very weighty and attractive
+reasons for employing him. He started by grinning good-humoredly.
+
+"I'm not a prize beauty," he remarked. "But the other day I was reading
+about Abraham Lincoln, and the book made me feel encouraged about
+myself. I don't believe I'm any homelier or any more awkward than he
+was. I don't expect to be a parlor salesman, anyhow, or to rely on my
+good looks to get orders. I plan to succeed by work. I'm going to be on
+the job early and late and every minute between. I'll believe in what
+I'm selling--down to the very bottom of my heart. I'll make anybody see
+I'm in dead earnest. I look honest, and I am. I'll be square with
+customers and with you. I guess that out in the field a reputation for
+always being willing to help, and for telling the truth straight, will
+count more than anything else. I know I'm inexperienced, but that's a
+fault I can cure mighty soon." He grinned again. "I'll start right away
+to get the greenness off, if you'll tell me where to hang up my hat."
+
+His good nature warmed me into smiling with him. I could not help
+feeling inclined to try this man. I decided to give him his chance at
+once. He started my impulse to accept his services, and I pronounced the
+decision in his favor that he prompted. Of course he made good. That was
+a foregone conclusion. He had mastered the selling process, and was an
+especially fine closer. He succeeded in getting more than his quota of
+orders the first year. Selling never seemed to be hard work for him.
+
+[Sidenote: Two Ways To Prompt Pronouncement]
+
+The pronouncement of the prospect's decision can be prompted, his
+favorable action can be brought about, in _two ways_. First, as we have
+seen, _the salesman can suggest, directly or indirectly, the action he
+wants the other man to take_. Second, _the salesman himself can do
+something_ that the prospect will be impelled to _imitate_.
+
+[Sidenote: Impelling Imitation Of Action]
+
+For example, when you apply for a position, and have completed the
+process of weighing the points in your favor in contrast with the less
+weighty reasons for not employing you, lean forward slightly in an
+attitude of easy expectancy. _The prospect's mind will be inclined to
+imitate your physical act_. He will lean toward acceptance of your
+services. Your act will tend to bring you together. Your magnetism will
+draw his.
+
+Or you might extend your hand. He will have an impulse to reach out his
+in turn. It is natural for a man to take a hand that is courteously
+offered. The moment after you reach toward the prospect say, "Let's
+shake hands on it." Once his fingers start moving toward yours in
+imitation of your action, it will be easy for him to commit himself.
+
+[Sidenote: Five Essentials Of Good Close]
+
+Now let us review the essentials of good salesmanship in closing, which
+we have been analyzing. We can summarize under five divisions the entire
+process of completing a sale most effectively and with the practical
+assurance of success.
+
+First, _the salesman must have definite, certain knowledge that the mind
+of the prospect has reached the closing stage_; that it is time to _end_
+the "testimony" and to _begin_ weighing the evidence. If the salesman
+has kept control of the selling process throughout all the preceding
+stages, he will know when the selling point is reached, _for he will be
+there himself_, with the prospect he has "safely conducted" thus far.
+
+Second, at this "right time" it is necessary to _change former sales
+tactics promptly_, and to _start contrasting_ the affirmative and
+negative ideas that have previously been brought out.
+
+Third, the salesman should weigh these contrasting ideas so _vividly_
+that the mind's eye of the prospect will _see_ the scales and _perceive_
+the greater weight on the "Yes" side, _as the salesman pictures it_.
+
+Fourth, it is important that the salesman _color_ the affirmative
+ideas very _alluringly_, and increase the contrast by painting
+_unattractively_ everything on the negative side of the scale; so
+that "No," besides appearing much _lighter_ than "Yes," will seem
+_uninviting_.
+
+Fifth, the selling process should be brought to a climax by the
+salesman's _suggestion_ or _imitation_ of some _act_ designed to
+_commit_ the prospect to _acceptance_ in an _easy_ way.
+
+[Sidenote: Unbalancing The Process]
+
+Nothing so _unbalances_ the process of securing a favorable decision and
+its pronouncement as any indication of fear, doubt, or hesitancy in the
+attitude of the salesman. Therefore, even though you may be uncertain as
+to the outcome of your selling efforts, _do not show it_. Long before
+you came to the decision point, you passed the worst dangers on the
+road to the end of the sale. Surely your courage should be _strongest_
+at the closing stage.
+
+[Sidenote: Light Dissipates Fear and Doubt]
+
+Fear usually arises from something _unknown_; it is due only to
+_darkness_. Since you _know_ now just what closing involves, and _light_
+has been shed on the problems of getting the prospect's "Yes," your
+fears and doubts should be dissipated. _You should not hesitate to end
+the sale you have controlled successfully throughout previous stages_.
+Our analysis has revealed that closing is no more difficult than winning
+attention to your proposition in the first place. As a result, your
+present attitude toward closing is _positive_. Your courage and
+self-confidence have been built up. You realize just _how_ success in
+finishing a well-conducted sale can be made practically _sure_.
+
+[Sidenote: Negatives Must be Avoided]
+
+Certain _negative_ attitudes at the closing stage should be avoided.
+Especially do not throw into the scales of decision any little pleas for
+_personal favor_, with the hope that in so doing you will increase the
+weight on the "Yes" side. Such tactics almost invariably tend to tip the
+balance _un_favorably. A plea of this sort is equivalent to an admission
+that the ideas you have presented _for_ buying do not _themselves_
+outweigh the prospect's images _against_ buying. You suggest to him that
+you are trying to push the balance down on your side by putting your
+finger on it, by "weighing in your hand," as unfair butchers sometimes
+do with a chicken they hold on the scales by the legs.
+
+[Sidenote: "As a Personal Favor to Me"]
+
+The prospect will instantly perceive your action. _His mind, acting on
+the principle of the gyroscope, will resist by greater opposition any
+push of the personal plea_. If you ask a decision as a personal favor,
+your prospect will lose confidence in the true weight of the ideas on
+your side that you have already registered in his mind. You are much
+more likely to hurt than to help your chances for success by making a
+personal plea. Even if it should prove effective, what you get that way
+would be alms given to a beggar, and not the earned prize of good
+salesmanship. _Never buy success at the cost of self-respect_. To be a
+successful _beggar_ is nothing to feel proud of.
+
+[Sidenote: "Treating" At Close]
+
+Do not attempt to "_treat"_ your prospect by flattering him at the
+closing stage. Such "treating" is a tacit admission that your goods of
+sale, your best qualifications, have not sufficient merit to sell at
+their intrinsic value. Or you practically confess that you are not good
+enough salesman to win out with just your goods and your ability to sell
+yourself for what you claim to be worth. _Flattery is a call for help_.
+It is like the bad salesmanship of trying to buy an order with cigars or
+a dinner. Never "treat" at the closing stage, for to do so is to admit
+_weakness_ when you should be your _strongest_.
+
+[Sidenote: "No" Seldom Is Final]
+
+Of course you should not take a first or second "No" as a _final_
+answer. Even if the prospect indicates that he is inclined to decide
+against you, _continue confidently to heap images in favor of buying on
+the "Yes" side of the scale until you have used all the honest weight
+you have to put in the balance_. He will not respect you as a salesman
+if you quit at his first "No." _It is up to you to tip the scales of
+decision your way_. Remember that you should not bring the other man to
+the judgment point _until after you have aroused and intensified his
+desire to a very great degree_. If you have made him want you at all,
+you will disappoint him if you then fail to put enough weight on the
+"Yes" side of the scale to win his decision to employ you.
+
+When you receive a "No," understand it to mean, "No, that is not yet
+enough ideas for buying your services." Keep right on putting weight
+into the "Yes" side of the balance until it tips your way. _Do not
+consider any "No" final until you have run out of both contrasting
+weight and attractive colors; so that you cannot change the scales_.
+
+[Sidenote: Stick it Out Here and Now]
+
+If it is possible for you to "stick," don't be put off when you come to
+the closing stage. _All the weighing you do at the present time will be
+valueless lost effort unless you complete the selling process here and
+now_. When your prospect tries to put you off, he tacitly admits your
+weights are right. Otherwise he would say "No" and be done with you.
+You really have won his mental decision. A continuance of skillful
+salesmanship will enable you to get him to act favorably without delay
+or further evasion.
+
+[Sidenote: Entertainment In Court Room Out of Place]
+
+Some salesmen make the mistake of mixing _entertainment_ with the
+closing process. Earlier in the sale you may be able to secure excellent
+results by entertaining the prospect with clean jokes and good stories.
+But the close is the stage at which he arrives at his mental conclusion
+as to the "preponderance" of the evidence. _Jests and light conversation
+are out of place when the judge is performing his functions in the
+courtroom of the mind._ An amusing remark or a witty quip at this
+juncture would suggest that the scales of decision in the salesman's own
+mind were somewhat unbalanced. Your attitude when you are weighing "Yes"
+and "No" before the prospect should be _pleasant_, but _quiet_ and
+_serious, as is becoming to a convincing weighman_.
+
+When you work to secure a favorable decision, you are weighing evidence
+with the purpose of impelling the prospect to take your judgment or to
+weigh the evidence just as you do. It is necessary all through the
+process that he be made to feel you realize you are aiding in the
+performance of a _judicial_ function. He must have complete confidence
+in your intention and ability to handle the scales honestly and with
+serious pains to determine what is the right judgment about your
+proposition. Your levity at the closing stage would lessen the effect of
+honest, serious, painstaking weighing of the images for buying in
+contrast with the images against buying. So get the funny stories out of
+your system before you come to the decision step of the sale, or else
+keep them bottled up inside you and don't pull the cork until you are
+safely at the celebration stage.
+
+[Sidenote: Tones and Acts When Weighing]
+
+Do not forget when closing to add _force_ to your words by _tones and
+gestures that emphasize ideas of the contrast in weights_ between the
+two sides of the scale. By your light tone you can indicate the
+triviality of objections to your proposition. With the heavier tone of
+power you can suggest the great weight of the favorable ideas. If you
+use _broad gestures of your whole hand and full arm_, you can seem to
+pile a large heap of points on your side of the scale. Conversely you
+can indicate the smallness of objections by moving _your fingers only_,
+as if you were picking up a tiny object. Demolish unfavorable points
+with a strong gesture of negation, as by sweeping your arm horizontally.
+Give life to the ideas on the favorable side of the scale by
+accompanying your words with up and down gestures that signify
+vitality.
+
+[Sidenote: Do Not Show That Closing Is Hard Work]
+
+Your physical condition or outward appearance will help or harm your
+chances for success at the closing stage. You should not manifest the
+least indication that you are under a strain of anxiety as to the
+outcome, or that you lack the strength to control the completion of the
+selling process. Why should you not have a feeling of ease when you
+reach the close? _If your bearing suggests your self-confidence, it will
+give the other man confidence in your capabilities._ When a salesman has
+to "sweat blood" to finish a sale, he indicates that it is usually
+mighty hard work for him to get what he wants. This impression suggests
+to the other man that there must be something wrong with the proposition
+or it wouldn't take so much effort of the salesman to put it across.
+_Any element of doubt at the final stage will almost surely delay or
+kill the salesman's chances to close successfully._
+
+[Sidenote: Make Sure of A Good Batting Average]
+
+Recall once more that the measure of success in selling is not 100% of
+closed sales; every possible order secured and none lost. _Success is
+made certain when failures are reduced to the minimum and successes are
+increased to the maximum of practicability._ There can be no question
+that if you use the _right processes_ in closing, your chances for
+success will be so greatly increased that your batting average of actual
+sales should take you far above the failure line. Your career as a
+salesman involves _continual_ selling. You must make sale after sale.
+However skillfully you employ the right process at the closing stage,
+you may not accomplish your purpose the first time you try. _But if you
+keep on selling your services in the right way, you will be as
+absolutely certain to succeed as the master salesman of "goods" is sure
+of closing his quota every year he works._
+
+
+
+
+CHAPTER XII
+
+_The Celebration Stage_
+
+
+[Sidenote: What Are You Going to Do With Success?]
+
+You know now the _certain_ way to get your chance to succeed in the
+vocation of your choice. You are convinced that a _good salesman_ can
+create and control his opportunities in any field, can bring himself to
+good luck in the right market for his services. You are resolved to
+master the art of selling, and so to insure your future against any
+possibility of failure. You feel confident of success; because you are
+willing to earn it by the diligent study and practice of salesmanship.
+There is no doubt in your mind that when you become a skillful salesman
+of your best capabilities, you can get a chance to succeed. _Now what
+are you going to do with success after you gain it?_
+
+Suppose you had sold yourself into the very opportunity you want,
+suppose you had won the coveted job or promotion, _how would you
+celebrate_? It has been said that a man shows his real self either in
+the moment of his failure or in the moment of his success. Let us assume
+that you have reached your present objective. You stand at the goal, a
+winner. Does your victory _intoxicate_, or does it _sober_ you with the
+realization that you have but opened the way to limitless fields of
+bigger service ahead? Has success gone to your _hands_ and made them
+tingle with eagerness to grasp more chances to succeed, or has it gone
+to your _head_?
+
+[Sidenote: The Stepping-Stone to More Sales]
+
+_The celebration stage of the selling process should be the first
+stepping-stone leading to another successful sale._ Often it proves to
+be a stumbling block that marks the beginning of a downfall to failure.
+Rare is the man who is not spoiled a little by achievement. _Success is
+the severest test of salesmanship._
+
+[Sidenote: Spoiled by Success]
+
+I recall a chief clerk who worked more than a year for promotion to the
+position of assistant manager. He earned the better job, and was
+assigned to the desk toward which he had been looking longingly for
+sixteen months. Then he "celebrated" by starting to take life easy. He
+developed a manner of superiority. He acted as if the little foothill he
+had climbed was a big mountain. He sunned himself on the top, basking in
+complacency because he had risen above his former clerkship.
+
+One day he was called into the manager's office. He came out chop-fallen
+and took his personal belongings from the assistant's desk. Another man
+was promoted to the place he had failed to fill. He went back to his
+clerk's stool and is roosting there today.
+
+[Sidenote: Egotism's Downfall]
+
+I know a salesman who closed so many orders the first time he covered
+his territory that he came back to headquarters with an inflated idea of
+his importance. He strutted into the president's room and boasted of
+what he had done. The delighted head of the business gave him a cigar
+and invited him to tell the story. The salesman betrayed such egotism
+that his employer was disgusted. The president was plain-spoken. He
+warned the successful salesman against getting a "swelled head."
+
+The egotist felt insulted. He resigned his position, arrogantly
+declaring that he would not work for a house where results were so
+little appreciated. He was cocksure of himself. However, when he offered
+his services to a competing firm, his application was turned down. The
+rebuff stunned him. He did not realize that his egotism disgusted the
+second executive as much as the first. The salesman's spirit was broken.
+He has never since been more than a fair peddler.
+
+[Sidenote: Giant and Pigmy Successes]
+
+Think of "successful" men you know. _Compare them as they are now with
+the men they used to be before they succeeded._ As they rose did they
+loom bigger and bigger in your respect, or grow smaller and smaller in
+admirable qualities? There are so-called successful men whose characters
+seem to be dwarfed by the mountain tops they attain. Other men grow to
+be giants and overshadow any eminences they climb. The littleness of the
+last Kaiser and Crown Prince of Germany was only emphasized by their
+elevation above the common people. On the other hand the bigness of
+Lincoln and Roosevelt was so tremendous that their personalities towered
+above even the highest honor in the world.
+
+[Sidenote: Breaking Training]
+
+_When football players are fighting_ for the championship of the season,
+they are governed by rigid rules of living. _They keep themselves fit_
+by strict diet, by the avoidance of all dissipations, by hardening
+exercise, and by recuperative rest. But after the "big game" is won,
+they break training. They stuff themselves with rich food until their
+bodies and minds are sluggish. Then they celebrate their victory by some
+sort of jollification that lasts half the night. _The next day a
+second-rate team could beat the champions._
+
+A man who has kept himself lean, hard-muscled, and healthy all the way
+to the achievement of his ambition is apt to take on flabby flesh and
+gout when he succeeds. The celebration of Thanksgiving is an ordeal from
+which one does not recover for weeks. Turkey and mince pie immoderately
+eaten are poisons. Our annual Feast Day is more deadly than the Fourth
+of July.
+
+[Sidenote: Rusting in Self-Satisfaction]
+
+A great many people "break training" mentally as well as physically at
+the celebration stage. _Their minds and muscles turn flabby after they
+succeed. They are so proud of their accomplishments that they rust in
+self-satisfaction._ Then, usually too late for remedy, they find
+themselves afflicted by the rheumatic twinges of deep-seated discontent
+with what they have done.
+
+We are all familiar with the tragedies of the farmer who sells his acres
+and moves into town "so that he can take life easy," and of the business
+man who retires from his "daily grind" to enjoy the fortune of success.
+So long as they remained at work they were vigorous in mind and body.
+But nearly always men who give up their accustomed activities begin to
+develop mental and physical ailments soon afterward. They age and break
+down in a few years. _In order to stay well, one must keep going. It is
+far less wearying to walk than to stand still. Normal fatigue of mind
+and body are not so exhaustive of mental and physical energy as torpid
+idleness._
+
+[Sidenote: Advance or You Will Slip Back]
+
+Probably you do not think of quitting work for a long time. You look at
+your future retirement as a remote possibility. Very likely you feel it
+is premature to consider "your declining years" now, when you are in the
+full vigor of ambition. _But if you stop advancing, in order to
+celebrate your progress thus far, you have quit working your way ahead.
+If you stay contented with what you have done, even for a little while,
+you have temporarily retired from the game of success and are in danger
+of rusting into a partial failure. If you do not continue moving ever
+upward, you will slip into a decline without realizing that you are
+going back and down._
+
+[Sidenote: The Zest for Work]
+
+The successful salesman thrives on his work, and pines for it when he
+"lays off." He welcomes the end of his annual vacation with more zest
+than its beginning. He celebrates each order gained by planning at once
+how he will get another. He is like Alexander, who sighed only when
+there were no more worlds to conquer. He is as perennially tireless as
+Edison, the wizard who is never weary. _To the true salesman there is no
+enjoyment equal to selling._ He often declares that he "would rather
+sell than eat."
+
+[Sidenote: Pattern after Master Salesmen]
+
+You know the importance of being a _good salesman_. You have studied the
+methods he uses throughout the selling process. Now at the celebration
+stage pattern after the _masters_ of the profession. Do not get into the
+bad habits of the _mediocre fellows who slacken their efforts after each
+success_, and who need the spur of necessity to make them do their
+utmost.
+
+When a good salesman has booked an order, and has taken pains to make a
+fine last impression on his customer, he does not go to his hotel and
+play Kelly pool, or otherwise spend the rest of the day just loafing
+around. Only the poor salesman celebrates in such a way; _thereby
+showing that his successes are so rare he is not used to them_.
+
+[Sidenote: Starting After The Next Chance]
+
+The good salesman looks at his watch the moment he is out of his
+customer's sight. He makes a swift calculation of the time it will take
+him to reach and sell the next man on his list. If he has no other
+prospect nearby, he starts looking for one that minute. His keen eyes
+catch every name on the business signs he passes. _His imaginative mind
+is planning how he can use the order he just has closed, to influence
+some other buyer to make a contract._ If there are no additional
+customers for his line in the town, he sprints to the station to catch
+the first train up the road. _He does not waste a minute getting to his
+next selling opportunity_.
+
+[Sidenote: Pepper and Poppies]
+
+Some pretty good salesmen never win the grand quota prize in a sales
+contest _because they take so much time out for celebrating the big
+orders they close_. If they land a fine contract in the morning, they
+don't try to do much selling that afternoon. The prize-winning salesman,
+too, is delighted to secure a big order. But he doesn't say to himself,
+"That will put me 'way ahead on the sales record for today." Instead he
+grins and thinks, "This is _my day_. I'm going to fatten up my batting
+average while I'm going good." _Success is pepper to him, not the poppy
+drug that slackens energy._
+
+[Sidenote: Continual Accumulation]
+
+You have worked hard to get the chance you now have. You have paid for
+it with your best efforts. _It represents an accumulation of your
+salesmanship._ The good job or the promotion you have gained is like a
+savings account. Let us compare it with the first hundred dollars a
+thrifty man puts into the bank for a rainy day. Would he celebrate the
+accumulation of that moderate amount of money, the first evidence of his
+ability to save, by quitting the practice of spending less than his
+earnings? Would he then say to himself, "I am now successful as a
+saver"? Would he stop putting a few dollars in the bank every Saturday,
+just because he already had a hundred?
+
+[Sidenote: The Building Process is Gradual]
+
+No. He would _continue_ to save until he had enough "units of thrift,"
+enough hundreds of dollars, to take a _longer_ step toward success. He
+would invest his accumulated savings in a lot, or house. Perhaps he
+would start a business of his own. After his investment he still would
+continue to save. So he would _build_ his success.
+
+_All building is a gradual, continual process_. The bricks are laid _one
+after another_. It takes many to complete the structure. _Likewise a
+series of minor successes must be built into a major accomplishment._ It
+does not rise all at once.
+
+If you are tempted to pause where you are in order to celebrate, ask
+yourself, "_Is this really the celebration stage_?" Probably you will
+find you have only laid the corner-stone, or made an excavation for the
+foundation of your success. You would not think of having a housewarming
+because you had finished the basement walls. Nor would you consider it
+an occasion for especial jollification the day you erected the
+scantlings around the first floor joists. Not until the walls are up and
+the roof is on, not until the house is plastered and papered and
+painted, not until it is finished would you think of standing on the
+sidewalk to look it over pride fully and exult, "I did that. It's a good
+job."
+
+[Sidenote: Repeated Building]
+
+But if you complete _one_ house, you will not only feel the satisfaction
+of accomplishment, you will also want to build _another_ that would be a
+great improvement on the one just finished. You will be _healthily
+dissatisfied with what you have already done_. Very likely you will sell
+the first house at a profit, and straightway start to put up a better
+building on another lot. In time you will sell that, too. You will
+continue the procedure until you become a master builder of houses, and
+continually achieve more and more success.
+
+We have assumed that you now are successfully in possession of an
+opportunity. You have sold yourself into the very job you want, or into
+a better position that you believe will afford you fine chances to
+advance. _Do not slump or relax in salesmanship. Do not think back, or
+spend much time contemplating your present success. Look ahead to your
+next sale_ of true ideas of your best capabilities. _The successful
+salesman is a quick repeater._ He counts his accomplishments in
+_totals_, not by units. He has successful "_years_," each made up of
+about three hundred successful working days. He plans in _campaigns_; so
+he is not inclined to over-celebrate the winning of a battle.
+
+[Sidenote: Make Each Goal a New Starting Point]
+
+Samuel McRoberts, vice-president of the great National City Bank of New
+York, started working for Armour & Company at a small salary in the
+early nineties. He was a young man who was always _healthily ambitious
+to keep moving ahead_. He "ate up" the minor work assigned to him, and
+celebrated the completion of each task by asking at once, "What next?"
+
+In a few years he had risen by successive promotions to the position of
+treasurer of Armour & Company. But that wasn't a _goal_ to McRoberts. It
+seemed to him only a _good starting point_ to bigger successes in the
+financial world. He became a director of several banks, an officer in
+important railroad and other corporations. _He continually enlarged his
+service value_ until he was called to New York's greatest bank, and took
+his place among the masters of American finance.
+
+He did not loll back in his chair then and start taking it easy. _He
+packed more and more accomplishments into every day._ When the war
+began, he went to Washington to take executive charge of the job of
+procuring ordnance for the fighters. He held a post analogous to that of
+Lloyd-George when he was Minister of Munitions for Great Britain.
+McRoberts made good as a brigadier general, and after the war resumed
+his success in business. Whatever he did, wherever he worked, Samuel
+McRoberts _smiled welcomes to more opportunities for service, and
+reached out his ready hands to grasp them_.
+
+[Sidenote: Celebrate by Tackling the Job Ahead]
+
+_That is the way to celebrate--by tackling the job ahead. There is no
+end to the selling process. One sale should lead directly to another_.
+The good salesman celebrates only the opportunity to get the next order
+in prospect. He may chuckle to himself over the sale just closed, but he
+does his rejoicing on his way to a new selling chance.
+
+[Sidenote: Dynamic Confidence Static Complacency]
+
+You haven't "arrived" yet. You are just well started. _Keep moving, and
+you will never "see your finish."_ Your successes thus far should have
+developed a considerable degree of _self-confidence._ Be careful not to
+let that _dynamic_ quality change into the _static_ element of
+_self-complacency._ Never be satisfied with what you have done. _Always
+have the zest of appetite for more to do_. Add every day to your success
+chances.
+
+Do not lose either your self-respect, or the respect of the men with
+whom you are associated, by _ceasing to grow. Do more than you are paid
+for, and pretty soon your job will be unable to hold all your earning
+capacity_. You will be promoted to bigger opportunities. _If you shrink
+in the place you occupy now, your future chances will shrivel to fit
+your smaller size_. The way to get a better-paying job, to win a bigger,
+more profitable field for your salesmanship, is to _crowd your present
+position with your capabilities_. Burst out of your limited territory
+and spread over more ground.
+
+[Sidenote: Serving Friends]
+
+Render your utmost possible service to other people. Celebrate each
+opportunity to form a friendship. _Make some one like you for what you
+are willing to do for him_. Hold your friends, once they are made. As
+Emerson advised, "Be concerned for other people and their welfare. Put
+their interests sometimes ahead of your own. You can love your fellow
+men so much that you will never trample on their rights; and while you
+yourself keep climbing, raise as many of them as you can along with you.
+That is the way to make friends."
+
+Celebrate the good fortune of your business associates, rather than your
+own. When a big contract is closed by your employer, be as tickled over
+it as he feels. Genuinely rejoice in his success. _Have no envy of the
+man above you, then when you rise to a higher level the men below you
+will not be likely to feel jealous_.
+
+[Sidenote: Ford and Schwab]
+
+Why has Henry Ford won so unique a place in the personal regard of the
+everyday man? Ford is one of the richest men in the world; yet he is not
+hated. What is the reason for his general popularity? He is not an
+idler. He has celebrated each success by taking on another job. And he
+always has given a hand-up to the other fellow instead of kicking him
+down so that he might climb higher because of his failure. He has
+understood and sympathized with the hopes and viewpoint of people who
+work. As a result countless men and women, most of whom never have seen
+him, think of Henry Ford as their friend. His finest success is not
+signified by the millions of money he has accumulated, but by the
+millions of friendships he enjoys.
+
+Charles M. Schwab, too, is popular. He is a man whom people like.
+Because he was so successful in winning friends, rather than for his
+generally recognized business ability, he was made the head of the
+Government's ship-building program in the war. Other men were eager to
+work with and for Charles M. Schwab. The co-operation of thousands of
+friendships, new and old, more than anything else enabled him to succeed
+in his big, patriotic job. How much more he has to celebrate in his
+wealth of good will than in his great fortune of dollars! Schwab has
+been called the most successful salesman in the world, which is another
+way of saying that he has no equal in ability to make other people both
+trust and like him.
+
+[Sidenote: The Truest Wealth]
+
+You may never accumulate millions of dollars. _That in itself is not
+success. Many wealthy men are failures in life. But with the aid of
+masterly salesmanship you can so enrich yourself with friendships and
+the opportunities they bring that making all the money you want will be
+merely incidental to your real success_. Let every accomplishment be a
+stimulus to better selling of your service. Celebrate successful sales
+of your ideas by undertaking to sell more true ideas about your best
+capabilities in a larger field of usefulness.
+
+[Sidenote: The Revolving Door]
+
+The good salesman goes from opportunity to opportunity through a
+revolving door. As it closes on one selling chance, it opens on another.
+He steps directly from a finished sale into the prospect of getting an
+order elsewhere. So he never stops selling.
+
+You have sold yourself some knowledge of salesmanship. Do not rest
+contented with what you have already learned. These chapters should but
+whet your appetite for more opportunities to master the principles and
+methods of selling true ideas of your best capabilities. So as you close
+this book, reach out your hand to open another. You cannot over-study
+the subject of salesmanship. _Never be satisfied with what you know_.
+Continue to search for more golden knowledge, and make it yours by
+practicing everything you learn.
+
+[Sidenote: Failure Impossible to The Good Salesman]
+
+It is impossible to fail in life if you become a master salesman of the
+best that is in you. You will be sure to succeed. So here is Good Luck
+to you! Keep on making it for yourself, and you never will run out.
+CERTAIN SUCCESS WILL BE YOURS.
+
+       *       *       *       *       *
+
+    It is you that you offer for sale,
+      With your traits ranged like goods on a shelf,
+    And the first thing to do, without fail,
+      Is to make a success of yourself.
+
+EDGAR A. GUEST.
+
+
+
+
+
+End of the Project Gutenberg EBook of Certain Success, by Norval A. Hawkins
+
+*** END OF THE PROJECT GUTENBERG EBOOK 14589 ***
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+<div>*** START OF THE PROJECT GUTENBERG EBOOK 14589 ***</div>
+
+<div class="figcenter">
+<a name="Page_4" id="Page_4" /><a href="images/image1.jpg"><img src="images/image1.jpg" width="500" height="651" alt="Frontispiece" title="Frontispiece" /></a>
+</div>
+
+<h1><a name="Page_5" id="Page_5" />CERTAIN SUCCESS</h1>
+
+<h3><em>by</em></h3>
+
+<h2>Norval A. Hawkins</h2>
+
+<h3><em>Author of &quot;The Selling Process&quot;</em></h3>
+
+<p class="center" style="margin-top: 4em;">THIRD EDITION</p>
+
+<p class="center">1920<br />
+DETROIT, MICHIGAN<a name="Page_6" id="Page_6" /></p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="Page_7" id="Page_7" /><a name="Contents" id="Contents" />Contents</h2>
+
+
+<table border="0" cellpadding="4" cellspacing="0" summary="contents">
+<tr><td align='right'>CHAPTER</td><td>&nbsp;</td><td align='right'>PAGE</td></tr>
+<tr><td align='right' valign='top'></td><td align='left'><a href="#To_Begin_With">TO BEGIN WITH</a></td><td align='right' valign='bottom'><a href='#Page_9'>9</a></td></tr>
+<tr><td align='right' valign='top'></td><td align='left'><a href="#How_to_Study">HOW TO STUDY</a></td><td align='right' valign='bottom'><a href='#Page_24'>24</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_I">I.</a></td><td align='left'>THE UNIVERSAL NEED FOR SALES KNOWLEDGE</td><td align='right' valign='bottom'><a href='#Page_29'>29</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_II">II.</a></td><td align='left'>THE MAN-STUFF YOU HAVE FOR SALE</td><td align='right' valign='bottom'><a href='#Page_63'>63</a></td></tr>
+<tr><td align='right' valign='top'> <a href="#CHAPTER_III">III.</a></td><td align='left'>SKILL IN SELLING YOUR BEST SELF</td><td align='right' valign='bottom'><a href='#Page_108'>108</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_IV">IV.</a></td><td align='left'>PREPARING TO MAKE YOUR SUCCESS CERTAIN</td><td align='right' valign='bottom'><a href='#Page_137'>137</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_V">V.</a></td><td align='left'>YOUR PROSPECTS</td><td align='right' valign='bottom'><a href='#Page_156'>156</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_VI">VI.</a></td><td align='left'>GAINING YOUR CHANCE</td><td align='right' valign='bottom'><a href='#Page_179'>179</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_VII">VII.</a></td><td align='left'>KNOWLEDGE OF OTHER MEN</td><td align='right' valign='bottom'><a href='#Page_209'>209</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_VIII">VIII.</a></td><td align='left'>THE KNOCK AT THE DOOR OF OPPORTUNITY AND THE INVITATION TO COME IN</td><td align='right' valign='bottom'><a href='#Page_239'>239</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_IX">IX.</a></td><td align='left'>GETTING YOURSELF WANTED</td><td align='right' valign='bottom'><a href='#Page_270'>270</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_X">X.</a></td><td align='left'>OBSTACLES IN YOUR WAY</td><td align='right' valign='bottom'><a href='#Page_298'>298</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_XI">XI.</a></td><td align='left'>THE GOAL OF SUCCESS</td><td align='right' valign='bottom'><a href='#Page_332'>332</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_XII">XII.</a></td><td align='left'>THE CELEBRATION STAGE</td><td align='right' valign='bottom'><a href='#Page_368'>368</a><a name="Page_8" id="Page_8" /></td></tr></table>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="Page_9" id="Page_9" /><a name="To_Begin_With" id="To_Begin_With" /><em>To Begin With&mdash;</em></h2>
+
+<div class="sidenote">Salesmanship Essential to Assure Success</div>
+
+<p>There are particular characteristics one can have, and particular things
+one can do, that will make <em>failure</em> in life <em>certain</em>.</p>
+
+<p>Why, then, should not the possession of particular opposite
+characteristics, and the doing of particular opposite things, result as
+<em>certainly</em> in <em>success</em>, which is the antithesis of failure?</p>
+
+<p>That is a logical, common-sense question. The purpose of this book and
+its companion volume, &quot;The Selling Process,&quot; is to answer it
+convincingly for you.</p>
+
+<p>Success <em>can</em> be made certain; not, however, by the mere <em>possession</em> of
+particular characteristics, nor by just <em>doing</em> particular things.</p>
+
+<p><em>Your</em> success in life can be <em>assured</em>; but only if you supplement your
+qualifications and make everything you do most effective <em>by using
+continually, whatever your vocation, the art of salesmanship</em>.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Why Are Some Men Failures Who Deserve to Succeed?</div>
+
+<p>Life can hold nothing but <em>failure</em> for the ill-natured, unsociable,
+disgusting tramp who is known to be ignorant, lazy, shiftless, a
+spendthrift, a liar, and an all-around crook. Such a worthless man will<a name="Page_10" id="Page_10" />
+make a complete failure of life because he is so <em>dis</em>-qualified to
+succeed.</p>
+
+<p>On the other hand certain success ought to be achieved by the
+good-natured, intelligent, reliable man who continually wins friends;
+the truthful man who has a fine reputation for thrift, honesty,
+neatness, and love for his work. He seems entirely worthy of success.
+Yet for reasons that baffle himself and his friends it sometimes happens
+that such a man is unsuccessful.</p>
+
+<p>The defeat in life of one who appears so deserving of victory seems to
+prove that success cannot be <em>assured</em> by the development of individual
+characteristics and by doing specific things. But such a wholly negative
+conclusion would be wrong. When a worthy man fails, he loses out because
+he lacks an essential <em>positive</em> factor of certain success&mdash;the ability
+to <em>sell</em> his capabilities. <em>By mastering the selling process this
+failure can turn himself into a success</em>.</p>
+
+<div class="sidenote">Self-advertised Disqualifications Unrecognized Capabilities</div>
+
+<p>We are sure of the failure of the man who is utterly disqualified to
+succeed; not because he <em>has</em> particular faults, but because they
+<em>self-advertise and sell the idea</em> of his disqualifications for success.
+His characteristics and actions make on our minds an impression of his
+general worthlessness. Defects are apt to attract attention, while
+perfection often passes unnoticed.<a name="Page_11" id="Page_11" /></p>
+
+<p>Millions of worthy men, otherwise qualified for success, have failed
+solely because their merits were not appreciated and rewarded as they
+would have been if recognized. Capabilities, like goods, are
+<em>profitless</em> until they are <em>sold</em>. Therefore the man who deserves to
+win out in life can make his victory <em>sure</em> only by learning and
+practicing with skill the certain success methods of the master
+salesman.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">The Duty to Succeed</div>
+
+<p>Down through all the ages has come the <em>duty</em> to succeed. It was
+enjoined in the Parable of the Talents. No one has the right to do less
+than his best. Then only can he claim full justification for his
+existence. The Creator accepts no excuses for failure. Every personal
+quality, and every opportunity to succeed that a man has, must be used,
+to entitle him to the rewards of success. He owes not only to himself
+and to his fellows, but also to God, the obligation of developing his
+<em>utmost capability</em>. If he does not pay dividends on the divine
+investment in him, his dereliction is justly punished by failure in
+life. Sometimes he even forfeits the right to live.</p>
+
+<div class="sidenote">Success Cannot be Copied</div>
+
+<p>Many ambitious people, who recognize their duty to succeed but do not
+know how to go about it, make a common mistake in thinking. They believe
+the secret of certain success can be learned <a name="Page_12" id="Page_12" />from <em>examples</em>; that
+success can be <em>copied</em>. So men who have succeeded conspicuously are
+often asked to state and explain their rules, for the benefit of other
+men who regard them as oracles.</p>
+
+<div class="sidenote">Other Men's Formulas</div>
+
+<p>Doubtless you have read much about Marshall Field, J. Pierpont Morgan,
+Charles M. Schwab, and similar outstanding business men. You have
+studied their principles of success. You have tried to practice their
+methods. But somehow the most careful following of their directions has
+not made you a multi-millionaire, nor can you see riches as a prospect.
+Naturally you are both disappointed and puzzled. Perhaps you have tested
+faithfully for years various formulas of success extracted from the
+advice of successful men. Yet <em>you</em> have failed, or have achieved only
+partial and unsatisfying success. You have been unable to solve the
+problem that you once felt so sure could be worked out by the rules you
+mastered.</p>
+
+<p>Maybe you have become discouraged and have given up, in disgust, your
+ambition for achievement. Very likely you have said to yourself,
+&quot;Success is so much a matter of luck and circumstances, there's no way
+to make sure of it. I've done everything that Marshall Field, J.
+Pierpont Morgan, and Charles M. Schwab have counseled; but I'm still
+plugging along on an ordinary salary. Rules for certain success are
+bunk. Luck has to break right for a man.&quot;</p>
+
+<div class="sidenote"><a name="Page_13" id="Page_13" />The Element of Luck</div>
+
+<p>Unquestionably good luck <em>has</em> brought success to some men who would
+have failed without its aid. It is equally beyond doubt that bad luck
+has prevented other men from achieving their ambitions. Of course <em>such</em>
+successes and failures do not fall within any rules. They are altogether
+exceptional, and neither prove nor disprove general principles.</p>
+
+<p>Eliminating the factor of luck, good or bad, the success of any normal,
+deserving man <em>can</em> be made certain <em>to the extent of his individual
+capacity</em>. Some men have different or bigger capacities than others;
+hence not all successes will be of the same kind, or alike in extent.
+But any normal, deserving man can assure himself as great a success as
+he is fitted to achieve. It is necessary, however, that he do more than
+<em>develop his utmost capability</em>. He must learn to employ skillful
+salesmanship, in order to <em>market</em> his &quot;goods of sale,&quot; or personal
+qualifications, <em>most profitably</em>.</p>
+
+<div class="sidenote">Sales Skill Necessary</div>
+
+<p>Each of us has to make <em>his own pattern</em> of success. &quot;The individual
+should develop his individuality,&quot; instead of attempting to imitate
+anybody else. It is even more necessary for him to <em>use</em> most
+effectively all the natural powers he builds up.</p>
+
+<p>A man can assure his success only if he learns how to utilize his
+personal qualifications <em>so as to create and control his opportunities</em>
+to succeed. He should be able to <em>bring himself to good luck</em>, <a name="Page_14" id="Page_14" />and not
+expect anybody or any event to bring good luck to him.</p>
+
+<p>One cannot make the most effective use of his capabilities, he cannot
+create and control his chances to succeed, until he develops skill in
+salesmanship, which is necessary to market his qualifications
+profitably. He must practice &quot;selling himself&quot; until the habit of using
+sales skill in everything he does and says becomes second nature to him.
+Sales skill is the <em>dynamic</em> factor of success. It transforms potential
+powers into actual accomplishments. It enables the qualified man to turn
+his individual capabilities to best account.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Opportunity A Constant Companion</div>
+
+<p>Sometimes a man says, as an excuse for his failure, &quot;I never had a
+chance.&quot; The truth is that Opportunity is a constant companion to every
+man. Each of us has <em>within himself</em> limitless wealth. All normal people
+are rich in ability. It is possible for anyone to become more
+prosperous. <em>He need only turn his possibilities into realities.</em> When a
+man capable of accumulating riches continues poor, he is like the
+shipwrecked discoverer of a bonanza gold mine on an uncharted island. He
+cannot exchange his potential wealth for the things he desires; because
+he is unable to market his raw gold.</p>
+
+<p>Similarly you who have not yet succeeded are <em>potentially</em> rich. If you
+possess the generally <a name="Page_15" id="Page_15" />recognized fundamentals of success; such as
+characteristic honesty, intelligence, energy, etc., you are not
+handicapped for want of a market. Even though you now may seem to lack
+some of the essential qualifications, you are capable of succeeding.
+Every necessary characteristic of the successful man is <em>latent</em> in your
+nature and can be brought out by development. You have not yet done your
+utmost with the best that is in you.</p>
+
+<div class="sidenote">Your Market Not Lacking</div>
+
+<p>First you should resolve to make yourself completely <em>worthy</em> to
+succeed. Meanwhile you should be learning how to sell your &quot;goods.&quot; On
+every hand there are markets in which qualities like yours are being
+sold successfully by other men. Undoubtedly there will be a purchaser
+for the best that is in you when you bring it out; provided you present
+your &quot;goods of sale&quot; in the most skillful way. All about you are highly
+prosperous people with no more innate merits than you have. Certainly
+the market for your particular abilities is within reach. Golden
+opportunities of which you have not taken the fullest advantage surround
+you and touch your daily activities. If you have not grasped your
+chance, it was because you did not <em>know how</em> to reach out with all your
+capabilities. In other words, possessing the fundamental qualifications
+for success, you have stood in the midst of the world's need for such
+capabilities as yours, <em>but you have not gone through the selling
+process</em>.<a name="Page_16" id="Page_16" /></p>
+
+<p>You have failed thus far to achieve your ambition, simply because <em>you
+have been an unsuccessful salesman of yourself</em> to the world.</p>
+
+<p>Perhaps you never have thought of yourself as a salesman. You may not
+have realized the importance <em>to you</em> of knowing and practicing the
+principles of skillful selling. Only one per cent of the people in the
+United States <em>call</em> themselves salesmen or saleswomen. Yet in order to
+succeed, each of us must sell his or her particular qualifications. Your
+knowledge and use of the selling process are essential to assure your
+success in life.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Master Salesmen Made, Not Born</div>
+
+<p>The best commercial executives agree that the most effective selling
+representative of a house is not the &quot;natural born&quot; salesman, but the
+salesman who is <em>made</em> highly efficient by training. So every big,
+successful business conducts a course in salesmanship. Thorough tests
+have proved that particular principles and methods of selling are sure
+to produce the highest average of orders. Therefore these principles and
+methods are followed as <em>standard practice</em> in the sales department.</p>
+
+<p>That is, in order to <em>assure</em> the success of an individual salesman, he
+is required and aided to develop particular qualifications and to do
+certain things that master executives have learned will get the orders
+and hold the trade of buyers. The <a name="Page_17" id="Page_17" />qualified professional salesman is
+drilled thoroughly in tested principles and methods of selling. He is
+trained to use this standard sales knowledge skillfully. As a result he
+works in the field with complete confidence.</p>
+
+<p>Why should he doubt that he will succeed? He knows his own limitations
+and capabilities; knows the true worth of his line; knows there is a
+market in his territory; knows how to sell in the ways that have been
+proved most effective; and knows that practice of right salesmanship
+will make him skillful in getting and holding business. Verily such
+&quot;knowledge is power.&quot;</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Certain Success With the Selling Process</div>
+
+<p><em>Your</em> success in selling <em>yourself</em> can be made as certain as is a
+successful career to the first-class professional salesman. This book
+and its companion volume will explain in detail salesmanship ways to
+develop your best capabilities most effectively. You will be given the
+principles and methods employed by the expert salesman in marketing any
+kind of right goods. You will also be shown how to sell yourself by
+adapting his practices to your &quot;goods of sale.&quot;</p>
+
+<p>When you comprehend, and employ as second nature, the usages of the
+finest sales art, your success in life, like that of the master
+professional salesman, will be <em>certain</em>.</p>
+
+<div class="sidenote"><a name="Page_18" id="Page_18" />Ideas of Goods Not the Goods Themselves Are Sold</div>
+
+<p>If you have not <em>called</em> yourself a salesman, perhaps you doubt the
+value to you of skill in selling. All you have to market is the best
+that is in yourself. Your ambition may be to succeed as a doctor, or
+lawyer, or preacher, or clerk, or mechanic, or farmer, or banker. You do
+not see how salesmanship could assure <em>your</em> success, however much it
+might help some one with commercial ambitions.</p>
+
+<p>If you think it would not be worth while for you to master the selling
+process, since you do not expect to engage in the <em>profession</em> of
+selling, you misconceive the functions and work of the salesman. You
+have thought he sells &quot;<em>goods</em>;&quot; and that as you do not deal in
+commodities, you would have no practical use for the selling process he
+employs to assure his success. But even the shoe salesman, or grocery
+salesman, or real estate salesman, or insurance salesman does not really
+sell <em>goods</em>. He sells <em>ideas about</em> goods. Similarly you sell ideas
+about yourself in order to succeed.</p>
+
+<div class="sidenote">When the Goods and the Ideas Are Different</div>
+
+<p>A sale is often completed in business without any inspection of the
+actual &quot;goods&quot; by the purchaser; as when a quantity of standard sheet
+copper is specified, or when the salesman describes a piece of machinery
+or shows a picture of it with a catalogue number. The &quot;goods&quot; are to be
+delivered later. However, the <em>selling process is finished;</em> though only
+the mind's eye of the buyer has seen what he anticipates getting on his
+order. The <a name="Page_19" id="Page_19" />salesman has presented nothing except <em>certain ideas</em> to the
+mental vision of the prospect. But these ideas have been sold so
+realistically to the imagination of the purchaser that he gives his
+order for what he <em>expects</em>.</p>
+
+<p>Suppose the goods delivered later do not correspond with the particular
+ideas about them that have been sold. For example, the sheet copper
+furnished is not as specified in the contract, or the machine shipped is
+not the same as the salesman pictured when he got the order for it. Then
+there has been <em>no sale</em> of the different &quot;goods.&quot; The intending
+purchaser bought <em>particular ideas</em>. He will not accept the delivery of
+<em>goods unlike the ideas sold</em> to him.</p>
+
+<div class="sidenote">Know Your Prospect's Idea</div>
+
+<p>Another illustration. A real estate salesman describes a bungalow to a
+prospect for a home. He shows plans and specifications, with accurate
+dimensions; there is no misrepresentation of any detail. The salesman
+especially emphasizes, what is his own belief, that the bungalow would
+make a &quot;cozy&quot; home. The prospect decides to buy the property. He says,
+&quot;If it is as you describe it, I'll take that place.&quot; <em>The sale to his
+mind has been completed.</em> All that remains is delivery of a bungalow
+corresponding to the ideas sold. The delighted salesman escorts the
+buyer to the &quot;cozy home.&quot; But the empty rooms do not confirm the <a name="Page_20" id="Page_20" />idea
+emphasized to the prospect. The salesman cannot furnish them
+convincingly with his imaginative &quot;cozy&quot; word pictures. He has made the
+mistake of omitting to learn the other man's conception of a cozy home
+before selling the expectation of coziness. He is shocked when the sale
+is declared annulled with the prospect's contradiction of his
+description, &quot;There's nothing cozy about this place.&quot; The intending
+buyer of a home feels there has been a misrepresentation; though the
+bungalow is exactly like the plans and specifications shown to him. He
+was sold an idea that &quot;the goods&quot; have not delivered; so he declares the
+sale off. A sale is a success only when <em>true ideas</em> are sold, and
+afterward are delivered by <em>the goods</em>.</p>
+
+<div class="sidenote">Selling Ideas About Yourself</div>
+
+<p>If you &quot;have the goods&quot; and would succeed <em>certainly</em> in your chosen
+vocation, you must <em>sell</em> to the world or to individual buyers <em>true
+ideas</em> about your particular qualifications for success&mdash;true ideas
+regarding <em>your best capabilities</em> and the <em>value</em> of your services.
+Your &quot;goods of sale&quot; may be your muscular power; your brain energy; your
+talents, skill, integrity, and knowledge in this capacity or in that.
+Whatever qualities you possess, it is necessary that some one be sold
+the idea of their full worth, or you cannot succeed. No matter how
+valuable your services <em>might</em> be, they have only potential worth until
+another man, or some business, or the world at large <em>perceives
+desirable possibilities<a name="Page_21" id="Page_21" /> in you and buys the expectation that you will
+&quot;deliver the goods</em>.&quot;</p>
+
+<p>Probably you have said to yourself, &quot;If I had the chance, I know I could
+deliver the goods.&quot; We will grant that you are able to make delivery.
+However, <em>before you will be given a chance</em> you must get across to the
+mind of some prospective buyer of muscular power, or brain energy, or
+other capabilities such as you could supply, the true idea that <em>you
+have</em> &quot;the goods&quot; he needs and that your qualifications would be a
+satisfactory purchase <em>for him</em>.</p>
+
+<p>In other words, it is necessary that you use <em>the selling process</em>
+effectively, with thorough scientific knowledge and a high degree of
+art, <em>in order to make certain of gaining your opportunity</em> for success.
+You have no doubt that you can succeed if you get the chance. But you
+have not realized, perhaps, that <em>you can make yourself the master of
+your own destiny by first learning and then practicing until it becomes
+second nature to you the sure, salesmanship way to gain the
+opportunities you deserve</em>. After you <em>comprehend</em> the sure process, you
+can soon develop <em>skill in actually selling</em> to other men true ideas of
+the best that is in you.</p>
+
+<div class="sidenote">The Secret of Certain Success</div>
+
+<p>The secret of <em>certain success</em> in life for you, then, <em>whatever your
+vocation or ambition</em>, lies in knowing HOW to sell true ideas of your
+best capability in the right market or field of service. The chapters of
+the present book, supplemented by <a name="Page_22" id="Page_22" />the contents of the companion volume,
+&quot;The Selling Process,&quot; should reveal to you clearly every principal
+detail of this secret.</p>
+
+<div class="sidenote">No 100% Salesmen</div>
+
+<p>Before you proceed further with the study of successful salesmanship as
+analyzed in these pages, avoid a possible misconception of masterly
+selling. Even the most efficient salesman does not get <em>all</em> the orders
+for which he tries. By his knowledge and skill his average of failures
+is minimized; therefore everybody recognizes him as a great success.</p>
+
+<p>So, however well you comprehend the selling process, and however
+skillfully you use it in your career, you will not <em>always</em> accomplish
+the particular purpose to which you apply your salesmanship. But you
+will markedly lessen the number and importance of your failures to do
+the things you attempt. You will also increase to an extraordinary
+degree the quantity, quality, and profitable results of your successful
+efforts. You will make a grand average so high that you will feel you
+are a real success. Others, too, will so regard you.</p>
+
+<div class="sidenote">The Master Key</div>
+
+<p>Therefore, whatever your life ambition, study the selling process until
+you understand it thoroughly; then perfect your skill by daily practice
+in selling your ideas, and ideas about yourself, to other people. When
+you know HOW to sell true ideas of your best capability in your chosen
+market or field of service, and have become expert in <em>applying</em> what
+<a name="Page_23" id="Page_23" />you have learned, you can use salesmanship continually in your everyday
+work. You should feel <em>absolute assurance</em> that with its aid you can
+open the treasure house of your desires.</p>
+
+<p><em>This universal master key that fits all locks now between you and
+success can be made by your own hands and head. You have begun to shape
+it for your future use.</em></p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="How_to_Study" id="How_to_Study" /><a name="Page_24" id="Page_24" /><em>How to Study Certain Success with The Selling Process</em></h2>
+
+
+<div class="sidenote">Suggestion To Salesmen</div>
+
+<p>The professional salesman or saleswoman who undertakes the thorough
+study of both this book and its companion volume, might better read
+first &quot;The Selling Process,&quot; the chapters of which apply especially to
+his or her vocation.</p>
+
+<p>If you are a &quot;salesman,&quot; therefore, begin your study with the
+introduction to that book. When you have read &quot;The Selling Process&quot;
+once, start &quot;Certain Success&quot; and master it. Then re-read the other book
+in the light of the new ideas that will have been shed upon its contents
+by the present text.</p>
+
+<p>The practical value of &quot;Certain Success&quot; and &quot;The Selling Process&quot; to
+you as a salesman will be multiplied a hundredfold if both are kept
+handy for <em>continual reference</em>. The marginal index should enable you to
+find quickly any point regarding which you want to refresh your
+recollection. This set of books was not written to collect dust on a
+library shelf. No salesman can get the full worth out of the pages
+unless he <em>uses</em> &quot;Certain Success&quot; and &quot;The Selling Process&quot; <em>as working
+tools</em>.<a name="Page_25" id="Page_25" /></p>
+
+<div class="sidenote">If Your Vocation Is Not Selling</div>
+
+<p>If you are not engaged in selling as a vocation, and have not realized
+before that you must be a good salesman or saleswoman in order to
+achieve your life ambition, commence mastering the secret of certain
+success with the selling process by reading thoroughly the book now in
+your hands. This preliminary study will increase your ability to read
+intelligently the more technical contents of &quot;The Selling Process.&quot; Do
+not skip or slight any portion of either book. You cannot afford to miss
+a single bit of information regarding the sure way to succeed.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Purpose and Scope of the Two Books</div>
+
+<p>This is the first publication of &quot;Certain Success,&quot; but five large
+editions of &quot;The Selling Process&quot; were required in 1919 and 1920 to
+supply the demand from all over the world. The two books, each complete
+in itself, now are issued together under the double title, CERTAIN
+SUCCESS WITH THE SELLING PROCESS; though either &quot;Certain Success&quot; or
+&quot;The Selling Process&quot; may be ordered alone.</p>
+
+<p>My chief purpose in preparing this set has been to stimulate each
+reader's comprehension of the value of skillful salesmanship <em>to him</em>.
+All of us who are ambitious to make the most of the best that is in us
+need to be first-class salesmen, whether we market &quot;goods&quot; or our
+personal capabilities.<a name="Page_26" id="Page_26" /> As has been emphasized repeatedly in this
+preface, <em>every one who would succeed in life must know HOW to sell his
+qualifications to the highest advantage</em>. Poor salesmanship is
+responsible for most of the failures of people who really <em>deserve</em> to
+succeed. It is almost surely fatal to ambitious hopes in any trade,
+profession, or business.</p>
+
+<p>CERTAIN SUCCESS WITH THE SELLING PROCESS covers in outline the whole
+subject of Salesmanship. But the scope of this set does not afford room
+to give here a minutely detailed exposition of the special processes of
+making sales in particular businesses. I have compiled for you, rather,
+the <em>general principles</em> of effective selling that may be <em>universally
+applied</em>. &quot;Certain Success&quot; and &quot;The Selling Process&quot; are handbooks of
+fundamental ideas which each reader, by his individual thinking, should
+amplify and fit to his own work or ambition.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Real Study Required</div>
+
+<p>The fine art of successful salesmanship cannot be mastered in a few
+hours of casual reading. You will not be able, immediately after
+glancing through these books, to unlock every long-desired golden
+opportunity with absolute assurance. CERTAIN SUCCESS WITH THE SELLING
+PROCESS must be <em>studied out</em>. You should keep <a name="Page_27" id="Page_27" />them always at hand like
+your bank books, and draw on the contents for your salesmanship needs
+from day to day.</p>
+
+<p>You will get only a smattering of the secret of certain success if you
+just skim over the chapters, and skip whatever requires you to think
+hard in order to comprehend it all. But if you dig into the meaning of
+each sentence for the full idea, you will enrich yourself with
+constantly increasing power and skill in selling. <em>So you will surely
+become a real success</em>.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Tested Working Tools</div>
+
+<p>The principles and methods of successful salesmanship summarized in
+these companion books, though they will be new to most readers, are not
+mere personal theories. They all have been demonstrated and tested in
+actual practice during my twelve years experience as Commercial and
+General Sales Manager of the Ford Motor Company. Under my direction in
+the course of that period Ford sales were multiplied one hundred
+thirty-two times&mdash;from 6,181 to 815,912 cars a year. The fundamental
+principles and methods that I have tested and proved to be most
+successful in selling automobiles and good will should work equally well
+in any profession, or business, or trade; and for any normal,
+intelligent man or woman who uses them continually.</p>
+
+<div class="sidenote"><a name="Page_28" id="Page_28" />Dollars and Cents Value</div>
+
+<p>Since the first publication of &quot;The Selling Process&quot; thousands of
+enthusiastic readers of the book have voluntarily borne witness to its
+practical, dollars-and-cents value to them in their daily work.
+Preachers, doctors, lawyers, bank officials, clerks, book-keepers,
+mechanics, laborers; as well as business executives and sales managers
+and salesmen&mdash;men and women in scores of widely different
+vocations&mdash;unite in testifying to their increased earning power and
+fuller satisfaction in living and working. They credit these results to
+their study and continued use of &quot;The Selling Process.&quot; The value of
+that book will be at least doubled by the supplemental reading of
+&quot;Certain Success.&quot; Therefore the two are now published as a set of
+working tools for any ambitious man or woman who is resolved to <em>earn</em>
+success.</p>
+
+<p>
+NORVAL A. HAWKINS<br />
+<br />
+Majestic Building,<br />
+Detroit, Michigan.<br />
+</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_I" id="CHAPTER_I" /><a name="Page_29" id="Page_29" />CHAPTER I<br />
+
+<em>The Universal Need For Sales Knowledge</em></h2>
+
+
+<div class="sidenote">Analysis of Secret of Certain Success</div>
+
+<p>The Secret of Certain Success has four principal elements. It comprises:</p>
+
+<p>(1) Knowing how to sell</p>
+
+<p>(2) The true idea</p>
+
+<p>(3) Of one's best capabilities</p>
+
+<p>(4) In the right market or field of service.</p>
+
+<p><em>Your</em> success will be in direct proportion to your thorough knowledge
+and continual use of <em>all four parts</em> of the whole secret. No matter how
+great your effort, an entire lack of one or more of these principal
+elements of Certain Success will cause partial or utter failure in your
+life ambition. You will be like a man who tries to open a safe with a
+four-combination lock, though he knows only two or three of the numbers.</p>
+
+<p>No one, however well fitted for success elsewhere, can succeed in the
+<em>wrong field</em>, or in rendering services for which <em>he</em> is not qualified.
+Nor is complete success attainable by a man unless he develops the
+<em>best</em> that is in him. Even if he brings to the right market his utmost
+ability, he may fail <a name="Page_30" id="Page_30" />miserably by making a <em>false impression</em> that he
+is unfitted for the opportunity he wants. Or he may be overlooked
+because he does not make the <em>true</em> impression of his fitness.</p>
+
+<p>Evidently, in order to gain a <em>chance</em> to succeed, anyone must first
+<em>sell</em> to the fullest advantage the idea that he is <em>the</em> man for the
+opportunity already waiting or for the new opening he makes for himself.
+Of course he cannot do this <em>surely</em> unless he <em>knows how</em>. Therefore
+sales knowledge is <em>universally needed</em> to complement the three other
+principal elements of the complete secret of certain success.</p>
+
+<div class="sidenote">Reasons for Failures</div>
+
+<p>When we try to explain the failure of any man who seems worthy to have
+succeeded, we nearly always say, in substance, one of three things about
+his case:</p>
+
+<p>&quot;He is a square peg in a round hole;&quot; by which we usually mean he is a
+right man in the wrong place.</p>
+
+<p>Or, &quot;He is capable of filling a better position;&quot; a more polite way of
+saying that a man has outgrown his present job but has not developed
+ability to get a bigger one.</p>
+
+<p>Oftenest, probably, we declare, &quot;He isn't appreciated.&quot;</p>
+
+<p>Very rarely is a worthy man's failure in life ascribed to the commonest
+cause&mdash;<em>his personal inefficiency in selling</em> to the world comprehension
+of his especial qualifications for success.<a name="Page_31" id="Page_31" /></p>
+
+<div class="sidenote">What Failures Realize</div>
+
+<p>If a man is a square peg in a round hole, he should realize that his
+particular qualities must be fitted into the right field for them before
+he can succeed. A natural &quot;organizer&quot; cannot achieve his ambitions if he
+works alone at a routine task.</p>
+
+<p>No sensible man would aspire to fill a better position than he holds,
+unless he had developed a capacity beyond the limitations of his present
+work. The shipping clerk who craves the higher salary of a correspondent
+knows he cannot hope for the desired promotion if he has not learned to
+write good business letters.</p>
+
+<p>However deserving of advancement a man may be, he realizes he has but a
+slim chance to succeed if his worth is unrecognized. So he wants
+appreciation from his chief. He knows that unless his worth is perceived
+and truly valued, some one else, who may be less qualified, is apt to be
+selected for the &quot;Manager's&quot; job he desires. Such &quot;injustices&quot; have
+poisoned countless disappointed hopes with bitterest resentment.</p>
+
+<p>The deserving man who fails because he is a misfit in his particular
+position, the worthy man who is limited to a small career because the
+work he does lacks scope for the use of all his ability; the third good
+man who has been kept down for the reason that his chief is blind to his
+qualifications for promotion&mdash;all three of these failures under<a name="Page_32" id="Page_32" />stand
+pretty clearly the reasons for their non-success.</p>
+
+<div class="sidenote">When Lack of Salesmanship Causes Failure</div>
+
+<p>It is very different in the case of the capable man who fails because he
+has been <em>inefficient in selling true impressions</em> of his qualifications
+for success. A private secretary, for illustration, might be thoroughly
+competent for managerial duties; but by his self-effacement in his
+present job he might make the false impression that he was wanting in
+executive capacity. He would be given a chance as manager if he were
+effective in creating a true impression of his administrative ability.
+Such a capable man, if he has little or no scientific knowledge of the
+selling <em>process</em> is apt also to lack comprehension of the value <em>to
+him</em> of knowing <em>how to sell ideas</em>. He does not happen to call himself
+a salesman. Therefore he has never studied with personal interest the
+fine art of selling. He does not realize that <em>ignorance of
+salesmanship</em>, and <em>consequent non-use of the selling process, almost
+always are responsible for the merely partial success or the downright
+failure in life of the man who deserves to win, but who loses out</em>.</p>
+
+<div class="sidenote">Who Is To Blame for Failure</div>
+
+<p>One may feel able to &quot;deliver the goods,&quot; were he given the chance. He
+may know where his best capability is greatly needed and would be highly
+appreciated if recognized. Yet the door of opportunity may not open to
+his deserving hand, however hard he tries to win his way in. His failure
+<a name="Page_33" id="Page_33" />seems to him altogether unfair, the rankest injustice from Fortune.</p>
+
+<p>If a man knows he is completely fitted to fill a higher position, he
+feels considerable self-confidence when he first applies for it. But his
+real ability may not be recognized by his chief. The ambitious man may
+be denied the coveted chance to take the step upward to the bigger
+opportunities for which he rightly believes himself qualified. If his
+deserts and his utmost efforts do not win the promotion he desires, he
+grows discouraged. He loses the taste of zest for his work. His earlier
+optimism oozes away. After awhile his ambition slumps. Then he resigns
+himself sullenly to the conviction that he is a failure <em>but is not to
+blame</em>.</p>
+
+<div class="sidenote">Dynamic Quality Lacking</div>
+
+<p>Leaving out of consideration most exceptional, unpreventable bad luck,
+the worthy man who fails in life <em>is</em> to blame. He is not, as he thinks,
+a victim of circumstances or ill-fate. His failure is due to his
+ignorance of the first of the four principal factors of the secret of
+certain success. <em>Potentially</em> qualified to succeed, he does not have
+the absolutely necessary <em>dynamic</em> element. He lacks an essential
+characteristic of the self-made successful man, a characteristic which
+any one of intelligence can learn how to develop&mdash;<em>a high degree of
+capability in gaining his own opportunities to succeed</em>.</p>
+
+<p>He does not know <em>how to sell true ideas about himself</em>; though he may
+realize the importance of <a name="Page_34" id="Page_34" />making the best impression possible. So,
+however, he tries, he cannot get his deserved chances to succeed. He
+could secure them <em>easily</em> if he comprehended the selling process of the
+master salesman, and used it with skill. This process of masterly
+selling is the key to certain success for the fully qualified man in any
+vocation.</p>
+
+<div class="sidenote">Making and Governing One's Own Good Luck</div>
+
+<p>A capable applicant will invariably be given a chance to succeed, if he
+takes the best that is in him to a man who has need of such services as
+he could render, and then <em>sells the true idea of his ability</em>. He has
+mastered <em>all four principal elements of the complete secret of certain
+success</em>. Consequently he is able to create and to control his
+opportunities to succeed. He makes and governs his own good luck.</p>
+
+<p>Everywhere the most desirable positions in the business world are in
+need of men who can fill them. Only the poorer jobs are crowded. But
+when Opportunity has to seek the man, the <em>right</em> one is often
+overlooked. The golden chance is gained by another&mdash;less qualified and
+less worthy, perhaps; but <em>a better salesman of himself</em>. The fully
+competent man, however, can <em>assure</em> his success by becoming proficient
+in selling true ideas of his best capability in the right market or
+field of service. The master salesman of himself makes his own chances
+to succeed, and therefore runs no risk of being overlooked by
+Opportunity.</p>
+
+<div class="sidenote"><a name="Page_35" id="Page_35" />Success Way Is Charted</div>
+
+<p>Master salesmen of ideas about &quot;goods&quot; use <em>particular selling
+processes</em> to get their ideas across <em>surely</em> to the minds of
+prospective buyers. The professional salesman, therefore, has plainly
+charted the way to certain success in any vocation, for the man who has
+developed the best that is in him. If you are a candidate for a
+position, do not let a prospective employer <em>buy</em> your services at <em>his</em>
+valuation, for he is certain to under-estimate you. <em>Sell</em> him true
+ideas of your merits. Set a fair price on your <em>worth</em>, and <em>get</em> across
+to his mind the true idea that you would be worth that much <em>to him</em>.
+Such skillful salesmanship used by an applicant for a position can be
+depended on to make the best possible impression of his desirability;
+just as the practiced art of the professional salesman enables him to
+present the qualities and values of his goods in the most favorable
+light. The <em>masterly selling process</em> is not very difficult to learn.
+Proficiency in its use can be gained gradually by any one who practices
+consciously every day the actual sale of ideas in the artistic way.</p>
+
+<div class="sidenote">Knowledge of Salesmanship Develops Confidence</div>
+
+<p>As was stated in the Introduction to this book, it has been proved
+conclusively in business that particular principles and methods of
+selling are certain to produce the highest average of closed orders. In
+other words, success for the professional salesman is <em>assured</em> if he
+develops certain qualifications, and if he does certain things; all
+within the <a name="Page_36" id="Page_36" />capacity of any normal, intelligent man. Scientific sales
+executives know positively, as the result of comparative tests, that the
+salesman who develops these personal qualifications, and who does these
+things, should get his quota of business and hold it. Hence, as has been
+said, specific training is given in the sales schools of the most
+successful businesses, along the lines of best selling practice.</p>
+
+<div class="sidenote">Practical Principles</div>
+
+<p>When the individual salesman who has been so trained commences work in
+his territory, he learns in his experiences with buyers that the
+principles and methods he has been taught are actually <em>most effective</em>.
+Assuming that he has developed his <em>best capabilities</em> pretty fully, and
+that he has become fairly <em>skillful</em> in using what he knows about how to
+sell his line, he works with continually growing confidence that he will
+succeed. Why should he doubt his complete selling power? He knows there
+is a <em>field for his goods</em> in this territory. He knows clearly and
+vividly <em>what ideas</em> he wants to get across to the minds of prospective
+buyers. He knows&mdash;most important of all&mdash;<em>just how</em> to make convincing
+and attractive impressions of the desirability and true value of what he
+presents for purchase. He comprehends the <em>most effective ways</em> to show
+prospects both their <em>need</em> for his goods and that he has come, with a
+real purpose of service, to <em>satisfy</em> that need.</p>
+
+<p>You, the non-professional salesman of yourself, <a name="Page_37" id="Page_37" />will sell <em>your</em> &quot;goods
+of sale&quot; with similar complete confidence in your power to gain and to
+control your opportunities for success&mdash;if you, too, use the right
+selling process.</p>
+
+<p>This set of books explains and demonstrates in detail the principles and
+methods of <em>the successful salesman of ideas</em>. The Introduction and
+twelve Chapters of the present series apply the selling process
+especially to <em>the sale of ideas about one's self</em>, with particular
+relation to <em>self-advancement</em> in the world. &quot;The Selling Process,&quot;
+companion book to &quot;Certain Success,&quot; shows the master <em>professional</em>
+salesman at work, getting orders with <em>assurance</em>.</p>
+
+<div class="sidenote">Hard Study Necessary</div>
+
+<p>The fact that you have proceeded thus far in reading &quot;Certain Success&quot;
+proves you have an earnest purpose to make the most of your present
+opportunity to learn <em>how</em> to succeed with certainty. We will assume
+that you have developed your individual ability pretty fully, and that
+you know where there is a field for such services as you are sure you
+could render if afforded the chance. Surely, then, your ambition in
+life, whatever it may be, is a sufficient incentive to the most thorough
+study of the principles and methods of successful salesmanship. Do not
+merely <em>read</em> this set of books. MASTER &quot;Certain Success&quot; and &quot;The
+Selling Process&quot; to make yourself the master of your own destiny.</p>
+
+<p><a name="Page_38" id="Page_38" />Again and again, lest at any time while you study you might fall below
+100% in <em>absolute assurance</em>, you will read in these chapters the
+assertion that your success can be made <em>certain</em>. This statement is not
+an exaggeration. It is necessary that you accept it literally throughout
+your reading of this set of books. Do not take it &quot;with a grain of
+salt.&quot; The taste of the declaration that the selling process makes
+success sure will become familiar after these many repetitions. Realize
+when you come upon the repeated idea as you proceed with your study that
+your continued reading should frequently be reenforced by a steadily
+growing conviction that you <em>are</em> mastering the sure way to succeed. You
+believe in yourself more than you did when you began to read this book.
+This increasing faith should develop to complete confidence when you
+have dug <em>into</em> the text of both &quot;Certain Success&quot; and &quot;The Selling
+Process,&quot; and have dug <em>out</em> every idea in the twenty-four chapters.</p>
+
+<div class="sidenote">Salesmanship Not a Science But an Art</div>
+
+<p>At the outset of your present study comprehend that salesmanship is not
+a <em>science</em>. Rather, it is an <em>art</em>. Like every other art, however, it
+has a <em>related</em> science. Selling is a <em>process. Knowledge about the
+principles and methods</em> that make the process most effective is the
+related <em>science</em>. But such knowledge supplies only the best foundation
+for building success by the <em>actual practice</em> of most effective
+salesmanship. The master salesman practices the scien<a name="Page_39" id="Page_39" />tific principles
+and methods he has learned until the <em>skillful use</em> of his knowledge in
+every-day selling becomes <em>second nature</em> to him. Thus, and thus only,
+is his <em>art</em> perfected.</p>
+
+<p>You will gain <em>knowledge</em> from these books about <em>how</em> to sell with
+assurance the true idea of your best capabilities&mdash;about <em>how</em> to sell
+any &quot;goods of sale&quot; unfailingly. But you can develop the <em>skill</em>
+necessary to the <em>actual achievement</em> of certain success only if you
+<em>continually use</em> what you learn about the selling process. You must
+perfect your selling <em>art</em> by the intelligent employment of every <em>word</em>
+and <em>tone</em> and <em>act</em> of your life to attract other men to you, and to
+impress on them convincingly true ideas of your particular ability.</p>
+
+<div class="sidenote">Be a Salesman Every Minute</div>
+
+<p>The master professional salesman is &quot;always on the job&quot; with his three
+means of self-expression, to get across to prospects true ideas of the
+desirability and value of his goods. He is a salesman <em>every minute</em>,
+and in <em>everything</em> he does or says. You can become as efficient as he,
+in selling ideas about <em>your</em> &quot;goods of sale,&quot; if your proficiency
+becomes as <em>easy and natural</em> as his. Such ease is the <em>sure</em> result of
+sufficient right practice.</p>
+
+<p>You have countless opportunities daily to make use of the selling
+process. In each expression of yourself&mdash;in your every word, tone, and
+act&mdash;you convey <em>some</em> idea of your particular character and ability.
+You should <em>know how</em> to make <em>true, at<a name="Page_40" id="Page_40" />tractive</em> impressions of your
+<em>best</em> self; and how to avoid making <em>untrue</em> and <em>unfavorable</em>
+impressions by what you do and say. Then, when you have <em>learned</em> the
+most effective <em>way</em> to sell ideas about yourself that you want other
+people to have, it is necessary that you <em>use</em> the selling process
+consciously all the time until you grow into the habit of using it
+unconsciously, as your second nature. Once you are accustomed to <em>acting
+the salesman continually</em>, it will be no more difficult for <em>you</em> to be
+&quot;always on the job&quot; selling right ideas of your qualifications for
+success, than it is for the <em>professional</em> user of the selling process
+to be a salesman &quot;every minute.&quot;</p>
+
+<div class="sidenote">Your &quot;Goods of Sale&quot;</div>
+
+<p>As already has been emphasized, &quot;the goods of sale&quot; in your case are
+your <em>best</em> capabilities. You need first of all to <em>know</em> your true
+self, before you can sell true ideas about your qualifications for
+success. Your <em>true</em> self is your <em>best</em> self. You are untrue to
+yourself, you balk your own ambition to succeed, unless you develop to
+the <em>utmost of your capacity</em> your particular salable qualities.</p>
+
+<p>You do not need qualities <em>you</em> now wholly lack. You should not attempt
+to &quot;salt&quot; the gold mine in yourself with the characteristics of <em>other</em>
+men who have succeeded by the development and use of capabilities that
+were natural to <em>them</em>, but that would be unnatural to <em>you</em>. It is
+worse than futile&mdash;it is foolish for you to imitate anybody else.<a name="Page_41" id="Page_41" /> Just
+be <em>your</em> best self. Make the most of what <em>you</em> have that is salable.
+You require no more to assure your success.</p>
+
+<div class="sidenote">Selling the Truth About Your Best Self</div>
+
+<p>Every individual has distinct characteristics, and is capable of doing
+particular things, of which he may be genuinely proud if he fully
+develops and uses his personal qualifications. <em>When all the truth about
+his best possible self is skillfully made known to others</em>, chances for
+success are certain to be opened to the ambitious man. If he lacks the
+salesmanship key, the doors of opportunity may always remain closed,
+however well he deserves to be welcomed.</p>
+
+<p><em>You</em> possess &quot;goods of sale&quot; that have real <em>quality</em>, that are
+<em>durable</em>, that will render <em>service</em> and afford pleasurable
+satisfaction to others. <em>Your</em> goods can be sold as <em>surely</em> as quality
+phonographs, durable automobile tires, serviceable clothes, or pleasing
+books.</p>
+
+<p>Maybe you can &quot;deliver the goods&quot; with smiles, or hearty tones, or ready
+acts of kindness. Any one can easily be friendly. But have you developed
+<em>all your ability</em> to smile genuinely? Have you cultivated the hearty
+tone of real kindness so that now it is <em>unnatural</em> for you ever to
+speak in any other way? Do you perform friendly acts of consideration
+for others on <em>every</em> occasion, as second nature?</p>
+
+<p>If your honest answers to such questions must <a name="Page_42" id="Page_42" />be negative, you are not
+a good salesman of your best self all the time.</p>
+
+<div class="sidenote">Your Salable Qualities</div>
+
+<p>Your most salable quality may be dependability, rather than quick
+thinking. If this is the case, concentrate your salesmanship on making
+impressions of the true idea of <em>your reliability</em>. Your greatest
+success will be achieved in some field of service where dependableness
+is a primary essential. You may be <em>naturally unfitted</em> to make a star
+reporter, but <em>peculiarly qualified</em> to develop into the cashier of a
+bank.</p>
+
+<p>Should you happen to be unattractive in features, your job is to
+transform your homeliness into a <em>likable</em> quality&mdash;not to try to make
+yourself appear handsome. If you are wholly inexperienced, that need not
+be a detriment to your success in the field you want to enter. When you
+have mastered the selling process, your very greenness can be presented
+before the mind of a prospective employer as the best of reasons for
+engaging you. You will be able to make yourself appear desirable because
+you <em>are</em> green in that field, and therefore have no wrong ideas to
+&quot;unlearn.&quot;</p>
+
+<div class="sidenote">Know All of Yourself</div>
+
+<p>You can greatly improve your chances to get the job for which you are
+best adapted, if you use the reciprocal selling process employed by the
+professional salesman when he sells his services to a house. He meets
+the head of the concern as his man-equal, and does not just offer
+himself &quot;for <a name="Page_43" id="Page_43" />hire.&quot; Such a consciousness of your man-equality when you
+are face to face with a prospective employer can result only from
+certain, analytical <em>knowledge of your best self</em>, complemented by
+<em>knowing how to sell</em> the true idea of your particular desirability and
+worth.</p>
+
+<p>Very likely you think you are seriously <em>handicapped</em> in many ways.
+Having made no detailed analysis of yourself from a salesman's
+view-point, you do not appreciate fully the number and the market value
+of the <em>advantages</em> you might have. Probably some of your best, most
+salable qualities are latent or but partly developed.</p>
+
+<div class="sidenote">Chart Necessary</div>
+
+<p>List <em>your</em> particular &quot;goods of sale.&quot; Put down on a chart, not only
+the qualities you have now, but all the additional ones you feel
+<em>capable of developing</em>. Then you will realize vividly that you possess
+many abilities, some undeveloped yet, which are always needed in the
+world. You know that such qualities <em>should</em> be readily salable, to the
+mutual benefit of yourself and of buyers. You are learning the selling
+process in order to make certain that <em>you can</em> sell the best that is in
+<em>you</em>, as other men are selling themselves successfully.</p>
+
+<p>Complete your chart by listing your various <em>defects</em>. Then study out
+ways to use even <em>your particular faults</em> differently than you have been
+handling them; so that they will help you, instead of being hindrances
+to your success. Think of <a name="Page_44" id="Page_44" />some people you know, and of how they have
+turned their physical &quot;liabilities&quot; into &quot;assets&quot; of popularity.</p>
+
+<p>The very first sales knowledge you need is of exactly what <em>you</em> have to
+sell. You cannot see <em>all</em> of yourself, your good and bad
+points&mdash;yourself as you <em>are</em>, and as you <em>might be</em>&mdash;unless you make a
+detailed chart of your &quot;goods of sale.&quot; One of the most important
+immediate effects of such a self-analysis will be increased
+self-respect. Your handicaps will shrink, and the peculiar advantages
+you have will grow before your eyes. You should feel new confidence in
+your own ability.</p>
+
+<div class="sidenote">Man-Equality</div>
+
+<p>With this confidence will come a feeling that you are not the inferior
+of another man who has achieved a larger measure of success than you
+have gained. When you start the sale of true ideas of your best self to
+an employer-buyer of such services as you are capable of rendering, you
+will have an innate consciousness of your man-equality with him. You
+should realize that this sale of yourself, like all other true sales, is
+to be a transaction of reciprocal benefits, and should be conducted on
+the basis of mutual respect.</p>
+
+<p>It is your right to take pains that the prospective buyer of your
+services shall sell himself to you as the boss you want to work with.
+Expect him to sell himself to you as a desirable employer just as
+thoroughly and satisfyingly as you intend to sell <a name="Page_45" id="Page_45" />yourself to him as a
+worthy applicant for an opportunity in his business. When you have
+definite, sure knowledge of your capability and service value, you
+certainly should not be willing to take &quot;any old job.&quot;</p>
+
+<p>There is no better way to make the impression of <em>your desirability</em> as
+an employee than to demonstrate that you are <em>choosing</em> your employment
+intelligently. In explaining your choice, give specific reasons for your
+selection of this particular opening. Show that you comprehend <em>what is
+to be done</em>. Give some indication of your ability to do it <em>efficiently</em>
+and <em>satisfactorily</em>. Suggest the <em>worth</em> of your services when you
+shall have proved your fitness.</p>
+
+<div class="sidenote">Require Employer to Sell You the Job</div>
+
+<p>The ordinary man who applies for a job in the ordinary way is accepted
+or turned down wholly at the discretion of the employer. If you use the
+selling process skillfully, you will suggest that <em>you</em> are out of the
+ordinary class. Of course, you should demonstrate in your salesmanship
+that you are not over-rating your ability. The other man must be made to
+feel you have sound reasons for your bearing of equality and
+self-confidence when you seek to make sure that in his business you will
+have your best chance to succeed. By showing him that you are taking
+intelligent precautions against making a mistake in your employment, you
+indicate conclusively that you are not merely a<a name="Page_46" id="Page_46" /> &quot;floater,&quot; but that you
+have a purpose &quot;to stick and make good.&quot;</p>
+
+<p>In the same measure that you require proof of a desirable personality in
+an employer, you should make sure that the work is exactly what you
+expect. See that your prospective &quot;new boss&quot; sells you the job at the
+same time you are selling him your services. If he perceives in you the
+one man who best fits his needs, he will put forth every effort to buy
+your services. Every employer will respect the man who states, with
+salesmanship, a sound reason for selecting and seeking connection with a
+business house; since such a man gives promise of making the sort of
+dependable, loyal worker that every business values and appreciates.</p>
+
+<div class="sidenote">Sell to Satisfy Real Needs</div>
+
+<p>The true salesman sells to satisfy <em>a real need</em> of the buyer.
+Therefore, when you have charted your salable qualities, select the
+field of service in which such capability as you possess is needed.
+That, you may be sure, is <em>your</em> right market&mdash;the field where you are
+<em>certain</em> to succeed. Enter it, and no other field. Apply there for a
+place of opportunity to serve; with the absolute confidence of a good
+salesman come to satisfy a want, and conscious of his individual fitness
+&quot;to deliver the goods.&quot;</p>
+
+<p>You may not get just what you desire at the first attempt. The best
+professional salesman often has to make <em>repeated</em> efforts to close
+orders. But in the end, if you &quot;have the goods,&quot; that are needed where
+<a name="Page_47" id="Page_47" />you bring them, <em>and you know how to sell true ideas of your best self</em>
+(as you <em>will</em> know after mastering the selling process) you will be
+sure of getting sufficient opportunities to succeed. You will be as
+certain about getting enough chances as the first-class professional
+salesman is certain of attaining his full quota of business despite some
+turn-downs. <em>Success is a matter of making a good batting average</em>.</p>
+
+<div class="sidenote">Parts of Complete Process</div>
+
+<p>Remember as you read that you are studying <em>a completed process</em>. An
+unfinished sales effort is not <em>a sale</em> at all. You will not be a
+<em>certainly successful</em> salesman until you perfect your knowledge and
+skill in <em>all the steps</em> of salesmanship. You can learn only a single
+part of sales efficiency at a time. The relative significance of each
+point, its full importance in the entire selling process, will not be
+comprehended until you have read at least once all there is in this set
+of books. When you re-study the successive chapters, the details you may
+at first understand but vaguely in a disconnected way will be clear. You
+will comprehend them as various elements of salesmanship which must be
+fitted together to complete the process of selling.</p>
+
+<p>Thus far in the present chapter we have been considering principally the
+&quot;goods of sale.&quot; We have been looking at our subject from the
+<em>material</em><a name="Page_48" id="Page_48" /> aspect. Now let us turn our attention to the mental view of
+sales.</p>
+
+<div class="sidenote">Mental Nature of Selling Process</div>
+
+<p>In the effective selling process the skilled salesman is able to be the
+<em>controlling</em> party. <em>He makes the other man think as he thinks</em>. As has
+been stated repeatedly, he sells <em>ideas</em>, not goods. So the <em>real
+nature</em> of any sale is mental, not material. You must &quot;deliver the
+goods&quot; to the <em>mind</em> of the man to whom you wish to sell your best
+capabilities. You should use the same process as the professional
+salesman, who works to control the <em>thoughts</em> of his prospect regarding
+the line of goods presented. Hence when you plan to make sure of getting
+a desired position, it is necessary that you know <em>exactly how</em> to put
+true ideas about yourself into the head of the person whom you have
+chosen as your prospective employer. Further, you need to know
+<em>precisely what</em> psychological effects you can secure with certainty by
+using skillful salesmanship.</p>
+
+<div class="sidenote">Three Sales Mediums</div>
+
+<p>Ideas of your best capability may be sold through three
+mediums&mdash;advertising, correspondence, and personal selling. Take
+advantage of all three, wherever and whenever possible, to gain your
+chance for success. Use these mediums with <em>real salesmanship</em>.</p>
+
+<div class="sidenote">Advertising</div>
+
+<p>If you advertise for a position, think out in detail the impression of
+your true best self that you wish to make on the minds of readers. Put
+<em>your personality</em> into the advertising medium in such <a name="Page_49" id="Page_49" />carefully
+selected language as will reach <em>the needs of particular employers</em>, and
+will not appear to be just a broadside of words shot into the air
+without aim. Indicate clearly that <em>you</em> are not seeking &quot;any old job so
+long as the salary is good.&quot; Analyze and know <em>just what</em> you suggest
+about yourself in print. Many a successful business man has sold himself
+through the door of his initial big opportunity by real salesmanship in
+his advertisement of his capabilities.</p>
+
+<div class="sidenote">Correspondence</div>
+
+<p>Each letter you write should be regarded as &quot;a sales letter.&quot; It makes
+an impression, true or false, of <em>you</em>. Take the greatest pains to have
+that impression what you want it to be. Never be slovenly or careless in
+writing to <em>anyone on any subject</em>. Put genuine salesmanship into all
+your letters <em>consciously</em>; instead of conveying ideas unwittingly,
+without realizing what the reader is likely to think of you and the
+things you write. You can scatter impressions of your best self
+broadcast over the earth by using your ordinary correspondence as a
+medium of salesmanship. So you can open both nearby and far distant
+opportunities for the future; even while you still are training yourself
+to make the most of these chances you hope to gain.</p>
+
+<p>Good sales letters are so rare that the ability to write them has
+erroneously been called &quot;a gift.&quot; It is not. Any one of educated
+intelligence can <a name="Page_50" id="Page_50" />write his ideas; <em>provided he has clear, definite
+thought-images in his own mind</em>. But cloudy thinking reflects only a
+blur on paper.</p>
+
+<div class="sidenote">Using Sales Letters</div>
+
+<p>A letter that plainly conveys true ideas is a sales letter; for it gets
+across to the mind of the recipient a clear, definite mental impression
+of the writer's real personality and thoughts.</p>
+
+<p>In all your correspondence, throughout the period of preparation for
+your chosen life career, send out true ideas of your best capability. If
+you do, you doubtless will find the door of your desired opportunity
+open by the time you are fully prepared to knock. Successful business is
+always ready in advance to welcome &quot;comers;&quot; whenever and wherever they
+are sighted. Therefore project your personality far and wide through
+your letters. Employ the medium of correspondence, with salesmanship
+knowledge and skill, even when you write the most ordinary messages to
+your acquaintances or to strangers. That is, <em>think out certain ways to
+sell particular ideas about yourself</em>; then incorporate these bits of
+salesmanship in your letters.</p>
+
+<p>A young man in his senior year at college selected a large corporation
+as his prospective employer. He did not know any of the executives of
+the company, but he worked out a plan to get acquainted through letters.
+He was especially desirous of entering the field of foreign trade, and
+had made a fairly comprehensive study of the export business. He wrote
+<a name="Page_51" id="Page_51" />to the president of the corporation, gave a brief outline of articles
+and books he had read; then complimented the great company by declaring
+that he realized the knowledge he had acquired was theoretical and
+abstract, and that he wished to gain practical, concrete ideas by
+studying the methods of the corporation. He enclosed with his letter ten
+cents in postage stamps, and requested that he be sent any forms,
+instruction sheets, sales bulletins, etc., the president was willing to
+let him have for study.</p>
+
+<div class="sidenote">Getting A Future Chance</div>
+
+<p>His letter was referred to the vice-president in charge of sales, who in
+turn passed it on to a department manager with instructions to supply
+the matter requested. In the course of a week the college student
+received a bulky package. Meanwhile a letter had been sent from the
+department head which stated that the vice-president in charge of sales
+had referred to him the request for forms, instruction sheets, etc., and
+that they would be forwarded under separate cover.</p>
+
+<p>The student took advantage of the three opportunities opened to conduct
+correspondence with the executives of the corporation. He first wrote
+courteous, carefully worded &quot;thank-you&quot; letters to the president,
+vice-president, and department head. These were all in his own hand, so
+that his good penmanship might make an individual impression. After
+these letters were dispatched the <a name="Page_52" id="Page_52" />student mastered the material that
+had been sent to him. Then he wrote three supplemental letters of
+appreciation, and made concise comments on some of the methods of the
+corporation, with comparisons from his previous reading of books and
+articles on foreign trade. He stated that he intended to make further
+investigation along these particular lines and that if he learned
+anything he thought might be interesting to the company he would write
+what he found out. In the course of a month he sent a letter which
+detailed his investigations. This he addressed to the department head
+only. But he also penned brief letters to the president and
+vice-president, in which he informed them that he had written in detail
+to the department head.</p>
+
+<div class="sidenote">Effect of Follow-up Letters</div>
+
+<p>The correspondence continued throughout the remainder of the student's
+senior year at college. The letters from the business men soon evidenced
+more than formal courtesy. They grew personal and indicated real
+interest. A month before his graduation the student was invited to call
+at the company's office after Commencement. He went, made an excellent
+impression in interviews with the vice-president in charge of sales and
+the department head, and though the ink on his sheepskin was not yet
+dry, he gained his object. He was engaged by the corporation and began
+training as a prospective representative of the company in foreign
+territory.</p>
+
+<p><a name="Page_53" id="Page_53" />Thus through the correspondence medium of salesmanship a young man who
+had no advantage of personal influence or acquaintance secured exactly
+the chance he wanted. Similar opportunities are open to any one.</p>
+
+<div class="sidenote">Personal Selling</div>
+
+<p><em>Every moment of your life when you are in the presence of other people,
+you have chances to sell true ideas about the best that is in you.</em> You
+will not need to seek such opportunities for personal salesmanship.
+Chances come to you continually to make good impressions on the minds of
+the men and women you meet from day to day.</p>
+
+<p>Be a skillful salesman of true ideas about yourself always, even in the
+most casual relations you have with other people. Sell the best possible
+impressions of yourself to passers-by on the street, to your fellow
+riders in cars, to clerks and customers of stores you visit, to your
+home and business associates. Put selling skill, as second nature, into
+each word, tone, and action of your social and business life.</p>
+
+<p>Realize that in whatever you do or say, consciously or unconsciously,
+you <em>are</em> selling ideas about your capability or your incapacity. You
+are making more or less definite impressions&mdash;you are affecting your
+opportunities to succeed, and are forming good or bad habits&mdash;all the
+time. <em>Control the effects of your words, tones, and acts by saying and
+doing, consciously and intelligently, only what<a name="Page_54" id="Page_54" /> will aid in selling
+true ideas of your best capabilities.</em>.</p>
+
+<div class="sidenote">Practical Psychology</div>
+
+<p>Of course you already know that each word and tone and act of your life
+makes <em>some</em> impression on the people who hear or see you. But probably
+you have not realized fully that <em>particular ways</em> of saying and doing
+things have <em>distinct and different effects</em>, each governed by an exact
+law of psychology. You perhaps do not know now <em>just what</em> impression is
+made by a certain word, or tone, or act. To be a master salesman of
+yourself you need to study the science of mind sufficiently to acquire
+<em>working knowledge</em> of common mental actions and reactions. Familiarity
+with at least the general principles of psychology is of the utmost
+importance in using the selling process effectively.</p>
+
+<p>Do not shy from study of the science of mind because it is an &quot;ology&quot;
+and therefore may seem hard. <em>You are a psychologist already</em>. You know
+that certain things you do and say make agreeable or unfavorable
+impressions on other people. In a <em>general</em> way you know <em>why</em>. It is
+necessary only that you analyze <em>specifically</em> what you realize now
+rather indefinitely. If you do not care to study a <em>book</em> on psychology,
+just use your own mind as your psychological laboratory for continual
+self-analysis.</p>
+
+<p>Answer for yourself such questions as, &quot;Exactly what effect will this
+particular word, or tone, or act <a name="Page_55" id="Page_55" />have&mdash;and just why?&quot; You can work out
+pretty well the <em>practical knowledge of psychology</em> you must have in
+order to sell ideas about your capabilities most effectively. You simply
+need to apply <em>purposeful intelligence</em> in everything you do and say;
+instead of making impressions without comprehending that by each word
+and tone and act of daily living you are influencing, favorably or
+adversely, your chances to succeed.</p>
+
+<div class="sidenote">Three Factors of Selling Process</div>
+
+<p>Think of yourself as one of the <em>three factors</em> of the selling process.
+The <em>goods of sale</em> are your best capabilities, of course. The second
+factor is the <em>prospective buyer</em>, the man who has need of such
+qualities or services as you could supply. The <em>agent of sale</em>, or third
+factor, is yourself. If you will keep in mind always the conception of
+yourself as <em>the uniting link</em> between your &quot;goods of sale&quot; and the
+prospective buyer, you can be a salesman of yourself every minute. At
+any moment except when you are alone you may encounter and influence a
+possible buyer of your best capabilities. You are continually within
+sight and hearing of people whose impressions of you might affect your
+chances to succeed in life. Therefore always be alert to grasp every
+sales opportunity within your reach.</p>
+
+<div class="sidenote">Twelve Steps</div>
+
+<p>It will be essential, also, that you have knowledge of the successive
+<em>steps</em> of the selling process, as well as knowledge of your goods of
+sale and <a name="Page_56" id="Page_56" />knowledge of practical mind science. Otherwise you might omit
+inadvertently to use some round of the ladder to certain success, and
+tumble to failure. These steps are so important to understand that the
+last nine chapters of the companion book are devoted to them
+exclusively. It will suffice here just to state what they are.</p>
+
+<ol><li>Preparation For Selling;</li>
+<li>Prospecting;</li>
+<li>The Plan Of Approach;</li>
+<li>Securing An Audience;</li>
+<li>Sizing Up The Buyer;</li>
+<li>Gaining Attention;</li>
+<li>Awakening Interest;</li>
+<li>The Creation Of Desire;</li>
+<li>Handling Objections;</li>
+<li>The Process Of Decision;</li>
+<li>Obtaining Signature or Assent;</li>
+<li>The Get-Away That Leads To Future Orders.</li></ol>
+
+<div class="sidenote">Five Degrees of Effort</div>
+
+<p>Another element of necessary knowledge about the selling process is the
+classification of sales according to the five degrees of effort required
+to close them.</p>
+
+<p>1. A sale completed by response to the mere demand of the buyer.</p>
+
+<p><em>Example</em>&mdash;While a street car strike is on you are driving, an
+automobile down town. A man in a hurry to catch a train stops you and
+says, &quot;I'll give <a name="Page_57" id="Page_57" />you two dollars to take me to the station.&quot; You
+transport him in response to his call for your services.</p>
+
+<div class="sidenote">Distinguish Degrees of Effort</div>
+
+<p>2. A sale completed by the buyer's acceptance on presentation only.</p>
+
+<p><em>Example</em>&mdash;A man is walking along a country road in the summer time. He
+sees a sign in the door-yard of a farmhouse; BERRY PICKERS WANTED. He
+presents himself as a candidate and the farmer at once engages his
+services.</p>
+
+<p>3. A sale completed immediately after a desire of the buyer has been
+created by a definite, intentional effort of the salesman.</p>
+
+<p><em>Example</em>&mdash;A man out of work wants a job that will employ his physical
+strength. He encounters three men who are struggling to load a very
+heavy box onto a truck. He takes off his coat and proves his strength by
+the ease with which the box is lifted when he helps. He inquires which
+of the three men is the truck boss; and asks for a job. He is hired
+because he has made the boss want the aid of his strength in handling
+heavy loads.</p>
+
+<p>4. A sale completed only after persuasion of the buyer.</p>
+
+<p><em>Example</em>&mdash;Assume that the truck boss in the next preceding illustration
+refuses at first to hire the applicant who has demonstrated his
+strength. It is necessary then for the man out of a job to <a name="Page_58" id="Page_58" />talk his
+prospective boss into the idea that he needs a fourth man in his gang.</p>
+
+<p>5. A sale completed only after a decision by the buyer as to the
+comparative benefits of purchasing or of not buying.</p>
+
+<p><em>Example</em>&mdash;You and another candidate apply for the same position in an
+office. You appear to be about equal in capability. The employer &quot;weighs
+you in the balance&quot; against the other applicant. This is a sale
+requiring the fifth degree of effort. Manifestly you will need to use a
+very high quality of skill to get into the mind of the prospective buyer
+of services the idea that you are likely to be of more value as an
+employee than your competitor for the place. Then you must skillfully
+prompt him to accept your application.</p>
+
+<div class="sidenote">Difficult Sales Most Worth Making</div>
+
+<p>When you appreciate exactly how sales differ in the degrees of effort
+necessary to close them, you will realize the wisdom of preparing to
+sell your particular qualities and services <em>with full comprehension of
+all the difficulties commonly met</em> by candidates for desirable
+positions.</p>
+
+<p>Countless men have died failures because they used throughout their
+lives only the first or second degrees of effort. Consequently all their
+attempts to get good jobs were futile. The non-success of millions of
+other worthy men has been due to their use of no more than the third or
+fourth degrees of selling effort.</p>
+
+<div class="sidenote"><a name="Page_59" id="Page_59" />Sales of The Fifth Degree of Difficulty</div>
+
+<p>Sales of the fifth degree of difficulty sometimes demand knowledge and
+skillful use of the entire selling process. <em>They are the sales most
+worth making.</em> The applicant for a new position or for a promotion is
+<em>certain to succeed</em> in his purpose if he knows how to complete a sale
+of the true idea of his best capabilities. In order to do this he must
+control the <em>weighing process</em> of the buyer; and be skillful in
+<em>prompting acceptance</em> of his &quot;goods of sale.&quot;</p>
+
+<p>When you <em>master</em> and reduce to <em>every-day practice</em> the fundamental
+principles you can learn from this set of books, you will be assured of
+making a successful average in handling sales of the fifth degree of
+effort.</p>
+
+<p>They are sales of the kind the <em>professional</em> salesman makes with
+complete confidence every day. <em>His</em> methods, applied to the marketing
+of <em>your</em> goods of sale, will work such wonders for you that you soon
+should build up self-confidence equal to the matter-of-fact assurance of
+the master salesman of clothing, insurance, and other <em>materials</em> of
+sale. He <em>knows</em> when he begins a season or starts on a trip that he
+will make a good batting average.</p>
+
+<div class="sidenote">Desired Results In Selling</div>
+
+<p>Comprehend, further, exactly what <em>results</em> are desired by the skilled
+salesman whose work is based on scientific principles.</p>
+
+<p><a name="Page_60" id="Page_60" />The <em>immediate</em> results desired are:</p>
+
+<p>First, <em>confidence</em>;</p>
+
+<p>Second, <em>acceptance</em> of the ideas brought by the salesman.</p>
+
+<p>One who is unfamiliar with the scientific principles underlying the
+skillful practice of the right selling process is unlikely to realize
+that the <em>first</em> sales effort should be concentrated on <em>winning the
+prospective buyer's confidence in the salesman and in the goods of
+sale</em>. Failures in selling are often due to the fault of the salesman
+who works primarily for but the <em>second</em> of the immediate results to be
+desired; the acceptance of his proposition&mdash;the acceptance of his
+personal capabilities and services, for instance. He neglects, as a
+<em>preliminary</em> to securing acceptance, to gain the <em>confidence</em> of the
+other man. When you undertake to sell your particular good qualities and
+your services to a prospective employer, do not make the mistake in
+salesmanship of omitting the process of first winning his <em>belief</em> in
+you.</p>
+
+<div class="sidenote">Repeat Sales</div>
+
+<p>Besides the two <em>immediate</em> results desired by the skillful salesman,
+there is a <em>permanent</em> result to be worked for&mdash;an enduring consequence
+desired from the present gains made. That permanent result wanted is
+<em>the opening of other opportunities for future sales</em>.</p>
+
+<p><em>Complete success in life</em> is not assured when the <em>original</em> sale of
+one's best capabilities is closed suc<a name="Page_61" id="Page_61" />cessfully. Gaining the <em>initial</em>
+desired chance does not make it certain that one will succeed in his
+<em>entire career</em>. The first sale is faulty if it does not include a lead
+to future opportunities &quot;to deliver the goods.&quot;</p>
+
+<p>The right selling process is continuous. Where one sale ends, another
+should be already started. A great many failures of capable men can be
+ascribed to short-sighted concentration on immediate chances. <em>One who
+would make certain of the success of his whole life must ever look ahead
+to the next possible opportunity for the sale of the true idea of his
+best capabilities, meanwhile making the most of his present chance.</em></p>
+
+<div class="sidenote">Service Purpose In Selling</div>
+
+<p>In order to get the right viewpoint for further study of the selling
+process, you, <em>the salesman of yourself</em>, need to comprehend clearly the
+fundamental <em>purpose</em> of all true salesmanship. <em>It should be the
+service of the buyer in satisfying his real needs.</em></p>
+
+<p>Few salesmen <em>know</em> what sales service <em>is</em>, and <em>how</em> it should be
+rendered. Service is the very soul of the certain success selling
+process. Service must be studied <em>as a purpose</em> until the principles
+underlying the fullest satisfaction of the buyer's real needs are
+mastered, and all false misconceptions of service are cleared away from
+the salesman's idea of his obligation to the purchaser of his goods of
+sale.</p>
+
+<div class="sidenote"><a name="Page_62" id="Page_62" />Sales Knowledge Universally Needed</div>
+
+<p>This brief summary of the principal essentials of sales knowledge has
+been outlined in order to impress on you the practically <em>universal need
+for a better understanding of the selling process</em>. Certainly you are
+convinced now that it will pay <em>you</em> to know HOW to sell. Then let us
+look next at <em>yourself</em> in a different light&mdash;as a subject of study in
+sales-<em>man</em>-ship.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_II" id="CHAPTER_II" /><a name="Page_63" id="Page_63" />CHAPTER II<br />
+
+<em>The Man-Stuff You Have For Sale</em></h2>
+
+
+<div class="sidenote">The Man Sales-Man Ship</div>
+
+<p>Your <em>knowledge</em> of sales principles and methods, and your <em>skill</em> in
+selling ideas must be combined with right sales-<em>manhood</em> if your
+<em>complete</em> success in sales-man-ship is to be made certain. Particular
+<em>man</em> qualities are necessary to make you a master <em>salesman</em> in your
+chosen field. &quot;A good man obtaineth favor.&quot; So we will study now the
+elements of character required for the most effective sales-<em>man</em>-ship,
+and how to develop them.</p>
+
+<p>We shall not consider &quot;Man&quot; in the abstract, nor exceptional ideals of
+manhood. Our thought of the sales <em>man</em> will be concentrated on
+qualities <em>you</em> have or can develop, that are necessary to make <em>you</em>
+most efficient in selling ideas about <em>yourself</em>.</p>
+
+<p>Some radical <em>changes</em> in your present character may be required. But
+you will need principally to <em>grow</em> in order to attain the full stature
+of sales manhood that is necessary to gain complete success. If your
+manliness is dwarfed now, you cannot succeed largely in selling true
+ideas of your best and biggest capabilities, until you rid yourself of
+the character faults that are stunting your growth as a sales <em>man</em>.</p>
+
+<div class="sidenote"><a name="Page_64" id="Page_64" />The Little Man Out-of-Date</div>
+
+<p>Realize at the outset that the time has passed forever when the <em>little</em>
+man, with the narrowly selfish outlook for &quot;Number One,&quot; might succeed.
+The demand of the future will be, however, not so much for BIG men as
+for big MEN. The world no longer looks up to Kaisers and Czars. Success
+has ceased to be merely a towering figure. Hereafter the one sure way to
+succeed will lead through the door of <em>brotherly understanding of the
+other fellow</em>, into the <em>common heart of mankind</em>. Only sales<em>man</em>ship
+can open that door with certainty.</p>
+
+<p>We are entering a new business era, where the old individualistic
+methods of attaining so-called &quot;success&quot; will be worse than useless.
+Many of them even now are forbidden by law. All the practices of the
+&quot;profiteer&quot; and his ilk are discountenanced by far-seeing people. Men of
+vision perceive that the size of To-morrow's Success will be measured in
+direct proportion to its quality of <em>human service</em>.</p>
+
+<p>&quot;SERVICE&quot; is the motto of the highest salesmanship. Therefore, in
+shaping your plans to succeed, start with the resolve to make yourself a
+truly big sales MAN. Do not copy the little, selfish models of
+Yesterday. Study the signs of the times. To be out-of-date is equivalent
+to being a failure.</p>
+
+<div class="sidenote">Pint and Bushel Men</div>
+
+<p>You will need to be big in ability, in imagination, in energy, in your
+ideals&mdash;but most of all you must be big in MANHOOD. If you are little
+and self<a name="Page_65" id="Page_65" />ish in your life purpose, you cannot be certain of success in
+selling to a truly BIG man the idea that you are fully qualified for his
+service. Before making any attempt to sell yourself into a desirable
+position, take pains to develop as much <em>man quality</em> as characterizes
+your prospective employer. You cannot comprehend him if you fall short
+of his standard of manhood. To-day the biggest buyers of brains and
+brawn recognize their obligations of human brotherhood. If you are
+little and self-centered, how can you reach into the mind and heart and
+soul of another man who is genuinely BIG? How can you impel him to think
+as you wish?</p>
+
+<p>The little man even doubts the existence of big manhood. He cannot
+comprehend such size. A pint measure, however much it is stretched, is
+utterly unable to contain a bushel. But the larger measure easily holds
+either a pint or a bushel. Similarly if you are big in <em>manhood</em>, you
+can comprehend alike the little man and the big man. You will be able to
+deal successfully with both.</p>
+
+<div class="sidenote">The Clothing Of Manhood</div>
+
+<p>It is not sufficient, however, that you grow to the full stature of your
+biggest man possibilities. It is necessary also that you be <em>clothed in
+the characteristics of manhood</em> in order to be <em>recognized</em> as a man.
+When you were only an infant, you were safety-pinned into a square of
+cloth once doubled triangularly. You graduated to rompers <a name="Page_66" id="Page_66" />at a year and
+a half or two. Then you put on knee-pants, and afterward youth's long
+trousers. Now you wear the clothes of a full-grown man. You would not
+think of dressing in knickerbockers, or rompers, or&mdash;something younger,
+to present your qualities and services for sale. Yet your outer garb is
+much less important to the success of your salesmanship than is your
+<em>clothing of manhood.</em></p>
+
+<div class="sidenote">What is Your Man Power?</div>
+
+<p>If you hope to assure yourself of man's-size success in life, plan that
+wherever you are you will make the instant impression that you are
+&quot;every inch a man,&quot; not just an overgrown baby or boy. Follow the
+example of Paul, that incomparably great salesman of the new ideas of
+Christianity. He wrote in his powerful first sales letter to the
+Corinthian field, &quot;When I became a man, I put away childish things.&quot;
+<em>Compel respect</em> by your sound virility. Have a well-founded
+consciousness that in manhood you are the equal of any other man, and
+you can make everybody you meet feel you are a man <em>all through</em>.</p>
+
+<p>What is your size as a sales <em>man</em> now?</p>
+
+<p>Ask yourself this question, and answer it frankly. In order to make sure
+of selling yourself into the opportunities you want, you must take your
+own measure and fit your manhood to the selling process you have begun
+to learn. Beyond a doubt you are now a sales man of <em>some</em> size. You are
+selling your <a name="Page_67" id="Page_67" />physical or mental powers, your services of this kind or
+that, with a degree of efficiency directly proportionate to your
+man-power.</p>
+
+<div class="sidenote">The &frac14; m.p. Man</div>
+
+<p>If you are only a &frac14; m.p. salesman at present, you lack three-fourths of
+the man capacity needed to handle with certain success all the
+opportunities of full-size manhood. You were not limited by Nature to &frac14;
+m.p. size. You were born with <em>full man capacity</em>. You are like a
+gasoline motor developing but a quarter of the power it was designed to
+produce&mdash;not because of any structural fault in the engine, but simply
+for the reason that it does not function <em>now</em> as it was intended to
+operate, and as it can be made to work <em>in the future</em> if it is
+overhauled and put in perfect condition. The full power capacity
+originally built <em>into</em> the motor needs to be brought <em>out</em>. Likewise
+<em>your</em> man-power plant requires to be made as efficient as possible, in
+order to assure you of full man-capability for achieving success.</p>
+
+<p>Maybe your chief fault is poor fuel, and what you most need is good
+&quot;gas.&quot; You have not been filling up your mind with the right ideas. Or,
+perhaps, your piston rings leak; and you lack the high compression of
+determined persistence. Another fault might be in your carburetor&mdash;you
+are not a good &quot;mixer.&quot; Or your spark of enthusiasm may be weak. It is
+possible, too, that your fine points are caked over by the carbon of
+accu<a name="Page_68" id="Page_68" />mulated bad habits. Maybe you have a cracked cylinder&mdash;your health
+is partly broken down. The fault is in your timer, perhaps. You are not
+&quot;on the job&quot; when you should be.</p>
+
+<div class="sidenote">Your Manhood Can Be Re-built</div>
+
+<p>No matter what ails your particular engine, <em>it can be repaired or
+rebuilt into a full one-manpower motor of efficiency</em>. If you limp and
+pound along with but a quarter of your capability, it is your own fault
+for not overhauling your power plant. Don't continue as a &frac14; m.p. man and
+blame anybody else, or curse your bad luck because you can't make speed
+and carry the load necessary to succeed. <em>Stop trying to go on crippled
+or clogged in manhood</em>. Run yourself into the repair shop right away and
+&quot;get fixed.&quot;</p>
+
+<p>You can make your manhood over.</p>
+
+<p>There is full-man capability in you. You can get it all out and put it
+to work for your success.</p>
+
+<p>You have the ability to re-make your <em>character</em> entirely, without
+changing <em>your individual nature</em>.</p>
+
+<p>You must accomplish transformation into <em>your best self</em> before you can
+make the most of your opportunities to sell your abilities and services.
+It will not suffice that you just are <em>willing</em>, or <em>desire,</em> to become
+a first-class salesman of your particular &quot;goods of sale.&quot; Merely
+acquiring information or <em>knowledge</em> of the selling process is not
+enough to assure your success in life. Even the most skillful <em>practice</em>
+of all the sales principles and methods you <a name="Page_69" id="Page_69" />learn will be insufficient
+to guarantee your success&mdash;if you do not develop your full <em>man
+capacity</em> for sales-man-ship.</p>
+
+<div class="sidenote">Essentials of the Master Sales Man</div>
+
+<p>The result of the necessary changes and growth in <em>your</em> manhood will be
+an enlarged conception of <em>all</em> men&mdash;your greater capacity to understand
+and to handle <em>any one else</em> successfully.</p>
+
+<p>It is entirely possible for you to develop and cultivate every essential
+quality of the master sales-<em>man</em>, and still to be just <em>yourself</em>.</p>
+
+<div class="sidenote">Good Appearance</div>
+
+<p>The high grade professional salesman makes the best <em>appearance</em> of
+which he is capable. Surely you can do that, too. You can train yourself
+to grace and ease in your bearing. However unsatisfactory your features
+may be, you certainly are capable of looking pleasant, and therefore of
+being attractive. It is possible for you to have well-kept hands and
+hair; to wear suitable, clean clothes; to be neat.</p>
+
+<div class="sidenote">Physical Capacity</div>
+
+<p>First-class salesmanship requires, too, a high degree of <em>physical
+capacity</em> for the most effective performance of the selling process. You
+need health, virility, energy, liveliness, and endurance, in order to
+sell effectively <em>the idea that you are physically able</em> to fill the job
+you want most. Physical incapacity is a handicap in almost any vocation.
+It can be remedied. It <em>must</em> be remedied as fully as possible in your
+case. You may not be very robust naturally, <em>but you can make the most
+of the con<a name="Page_70" id="Page_70" />stitution you have</em>, with certain success as the incentive
+for your fullest possible physical development. Few of us are as well as
+we <em>might</em> be.</p>
+
+<div class="sidenote">Mental Equipment</div>
+
+<p>Whatever your physical shortcomings, there can be no doubt that you are
+capable of developing all the essential <em>mental</em> equipment of the
+successful salesman. You only need to comprehend a few elemental laws of
+mind science; and then to <em>train</em> yourself to the utmost of your
+particular ability&mdash;in perceptive power, alertness, accuracy,
+punctuality, memory, imagination, concentration, adaptability to
+circumstances, stability, self-control, determination, tact, diplomacy,
+and good judgment.</p>
+
+<p>Does this seem like a long list of difficult accomplishments? Examine
+the items, and realize how easy it is to develop these mental qualities
+of masterly sales<em>man</em>ship.</p>
+
+<p>Perception is simply looking at things with your mind as well as with
+your eyes.</p>
+
+<p>Alertness is no more than mental sharp ears.</p>
+
+<p>Accuracy results from taking pains to be right.</p>
+
+<p>Punctuality is a habit of mind that anyone can develop.</p>
+
+<p>Memory is acquired by practice in remembering things.</p>
+
+<p>You use <em>some</em> imagination every day&mdash;use <em>all</em> your imaginative power.</p>
+
+<p>Likewise you occasionally concentrate your <a name="Page_71" id="Page_71" />thoughts. More exercise in
+concentration will develop this mental characteristic.</p>
+
+<p>You adapt yourself to circumstances when necessary, or when you choose.
+You can train yourself so that you will be prepared to meet anything
+that may happen.</p>
+
+<p>You have a degree of stability of character, otherwise you never would
+accomplish anything. Increase your steadfastness by sticking to more
+purposes.</p>
+
+<p>Similarly determination, self-control, tact, diplomacy, and good
+judgment are merely the natural results of <em>continual practice</em> to
+develop these mental qualities.</p>
+
+<div class="sidenote">Emotional Qualities</div>
+
+<p>The principal <em>emotional</em> or <em>heart</em> qualities required in masterly
+selling are ambition, hopefulness, optimism, enthusiasm, cheerfulness,
+self-confidence, courage, persistence, patience, earnestness, sympathy,
+frankness, expressiveness, humor, loyalty, and love of others. Think of
+these one by one, and realize how many of them you already possess to a
+considerable degree.</p>
+
+<p>You may not be optimistic; perhaps you lack self-confidence, or maybe
+you are wanting in courage. But with the possible exception of these
+three &quot;heart&quot; qualities of the master salesman, you are not deficient
+now in the emotional essentials of successful salesmanship. You need
+only a <em>higher degree</em> of each.</p>
+
+<p><a name="Page_72" id="Page_72" />Develop all your capability in the other qualities, and you will find
+you have become an optimist. Your self-confidence, too, will grow as
+fast as you increase your ability. When you are full of optimism and
+self-confidence, you will not find it difficult to create courage within
+yourself. <em>Then you will have the complete emotional equipment of a
+master salesman.</em> The exact way to develop courage with certainty is
+explained in the second chapter of &quot;The Selling Process,&quot; with especial
+reference to the professional salesman, who <em>must</em> meet his prospects
+courageously in all circumstances if he would succeed.</p>
+
+<div class="sidenote">Ethical Essentials</div>
+
+<p>Nor is it hard for you to qualify yourself <em>ethically</em> for mastery of
+the selling process. Surely your intentions are right. You mean to be
+honest and truthful. You can be of good moral character. You expect to
+be reliable. It should be easy for you to love your chosen work.</p>
+
+<div class="sidenote">Spiritual Capacity</div>
+
+<p>There remains, finally, the essential of <em>spiritual capacity</em> for
+selling. It comprises idealism, vision, faith, desire to serve, ability
+to understand other men. Perhaps you are deficient in some of these
+spiritual qualities now. But with idealism all about you in the spirit
+of the world cannot you, too, lift your eyes to higher purposes than the
+satisfaction of merely selfish desires? Are you not able to look
+broadly, instead of narrowly at life? You know you must have faith&mdash;that
+you cannot make sure <a name="Page_73" id="Page_73" />of success if you doubt. Your mission as a true
+salesman of yourself should be to serve your prospects by satisfying
+their real needs for the abilities you have. Love of others results from
+serving them with what you can supply that they lack.</p>
+
+<p>In no respect, then, from personal good appearance to spiritual
+capacity, need you be other than <em>your best possible self</em> to qualify
+for certain success with the selling process.</p>
+
+<div class="sidenote">Change and Growth Necessary</div>
+
+<p>Reference has been made repeatedly in these pages to the necessity for
+<em>change</em> and <em>growth</em> in your man character before you can become a
+master salesman of your full capability for success. Of course you
+cannot change your <em>nature</em> into a different <em>nature</em>; any more than one
+form of life can be transformed into an entirely distinct form of life.
+It is impossible to develop a carrot into a calla, or to make a dog of a
+pig. But the <em>elements</em> of any particular form of life may be altered,
+most radically.</p>
+
+<div class="sidenote">Develop Use, Activity and Quality Of Elements</div>
+
+<p>So you can develop: (1) the <em>use</em>; (2) the <em>degree of activity</em>; (3) the
+<em>quality</em>, of any element in your present salesman equipment.</p>
+
+<p>For example, it is generally recognized that suitable clothes help to
+create a good impression. Therefore you should <em>use</em> to the <em>highest
+degree of activity</em> and of <em>quality</em> what you know about the effect of
+dress in helping to create a good impres<a name="Page_74" id="Page_74" />sion. But, to particularize, do
+you (<em>use</em> your knowledge) polish your shoes, even if it is no more than
+flicking off the dust with your handkerchief, every chance (<em>highest
+degree of activity</em>) you get when they need it? And when you polish your
+shoes in the morning preparatory to starting your day's work, do you
+just give them &quot;a lick and a promise,&quot; or do you &quot;make 'em shine?&quot;
+(Highest degree of <em>quality</em>.)</p>
+
+<div class="sidenote">Animal Training</div>
+
+<p>The &quot;stupid&quot; pig can be taught to do as phenomenal tricks as the
+&quot;intelligent&quot; dog. It is possible to train a pig so that he will appear
+to be able to discriminate among colors, to tell time, even to perform
+simple operations in arithmetic. At the circus or vaudeville we sit in
+wonder while the &quot;educated&quot; stupid pig, alertly afraid of the trainer's
+whip, performs stunts of seeming <em>intelligence</em>. Under the stimulus of
+fear he acts like a quick-thinking dog. In truth he <em>has</em> been changed
+by training, from the <em>pig characteristic</em> of utter stupidity to the
+<em>dog characteristic</em> of rudimentary intelligence. But in <em>nature and
+form</em> he remains just a pig. If you should see him among other pigs in a
+pen, you never would mistake the &quot;educated&quot; pig for a fat puppy.</p>
+
+<p>In the trained pig the <em>use</em> of his pig mind is developed to an unusual
+degree of <em>activity</em> and of <em>quality</em> to save himself from punishment
+and to gain the tidbits that reward his performance of <a name="Page_75" id="Page_75" />tricks. The
+purpose of the trainer is accomplished by changing and developing the
+<em>mind functioning</em> of the pig. No trainer would attempt to change the
+<em>nature</em> of a pig&mdash;to develop a pig into an elephant, a different
+<em>creature</em>. Only <em>characteristics</em> can be changed or developed.</p>
+
+<div class="sidenote">Plant Development</div>
+
+<p>Luther Burbank has accomplished with plants even more extraordinary
+changes and developments in characteristics than have been achieved by
+the most expert trainers of animals. He could not make a carrot into a
+calla; but he did take the dwarf natural calla plant and develop it into
+a splendid lily that bears flowers measuring a foot across the petal. He
+also multiplied the characteristic colors of the natural calla and has
+evolved great blossoms of a score of shades, from pure white to jet
+black.</p>
+
+<p>The noted plant wizard developed, too, the naturally small, hard, dry,
+sour prune and transformed it into a juicy, sweet fruit that is bigger
+and more delicious than our common plum.</p>
+
+<p>He also succeeded in altering radically an element of the natural
+walnut, which had a characteristic covering skin of bitter tannin over
+the meat inside the nut shell. For countless centuries walnut trees had
+been in the habit of covering the meat of their nuts with this tannin
+skin. Luther Burbank trained selected walnut trees to give up this fixed
+<a name="Page_76" id="Page_76" />bad habit, and to produce nuts the meats of which were not enveloped in
+bitter coverings.</p>
+
+<div class="sidenote">Man Making</div>
+
+<p>Since expert trainers have been able to accomplish such marvelous
+changes and developments in the characteristics of lower animals and
+plants&mdash;not changes in the form of life, but alterations so nearly
+miraculous that they seem almost to be changes in nature&mdash;is there the
+least doubt that you, a <em>man</em>, excelling every other animal, and every
+plant in consciousness and intelligence, are capable of the most
+radical, elemental changes in your present self?</p>
+
+<p>Cannot <em>you</em>, then, certainly develop and <em>use</em> to a much higher degree
+of <em>activity</em> and <em>quality</em> the MAN characteristics you now possess? Of
+course you can! You need but to learn the <em>science of yourself</em>&mdash;to get
+full knowledge of what you are and of what you might be&mdash;by studying the
+<em>big, best qualities in you</em>. After that you will need <em>to make the
+most</em> of what you learn about your true self. Intensive self-study will
+reveal to you all the possibilities of your enlarged and bettered
+personality. When you know you have developed your biggest, best
+manhood, you certainly will feel increased power to sell your &quot;goods.&quot;</p>
+
+<p>Of all living creatures, Man is the most adaptable, is capable of the
+greatest development, and responsive in the highest degree to desires
+from within and to influences from outside himself. Only a <a name="Page_77" id="Page_77" />stupidly
+ignorant man would hold to the belief that the elements of his character
+cannot be radically changed and developed. At present you may be
+handicapped with what you have considered &quot;natural disqualifications&quot;
+for success. Then <em>study</em> yourself thoroughly, <em>one detail at a time</em>.
+Follow this self-analysis by intelligent practice in the active use of
+your best qualities, and determine to <em>change</em> your &quot;disqualifications&quot;
+into <em>salable characteristics</em> that will help you to succeed.</p>
+
+<div class="sidenote">No Normal Man Lacks Qualifications For Success</div>
+
+<p>Certainly a slouch can straighten up, wash his dirty hands and face,
+dress neatly, and suggest proper regard for his appearance. The physical
+weakling is able to build considerable strength into himself. Dullards,
+unless their brains are stunted, may develop surprising intellectual
+keenness. Careless men can train themselves to painstaking accuracy.
+Individuals who are habitually late may become models of punctuality.
+The man of flighty thoughts can concentrate. It is possible to control a
+quick, bad temper. Tact, diplomacy, and good judgment can be learned and
+used efficiently by the countless thousands of people who now are
+tactless, undiplomatic, and characterized by poor judgment.</p>
+
+<p>So it is with the principal emotional, ethical, and spiritual qualities
+of the master salesman. <em>You</em> have them <em>all</em>, elementally. <em>Certainly
+you can develop any selected element to higher activity and<a name="Page_78" id="Page_78" /> use it</em> to
+help you sell true ideas of your best capabilities.</p>
+
+<p>Maybe you have fought long and vainly for self-confidence, for courage,
+for will power. Perhaps you have realized for years that you are slow in
+perception, and have struggled to make yourself take mental snap-shots
+of details and conditions. You have wished and willed and worked to be
+agreeable and courteous; yet perhaps you lose friends by your
+characteristic disagreeableness and lack of courtesy. If, in spite of
+all you so far have done to improve yourself, you have been unable to
+get rid of your faults and defects, you are apt to question the
+statement that you <em>certainly can</em> develop such qualities as you most
+desire.</p>
+
+<div class="sidenote">Decision Will Power Hard Work Insufficient</div>
+
+<p>No doubt you have <em>decided</em>, probably you have <em>willed</em>, very likely you
+have made a <em>persistent struggle</em> to change your characteristics. You
+honestly have tried hard to grow, and to increase your man capacity.
+Consequently your failure may have left you rather hopeless about ever
+succeeding as you once expected to succeed. Perhaps you have given up
+your case as &quot;too tough a job.&quot; We will assume that you are not so young
+as you wish you were, and that you have committed to memory the
+fatalistic, hoary lie, &quot;You can't teach an old dog new tricks.&quot; But
+recall the fixed habit of bitterness the walnut had for centuries, the
+color and size of the natural calla, the sour taste of the little wild
+<a name="Page_79" id="Page_79" />prune, which the plant wizard changed most radically without using any
+&quot;wizardry&quot; at all. He just <em>applied scientific knowledge</em> in his
+training of walnut trees and callas and prunes and other forms of
+vegetable life. Have you tried his method of development? Do you know
+exactly what he did?</p>
+
+<p>If Luther Burbank had merely <em>desired</em> and <em>willed</em> that the walnut
+should give up its old bad habit, he never could have accomplished the
+job of development. He might have <em>insisted persistently</em> for a
+life-time that the little, sour, dry prune should become more luscious
+and larger than the plum; but it would have remained the same in size
+and other characteristics as it always had been, despite his continued
+determination. Desire, will, and persistence were but preliminary steps
+toward the complete accomplishment of his purpose with the prune.</p>
+
+<div class="sidenote">Luther Burbank's Method</div>
+
+<p>Burbank worked out in his mind and by actual experiments <em>distinctive
+methods</em> of development&mdash;<em>development and changes along particular,
+definite lines.</em> He selected for the prune he <em>wanted to produce,</em> (an
+imagined, ideal prune) certain desirable qualities of the plum&mdash;the best
+plum characteristics. He studied <em>what produced these particular
+qualities in plums</em>. Then with his exact, scientific knowledge of the
+<em>similarity in nature</em> of the plum and the prune, and his equally
+definite knowledge of the <em>differences in their characteristics</em>,
+supplemented by <a name="Page_80" id="Page_80" />his knowledge of <em>exactly what produced</em> the difference
+in the two fruits, he started his experiments with natural prune trees.</p>
+
+<p>He led specimens through a pre-determined scientific process of
+training. He succeeded in getting his experimental prune trees to
+develop discriminatively, almost as if they had the power of choice,
+<em>particular plum qualities in preference to others.</em> But the result was
+not a transformation of the prune trees into plum trees. The fruit of
+the tree he evolved was just a <em>perfected</em> prune. He simply developed
+<em>all the capability</em> the prune had originally to be <em>like</em> a plum in
+deliciousness.</p>
+
+<div class="sidenote">Natural Growth Without Struggle</div>
+
+<p>Note just here one very important feature of the Burbank method of plant
+development and change. It did not involve any <em>struggle</em> or <em>hard work</em>
+on the part of his trees. He merely provided <em>natural</em>, but
+scientifically <em>selected</em> conditions and food; knowing that his prunes
+then would grow naturally in the particular ways he wanted them to
+develop, and in no other ways at variance with his plan.</p>
+
+<p>Perhaps the primary fault in your ineffective effort to develop yourself
+into the man you want to be, is that it has been a <em>struggle</em>. <em>Natural</em>
+growth always is <em>easy</em>. Growth involves a struggle only when one or
+more of the <em>means</em> of natural growth are lacking. Luther Burbank wished
+his prune trees to develop certain selected qualities of <a name="Page_81" id="Page_81" />the plum.
+Therefore he provided his wild prunes with the same means he had used
+effectively <em>with plums</em> to increase <em>their</em> lusciousness. He knew these
+means should have a <em>similar</em> effect on <em>prunes</em>. When he had provided
+the natural means of discriminative development, he left the rest to the
+<em>natural growth</em> of his prune trees. They began to develop the selected
+plum qualities <em>easily</em>, and generation after generation became more and
+more like plums.</p>
+
+<div class="sidenote">Two Bases Of Growth Mind and Body</div>
+
+<p>Now let us consider briefly: first, the <em>bases</em> of natural, easy growth
+of selected man qualities; second, the <em>processes</em> that take place in
+the development of desired man qualities, some of which may not have
+seemed to exist previous to the evolutionary training; third, the
+training <em>methods</em> that should be employed to make these processes most
+effective and to produce the particular results wanted and no others.</p>
+
+<p>There are <em>two bases of development in every one</em>&mdash;the inner and the
+outer man. The <em>real himself</em> is the inner man, which psychologists call
+the &quot;Ego.&quot; But there is something else in the make-up of every man, his
+<em>body</em>. Each of us recognizes his body&mdash;not as <em>himself</em>, not as his
+ego&mdash;but as <em>belonging to</em> the real, or inner himself. A man thinks and
+says, &quot;<em>my</em> body&quot; just as he considers and refers to anything else that
+is his.</p>
+
+<p><a name="Page_82" id="Page_82" />The discrimination between the two parts of &quot;<em>You</em>&quot; must be understood
+at the very start of your self-development. All your plans for the
+growth of the characteristics you need to assure your success should be
+based on comprehension of your <em>duality</em>. The two &quot;You's&quot; in yourself
+not only are distinctly <em>different</em>, but they are also very intimately
+<em>related</em> in all their functions. Neither your &quot;ego&quot; nor your body is
+independent of the other part of your duality. So, of course, both must
+co-operate fully in every <em>process</em> of your self-development; and your
+<em>training methods</em> should be planned for the bettered growth of your
+inner and outer man <em>as a team</em>.</p>
+
+<div class="sidenote">Team-work Processes</div>
+
+<p>You understand now that your growth should be on a dual basis; that you
+have two different men to develop, not just one; and that they must be
+handled <em>discriminatively</em>, but <em>together</em>.</p>
+
+<p>Next it is necessary that you know in <em>exactly what ways</em> the activities
+of the mind man, or ego, are related to the activities of his body, or
+the physical man. Otherwise you cannot comprehend the team-work
+processes by which any desired qualities of manhood can be developed
+from their rudiments. Perhaps the reason you have not yet succeeded
+fully is that you have been a &quot;one-horse&quot; man and have not trained your
+dual self to be an effective <em>mind-and-body</em> team pulling together. It
+<a name="Page_83" id="Page_83" />takes both mind and body to bring to market successfully all the &quot;best
+capability&quot; of a man.</p>
+
+<div class="sidenote">Training Methods</div>
+
+<p>Evidently, as a pre-requisite to self-development, one should have
+knowledge of the particular processes that result <em>surely</em> in natural,
+easy, rapid growth. Otherwise he would be more than likely to employ a
+wrong or only partly right <em>method of training</em>. So as a student of
+yourself you need to start with comprehension of your two <em>bases</em> of
+development, mind and body. It is necessary next that you acquire
+scientific knowledge of the distinct but related <em>processes</em> of
+developing your two selves severally to work together as a team. Then
+you must learn the particular <em>methods</em> of co&ouml;perative mental and
+physical training that are most effective in accomplishing the man
+growth you desire.</p>
+
+<div class="sidenote">Neither Mind Nor Body A Unit</div>
+
+<p>Not only have you two selves, but neither &quot;You&quot; is a <em>single unit</em>. Your
+mind, as well as your body, is made up of distinctly different but very
+intimately related and associated <em>parts</em>. Your &quot;mind&quot; cannot be
+developed as a <em>whole</em>. Its parts must be severally bettered and
+strengthened in coordination, just as the physical man is developed by
+training his various muscles.</p>
+
+<p>You know you have <em>distinct sets of muscles</em> which all together make up
+your <em>composite body</em>. Perhaps, however, you have not realized before
+that your <em>mind</em> is not a <em>unit</em>, but is made up of innumerable distinct
+&quot;mind centers,&quot; each of which functions as <a name="Page_84" id="Page_84" />independently of the others
+as your set of eye muscles operates independently of the set of muscles
+governing the movements of one of your fingers. And possibly you do not
+know that each <em>mind</em> center has a distinct <em>brain</em> center, which
+functions for that <em>particular part alone</em> of your whole mind. <em>Each
+associated mind-and-brain center</em> also has direct, distinct nerve
+connections <em>with only one set of muscles</em>.</p>
+
+<p>In fact, you are &quot;a many-minded, many-bodied&quot; man&mdash;a collection of
+mental and physical <em>parts</em>, a composite man rather than a man unit.
+These several parts are in large measure practically <em>independent</em> of
+one another. One set of body parts &quot;belongs to&quot; only its particular
+associated set of mind parts, or mind center.</p>
+
+<div class="sidenote">Independent Mind and Body Centers</div>
+
+<p>If you were constituted otherwise, your life would be very precarious;
+for the injury or destruction of even a minor part of your body would be
+fatal to the whole unit. As it is, you can lose a finger without
+affecting your eye-sight in the least. So you might suffer a localized
+brain injury that would completely paralyze a finger, without impairing
+your sight at all. Either the mind center that governs a finger, or the
+set of muscles in that finger can be affected without necessarily
+reacting upon any <em>other</em> mind center or any <em>other</em> set of muscles.</p>
+
+<div class="sidenote"><a name="Page_85" id="Page_85" />Interrelation Of the Ego And Physical Man</div>
+
+<p><em>But if the mind center that governs a certain set of muscles is
+affected, that set of muscles also is directly affected and at once.
+Likewise if anything happens to a particular set of muscles, the
+reaction is instantly transmitted to its associated mind center through
+the &quot;direct wire&quot; nerves and brain center which particularly serve that
+part of the mind</em>.</p>
+
+<p>Great scientists have studied mental and physical phenomena in
+inter-relation and have learned certain facts. For example, it is known
+that &quot;the mind&quot; not only affects the general functions of &quot;the body,&quot;
+but also the rate of bodily activity and the chemistry of body tissues.
+Long-continued hard thinking actually does &quot;wear a man out.&quot; It consumes
+blood and brain tissue. It &quot;slows him up.&quot; It may impair his digestion
+and appetite. We all know these things, but the scientists know just
+<em>why</em> we feel <em>physically</em> tired after using only our <em>minds</em>.</p>
+
+<p>They have learned also that every activity of the <em>mind</em> has a direct
+effect on the <em>brain substance.</em> That is, each mind operation <em>through</em>
+the brain <em>changes</em> its physical structure in some degree. Mental effort
+or relaxation increases or decreases the amount of blood in the brain.
+When you have been using your mind very hard, your head &quot;feels heavy,&quot;
+and it <em>is</em> unusually heavy then on account of the extra amount of blood
+weight. Even the <a name="Page_86" id="Page_86" />temperature of the brain, particularly of that portion
+of the brain which is especially functioning at a given moment, is
+changed with every mental effort.</p>
+
+<div class="sidenote">Slow Muscles Slow Mind</div>
+
+<p>There is abundant scientific proof that the quality and quantity of
+muscle, brain, and nerve (<em>physical</em>) activity in a particular
+individual are accompanied by corresponding qualities and quantities of
+<em>mental</em> activity. That is, when a person's muscle action, nerve
+response, and brain action are sluggish, his <em>mind</em> also develops a
+characteristic of slow action. And vice versa.</p>
+
+<p>We say of a certain acquaintance that he has an alert mind. But his
+&quot;ego,&quot; or mental self, could not act quickly and alertly if his <em>brain</em>,
+the physical instrument of his <em>mind</em>, did not receive and transmit
+impressions swiftly to his mentality. The <em>brain</em> does not <em>think</em>. It
+is as purely physical as any other part of the body. It just <em>handles</em>,
+or transmits in and out, to and from the <em>mind</em>, the various impressions
+sent <em>in</em> by different sense muscles, and the mental reflexes or
+impulses sent <em>out</em> by the innumerable mind centers. Your mind works
+<em>through</em> your brain. Of course, therefore, the quality and quantity of
+mental work <em>you</em> are capable of doing are limited by the degree of
+handling-or-transmitting <em>efficiency</em> characteristic of <em>your</em>
+particular brain structure.</p>
+
+<div class="sidenote"><a name="Page_87" id="Page_87" />Value of Practical Psychology</div>
+
+<p>Any interference with the <em>brain</em> quality or quantity of an individual
+naturally interferes with his normal <em>mental</em> functioning. If a
+particular part of a man's brain is injured, the associated mind center
+is harmed likewise and his mental <em>quality</em> is affected in proportion.
+Should a certain portion of his brain be cut out, the total <em>quantity</em>
+of his mental powers would be correspondingly reduced. We all know these
+things about the brain and the mind. But only a few scientists are
+familiar with many <em>details</em> of the <em>inter-relation of mind and brain
+and muscles</em>, which should be known to all people who want to make the
+most of themselves. The salesman of himself needs to understand his
+&quot;goods&quot; thoroughly; so as we study the selling process that completes
+the secret of certain success, we dig into <em>practical psychology</em> a
+little way now in order to stimulate in you a desire for further
+exploration of that gold mine of opportunities.</p>
+
+<div class="sidenote">Physical Manifestations of Ideas</div>
+
+<p>The mind depends on the brain, in coordination with the nerves and
+muscles, to <em>express</em> thoughts. That is how your <em>inner</em> or &quot;ego&quot;
+sales-man gets his ideas <em>out</em> of your physical salesman, and <em>shows
+them</em> to the minds of prospective buyers. You can make another person
+conscious of your thoughts only by some <em>perceptible physical
+manifestation</em> of the idea you wish to convey to him. Evidently, then,
+in order to succeed in developing your big sales manhood and in making
+effective impressions <a name="Page_88" id="Page_88" />of it on others, you must learn both <em>how to
+think the ideas of big manhood into your own mind</em> most effectively and
+how to <em>show them outwardly</em> with masterly skill. The first process is
+man development; the second is sales-<em>man</em>-ship, or <em>manhood
+self-expression for the purpose of controlling the ideas of other men</em>.</p>
+
+<div class="sidenote">Selling A Thought</div>
+
+<p>There is but one way to indicate or express what is going on in your
+mind. Your thoughts can be physically shown only by <em>muscular action</em> of
+some kind. Brain and nerve action are hidden, but muscle action can be
+perceived. If your <em>muscular action</em> expresses exactly the <em>idea</em> you
+desire and will and use it to manifest, your mind is able to get its
+<em>thought</em> across to another mind&mdash;<em>to sell</em> the idea.</p>
+
+<p>Conversely, if your muscle action&mdash;your outer, perceptible
+self&mdash;expresses something <em>different</em> from your thought intention, your
+mind has failed to make the true impression of your idea. It may be that
+an impression directly contradictory to your thought has been made by
+your muscles working at cross purposes. So the truth in your mind won't
+get across to the other man's mind&mdash;not because your <em>idea</em> was untrue,
+but because it has not been <em>physically interpreted</em> by your muscles as
+you <em>intended</em>. For example, you might stand so much in awe of a man you
+greatly admire that you would avoid speaking to him, and in consequence
+would <a name="Page_89" id="Page_89" />appear to him indifferent or cold. Your physical appearance would
+belie your intentions.</p>
+
+<p>Perhaps, if you have failed in life or have only partially succeeded,
+despite the qualifications you possess for complete success, your
+<em>muscles</em> may be principally to blame. The parts of your idea-selling
+equipment that <em>can be perceived in action</em> probably have not &quot;delivered
+the goods&quot; of sale correctly.</p>
+
+<div class="sidenote">How Knowledge is Accumulated</div>
+
+<p>Not only is your mind absolutely dependent on the muscular system of
+your body for any true <em>expression</em> of the real <em>you</em> inside; it
+likewise must depend on the activity of your various sets of muscles to
+get all the <em>incoming</em> sense impressions that make up whatever
+<em>knowledge</em> you have.</p>
+
+<p>Have you realized how your present fund of information was accumulated?
+Everything you know came into your conscious mind originally through
+impressions first made on your various &quot;sense&quot; muscles, and then
+transmitted by nerve telegraph to directly connected brain centers,
+which in turn passed on to their associated mind centers these original
+impressions of new ideas. Many repetitions of similar sense impressions
+were needed to register permanently in your mind your first conceptions
+of different colors, scents, etc. Thus you learned to think. The process
+was <em>started</em>&mdash;not by your <em>mind</em>&mdash;but by your various &quot;sense&quot; muscles.
+These received from your environment <a name="Page_90" id="Page_90" />impressions of heat, cold,
+softness, hardness, etc., and passed them in to associated brain-mind
+centers, which thus commenced to collect knowledge about the world which
+you entered with a mind <em>absolutely empty of</em> ideas.</p>
+
+<p>If a child might be born with a good brain, but with his general
+muscular system completely paralyzed, <em>he could learn nothing at all</em>
+regarding the world. He would have no conscious mind. No sense
+impression of smell, light, taste, sound, or feeling could be received
+by the brain of such a child; for no original perceptions of any kind
+could be taken in. He would be like a complete telegraph system with
+every branch office closed. No intelligence would be transmitted; since
+no message could be even filed for sending. Because of the paralysis of
+the sensory muscles, the child's conscious mind would remain blank.</p>
+
+<div class="sidenote">Each Mind-Center Must Be Developed Specifically</div>
+
+<p>Recall now that you have a <em>multiplex</em>, not a single brain. That is,
+your so-called &quot;brain&quot; is made up of innumerable, distinct &quot;brain
+centers&quot; which function quite independently of one another. No
+particular unit requires help from any of the others in order to do its
+especial work with full efficiency. <em>Each center attends only to its
+specific business in your life</em>. It rests, or relaxes from activity,
+when it has nothing to do; or when the particular muscles it governs are
+not in use. And, of course, when a <a name="Page_91" id="Page_91" />certain <em>brain</em> center rests or is
+inactive, its associated <em>mind</em> center also rests or is inactive.</p>
+
+<p>As already has been stated, the mind of a man is built up, <em>through</em> the
+brain instrument, by the <em>sense impressions</em> transmitted to his
+consciousness. In other words, <em>all he knows with his mind first came
+into his mental capacity from outside impressions of things and ideas</em>.
+The fewer the impressions that come into the mind through the brain, the
+less does a man know. And only the impressions that come into a
+<em>particular</em> mind center develop <em>that</em> center. (For example, the
+development of keenest eyesight by many <em>optical</em> impressions would not
+affect at all a man's ability to discriminate among the tones of music,
+would not give him &quot;a good <em>ear</em>.&quot;)</p>
+
+<div class="sidenote">Weak or Undeveloped Centers</div>
+
+<p>It is evident, therefore, that if a <em>particular brain center</em>
+temporarily or permanently is deprived of right and sufficient exercise
+in transmitting sense impressions, <em>its coordinated mind center</em> will be
+stunted in its growth or starved for lack of mental food. This is why a
+man is awkward in using his native tongue when he returns to the country
+of his birth after a long residence among people of a different nation
+where that language was not spoken. But a little exercise of his brain
+in transmitting again the sound of his native tongue will quickly
+stimulate his mind with the renewed supply of this particular mental
+food to which it formerly <a name="Page_92" id="Page_92" />was accustomed. In a few weeks he will use
+the old language naturally; whereas another man, who never had spoken
+it, would require years to build up such full knowledge from a start of
+complete ignorance of the language.</p>
+
+<p>Evidently, too, a <em>weak</em>, undeveloped brain center would be incapable of
+receiving <em>strong</em> mental impulses from its coordinated mind center, and
+of transmitting them in full strength to the particular muscles governed
+by that mind center. This is why, if a man's <em>brain center</em> of courage
+is undeveloped, even the most courageous <em>thoughts</em> will not make his
+body <em>act</em> bravely. His legs may run away against his will to fight. The
+physical instrument of his mind (his brain), and also certain associated
+sets of muscles, must be sufficiently exercised in the <em>action</em> of
+courage to build up within him the <em>physical structure</em> of fearlessness
+that will be instantly responsive to a <em>mental attitude</em> of bravery.</p>
+
+<div class="sidenote">Right Exercise for Development</div>
+
+<p>If for any reason the brain instrument is weak or undeveloped, it can
+handle only weakly either in-coming messages to the ego from the senses,
+or out-going impulses from the mind to the muscles. So, because of this
+undeveloped brain instrument, the full capability of neither the inner
+nor the outer man can be built up and put to use. Obviously, therefore,
+if one is ambitious to succeed, he needs to know and to practice the
+<em>coordinated mind-brain-muscle exercises</em> that will increase the
+quantity and <a name="Page_93" id="Page_93" />better the quality of his man capacity. Since he is a
+&quot;many-minded, many-bodied&quot; man, <em>general</em> physical and mental exercise
+will not develop the <em>particular</em> qualities required to assure his
+success. Each and every mind-brain-muscle set must be built up
+individually by <em>specific</em> exercises which strengthen <em>that particular
+unit</em> of the multiplex man. Then, of course, all his units should be
+taught to work <em>together</em> to make his success certain with his
+all-around capability fully developed and coordinated.</p>
+
+<div class="sidenote">The Discriminative-Restrictive Method</div>
+
+<p>Luther Burbank worked out &quot;discriminative-restrictive&quot; methods of growth
+that may be applied as successfully to men as to plants. He could not
+have built up the ability of a prune tree to produce <em>delicious</em> fruit
+if he had not fed into the tree structure, or instrument of production,
+a sufficient quantity and high quality of the <em>particular plant foods of
+deliciousness</em>. He restricted his experimental prune trees to the
+development of specific delicious qualities, by giving them no food
+except that <em>discriminatively</em> selected for his purpose. That is, he
+made them develop in one way and in one way only, when he was making a
+particular test.</p>
+
+<p>Similarly, as has been stated before, you can develop the specific <em>man</em>
+qualities you need to succeed. You must <em>feed</em> to a particular mind
+center, through the related brain center, <em>selected<a name="Page_94" id="Page_94" /> sense impressions</em>.
+These can come only from the coordinated set of <em>muscles</em> governed by
+that mind-brain center. Then you should <em>exercise</em> the specific brain
+center and set of muscles in the production of mental reflexes, or the
+mind fruit. Acts of courage, for example, are the fruit of brave
+thoughts.</p>
+
+<div class="sidenote">Brain Development</div>
+
+<p>A particular brain center, of course, will be strengthened both by the
+<em>food</em> of sense impressions it is given, and by the <em>exercise</em> of
+handling messages to and from the mind. The brain, or physical
+instrument of the mind, is like an intermediary or go-between of the ego
+and the body. It is of the utmost importance that it should do its work
+efficiently. Otherwise the full capability of neither the outer nor the
+inner man can be utilized.</p>
+
+<p>If Brown passes something to Jones, who passes it along to Smith; then
+Smith passes it back to Jones to be re-passed to Brown&mdash;Jones, the
+middle agent of transmission or handling instrument, whom we are
+comparing to the brain, might be so awkward, slow, and inefficient as a
+go-between that the possible ability of Brown and Smith in passing would
+be nullified or greatly hampered. But if the inefficiency of Jones is
+blamable to his inexperience, it evidently can be changed to efficiency
+by <em>sufficient right exercise</em> in passing. The more of that sort of work
+he does, in either direction, the better passer will Jones become.</p>
+
+<p><a name="Page_95" id="Page_95" />His exercise, however, must be <em>in passing</em> things, if <em>passing</em>
+capability is to be developed. He would not become a better and quicker
+<em>passer</em> by any amount of exercise in taking things apart, or in
+inspecting things&mdash;wholly dissimilar functions.</p>
+
+<div class="sidenote">Training in Passing</div>
+
+<p>Moreover, Jones would not become an expert passer of <em>glassware</em> as a
+result of practice in passing <em>bricks</em>, for the two kinds of things are
+not handled alike. Indeed, the man accustomed to passing bricks might be
+more likely to break glassware than another man who previously had no
+particular skill in passing anything. The expert brick-passer would be
+apt to forget sometimes that he was passing glass. His muscles might
+treat the fragile ware with the rough habit acquired in passing bricks.</p>
+
+<p>Plainly, discriminative-restrictive methods of training are required to
+perfect capability in any <em>particular</em> kind of physical passing; however
+much skill in <em>general</em> passing may have been developed. If Jones should
+become expert in passing pails of liquid, he would nevertheless need to
+train himself anew in order to pass frozen liquid efficiently in the
+form of cakes of ice. And, to particularize still more, it would be
+necessary for him to learn how to pass different liquids. Water and
+thick molasses in pails should not be handled alike.</p>
+
+<p>Similarly the various brain centers, as passers of different sense
+impressions and mental reflexes in and out, require, each of them&mdash;like
+Jones&mdash;the<a name="Page_96" id="Page_96" /> <em>specific</em> exercises that will develop <em>their several
+particular</em> abilities. The <em>individual brain unit</em> (as of courage,
+memory, judgment, etc.) is strengthened only by handling the in and out
+business of <em>its</em> coordinated muscles and mind center. Also, while a
+particular set of muscles and coordinate mind center are strengthening
+their brain center by the exercise they give <em>it</em>, they are both being
+developed by the same exercise of passing along sense impressions and
+thoughts to each other through the brain&mdash;like Smith and Brown.</p>
+
+<div class="sidenote">The Process Of Growth</div>
+
+<p>Returning to the comparison of Burbank's methods with man development,
+we perceive again how the principle of discriminative-selective training
+is applied to accomplish the growth of certain characteristics needed
+to assure a man's success. The plant wizard in his initial tests gave
+to his undeveloped prune trees particular food and conditions and
+treatment selected for the purpose of imparting specific qualities of
+deliciousness. A prune <em>somewhat improved</em> in deliciousness was
+the first result. Then from the product of that <em>improved</em> prune
+he started <em>another</em> cycle of development. He fed the selected food
+of deliciousness to the improved prune tree, and a fruit <em>more</em>
+delicious resulted. His work was simply plant breeding by the
+discriminative-restrictive method. Brain breeding is a similar process
+of <em>particularized, cumulative</em> development.</p>
+
+<div class="sidenote"><a name="Page_97" id="Page_97" />Begin With Specific Training of The Outer Man</div>
+
+<p>All the foregoing rather complicated explanation of &quot;psychological
+processes&quot; has seemed necessary to make a clear impression of the <em>right
+training methods</em> for building within you any quality you need to assure
+your success. You must begin by training your <em>outer</em> man.</p>
+
+<p>You can develop a particular mind-brain center (such as the center of
+courage) only by the discriminative-restrictive training of those
+portions of your <em>body</em> which are directly related in activity and
+responsiveness to that mind-brain unit of the multiplex YOU. Training of
+<em>any other</em> set of muscles will not develop the particular mind-brain
+center you want to build up, and would be a wrong procedure.</p>
+
+<p>You should <em>begin</em> with specific training of particular sets of <em>sensory
+muscles</em> because, as we have seen, that is the <em>natural</em> order of the
+process of growth. It is how you began to learn everything you know. You
+can increase and improve your present limited, conscious knowledge most
+effectively by taking into your mind from your <em>trained</em> particular
+senses <em>more and better</em> impressions than you ever have taken in before.</p>
+
+<div class="sidenote">Developing Persistence</div>
+
+<p>Suppose your success has been hindered by your lack of persistence. You
+need to develop <em>that quality</em> in particular. Let us see how the
+discriminative-restrictive principle should be applied specifically <a name="Page_98" id="Page_98" />to
+assure you of building <em>persistence</em> within yourself.</p>
+
+<p>First it is necessary that you discriminate between <em>this one</em> quality
+and <em>all others</em>; especially between it and the quality of
+<em>determination</em>. Very <em>different</em> training methods are required to
+develop persistence and determination respectively. When you are just
+&quot;determined&quot; to do a thing, your jaw muscles, your arm and back muscles,
+perhaps all your commonly known muscles, will be hardened <em>as long as
+you remain determined, but no longer</em>. They will relax when the occasion
+for determination has passed. The habit of instantly tensing your
+muscles temporarily whenever you need to be determined will very greatly
+strengthen and improve the efficiency of your brain-mind center of
+<em>determination.</em> But that <em>temporary</em> hardening of your muscles will
+only slightly affect the development in you of <em>characteristic
+persistence</em>.</p>
+
+<div class="sidenote">Developing Determination</div>
+
+<p>Hence the training of your muscles for building the habit of
+determination within you should be concentrated on exercise in <em>changing
+swiftly</em> from comparative laxity to <em>muscular tension</em>. That is, in
+order to accustom your <em>mind</em> to hardening with <em>determined thoughts</em>
+whenever determination is needed, you should train your <em>muscles</em> to
+harden <em>in coordination</em>, and thus to support your mental determination
+by the complementary <em>physical suggestion</em> of the same quality.</p>
+
+<p><a name="Page_99" id="Page_99" />You do not need to use determination <em>all the time</em>; so it will be
+sufficient if your muscles are taught to be <em>quickly responsive</em> to
+determination of mind on any occasion. (You know it helps you to carry
+out a resolution if you stiffen your body at the moment you make up your
+mind to do a thing, but <em>continued</em> stiffness of the body in
+determination would be a strain likely to weaken your power of action
+unless backed by a tremendous, stored-up reserve strength of muscles.)
+Begin your practice for the development of determination, then, by
+training your muscles to tauten the instant you think determinedly. Your
+brain-mind center of determination will also be strengthened by the
+exercise that builds up the supporting habit of muscle action in
+coordination. Millions of men have failed in life because their
+determined thoughts were not reenforced by stiffened backbones.</p>
+
+<div class="sidenote">Discrimination Between Determination and Persistence</div>
+
+<p>Now let us discriminate between muscle training to develop the
+characteristic of <em>persistence</em> and the training already described for
+the building of determination. In order to strengthen your persistence,
+you must transmit through the distinct brain center of persistence to
+the corresponding mind center, the impression of muscles <em>permanently
+developed in firmness</em>, not just capable of temporary hardening on
+occasion.</p>
+
+<p>The <em>characteristically persistent</em> man has gradually developed his
+lax-muscled, sagging, baby chin <a name="Page_100" id="Page_100" />into a jaw that is habitually firm,
+whether or not he happens to be determined to do anything at a given
+moment. His muscles do not sag utterly, even when he is asleep. He
+probably wakes up in the morning with his teeth clenched. So, whenever
+his coordinated brain-mind center perceives that the quality of
+persistence is required, and starts to apply it, the <em>mental impulse</em> to
+persist is backed by a <em>permanent firm muscle structure</em> that can stand
+up as long as the mind needs the physical support.</p>
+
+<div class="sidenote">A Slump in Determination</div>
+
+<p>In contrast, the man who is only characteristically <em>determined</em>, but
+who lacks <em>persistence</em> in his determination, has developed just the
+habit of hardening his muscles <em>for the time</em> he is determined on doing
+a particular thing. That does not exercise his muscles sufficiently to
+make them firm <em>all</em> the time, whether under tension or not.
+Consequently his determination is likely to slump if his resolution is
+subjected to a long strain. He does not possess muscular structure
+sufficiently strong to support persistence in his determination.</p>
+
+<p><em>Habitual lack</em> of firmness in the jaw muscles, as you know, results in
+a sagging chin; which detrimentally affects the brain-mind center of
+persistence. A man whose jaw habitually hangs loose may be capable of
+great <em>determination</em> for a while, but he is not <em>persistent in
+character</em>. He might clench his teeth, stiffen his body, and plunge into
+<a name="Page_101" id="Page_101" />the surf to rescue a drowning person; but his first resolution to
+effect the rescue would be weakened by the cold water and by fear. He
+lacks the quality of the bulldog that will die rather than loose its
+teeth from another dog's throat.</p>
+
+<div class="sidenote">Muscles Express and Impress Ideas</div>
+
+<p>The coordinated muscles <em>express</em> the mental attitude, as we have
+perceived; and equally they <em>impress</em> the mind with <em>their</em> attitude. If
+you have a sagging chin, you are incapable of the mental bulldog grip of
+persistence. So <em>tighten up your jaw muscles, and never let them hang
+utterly loose</em>, if you are resolved to develop the characteristic of
+&quot;stick-to-it-iveness.&quot; <em>Begin</em> with <em>muscle</em> training, for your muscles
+must be utilized to start the process of building up your brain-mind
+center of persistence.</p>
+
+<div class="sidenote">Developing Perception</div>
+
+<p>When you train the particular sense muscles that transmit external
+<em>impressions</em> to a particular brain-mind unit (the same muscles that
+reflexively <em>express</em> the ideas of that one part of your multiplex ego)
+you may be absolutely <em>sure</em> of developing a particular related
+characteristic. For example, if you want to sharpen your <em>perceptive</em>
+faculties so that you will see with the <em>eyes of your mind</em> much more
+than the <em>ordinary</em> man perceives, exercise your <em>physical</em> eyes in
+taking snap-shots that you can see clearly in detail <em>with your
+imagination</em> when you look away from an object after a glance at it. Try
+glancing at the furnishings of your room, then <a name="Page_102" id="Page_102" />shut your eyes and
+construct a mental picture. When this is definitely clear to you, open
+your eyes. The reality will be very different from your imagined
+picture. But <em>sharpen your perceptive faculties</em>, develop a &quot;camera
+eye;&quot; then the reality will be exactly impressed on your mind. Witnesses
+in court often contradict one another, in all honesty, simply because
+their ability to perceive actualities is not highly developed. In
+consequence, they get false mental impressions of happenings or things
+they severally have seen.</p>
+
+<div class="sidenote">Three Processes Of Mental Development</div>
+
+<p>There are but three <em>processes</em> of mental development:</p>
+
+<p>The first process comprises <em>getting information</em> from a <em>sense</em> to its
+associated <em>brain center</em>, which then makes the <em>mind</em> center conscious
+that particular information has been transmitted to it.</p>
+
+<p>The second process is <em>organizing</em> the information in the mind center,
+with relation to <em>other</em> information <em>previously</em> brought to the mind.</p>
+
+<p>In the third process the mind center directs its co-related brain center
+to send out certain <em>impulses of action</em> to the corresponding muscular
+structure.</p>
+
+<p>Let us analyze an illustration of these three processes of mental
+development. Suppose first you <em>hear</em> something that concerns a
+particular prospect for your &quot;goods of sale.&quot; Second, you comprehend the
+<em>significance</em> to you of what you have heard. Third, your mind directs
+your muscles to <a name="Page_103" id="Page_103" />make a particular <em>use</em> of what you have comprehended.
+The original mental impression has been <em>fully developed</em> because you
+employed all three processes. If you had not completed the cycle of
+development, you would have given your mind only partial exercise with
+what you heard.</p>
+
+<p>In order to become a master salesman, you must <em>take in</em> many
+impressions, perceive their <em>significance to you</em> and how you can make
+use of them, then <em>act</em> on your comprehension of what you have learned.
+There are countless failures in the world who might have been successes
+if they had not stopped their possible mental development at the first
+or second stages.</p>
+
+<p>A man might know an encyclopedia of facts, but be a failure.</p>
+
+<p>He might comprehend how to use his knowledge, and still be a failure.</p>
+
+<p><em>Success comes only to the man who acts most effectively on what he
+knows</em>.</p>
+
+<div class="sidenote">Right Practice Of the Three Processes</div>
+
+<p>In order to secure quick and effective results, the <em>practice</em> of the
+three necessary processes of development should be:</p>
+
+<p>First, <em>definitely conscious</em>. You need to <em>know just what</em> quality you
+want to develop in yourself.</p>
+
+<p>Second, <em>discriminative</em>. You must learn the <em>differences</em> between what
+you <em>want</em>, and what you <em>don't want</em> to develop in particular.</p>
+
+<p><a name="Page_104" id="Page_104" />Third, <em>restrictive</em>. It is necessary that in your training to develop a
+certain quality, you <em>concentrate</em> your practice on the respects in
+which this particular quality differs from other qualities.</p>
+
+<p>Most of us are pretty <em>definitely conscious</em> of what we want. We know
+just the qualities we would like to have. But very few people employ
+most effectively the <em>discriminative-restrictive methods of training</em> in
+their processes of development.</p>
+
+<div class="sidenote">Importance of Differentiation</div>
+
+<p>It is impossible to develop a particular quality fully if you only
+recognize its <em>likenesses</em> to other qualities. <em>Real mental development
+is accomplished only as a result of the recognition of differences</em>.
+After studying twins for a year, you still might be unable to tell them
+apart if you were impressed solely with their remarkable similarity to
+each other. Another man, with a mind discriminatively and restrictively
+trained to recognize differences, would learn in five minutes to
+distinguish the individualities of the twins.</p>
+
+<p>Almost phenomenal development can be attained by use of the
+discriminative-restrictive training method. The minutest distinctions
+can be perceived if one concentrates his practice for mental growth on
+the recognition of <em>differences only</em>. Individuals who have lost one
+or more senses become extraordinarily adept in detecting contrasts with
+their <a name="Page_105" id="Page_105" />other senses. A normal man, possessed of all his senses, is
+capable of even greater development of his powers of differentiation.</p>
+
+<p>You know how remarkably a blind man learns to &quot;see&quot; with his fingers
+and ears. But need you lose the sense of sight before you can comprehend
+the lesson of his example to you? You realize that you appear to lack
+many essential qualities of success. Know now that these are all merely
+<em>dormant</em> in you. They can be awakened and developed to an
+extraordinary degree if you train yourself consciously in the
+discriminative-restrictive use of all your sense tools. You would do it
+if you were blind. It certainly should be much easier to accomplish the
+desired transformation with your eyes open to aid your other senses.</p>
+
+<div class="sidenote">Whatever You Lack Now You Can Develop</div>
+
+<p>The significance of all this is that you need not be permanently
+handicapped in your sales-<em>man</em>-ship by any present lack of particular
+qualifications for success. <em>It makes no difference what you happen to
+be short of now</em>. By properly coordinating your brain-mind-muscle sets
+or centers, and by using all three in the processes of your development,
+<em>you can make yourself over almost miraculously</em>. Will power, courage,
+exact and wise judgment, persistence, patience, rapid thinking,
+constructive imagination&mdash;<em>any and all qualities you want</em> CAN be
+developed in you, even though they now seem not to exist.</p>
+
+<p><a name="Page_106" id="Page_106" />Your development is limited only by the practically limitless number of
+unawakened cells in your brain. Most of your potential mind centers are
+asleep yet. <em>You can wake up the slumberers with your various sense
+muscles, and vigorously exercise them into activity for your success</em>.
+You have been handicapped because you have been carrying so many
+&quot;dead-heads&quot; that ought to be working or paying their way.</p>
+
+<p><em>Remember that growth of any brain-mind center can be begun and
+continued only by the exercise of the coordinated set of sense muscles
+in transmitting impressions from outside yourself and in expressing your
+thoughts</em>.</p>
+
+<div class="sidenote">Your Limitless Brain Capacity</div>
+
+<p>The number of cells in the human brain has been estimated at from six
+hundred millions to two billions. The greatest genius who ever lived
+doubtless had scores of millions of brain cells that remained more or
+less idle, if not sound asleep, all his life. Nature has furnished you
+with a plentiful surplus of grey matter in your head. Do not be afraid
+that you will exhaust or tire out your brains by your self-development.
+<em>Put into your work all the brains you can waken with your various
+senses. And keep the alarm clocks wound up</em>.</p>
+
+<p>William James, the great psychologist, wrote, &quot;Compared with what we
+ought to be, we are only half awake. Our fires are damped; our drafts
+are checked. We are making use of only a small part <a name="Page_107" id="Page_107" />of our physical and
+mental resources. There are in every one potential forms of activity
+that actually are shunted from use. Part of the imperfect vitality under
+which we labor can thus be easily explained. One part of our mind dams
+up&mdash;even damns up&mdash;the other part.&quot;</p>
+
+<div class="sidenote">Growth Can Be Assured And Success Made Certain</div>
+
+<p>Can you become a big sales MAN? Of course! You have all the necessary
+tools to make yourself over in any way you will&mdash;your muscles, nerves,
+brain, and mind. Use them cooperatively, as they were meant to be used,
+<em>in their respective sets</em>&mdash;not as if you were a mental-physical unit.
+<em>To develop your sales manhood you need only to apply real thinking in
+the processes of your daily life</em>. Study out the reasons and effects of
+all your acts and expressions. Your experimental psychological
+laboratory should be yourself, undergoing at your hands the
+transformation from what you are to what it is possible for you to
+become. Begin making your man-stuff over. Each successive step will be
+easier to take. <em>Your growth, when you employ the right processes and
+methods, is certain</em>. Therefore your success in making yourself a big
+sales man can be <em>assured</em>.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_III" id="CHAPTER_III" /><a name="Page_108" id="Page_108" />CHAPTER III<br />
+
+<em>Skill In Selling Your Best Self</em></h2>
+
+
+<div class="sidenote">Practice Of the Art</div>
+
+<p>If you have developed real capability and first-class manhood, you have
+&quot;the goods&quot; that are always salable. But you realize now that the mere
+<em>possession</em> of these basic qualifications for success will not insure
+you against failure in life. You cannot be <em>certain</em> of succeeding
+unless you <em>know how to sell</em> true ideas of your best self in the right
+market or field of service, and until you develop <em>sales skill</em> by
+continual correct practice.</p>
+
+<p>We will assume that you have had little or no selling experience. You
+are conscious that you entirely lack sales art. Therefore, though in
+other ways you feel qualified to succeed in life, you may be dubious
+about your future. Perhaps you realize that <em>skill in selling</em> true
+ideas of your best capabilities is all you need to make your success
+certain. But you question, &quot;Can I be <em>sure</em> of becoming a skillful
+salesman of myself?&quot; You have no doubt of your ability to <em>learn</em> the
+selling process, but very likely you do not believe you ever could
+<em>practice</em> it with the art of a master salesman. Consequently you are
+not yet convinced of the certainty of your success.</p>
+
+<div class="sidenote"><a name="Page_109" id="Page_109" />Success Proportionate To Sales Skill</div>
+
+<p>Of course success cannot be absolutely assured in advance unless <em>every
+element</em> of the secret we have analyzed can be mastered. Hence it is
+necessary that you now be shown <em>certain ways</em> to sell ideas&mdash;ways that
+<em>cannot fail</em>, that are adaptable to the sale of <em>any</em> right &quot;goods,&quot;
+and that <em>you</em> surely can master. You need to feel absolutely confident
+that <em>if you follow specific principles and use particular methods, you
+can impress on any other man true ideas of your best capabilities</em>. When
+you become skillful in making good impressions, you certainly will be
+able to sell yourself into such chances to succeed as fit your
+individual qualifications.</p>
+
+<p><em>Your success with the best that is in you can be made directly
+proportionate to your skill as a salesman of &quot;your goods</em>.&quot; Mastery of
+the art of selling will enable you to cut down to the minimum the
+possibilities of failure in whatever you undertake. Remember that
+<em>success does not demand perfection.</em> There never was a 100% salesman.
+To be a success, you need only <em>make a good batting average in your
+opportunities</em> to sell. It is not necessary to hit 1000 to be a champion
+batsman in the game of life. Ty Cobb led his league a dozen years with
+an average under .400.</p>
+
+<div class="sidenote">Technique And Tools</div>
+
+<p>The <em>foundation</em> of sales art is <em>knowledge of selling technique</em>. So
+the first step in the process of developing your skill as a salesman of
+yourself is <a name="Page_110" id="Page_110" />the study of the <em>right tools</em> for making impressions of
+&quot;true ideas of your best capabilities.&quot; You must know, also, the
+scientific rules that govern the <em>most effective use</em> of these right
+tools. Technique, however, is only the <em>basic element</em> of salesmanship.
+On the foundation of your sales <em>knowledge</em> it is necessary to build
+sales <em>skill</em> that will completely cover up your technique. Your
+perfected sales art should seem, and really be <em>second nature</em> to you.</p>
+
+<p>Your salesmanship probably will be crude until you overcome the
+awkwardness of handling unfamiliar tools, or familiar tools in ways that
+are new to you. But &quot;practice makes perfect.&quot; The use of the right
+technique in selling true ideas about your best self will soon become
+natural.</p>
+
+<div class="sidenote">Making Success Easy</div>
+
+<p>The <em>skillful</em> sale of ideas is accomplished <em>without waste of time or
+energy in the selling process</em>. The unskillful, would-be salesman not
+only fritters away his own time and effort, he also wastes the patience
+and power of the man to whom he wants to sell his &quot;goods.&quot; The sales
+artist, however, gets his ideas into the mind of a prospect <em>quickly</em>,
+with the least possible <em>wear and tear</em> on either party to the sale. No
+one appreciates a fine salesman so thoroughly as the best buyer. Skill
+in selling true ideas about your particular qualifications will not only
+<em>assure</em> your success, but will make it <em>easy</em> for you to succeed.</p>
+
+<div class="sidenote"><a name="Page_111" id="Page_111" />Docking Your Sales-man-ship</div>
+
+<p>The skillful salesman is the captain of his own sales-man-ship. But in
+order to make certain of landing his cargo of right impressions he takes
+aboard the pilot Science to begin with, and then concentrates on four
+factors of the art of selling ideas:</p>
+
+<p>First, <em>discovering and traversing</em> the best channel into the prospect's
+mind;</p>
+
+<p>Second, <em>locating the particular point of interest</em> upon which the
+salesman's cargo can be most effectively unloaded;</p>
+
+<p>Third, <em>maneuvering alongside</em> this center of the buyer's interest;</p>
+
+<p>Fourth, <em>securely tying to</em> the interest pier so that the shipload of
+ideas may be fully discharged.</p>
+
+<p>The primary aim of the skillful salesman <em>when making port</em> is to get
+safely to the right landing place as soon as possible and with the least
+danger of failure in his <em>ultimate purpose</em> of completing the sale. At
+this initial stage of the selling process, however, he concentrates his
+thoughts on the <em>skillful docking</em> of his sales-man-ship. The <em>nature of
+the cargo</em> a sailor ship captain brings to port has little or nothing to
+do with the art of reaching and tying up to the pier. Similarly,
+whatever his &quot;goods of sale,&quot; the skillful <em>salesman</em> uses the same
+principles and methods to dock his salesman-shipload of ideas most
+effectively in the harbor of the prospect's mind. So the <em>art</em> you are
+studying is<a name="Page_112" id="Page_112" /> <em>standardized</em>. When you master it, you can apply it
+successfully to the sale of your best self or any other &quot;goods of sale.&quot;</p>
+
+<div class="sidenote">Reasoning And Argument Are Wrong</div>
+
+<p>Before considering the methods of selling that are most effective, it
+will be well to get rid of a mistaken idea that is all too common. A
+great many people regard reasoning power, or the force of pure logic, as
+an important selling tool. There are so-called salesmen who attempt to
+&quot;argue&quot; prospects into buying. Unthinking sales executives sometimes
+instruct their representatives to employ certain &quot;selling arguments.&quot;
+But the methods and language of the debater have no place in the
+repertory of a <em>truly artistic</em> salesman or sales manager.</p>
+
+<p>One debater never <em>convinces</em> the other. At best he only can <em>defeat</em>
+his antagonist. In a skillfully finished sale, however, there should be
+neither victor nor vanquished. The selling process is not a battle of
+minds. There is no room in it for any spirit of antagonism on the part
+of the salesman. So in your self-training to sell true ideas of your
+best capabilities, do not emphasize especially the value of logic and
+reasoning. If you use them at all in selling yourself, disguise their
+character most skillfully. <em>Never suggest that you are debating or
+arguing your qualifications</em> with prospective buyers of your mental or
+physical capacity for service. You cannot browbeat your way into
+opportunities to succeed.</p>
+
+<p><a name="Page_113" id="Page_113" />Most employers buy the expected services of men and women in order to
+satisfy their own <em>desires</em> for particular capabilities. Few will buy
+against their wishes. In order to sell your qualifications with certain
+success, you first must make the other man genuinely <em>want</em> what you
+offer. Almost always <em>mind vision</em> and <em>heart hunger</em> must be stimulated
+to produce desire. Therefore the most skillful salesman of himself does
+not use the words, tones, and actions of argument. In preference to cold
+reason and logic he employs the arts of <em>mental suggestion</em> and
+<em>emotional persuasion</em>.</p>
+
+<div class="sidenote">The Force of Suggestion</div>
+
+<p>Suggestion is especially effective in producing desire; because an idea
+that is merely <em>suggested</em>, and not stated, is unlikely to provoke
+antagonism or resistance. A suggestion is given ready access to the mind
+of the other man. Usually it gets in without his realizing that a
+<em>strange</em> thought has entered his head from outside. When he becomes
+conscious of the presence in his mind of an idea that has been only
+<em>suggested</em> to him, he is apt to treat it <em>as one of his own family of
+ideas</em> and not as an intruder. Naturally he is little inclined to oppose
+a desire that he thinks is <em>prompted by his own thoughts</em>. However, he
+would be disposed to resist the same wish if he realized it had been
+<em>injected</em> into his consciousness.</p>
+
+<p>All of us know the great force of suggestion; but there are very few
+people who so use words, <a name="Page_114" id="Page_114" />tones, and movements as to make the <em>most</em> of
+their power of <em>suggesting</em> ideas in preference to <em>stating</em> them.
+Probably no tool of salesmanship will be of more help in <em>assuring</em> your
+success than fully developed ability in suggestion, which is the
+skillful process of getting your ideas into the minds of others
+<em>unawares</em>.</p>
+
+<div class="sidenote">Words Are Doubted</div>
+
+<p>The <em>words</em> we use are intended to convey pretty definite meanings to
+listeners. If we are entirely honest in our words, we expect whatever we
+say to be taken at its face value as the truth. Yet each of us knows
+that his own mind seldom accepts without question the statements of
+other men, however well informed and honest they are reputed to be. You
+and I mentally reserve the right to believe or to doubt the written or
+spoken <em>words</em> of someone else; because they always enter our minds
+<em>consciously</em>. We know that the words we hear or read come from <em>outside
+ourselves</em>.</p>
+
+<p>The skillful salesman proceeds on the assumption that his words will be
+stopped at the door of the prospect's mind and examined with more or
+less suspicion of their sincerity and truth. Therefore the selling
+artist employs words principally for one purpose&mdash;to communicate to the
+other man information about such <em>facts</em> as cannot be introduced to his
+consciousness otherwise. Some facts can be told only in words. But a
+master of the selling process uses as few words as possible to convey
+<a name="Page_115" id="Page_115" />his meaning. He depends on his <em>suggestive tones</em> more than on what he
+says. He reenforces his speech with accompanying <em>movements</em> and
+muscular <em>expressions</em>, to get into the mind of the other man by
+<em>suggestive action</em> the true <em>ideas behind the words</em> used.</p>
+
+<p>Similarly when you bring your full capability to the market of your
+choice, you should not rely upon a mere <em>declaration</em> of your
+qualifications; and upon <em>word</em> proof, written or spoken, that you are
+<em>the</em> man for the job. Your words are unlikely to be taken at their face
+value. Any claims you have a right to make will be discounted heavily if
+you <em>say</em> very much about your own ability. You run the risk of being
+judged a braggart and egotist when you <em>talk</em> up your good points;
+though you may be telling no more than the plain truth.</p>
+
+<div class="sidenote">Tones and Acts Are Believed</div>
+
+<p>However, if your <em>tones</em> of sincerity and self-confidence denote really
+big manhood; and if your every <em>act and expression</em> indicate to a
+prospective employer that you are entirely capable of filling the job
+for which you apply, he probably will consider himself very shrewd in
+sizing you up. Really <em>you</em> have suggested to him every idea he has
+about you, but he will think <em>he</em> has <em>found</em> in you the very
+qualifications he desires in an employee. You can do more to sell
+yourself by the way you walk into a man's office than you could
+accomplish by bringing him the finest letters of introduction or by
+&quot;giv<a name="Page_116" id="Page_116" />ing him the smoothest line of talk about yourself.&quot; He is able to
+read the principal characteristics of the real You in your poise and
+movements and in the manner of your speech. <em>He will believe absolutely
+any characteristic he himself finds in you</em>. <em>What</em> you say to him may
+have little real influence on his judgment of you. But be sure that he
+will note <em>how</em> you speak; and will make up his mind about you from your
+tones and actions, rather than from your words. He will think the ideas
+you suggest to him are <em>his own original discoveries</em>.</p>
+
+<div class="sidenote">Suggestion By Tones And Acts</div>
+
+<p>Evidently, before you attempt to achieve success, it is very important
+that you study the <em>art of suggestion</em> by tones and actions. When you
+know the principles, you should practice this art until you make
+yourself a master of skillful suggestion.</p>
+
+<p>You need to know precisely the <em>effects</em> of tone <em>variations</em>, the exact
+<em>significance</em> of the <em>various</em> tones you can use. It is necessary also
+for you to comprehend not only that &quot;Every little movement has a meaning
+all its own,&quot; but <em>just what that meaning is</em>. When you are equipped
+with thorough knowledge of <em>how</em> to suggest particular ideas through
+tones and motions, you should practice using the principles and methods
+of suggestive expression you have learned, until it becomes second
+nature <em>always to speak and act with selling art</em>. Then you will be a
+skillful salesman, sure of your power to sell true ideas of your best
+capa<a name="Page_117" id="Page_117" />bility wherever you are. Your success will have been made certain
+through your sales <em>art</em> built on the foundation of your sales
+<em>knowledge</em> by your fully developed sales <em>manhood</em>.</p>
+
+<div class="sidenote">Discriminative Selective Method</div>
+
+<p>Your increased selling <em>skill</em> will result <em>naturally</em>, just as we have
+seen that you will <em>grow</em> naturally in sales <em>manhood</em>, if you employ
+the discriminative-selective method when training your human nature in
+the art of suggesting your best self. You need first to recognize the
+exact <em>differences</em> of significance among the various tones and
+movements at your command. Then your self-training in suggestive
+expression should be concentrated on the <em>particular ways</em> of speaking
+and acting that will best demonstrate your qualifications for success.
+Of course it is equally important to <em>eliminate all tones and movements
+that might suggest unfavorable ideas</em> about you. To make sure of your
+success, be certain that everything you do and say tells &quot;the truth, the
+whole truth, and nothing but the truth&quot; about your capabilities. It is
+necessary to make sure no word, tone, or movement carries the least
+suggestion that might possibly leave a false impression of the real You.</p>
+
+<p>Let us make a brief analysis now of words, tones, and acts&mdash;<em>the three
+means of suggestive expression which are the natural equipment of every
+man for conveying his ideas to the minds of others</em>. You cannot employ
+the discriminative-restrictive method <a name="Page_118" id="Page_118" />to develop your selling skill
+unless you know very definitely just <em>what</em> your different tools of
+expression are, and the almost infinite variety of <em>uses</em> to which they
+can be put.</p>
+
+<div class="sidenote">Four Rules About Words</div>
+
+<p>For the reasons already explained, words are of much less value than
+tones and movements in suggesting ideas the other man will admit to his
+mind unawares. But the sales efficiency of words can be very much
+increased if they are chosen with intelligent <em>discrimination</em>, and if
+the choice is <em>restricted</em> to words that have four qualifications.</p>
+
+<p>First, they should be <em>common</em> words.</p>
+
+<p>Second, <em>short</em> words are more forceful than long words.</p>
+
+<p>Third, words of <em>definite meanings</em> are preferable to mere
+generalizations.</p>
+
+<p>Fourth, words that make <em>vivid</em> impressions are most effective in
+suggesting ideas.</p>
+
+<div class="sidenote">Common Words</div>
+
+<p>When you employ words to sell true ideas of your best capability, choose
+words that everybody understands. Do not &quot;air your knowledge&quot; in
+uncommon language. Unless you are seeking a position as a philologist in
+a college, restrict yourself to every-day common speech when selling
+your personal qualifications. An important element in the skillful sale
+of ideas is making them as <em>easy</em> as possible for the other man to
+comprehend. If you use unfamiliar words, it sometimes will be hard for
+him to understand what you mean. <em>The truly<a name="Page_119" id="Page_119" /> artistic salesman avoids
+introducing any unnecessary element of difficulty into the selling
+process</em>. So you should discriminate against all unusual expressions and
+restrict yourself to the <em>common</em> words that are easy for any man to
+comprehend.</p>
+
+<div class="sidenote">Short Words</div>
+
+<p>A long word or phrase may convey your idea clearly, but <em>force</em> is lost
+in the drawn-out process. Remember that your <em>words</em> will meet the
+intuitive resistance of the other man's mind before they are admitted to
+his full belief. You cannot afford to sacrifice the driving-in power of
+the <em>short</em> word. Therefore, when your opinion is asked, it will be
+better salesmanship to say, &quot;I think&quot; so and so than &quot;It is my
+impression&mdash;&quot;</p>
+
+<div class="sidenote">Definite Words</div>
+
+<p>The <em>definite</em> word conveys a <em>particular meaning</em> to the mind of the
+other man, not merely a vague or general idea. Never say, when you apply
+for a position, &quot;I can do anything.&quot; That tells the prospective employer
+simply <em>nothing</em> about your ability. Particularize.</p>
+
+<div class="sidenote">Vivid Words</div>
+
+<p>It is of the utmost importance to make <em>vivid impressions</em> with your
+speech. You should employ words skillfully to produce in the mind of the
+other man <em>distinct and lifelike</em> mental images. He may not credit the
+words themselves, taken literally and alone. But he will believe in <em>the
+pictures the words paint in his mind</em>; because he will think he himself
+is the mental artist. He will not be suspicious of his own work. If you
+apply for a situation in a <a name="Page_120" id="Page_120" />bank, and the cashier seeks to learn whether
+or not you are safely conservative in your views, you can suggest in
+vivid words that you have the qualification he requires. You will make
+the desired impression if you say to him, &quot;I always carry an umbrella
+when it looks like rain.&quot;</p>
+
+<div class="sidenote">Tone Meanings</div>
+
+<p>Our analysis of the three means of self-expression turns now to <em>tones</em>.
+Rightly selected words are tremendously augmented in selling power when
+they are <em>rightly spoken</em>. Most men employ but a small part of their
+complete tonal equipment, and are ignorant of the <em>full sales value</em> of
+the portion they use. The master salesman, however, practices the gamut
+of his natural tones, and utilizes each to produce particular effects.
+Thus he supplements his mere statements with <em>suggestive shades of
+meaning</em>. The <em>way</em> he says a thing has more effect than the words
+themselves.</p>
+
+<p>Conversely tone <em>faults</em> may have a disastrous effect on one's chances
+to succeed. For illustration, ideas of mind, of feeling, and of power
+can be correctly expressed by the discriminative use of particular
+<em>pitches</em> of tone. But a wrong pitch, though the words employed might be
+identical, would convey a directly opposite and false impression.</p>
+
+<div class="sidenote">Mental Pitch</div>
+
+<p>Suppose you are appealing only to the <em>mind</em> of your prospective
+employer&mdash;as when you quote figures to him&mdash;you should restrict your
+tone temporarily to the mental pitch. You are just conveying <a name="Page_121" id="Page_121" />facts now.
+Therefore the &quot;matter-of-fact&quot; tone best suits the ideas expressed.
+Since it fits what you are saying, the way you speak impresses the other
+man with the suggestion that <em>your tone and words are consistent</em>.
+Therefore his mind has no inclination to resist the mental pitch on this
+occasion. He admits your figures to his conscious belief more readily
+than he would credit them if spoken in an emotive or power tone. Such
+tone pitches would strike him as out of place in a mere statement of
+fact.</p>
+
+<div class="sidenote">Tone Faults</div>
+
+<p>If your prospective employer asks how old you are, and how many years of
+experience you have had, and you reply in a tone vibrant with emotion or
+in a deep tone of sternness, the wrong pitch certainly will make a bad
+impression on him. By employing an inconsistent pitch when stating
+facts, you might &quot;queer&quot; your chances for the position you most desire.
+The tone fault in your salesmanship would lie about your real character.
+The man addressed would think you were foolish to use such a pitch in
+merely imparting a bit of <em>information</em> to his mind. He would expect you
+to employ for <em>that</em> purpose simply a <em>head</em> tone, not a chest tone nor
+an abdominal tone. The head tone, when used to convey matters of <em>fact</em>,
+aids in convincing the <em>mind</em> of the other man because <em>it is the pitch
+that fits bare facts</em>&mdash;the tone of pure mentality.</p>
+
+<div class="sidenote"><a name="Page_122" id="Page_122" />When Mental Tone Should Be Used</div>
+
+<p>This mental, or head tone, is most effective in gaining <em>attention</em>, in
+conveying <em>information</em>, in arousing the <em>perceptive faculties</em> of
+another mind. <em>Restrict its use to these purposes only.</em> The mental tone
+is not pleasing to the ear. It is pitched high. It suggests arguments
+and disputes. It is the provocative tone of quarrels. So it should be
+employed most carefully, with every precaution against giving offense by
+its <em>insistence</em>.</p>
+
+<p>Avoid its use for long at a time. Its very monotony is apt to irritate.
+The high pitch suggests a mental challenge to the mind of the other man,
+and hence arouses his mental tendency to opposition. The unskillful
+<em>over-use</em> of head tones may ruin a salesman's best opportunity to gain
+a coveted object.</p>
+
+<p>There are times, however, when it is necessary that you should
+insist&mdash;briefly. If you do so <em>artistically</em>, and do not persist in the
+high, mental, rasping tone; but change to the lower, emotive, chest tone
+very soon after your insistence on the other man's attention, you will
+not hurt your chances. It is the <em>continued</em> use of the head tone that
+is to be avoided.</p>
+
+<div class="sidenote">Emotive Pitch</div>
+
+<p>The <em>emotive</em> (chest or heart) pitch dissipates opposition as naturally
+as the mind tone provokes a quarrel. Even a hot argument can be ended
+without any lasting ill-feeling if the disputants conclude with hearty
+expressions of good will for one <a name="Page_123" id="Page_123" />another. The same words spoken in head
+tones would increase the antagonism by suggesting sarcasm or
+insincerity. The resonant chest tone suggests that it comes from the
+speaker's heart. The <em>hearer's</em> heart makes <em>his</em> mind believe the heart
+message conveyed by the emotional pitch of the other man's voice.</p>
+
+<p>Therefore if you want your ideas to penetrate a man's <em>heart</em>, don't aim
+your tone <em>high</em> at his head. <em>Lower</em> it to the pitch of true
+friendliness, of comradeship, of human brotherhood. Aim at <em>his</em> breast
+with <em>your</em> breast tone. Do not fawn or plead, however, when selling
+ideas of yourself. You can persuade best by suggesting that you have
+brought all your manhood to render the other man a real service. This
+suggestion will induce a feeling of <em>respect</em> for you, which will
+certainly be followed by willingness of the prospect to let you show him
+you are able &quot;to deliver the goods.&quot;</p>
+
+<div class="sidenote">Danger of Over-using Head Tone</div>
+
+<p>Some people suggest by the over-use of head tones that they depend
+altogether on what they <em>know</em> to achieve success. They make the
+impression that they expect their high degree of <em>mentality</em> to open
+chances for them to succeed. &quot;They know they know&quot; their business; so
+when they secure opportunities to demonstrate their capabilities, they
+emphasize too much what they <em>know</em>. They are apt to use the mental tone
+continually. Perhaps the prospective employer needs a man of ex<a name="Page_124" id="Page_124" />actly
+such knowledge as is possessed by the candidate he is interviewing. But
+if when presenting his qualifications the applicant rasps the ears of
+his hearer for a long time with high-pitched head tones, the listener
+intuitively becomes prejudiced. He is impressed with the suggestion that
+the speaker is a &quot;know-it-all&quot; fellow. The employer is likely to turn
+down his application because of the unskilled tone pitch in which it is
+made.</p>
+
+<div class="sidenote">Sing-Song Parrot Talk</div>
+
+<p>When a man has talked glibly and fast about superior qualifications he
+knows he possesses, it dazes him if his exceptional capabilities fail to
+win him the job for which he is particularly fitted. He cannot
+comprehend why another applicant who plainly is not so well qualified
+should be chosen. But his voice has suggested to the employer that
+everything he said was just &quot;parrot talk.&quot; Thousands of bright &quot;parrots&quot;
+remain failures all their lives for no other reason than their utter
+inability to get inside the <em>hearts</em> of other men. The ordinary
+canvasser who trudges from house to house with his &quot;sing-song&quot; patter
+has grown into the bad habit of using head tones almost exclusively. As
+a natural reflex of the unpleasant impression he makes with his voice,
+it is a common experience to have a door slammed in his face.</p>
+
+<div class="sidenote">Getting Around Mental Barrier</div>
+
+<p>The master salesman comprehends that the <em>mentality</em> of a prospect is a
+barrier to his <em>emotional</em> expression. That is, the mind is an alert
+sentinel <a name="Page_125" id="Page_125" />on guard to protect the <em>heart</em> from its own impulses to
+unthinking action. So the skillful salesman when making his &quot;approach&quot;
+<em>goes around</em> the mind side of the prospect to the emotional side, where
+there is no hostile guard. He knows that &quot;the hearts of all men are
+akin,&quot; and that &quot;the hardest heart has soft spots.&quot; He realizes it is
+bad salesmanship to challenge the sentinel mind of the prospect in a
+mental tone. So the salesman artist makes <em>his</em> tone resonant with chest
+vibrations that stimulate the direct response of the <em>other</em> man's
+heart. <em>He works at first to draw out fellow feeling, not to drive his
+ideas into the head of the prospect.</em></p>
+
+<div class="sidenote">Talking Like a Brother</div>
+
+<p>The mere presentation of <em>thoughts</em>, or <em>mental pictures</em> of goods, is
+not enough to induce a prospect to buy. The master salesman comprehends
+that he has to deal with the <em>dual personality</em> of the individual he
+plans to sell. Therefore from the very beginning of his interview he
+works to open the mind of the other man by first establishing a unity of
+human feeling between his own heart and the heart of his prospect. He
+uses the <em>emotive</em> tone. He &quot;talks like a brother.&quot; Of course he is
+careful not to exaggerate this show of fellow feeling. He uses a
+&quot;hearty&quot; tone without appearing in the least degree hypocritical. When
+their <em>hearts</em> are in accord, the other man is prepared to agree
+<em>mentally</em> with the salesman.</p>
+
+<div class="sidenote"><a name="Page_126" id="Page_126" />Power Pitch</div>
+
+<p>The third pitch of your voice as a salesman is the <em>power</em> tone. It can
+be used skillfully to suggest that you have the force required to
+succeed. It is the pitch that comes from deep down and that calls into
+play the powerful abdominal muscles. It is not necessarily a loud tone,
+however. Often it is low, with a suggestion of immense reserve strength
+behind it. With the power pitch you can <em>command</em> in a simple request
+which, spoken in a higher tone, might be refused because it would lack
+the suggestion of force. In order to succeed, you sometimes must employ
+power. When a situation requires a demonstration of your strong
+personality, augment the force of your words and acts by using the tone
+pitch that suggests the power of the big muscles of your waist.</p>
+
+<div class="sidenote">When to Use Power Tone</div>
+
+<p>Employ the emotive tone to convey ideas of your truthfulness and honor.
+Show your courtesy and kindness with the heart pitch; use it to manifest
+your real desire to be of service to your prospect. But suggest your
+solidity and capacity for good judgment by employing the pitch of power.
+With its aid you can convince your prospect of the enduring quality of
+your best characteristics; you can deny disparagement or doubt of your
+ability; you will be able to brush aside unfounded objections; you can
+compel respect.</p>
+
+<div class="sidenote"><a name="Page_127" id="Page_127" />Tone Units</div>
+
+<p>The discriminative use of various <em>units</em> of tone is as helpful in
+making suggestive impressions as is the employment of character pitches.
+The one-tone voice does not augment the force of words. &quot;Yes&quot; said with
+but one tonal unit is not nearly so powerful as &quot;Y-es&quot; in two tones, the
+second pitched low. A two-tone &quot;Y-es&quot; with the second unit high-pitched
+suggests the very opposite of plain &quot;Yes.&quot; It implies &quot;No,&quot; or a
+question instead of an affirmation. Sometimes it is advisable to suggest
+&quot;No&quot; when the word itself if spoken bluntly would give offense. You can
+convey the idea of skepticism or denial by using two tone units
+skillfully pitched in saying &quot;Y-es.&quot;</p>
+
+<p>While you ordinarily can double the effectiveness of your tone by using
+two units, and you may treble the effect if you employ three (as in the
+exclamation A-ha-a!), if you attempted to use more than three units of
+tone in any ordinary circumstances you would be likely to appear odd or
+fantastic, if not foolish. So be careful not to over-do the employment
+of multiple tone units to stress your meaning.</p>
+
+<div class="sidenote">Placing Tones</div>
+
+<p>There is selling value, too, in the <em>placing</em> of tones in your mouth. A
+tone placed far forward indicates lack of thought and instability. It is
+the tone we associate with &quot;lip judgments.&quot; On the contrary, hidden
+thoughts, unwillingness to tell all you know, are suggested by tones
+placed far back <a name="Page_128" id="Page_128" />in your mouth. The middle-of-the-mouth tone makes the
+impression that the voice is properly balanced, and suggests the
+associated idea of mind balance. Avoid the extremes in placing your
+tones, if you would make certain of the most effective use of your voice
+in selling ideas. Convince and persuade by employing the secure,
+trustworthy tone of the &quot;happy medium.&quot;</p>
+
+<div class="sidenote">Bad Habits</div>
+
+<p><em>Undoubtedly you have little bad habits that tell lies about
+you</em>&mdash;habits in the use of words, habits of tone, and especially habits
+of action. When you fully understand the significance of <em>what</em> you say,
+and of <em>how</em> you say it, and of the things you <em>do</em>&mdash;the effects
+produced on other men&mdash;you will <em>start changing your bad characteristics
+into good factors</em> that will certainly help you to succeed. So study
+yourself most carefully, in order to learn what your habits are, and
+their meanings.</p>
+
+<div class="sidenote">Significance Of Movements</div>
+
+<p>Ordinarily a man is conscious of his words and tones, but he often
+<em>does</em> things unconsciously. Probably you realize only vaguely or not at
+all just what your various <em>actions</em> suggest to people who observe you.
+Therefore it is of the greatest importance that you study the
+significance of <em>discriminated movements, gestures, and facial
+expressions</em> as aids or hindrances to the making of true impressions of
+your best capabilities. You should <em>restrict yourself to acts that make
+the best impressions.</em></p>
+
+<p><a name="Page_129" id="Page_129" />Movements, and their results, may be analyzed under three heads: <em>Poise,
+Pose</em>, and <em>Action</em>.</p>
+
+<div class="sidenote">Poise</div>
+
+<p>It is a phenomenon of psychology that the balancing of the body suggests
+mental balance. Conversely, if the body is out of balance, there is the
+suggestion that the mind is no better poised. That is, if a man cannot
+keep his balance physically, we have an intuition that he is mentally
+off his equilibrium. Correct poise of course involves correct body
+support, and suggests a rightly supported mind. <em>Hence you can make the
+impression, merely by the way you stand and walk, that you are a person
+of well-poised judgment</em>. You may hurt your chances very much if it
+seems necessary for you to prop your body with your legs. The man who
+stands with his feet wide apart is out of balance, and is easily tipped
+over. The impression made by the incorrect poise is that such a man must
+be unable to stand by himself like normal men. The law of the
+association of ideas then immediately suggests that his thoughts are
+similarly unable to stand unless propped.</p>
+
+<p>Incorrect poise of the body has another bad effect in the sale of ideas.
+It makes the impression of <em>abnormality</em>. Being unusual, it distracts
+attention from the salesman and his capabilities, and turns it to his
+lack of balance. You realize that in order to sell your ideas
+effectively you need the <em>concentrated attention</em> of your prospect. It
+will <a name="Page_130" id="Page_130" />help you to succeed in life if you perfect yourself in the
+skillful poising of your body and its members so that you will be able
+to appear perfectly balanced in any normal position.</p>
+
+<p>If you teeter from side to side, or rock back and forth on your heels
+when you are talking to a man whom you want to impress with your
+stability of character, you will undermine everything you <em>say</em> by what
+you <em>do</em>. Of course you should not stand stiffly. Your leg posts are
+designed to serve as a flexible pedestal for your body. Your ability to
+shift your weight from one foot to the other easily without losing your
+balance suggests associated capability of your mind to keep your
+judgment in balance. If you have a correctly poised mind, it <em>can</em>
+balance your body.</p>
+
+<div class="sidenote">Pose</div>
+
+<p>The <em>poses</em> of your body, too, are suggestive of ideas about your mental
+make-up. The quiet pose aids in making impressions of the qualities of
+solidity of purpose, of calmness, of confidence, etc. The active pose is
+suggestive of enthusiasm, force, hustling, and the like. Your pose
+should be suited to the vocation you have chosen. In a bank, for
+instance, the quiet pose of assured efficiency perfectly suits the
+atmosphere of safety and security. In a factory, on the other hand, you
+are likely to make a better impression with a much more active pose that
+matches the energy and speed of manufacturing operations.</p>
+
+<p><a name="Page_131" id="Page_131" />You should not, however, take any pose as a <em>pretense</em>. Whatever poses
+you employ to augment the things you say should be used as <em>means for
+the better communication of truth, not to falsify</em> in any degree. And
+you will need to be extremely careful lest you over-do a particular pose
+and suggest affectation. Doubtless you have characteristic poses.
+Analyze yourself. <em>Determine what your habits of pose mean to other
+people</em>. Then make such changes in your characteristic poses as will
+signify only the best traits you have.</p>
+
+<div class="sidenote">Action</div>
+
+<p>Next we will make a brief study of <em>actions</em> from four viewpoints.</p>
+
+<p>First, the <em>lines</em> of action;</p>
+
+<p>Second, the <em>directions</em> of action;</p>
+
+<p>Third, the <em>planes</em> of action;</p>
+
+<p>Fourth, the <em>tension</em> or the <em>laxity</em> of action.</p>
+
+<div class="sidenote">Lines of Action</div>
+
+<p>All movements are in straight, single curved, or multiple curved <em>lines
+of action</em>. Each of these classes of movements creates a <em>particular
+impression</em> when it is perceived&mdash;an impression very different from that
+produced by movements of either of the other classes. It will help you
+greatly in your ambition to succeed if you understand the <em>exact
+significance</em> of your every action along the various lines, and if you
+employ intelligently the right movements to suggest the particular ideas
+you wish to convey.</p>
+
+<p><a name="Page_132" id="Page_132" />The straight gesture always indicates an appeal to mentality. Use it to
+aim ideas at the other man's <em>mind</em>.</p>
+
+<p>The single curve, or wave movement, invariably denotes feeling. Employ
+it to reach into the breast of the other man and influence his <em>heart</em>.</p>
+
+<p>The gesture of double curves signifies power. It should be employed to
+<em>dominate</em> both the mind and actions of the prospect&mdash;to <em>make</em> him
+<em>think</em> and <em>do</em> the things you will.</p>
+
+<div class="sidenote">Directions Of Actions</div>
+
+<p>The different <em>directions</em> of actions also suggest various ideas. Your
+selling purpose is to get ideas over from your mind to the mind of the
+other man. It is especially important that the direction of your
+gestures should conform to your sales intention. Every movement you make
+to aid your purpose should suggest your mental action <em>toward</em> the
+prospect, or <em>away from</em> yourself. It should signify that you are taking
+something out of your mind and offering it to his. Of course you don't
+<em>break into</em> his head with your idea and force him to receive it. You
+just bring it to the front porch of his mind. Then, if you have been
+skillful in your salesmanship, <em>he</em> will open the door of interest after
+<em>you</em> ring the bell of attention, and will permit your idea to enter his
+thoughts. But he is unlikely to admit it unless by some indication
+<em>from</em> you <em>to</em> him he knows what is expected of him.</p>
+
+<p><a name="Page_133" id="Page_133" />If you gesture toward yourself when expressing your thoughts, you do not
+suggest to the other man that he take in your ideas. Instead you
+concentrate his attention on your selfishness and your individual
+opinion. The characteristic gestures of the typical old peddler are
+displeasing because they are made in the wrong <em>direction</em>. He holds his
+arms close to his body and gesticulates toward himself. He makes the
+impression that he does not have your interest at heart in the least,
+but only his own.</p>
+
+<div class="sidenote">Affirmation And Denial</div>
+
+<p>An up-and-down movement suggests something standing. It has the
+associated significance of vitality or life. Conversely, a side-to-side
+gesture suggests similarity to things lying down, lack of vitality, or
+the death of ideas. By holding yourself erect you make a very different
+impression of your energy than would be made were you to lean to one
+side. You can affirm a statement by an up-and-down movement of your hand
+or by a nod of your head. You deny suggestively with a horizontal
+gesture or by shaking your head from side to side.</p>
+
+<div class="sidenote">Levels of Action</div>
+
+<p>The significance of action on different <em>planes</em> or <em>levels</em> is seldom
+appreciated. The level of eye action is of especial importance in
+suggesting particular ideas.</p>
+
+<p>When you look another person in the eye, you convey to him the idea of
+direct mental energy.<a name="Page_134" id="Page_134" /> You suggest the straight action of your mind in
+team-work with his. Your eye action on the same level indicates to him
+that you are thinking on the <em>practical</em> plane.</p>
+
+<div class="sidenote">Lifting Prospect's Thoughts</div>
+
+<p>But if your eyes repeatedly focus above the level of the other man's
+eyes, you make the impression that you are an <em>idealist</em> rather than a
+practical person. What you say will not seem to him to apply directly to
+his case. He will not feel the personal, or man-to-man contact of your
+thoughts. Sometimes, however, it is important to lift your eyes when
+talking to a prospect, in order to suggest that he lift his thoughts
+from the level of mere selfishness. By your suggestive eye action on the
+upper plane you may stimulate in him a higher vision of possibilities or
+an insight into the future, if he seems inclined to take a strictly
+practical view of his present needs only.</p>
+
+<p>When you look below the eye level of the other man, you indicate (1)
+modesty, if the movement is directly down; (2) shame, if the movement is
+a little to one side and downward; (3) disgust, if your eyes look far
+down and far to the side.</p>
+
+<div class="sidenote">Tensity and Laxness</div>
+
+<p>The <em>tensity</em> or <em>laxness</em> of your muscles when you are in the presence
+of a prospect will suggest to him very diverse ideas. Both tensity and
+laxity of muscles can be used to good effect in selling. Your muscles
+should appear somewhat tense when you are <em>presenting</em> ideas, in order
+to make the impres<a name="Page_135" id="Page_135" />sion that your mind is fully active. Conversely, by
+normal relaxation of your muscles when you are <em>listening</em>, you suggest
+the receptivity of your mind and your entire readiness to take in ideas
+from outside. When you show your muscles are relaxed, you also indicate
+that you are perfectly at ease and unafraid of objections or criticism.
+If you were to sit tense under criticism, you would suggest that you
+felt the necessity of fighting back. But you disarm disparagement of
+your capabilities when you appear entirely at ease while you listen.</p>
+
+<div class="sidenote">Introduction To Study of Sales Art</div>
+
+<p>The brief outline in this chapter of fundamental principles of selling
+<em>skill</em>, and of the methods by which ideas may be conveyed through
+artistic suggestion, is just an introduction to your study and
+comprehension of the successive steps of salesmanship practice which are
+to be analyzed in the remaining chapters of this book. The limitations
+of our present space have made it impossible to do more than summarize
+here the chief factors of art in selling ideas. You will need to master
+the remainder of the book in order to amplify and to apply most
+effectively in practice the general principles and methods that have
+been outlined.</p>
+
+<p>Surely you now are convinced that skill in selling is not a vague
+mystery, not a natural gift, not something impossible for <em>you</em> to
+attain. Every element of sales art can be analyzed in detail. You <a name="Page_136" id="Page_136" />are
+learning <em>exactly how</em> to sell the true ideas of your best capability.
+Practice of what you learn will perfect your salesmanship.</p>
+
+<div class="sidenote">Success Certain</div>
+
+<p>There is absolutely no doubt that you can master the right principles
+and methods. By continual practice you surely can become skillful in
+their daily use. When you make yourself adept in the art, you
+<em>certainly</em> will be able to sell your particular qualifications
+successfully.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_IV" id="CHAPTER_IV" /><a name="Page_137" id="Page_137" />CHAPTER IV<br />
+
+<em>Preparing to Make Your Success Certain</em></h2>
+
+
+<div class="sidenote">Be Ready When Your Chance Comes</div>
+
+<p>Thousands of men have failed in life because they were not ready when
+their best chances for success came. Some of these golden opportunities
+slipped away unrecognized. Others, though perceived, could not be
+grasped. The men to whom they were presented had not prepared to hold
+and use such chances whenever they might arrive.</p>
+
+<p><em>If you would make your success a certainty, you must get all ready for
+it in advance</em>. Then you will not be taken unawares when you find your
+big chance. If you are thoroughly prepared, you will sight it quickly,
+realize its full value, and seize it with complete confidence in your
+ability to make the most of it.</p>
+
+<p>Before you seek it, be sure of your entire readiness for the opportunity
+you especially want. You can much better afford to wait a little while
+for <em>certain</em> success than to rush, unready, into the field of your
+choice, risking the likelihood of failure that could be guarded against
+by intelligent preparation to succeed.</p>
+
+<div class="sidenote"><a name="Page_138" id="Page_138" />Do Not Start Unprepared</div>
+
+<p>A young man was offered a position of fine opportunity with a great
+banking house. His ambition was to build his career in that particular
+organization. But when the duties of the proffered situation were
+explained to him, he declined to undertake them at once; though he
+risked the chance that he might not get another such opportunity for
+employment by the financial institution of his choice.</p>
+
+<p>&quot;I am sorry,&quot; he said to the cashier, &quot;but I do not know enough about
+accounting to fill that job now. It will take six months of hard work
+evenings to train myself to fit your needs. Please give me other
+employment in the bank meanwhile, so I'll be able to study the job at
+close range while getting ready for it.&quot;</p>
+
+<p>This was excellent salesmanship. The candidate suggested in his words,
+tones, and actions that he recognized a real opportunity, that he
+comprehended all it involved, that he was willing to prepare himself
+adequately, and that he felt certain of his ability to fill the place
+after completing the necessary preparation.</p>
+
+<p>The bank, however, was in immediate need of his services in the position
+offered to him. So the cashier, who had been very well impressed by the
+young man's attitude, told him to take the place, and offered to supply
+him with an accountant aide for six months.</p>
+
+<div class="sidenote"><a name="Page_139" id="Page_139" />Keeping the Opportunity Open</div>
+
+<p>&quot;I would rather not,&quot; the applicant persisted in declining. &quot;I mean to
+keep on climbing toward the top in this bank, once I get started; and I
+don't want to begin as a cripple. I couldn't give thorough satisfaction
+now, even with an assistant on the accounting. It is not good business
+for me to start by making a poor impression. I'd prefer that you do not
+think of me as a man for whom excuses need to be made. I wish to
+commence my work in that job, when I am ready, with your complete
+confidence that I can handle it&mdash;not as a weak sister.&quot; He smiled
+winningly.</p>
+
+<p>The failure of so skillful a salesman of ideas was simply <em>impossible</em>.
+There is no getting away from such a high quality of salesmanship. The
+cashier bought the present and prospective services of the young man who
+had demonstrated <em>at the outset</em> his comprehension of the <em>first
+importance of preparation.</em> The opportunity was kept open six months for
+the applicant in training, while he fitted himself for his future job.
+This successful salesman of true ideas of his best capabilities is now a
+vice-president of the great financial institution.</p>
+
+<p>&quot;But,&quot; you say, &quot;suppose the cashier had been unable to wait, would not
+the young man's over-emphasis of his attitude on preparation have
+<em>prevented</em> him from succeeding in his ambition?&quot;</p>
+
+<p>No! A single turn-down cannot cause the failure of a successful
+salesman. If that cashier had not <a name="Page_140" id="Page_140" />appreciated the worth of the
+candidate, an officer of some other bank certainly would have had a
+clearer vision of his value. The applicant might have been balked
+temporarily in his ambition. The best salesman occasionally has to try
+and try again. But a successful career for that young man was assured in
+advance. From the very start he was &quot;certain to get there.&quot;</p>
+
+<p>On the other hand, if he had risked making a disappointing impression in
+his new job, he might have taken the first step toward failure. Suppose
+he had begun the work for which he was unprepared, and then had made
+serious mistakes due to his unfitness. His record would have been
+blemished. His ability might have been questioned. He prevented such
+possibilities by <em>making sure his preparation was adequate</em> before he
+accepted his big chance.</p>
+
+<div class="sidenote">Preparation Should Be Two-fold</div>
+
+<p>Your preparation for certain success must be two-fold. You need to
+prepare yourself in ability first <em>to perceive</em>; then <em>to appreciate the
+full value</em> of what you see. Golden opportunities are all about you. If
+you do not recognize them, or if you perceive but slight value in the
+signs of rich chances to succeed, you will fail because of your
+unreadiness.</p>
+
+<p>Many a farmer in Oklahoma cursed his &quot;bad luck&quot; after he sold a farm on
+which a gusher was later discovered. But the oil had been there all <a name="Page_141" id="Page_141" />the
+time. The &quot;luckless&quot; farmer simply did not <em>perceive</em> the indications of
+wealth under his plodding feet; or, if he saw signs of oil, he did not
+realize that they <em>denoted</em> the possibility of millions.</p>
+
+<div class="sidenote">Developing Perception</div>
+
+<p>Perception can be broadened almost immeasurably. The physical eye, if
+normal and thoroughly trained, is fitted to be &quot;all seeing.&quot; <em>So can
+your mind be made capable of widest vision over all the fields of
+possible opportunity</em>. Some are within your present mental view, others
+you can see only after going farther or climbing higher in knowledge.
+The biggest possibilities of success cannot be comprehended in their
+entirety by narrowed mental sight.</p>
+
+<p>The first essential of preparation to succeed is that you <em>open your
+eyes fully, and look all around you</em> for the opportunities within range
+of your vision. There are so many <em>close at hand</em> that your search would
+better begin right where you are. Even if eventually you seek far for
+the best chance to succeed, do so with thorough knowledge of what is
+near by. Before you leave your present environment, have an intelligent
+conviction that you are capable of a bigger or different success than is
+to be found within your immediate reach.</p>
+
+<p>Also see and comprehend the especial <em>difficulties</em> you will find close
+at hand. It does not always pay to remain in &quot;the old home town.&quot; Often
+a young man needs to go to a community of strangers to <a name="Page_142" id="Page_142" />gain
+appreciation of his ability. It is likely to be hard for him to win
+success among people who knew him as a boy and who still regard him as
+immature. He may find it much easier to succeed in a neighboring town.</p>
+
+<p>It is possible to make the greatest success turn aside from beaten
+paths, leave the accustomed haunts of the successful, and go to a place
+where no such success ever before has been established. The Mayo
+brothers compelled their success as world renowned surgeons to come to
+them at the little city of Rochester, Minnesota. Elbert Hubbard brought
+fame to East Aurora, New York, by founding there his school of
+philosophy and the Roycrofters.</p>
+
+<div class="sidenote">Over-specialized Preparation</div>
+
+<p>Almost as common as the mistake of first looking far afield for success
+opportunities, is the error of <em>over-particularizing</em> one's original
+preparation. If you think now that you want to be a lawyer, you should
+prepare yourself especially by studying law, of course. But you should
+not exclude preparation for other vocations. Judge Gary was thoroughly
+prepared for legal practice. Doubtless when he began his studies of law
+he expected to continue in his chosen profession. But he did not neglect
+to prepare himself in general business capability. So when his biggest
+chance came, he was ready to step out of his law practice and into a
+manufactur<a name="Page_143" id="Page_143" />ing industry. There he fitted himself for the position of
+chief executive in the immense United States Steel Corporation.</p>
+
+<p>The ability of a <em>master</em> salesman is not limited to getting orders for
+just one line of goods, or to selling only to certain buyers. He has
+<em>all-around</em> sales knowledge and skill. Though he naturally sells to
+better advantage in some fields than in others, he can attain a high
+degree of efficiency in selling anything meritorious, because of his
+<em>broad and diversified preparation</em>.</p>
+
+<div class="sidenote">Varied and Adaptable Preparation</div>
+
+<p>Your preparation for all the possibilities of success you may be able to
+reach hereafter should be similarly <em>varied</em> and <em>adaptable</em>; though you
+will be wise to specialize, in addition, by making more detailed
+preparation for the vocation of your choice. At twenty the average man
+cannot <em>know</em> for what he is best fitted. He may not be sure even at
+thirty. The start toward eventual success has often been delayed until
+middle life. To cite my own case, I prepared myself especially for the
+career of a certified public accountant, but found my greatest success
+in the profession of selling. I was able to grasp my biggest opportunity
+in the sales field because, though I had been devoting my time and
+energies chiefly to accountancy, I had studied and practiced
+salesmanship for years in order to market my own services most
+effectively.</p>
+
+<p><a name="Page_144" id="Page_144" /><em>While preparing yourself for success, keep your mental eyes wide open</em>.
+Perceive any and all chances about you, however much you specialize in
+your preparation for a selected career.</p>
+
+<div class="sidenote">Preparation In Salesmanship</div>
+
+<p>Comprehend that preparation in <em>salesmanship</em> is necessary, whatever
+vocation you choose. Mastery of the selling process is absolutely
+essential if you would assure your success in <em>any</em> field of ambition.
+Not only must you <em>perceive</em> opportunities to succeed, but you also must
+know how to <em>sell yourself into the chances</em> you see. No matter how much
+particularized knowledge you may acquire in preparation for a selected
+career, your success will not be <em>assured</em> until you are able to sell
+your capabilities to the best advantage. You can neither perceive all
+your possible selling opportunities, nor make the most of them when
+seen, unless you learn the selling process and develop skill in the
+actual sale of the best that is in you.</p>
+
+<p>Broad, varied knowledge is required as the foundation for certain
+success. It cannot be built on a narrow or limited base. Evidently,
+however, exactly the same amount of knowledge possessed by two men would
+not make them equally successful. As already has been emphasized,
+success is not assured by the mere possession of knowledge, <em>but by the
+effective ways in which elements of knowledge are fitted to
+opportunities</em>.</p>
+
+<div class="sidenote"><a name="Page_145" id="Page_145" />Abstract And Applied Knowledge</div>
+
+<p>Your abstract knowledge may be valueless. In order to succeed certainly
+<em>you must connect the things you have learned with particular people in
+particular fields of activity</em>. When you have developed the power of
+relating your individual ability to every imaginable <em>use</em>, your mental
+eyes will be opened to many opportunities for success that you otherwise
+might never perceive. Such an association of <em>what you know and can do</em>
+with the various ways your capabilities might be utilized will
+tremendously augment your self-confidence. When you realize in how many
+ways it is possible to use your especial talents, you will not be likely
+to doubt your own <em>worth</em>. You will offer your qualifications for sale
+with complete faith in their value to prospective buyers.</p>
+
+<div class="sidenote">Insurance Against Undervaluation</div>
+
+<p>Thorough preparation in <em>comprehension of values</em> is the salesman's best
+protection against a personal inclination, or an outside temptation, to
+cut prices. If your preparation for your chosen career has been limited
+to <em>gaining knowledge</em>, and you have not studied its true <em>worth</em> to
+every imaginable prospective buyer, you will be apt often to offer your
+services for far less than their full value. Conversely sometimes you
+will be likely to think your services are worth more than they really
+are. You may fail to close sales because your price is too high. A
+pre-requisite of good salesmanship is the <em>right</em> price. <em>If your
+preparation for selling<a name="Page_146" id="Page_146" /> your services has been thorough, you will
+realize the exact worth of your knowledge and skill</em>. You will neither
+suggest inferior value by quoting a cut price on your capabilities, nor
+demand so much as to indicate the characteristics of displeasing egotism
+or greed. <em>If you know what you are truly worth, you will make the right
+price on your real value.</em> Then your self-confidence in your worth will
+lend you power to convince the other man that your services would be a
+good &quot;buy&quot; for him.</p>
+
+<div class="sidenote">Seeing Into Opportunities</div>
+
+<p>If you can imagine <em>all the various uses to which your ability might be
+put</em>, you will appreciate the full value of every opportunity you
+perceive. Not only will you see the chances for success that are all
+about you, but you will <em>see into</em> them. When your mind <em>catches sight</em>
+of success chances, they will look <em>familiar</em> to you because of their
+similarity to opportunities you <em>previously had thought about</em> and
+connected with your own qualifications. If you are prepared to perceive
+and to appreciate fully each indication of a success opportunity that
+comes within the range of your mental vision, you will promptly begin
+working a chance &quot;for all it is worth,&quot; as if it were a newly discovered
+gold mine.</p>
+
+<div class="sidenote">Service Purpose In Preparation</div>
+
+<p>Possibly what you have read has unduly impressed you with the idea that
+the salesman's motive in his preparation is selfish. So perhaps it is
+well to pause here for the reminder that your primary salesmanship
+purpose should be true<a name="Page_147" id="Page_147" /> <em>service</em>. You are preparing yourself thoroughly
+in knowledge of your full sales value, <em>as a measure of success
+insurance and self-protection.</em> It is not true sales service to give a
+buyer value greatly in excess of the price quoted. It is right for you
+to make sure in advance about your full worth. However, the obligation
+to render service is the principal element of right salesmanship, and
+should come before the objective of a good price. <em>Prepare then
+primarily to serve your prospect.</em> Demonstrate your true service
+purpose, and he will give secondary consideration to the cost of
+engaging your qualifications for his business.</p>
+
+<div class="sidenote">Pleasing Character</div>
+
+<p>You can serve best if you <em>please</em> in rendering service. Therefore
+prepare your <em>self</em>, your <em>knowledge</em>, and all your <em>methods</em> so that
+from the moment you make your first impression on a prospective
+employer, you will please him. Do not prepare for the interview with the
+purpose of pleasing yourself. What <em>you</em> like may be distasteful to the
+man you want to impress.</p>
+
+<p>Since you cannot tell in advance when or where you may encounter a
+prospective buyer of your services, you will not be safeguarding every
+possible chance to succeed unless you wear your &quot;company manners&quot; all
+the time. You always should dress carefully, act with painstaking
+courtesy, and conduct yourself as if you might meet a rich relation at
+any moment. You certainly can expect more <a name="Page_148" id="Page_148" />wealth from &quot;making yourself
+solid&quot; with Opportunity than you ever are likely to be willed by a
+millionaire uncle. It will pay you much better to please Opportunity in
+general than to ingratiate yourself with any person in particular.</p>
+
+<div class="sidenote">Please Everybody Everywhere Always</div>
+
+<p>&quot;Company manners&quot; that are just &quot;put on&quot; temporarily may be left off on
+the very occasion when you would want to appear at your best if you only
+knew that &quot;The Golden Chance&quot; was to be met. Therefore prepare to be
+<em>characteristically</em> pleasing to <em>everybody, everywhere, and all the
+time.</em> Then, no matter where or when or in what guise you come upon
+Opportunity, you will be sure to please with your <em>genuineness</em>.</p>
+
+<p>Innumerable great successes have begun with the making of a pleasing
+impression on some one whose presence and notice were unknown. You
+realize that your success is practically impossible if you displease.
+Preparation to please is of first importance in getting ready to
+succeed. Your success in the field of your especial ambition will be
+assured if you win your first chance there by making an <em>initial</em>
+pleasing impression and then <em>keep right on pleasing</em>.</p>
+
+<p>Cultivate grace in your movements&mdash;for grace is pleasing to everyone.
+Carry your body naturally, especially your head; with such a bearing
+that total strangers will feel pleasure when they look at you.<a name="Page_149" id="Page_149" /> <em>Be a
+person who pleases at sight.</em> It is not difficult. No matter what sort
+of face you have, if it expresses habitually your pleasure in living, it
+will look pleasant. A look of pleasure is pleasing to others. You like
+to see some one else enjoying himself thoroughly. Everybody feels the
+same way. Our own faces brighten when we come upon radiant happiness
+anywhere.</p>
+
+<div class="sidenote">Details That Please</div>
+
+<p>Please others with your smile. It should not be just an affected smirk,
+but a smile of <em>genuine friendliness for all the world</em>. Please by
+wearing inconspicuous clothes that are faultless in taste, fit, and
+cleanliness; and of a quality suited to your vocation. Show also that
+you take good care of what you wear, for that makes a pleasing
+impression. <em>You can please in your dress without arraying yourself in
+expensive clothes.</em> Indeed, an over-dressed man is more displeasing to
+Opportunity than is one poorly dressed. There can be no excuse for
+foppishness, but a shabby neat appearance may be due to a good reason.
+Please with the suggestion in your manner that you are getting along
+well. Do not pretend false prosperity, of course; but <em>indicate that you
+feel successful</em>. Any one finds it unpleasant to be in the company of a
+failure. <em>If you would succeed hereafter, avoid making the impression
+that you have not already succeeded.</em> &quot;Success breeds success.&quot;</p>
+
+<div class="sidenote"><a name="Page_150" id="Page_150" />Courtesy And Politeness</div>
+
+<p>Be courteous invariably. Learn and observe the rules of politeness.
+Please by acting the gentleman always. Practice courtesy and politeness
+in your own home to perfect yourself in these pleasing characteristics.
+Then you will show them everywhere. Remember that the rest of the world
+is made up of &quot;somebody else's folks.&quot; Courtesy and politeness are not
+natural attributes. In order to make yourself a master salesman you need
+to <em>develop</em> them to an unusually high degree. You may <em>intend</em> to be
+courteous and polite always, but only the development of the <em>fixed
+habit</em> will fully support your intention.</p>
+
+<p>You cannot be polite, however courteous you mean to be, unless you take
+pains to prepare yourself with knowledge of the usages of polite people.
+In order to be polite, it is necessary that you do not only the
+courteous thing, but the <em>correct thing</em>. Your courtesy might displease
+if it were unsuited to the circumstances. It would not be polite, for
+example, to invite an orthodox Jew to dinner and then to serve him with
+a pork tenderloin. Your intention to be a courteous host would not
+lessen your offense against good manners. Your guest would be incensed
+by your impoliteness, not pleased by your courteous intention.</p>
+
+<div class="sidenote">Virility Pleases</div>
+
+<p>No quality you have is more generally pleasing than virility&mdash;<em>your man
+stuff</em>. Therefore on all occasions show yourself &quot;every inch a man.&quot;<a name="Page_151" id="Page_151" />
+Moreover, act like a <em>he</em>-man. Never appear &quot;sissyfied&quot; in even the
+slightest degree. Swing your legs from the hips when you walk; don't
+mince along. The stride of a he-man is strong and free. If yours lacks
+the qualities of virility, change your habit of walking.</p>
+
+<p>When you make gestures, move your whole arm. A wrist movement suggests
+effeminacy. It is important, too, that you <em>train your voice to ring
+with manliness</em>. Even a squeaky, weak tone can be made to suggest man
+stuff if the words are spoken crisply, and the sentences are cleanly
+cut. Do things with the <em>ease</em> that indicates a man's strength, not with
+evident effort. Perhaps you have not realized that by cultivating grace
+in your movements you can make impressions of your man power. <em>Grace
+means the least possible expenditure of energy in efficient action.</em> A
+man can accomplish things with ease and grace that a child or a woman
+would make hard work of and do awkwardly.</p>
+
+<div class="sidenote">Pleasing Tones</div>
+
+<p>A pleasing tone helps to assure one's success. You may think your voice
+is a heavy handicap. Perhaps it is high pitched and squeaky; or, on the
+other hand, a &quot;growly&quot; bass suggestive of ill-nature. Again it may be
+faltering or hoarse. Such faults are not serious to a master salesman.
+<em>If your vocal equipment is physically normal, your voice can be made
+pleasing.</em> In order to make your tones agreeable, learn to vibrate them
+naturally <a name="Page_152" id="Page_152" />through your <em>nose</em>. A mouth tone is displeasing. The
+so-called &quot;nasal twang&quot; that sounds so unpleasant is a mouth tone
+<em>prevented</em> from free vibration through the nose. Humming, as you know,
+both <em>indicates</em> pleasure and is a pleasant <em>sound</em>. It is produced with
+the mouth closed, by a vibration of the bone structure of the face and
+of the nasal cavities. Certainly, even if you have a disagreeable voice,
+you can make your tones <em>hum</em>, and thereby render them more pleasing.
+Adenoids that could be removed&mdash;even failure to keep the nose clean&mdash;may
+prevent a man from succeeding. <em>Whatever hinders the free vibration of
+tones makes displeasing impressions of the speaker</em>. When a man has a
+bad cold in his head that blocks the nasal passages, his voice rasps the
+ears of a hearer.</p>
+
+<div class="sidenote">Avoid Giving Displeasure</div>
+
+<p>Not only please by <em>doing</em> things that give <em>pleasure</em>; also <em>avoid</em>
+doing <em>displeasing</em> things. For example, when you say or suggest
+anything to another person you want to influence, remember to be a
+<em>salesman</em> of your ideas. Do not make the impression that you are
+<em>teaching</em>. No adult human being really enjoys being <em>taught</em>. Any grown
+person likes to be treated as an equal, and to have new thoughts
+conveyed to him without that suggestion of superior intelligence which
+is characteristic of many teachers when dealing with pupils. Perhaps you
+have heard Burton Holmes lecture. His enunciation is a delight in its
+perfection, but <a name="Page_153" id="Page_153" />he talks &quot;according to the dictionary&quot; so naturally
+that his correctness does not sound a bit affected. You feel at home
+with him. His diction is attractive to you. Another speaker practicing
+the same exactness of pronunciation, but less artistic in selling his
+ideas with words, might displease you by his scholarly accents.</p>
+
+<div class="sidenote">Tact</div>
+
+<p>Sometimes it is tactful to speak incorrectly, as a courtesy to the other
+man. If in the course of your interview with a prospective employer he
+should mispronounce a word, you would be undiplomatic to emphasize the
+correct pronunciation in speaking that word yourself. It is not
+dishonest, but truly polite to reply &quot;My ad'dress is&quot;&mdash;instead of
+pronouncing the word correctly. Do not suggest by over-emphasis of right
+speech that you wish to pose as one who is <em>conscious</em> of his
+superiority, however well you may realize that you are on a higher plane
+of intellectuality. We all like a genuinely great man who does not hold
+himself aloof.</p>
+
+<div class="sidenote">Prepare For All Kinds Of Men</div>
+
+<p>Prepare to meet not only strong men, but weak men; cautious men; very
+proud men; greedy men. Be ready for reckless men, humble men, men who
+live to serve others. Be aware in advance of the differences in their
+<em>buying motives</em>. They will not all have the same reasons for giving or
+for refusing you a chance. <em>Hence be prepared to adapt your salesmanship
+to the characteristics of the various<a name="Page_154" id="Page_154" /> kinds of men you are likely to
+meet</em>. Though you never should pander to an unworthy motive, study
+different types of character and <em>learn how to fit your ability to the
+peculiar or distinctive traits of possible buyers</em> of such services as
+you have for sale. Perhaps an easy-going employer will appreciate your
+&quot;pep&quot; as much as would a hustler, but he won't like it if you seem to
+prod <em>him</em> with your energy. On the other hand, the employer who is a
+hustler himself might be keenly pleased should you keep him on the jump
+to stay even with you.</p>
+
+<div class="sidenote">Success Insurance</div>
+
+<p>Be thorough in <em>preparing</em> to sell your capabilities; so that your
+success may be <em>insured</em>. You ride on a first-class railroad with
+confidence, feeling that every precaution for your safety has been
+taken. You are at ease when you begin your trip; for you know that
+track, train, and men in charge all are dependable. Because of the
+complete readiness of the railroad for your journey, you count on
+arriving safely at your destination. You have no fears that you may be
+wrecked en route.</p>
+
+<p>Similarly you should make the most thorough preparation before starting
+out as a salesman of the best that is in you. You have to grade your own
+roadbed, and must yourself lay the rails over which your ideas in trains
+of thought will be carried to the minds of other men. You are fireman,
+engineer, brakeman, and conductor of this Twentieth Century Limited.
+<em>Your destiny as a<a name="Page_155" id="Page_155" /> salesman of yourself is in the hands of no one
+else</em>. Before you travel any farther, take all practicable measures to
+assure your safe arrival, without delay, at the station of Success.</p>
+
+<div class="sidenote">Start Confidently</div>
+
+<p>When you are thoroughly prepared to sell true ideas of your best
+capabilities, you should start with confidence that you will reach the
+end of the line safely and on time. Don't attempt to &quot;get there&quot; before
+making adequate preparation for success. Remember that a railroad does
+not commence operating through trains until the track is finished.</p>
+
+<p>If you are prepared now for the actual start in salesmanship&mdash;if you are
+packed up and ready to leave for your field of opportunity&mdash;ALL ABOARD!</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_V" id="CHAPTER_V" /><a name="Page_156" id="Page_156" />CHAPTER V<br />
+
+<em>Your Prospects</em></h2>
+
+
+<div class="sidenote">Meaning of &quot;Prospects&quot;</div>
+
+<p>If you were to be asked, &quot;What are your prospects for success?&quot; you
+probably would answer by stating the things you <em>expect</em> or <em>hope may
+happen</em>. We commonly say that a certain man isn't rich, but he has
+&quot;prospects;&quot; because he has a wealthy aunt who is very fond of him, or
+he is employed by a business that is growing fast, or he owns property
+which seems sure to increase in value, or some other good fortune is
+likely to befall him. The literal meaning of &quot;prospect&quot; is &quot;looking
+forward.&quot; So most of us have come to think of our prospects as just
+possible occurrences in the future, to the happening of which we may
+look ahead with considerable hopefulness.</p>
+
+<p>&quot;Prospects,&quot; in salesmanship has a very different meaning. The master
+salesman does not regard himself as merely a &quot;prospect<em>ee</em>,&quot; but as a
+prospect<em>or</em>. He thinks of &quot;prospecting&quot; as the gold miner uses the word
+to describe his activities when he searches for valuable mineral
+deposits. &quot;Prospects&quot; do not just &quot;happen&quot; in the selling process of
+achieving success. They do not result from <a name="Page_157" id="Page_157" />circumstances merely, but
+<em>must be accumulated by the activity of the salesman</em>.</p>
+
+<div class="sidenote">Making Good Luck</div>
+
+<p>&quot;Your Prospects,&quot; as the subject of this chapter, does not mean your
+fondest <em>hopes</em>, or confident <em>expectations</em>. We are studying the <em>ways
+to assure</em> your success. If your prospects depended on mere happenings,
+they would be highly uncertain; because what you hope and expect may
+occur, may never take place in fact. The master salesman does not depend
+on such prospects. <em>He makes his own luck</em> to a very large extent by
+skillful prospecting; as the trained prospector for gold tremendously
+increases his chances of discovering a rich lode by thoroughly and
+intelligently investigating a mining region. We are to consider now the
+prospects you are capable of <em>controlling</em>, the opportunities you can
+bring within reach by your own exploration of possible fields of
+success.</p>
+
+<p>We will study <em>particular things you can do, and exactly how to do
+them</em>, to increase the number and quality of your chances to succeed. A
+trained prospector for gold has more chances to strike it rich than a
+greenhorn because he knows the indications of valuable minerals, and is
+skilled in the use of that knowledge. So your opportunities for success
+will certainly be increased if you know how to search for, to discern,
+and to make the right use of your prospects.</p>
+
+<div class="sidenote"><a name="Page_158" id="Page_158" />Prospecting Not Gambling</div>
+
+<p>Do not think, because we have compared prospecting in mining and in
+selling, that the success of the salesman prospector, <em>your</em> success,
+must be largely a &quot;gamble&quot; anyway, as is the case with the explorer for
+gold. However experienced and skillful in prospecting the miner may be,
+he is very uncertain of discovering a bonanza. He cannot be absolutely
+sure there <em>is</em> gold in the region he explores, in paying quantities and
+practicable for mining. Though he has every reason to feel confident of
+the richness of a particular field, he may nevertheless be so
+unfortunate as not to discover the gold lode or profitable placer
+deposit. He is helpless to control the <em>existence</em> of the indications of
+success. They are predetermined by nature. By no effort of his own is he
+able to increase or decrease the fixed quantity and quality of the
+golden chances about him. He can only increase his <em>likelihood of
+discovering</em> gold. Even the most intelligent, skillful prospecting will
+not make a miner's success certain.</p>
+
+<p>You, the salesman prospector for opportunities to succeed, are not so
+limited. There are particular things you can do, and particular ways of
+doing them, that will <em>assure your finding chances</em> to make sales of the
+best that is in you. If you learn the scientific principles of
+prospecting for opportunities, if you make yourself highly skillful in
+looking for and digging into the success chances that <a name="Page_159" id="Page_159" />surround you
+always, there will be nothing uncertain about your prospects to succeed.
+You will know <em>surely</em> that you <em>have</em> prospects, just <em>what</em> and
+<em>where</em> they are, and their <em>full worth</em> to you.</p>
+
+<p>Of course, prospecting is only <em>part</em> of the selling process; so your
+knowledge and skill as a prospector will not suffice to guarantee your
+<em>complete</em> success. However, at this preliminary stage you can be
+certain that your search for rich chances to succeed will not be a
+barren quest.</p>
+
+<p>The present chapter will help you to make sure of gaining for yourself
+such opportunities as lead to complete success in the field of your
+choice. We will observe and understand how the skillful salesman
+prospects for the purpose of increasing his sales efficiency. We will
+study the principles and methods of prospecting he uses successfully;
+for his practices, applied to your job of selling yourself, will
+certainly improve your chances to succeed. We will see also how your
+very best prospects can be <em>created</em> by masterly salesmanship.</p>
+
+<div class="sidenote">Hard Work Necessary</div>
+
+<p>At the outset comprehend that no other step in the selling process
+involves so much <em>hard work</em> as you will need to do in order to find all
+your possible chances of success and to make the most of them. It is
+necessary that you look <em>intelligently</em>, most <em>earnestly</em>, and
+<em>constantly</em>. You must expect to spend a great deal of time and energy
+in your quest for prospects. So it is essential to your success as <a name="Page_160" id="Page_160" />a
+prospector that the investigation of your field of opportunity be
+carefully <em>planned</em> in order to make the most effective use of the time
+you spend prospecting. It is vitally important, too, that you develop
+sufficient physical stamina to do a tremendous amount of hard work. The
+gold miner has little chance to discover the bonanza he seeks if he
+searches only a few days or weeks, or if he lacks the strength and
+endurance required for making a thorough exploration of the mineral
+region. Similarly it may take a master salesman months of unremitting
+toil to prospect a sale that he then is able to close in an hour or two.</p>
+
+<div class="sidenote">The Food of Salesmanship</div>
+
+<p><em>Prospecting supplies the food of salesmanship.</em> The salesman thrives if
+his prospecting is sufficient and good. He grows thin and weak to the
+point of failure if it is bad, or inadequate in quantity. Every salesman
+should realize that prospecting furnishes the nourishment for
+salesmanship, but some so-called salesmen do practically nothing to
+ensure themselves an abundant food supply. They merely absorb the tips
+that come their way. Like sponges they sop up the limited quantity of
+selling chances they happen to get. That is not the way to feed one's
+ambition with opportunities.</p>
+
+<p>Comprehend that you must <em>seek actively</em> for your best prospects. You
+should not stop searching until you find what you are looking for.
+Myriads of men have failed because they did not make<a name="Page_161" id="Page_161" /> <em>an earnest, hard
+effort to discover chances</em> to succeed, or because they <em>did not persist
+in the exploration</em> of their fields of opportunity. You know that other
+men no more capable than you are succeeding all about you. Certainly,
+then, <em>your</em> chance <em>exists</em>. Seek it in your own thoughts and in the
+circumstances of your every-day living. Put a great deal of time and
+toil into your search. You cannot afford to loaf on this preliminary
+job.</p>
+
+<div class="sidenote">Prospect Continually Act Quickly</div>
+
+<p><em>Every moment you are awake should be used in prospecting</em>; unless it is
+required for some other part of the process of assuring your success.
+There is no keener pleasure than the eager, continual search of a miner
+for gold and of a master salesman for possible big buyers. It is
+necessary that you feel their thrilling zest for discovery; that you
+develop their unflagging energy; that you be fired by their ardor for
+the quest. In order to be a highly successful prospector you will need
+especially a quality they have in common&mdash;&quot;pep.&quot;</p>
+
+<p>How eagerly the miner prospector drinks in every bit of news he hears
+about a new strike! How alertly the master salesman listens to casual
+gossip that holds a clue which may lead to a sale! But the miner and the
+salesman prospectors would not benefit in any degree by what they learn
+through their perception of prospects if they did not then <em>act</em>
+intelligently upon the clues secured. Not only <a name="Page_162" id="Page_162" />should you keep your
+eyes and ears open for indications of opportunities to succeed, but you
+should be ready in advance <em>to take instant advantage</em> of any you may
+discover. What a fool a miner would be if, after finding rich prospects
+of gold, he were to lose his chance to someone else because he did not
+know how to file a mining claim! Could there be a greater failure in
+salesmanship than learning about a big contract to be let, and being
+unprepared to bid on it? Before doing any <em>outside</em> prospecting, be sure
+you know what you have <em>in you</em>. Make certain of your ability to take
+full advantage of your chances to succeed when you come upon them.</p>
+
+<div class="sidenote">Little Doors To Big Success</div>
+
+<p>Prospects that seem at first glance to be hardly worth following may
+lead to other prospects. Merely because your ambitions are <em>big</em>, do not
+neglect a chance to make a <em>little</em> success. Investigate completely
+every minor prospect you find. Until you look into it thoroughly, you
+cannot be sure of all that a clue holds. The indication of an
+opportunity that seems of slight importance may possibly lead straight
+to the bonanza lode.</p>
+
+<p>An elevator boy in an office building made up his mind to rise
+permanently in the world; to get out of the vocation in which he was
+just going up and down all the time without arriving anywhere in
+particular. He prospected the tenants of the building, learned all he
+could about them, and determined who were the biggest men. He studied
+the directory, <a name="Page_163" id="Page_163" />asked questions, and finally selected the one big
+business man to whom he was resolved to sell his capabilities.</p>
+
+<div class="sidenote">Persistent Effort After Prospecting</div>
+
+<p>This man was known to be unapproachable. So, instead of attempting to
+interview him, the elevator boy prospected to discover his
+characteristics. He found out exactly what qualities were most likely to
+please his intended employer. Then he cultivated the tone, manner, and
+habits of action that he felt certain would impress the difficult
+prospect most favorably. It took the resolute elevator boy nearly a year
+of continual, skillful work to make the big business man notice him and
+distinguish him from the other elevator boys. Six months more were
+required to develop the big man's attention into thorough interest. But
+at the end of a year and a half of faithful prospecting, the ambitious
+youth gained his selected, self-created opportunity to succeed. There
+was no stopping him after he got his start. In less than a decade he had
+sold his qualifications so successfully to a group of powerful
+financiers that he, too, had become a multi-millionaire.</p>
+
+<p>This illustration of persistent effort to gain a desired chance should
+help to keep you from becoming discouraged about your prospects for
+success. Bear in mind the old, familiar motto, &quot;If at first you don't
+succeed, try, try again.&quot; Stick to your prospecting when you know you
+are on the right <a name="Page_164" id="Page_164" />lead. It has been estimated that the busy bee inserts
+its proboscis into flowers 3,600,000 times to obtain a single pound of
+honey. But the bee is the only insect, remember, that <em>lives on honey</em>.</p>
+
+<div class="sidenote">No Poor Territory For Success</div>
+
+<p>The poor salesman is apt to complain that his territory is poor. <em>The
+good salesman makes any territory good.</em> So in prospecting your field of
+immediate opportunities, make the best, not the worst, of your present
+circumstances. The star base-ball player does not refuse to play on the
+small-town team because it isn't good enough for him. The great Ty Cobb
+first made them &quot;sit up and take notice&quot; in a bush league. Undoubtedly
+he felt then that he was fit for better company, but he put in his best
+licks and played big-city ball on the small-town team. That was
+excellent prospecting for the chance he wanted with the best clubs. From
+the very beginning of his career, Ty Cobb has used masterly salesmanship
+to get across to the world true ideas of his best capabilities in his
+chosen field.</p>
+
+<p><em>To-day there is no poor territory for success.</em> Telegraph and telephone
+and wireless methods of communication, electric light and power,
+railroads and inter-urban car service, farm tractors, passenger
+automobiles, motor trucks, and the airplane have so revolutionized the
+inter-relations of men that all the former great distances of different
+locations and <a name="Page_165" id="Page_165" />view-points have been shortened almost to nothingness.
+The whole world lives now in a single community of interest. The great
+war has taught us that each individual is close to everyone else. In
+your prospecting for success you are not limited by any narrow boundary
+of opportunities. Wherever you are, newspapers and magazines bring to
+your door chances for big success. If you search for prospects in
+everything you read you should be able to reach out all over the earth
+with your capability. An ambitious man I never had heard of before wrote
+to me at one time from South Africa to secure a selected territory for
+the sale of automobiles in a western city of the United States. From a
+distance of nearly half the circumference of the earth he got his chance
+to succeed.</p>
+
+<div class="sidenote">The Fields of Opportunity Are Broad</div>
+
+<p>A clerk in a Los Angeles real estate office received a letter from an
+acquaintance in Chicago who had spent his summer vacation in Michigan.
+The Chicago man wrote that the farmers of the Traverse Bay region were
+made rich by a bumper crop of potatoes just harvested. The Californian
+saw a chance for success in this bit of information. He worked out his
+idea and talked it over with his employers. He sold them on it. They
+sent him East loaded with facts about &quot;the glorious West&quot; and brim-full
+of Los Angeles peptimism. Aided by cold weather in Michigan that winter,
+the western real estate man eventually sold California irrigated
+<a name="Page_166" id="Page_166" />ranches to a score of Michigan farmers who suddenly had made sufficient
+money to retire from potato raising, and who were old enough to be
+strongly attracted by the idea of owning and cultivating land in a more
+genial climate. Thus a sentence in a letter led straight to the success
+of the clerk who perceived his prospects and knew how to make the most
+of them.</p>
+
+<div class="sidenote">Know Local Conditions</div>
+
+<p>While distances have been bridged by modern swift means of communication
+and transportation, every locality has opportunities for success that
+are peculiar to it alone. Conversely every locality is handicapped in
+certain ways. Therefore in your prospecting for success <em>study the
+conditions in your especial field</em>. As a salesman of yourself, you
+should know your &quot;territory,&quot; its advantages and disadvantages in
+particular respects. Men are doing business in your town. There is no
+better way to gain a prospect to succeed with a house in your home
+community than to demonstrate to the head of the concern that you
+comprehend just what he is &quot;up against&quot; on the one hand, and on the
+other what &quot;edge&quot; he has on businesses in the same line located
+elsewhere. You could make no worse mistake, you could injure your own
+prospects no more, than by showing ignorance of local conditions, or
+inappreciation of the circumstances in which your prospect's business is
+being conducted.</p>
+
+<div class="sidenote"><a name="Page_167" id="Page_167" />Turn to Account What You Learn</div>
+
+<p>Not only should you know as many facts as possible regarding
+opportunities in your chosen field; it is even more important that, by
+the use of your <em>imagination</em> you relate these facts to <em>practical ways
+of turning them to account</em> for your benefit. In order to derive the
+maximum of benefit from your prospecting, you must make the <em>best use</em>
+of every item of knowledge you gain. Sometimes the mere <em>possession</em> of
+particular knowledge will increase your chances to succeed. But almost
+invariably you can multiply the value of what you learn if you <em>prospect
+in your own mind for ideas</em> about putting the facts to the most
+profitable use.</p>
+
+<p>Do not forget that the primary object of true salesmanship is service to
+the other fellow. Therefore <em>prospect your own thoughts with the purpose
+of making what you know especially valuable to some one else</em>, your
+intended employer for instance. In every step of the selling process you
+should think first of how you can serve your prospect with something
+that he lacks and needs.</p>
+
+<div class="sidenote">Prospect Needs</div>
+
+<p>Surprisingly few young men who go into business prospect their fields of
+opportunity to learn what is most wanted there. The great majority take
+up special professions or enter selected industries just because <em>they</em>
+wish to do chosen things. The master salesman, however, <em>adapts himself
+to the circumstances and requirements of his customers</em>, even at the
+sacrifice of his <a name="Page_168" id="Page_168" />personal inclinations. He could not succeed if he sold
+only what he wanted to sell, or if he confined his salesmanship efforts
+to a limited number of buyers because he liked them and disliked others.
+In order to assure your success, <em>you must learn to like to do what is
+most needed to be done, and learn to like to serve whoever lacks what
+you can supply</em>. Therefore prospect your fields of opportunity to learn
+what capabilities are principally needed. If you would make your success
+as easy as possible, look about you first to determine the demand for
+such services as you are able to render.</p>
+
+<div class="sidenote">Sometimes Go The Round-About Way</div>
+
+<p>Perhaps your prospecting will indicate that it is advisable for you to
+go a round-about way to your goal of ambition; because the direct route
+is beset with great difficulties. A young doctor wished to specialize in
+bacteriology. He realized that it would take the savings of a great many
+years of general medical practice to equip a complete laboratory of his
+own. Accordingly he discontinued the practice of his profession; though
+he went on with his studies. He engaged in business for five years. Thus
+in a comparatively short time he earned the money he needed to enable
+him to devote the rest of his life to bacteriological research.</p>
+
+<div class="sidenote">Racial Characteristics</div>
+
+<p>Different territories or fields of opportunity have <em>various
+characters</em>, like different people. It is important to study especially
+the racial types you are likely to encounter. Many a man has attained
+<a name="Page_169" id="Page_169" />success by accumulating discriminative knowledge regarding the national
+peculiarities of the Latin peoples, Slavs, Teutons, Anglo-Saxons,
+Magyars, etc.</p>
+
+<p>The Italian has strong likes and dislikes in colors and patterns of
+goods. To be a good salesman in dealing with him, you should know his
+preferences and prejudices. If you learn what colors and patterns are
+most favored in the &quot;Little Italy&quot; of your city, you may be able to
+employ this bit of knowledge to help you very much in influencing your
+fellow-residents of Italian descent.</p>
+
+<p>You are aware of the effect produced on the majority of Irishmen by the
+color green. But take care to learn whether the Irishmen whose political
+help you would like to win are from the South or the North of the
+Emerald Isle. They may be Orangemen, and you might &quot;queer&quot; your
+prospects by going among them wearing a green necktie.</p>
+
+<p><em>Learn your facts with discrimination; then use them restrictively in
+the circumstances where they will be most effective in promoting your
+success.</em></p>
+
+<div class="sidenote">Temporary Conditions</div>
+
+<p>Prospect to learn not only permanent conditions in your field of
+opportunity, but also any <em>temporary</em> conditions that might affect your
+chances to succeed. Mental and emotional &quot;waves&quot; sweep over the country
+and over local communities at times. Billy Sunday's revivals in various
+great cities brought success opportunities to particular <a name="Page_170" id="Page_170" />businesses,
+but had injurious effects on others. You should take such factors into
+account when studying your prospects.</p>
+
+<p>The manufacturers of that successful innovation, the &quot;Service Flag,&quot;
+took advantage of the sudden demand for such an emblem. When war came,
+they saw into the future and perceived a new lack. But the need for
+Service Flags was temporary. Before the war ended they were displayed
+everywhere. To-day none are seen.</p>
+
+<p>Now there has come into existence The American Legion, which seems
+certain to be a great political and social power in the United States
+for generations, as was the G.A.R. after the civil war. Any man who
+hopes for political success in the course of the next thirty or forty
+years must prospect the thoughts and feelings of the veterans of
+1917-18.</p>
+
+<div class="sidenote">Analyze Individuals</div>
+
+<p>You will have <em>specific</em> as well as general prospects. Hence it is
+essential that you supplement your study of conditions with the
+<em>analysis of individuals</em>. Study men with the greatest care, especially
+the one man or group of men upon whom you want to impress ideas of your
+capabilities. Learn all you can regarding the personal characteristics
+of the individual to whom you hope to sell your services or &quot;goods.&quot;
+Your knowledge of his traits and peculiarities, your familiarity with
+his life purposes and hobbies, may assure you a chance to succeed with
+him that otherwise you could not get.<a name="Page_171" id="Page_171" /> A friend of mine is the president
+of a big ice company, but he is not so much interested in cooling
+people's food as in warming their hearts with his genuine brotherhood
+for all men. There isn't much prospect for anybody to sell him &quot;a cold
+business proposition,&quot; even though he is a dealer in ice.</p>
+
+<div class="sidenote">Hobbies</div>
+
+<p>Do not, however, make a &quot;hobby of hobbies.&quot; Only the <em>big</em> hobbies of
+your man are worth especial study. Never harp on any of his little
+idiosyncracies. He may be sensitive about being eccentric. It is bad
+salesmanship to <em>pretend</em> an interest in another person's whims. You
+cannot use his hobbies to help your prospects <em>unless you share his
+feelings</em> to a considerable degree. My friend who believes and practices
+the doctrine that all men are brothers would be sure to detect quickly a
+false humanitarian bent on a selfish purpose to exploit his hobby.</p>
+
+<p>As already has been emphasized, the object of the good salesman when
+prospecting is to discover the lacks of men who might benefit from the
+things he has to sell. If you are looking for your prospects with that
+<em>service</em> purpose, you have taken a long preparatory step in the process
+of selling your qualifications. Find the employer who <em>needs</em> your best
+ability, and your success will be assured the moment you get into his
+mind the true idea that you are the man he has been looking for.</p>
+
+<div class="sidenote"><a name="Page_172" id="Page_172" />Prospect Lacks</div>
+
+<p>Undoubtedly you know men to whom success has come because they made
+other men realize they fitted into particular needs. A young
+acquaintance of mine foresaw that a manufacturer would want an assistant
+within a year or two; though the executive himself was unaware that he
+was developing such a need. My acquaintance got a minor job under him in
+order to make a good impression in advance. Long before the head of the
+business realized that he was breaking in a confidential assistant, the
+young man had qualified for the position he had perceived in prospect.</p>
+
+<p>Your chosen employer may not know of the lack that you have prospected
+in his business. He may not have the least idea that he wants you.
+Prospecting his needs is part of <em>your</em> job as a salesman of yourself.</p>
+
+<p>An expert accountant sold himself into a fine position as the auditor of
+a great corporation by anticipating that the Company would need to have
+its system of book-keeping revolutionized in order to prepare for the
+Federal income tax. He prospected what was coming to that business; then
+sold the president comprehension that he lacked an expert accountant he
+was going to need badly before long.</p>
+
+<p>One of my own experiences as an accountant illustrates the value of
+specific prospecting. When I was studying accountancy, I bought every
+<a name="Page_173" id="Page_173" />authoritative publication on the subject. For one set of forty books I
+had to send to London. Each volume related to the peculiar accounts,
+terms, etc. of one business. There was a book on brewery accounting,
+another on commission house accounting, and so on through the list of
+forty businesses. To each volume I afterward owed at least one client.
+For instance, I got a commission to make a cost survey for a tobacco
+company, largely because I was able to convince the president that I
+knew a good deal about the tobacco business. I talked intelligently to
+him regarding the processes of his industry.</p>
+
+<div class="sidenote">Reasons Behind Habits</div>
+
+<p>When you prospect an individual's personal qualities, traits, or
+hobbies, do not stop after learning the facts. Study out the <em>reasons
+behind</em> habits and opinions. It may help you only a little to know that
+your intended employer is a Republican or a Democrat; that he is
+conservative or radical in his social opinions. But your chances of
+success in dealing with him will be greatly increased if you know
+exactly <em>why</em> he belongs to one or the other political party, and the
+<em>reason</em> he is a &quot;stand-patter&quot; or a &quot;progressive.&quot; Use knowledge of
+why's and wherefore's with the skill of a salesman bent on securing an
+order from a prospective buyer. But be sure you get the <em>fundamental
+facts</em>, for often &quot;appearances are deceiving.&quot;</p>
+
+<div class="sidenote"><a name="Page_174" id="Page_174" />Your Personal Responsibility</div>
+
+<p>When you look for prospects in your selected field of
+service-opportunities recognize your <em>personal responsibility</em> for the
+successful development of the chances you find. Before you begin
+prospecting, realize that <em>what you make of your opportunities is solely
+up to you</em>. Assume all the responsibility for your own success; then you
+will have no excuse to blame any one else if you fail. Should things not
+go as you wish, say &quot;It's my own fault,&quot; and feel that way. <em>The true
+salesman never apologizes to himself.</em> So if you have not found your
+prospects, or if you have not made the best use of the chances you have
+discovered, kick at the man who is responsible. Don't get sore on the
+world at large.</p>
+
+<div class="sidenote">Follow-ups</div>
+
+<p>Perhaps what has been said thus far has over-emphasized the process of
+prospecting for the <em>first</em> chance to succeed. Maybe it suggests to you
+that if one can get an opening, the hardest part of the effort to assure
+success will have been accomplished. But a successful career in
+salesmanship is not built on single orders closed. The master salesman
+keeps on selling the same buyer and develops him into a steady customer.
+He continues all the while to prospect the needs of that buyer, just as
+thoroughly as if he were planning his first approach.</p>
+
+<p><em>Your initial success should be completed by after-service.</em> In order to
+continue progressing toward your goal, you must &quot;deliver the goods&quot;
+right along.<a name="Page_175" id="Page_175" /> You cannot keep your success growing unless you prospect
+unremittingly for more and better opportunities to render service. Give
+satisfaction in larger amount and improved quality from month to month,
+and year after year. If you would continue to succeed, look ahead always
+for more prospects and <em>seek in each of them new chances to broaden your
+usefulness</em>.</p>
+
+<div class="sidenote">The Art of Prospecting</div>
+
+<p>If you prospect <em>skillfully</em> (with art), your chances to find what you
+seek will be remarkably increased. So look for your prospects
+<em>cheerily</em>. Be <em>frank</em> and <em>expressive</em> in your quest. Show your
+<em>sympathetic</em> side, and thus appeal to the <em>kinder</em> tendencies of other
+people. The best way to avoid the world's coldness is by <em>warming</em>
+everybody you meet with your own cordiality. Be <em>courteous</em>. Especially
+cultivate the art of talking <em>with</em> people instead of <em>at</em> them. Use
+<em>tact</em> and <em>judgment</em> in dealing with your prospects.</p>
+
+<p>Thousands of men are shut away from the open minds and hearts of others
+by doors of concealment and reserve. You need to open such doors. You
+can do it only by frankness on your own part, which will induce people
+to feel like telling you their secrets. Frank expression of your
+opinion, provided it has a sound foundation, will often draw out the
+hidden opinions of others and reveal to you prospects that you might
+never discover unaided.<a name="Page_176" id="Page_176" /> Do not, however, be dogmatic or arbitrary in
+saying what you think. Speak your beliefs casually. Then you will not
+discourage those honest differences of opinion that enlighten one's own
+ideas.</p>
+
+<p>Rid your face of sharpness if you would be a good prospector for your
+best chances to succeed. Avoid &quot;the cutting edge&quot; in your voice and
+manner when you make inquiries about opportunities you seek. You are
+likely to be most effective in prospecting if you <em>cultivate an easy
+attitude of friendliness</em>. The master salesman does not set his jaw when
+prospecting. He uses curved, instead of straight line gestures to
+supplement his words. He suggests a &quot;ball-bearing&quot; disposition, not
+&quot;corners.&quot;</p>
+
+<div class="sidenote">Sympathetic Attitude</div>
+
+<p>Be a good mixer when looking for your prospects. Learn the art of
+<em>companionship</em>. The first essential is fellow feeling. Therefore do not
+go about with a chip on your shoulder, but with your face a-smile and
+your palms open to offer and to receive hand-clasps. Sympathize with the
+ambitions of other men, with their hopes and dreams. Remember that each
+part of every work of man, however substantial and enduring it now may
+be, was once no more than a figment of the imagination of some one's
+mind. So do not be altogether &quot;practical&quot; when prospecting. It is a
+mistake to neglect to prospect visions.</p>
+
+<div class="sidenote">Have a Leader</div>
+
+<p>When the master salesman prospects, he uses very effectively a &quot;leader&quot;
+idea. You know how <a name="Page_177" id="Page_177" />aggressive stores advertise leaders that draw trade
+in other things. Your prospecting of your various capabilities should
+enable you to decide which of your qualifications will make the most
+effective leader in the case of a certain employer. Do not expect him to
+perceive <em>all</em> your merits immediately. Concentrate his attention and
+interest on <em>one or two elements</em> of your fitness to fill his especial
+needs. Prospect to make sure which of your possible leaders would be
+most likely to influence him in your favor. Then <em>use these selected
+elements of your character very prominently</em> to open the door of your
+initial chance. Countless successes have been founded on well chosen
+leaders.</p>
+
+<p>A little bake shop in Chicago competes successfully to-day with a great
+chain-store company that has an immense establishment directly across
+the street. The shop sells as its leaders home-made English tarts that
+no chain-store could supply. These draw buyers for groceries and other
+goods the chain-store sells much cheaper, but which the purchasers of
+tarts order with their pastry rather than cross the street and divide
+their marketing.</p>
+
+<div class="sidenote">Summary</div>
+
+<p>Now let us summarize &quot;Your Prospects.&quot; They are not far away nor far
+ahead in time. They are in your own hands right now. You <em>cannot fail</em>
+in life if you recognize and use most effectively all the opportunities
+available to you at present. You suffer from no lack of chances to
+succeed. You <a name="Page_178" id="Page_178" />only need to open your physical eyes and the eyes of your
+mind to <em>see</em> fine prospects every day. Then if you <em>imaginatively
+relate your abilities to what you perceive, and plan how you can fit
+yourself into a chosen place of real service</em>, you will have begun the
+selling process successfully. At the outset of your career it is
+possible for you to reduce difficult obstacles to temporary set-backs
+that you can get around or overcome.</p>
+
+<div class="sidenote">Success A Matter Of Fractions</div>
+
+<p>There is only a narrow margin of difference between success and failure.
+<em>Success is a matter of fractions and decimals, not of big units</em>. A few
+thousand American soldiers and marines turned the tide of German victory
+at Chateau Thierry. &quot;It is the last straw that breaks the camel's back.&quot;</p>
+
+<p>If you <em>begin</em> the selling process by the finest prospecting, and <em>keep
+on</em> with equal effectiveness throughout all the following steps of
+salesmanship, you will gain so many more chances than you otherwise
+could get that <em>your success in the end will be assured</em>. The master
+salesman works with <em>certainty</em> that he will secure his quota of orders.
+He knows in advance that he will succeed; <em>because he knows sure ways to
+sell</em>.</p>
+
+<p>Good prospecting is just a natural process, intelligently comprehended.
+It is neither mysterious nor hard. It is one of the preliminary,
+understandable ways to make success not only <em>sure</em>, but <em>easy</em> to
+attain.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_VI" id="CHAPTER_VI" /><a name="Page_179" id="Page_179" />CHAPTER VI<br />
+
+<em>Gaining Your Chance</em></h2>
+
+
+<div class="sidenote">Getting Inside The Door</div>
+
+<p>We will assume that you have qualified yourself to succeed; that you
+have developed your best capabilities in knowledge, in manhood, and in
+sales skill; that you have completed the general preparation necessary
+to assure your success in marketing your particular qualifications; and
+that you also have learned how to find and to make the most of your
+prospects. After these preliminaries you are ready to take the next step
+in the selling process, and to begin putting your capabilities, and what
+you have learned from preparation and prospecting, to <em>specific use in
+actual selling</em>.</p>
+
+<p>In order to succeed, you must not only be <em>qualified</em> for some
+<em>particular</em> service work, but you also need <em>chances to demonstrate</em>
+your capabilities and preparedness for effective service. If you stand
+all your life in complete readiness for success but outside the door of
+opportunity, you will be a failure despite your exceptional
+qualifications and preparations for handling chances to succeed. <em>It is
+necessary that you get inside the door.</em> We will study now the <em>sure</em>
+ways and means of entrance.</p>
+
+<div class="sidenote"><a name="Page_180" id="Page_180" />The Salesman's Advantage Over the Buyer</div>
+
+<p>One great advantage the skillful salesman has over even the best buyer
+is that he can <em>plan</em> completely <em>what</em> he will do and <em>how</em> he will do
+it to accomplish his selling purpose. The prospect is unable to
+anticipate who will call upon him next; so it is impossible for him to
+avoid being taken <em>unawares</em> by each salesman. He can make only general
+and hasty preparations at the moment to deal with the particular
+individual who comes intent on securing his order.</p>
+
+<p>The good salesman, however, works out in advance the most effective ways
+and means to present his proposition. Each move in the process of
+selling his ideas to a prospect is carefully studied and practiced
+beforehand. The effects of different words and tones and acts are
+exactly weighed. When the thoroughly prepared salesman calls on a
+possible buyer, he has in mind a flexible program of procedure with
+which he is perfectly familiar and which he can adapt skillfully to
+various conditions that his imagination has enabled him to anticipate.
+Hence the master salesman usually is able to <em>control the situation</em>, no
+matter how shrewd the prospect may be; because the salesman's chance to
+plan assures him a great advantage over the unprepared or incompletely
+prepared other party to the sale.</p>
+
+<div class="sidenote"><a name="Page_181" id="Page_181" />Dominate The Interview with Confidence</div>
+
+<p>If you would likewise &quot;dominate&quot; the man to whom you want to sell your
+capabilities, prepare &quot;plans of approach&quot; to his interest before calling
+on him; in order to make sure of presenting your qualifications most
+strongly. He can oppose your salesmanship with but comparatively weak
+resistance; because <em>he has had no such opportunity as you to get all
+ready for this interview</em>. The skillful salesman is confident that he
+can control the selling process he begins. When you seek a selected
+chance for the success you desire, you should feel similar assurance of
+ability to sell your services. You will possess this feeling if you
+prepare your &quot;plan of approach&quot; as the master salesman gets ready for
+his interview with a prospective buyer.</p>
+
+<div class="sidenote">The Two Entrances</div>
+
+<p>You have to make two distinct &quot;entrances&quot; in order to gain your desired
+chance to succeed. You need to get <em>yourself</em> into the <em>presence</em> of the
+employer you have selected. Then it is essential that you get the <em>true
+idea</em> of your capabilities and preparedness into his <em>mind</em>. Your
+&quot;approach&quot; to his attention and interest, therefore, involves a <em>double</em>
+process. It is important that you plan intelligently the most skillful
+ways and means of making the <em>two</em> entrances; through the <em>physical</em> and
+the <em>mental</em> closed doors that now shut you out from the opportunities
+you have prospected and desire to gain.</p>
+
+<p><a name="Page_182" id="Page_182" />No master salesman would call on an important prospect before planning
+in his own mind how to take the successive steps of the interview
+expected. Nor would a master salesman neglect to think out in advance
+several specific methods of getting past any physical barriers he might
+encounter between the outer door of the general office and the inner
+sanctum of the man he must meet face to face in order to close a sale.</p>
+
+<div class="sidenote">Ordinary Way Of Getting Job</div>
+
+<p>But when the <em>unskilled</em> salesman of his own capabilities seeks a
+situation, he usually neglects to make careful, detailed plans to reach
+his prospect in the most effective way. He does not prepare to create
+the particular impressions that would be most apt to assure him the
+attention and interest of the employer upon whom he calls. Nearly always
+when a man out of a job answers an advertisement or follows up a clue to
+a possible opening for his services, he thinks the most important thing
+is to &quot;get there first.&quot; The only advantage he hopes to gain over other
+applicants is a position at the head of the line.</p>
+
+<p>Have you ever stopped to analyze the mental attitude of an employer
+toward the half dozen, dozen, or score of men who answer his
+advertisement for the services of one man? He thinks, &quot;Here are a lot of
+fellows out of jobs. Probably most of them are no good, or they wouldn't
+be out of jobs. They are competing for this place. Each <a name="Page_183" id="Page_183" />sees there are
+plenty of others who will be glad to have it. Therefore it is likely
+that I can get a man without paying him much to start with, and he
+probably won't be very independent for a while after I hire him. I'll
+take my pick of the lot, and keep the names and addresses of two or
+three others in case he doesn't make good.&quot;</p>
+
+<div class="sidenote">Shearing The Sheep</div>
+
+<p>Then the employer calls in the applicants as if they were so many sheep
+to be sheared by sharp cross-examination. Practically every candidate
+enters the private office with a considerable degree of sheepishness in
+his feelings, whether he tries to appear at ease or not. The employer
+first eyes him in keen appraisal. He then proceeds briskly to clip off
+facts about him. The man sitting behind the desk absolutely dominates
+the situation. He finishes his questioning, and disposes of the
+applicant as he pleases.</p>
+
+<p>What chance to gain the desired opportunity for service does each
+candidate have in such an uncontrolled process of getting a job? He has
+one-sixth, or one-twelfth, or one-twentieth of a chance for success;
+according to whether there are six or a dozen or a score of applicants.
+Also, practically without exception, men who come seeking a position and
+find that it has been filled make no further efforts to secure the
+opportunity for which they have applied; though the successful candidate
+may not make good and the position may soon be <a name="Page_184" id="Page_184" />vacant again. Your own
+experience and observation have made familiar to you this common way of
+looking for jobs. You know that in such cases the employer has all the
+advantage. Certainly the applicants who try to gain a chance to work by
+this method use no <em>salesmanship</em> at all.</p>
+
+<div class="sidenote">The Salesman's Method</div>
+
+<p>How would a &quot;salesman&quot; candidate for such a situation proceed? First, he
+would avoid the mistake of presenting himself as <em>merely one of a crowd</em>
+of competing applicants. He would <em>make his particular personality stand
+out</em>. Before calling, he would do some prospecting to discover just what
+capabilities were needed to fill the position advertised. Then he would
+plan different ways of tackling the prospective employer. When all
+ready, but not before, he would go to the address.</p>
+
+<p>If he should find a crowd there, he would not merge with it. He would
+avoid stating his business immediately in the outer office, rather than
+identify himself with the other candidates waiting. He would have a plan
+to get an interview later, after the dispersal of the crowd. If he
+should be told then that the position had been filled, he would go right
+ahead with his selling program regardless of the rebuff. He would
+proceed to sell the boss the idea that <em>he</em> was an especially well
+fitted man for the job. He would assume that no one else could give such
+satisfaction.</p>
+
+<p><a name="Page_185" id="Page_185" />Nevertheless the employer might feel that he had no place open for the
+latest candidate. In this event the applicant would demonstrate with
+salesmanship that he was the sort of person it is worth while for any
+business man to keep track of. Such a real &quot;salesman&quot; of his own
+capabilities, if put off for the time being, would be reasonably sure to
+get his desired chance the next time that employer might require such
+services as he could supply.</p>
+
+<div class="sidenote">A Salesman Cost Clerk</div>
+
+<p>A young acquaintance of mine wanted to secure a chance in the office of
+a prominent manufacturing corporation, under a certain executive whom he
+regarded as the most capable business man in the city. The company had
+advertised for a minor clerk in the cost department, which was managed
+by the particular executive. My acquaintance called, and found seven
+other applicants waiting in the general office. He did not join them,
+but sent in his card to the busy head of the cost department with the
+penciled request, &quot;May I see you for twenty seconds in order to make a
+personal inquiry?&quot; He was promptly admitted to the private office, and
+then stated his purpose in calling. He was careful to be extremely
+brief.</p>
+
+<p>&quot;My name is James A. Ward. I believe, Mr. Blank, I am the man you want
+for the clerkship in your cost section. In order to save your time, may
+I have permission to make some inquiries of the chief clerk in that
+department, to learn just what <a name="Page_186" id="Page_186" />qualifications are required and what the
+work is? Then when you talk with me, it will be unnecessary for you to
+explain details.&quot;</p>
+
+<div class="sidenote">Securing A Stand-in</div>
+
+<p>Taken unawares, the executive was not prepared to refuse the courteous
+request. Moreover, he was impressed with the distinctive attitude of the
+young man. He instructed that the candidate be taken to the cost
+department. There my acquaintance made an excellent impression on the
+cost accountant and several clerks. Thus in advance of any other
+applicant he secured a &quot;stand-in&quot; with a number of persons who might
+influence the judgment of their chief in selecting a new man. When he
+had learned the nature of the work to be done, Ward did not make the
+mistake of thrusting himself again into the sanctum. Instead, he wrote a
+note to the executive on whom he had called first.</p>
+
+<div class="blockquot"><p class="noindent">&quot;Dear Mr. Blank:</p>
+
+<p>     I know now exactly what the job in the cost department is, and that
+     I can fill it. But I should like to think over the best ways to
+     give you complete satisfaction, before talking with you about it.
+     Please telephone to me at Main 4683 when it will be convenient for
+     you to see me.</p>
+
+<p class="quotsig">     Respectfully,<br />
+
+        James A. Ward.&quot;</p></div>
+
+<p>The young man sent his note into the private office and left at once.
+There now were nine applicants on the anxious seat in the reception
+<a name="Page_187" id="Page_187" />room. Ward did not wish to be asked to wait his turn. He felt sure the
+executive would inquire of the costs manager about him, and he got away
+from the office quickly so that there would be an opportunity for his
+chosen prospective employer to receive the full effect of the good
+impression made in the cost department.</p>
+
+<div class="sidenote">Giving Opportunity A Chance to Catch Up</div>
+
+<p>My acquaintance was not at all worried lest some other candidate be
+chosen in his absence. The measures of salesmanship he had taken made it
+practically certain that the executive would not employ any one else
+before talking to him. Ward went to his room and waited for the
+telephone call he was sure would come. While he sat expecting it, he
+used the time to think out the best ways to approach the big man with
+whom he wanted to work.</p>
+
+<p>The salesman candidate was summoned in about an hour. None of the
+applicants ahead of him had come prepared with any definite plans.
+Therefore my acquaintance, who knew in advance just what the conditions
+were and who had decided exactly how he would present his particular
+capabilities, found it easy to secure the chance he desired. He is
+earning a salary of four thousand dollars a year now, and is on his way
+up to a five-or-six-figure job. He will get there, &quot;as sure as
+shooting.&quot; A salesman like that cannot be kept down.</p>
+
+<div class="sidenote"><a name="Page_188" id="Page_188" />Turning Failure Into Success</div>
+
+<p>I asked Ward one day what he would have done if the telephone call he
+expected had not come. He replied that he would have gone to see the
+executive next morning anyhow, and that he had planned carefully how he
+would approach him.</p>
+
+<p>&quot;I'd have sent in a note that I was ready to report some ideas I had
+worked out regarding his cost-keeping as a result of the thinking I had
+done since learning his system. He wouldn't have refused to see me, even
+if he had hired some one else meanwhile. Then I'd have told him the very
+things that got me the job. They would have assured me a chance in his
+office, whether he had a place for me right then or not,&quot; Ward asserted
+positively. &quot;If that plan of mine hadn't succeeded,&quot; he amended, &quot;I'd
+have known he wasn't the kind of man I wanted to work for, after all.
+But it turned out exactly as I knew it would,&quot; my friend ended with a
+grin.</p>
+
+<p>Can you imagine a man of such sales ability failing to get a chance
+almost anywhere? Yet Ward did only what any one, with a little
+forethought, might have done in the circumstances. Analyze the selling
+process he used, and you will perceive that there was nothing marvelous
+about it&mdash;it was all perfectly natural. Is there any good reason why
+<em>you</em> cannot employ similar methods to gain the chance you want?</p>
+
+<div class="sidenote"><a name="Page_189" id="Page_189" />Service Purpose is Essence of Salesmanship</div>
+
+<p>Let us dig into what Ward did, and find the &quot;essence&quot; of his
+salesmanship in the ways and means he employed to assure his two
+&quot;entrances,&quot; to the presence and into the mind of the executive. <em>He was
+successful principally because he made the impression that he had come
+with a purpose of rendering real service to the other man.</em> His plan of
+approach assured him the opportunity he wanted because it was designed
+to serve the head of the department in his need for particular
+capabilities. <em>Very rarely will any one refuse a needed service.</em> So,
+coming with a purpose of service, Ward made certain in advance that he
+would be welcomed to his opportunity. The essence of a successful plan
+of approach to the mind of any prospect is <em>a carefully thought-out idea
+of how to supply him with exactly what he lacks</em>.</p>
+
+<p>Just as the service purpose well planned is the key to the door of a
+man's <em>mind</em>; so is it the &quot;Open Sesame&quot; to his <em>presence</em>. Plan how to
+bring to the attention of a prospect your real service motive in coming
+to him, and how at the same time you can indicate to him your
+capabilities; then you will be as sure as was my ingenious acquaintance
+that no office door will long remain closed to you. <em>You only need to
+use the processes of the master salesman to gain any chance you want.</em>
+You will succeed almost always in your immediate object; and if you are
+unsuccessful in your first or second sales <a name="Page_190" id="Page_190" />attempt you will be
+absolutely certain to get some other good opportunity very soon.</p>
+
+<div class="sidenote">Make a &quot;Vacancy&quot; For Yourself</div>
+
+<p>It is not necessary to wait until the employer for whom you have chosen
+to work advertises a job. You should plan ways and means of gaining an
+entrance into his business organization, regardless of any &quot;vacancy&quot; he
+may have in mind. Plan exactly how you can serve him. Prospect for a
+need that he may not realize himself. Afterward work out a particular
+method of showing him clearly <em>what he lacks</em>, and that <em>you are the
+man</em> to fill the vacancy you yourself have discovered and revealed to
+him.</p>
+
+<p>An elderly man who was down on his luck and who, on account of his grey
+hair, had been unable to get various kinds of work he had sought,
+devised a novel plan of approach that gained him a coveted chance in a
+big department store. He came to the main office and reached the sales
+manager without difficulty by appearing to be just a customer of the
+store. Then he whisked from under his coat a pasteboard sign on which he
+had printed, PORTER WANTED&mdash;TO KEEP SIDEWALK CLEAN.</p>
+
+<p>&quot;I'm after that job, sir,&quot; he explained his presence.</p>
+
+<p>The sales manager waved the old man away.</p>
+
+<p>&quot;You're in the wrong place,&quot; he said curtly. &quot;Employment office is on
+the top floor.&quot;</p>
+
+<p>&quot;<a name="Page_191" id="Page_191" />I made the sign myself,&quot; the applicant declared, standing his ground.
+&quot;The employment manager&mdash;you&mdash;no one in this store has realized, I
+think, how filthy your sidewalk is. If you will come down with me and
+look at it, I'm sure you will want to have it cleaned and will instruct
+that I be given the chance. It is hurting your sales, as it is now. Kept
+clean, as I would keep it, it would be a fine advertisement of the
+store's policies, and would help sales.&quot;</p>
+
+<p>The old man's plan of entrance gained him his initial opportunity. He
+swept the sidewalk only two weeks. Then the sales manager made a place
+for him behind a counter, where he is serving customers with
+satisfaction to-day.</p>
+
+<div class="sidenote">Distinguishing Characteristic Of Masterly Salesmanship</div>
+
+<p>You will recall that in a previous chapter the <em>ability to discriminate</em>
+was stated as the <em>distinguishing characteristic</em> of masterly
+salesmanship. The ability to perceive differences, and skill in
+emphasizing them, will <em>assure</em> success in selling either ideas or
+goods.</p>
+
+<p>The discriminative-restrictive study of anything is certain to give one
+a much clearer and more definite understanding of it than could be
+secured by a study of its likeness to something else. If, when
+describing two people, you <em>compare</em> their points of <em>resemblance</em>, you
+do not paint a clear picture of either. But if you <em>restrict</em> your
+com<a name="Page_192" id="Page_192" />ments to the <em>differences</em> in their features, you will portray a
+pretty definite mental image of each.</p>
+
+<div class="sidenote">&quot;Different&quot; Ways Win</div>
+
+<p>You have been given several examples of ways and means to gain an
+entrance into the presence and into the mind of an employer. You will
+note that each applicant <em>restricted</em> his plans of approach to
+methods that were entirely <em>different</em> from those ordinarily used
+in getting a job. The purpose of the salesman in every case was to
+bring out the difference between him and competing candidates for the
+situation. The selling processes described were successful because
+<em>discriminative-restrictive principles of skill were employed to bring
+to the attention and interest of the prospect the service capabilities
+of the one applicant, in distinction from all others</em>.</p>
+
+<p>When you plan to gain the chance you most want, you can assure yourself
+of success if you will work out in your own mind how to do <em>something
+effective that is different</em> from the methods commonly used in attempts
+to gain opportunities, and that will impress your <em>real service purpose</em>
+in applying for your chance.</p>
+
+<p>First think out clearly <em>what the other man needs</em>. Distinguish exactly
+in your thoughts between what is <em>lacking</em> in his organization, and what
+he <em>already has</em>. Then when planning to gain an entrance to the presence
+and the mind of your prospect, restrict your thoughts to ways and means
+of <a name="Page_193" id="Page_193" />indicating and suggesting that <em>you know precisely what service is
+wanted</em>. Prepare to show him that you don't have merely a vague,
+indefinite idea of a job <em>like</em> other jobs. Plan to indicate that you
+are not just about the <em>same</em> as ordinary men who apply for positions.
+Be ready to make the first impression that you are <em>a particular man
+with individual ideas and distinctive capability</em>. If you can prove
+that, you will be certain to gain your chance through good salesmanship
+of the true idea of your qualifications.</p>
+
+<div class="sidenote">Plan Approach To Fit the Particular Man</div>
+
+<p>When planning his approach, the master salesman combines his earlier
+work of preparation and his prospecting. He re-organizes in his mind all
+the information he previously has gained for his own benefit. Now he
+reviews his knowledge <em>from the standpoint of the prospect</em>. He plans to
+use what he has learned in the ways that seem to him most likely to fit
+the mentality, impulses, feelings, conditions, and real needs of the man
+he wants to influence to accept his proposition.</p>
+
+<p>Having thus planned to <em>fit his knowledge to an individual prospect</em>,
+the skillful salesman arranges constructively in his own mind
+<em>particular, definite points of contact</em> with the mind of this one other
+man. He plans restrictively. That is, he works out only the approach
+ideas that are likely to fit the characteristics of the certain man on
+whom he <a name="Page_194" id="Page_194" />intends to call. He also discards ways and means that are not
+<em>especially adapted</em> to this prospect.</p>
+
+<div class="sidenote">Different Effects on Different People</div>
+
+<p>Of course the master salesman purposes to make the best possible
+impression always; but he recognizes that words, tones, and actions
+which would create a favorable impression on one prospect might make an
+opposite impression on another. For instance, a jolly manner and
+expression help in gaining an entrance to the friendly consideration of
+a good-natured man, but would be likely to affect a cynical dyspeptic
+disagreeably.</p>
+
+<p>The intelligence and skill used by the master professional salesman of
+goods in planning ways and means to gain his sales chances, can be used
+in the same way just as effectively by <em>you</em> when planning <em>your</em>
+approach to the presence and mind of any one related to your
+opportunities for success. Before you apply for the job you want, or
+before you present your qualifications for promotion or an increased
+salary, <em>make in advance a discriminative selection of ideas that will
+be likely to prove most effective in accomplishing your purpose</em> with
+your employer prospect. Then, when you interview him, <em>restrict</em> your
+presentation of your case to these discriminatively selected strong
+points of your particular capability.</p>
+
+<div class="sidenote">Contrast Selfish and Service Purposes</div>
+
+<p>You should suggest contrasts between yourself and ordinary job seekers
+or employees. When you present your qualifications for a promotion or
+for <a name="Page_195" id="Page_195" />a raise, you will be <em>sure</em> of succeeding if you are able to get
+across to your employer's mind the true idea that your services in the
+future may be <em>different and deserving of more reward</em> than the services
+for which you have previously been paid.</p>
+
+<p>When an employee asks for more money because other men are being paid
+higher wages in the same office, or because he has prospects of better
+pay elsewhere, or even because of increased costs of living, he makes an
+<em>unfavorable</em> impression on the man from whom he requests a raise. His
+purpose in presenting his claims is evidently selfish. He appears to be
+looking out only for Number One, and the employer naturally looks out
+for <em>his</em> Number One when responding. By using methods that suggest a
+wholly selfish purpose, the applicant decreases his chances of gaining
+what he desires. Yet most employees ask for raises in just this way.</p>
+
+<div class="sidenote">The Quid Pro Quo</div>
+
+<p>Contrast the impression made when an employee approaches the boss with a
+carefully planned demonstration of his <em>capability for increased
+service</em>, as the basis of a proposal that he be promoted or given a
+higher salary. He comes into &quot;the old man's&quot; office with an attitude
+that produces a <em>favorable</em> impression. When he explains exactly what he
+is doing, or can do if permitted, that is deserving of more reward than
+he has been receiving, he presents the idea of a &quot;quid pro quo&quot; to his
+&quot;prospect,&quot; just as the salesman of goods <a name="Page_196" id="Page_196" />presents the idea of <em>value</em>
+in fair exchange for <em>price</em>.</p>
+
+<p>If the service now being rendered by the employee, or the new service he
+wishes permission to render, is really worth more money to the employer,
+the applicant for a raise is practically certain to get it, provided he
+has chosen a fair boss. And, of course, a good salesman of himself does
+not go to work in the first place until he has prospected the squareness
+and fair-mindedness of the employer.</p>
+
+<div class="sidenote">The Saleswoman Secretary</div>
+
+<p>A young woman was employed in a secretarial capacity shortly before the
+world war began. In the course of the next two years her salary was
+voluntarily doubled by her employer. But her necessary expenses
+increased in proportion; so she was able to save no more money (in
+purchasing power) than it would have been possible for her to put in the
+bank if there had been no increase either in her earnings or in the cost
+of living. That is, if the war had not happened, and she had continued
+at work for two years without any raise at all, she would have been
+practically as well off at the end of that time as she actually found
+herself with her doubled pay.</p>
+
+<p>As the months of her employment passed, she had made herself
+progressively much more valuable to her employer. She was rendering
+him now a very large amount of high-grade service. But in <a name="Page_197" id="Page_197" />effect she
+was being paid no more money than when she was engaged. The young
+woman knew her employer intended to be fair with her. Undoubtedly he
+felt he had treated her well by voluntarily doubling her salary in two
+years. If she had gone to him and had asked for more pay in the manner
+of the ordinary applicant for a raise; if she had stated her request
+without skillfully showing the difference between actual conditions and
+his misconception of the facts; she likely would have made an unfavorable
+impression. But she was a good saleswoman of her ideas. She made a
+discriminative-restrictive plan of approach to gain her object, and used
+first-class selling skill to get into her employer's mind a true
+conception of her worth to him.</p>
+
+<div class="sidenote">Opening the Boss's Eyes</div>
+
+<p>She compiled from her budget the exact amount of increased living costs.
+The comparative figures of two years showed that her necessary expenses
+were approximately double what they had been before the war. Then she
+used the percentage ratio to demonstrate in neat typewriting that
+approximately all of her salary increases had gone to some one else, and
+had not remained in her hands. On another sheet she typed a summary of
+the most important business responsibilities she carried for her
+employer at present, but which she had not been qualified nor trusted to
+bear when she was first engaged. The secretary brought the <a name="Page_198" id="Page_198" />two exhibits
+to the desk of the business man, laid them before him with brief
+explanations of what they represented, and concluded with a simple
+personal statement which she worded most carefully.</p>
+
+<div class="sidenote">The Approach That Commands Respect</div>
+
+<p>&quot;Mr. Blank, I know you mean to be perfectly square with me. So I want
+you to realize what has been the actual purchasing power of the salary I
+have received, and what I have done with it. This percentage slip shows
+that my additional pay was all used for additional expenses. I have been
+unable to increase my savings. I really have been paid only for the same
+kind of services I was able to render when you employed me. Now I know
+how to do all these additional things.&quot; She pointed to the list typed on
+the second sheet of paper. &quot;In effect, I haven't been paid anything for
+them, you see. I am sure you have not appreciated the difference between
+the increased service I have rendered, and the buying power of the
+raises you have meant to give me but which have all gone to some one
+else. Please study these lists. I believe you will feel that I am
+earning a larger salary and really am worth more to you than two years
+ago.&quot;</p>
+
+<p>Her &quot;different&quot; approach gained the secretary not only an immediate
+increase of fifty per cent in her salary; but five hundred dollars back
+pay that her fair-minded employer was convinced she should have
+received.</p>
+
+<p><a name="Page_199" id="Page_199" />Such an approach commands the respect of the prospect. It is the
+approach of an equal, not of an inferior. <em>So greatly does it reduce the
+chances of failure that the salesman is practically certain to succeed
+in his purpose.</em></p>
+
+<div class="sidenote">Initiative Is Yours</div>
+
+<p>Recognize that the <em>initiative</em> in gaining your chance should be in your
+own hands. Do not wait for any opportunity to come to you. &quot;Go to it.&quot;
+Go prepared to control the situation you have planned to create, but be
+ready also to meet <em>unexpected possibilities</em>. The object of the master
+salesman in his preparation is not only to make the selling process
+<em>easy</em>, but also to meet any <em>difficulties</em> he can foresee that may
+arise to block him. He is ready to take full advantage of favorable
+conditions he has planned to meet, and is equally ready for turn-downs.
+If you use the discriminative-restrictive method to gain admission to
+the presence and into the mind of your prospect, it is altogether
+unlikely that you will be denied the chance you seek. Nevertheless <em>go
+loaded for refusals</em>. Be ready with the quick come-back to every
+turn-down you can imagine.</p>
+
+<p>A clerk in a real estate office wanted an opportunity to prove that he
+was capable of selling. Times were very hard, and the firm had flatly
+announced that it would not promote anybody or grant any raises. But
+this clerk, who had made up his mind to secure a salesman's job,
+carefully <a name="Page_200" id="Page_200" />prepared a plan of approach before he went to the president's
+office. His ostensible purpose was to get a raise; so he had worked out
+an ingenious reply to every objection he could imagine his employer
+might make to paying him more money. But he really wanted a different
+job, not just a larger salary.</p>
+
+<div class="sidenote">Come-backs To Turn Downs</div>
+
+<p>He tackled the &quot;old man&quot; at a selected time when he knew the president
+would not be busy. One after another, in quick succession, he came back
+at every reason given for turning him down on his application for
+additional pay. Finally the cornered employer stated frankly that the
+clerk was entitled to a raise, but as frankly said it could not be
+granted because of general business conditions. The applicant, having
+gained his immediate object by proving his worth, then switched to the
+second part of his plan of approach.</p>
+
+<p>&quot;I didn't expect more money for my clerical work, but haven't I proved
+to you by the way I handle turn-downs that I possess the qualifications
+of a salesman? It would be just as hard for a prospect to say 'No' to me
+as it has been for you. I don't want a raise. I want a chance at selling
+real estate. Give me a drawing account equal to my present salary, and
+I'll earn it in commissions. I'm going to make it hard for anybody to
+get away from me after I tackle him to buy a lot or a house.&quot;</p>
+
+<p>Of course the clerk got his chance.</p>
+
+<div class="sidenote"><a name="Page_201" id="Page_201" />Touch Tender Spots</div>
+
+<p>Another important detail of good salesmanship in planning to approach
+opportunities to succeed, is <em>touching the tender spots of the
+subordinates</em> in the office of the big man you want to reach. Also plan
+to touch tender spots in <em>him</em>. You can do it with a courteous bow, or
+with the tone of respect. Employ the <em>personal appeal</em>&mdash;that is, make
+<em>contact</em> between <em>your personality</em> and the personality of the <em>other
+party</em> you desire to influence. There is no better way than by
+manifesting your <em>real friendliness</em>. One who comes as a friend is able
+to feel and to appear <em>at ease</em>. The bearing of perfect ease makes the
+excellent impression of <em>true equality in manhood</em>, and helps very
+greatly in gaining for one a chance to succeed.</p>
+
+<div class="sidenote">Strength and Resourcefulness</div>
+
+<p>Sometimes self-respect will require you to use very forceful methods to
+secure the opportunity you desire. A snippy clerk may refuse you
+admittance to the private office. The big man himself may send out word
+that he will not receive you, or perhaps he will attempt to dismiss you
+brusquely after you are granted an audience. So be prepared to manifest
+your <em>strength</em>, as well as your <em>resourcefulness</em>, should such <em>force</em>
+of personality be needed in any imaginable situation. If you have
+planned exactly how you will show your strength, you will make the
+impression when you manifest it actually that you are strong in fact,
+and not just <a name="Page_202" id="Page_202" />a bluffer. Often you can prove your strength by looking
+another person fearlessly in the eye.</p>
+
+<div class="sidenote">Four Essentials of Good Approach</div>
+
+<p>It is evident from what has already been outlined that to make a
+successful approach one needs particular qualifications. There are four
+essentials: First, <em>mental alertness in perceiving</em>; Second, <em>good
+memory for retaining the impressions received</em>; Third, <em>constructive
+imagination</em> in planning the approach; Fourth, <em>friendly courage</em> in
+securing an audience and in making the actual approach to the mind of
+the other man.</p>
+
+<p>All your senses must be <em>wide awake</em> if you are to <em>perceive every point
+of difference</em> that can be used effectively to sell your particular
+ideas in contrast with ordinary ideas.</p>
+
+<p>It is necessary not only that you <em>see</em> distinctions clearly, but that
+you be able to <em>remember them instantly</em>, when you need to use them in
+selling your ideas.</p>
+
+<p>You cannot make any certainly successful plan to deal with a future
+possible chance unless you <em>cultivate your power of imagination by
+working out in advance every conceivable situation that may be
+anticipated</em>.</p>
+
+<p>And all your other capabilities in gaining your chance will be of no
+avail if your purpose meets resistance; unless you are equipped
+beforehand with friendly courage, the <em>kind of real bravery that is
+likable</em>.</p>
+
+<div class="sidenote"><a name="Page_203" id="Page_203" />Genius</div>
+
+<p>It is highly important to your success that you be able to make the
+impression that you are a person of <em>genius</em>. Genius, analyzed, is no
+more than the exceptional application of natural ability to doing work.
+Application demands complete attention. Attention leads to
+discrimination. Discrimination concentrates, of course, upon the
+recognition of differences. And differentiation depends principally upon
+sense training in alertness. Unless a sense is very keen, it cannot make
+distinctions sharply. <em>So we get back to the primary necessity of
+developing all your senses and of keeping them wide awake to perceive
+and act upon chances for success</em>.</p>
+
+<div class="sidenote">Memory</div>
+
+<p>Your discriminative power of perception will be well-nigh valueless to
+you, however, if you are unable to recall whenever needed, all the
+points of difference possible to utilize in your salesmanship. Therefore
+you should <em>train your memory</em>. We will not enlarge just now upon this
+factor of the process of making success certain; because in previous
+chapters and also in the companion book, &quot;The Selling Process,&quot; the
+right methods of developing a good memory are indicated.</p>
+
+<div class="sidenote">Constructive Imagination</div>
+
+<p>The value of <em>constructive imagination</em>, not only in planning your
+entrance to the physical presence and into the mind of the prospect, but
+all through your salesmanship, cannot be over emphasized. If <a name="Page_204" id="Page_204" />you are to
+gain your chance with another man, <em>you must be able to see imaginary
+future situations, through his eyes</em>. In advance of your interview it is
+necessary that you imagine yourself in his place when a caller like
+yourself is received.</p>
+
+<p>Some so-called &quot;realists&quot; condemn imagination. They say it is apt to
+make men visionary and unable to recognize and meet successfully the
+every-day problems of life. But the <em>big</em> men of finance, industry, and
+politics have become pre-eminent because of the fertility and
+productiveness of their imaginations. What the &quot;hard-headed&quot; man
+condemns is not imagination, but <em>inability to use it constructively</em>.
+He deprecates imagination not carried into <em>action</em>. Constructive
+imagination, however, has always been man's greatest aid in making
+progress.</p>
+
+<div class="sidenote">Four Ways to Re-construct Ideas</div>
+
+<p>In order to develop your constructive imagination most effectively you
+must follow certain laws with regard to the re-adjustment of parts,
+qualities, or attributes of things you know. You can re-construct an
+idea; (1) by merely <em>enlarging</em> an old mental image; or (2) by
+<em>diminishing</em> the size of the previous image; or (3) by <em>separating</em> a
+composite image into its parts; or (4) by imaging <em>each part as a
+whole</em>.</p>
+
+<p>Let us illustrate how these laws of constructive imagination might be
+applied effectively in planning the approach to a prospective employer.</p>
+
+<div class="sidenote"><a name="Page_205" id="Page_205" />Using Constructive Imagination</div>
+
+<p>He perhaps has an idea that the possibilities of the job you want are
+limited. You should plan to <em>enlarge</em> the picture of your possible
+service and to show that you could do more things than he is likely to
+expect of you.</p>
+
+<p>So you can <em>diminish</em> his idea of the salary you want, by planning to
+show him that in proportion to the enlarged service you purpose to
+render, the pay you ask is not really big.</p>
+
+<p>In order to make him appreciate better just what your contemplated job
+means, you can <em>separate</em> it into the different functions you will
+perform. The mere fact that the job has a great many parts will be
+effective in impressing him with the idea that it is worth more pay.</p>
+
+<p>Then you can take each part or function of your job and show it as a
+<em>whole</em> opportunity. For instance, if you are a correspondent, you might
+demonstrate just how letters of different length could be spaced on the
+stationery to develop a uniformly artistic impression that would help to
+get more business by mail.</p>
+
+<p>All your imaginative powers can be made to work <em>together</em> to accomplish
+the one certain result you desire. &quot;Constructive imagination is always
+characterized by a definite purpose, which never is lost sight of until
+the image is complete.&quot;</p>
+
+<div class="sidenote"><a name="Page_206" id="Page_206" />Friendly Courage</div>
+
+<p>Thousands of men have failed, after getting right up to the door of
+opportunity, because they had to turn away in order to screw up their
+<em>courage</em>. No one can hope to succeed if he lacks <em>the quality of
+bravery necessary to gain chances</em>.</p>
+
+<p>True bravery is not cockiness or swaggering. It is simply a <em>kindly
+self-confidence</em> that makes no impression of a threat to others, and
+gives no suggestion that the man who has it feels there is the slightest
+reason for being afraid of anybody else.</p>
+
+<div class="sidenote">No One To Fear</div>
+
+<p>Really, if you have planned just how to approach each prospect with a
+true service purpose, there is no one in the world you need to fear.
+Lack of courage is usually due to lack of preparation for what might be
+anticipated. Sometimes a man is fearful of another because of his own
+consciousness that he has come to that other man principally for the
+purpose of <em>taking something away from him</em>. This consciousness causes a
+guilty feeling, which undermines courage. If through imaginative
+planning you know in advance about what to expect, and if you feel your
+intentions toward your prospect are absolutely square, you will not be
+afraid to seek your chance anywhere. Your courage will not ooze.</p>
+
+<div class="sidenote">&quot;Right is Might&quot;</div>
+
+<p>True courage is based on a <em>permanent consciousness of right feeling and
+thinking, coupled with the sense of power</em> that is expressed in the
+maxim, &quot;Right is might.&quot; Such courage can be developed <a name="Page_207" id="Page_207" />by the
+discriminative-restrictive process with absolute certainty, as is
+explained in the companion book, &quot;The Selling Process.&quot;</p>
+
+<div class="sidenote">Big Mental Outlook</div>
+
+<p>Our study of plans of approach would be incomplete without emphasizing
+the prime necessity for a <em>big mental outlook</em>. To assure your success
+in gaining the chances you want it is necessary that you vision
+imaginary situations of the future and fit into them the facts you know
+now or may be able to learn.</p>
+
+<p>However, you cannot develop maximum skill in gaining your chances if you
+are unable to learn anything except through personal experience.
+Personal experience is valuable, no doubt. But you must develop the
+ability to <em>think out the significance of other men's experiences</em>, and
+must be capable of <em>applying what you learn to your own imaginary use</em>.</p>
+
+<p>The big view-point, the ability to learn from observation as well as
+from experience, will develop in you broad and varied conceptions of
+other men. It will make you tolerant of characteristics that differ
+widely from your own. You will respect the view-point of the other
+fellow, and will recognize that he may be perfectly fair in his attitude
+and opinions, however widely he may differ from your ideas. Your big
+mental outlook should make you feel friendly toward him as your
+<a name="Page_208" id="Page_208" />prospect, and you can make the approach of <em>courage that is friendly</em>.</p>
+
+<div class="sidenote">The Sentry And the Password</div>
+
+<p>Perhaps you will meet opposition to your entrance when you come to gain
+your chance. It is likely that some sentry in the outer office of your
+prospect, or the sentry of his own mind when you reach his presence, may
+halt you at the portal of opportunity with the challenge, &quot;Who goes
+there?&quot;</p>
+
+<p>Your answer should be spoken confidently, &quot;A friend.&quot;</p>
+
+<p>The test will then be made by the sentry, &quot;Advance, friend, and give the
+countersign.&quot;</p>
+
+<p><em>The secret pass-word to Opportunity is, &quot;Service.&quot;</em></p>
+
+<p>Prove you know the countersign, speak it with courage, and you will find
+yourself no longer an object of suspicion, no longer regarded as a
+possible enemy.</p>
+
+<p><em>You have nothing to fear if you plan to approach your prospect as a
+true friend who has come with a carefully thought out, intelligent offer
+of service that he lacks.</em></p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_VII" id="CHAPTER_VII" /><a name="Page_209" id="Page_209" />CHAPTER VII<br />
+
+<em>Knowledge of Other Men</em></h2>
+
+
+<div class="sidenote">Unlocking The Other Man's Heart And Mind</div>
+
+<p>We have seen how you can make certain of <em>gaining</em> your introductory
+chance. Now we are to consider the first step in the <em>most effective
+use</em> of this opportunity to begin building your own success.</p>
+
+<p>Let us say that you have chosen a particular man as the sort of employer
+with whom you want to work. Your prospecting has convinced you that in
+his business you have found the right market for your present services
+and a promising field for the future big success you are ambitious to
+achieve. Therefore you wish to sell him a true idea of your best
+capabilities. We will assume that you have passed the threshold of his
+private office, but your object in calling upon him has not yet entered
+<em>his thoughts and feelings</em>.</p>
+
+<p>Before you state the ideas and service intention you have brought, make
+certain of the best possible reception from him. You need to take every
+practicable precaution against being rebuffed. You want to assure
+yourself of a welcome. Having gained this chance to start the sale of
+your capabilities, it is of vital importance not to take the next step
+in the selling process <em>blindly</em>, lest you stumble.<a name="Page_210" id="Page_210" /> Hence you should
+<em>size up</em> the other man before you announce your purpose in calling.
+What you may learn from reading his character correctly will help you to
+gain admittance into his mind for your ideas. It should assure a welcome
+from his heart for your sincere desire to serve him.</p>
+
+<div class="sidenote">Skeleton Key Unavailing</div>
+
+<p>Golden opportunities to succeed in a particular business cannot be
+unlocked with a skeleton key of knowledge about human nature. Knowledge
+of <em>all</em> men supplies merely the shaft and general shape of the key
+blank, which must then be notched and filed to fit the characteristics
+of the individual whose mind and heart you wish to open for the
+admission of your ideas and feelings. Unless you can get into that <em>one</em>
+mind and that <em>one</em> heart with your service purpose, you will be shut
+out from the opportunity you want. It is important that you know the
+traits of men in general, of course. Such knowledge, however, should be
+supplemented by a <em>specific</em> and true conception of the particular man
+through whom you hope to reach your chance to succeed.</p>
+
+<p>Do not confuse in your present thoughts the process of <em>prospecting</em> the
+characteristics of a man <em>before</em> meeting him, with the later process of
+<em>sizing him up at the time of the interview</em>. It is highly important to
+accumulate in advance as much knowledge as possible of your prospect's
+individual traits. But what you learned about your chosen future
+employer before you gained the chance to present <a name="Page_211" id="Page_211" />your ideas to him in
+his office should be used <em>merely as a guide</em> in sizing him up on the
+spot.</p>
+
+<div class="sidenote">Stop, Look, Listen</div>
+
+<p>Take nothing for granted now. Through your personal, specific
+observation either confirm or disprove every item of information that
+has come to you from other people previous to meeting this man face to
+face. Your informants may or may not have had correct conceptions of his
+characteristics. It would be unwise, even unsafe, for you to rely
+implicitly on <em>their</em> judgment of him. You need to <em>be certain you know
+him as he really is</em>; so that you can present your purpose with the
+confidence a skilled salesman feels when he is sure he understands the
+principal traits of the prospect he is addressing. In reaching this man
+you have gained your first chance. You cannot afford to risk losing it
+by haste. <em>Do not advance farther in the selling process until you have
+made certain of the ground you are to tread.</em> It is very bad
+salesmanship to begin introducing ideas and feelings to a mind and heart
+that are unknown to you except from hearsay.</p>
+
+<p>&quot;But,&quot; you say, &quot;I'm not a mind reader. And I can't look into another
+man's heart.&quot;</p>
+
+<p>True. Yet you should be able to read the <em>signs</em> of his thoughts; which
+he manifests in his words, tones, and acts. And you need not see into
+<em>his</em> heart to know what it contains; since fundamentally <em>all</em> men are
+much alike at heart. Just look clearly into your own heart at its best.
+You will <a name="Page_212" id="Page_212" />find there the basic emotions and feelings that civilized men
+have in common everywhere.</p>
+
+<div class="sidenote">Character Analysis by Types Not Reliable</div>
+
+<p>Character analysis by &quot;types&quot; is unreliable. I believe as little in
+phrenology as in palm-reading. I have directed thousands of men in
+business. Personal experience has proved to me that the <em>permanent</em>
+structure of a particular human body is not an invariably true index to
+the characteristics of the inner, or ego man who owns that body.</p>
+
+<p>He has had no control over the color of his hair or eyes. He cannot
+reshape the bones of his face, nor alter the bumps on his head. To
+believe that such permanent structural details of the &quot;natural&quot; <em>outer</em>
+man determine or denote the peculiar aptitudes of the <em>inner</em> man is to
+credit the exploded doctrine of fore-ordination.</p>
+
+<p>Therefore, when you have gained the chance to present your capabilities
+for sale to a chosen prospect with whom you believe you will have the
+best opportunities to succeed, and when you are swiftly shaping your
+presentation plans to fit his personality, don't size up merely the
+factors of his make-up with which he was born. You will be apt to
+mistake his true character if you have come to his office with the
+delusion that the blonde type of man is fundamentally different <em>in
+nature</em> from the brunette type. Get out of your head any misconception
+that a man is foredoomed to practically certain failure in a particular
+career because he has a big nose, sloping brow, and receding chin; and
+that <a name="Page_213" id="Page_213" />another man with a snub nose, bulging forehead, and protruding jaw
+is destined almost surely to succeed if he selects a certain vocation.
+No &quot;mind man&quot; with a normal, healthy body is limited in his
+possibilities of success by being born with red, or black, or tow hair;
+or because the bones of his head happen to be shaped in a particular
+way. The ego is the master, not the slave, of the body.</p>
+
+<div class="sidenote">True Signs of Character</div>
+
+<p><em>The true signs of character are to be read only in the words, tones,
+and movements</em> of a man&mdash;and in his muscle structure <em>as he has
+developed it</em> or has left it <em>undeveloped</em>. We already have seen in a
+previous chapter how a mind center and its co-ordinated set of muscles
+develop each other. So the positive characteristics of the inner man are
+revealed clearly by the muscle structure built up by his habits of
+thinking and feeling and action. On the other hand, his deficiency in
+certain mental and emotional development is indicated negatively by his
+lack of the muscle structure that naturally would be co-ordinate with
+such development.</p>
+
+<p>The relation of muscular development to mental development, as explained
+in an earlier chapter, suggests the one <em>sure</em> way to judge a man's
+habits of thinking. <em>Observe discriminatingly his various muscle
+structures, and his muscle activities in detail.</em> The development of
+certain sets of <em>muscles</em> proves a co-ordinate development of the <em>mind
+centers</em> most directly connected with these muscle structures.<a name="Page_214" id="Page_214" />
+Similarly the <em>mental action</em> of a man is indicated by his <em>physical
+manifestations</em> with his muscles in movements.</p>
+
+<p>Hence if you learn to read the <em>mental significance of particular muscle
+structures and of particular muscle actions</em>, you will be able to size
+up both the <em>habits</em> of thought (individual characteristics) of a man,
+and what he happens to be thinking <em>at the time</em> you come to present
+your services or ideas for sale.</p>
+
+<div class="sidenote">Recapitulation</div>
+
+<p>Before going on with our study of the subject of this chapter, let us
+summarize the preceding pages to make sure that we know thoroughly the
+somewhat difficult but very important ground we have gone over thus far.</p>
+
+<p>You chose a certain man as your prospective employer because you believe
+that if you succeed in associating yourself with him you will have the
+best opportunities to achieve your ambition. You are now standing in his
+presence. You need to size up his true character quickly in order that
+you may be sure of presenting your capabilities in the particular way
+that is likely to be most effective with him. You wish to impress this
+one man with right ideas of your qualities and their value. You want him
+to perceive that he lacks and requires just such services as you purpose
+to offer for sale. You realize it is unsafe for you to jump at
+conclusions about his characteristics. You pause briefly to size <a name="Page_215" id="Page_215" />him up
+before presenting your proposition, rather than to proceed blindly in
+ignorance of his habits of thought, and with no clue to what he happens
+to be thinking at the time you call. You must know all it is possible to
+find out on the spot regarding him.</p>
+
+<div class="sidenote">What Has He Done with His Birthright?</div>
+
+<p>You cannot be certain of his characteristics if you judge him solely by
+what Nature forced on him. But you can be absolutely sure if you size
+him up by observing <em>what he has done with his birthright</em>, and if you
+are then able to <em>interpret</em> correctly what you <em>perceive</em>. Your
+prospect has had nothing to do with the shape and size of his head. His
+fair or dark complexion is inherited. He is utterly unable to control
+the color of his hair or eyes. His <em>muscle structure</em>, however, is a
+<em>development</em> that he has accomplished himself. If he has a firm jaw,
+the jaw <em>muscles</em>, not the jaw <em>bone</em>, signify the characteristics of a
+firm mentality. <em>Judge the physical man he has made by his habits of
+living under the government of his mind.</em> Disregard such physical
+details of his appearance as he cannot help. The <em>made</em> man is the true
+image of the ego. It is this <em>ego</em> of your prospective employer you need
+to know, for your chance to succeed in your purpose with him depends on
+the <em>inner</em> man you must convince and persuade. Therefore restrict your
+size-up to the discriminative observation of the <em>muscle signs of his
+mind habits and mind actions</em>.</p>
+
+<div class="sidenote"><a name="Page_216" id="Page_216" />Recall Burbank Method</div>
+
+<p>Recall now, or re-read the second chapter of this book. There you
+studied the principles of restrictive-discriminative growth&mdash;the Burbank
+method of developing selected qualities of manhood. That chapter related
+to your cultivation of particular characteristics within <em>yourself</em>. The
+same principles will guide you with equal certainty in acquiring
+knowledge of <em>other men</em>.</p>
+
+<p>Every <em>mental</em> characteristic of your prospect about which you need to
+know has <em>physical indications that can be perceived, and translated
+into certain knowledge of details of his character</em>. You have studied
+the co-relation of <em>your</em> mind and body in mutual development. You may
+be sure that similar processes of development have produced like effects
+in the case of the man you have come to see. You know exactly how to
+grow particular qualities within yourself, by using your muscles to
+develop corresponding mind centers and vice versa. You can read another
+man's mind by observing <em>his</em> muscle structure and muscle action, and by
+then interpreting the mental significance of what you perceive.</p>
+
+<div class="sidenote">Men are Alike At Heart, But Differ in Mind</div>
+
+<p>To repeat and emphasize again what already has been said about knowing
+the <em>heart</em> of another man&mdash;you need but look into your own breast to
+find there the finest basic characteristics of the human heart in
+general. As Kipling wrote, &quot;The Colonel's lady and Judy O'Grady are
+sisters under their skins.&quot; All men are fundamentally alike at the
+<a name="Page_217" id="Page_217" />bottoms of their hearts, however much they may differ in the individual
+traits they have grafted upon their common root of human nature.</p>
+
+<p>So when you are sizing up your prospect, you should comprehend that <em>the
+most effective way to get to his heart is through such an appeal as
+would reach the heart of every man</em>. Know your own heart surely, then,
+in order to be certain of knowing his. All human hearts respond
+similarly to manifestations of courage, nobility, love, faith, honor,
+and the like. We laugh and cry at the same humor and pathos. Our
+<em>feelings</em> are closely akin. We differ from one another only in our
+<em>minds</em>. Our individual, acquired habits of thought affect but the
+<em>degrees</em> of our several heart responses to the gamut of fundamental
+emotional appeals.</p>
+
+<div class="sidenote">Exhaustive Prolonged Analysis Unnecessary</div>
+
+<p>Knowledge of another man, then, involves first, comprehension that he is
+<em>like</em> every other man in his <em>emotions</em>, and <em>unlike</em> all other men in
+the way he <em>thinks</em>. To a trained observer his habits of thought are
+clearly indicated by his muscle structure and muscle action. Exhaustive
+prolonged analysis is unnecessary. You can learn to read quickly the
+mental significance of the comparatively small number of details of
+muscle structure and action that constitute a fairly complete index to
+his character. Then you will be able to judge with certainty practically
+all the traits of which you need to be sure in order to make the most
+effective presentation of your services for sale to this particular
+man.</p>
+
+<div class="sidenote"><a name="Page_218" id="Page_218" />Value of Size-up</div>
+
+<p>The value of such a dependable size-up can scarcely be over-estimated.
+It is not easy to gain the <em>initial</em> chance to present your capabilities
+to the one man with whom you have chosen to be associated. But it would
+be tremendously harder to win a <em>second</em> opportunity to sell your
+services after <em>failing</em> the first time. By sizing him up aright while
+you are presenting your qualifications for his consideration, you will
+be able to <em>avoid making unfavorable impressions</em>. You can also adapt
+your salesmanship to <em>creating the best possible impression</em> of your
+capabilities and their fitness to his <strong>especial needs</strong>.</p>
+
+<div class="sidenote">The Gruff Reception</div>
+
+<p>Sometimes a man seeking to gain the big chance that he believes would
+open the door to success fails to secure his opportunity because he is
+disconcerted by a gruff reception that he misconstrues as personal to
+him. He wrongly interprets <em>natural</em> self-defense as a sign of habitual
+crabbedness.</p>
+
+<p>A big man often thinks he is &quot;hunted&quot; by people who want to make him the
+prey of their own purposes. The employer you have chosen as the means of
+reaching the goal of your ambition may feel suspicious of your object in
+approaching him. He is likely to assume an attitude of extreme reserve,
+or even of icy indifference. Possibly his manner will be curt and sharp.
+Size up such a reception as just his way of protecting himself against
+impositions. His treatment of you is merely <a name="Page_219" id="Page_219" />a superficial manifestation
+of the instinct for self-preservation. It indicates nothing more than
+that he is wary of any one who calls on him with an unknown purpose.</p>
+
+<p>His object in being cold or brusque is to get rid of people who might
+annoy him or waste his time. He would not assume his repelling pose if
+he knew <em>you</em> had come with a purpose of <em>true service</em>, after full
+preparation of yourself and your selling plans to interest him. Though
+he does not realize it yet, you will neither pester him nor fritter away
+his precious minutes.</p>
+
+<div class="sidenote">Melting Ice And Smoothing Roughness</div>
+
+<p>Therefore if your size-up convinces you that the cold, brusque manner
+is only <em>assumed</em>, you need not deal with it as if it were
+<em>characteristic</em>. It indicates no more than the habit of wariness. You
+should proceed confidently with your selling process, undeterred by the
+bearing of your prospect. Do not attempt to mollify his assumed
+harshness. It will take but a few moments for you to <em>sell him the idea
+that you have brought him something he really needs</em>. When he first
+glimpses your service purpose, his icy pose will begin to melt and his
+rough tones will be smoothed.</p>
+
+<p>A great public-utility corporation with thousands of branch offices
+throughout the United States had as its purchasing agent for many years
+an old gorgon. He was &quot;a holy terror&quot; to new salesmen, but became a
+staunch customer when once his confidence was deservedly gained. And
+every <a name="Page_220" id="Page_220" />employee in the office of this tartar loved him for his true
+kindness of heart.</p>
+
+<div class="sidenote">Don't Flinch Or Retreat</div>
+
+<p>You may have occasion to call on such an eccentric big man. If you are
+rebuffed fiercely, don't let it &quot;get your goat.&quot; He can have no possible
+reason for disliking you personally, especially before he comprehends
+your purpose in coming to him. So disregard his ferocious pose. Though
+he may treat you as an unwelcome intruder, proceed calmly to the
+statement of your business. You know that your intention to render him a
+true service justifies you in taking his time. Therefore his assumed
+fierce manner should be powerless to disconcert you.</p>
+
+<p><em>Do not retreat</em> from a chosen prospective employer; <em>do not even
+flinch</em> from him, however ill-tempered and repellant he may appear. You
+cannot possibly lose so much by standing your ground as you would
+forfeit by running away from this chance to demonstrate your
+salesmanship. Countless thousands of men have failed because at the
+first sign of antagonism they surrendered even more than they might have
+lost if they had been utterly beaten after the hardest kind of a fight
+for victory. <em>They gave up without a struggle, not only all their
+chances for success, but their self-respect as well.</em></p>
+
+<p>Suppose the man you have selected as your future employer does snap at
+you viciously when you call on him; his ferocity signifies no more than
+that you must approach and handle him carefully.<a name="Page_221" id="Page_221" /> Your prospecting and
+your size-up should have convinced you that he is not in fact the crab
+he tries to appear. Real, thorough cranks are so rare they can be
+considered as non-existent. It is safe to conclude that any man who acts
+as if he were sore all the way through all the time is just <em>acting</em>.
+Ignore the irrascibility of the &quot;Everett Trues&quot; you meet. <em>Superficial</em>,
+<em>assumed</em> indications will not help you to comprehend the <em>inner</em> man
+you want to influence. <em>Restrict your size-up to the signs of that inner
+man.</em> While the old gorgon you face is brow-beating you, he may be
+planning in the back of his head an act of gentle kindness to some one.
+If he is <em>habitually</em> kind, there will be physical indications of that
+characteristic; in his <em>tones</em> and <em>acts</em> if not in his <em>words</em>. Look
+for these signs beneath his harsh manner, which is merely a disguise he
+has put on. &quot;Everett True&quot; behaves like a domineering tyrant, but he
+really is characterized by an acute sensitiveness to what is right and
+just.</p>
+
+<div class="sidenote">Judge By Unconscious Appearance And Actions</div>
+
+<p>When sizing up a man, depend principally upon details of his
+<em>appearance</em> and <em>actions</em>. Translate whatever you see or hear into
+definite discriminative judgments regarding him. His muscle structure
+and movements indicate certain traits. Of course you should also observe
+and size up the significance of the words and tones he uses. But a man
+employs his speech with the conscious intention of making impressions.
+Therefore it is not safe to rely on a size-up based on what he says.<a name="Page_222" id="Page_222" />
+Your prospect may be using his words and tones to hide, rather than to
+reveal, his inner self.</p>
+
+<p>However, if you know how to separate and classify <em>details of muscle
+structure and action</em>, you can depend safely on specific conclusions
+based on these indications. The muscle structure of a man is the result
+of his habits of living, or of his predominant characteristics. He
+builds it up unconsciously and is unable to disguise it. It can be
+interpreted as certain proof that he has particular traits. Most of his
+movements, too, are made without his realizing exactly what they denote
+of his character and present thoughts. He just &quot;acts natural.&quot; Therefore
+if you read indications of the inner man by analytically observing his
+<em>physique</em> and <em>actions</em>, you will gain reliable information about him.
+He will not know that he is revealing his traits and what he is
+thinking.</p>
+
+<div class="sidenote">Your Opinions About People</div>
+
+<p>From your earliest childhood to this moment you have been forming
+first-hand opinions of other people by observing and interpreting their
+words, tones, and movements. Sizing up men is not a new process to you.
+But in order to be a certainly successful salesman of yourself you
+should <em>observe more intelligently and discriminatively</em> hereafter.
+Instead of making up your mind about people without knowing just how or
+why you arrive at your judgments, classify your intuitions
+scientifically. Know the reasons for your opinions. You can be sure
+about the conclusions you reach as a result of <a name="Page_223" id="Page_223" />your <em>specific, exact
+observation of details</em>. The study and analysis of words, tones, and
+acts, coupled with a little painstaking practice, will make you an
+expert judge of other men.</p>
+
+<div class="sidenote">Study Character Unobserved</div>
+
+<p>Do not seem to make an effort to observe the person you are sizing up,
+for that would impress him disagreeably. Without indicating that you are
+watching him, mentally note and interpret his muscle structure, his
+manner of speaking, his gestures, the rate of his physical activity, the
+way his actions respond to his ideas, the type and tensity of his
+movements. <em>Each item you analyze and translate should indicate to you
+clearly some fact about the inner man.</em></p>
+
+<p>Of course you will not be able to read your prospect thoroughly in the
+first few moments after you meet him. It is possible to make only a
+partial size-up then. No one would reveal <em>all</em> his characteristics in
+such a brief time. <em>But each indication you perceive and interpret
+correctly will aid you to attribute to him certain other, related
+traits.</em> For instance, if the actions of a man indicate the
+characteristic of evasion, you may judge safely that he lacks courage,
+the highest sense of honor, some of the elements of perfect squareness
+and trustworthiness. If he has a habit of under-estimating or
+&quot;knocking,&quot; and manifests this characteristic in something he says or
+does, you may feel certain he is not an idealist. He is likely to be
+pretty<a name="Page_224" id="Page_224" /> &quot;practical&quot; in his views, and cannot be won by appeals to rosy
+visions.</p>
+
+<div class="sidenote">Elements of Character are Consistent</div>
+
+<p>Analysis of a man's true character usually shows that its elements are
+thoroughly consistent. A human being is not a bundle of contradictions,
+but an aggregation of likenesses. Every man differs from every <em>other</em>
+man; yet, generally speaking, one element of his character is not apt to
+differ radically from another detail of <em>himself</em>. There are exceptions,
+but in most cases the seeming contradictions in an individual are only
+apparent opposites. Supposed inconsistencies cause surprise because the
+true fundamental traits of the person observed are not discerned. The
+<em>outer</em> man often seems to contradict himself. But nearly always the
+<em>inner</em> man is consistent in his various characteristics. This is the
+reason why your size-up should be <em>restricted to discriminative
+observation of indications of the ego</em>.</p>
+
+<div class="sidenote">Application of Theory</div>
+
+<p>Perhaps you have been thinking, &quot;The <em>theory</em> seems to be all right, but
+exactly how is it <em>applied?</em>&quot; So we shall turn our attention next to
+specific details of sizing up the characteristics of the inner man. We
+shall see just how his thoughts and feelings may be discerned at a
+particular time.</p>
+
+<p>We assumed previously that you have called upon the man to whom you want
+to sell your services. You believe the way to your success lies through
+association with him. <em>Your faculties of observation should be trained
+to size up at a glance what<a name="Page_225" id="Page_225" />ever traits are suggested by his bearing,
+his clothes, his manner, his actions, his surroundings</em>. Whether he is
+standing or sitting, it is possible for you to perceive and interpret
+his pose and poise. You can learn much from his walk if he steps forward
+to greet you. His handshake may tell volumes about his true character.
+The different ways that men clasp palms are especially significant of
+their individual traits. You should have a scientific knowledge of
+handshakes.</p>
+
+<div class="sidenote">Traits Suggested By Nods</div>
+
+<p>Should your prospect merely nod on your entrance, note discriminatively
+the movement he makes. There are many kinds of nods. The quick, sharp
+tipping of the head indicates unhesitating, clean-cut decisions. Such
+judgments on the spur of the moment are not always right, but they are
+apt to be pretty conclusive. Irregular, jerky nods are signs of
+irritability, of rash or very impulsive decisions, and often of
+unreasoning prejudice. The nod made directly forward signifies
+frankness, dignity, and straight thinking. The tilting of the head a
+little to one side suggests a habit of indirectness and a tendency to
+&quot;stall.&quot;</p>
+
+<div class="sidenote">Learn to Analyze Smiles</div>
+
+<p>How much of a man's character is illumined by his smile! Ability to
+analyze smiles <em>correctly</em> will enable you to size up the dissembled
+traits of character behind the <em>false</em> smile. Such analytical ability
+will also show you how to turn to your best advantage the smile of
+<em>true</em> friendliness.</p>
+
+<p><a name="Page_226" id="Page_226" />It is possible to judge from the physical aspect, from the facial
+expressions, from the movements, and from the voice of a man whether he
+is nervous or phlegmatic, active or passive, healthy or lacking in vigor
+and strength. A skillful size-up will determine that he is either
+eccentric or well balanced mentally, that he is thrifty or extravagant,
+that he is disposed to take comprehensive views or is inclined to give
+undue attention to trifles and details. He will indicate to a keen
+observer real intellect or mere intelligence. His emotions also may be
+read. He reveals himself as generous or selfish; as an optimist or as a
+skeptic. He shows that he is responsive to heart appeals or is hard
+hearted, moral or immoral, artistic or lacking in appreciation of art,
+cultured or boorish.</p>
+
+<div class="sidenote">Discriminative Restrictive Process</div>
+
+<p>To know the significance of your prospect's different <em>words, tones, and
+movements&mdash;the only means he has for the expression of his ideas and
+feelings</em>, just apply to <em>his</em> case whatever you have learned in
+studying <em>yourself</em>. Adapt your previous discriminative knowledge to the
+prospect you are sizing up. Restrict your conclusions about him to the
+significance of details you observe in his appearance, actions, and
+speech.</p>
+
+<p>After considerable practice in sizing up you will become familiar with
+the indications of many different traits. <em>But in most cases it will be
+sufficient if you can observe swiftly and interpret in a<a name="Page_227" id="Page_227" /> flash only a
+few of the commonest character signs</em>. We will touch briefly upon some
+of these.</p>
+
+<div class="sidenote">Facial Muscles</div>
+
+<p>Tense jaw muscles, whether large or small, denote the characteristic of
+persistence. But loose, flabby cheek muscles do not necessarily prove
+the habit of over-eating, or of sensuality. They may mean that the man
+who has them does not habitually allow his feelings to show in his face.
+When the muscles of facial expression are flabby they prove only that
+they are slightly used. Therefore when you encounter a man with loose
+cheeks read his characteristics from other muscle-structure signs, and
+from his actions. Do not misjudge the heavy face as a sign of grossness.</p>
+
+<div class="sidenote">Courage And Bluff</div>
+
+<p>If a man holds his head up easily, and moves it in this upright position
+without stiffness or effort, you may be sure his back neck and shoulder
+muscles are strongly developed. Such strong development suggests that he
+is courageous, for these muscles are directly co-ordinated with the mind
+center of bravery. Therefore the head and shoulders easily held back and
+up; not a high chest, signify courage. The bulging chest often indicates
+no more than pouter-pigeon bluff temporarily put on.</p>
+
+<div class="sidenote">Indications Of Intellect And Power</div>
+
+<p>A man's high chest, however, is a sign that his predominant
+characteristics are intellectual; because his chest has been developed
+by the student's habit of upper-lung breathing. The nerves running from
+the upper part of the lungs are directly connected with the brain
+centers of <em>intellect</em>. On the contrary <a name="Page_228" id="Page_228" />the nerves that lead from the
+lower portions of the lungs center first in the plexus through which are
+manifested the <em>vital emotions</em> and the emotions of <em>sex</em>. Hence the man
+who breathes deeply by habit indicates a great deal of vitality and has
+marked &quot;he-man&quot; traits. He is not of the intellectual type so markedly
+as he is a man of <em>power</em>. The man who breathes only from the upper part
+of his lungs is not a man of power, but may have a fine intellect.</p>
+
+<div class="sidenote">Significance Of Postures</div>
+
+<p>The postures of the body are significant of characteristics. If your
+prospect stands with his feet wide apart and his arms folded
+conspicuously across his high-held chest, he probably has a habit of
+bluffing. His widely spread feet indicate that he has to prop himself in
+that physical posture; so it is unnatural to him. Similarly he has had
+to prop himself in his mental posture. <em>Push your ideas hard and he will
+lose his mental balance;</em> just as he would lose his physical balance if
+you were to jolt him. He is obliged to prop himself. He is bluffing. You
+can make him quit. The folded arms and expanded chest of the bluffer
+mean no more than the high-arched back of a cat. Stroke &quot;Tom&quot;
+soothingly, and he stops bristling. Stroke the human bluffer tactfully
+with persuasion, and he will not act pugnacious for long.</p>
+
+<div class="sidenote">The Balanced Body</div>
+
+<p>But if, when making a statement, your prospect stands or walks about
+easily with his feet close together; if he balances his body without
+difficulty <a name="Page_229" id="Page_229" />or artificial postures&mdash;it is certain that he has a good
+deal of determination in his make-up. You cannot influence him to change
+his mind by making emotional appeals to him. In order to secure the
+favorable decision of such a man, you will need to use the most
+conclusive, solid evidence of your capabilities.</p>
+
+<div class="sidenote">Wavering Minds</div>
+
+<p>Suppose your prospect shifts his feet continually and rather jerkily.
+While you are talking with him, he frequently changes his weight from
+one foot to the other. He is suggesting that he has little confidence in
+his own judgment, that he is not sure of his own thoughts. <em>Take the
+lead strongly with such a man.</em> Do his thinking for him. It is up to you
+to bring his vacillating mind to definite conclusions, following your
+lead. First make it clear to him that your proposal is really to his
+interest. Then proceed with a manner of absolute assurance, as if you
+did not question his doing what you wish. With your skillful
+salesmanship you can stop his wavering and induce him to act as you
+indicate.</p>
+
+<div class="sidenote">Quick Thinkers</div>
+
+<p>The <em>rate</em> of one's <em>muscular</em> activity is directly associated with the
+rate of one's <em>mental</em> activity. The man who <em>moves</em> slowly by habit is
+also a plodder in his <em>thoughts</em>. On the contrary, quick actions
+indicate quick thinking; which, however, may be mistaken. Only the quick
+motion that is <em>under perfect control</em> suggests an <em>unerring</em> conclusion
+reached swiftly. The man who snatches up a <a name="Page_230" id="Page_230" />pencil with sure fingers,
+and without fumbling it begins to write at once, demonstrates that he
+has an electrically fast mind perfectly harnessed to his purpose. When
+another man reaches swiftly for a pencil but misses his sure grasp at
+the first attempt; or when the dash of his hand to the paper is followed
+by a momentary delay for adjustment of the pencil in his fingers or by
+hesitation before he begins to write, he denotes mere impulsiveness.</p>
+
+<div class="sidenote">Self-Control</div>
+
+<p>Sometimes a quick thinker will purposely develop the habit of making
+very deliberate motions. This trait is the result of his determined
+repression of a recognized inclination to act on impulse. He has
+accomplished perfect self-control in order to guard against the danger
+of making up his mind too quickly on his first thoughts. But his
+slowed-down movements will be so <em>precise</em> and <em>certain</em> as to indicate
+his characteristic of self-control and that his mind has moved in
+advance of his acts.</p>
+
+<p>If you have occasion to size up such a man, you should perceive that the
+movements of his muscles do not correspond with the rate of his mental
+activity, as a superficial observer might mistakenly conclude. If your
+prospect sits or stands immobile; or if his actions give no indication
+of what he is thinking, watch his eyes and his facial muscles of
+expression. Eyes that fairly dart from one object to another,
+expressions that flash on and off the face; prove swift mental activity,
+no matter how quietly the body may be held. For instance, a <a name="Page_231" id="Page_231" />strong,
+quick thinker may have his muscles under such perfect control that he
+will pick up a pencil very deliberately because he has trained himself
+to repress his impulses. But when he has finished using the pencil, he
+will drop it cleanly and not let it slip slowly from his fingers. His
+self-training in precaution applies only to what he does <em>before</em> acting
+on a purpose. The moment he is done writing, he also is done with the
+pencil. His hand does not linger with it over the paper. Unconsciously
+his characteristic quickness manifests itself in his inclination to get
+rid at once of the tool he has finished using.</p>
+
+<div class="sidenote">Tightened Thoughts</div>
+
+<p>Any indication of <em>muscular tensity</em> suggests a <em>tightening of the mind</em>
+on thoughts. It is often a sign of mental resistance or of persistency.
+If, when talking to a man you observe that his muscles seem taut, avoid
+forcing the idea you want him to accept, for his mind is opposing it
+strongly just then. Perhaps he has a persistent thought of his own, at
+variance with yours. Either give him a chance to express his idea in
+words, so you can dispose of it, or switch him away from it by changing
+the trend of the conversation. When you perceive that his muscles are
+normally relaxed, you may safely return to the postponed point. You will
+encounter lessened mental resistance. Very likely he will then have no
+impulse to persist in the thought he previously had fixed in his mind.</p>
+
+<div class="sidenote"><a name="Page_232" id="Page_232" />What a Man's Walk Shows</div>
+
+<p>Note how your prospect walks forward to meet you, or how he moves about
+his office. If his stride is long and free and easy, it proves that the
+back muscles of his thighs are strong. Those muscles function in direct
+co-ordination with the mental action of <em>willing</em>. Therefore when a man
+walks easily with a long, free stride he indicates that he has a strong
+will. He may be sized up confidently as a fighter for his rights, as a
+man with a great deal of resolution once he makes up his mind.</p>
+
+<div class="sidenote">Determine Mental Speed</div>
+
+<p>It is very important when sizing up a man to determine the <em>degree of
+his mental speed</em>. If you have brought your best capabilities for sale
+to a prospective employer, you need to know whether or not he is getting
+clearly all the ideas you present. It is necessary for you to make sure
+on the one hand that you are not presenting ideas too fast for his mind
+to comprehend each point fully. On the other hand, you wish to avoid
+harping on details after he understands them. It will aid you very much
+in your salesmanship if you know <em>just how quickly</em> the mind of your
+prospect acts. There is no better way to find out than by noting the
+speed of his <em>muscle</em> response to test ideas. Since the rate of <em>muscle</em>
+activity is directly indicative of the rate of <em>mental</em> activity, you
+can often learn from observing the <em>movements</em> of your prospect <em>how
+quickly his mind takes in</em> points you state or suggest.</p>
+
+<p><a name="Page_233" id="Page_233" />You might test him by asking that he write a name or set down some
+figures you give him. If without hesitation he reaches for a pencil, you
+may be sure his mind responds quickly to your ideas. But should there be
+a moment or two of delay before he picks up the pencil, his <em>slower
+physical response</em> to your request is to be read as an <em>indication that
+his mind does not grasp ideas at once</em>.</p>
+
+<div class="sidenote">Keep Mental Pace</div>
+
+<p>After making your size-up of the degree of his mental speed, you can
+govern your presentation by what you have learned. If you are dealing
+with a mind that acts slowly, give your prospect plenty of time to get
+each idea you want to impress upon him. But proceed briskly from point
+to point with the man whose mind grasps ideas instantly. You would make
+a poor impression on him were you to go at a lagging pace.</p>
+
+<p>It is not necessary, however, to make special or artificial tests to
+learn how quickly your ideas are being grasped. Observe the facial
+expressions of your prospect, which will indicate how soon your thought
+is appreciated after it is presented. Should you say something with a
+touch of humor, the time it takes him to smile or twinkle his eyes will
+measure the speed of his mind in catching ideas.</p>
+
+<div class="sidenote">Head and Eye Movements</div>
+
+<p>The movements of the head and of the eyes, according to which are
+predominant in the case of an individual, tell much of his character.
+The villain on the stage habitually looks out of the<a name="Page_234" id="Page_234" /> corners of his
+eyes. So does the mischievous ingenue. But the hero turns his whole head
+when he looks about. And the look of innocence in the eyes of the
+heroine is straightforward; her head is pointed directly in line with
+her gaze. <em>Apply the principle in your salesmanship.</em> When you observe a
+man who turns his head freely and easily for a square look at a person
+who comes into his presence, size him up as one who is not afraid to
+face either facts or people. If you note that another prospect glances
+obliquely at persons or objects, or that he habitually turns his eyes to
+one side or the other while keeping his head still, judge him to lack
+the characteristic of frankness. He is likely to be evasive and shifty
+in his dealings. Perhaps the sign you have perceived indicates no more
+than that your prospect is &quot;stalling.&quot; It is evidence, nevertheless,
+that his mind is not meeting your ideas squarely. You will need to
+compel his attention to come back to your point, time and again perhaps.</p>
+
+<div class="sidenote">Strength Of Mind</div>
+
+<p>The full-arm movement denotes strength, and bigness of conceptions. A
+mere wrist gesture suggests littleness, flippancy, weak traits.
+Similarly if a man walks from his hips, he suggests the characteristic
+of strong personal opinion. If he walks principally from the knees, or
+over-uses his ankles and minces along, he indicates that his mind is not
+certain and that he holds his opinions weakly.</p>
+
+<p><a name="Page_235" id="Page_235" />A straight gesture denotes pure <em>mentality</em>. A single-curved movement
+indicates some <em>emotion</em>, rather than only a thought. Action in a double
+curve suggests <em>power</em> behind the expression.</p>
+
+<div class="sidenote">Honor and Straightforwardness</div>
+
+<p>A gesture outward from the chest and on the <em>same level</em> denotes the
+qualities of honor and straightforwardness. If your prospect makes such
+a motion in response to some idea you present, he is thinking on the
+same man-level as yourself&mdash;he is treating you as his equal.</p>
+
+<p>A characteristic movement of the arm <em>above</em> the shoulders signifies
+vivid imagination, or impracticability. It may be read as an indication
+of lightness of character or of a tendency to go off on a tangent.
+Conversely, gestures outward from the <em>lower</em> part of the body denote
+power, or an inclination to depreciate values.</p>
+
+<div class="sidenote">Selfishness</div>
+
+<p>If a man gestures <em>toward</em> himself, he indicates limited conceptions, or
+selfishness, with a tendency to materialize everything. Movements in any
+direction <em>away from</em> the trunk of the body and on its level denote
+assertiveness, sincerity, creative ability, or willingness to cooperate
+in thought.</p>
+
+<div class="sidenote">Affirmation And Denial</div>
+
+<p><em>Vertical</em> movements suggest the <em>life</em> of ideas, and symbolize
+<em>affirmation</em>. <em>Horizontal</em> gestures accompany the <em>denial</em> of ideas and
+the <em>death</em> of interest. The <em>diagonal upward</em> curve indicates
+<em>idealism</em>. A similar curve <em>downward</em> is a sign that an idea presented
+to the imagination is <em>concretely realized</em>.</p>
+
+<div class="sidenote"><a name="Page_236" id="Page_236" />Frankness and Dodging</div>
+
+<p>The person who gestures <em>directly in front</em> of himself proves he is
+<em>willing to meet you face to face</em> regarding the idea presented. But
+when a man gestures <em>slightly</em> to one side or the other, he is not
+dodging. His movement denotes only that he is <em>thinking seriously</em>.
+However, if you present ideas to a man who gestures <em>far</em> to the right
+or left, you may feel certain that he is not giving his thoughts in
+harmony with yours, but probably is trying to get your ideas out of his
+mind.</p>
+
+<div class="sidenote">Study Tones</div>
+
+<p>While we have emphasized that &quot;muscular indications&quot; are of principal
+importance in making a certain size-up, the tones and words of the
+prospect should not be altogether neglected. Often a man will
+unintentionally reveal in his tones the very things he means his words
+to conceal. You would not depend on the words of a person if they were
+contradicted by his acts and tones.</p>
+
+<p>Mental, emotive, and power characteristics are signified by various tone
+pitches. <em>The degree of a man's determination</em> and his <em>persistence in
+thought</em> are denoted by the <em>number of tone units</em> he habitually employs
+when speaking. The <em>genuineness</em> of a statement is suggested or
+disproved by the tone <em>intervals</em> in the statement. &quot;Yes&quot; spoken in one
+unit without inflection means unqualified assent. &quot;Y-es&quot; in two tones
+may mean doubtful assent, or false agreement, or even a contradiction.
+The <em>middle-of-the-mouth</em> tone proves a <em>well bal<a name="Page_237" id="Page_237" />anced</em> mind, in
+contrast with the <em>unreliable</em> mind that is denoted by the <em>lip</em> tone,
+and the <em>secretive</em> mind which is suggested by the tone that comes from
+<em>far back</em> in the mouth.</p>
+
+<p>In a five minute conversation an alert observer who has studied a few of
+the elemental principles of tone analysis can size up a great many of
+the most pronounced characteristics of a prospect.</p>
+
+<div class="sidenote">Don't Offend By Scrutiny</div>
+
+<p>It is better to make no size-up at all than to <em>strain</em> in observing the
+other man and make him aware of your close scrutiny. Such an inartistic
+size-up impresses a prospect disagreeably. He feels that you are prying
+into his personal characteristics. Therefore <em>teach yourself to observe
+without seeming to look closely at the object of your size-up</em>. Learn to
+observe unobserved; especially to perceive details without looking
+<em>sharply</em>. Your eyes and ears can take in specific points about your
+prospect without making their keen activity apparent.</p>
+
+<div class="sidenote">Two Parts of Sizing-up Process</div>
+
+<p>When you have learned how to see and hear many details clearly at the
+same time, <em>unsuspected by your prospect</em>, you will be a master of the
+first essential of skillful character reading. The second necessary
+element of proficiency in sizing up men is the <em>relation or association
+of each detail observed, with the particular characteristic it denotes</em>.
+To begin with, <em>perceive points</em> about your prospect. Then ask yourself
+about each, &quot;<em>What does this mean?</em>&quot;</p>
+
+<div class="sidenote"><a name="Page_238" id="Page_238" />Practice Makes Perfect</div>
+
+<p>Of course you will not become an expert judge of other men at once. But
+get the habit of seeing and hearing <em>specific indications of
+characteristics</em> wherever you go. You will soon find that your mind has
+been opened to new, clear ideas of people.</p>
+
+<p>It is possible for anyone to become a mind reader. It is necessary only
+to <em>note</em> and <em>think out</em> the meaning of character signs and thoughts.
+Trained specific observation will read and interpret these signs. When
+you become skillful in sizing up other men, this art will help you very
+much in gaining the best possible receptions everywhere you go. Also, if
+you are able to read your prospect's thoughts and character, you can
+avoid antagonizing his ideas.</p>
+
+<div class="sidenote">Remove Unnecessary Difficulties</div>
+
+<p>Gain knowledge of other men in order to make it easy to sell them true
+ideas of your best capabilities. It is not <em>hard</em> to succeed if you take
+the <em>unnecessary</em> difficulties out of the process of gaining your
+chances.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_VIII" id="CHAPTER_VIII" /><a name="Page_239" id="Page_239" />CHAPTER VIII<br />
+
+<em>The Knock At The Door Of Opportunity and The Invitation To Come In</em></h2>
+
+
+<div class="sidenote">Selling is Not a Mechanical Process</div>
+
+<p>The process of selling ideas comprises several steps, part or all of
+which the salesman may need to take in order to close a particular sale
+successfully. In our study we are considering step after step in regular
+order, but the actual selling process cannot be reduced to such
+exactitude and routine. Before we begin our analysis of this
+&quot;presentation&quot; step, it should be clearly understood that success in
+selling ideas is not achieved by going through a <em>machine-like</em> process.
+We follow a regular sequence in these chapters, but it is unlikely that
+you will ever complete a sale of your services by taking the various
+steps of the selling process in the precise order of our study.</p>
+
+<div class="sidenote">Be a Fully Equipped Salesman</div>
+
+<p>You may need to use them all in order to succeed in a specific instance.
+Again, without taking many of the steps here analyzed, you might be able
+to gain the success opportunity you most desire. <em>The object of this
+book is to fit you for any and every condition you are likely to meet</em>
+in your efforts to gain opportunities for your ambition. It is
+improbable that in order to get your desired <a name="Page_240" id="Page_240" />chance and to make the
+most of it you will have to <em>use</em> all you learn of the secret of certain
+success. You cannot afford, however, to run an <em>avoidable risk</em> of being
+at a loss regarding what to do at any stage of the process of selling to
+a selected prospect true ideas of your best capability. You need to know
+the most effective ways to deal with situations that may never happen,
+but which, on the contrary, <em>might</em> be encountered. You cannot start
+<em>confidently</em> on your quest for success unless you are <em>fully</em> equipped.</p>
+
+<div class="sidenote">Reducing the Odds Against You</div>
+
+<p>If you believed it would be necessary for you to do everything contained
+in this book in order to gain the opportunities you desire, you likely
+would feel very skeptical about succeeding. You might think, &quot;A single
+little slip and I'd lose out. It's a thousand to one against me.&quot; The
+fact is that the odds on the side of failure are very heavy in the case
+of an <em>ordinary</em> man. If you can <em>reduce</em> them only a little <em>in your
+own case</em>, you will get a start towards success because of the slight
+lessening of your handicap.</p>
+
+<div class="sidenote">Value of Knowing a Single Step</div>
+
+<p>I recall a man who mastered but three principles of <em>prospecting needs</em>.
+With this limited knowledge of salesmanship he was able to induce a
+great financier to open the door of opportunity and take him into a
+field of rich chances to earn a fortune. Another friend of mine got his
+start solely from knowledge of a manufacturer's principal hobby.<a name="Page_241" id="Page_241" /> What
+he knew about the &quot;single tax&quot; enabled him to plan a sure approach to
+the mind of the factory owner. A young lawyer in Chicago seized upon a
+chance for fame and wealth in his first meeting with a poor, seemingly
+unsuccessful inventor. In each of these instances a single step of the
+selling process, taken correctly, carried the salesman through the door
+of opportunity and brought him within reach of the beginnings of
+success.</p>
+
+<div class="sidenote">Get Ready for Imaginable Happenings</div>
+
+<p><em>You</em> may not need to knock at that door, nor wait for an invitation to
+come in. In <em>your</em> case, perhaps, the door stands open, with a &quot;Welcome&quot;
+mat just outside. Yet if you <em>do need</em> to knock with your ideas for
+admittance to another man's mind, and if it ever becomes <em>necessary</em> for
+you to win a welcome, this chapter will prove valuable reading. You will
+be helped to gain your desired chance, and the danger of your failure
+will be minimized, if you <em>know how</em> to knock and exactly <em>what to do</em>
+to assure your welcome.</p>
+
+<p>Even the master salesman can never be absolutely certain of the
+reception he will have from any prospect. Therefore he &quot;goes loaded&quot; for
+all imaginable contingencies. You, the salesman of yourself, should be
+likewise prepared with knowledge of how each and every step in the
+selling process may be taken most effectively. Whatever emergency
+arises, you must be ready to take the fullest advantage of a favorable
+turn, and equally <a name="Page_242" id="Page_242" />ready to reduce as much as possible any disadvantage
+you encounter.</p>
+
+<div class="sidenote">Knocking and Getting In</div>
+
+<p>Of course it will avail you nothing if you succeed only in <em>reaching</em>
+the particular man through whom you have planned to gain success. And
+after you meet him it will do you no material good to <em>size him up</em>
+correctly; if you are then unable to hold his <em>attention</em> to your
+presentation of ideas. Your preliminary skillful salesmanship would all
+be wasted. Evidently, in order that you may continue the process of
+gaining your chance, it is necessary that you should know how to knock
+on the door of his mind in such an <em>agreeable but compelling</em> way that
+he will be <em>forced</em> to let his attention come out <em>pleasantly</em> to you
+and your purpose. Hence right knocking at the door of opportunity
+immediately follows the size-up as an essential part of the process of
+making success certain.</p>
+
+<p>It is necessary next for you to know how to prevent a turn-down on the
+front porch of your prospect's mind, and how to insure <em>the admission of
+your ideas to his thoughts</em>. You can compel your prospect to open the
+door of his attention, but in order to get <em>inside</em> his mind and secure
+his <em>interest</em> in your purpose, you must win his <em>willing invitation</em>
+for your ideas to enter his thoughts and make themselves at home there.</p>
+
+<div class="sidenote"><a name="Page_243" id="Page_243" />Certain Success Methods</div>
+
+<p>We have seen how you can make certain of gaining your chance to reach
+the door of opportunity. You can size up surely your prospect's dominant
+characteristics and what he is thinking. Likewise you can guarantee to
+yourself, first the attention, and second the interest of the man you
+have come to see. It is necessary only that you use the methods of the
+master salesman to <em>compel</em> the opening of the door and to <em>induce</em> the
+extension of welcome to your ideas.</p>
+
+<div class="sidenote">Our Old Acquaintance Again</div>
+
+<p>Here again we meet our old acquaintance, the discriminative-restrictive
+method. You must <em>discriminate</em> between the process of knocking at the
+door of opportunity and the process of securing the invitation to come
+in. Then, in <em>practicing</em> these related but different steps of the
+selling process, it is necessary that when you knock you <em>restrict</em>
+yourself to the use of the methods that are most effective in gaining
+<em>attention</em>. Similarly you should restrict yourself to using the very
+<em>different</em> methods of securing <em>interest</em>, when you work to get an
+invitation for your ideas to come inside the other man's mind and make
+themselves at home there.</p>
+
+<div class="sidenote">Process of Compelling Attention</div>
+
+<p>Psychologists define &quot;Attention&quot; as &quot;that act of the mind which holds to
+a given object perceived by one or more senses, to the <em>exclusion</em> of
+all other objects that might be perceived at that time by the same or
+other senses.&quot; A knock at a door attracts <a name="Page_244" id="Page_244" />attention because it
+temporarily diverts the previous attentiveness of the mind to other
+things, and concentrates it on a new object of attention. The sense of
+hearing is <em>struck</em>. Whether or not the mind is <em>willing</em> to hear, it
+<em>cannot help perceiving</em> the sudden new sound. Its attention is
+<em>forced</em>. The instant the knock is heard, the mind is compelled to drop
+or suspend what it has been thinking about; though this <em>exclusive</em> new
+attention to the knock may last but a fraction of a second.</p>
+
+<p>Our <em>senses</em> function under the control of the sub-conscious mind. It is
+futile for us to <em>will</em> that we <em>won't</em> hear, or see, or taste, etc. We
+<em>have</em> to take in sense impressions, whether we want to do so or not.
+Therefore, if you employ restrictively the <em>sense-hitting</em> method, you
+can force the man upon whom you call to give his <em>attention</em> to you or
+to the presentation of your ideas.</p>
+
+<div class="sidenote">Inducing Interest</div>
+
+<p>It is necessary to discriminate, however, between the use of the avenues
+to reach the mind center of <em>attention</em>, and the use of very <em>different</em>
+ways into the mind center of <em>interest</em>. If you start wrong, there is
+very little chance that you will arrive at the right destination. The
+center of interest is wholly under the control of the <em>conscious</em> mind.
+Your prospect can refuse to be interested, if he chooses, despite your
+determination to interest him. <em>His interest must be induced</em>. Any
+attempt to <em>compel</em><a name="Page_245" id="Page_245" /> it is apt to have a fatal result. Nearly always
+such an effort to force interest develops antagonism, instead.</p>
+
+<p>But there are methods of <em>inducing</em> interest that are just as sure to
+succeed as are the sense-hitting methods by which attention may be
+compelled. This <em>double step</em> in the process of selling the true idea of
+your best capabilities in the right market can be taken with absolute
+<em>certainty</em> of success if you know and practice the principles in
+accordance with which the master salesman sells his ideas of goods to
+prospects. We are to study these principles now, as applied to the sale
+of your qualifications for success in the field you have selected.</p>
+
+<div class="sidenote">Exclusive Agreeable Attention</div>
+
+<p>When you enter the office of your prospect&mdash;your chosen future employer,
+for example&mdash;he will be giving his attention to <em>something</em>. No one,
+while he is awake, can be wholly <em>non</em>-attentive. Your function, at this
+stage of the selling process, is to compel him to stop paying attention
+to something or somebody <em>else</em>, and to give <em>you and your ideas</em> his
+exclusive attention.</p>
+
+<div class="sidenote">Avoid Making Unfavorable Impressions</div>
+
+<p>Of course good salesmanship makes it advisable also to avoid creating a
+<em>disagreeable</em> impression while forcing yourself and your ideas upon the
+attention of your prospect. The <em>conscious</em> mind governs a man's likes
+and dislikes. So if you knock compellingly at the door of <em>that</em> mind to
+gain <a name="Page_246" id="Page_246" />attention, you may arouse very <em>unfavorable</em> attention. For
+illustration, a boisterous greeting of your prospect, or a very noisy
+entrance into his office, would doubtless compel his attention by the
+direct hammering on his senses. But the attraction of his attention to
+you would affect the operations of both his conscious and sub-conscious
+minds, and his conscious mind would be disagreeably impressed. His
+compelled attention, therefore, might result in your being thrown out.</p>
+
+<div class="sidenote">Gaining Both Attention And Interest</div>
+
+<p>However, you can knock at the <em>sense</em> doors of the <em>sub-conscious</em> mind
+with such unobjectionable sense-hitting methods that while agreeable
+<em>attention</em> will be <em>compelled</em> thereby, you can also be sure that a
+favorable impression on the conscious mind of the prospect will be
+<em>induced</em>. For illustration, if your prospect is evidently busy at his
+desk when you are admitted to his office, you might compel his attention
+by entering very quietly and by standing in silence without interrupting
+him until he has had an opportunity to finish what he is doing. His
+sound sense would be struck, paradoxically, by your exceptional
+quietness. His sense of equilibrium would also be affected by your
+perfect poise while waiting. Your whole attitude would impress him so
+favorably that his especial interest in you would be induced. His
+greeting would be pleasant.</p>
+
+<p><a name="Page_247" id="Page_247" />Suppose your prospect looks up from his work when you enter his
+presence, and you approach close to his desk; if you are immaculate in
+dress and body, you will appeal agreeably to his olfactory sense. The
+law of the association of ideas will then begin to work in your favor.
+Your prospect will get subconsciously a conscious impression of your
+clean character.</p>
+
+<p>You might wear a fresh flower in your buttonhole and so strike several
+of his senses pleasantly. But unless the flower is inconspicuous and in
+good taste it would make an unfavorable impression.</p>
+
+<div class="sidenote">Good Impressions</div>
+
+<p>Let us assume now that when you enter the office of your prospect, he is
+disgruntled about something. You can take some of the heat out of his
+ill temper by your appearance of cool self-confidence and good nature.</p>
+
+<p>There are many more such <em>favorable sense impressions</em> which you could
+make by simply standing in manly erectness while waiting to receive the
+exclusive attention of your prospect. You might employ all the
+sense-hitting features of bearing and manner referred to above. The
+effect of the sum of these would be the <em>forced agreeable attention</em> of
+your prospect. He simply could not help noticing the various items that
+would strike his different senses; nor could he help being agreeably
+impressed; though he might not give you any indication of the effect you
+had compelled.</p>
+
+<div class="sidenote"><a name="Page_248" id="Page_248" />Continual Attention Necessary</div>
+
+<p>It is highly important that you should be able first to <em>gain</em> the
+favorable attention of your prospect, and second to <em>hold</em> it until his
+interest is aroused. It may also be necessary for you to <em>regain</em> his
+attention if it is temporarily lost and diverted to some other object.
+The master salesman realizes it is essential to have the attention of
+his prospect <em>continually centered</em> upon the ideas presented,
+<em>throughout the selling process</em>. Only a poor salesman of ideas would go
+right on talking, even though it might be clearly evident that he did
+not have the exclusive attention of the man addressed.</p>
+
+<div class="sidenote">Regaining Attention</div>
+
+<p>When you proffer your capabilities for purchase by a prospective
+employer, do not make the mistake of continuing to present your best
+selling points if you have any doubt that his attention is exclusively
+yours. <em>Stop your selling process if his attention wanders or is
+diverted</em>. Use the sense-hitting method to compel it to <em>come back</em> to
+you and your ideas. If some one should enter his office while you are
+talking to him, or if his telephone should ring, stop short in your
+presentation. (Your sudden silence, in itself, will be attention
+compelling.) Do not go on with your sales presentation until the
+interruption is over. Then use some sense-hitting method of making sure
+that his attention is again concentrated on you and your ideas.</p>
+
+<div class="sidenote"><a name="Page_249" id="Page_249" />Sense Hitting</div>
+
+<p>An acquaintance of mine who had especially fitted himself for business
+correspondence, typed striking paragraphs taken from form letters he had
+devised and pasted the slips of paper on stiff filing cards. He carried
+with him to his interview with the president of a large corporation
+about thirty-five or forty of these cards. His prospecting had indicated
+that in the course of the half hour he had planned to take up with a
+presentation of his capabilities this executive would be interrupted
+often by telephone calls and the entrance of subordinates. The
+salesman's size-up also revealed that his prospect's attention was
+likely to wander to the things on his desk. From time to time when the
+correspondent was presenting his ideas the president reached out his
+hand and picked up a paper. Evidently he was inclined to give but
+flighty attention to his caller.</p>
+
+<div class="sidenote">Striking More Than One Sense</div>
+
+<p>The salesman, however, had &quot;come loaded&quot; for exactly this situation. He
+had worked out his selling plan in detail. As he developed idea after
+idea, he used a device for regaining attention by hitting at the
+prospect's senses of <em>sight</em> and <em>hearing</em>. Just as soon as the
+president's hand wandered to a paper, the salesman ruffled the cards he
+held, quickly selected one, and clicked it down on the desk top before
+his prospect. He had to do this perhaps a dozen times before he felt
+confident he <a name="Page_250" id="Page_250" />had clinched the interest of the executive. If the
+salesman had used words merely, what, he said in presenting his ideas to
+the prospect might have gone in one ear and out the other. But his
+action of ruffling the cards struck the president's senses of sight and
+hearing compellingly; as did the clicking of the card on the desk top
+when it was presented for reading. Repeatedly the return of the
+prospect's wandering attention was forced subconsciously; yet no
+disagreeable impression was made on his conscious mind. In the course of
+half an hour the correspondent succeeded in selling his services at a
+very satisfactory salary.</p>
+
+<div class="sidenote">&quot;Come Loaded&quot;</div>
+
+<p>If you similarly &quot;come loaded&quot; for sense-hitting, you will be able to
+get your prospect's attention originally, and to regain it whenever it
+is temporarily lost. In advance of your call on the man to whom you want
+to sell your services, think out things you can do that will strike one
+or more of his senses forcibly, without making disagreeable impressions.
+You can take with you to the interview specimens of your work, or
+testimonials; and hold them in your hand where they will attract notice.
+Or you might plan to use attention-compelling gestures.</p>
+
+<div class="sidenote">Tone Variations</div>
+
+<p>Changes of tone will make the other man &quot;perk up his ears&quot; if his
+attention wanders; so plan to introduce variety into your manner of
+speaking.<a name="Page_251" id="Page_251" /> Don't just open the spigot of your mind and let your ideas
+run out in a monotone. Variety of voice is pleasing, as well as
+attention-compelling.</p>
+
+<p>I know a salesman who is in the habit of using a spotlessly clean big
+handkerchief to help him keep the prospect's mind concentrated on the
+proposition being presented. Whenever the other man's attention is
+diverted, this salesman whisks his handkerchief from his pocket and
+touches his lips with it. The flash of white hits the sight-sense of the
+prospect and brings back his wandering attention to the salesman.</p>
+
+<div class="sidenote">Sense Hitting Should Help The Sale</div>
+
+<p>But such devices are superficial. <em>The best sense-hitting means of
+compelling attention, directly relates some sense effect to the
+salesman's purpose.</em></p>
+
+<p>The correspondent who ruffled his cards and clicked them down on the
+prospect's desk would not have been so successful if on each card he had
+not pasted a specimen of his work as an efficient letter writer. If he
+had brought a pack of blank cards, for example, the repeated use of his
+device for getting attention might have irritated the other man. To
+analyze the illustration further; if the correspondent had brought the
+specimens of his work on letter paper, not pasted on stiff cards, they
+would have been much less effective. He could not have ruffled them, and
+would have been unable to make the clicking sound he used to hit the
+other man's ears.</p>
+
+<div class="sidenote"><a name="Page_252" id="Page_252" />Suggesting Capability</div>
+
+<p>Suppose you apply for a situation as a bookkeeper or an accountant. One
+of the best sense-hitting devices you could use to compel attention to
+your ability would be a collection of complicated tabulations in your
+handwriting, made neatly without a correction or an erasure. Such an
+exhibit of painstaking workmanship, if complemented by a neat,
+attractive personal appearance, would <em>force</em> the employer to <em>notice</em>
+you and the proofs of your qualifications. You certainly would make a
+most favorable impression. Your prospect would imagine his books and
+records as you would keep them. When presenting the evidences of your
+capability as an accountant, you could suggest other qualities than
+those mentioned&mdash;such as the proper pride of a good workman, serious
+earnestness, dignity, keen intelligence, etc. Such <em>suggestions made
+with the aid of sense-hitting devices</em> would help you to complete the
+sale of your services.</p>
+
+<div class="sidenote">Make Your Qualities Stand Out</div>
+
+<p>Perhaps you wish particularly to impress your qualities of alertness,
+energy, love of work, and physical stamina. Then sit or stand easily
+erect when you call on your prospect. If you should slump or loll in
+your chair, you would suggest that you lacked the very characteristics
+on which you are depending to get the job.</p>
+
+<p><a name="Page_253" id="Page_253" /><em>Make your best qualities stand out noticeably</em> in your bearing. Should
+you apply for a position of great trust, requiring the exercise of the
+finest discretion, be sure to look the other man frankly in the face and
+let him see into your eyes. Also modulate your tones to the pitch of
+discretion and confidence. Your manner, your expressions, your voice
+will all draw attention to your fitness for the chance you want.</p>
+
+<div class="sidenote">Original Methods</div>
+
+<p>Such illustrations as have been given above should be understood as
+merely suggestive of ways to use the sense-hitting method of compelling
+attention. <em>Do not copy</em> the suggestions offered. <em>Think out for your
+individual use a collection of sense-hitting devices of your own.</em> Then
+you will be able to select various ways to gain and to re-gain attention
+when you are in the presence of a prospect. No matter what may be your
+ability and ambition, <em>there are features of your character and your
+service capacity that you can utilize to make direct sense appeals</em>.
+Find out for yourself what they are, and plan how to use them most
+effectively. If you cannot gain attention to your qualifications, or if
+you are unable to recall wandering attention, you may lose the chance
+you have succeeded in getting. <em>Insure yourself</em> against the possibility
+of such a disaster; so that your previous good salesmanship in securing
+an interview will not all go for naught.</p>
+
+<div class="sidenote"><a name="Page_254" id="Page_254" />Out-of-the-Ordinary Things</div>
+
+<p>If you do something <em>out of the ordinary</em>, the force of your
+sense-hitting will be much greater than if you employ only common
+devices for gaining attention. It is better to <em>do</em> something that
+compels attention to your recommendations than to <em>say</em> &quot;I want to call
+your attention to these letters.&quot;</p>
+
+<div class="sidenote">Danger of Distracting Attention</div>
+
+<p>However, there is always the danger that in gaining attention by
+<em>unusual</em> means you may attract too much attention to the <em>device</em> you
+use, and so distract notice from the <em>proposition</em> you are presenting
+for sale. Therefore be sure that whatever extraordinary thing you do to
+compel attention <em>contributes directly to your main purpose</em> and does
+not lead your prospect off on a <em>side track</em> of thought.</p>
+
+<p>A business house once got out an advertising novelty and had samples
+distributed by the salesmen as gifts to their principal customers.
+The novelty was an ingenious mechanical device. It attracted so much
+attention to itself that when a salesman put it on the desk of a
+prospect before beginning his sales talk, the attention of the other
+man was drawn from what the salesman was saying and was given to the
+novelty. The prospect would pick up and examine the advertising device
+while the salesman was presenting ideas regarding his standard line
+of goods. As a result, many of the best points of the sales talks
+were unnoticed. The advertising novelty was a detriment. The sales
+<a name="Page_255" id="Page_255" />volume fell off while it was being distributed. The slump was traced
+directly to the mistake of having the <em>salesmen</em> pass out the
+attention-compelling device <em>which was not related to the staples of
+the house line</em>.</p>
+
+<div class="sidenote">The Remedy</div>
+
+<p>The distribution was made by mail thereafter, in advance of the
+salesman's call. It was effective then as an introduction for the
+traveler; because by the time he came to see the prospect, the novelty
+of the advertising device had worn off. It was no longer an
+attention-distracter.</p>
+
+<div class="sidenote">Three Ways To Compel Attention</div>
+
+<p>Remember that the attention of your prospect is always given to
+<em>something</em>. If another object of attention is more compelling than
+<em>your</em> means of forcing his notice, your attempt will fail. Therefore be
+sure that your attention-getting device has at least one of three points
+of superiority.</p>
+
+<p>(1) It can be <em>stronger</em> than the other appeal to the same sense. If
+your prospect's attention to what you are saying wanders because a
+phonograph starts to play in the next room, you can recall it to your
+presentation by slapping your hands together to emphasize a point, or
+you can change your tone suddenly. His sense of hearing will be struck
+compellingly by your device.</p>
+
+<p>(2) Your appeal for attention can be made to <em>more</em> senses than are
+being reached by the distraction. The phonograph music hits only the
+ears of your prospect. Besides slapping your hands <a name="Page_256" id="Page_256" />together or changing
+your tone, you can supplement such appeals to his tone sense by an
+appeal to his sense of sight. You can make a gesture, or display a
+letter for him to read just at that moment.</p>
+
+<p>(3) Your appeal can hit the senses of your prospect more <em>insistently</em>
+than the other. If the phonograph music proves very attractive to him,
+you will need to <em>keep hammering</em> at him with forceful changes of voice,
+with gestures, by touching him, or by doing something else to make his
+attention to the music &quot;let go.&quot;</p>
+
+<div class="sidenote">Summary</div>
+
+<p>To summarize the most effective method of gaining attention&mdash;<em>hit each
+sense to which you appeal as strongly as you can, without making a
+disagreeable impression, strike as many senses as possible, and keep on
+using your sense-hitting device as long as necessary to get or to
+recover exclusive favorable attention</em>.</p>
+
+<p>Many a man has gained success because he first gained attention. He
+stood out from the crowd, or was able to make his qualities noticeable.
+When one is fully qualified for success, he may need only to attract
+attention to his capabilities; then he is likely to be given the chance
+he wants.</p>
+
+<div class="sidenote">&quot;I'm Not Interested&quot;</div>
+
+<p>Often, however, the salesman is discomfited after he gains attention.
+The prospect halts the selling process by declaring, &quot;I'm not
+interested.&quot; Suppose you are able to compel your prospective employer to
+notice you favorably, but he balks <a name="Page_257" id="Page_257" />there and shows no inclination to
+buy your services. He has listened attentively to all you have said. He
+has concentrated his mind upon you, and has not wandered in thought to
+other subjects. Yet you perceive that he is inclined to put you off or
+to turn you down. Evidently, in order to prevent such a contretemps, you
+need to resort now to a <em>different selling step</em>, which you have not
+taken previously.</p>
+
+<p>It is necessary that you have at your command a way to induce interest.
+This interest-inducing means must be as <em>sure</em> in its effects as the
+sense-hitting method of compelling attention. Otherwise you could not be
+certain of success with the selling process. If the effectiveness of
+every step cannot be assured in advance, you will not rely confidently
+on salesmanship to achieve your ambition.</p>
+
+<div class="sidenote">Discriminate Between Attention And Interest</div>
+
+<p>Probably you have never worked out in your mind exactly <em>the reasons why
+you are interested</em> in particular things and in certain people. Let us
+make an analysis. Your <em>attention</em> might be attracted so strongly to a
+vicious criminal that for the time being you could think of no one else.
+Yet his fate might be a matter of such indifference to you that you
+would have absolutely no <em>interest</em> in the man. But suppose you should
+see in his face, or in an expression of his eyes, something that haunted
+your memory appealingly. It would induce you to read the newspaper
+accounts of his trial. You would <a name="Page_258" id="Page_258" />feel a little sorry for him, on
+learning that he had been sentenced to a long term in prison. Very
+likely you would say to yourself, &quot;I suppose he is a mighty tough
+character, but I believe there is something in him that isn't altogether
+bad.&quot; Your intuition would tell you he possessed undefined traits that
+you like. In <em>your own liking</em> for these characteristics that you
+vaguely discerned in him when you saw him, <em>is the key to the interest
+he induced</em>.</p>
+
+<div class="sidenote">What and Whom We Like</div>
+
+<p>What do we like? Whom do we like?</p>
+
+<p>Things that are <em>like</em> our own ideas. People who are <em>like</em> the ideas we
+have about likable people. Interest is all a matter of recognizing
+points of likeness.</p>
+
+<p>In order to draw your prospect beyond the attention stage of the selling
+process, and to induce his interest in your &quot;goods,&quot; you must impress on
+him suggestions of the similarity of your ideas to ideas already in his
+own mind. <em>He will like your ideas in proportion to their resemblance to
+his own way of thinking</em> on the same subjects. So you should express
+yourself as nearly as possible in his terms, and attract his interest by
+making him feel that your mind and his are much alike.</p>
+
+<div class="sidenote">Non-Interest</div>
+
+<p>One day I was sitting in the private office of a very wealthy
+philanthropist. A salesman presented a letter of introduction to the
+millionaire, who in <a name="Page_259" id="Page_259" />turn introduced me to his caller. The newcomer
+thereupon proceeded to present most attractively a business proposal. He
+offered my friend an excellent opportunity to make a good deal of money
+by joining an underwriting syndicate. The millionaire at once declared
+he was not interested. &quot;I have all the money I want,&quot; he said, and bowed
+the salesman out. The ideas that had been presented to him were
+altogether <em>different</em> from his own financial motives.</p>
+
+<div class="sidenote">Interest</div>
+
+<p>That same afternoon another promoter called upon my friend with a
+project for investment in a house-building corporation. This second
+salesman evidently had prospected the philanthropist and had planned
+just how to interest him. He did not stress the profits to be made from
+investment in the stock of his corporation, but referred to them in a
+minor key. He emphasized the need of the city for more homes, and cited
+instances of distress due to the housing shortage.</p>
+
+<p>My friend was thoroughly interested. He took home the salesman's
+prospectus for further study. Since he was a good business man, he
+satisfied himself that the investment would be profitable. But he
+subscribed for fifty thousand dollars worth of securities principally
+because they represented a project <em>like his own ideas</em> of the way money
+should be put to work for human happiness.</p>
+
+<div class="sidenote"><a name="Page_260" id="Page_260" />Know Prospect's Likes and Dislikes</div>
+
+<p>When you call on the man you have selected as your future employer, go
+equipped with all the prospecting knowledge regarding him that you have
+been able to get. Be sure you know his strongest likes and dislikes.
+Size him up on the spot, for the purpose of supplementing what you have
+previously learned about him. Hit his attention with sense-appeals
+related to his peculiarities. Then, in order to make sure of his
+interest, present some idea that is of the kind <em>he</em> especially likes.
+He will open his mind and welcome your idea at once.</p>
+
+<div class="sidenote">The Man of Quick Decisions</div>
+
+<p>Suppose he has a reputation for brusqueness and quick decisions, and is
+impatient about any waste of time. You probably would help your cause by
+looking him straight in the eye and saying bluntly something like this:</p>
+
+<p>&quot;I want to work for you because you are my kind of a man. Ask me any
+questions you want, now. You won't have to call me on the carpet for
+information about my work after you hire me. Pay me two hundred dollars
+a month, and I won't be back in this office to get a raise until you
+send for me.&quot;</p>
+
+<p>I know a young man who secured a good job from an &quot;old crab&quot; in just
+that way, within three minutes after they first met.</p>
+
+<p>Two men sought the position of office manager of an automobile company.
+The owners of the business were thorough mechanics who had <a name="Page_261" id="Page_261" />designed
+their own car, but who were comparatively unfamiliar with office
+operations. They were not at home outside their factory.</p>
+
+<div class="sidenote">Mistake of Speaking Different Language</div>
+
+<p>The first candidate for the vacant position brought the finest
+recommendations of his qualifications for office management. The other
+applicant had had much less experience, and was not nearly so well
+qualified. But the first man was a poor salesman of his capabilities. He
+failed to recognize, when he explained his ideas to the partners, that
+he was talking to a pair of mechanics. They did not understand the
+language he used. His presentation of his qualifications as an office
+manager would have impressed an employer accustomed to sitting at a
+desk. But the partners were intuitively prejudiced against the capable
+candidate who was so very <em>unlike themselves</em> in all respects.</p>
+
+<div class="sidenote">Speaking the Same Language</div>
+
+<p>The other applicant was shrewd. He used salesmanship in presenting his
+lesser qualifications for the position. He talked in terms borrowed from
+the language of shop practice. He compared the plans he suggested for
+the office supplies stock room, with the &quot;tool crib&quot; in the factory. He
+explained his idea of office organization by using as a model a chart of
+the plant departments. He compared office expenses with factory
+overhead.</p>
+
+<p>The owners of the business understood very little about the subjects he
+discussed, but he used words and expressions that were familiar to them.
+So his <a name="Page_262" id="Page_262" />ideas, as he presented them, impressed the partners as <em>like
+their own way of looking at things</em>. The better salesman, who knew how
+to interest his prospects, got the five-figure job; though he was a less
+capable office executive than the disappointed applicant.</p>
+
+<div class="sidenote">Fitting Ideas To Prospect's Mind</div>
+
+<p>Do not try to sell another man particular ideas because <em>you</em> like them.
+You are not the buyer. Sell him ideas that <em>he</em> likes. Fit the ideas you
+bring him to the characteristics of his mind.</p>
+
+<p>If you judge him to be a quick thinker, do not hesitate in indecision a
+moment longer than is necessary for you to make up your mind
+confidently. On the other hand, should he be a deliberate thinker, be
+careful not to make an impression that you are rash or impulsive in your
+decisions.</p>
+
+<div class="sidenote">Clothes and Interest</div>
+
+<p>If he is inclined to be finical about his dress, or over-particular
+regarding orderliness, he will be interested if your garb is
+punctiliously correct and if you suggest to him the habits of precision.
+I read a little while ago the story of a young man who lost the chance
+to become the confidential assistant of a noted financier. The young man
+missed his opportunity because he made the mistake of wearing a soft
+collar when he called for the final interview with the financier.</p>
+
+<div class="sidenote">Avoid False Pretense of Interest</div>
+
+<p><em>Do not, of course, put on false pretenses</em>, to make your prospect like
+you and your ideas. Remember that you must <em>live up</em> to a first good
+impression.<a name="Page_263" id="Page_263" /> So appear nothing, say nothing, do nothing that is untrue
+to your best self. But without any dishonesty you can indicate that your
+way of thinking has points of similarity to the slant of the other man's
+mind. If he is a Republican, while you are a Democrat, and the subject
+of politics comes up, do not pretend to be an elephant worshiper. Admit
+your party allegiance casually, and remark that you are not hide-bound
+in your political faith, but open-minded. Maybe he will employ you with
+the hope of converting you to Republicanism.</p>
+
+<div class="sidenote">Few Direct Opposites</div>
+
+<p>There are few ideas regarding which honest men are diametrically opposed
+on principle. You can suggest to your prospective employer the idea that
+you are in accord with his way of thinking; though you may differ widely
+in many respects. You need not emphasize the <em>degree</em> of your likeness
+in mind. Certainly it would be very poor policy to stress your
+differences of opinion.</p>
+
+<div class="sidenote">Like Breeds Like</div>
+
+<p><em>Any likeness of your suggestions to the ideas of the other man will
+impress him agreeably.</em> He will be pleased to find the points of
+resemblance, and they will help to gloss over a possible prejudice in
+his mind against you. The association of your similar ideas on a subject
+will suggest to him imaginative pictures of your association with him in
+his business. &quot;Like breeds like.&quot; He will place you mentally in a
+situation where the likable qualities <a name="Page_264" id="Page_264" />he has found in you might be
+employed to his satisfaction.</p>
+
+<div class="sidenote">Inside the Door</div>
+
+<p>Then you will be safely <em>inside the door</em> of his interest. Without
+realizing it, your prospect would like to bring about the condition he
+has imagined. He is beginning to want you in his employ; though as yet
+he has no deep-seated desire for your services. Objections to you may
+spring up in his mind, but you certainly have been successful throughout
+the processes of getting his response to your knock, and of securing for
+your ideas his invitation to come into his thoughts for a better
+acquaintance with your purpose.</p>
+
+<div class="sidenote">Unwelcome Guests</div>
+
+<p>After admitting your ideas to his mind, he may wish he had not welcomed
+them. He may find objectionable things in you or in your proposal.
+Sometimes a man responds to a knock on his door, and becomes
+sufficiently interested in the caller to invite him to enter the house;
+but regrets afterward that he extended the welcome. This change of heart
+and mind is usually due to something done by the visitor after his
+admittance. However, we are not considering just now any step of the
+selling process beyond winning a welcome. In later chapters we will
+study how to make the most effective use of hospitality and the things
+to avoid that might impress the host as abuses of the privileges of a
+guest.</p>
+
+<div class="sidenote"><a name="Page_265" id="Page_265" />Furniture of The Mind</div>
+
+<p>Ideas have been called &quot;the furniture of the mind.&quot; We have already seen
+that they are the developments of <em>repeated sense impressions</em>. A
+particular mind center is partly or wholly furnished with ideas in
+proportion to the man's use of his sense avenues to bring in ideas from
+outside himself. The doors of the mind swing inward most readily when
+the new mental furniture brought along a sense avenue matches the ideas
+already in the mind center. Doubtless the young man who lost the
+interest of a great financier by wearing a soft collar would have been
+able to hold it if he had dressed according to his prospect's ideas.</p>
+
+<div class="sidenote">One Likable Thing Helps</div>
+
+<p><em>If there is one thing about you that another man dislikes, it
+disproportionately tinges his entire attitude of mind toward you. On the
+other hand, if you have one especially likable feature, it tends to
+lessen the disagreeable impression of things about you that the other
+man does not like.</em></p>
+
+<p>So, when you come to a prospect as a salesman of your best self and have
+gained his attention, avoid making disagreeable suggestions to his mind,
+and have at your command a number of sense appeals you are sure he will
+like. You certainly will secure his interest if you follow this selling
+process.</p>
+
+<p>To win his interest you need not induce your prospect to like you <em>all
+through</em> or in <em>every respect</em>. If he likes but one thing about you at
+first, he will <a name="Page_266" id="Page_266" />be interested enough to give you the chance to develop
+more interest. <em>The interest that produces the fruit of acceptance is
+often a growth from only one seed sown by the salesman of ideas</em>.</p>
+
+<div class="sidenote">Avoid Over-Emphasis</div>
+
+<p>At this stage of the selling process it is not wise to plunge ahead
+fast. Do not go to the <em>extreme</em> on any subject that you find is
+interesting to your prospect. His interest may be mild, and he might be
+prejudiced if you seem to display excessive concern about something that
+he considers of minor importance. I recall the experience of a man who
+was complimented on keeping an appointment to the minute. He
+<em>over-emphasized</em> the virtue of punctuality and irritated his prospect,
+who was not always on time himself. The job went to another applicant.</p>
+
+<div class="sidenote">Moderate Attitude</div>
+
+<p><em>Be moderate</em> in your attitude when you work to secure the beginning of
+interest, lest you raise an obstacle in your path. Until you are sure
+you have won a considerable degree of interest, you cannot lead strongly
+in any direction without running the risk of losing some of the
+advantages you have gained. Therefore at the interest stage proceed
+warily. &quot;Watch your step.&quot;</p>
+
+<div class="sidenote">Hobbies</div>
+
+<p>Be especially careful not to gush over a hobby of your prospect, in
+which his interest may not be so great as you suppose. <em>Hobbies are
+dangerous</em>. Don't harp on one. It requires consummate art to <a name="Page_267" id="Page_267" />show
+enthusiasm about another man's hobby without arousing his suspicions
+regarding your sincerity.</p>
+
+<div class="sidenote">Art of Knocking and Winning a Welcome</div>
+
+<p>Throughout the various steps of the selling process, salesmanship is an
+<em>art</em>. The art of knocking at the door of opportunity and of winning the
+invitation to come in lies in <em>making favorable out-of-the-ordinary
+impressions in unusual ways</em>. The salesman himself, his methods of
+presenting his services for sale, and his qualifications&mdash;all should
+stand out distinctly, and make impressions of his individuality. He
+should not seem like a common applicant for a position, but should
+suggest to the prospective employer that he is a man of uncommon
+characteristics and especial capability.</p>
+
+<div class="sidenote">The Process And Effects</div>
+
+<p>That is the way to make a good impression. Such an impression of an
+extraordinary personality first affords pleasure, then excites a degree
+of admiration, and next arouses a certain amount of curiosity that is
+nearly akin to interest. If you please your prospect in your initial
+impression on him, he will like you and begin to feel <em>personal concern</em>
+about your application.</p>
+
+<div class="sidenote">Analyze, Discriminate, Restrict</div>
+
+<p>In order to qualify yourself for taking this step of the selling process
+effectively hereafter, analyze the impressions you make now.
+Discriminatively select the good and bad details. Then restrict your
+future practice in perfecting the art of inducing interest, to the
+development and use of your pleasing qualities only.</p>
+
+<div class="sidenote"><a name="Page_268" id="Page_268" />The Interesting Opening</div>
+
+<p>Most men begin an interview with a prospective employer indefinitely or
+in merely general terms. Naturally they confront a wall of non-interest.
+You have come, remember, on a mission of service. Please at once by
+presenting the idea that you know a particular service which is lacking
+and which you can supply. Break the ice of strangeness between you and
+your prospect by an appeal first to his human side through a smile of
+<em>genuine friendliness</em> and by looking straight into his eyes so that he
+can see into your heart.</p>
+
+<p>Then in a business-like way get right down to business without
+hesitation. Show enthusiasm, which is contagious if not overdone. Base
+your enthusiasm on real optimism. Indicate temperamental youthfulness in
+vigor and courage. Say something original&mdash;something strong, maybe a
+little startling; but it must be self-evidently true. By all means avoid
+anything that suggests parrot talk or indefinite thought. Do not expect
+the other man to listen with interest to a statement proceeding from
+premise to conclusion.</p>
+
+<div class="sidenote">Headlines</div>
+
+<p><em>Use headlines prominently and often</em> to summarize the body of your
+proposal. Headlines attract your attention and induce your interest in
+particular newspaper items. Employ headline statements for the same
+purpose in selling the idea of your capabilities; just as surely you
+will get attention and interest.</p>
+
+<p><a name="Page_269" id="Page_269" />A noted sales manager who had been earning a large salary made up his
+mind that satisfying success for him was to be gained only through a
+business in which he would be partly an owner instead of just an
+employee. He called together a group of financiers and introduced his
+purpose by saying to them, &quot;Gentlemen, I have an idea in which I have so
+much confidence that I will resign my $75,000 a year job to develop it.
+I want to explain it to you and to have your co-operation in financing a
+project I have worked out.&quot; His headline statement secured instant
+interest, of course.</p>
+
+<p><em>There is something about yourself or your capabilities that you can put
+into headlines.</em> In forcible, vivid language you can strike some senses
+of your prospects. Think of headline statements about your services.
+Write them out in advance. You may be certain they will produce the same
+psychological effect as headlines in the newspapers.</p>
+
+<div class="sidenote">Sense Doors Always Open</div>
+
+<p><em>Use the sense avenues</em> to introduce agreeable suggestions into your
+prospect's mind centers of attention and interest. Then you will be
+employing the <em>unusual</em> methods of a master salesman, who devises ways
+of using every possible sense appeal.</p>
+
+<p><em>The sense doors are always open. They are held open by the subconscious
+mind. If you understand your way through them there will be no doubt
+about the effectiveness of your knock at the door of opportunity, or
+about getting an invitation for your ideas to enter the mind of the
+other man.</em></p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_IX" id="CHAPTER_IX" /><a name="Page_270" id="Page_270" />CHAPTER IX<br />
+
+<em>Getting Yourself Wanted</em></h2>
+
+
+<div class="sidenote">Show a Need For Your Services</div>
+
+<p>A great many salesmen mistakenly believe that if they can interest a
+prospect thoroughly in their goods, he is almost sure to buy. When this
+stage is reached, they think they only need to keep his interest growing
+to close the sale. If, instead, it drags on interminably, they are
+utterly at a loss regarding what <em>more</em> they should do to secure the
+order.</p>
+
+<p>Do not fall into a similar error when selling true ideas of your best
+capabilities. Not only is it necessary that you induce your prospective
+employer's <em>interest</em> in your personal qualifications, but you need to
+make him realize there is a <em>present lack</em> in his business which you can
+fill to his satisfaction. <em>You must get yourself wanted.</em></p>
+
+<p>You might make an excellent first impression on the man you have chosen
+as your future chief. He might listen attentively to your presentation
+of ideas, and question you so interestedly that you would expect him to
+say at any moment, &quot;All right. The job is yours.&quot; Then, instead of
+engaging your services, he might remark, &quot;I'll keep your name on file.&quot;
+Or he might say, &quot;I know <a name="Page_271" id="Page_271" />a man who probably could use you. I'll give
+you a note to him.&quot; You would win a cordial farewell handshake from your
+prospect, but not an acceptance of your proposal to work with him. You
+would leave without the job. <em>Your failure would be due to your
+inability to get yourself sufficiently wanted</em>.</p>
+
+<div class="sidenote">See Yourself Through Your Prospect's Eyes</div>
+
+<p>Now imagine yourself in the place of this employer. See your application
+through his eyes. Unless you can look at yourself from the prospect's
+viewpoint, you may not comprehend your deficiency in salesmanship.</p>
+
+<p>The employer upon whom you called said to himself while you were trying
+to sell your services, &quot;Here is a very attractive man. He presents an
+interesting proposition. But I have no real need for such an employee;
+therefore it would be poor business for me to engage him, much as I
+should like to do so. I am sorry that at present I have no place for him
+in my organization. He's a man I'd like to keep track of, so I'll file
+his name and address for possible future reference. Meanwhile I'll give
+him a note to my friend Smith. I hate to turn him down cold; he's such a
+fine man.&quot;</p>
+
+<p>Evidently the employer did not feel a <em>lack</em> in his own business. You
+failed to make him realize any <em>need</em> for your services.</p>
+
+<div class="sidenote"><a name="Page_272" id="Page_272" />Proving A Need</div>
+
+<p>Contrast with this illustration the case of an efficiency engineer who
+secured his chance to overhaul a factory by demonstrating to a
+manufacturer that he needed a new order-checking system. The engineer
+&quot;beat&quot; the old system and brought to the manufacturer's office a lot of
+goods he had secured that could not be checked. His salesmanship
+compelled attention, induced thorough interest, and proved there was a
+hole that should be filled. When the lack was shown convincingly, the
+manufacturer wanted it satisfied. The sale of the engineer's services
+was quickly closed.</p>
+
+<div class="sidenote">Getting Yourself Wanted Is Only One Step Ahead</div>
+
+<p>Do not jump to the conclusion that you are sure of the job you desire,
+just as soon as you get yourself wanted. You are not yet at the end of
+the selling process. The prospect has only been conducted successfully
+another step forward toward your goal. <em>The moment after he realizes the
+lack in his business, he is apt to question most critically your
+qualifications for filling it.</em></p>
+
+<div class="sidenote">Analysis Naturally Follows Desire</div>
+
+<p><em>As soon as a man begins to feel a real tug of desire for anything, he
+examines it with new, increased interest to make sure there isn't
+something the matter with it.</em> The suit of clothes that only induces his
+interest in a shop window is passed by after a look. However, if he says
+to himself, &quot;That's the kind of suit I want,&quot; he goes in and examines
+the workmanship and the cloth, in search <a name="Page_273" id="Page_273" />of faults. The salesman may
+need to overcome certain objections of his prospect before the order can
+be secured.</p>
+
+<p>But we have not reached the objections stage of the uncompleted sale.
+That is the subject of the next chapter. Let us retrace our steps to
+study the essence of the art of getting yourself wanted.</p>
+
+<div class="sidenote">Two-part Process of Getting Yourself Wanted</div>
+
+<p>There are two parts to the process. First, you must show the prospect
+what he lacks; that in his business there is <em>an unoccupied opportunity
+for such services as you believe you are capable of rendering to his
+benefit and satisfaction</em>. Second, you need to <em>picture yourself filling
+the place and giving the service</em>; to show him imaginatively <em>your
+qualifications at work in his business</em>.</p>
+
+<div class="sidenote">Sincerity Of Service Purpose</div>
+
+<p>Of course it is primarily necessary that you believe in your own
+capability, and in the value to the other man of the qualities you have
+brought to him for sale. Unless you have this feeling yourself, you will
+not be likely to draw out his reciprocating desire for your services.
+You are not dealing now with his mind. <em>Desire proceeds from the heart.
+It is emotional, not mental</em>. The least suspicion of your insincerity
+would check your prospect's feeling that he wants you as an employee.
+You must feel that you have come with a purpose of genuine service, and
+you must draw out his similar feeling.</p>
+
+<div class="sidenote"><a name="Page_274" id="Page_274" />Desire Comes Out of the Heart</div>
+
+<p>When you knocked at the door of your prospect's mind, and when you
+sought to induce his welcome for your ideas, your object was to get him
+to take your thoughts <em>into</em> his head. The line of action is <em>reversed</em>
+at the desire stage of the selling process. Until now <em>you</em> have been
+the moving party. You have been getting yourself and your ideas into his
+consciousness. But while attention and interest are <em>receptive</em>
+processes, the emotion of genuine desire starts with an <em>outward moving
+impulse from the prospect</em>. It isn't enough that he open his heart and
+let you enter, as he has admitted your ideas to his mind. <em>If he really
+wants you, his feeling of desire will come out after you</em>.</p>
+
+<div class="sidenote">Service Value is Appreciated</div>
+
+<p>You have revealed to your prospect a lack in his business, and have
+pictured yourself filling it to his satisfaction. You have done him a
+double service. It is human nature to <em>appreciate</em> such a genuine
+service, and to <em>want more</em> like it. The first service is accepted with
+appreciation, but when the square man wants more <em>he makes a move to get
+it, and expects to pay for it</em>. As soon as you have shown the lack and
+your ability to fill it, and have pictured yourself &quot;on the job,&quot; it
+will be natural for your prospect to want you there in fact.</p>
+
+<p>The colored porter who washed the windows and scrubbed floors in the
+general offices of a manufacturing corporation was ambitious to rise in
+the social scale and to earn a larger salary. One even<a name="Page_275" id="Page_275" />ing he went to
+the private office of the president, and presented for sale an idea of
+his capability for a different job.</p>
+
+<div class="sidenote">Official Welcomer Wanted</div>
+
+<p>&quot;Boss,&quot; he began, &quot;You-all ain't got nobody dere to de front doah to
+make folks feel welcome-like when dey comes in heah. Down in Virginny my
+ol' gran-pap useter weah a dress suit ever' day an' jist Stan' in de
+front hall of his ol' massa's house, a-waitin' to bow an' smile to
+comp'ny whad'd come in. If you'll jist rent me one o' dem dar suits,
+Boss, I could stan' out in the front office an' make folks feel we wuz
+glad to see 'um, lak' mah gran'pap did. When ennybody comes heah now,
+dey ain't nobody pays much 'tention to 'um. You'd orter git somebody on
+dat job, Boss; an' I reckon I'm jist 'bout cut out foh it, suh.&quot;</p>
+
+<p>The colored man compelled attention by presenting himself at the door of
+the sanctum. He induced interest in his proposal. Then, in addition, <em>he
+pointed out a lack and that he could fill it</em>. Immediately the president
+<em>visioned</em> the old darkey as an official welcomer, and <em>wanted</em> him. <em>He
+reached right out for the service offered</em>. The sale was closed at once,
+and the colored man shone in his new glories within a week.</p>
+
+<div class="sidenote">Conflict of Heart and Mind</div>
+
+<p>Often a man desires with his heart things that his mind does not
+approve. Therefore when you work to get yourself wanted, <em>appeal to the
+heart of your prospect, rather than to his mind</em>. Then if<a name="Page_276" id="Page_276" /> <em>his</em> mind
+raises objections to his desire for your services, <em>your</em> mind at a
+later stage of the selling process will overcome or get around his
+mental opposition. When the time for that step arrives, <em>his heart</em> will
+already have been won as <em>your ally</em>, and will help you dispose of the
+objections <em>his mind</em> has raised.</p>
+
+<div class="sidenote">Get Yourself Liked</div>
+
+<p>As a preliminary to getting yourself wanted, get yourself <em>liked</em>. Make
+such an impression, do and say such things, as will draw out of the
+heart of your prospect <em>a friendly feeling</em> for you. You know of people
+who have been boosted to notable successes because influential men took
+personal interest in their advancement.</p>
+
+<p>I recall an office boy who was always ready to perform little extra
+services. He held his employer's overcoat one day, and the boss rather
+absent-mindedly handed him a tip. The boy shook his head and declined
+the dime.</p>
+
+<p>&quot;I didn't do that for a tip. You always treat me fine, and I just like
+to show you I appreciate it.&quot;</p>
+
+<p>The boy's <em>heart had spoken</em>, and the employer's <em>heart responded at
+once with an especial liking</em> for the lad. The seed of personal interest
+having been planted in the heart of the president, his liking grew. The
+boy was advanced to better and better positions. He made good on his
+merits, but he was helped very much because his employer <em>wanted</em> him to
+succeed.</p>
+
+<div class="sidenote"><a name="Page_277" id="Page_277" />The Common Heart of Man</div>
+
+<p>Reference has previously been made to the fundamental likeness of all
+men at heart and to their differences in mind. Send out with your voice
+an appeal to only the <em>minds</em> of your audience&mdash;read a table of
+statistics, for example&mdash;and it will affect all your hearers
+<em>differently, depending on the mental characteristics of each
+individual</em>. But tell a story of great courage, of self-sacrifice, of
+love&mdash;<em>the same fundamental effect</em> will be produced on all the <em>hearts</em>
+in the audience; though, of course, the various individuals will respond
+with <em>different degrees of emotional intensity</em>.</p>
+
+<p>As has been said before, in order to look into the heart of another man
+you need but see clearly into your own. There you will find all the
+emotions of human nature, no matter how you may differ from other men in
+mentality. Hence if you would prompt the heart of another man to want
+your services, just <em>do the things he would need to do to win your
+liking for him</em>. Imagine the cases reversed, and be guided in your
+selling process by what you see.</p>
+
+<div class="sidenote">Popular Men</div>
+
+<p>To look at this step from another angle&mdash;<em>if you would be likable, you
+must find other men likable</em>. If you like people only within a limited
+range, you will similarly narrow your own likableness. If, however, you
+genuinely like all men&mdash;like them for their faults and frailties as well
+as for their merits&mdash;you will appeal to the intuitive heart of any other
+<a name="Page_278" id="Page_278" />man. You will draw out his liking for you because <em>the magnetic power
+of your own heart will not be restricted</em> to pulling your way the
+friendly feelings of only a few people. Instead, you will be a &quot;popular&quot;
+man, a man who is <em>generally</em> well liked.</p>
+
+<p>You meet certain men whom you like at sight. You desire further
+acquaintance, or friendship with them. But these men have not prepared
+themselves to suit <em>you</em> in particular. Most <em>other</em> people who meet
+them have the <em>same feeling</em> toward them that you experience. The men
+you like at sight, and who make friends wherever they go have developed
+in themselves <em>feelings of friendliness for all men</em>. As like breeds
+like, liking draws liking.</p>
+
+<div class="sidenote">Artificial Methods Never Deceive The Heart</div>
+
+<p>If you try to develop particular traits, only because you believe they
+will attract other men to you, you will not make your nature likable.
+Such <em>artificial methods</em> of making yourself attractive <em>never deceive
+heart intuitions</em>. You will not become popular by proceeding
+<em>selfishly</em>. But if you develop within yourself a heartfelt interest in
+your fellow men, if you are full of genuine desire to serve them with
+your friendship, <em>you will attract the liking of nearly all the people
+you meet</em>. They will want to know you better and to be your friends.</p>
+
+<div class="sidenote">No Insulation Against Human Magnetism</div>
+
+<p>There is &quot;no sich critter&quot; as a natural grouch. A man who has that
+reputation is <em>repressing his natural emotions</em>&mdash;that is all. He does
+not express his true feelings. He attempts to deny that he has <a name="Page_279" id="Page_279" />them.
+<em>But they are inside him, and you can pull them toward you</em> if you bring
+your likableness to bear upon his heart. He will feel the tug, and will
+be drawn to you by your magnetic power. <em>There is no insulation that can
+prevent the pull of human magnetism</em>. So treat the crab with a feeling
+of real liking for the human nature inside, and don't be discouraged by
+his shell. Be more than ordinarily likable when you have to deal with a
+surly prospect. Exert all the magnetism you have. He will feel drawn to
+you. You will get yourself wanted.</p>
+
+<p>J. Pierpont Morgan, Senior, was noted for being unapproachable. But it
+is said that he took a great liking to a certain newsboy who never acted
+afraid of him and who treated him as an ordinary mortal. This gamin
+always had a cheery word for everybody. That he made no exception in Mr.
+Morgan's case won the heart of the austere financier, who helped the boy
+to get an education and to start in business.</p>
+
+<div class="sidenote">Do Not Over-sell Likability</div>
+
+<p>The emphasis placed on the importance of likableness as the <em>principal</em>
+factor in getting yourself wanted may have made you forget the <em>primary</em>
+necessity of showing your prospect <em>a real lack in his business, and
+that you are capable of filling it</em>. It is possible to attract an
+employer's liking for you, whether he has a place for you or not. But
+his liking will do you no good unless you can also make him see he has a
+need for you.</p>
+
+<p><a name="Page_280" id="Page_280" /><em>Success is not to be won by getting in where you are not wanted,
+however likable you may be</em>. You must sell the idea of your service
+<em>value</em> as well as the ideas that your services would be <em>liked</em>. You
+<em>cannot over-develop</em> the quality of likableness, but you <em>can
+over-sell</em> it, to the detriment of your own best interest.</p>
+
+<div class="sidenote">A Winning Personality Sometimes Fails</div>
+
+<p>One of the most conspicuous failures I know is a man who has &quot;a winning
+personality.&quot; Times without number his genuine agreeableness has won him
+fine chances to succeed, but in the positions he has held he has never
+studied the needs of his employers for other qualities than likability.
+Consequently he has fallen down on all his big chances. Today he is just
+a popular door man for a big department store. His intelligence and his
+physical ability are so evident that he is an object of pity and wonder
+as he smiles and bows to customers of the store. Undoubtedly if he had
+studied the different opportunities he has had, and had fitted himself
+into all the requirements of a particular situation, his winning
+personality would have helped him higher and higher toward the mountain
+peaks of success instead of leaving him on an ant hill.</p>
+
+<div class="sidenote">Three Impressions Necessary</div>
+
+<p>Of course the mind of your prospective employer acts in co-ordination
+with his heart when you attract him so much that he really wants the
+service you proffer. He imagines you rendering that service. He thinks
+what &quot;might <a name="Page_281" id="Page_281" />be&quot; if you were associated with his business. He paints
+mental pictures that please him, and he wishes his vision to come true.
+But when he begins to imagine you rendering service, the picture of your
+agreeable personality will not be pleasant to him if he sees that he
+doesn't really need you. <em>In order to get yourself wanted it is
+necessary that you show him the lack, and that you can fill it, and that
+you would be likable when filling it</em>. If you make these three
+impressions on the mind and heart of your prospect, your success in your
+purpose will be assured. You will not fail to get yourself wanted.</p>
+
+<div class="sidenote">Desire is Turning Point Of the Sale</div>
+
+<p>In salesmanship &quot;desire is the determinant of the sale.&quot; By this is
+meant that <em>when the salesman sufficiently stimulates a real desire in
+his prospect, he has climbed the highest grade of difficulty</em>. If he is
+skillful, the selling process from then on should be comparatively easy
+sledding. You realize that if you can get yourself wanted by an
+employer, the matter of landing a job in his business should not be
+hard. We therefore are considering now <em>the turning point in the process
+of selling the true idea of your best capabilities in the right field</em>.
+After you get yourself wanted, the odds are no longer against you, but
+grow increasingly in your favor. If, having succeeded in getting
+yourself wanted, you then fail in your ultimate purpose, you should
+blame no one but yourself.</p>
+
+<div class="sidenote"><a name="Page_282" id="Page_282" />The Use of Tactful Suggestion</div>
+
+<p>A very skillful use of <em>tact and diplomacy</em> is necessary to success in
+pointing out to a prospect something that he lacks, and your capability
+for filling that lack. A man is apt to resent your &quot;picking flaws&quot; in
+his business. He is likely to regard you as an egotist if you <em>assert</em>
+that he needs you. You will not get yourself wanted if you make the
+impression that you are a critical fault-finder with &quot;the big-head.&quot;
+Rather, you should pattern after the example of the professional
+salesman of goods. In the processes of persuasion and creating desire he
+employs the arts of <em>suggestion in preference to making direct
+statements</em>. He is a tactful diplomat. Learn from his methods, as
+explained in &quot;The Selling Process.&quot;</p>
+
+<p>You have come to a chosen employer, with a real service purpose; but be
+careful not to <em>offend</em> in your presentation. Do not bring him your idea
+for improving his business as if it were a great discovery you have
+made. He won't like it if you open his eyes to his lacks in that
+fashion. You might better suggest that while you have perceived what he
+needs, you have no doubt he either has seen it already or would have
+perceived it if his time and attention had not been engrossed by other
+things. You will be liked if you so present a picture of the lack and of
+yourself satisfying it.</p>
+
+<div class="sidenote"><a name="Page_283" id="Page_283" />Rubbing the Prospect the Wrong Way</div>
+
+<p><em>You are apt to get yourself cordially disliked if you rub your
+prospect's pride in his business the wrong way</em>.</p>
+
+<p>An accountant sought an opportunity to become the auditor for a
+manufacturing corporation. He had gained considerable &quot;inside knowledge&quot;
+of the company's lax business methods. But when talking to the president
+he exaggerated the relative importance of these defects. In his
+eagerness to impress the executive with the need for an auditor, he
+over-drew the danger from leaks in the company's accounting system. The
+president was exasperated. His pride was stung. What had been said
+reflected on his capability as an executive. So he turned savagely on
+the accountant.</p>
+
+<p>&quot;If we're so rotten as all that,&quot; he snarled, &quot;how could we make money
+and pay dividends? No doubt you are right in your criticisms of our
+methods. But if I had a man like you around here, continually finding
+fault and picking everybody and everything to pieces, the whole business
+would be demoralized. The ideas you have brought to me are worth a
+thousand dollars, and I'll give you my check for that, but no crepe
+hanger can work for me.&quot;</p>
+
+<div class="sidenote">Avoid Teaching</div>
+
+<p>When you present your capabilities for sale, don't suggest that you
+think your prospect's business will go to the &quot;demnition bow-wows&quot; if
+your services are not engaged. <em>Understate the lack and your fit<a name="Page_284" id="Page_284" />ness to
+fill it</em>. You may be sure the employer will appreciate fully the value
+of the new ideas you bring, and the worth of your services.</p>
+
+<div class="sidenote">Pope's Rule</div>
+
+<p>None of us really like &quot;teachers.&quot; Nowadays the most successful
+educational methods follow the rule laid down by Alexander Pope, &quot;Men
+must be taught as if you taught them not; and things unknown proposed as
+things forgot.&quot; Do not suggest that you are a &quot;know it all.&quot; Much less
+make the impression that the other man does not know. Communicate to him
+the idea that you believe he has overlooked the lack to which you call
+his attention. With modest confidence present your capabilities. You
+need not assert in words that you will fill the bill. Your prospect can
+see that. In everything you suggest and say, show that you genuinely
+like him and his business. Manifest sincere admiration. <em>Make him feel
+that you have come to his office because you especially want to work
+there. That will make him want you in his service</em>. Use suggestion to
+increase his desire for you.</p>
+
+<div class="sidenote">Reduce Resistance By Suggestion</div>
+
+<p><em>Direct</em> presentation of ideas indicates an intention to inform, to
+teach, to direct the mind of the other man. Every human individual,
+whether a child or a centenarian, <em>re-acts in opposition</em> to such an
+effort at instruction. There is something in all of us alike which makes
+us wish to think and decide for ourselves. Hence the value of the art of
+suggestion in getting yourself wanted.</p>
+
+<p><a name="Page_285" id="Page_285" />Ideas you <em>suggest</em> enter the mind of the other man so unobtrusively
+that <em>he does not realize you originated them</em>. He has no feeling that
+you intend to influence his mind. Consequently he makes no resistance to
+the suggested ideas. <em>It never pays to reason when selling an idea;
+because reasoning invariably brings out a reaction of opposition</em>. You
+will not create a desire for your services by presenting them
+<em>logically</em>, or by making an <em>argument</em> regarding your capabilities. One
+of the greatest students of the human mind assures us that &quot;most persons
+never perform an act of pure reasoning; but all their acts are the
+results of imitation, habit, suggestion, or some related form of
+thinking.&quot;</p>
+
+<div class="sidenote">Three Reasons For Using Suggestion</div>
+
+<p>Suggestion is remarkably effective in persuading and in arousing desire
+because:</p>
+
+<p>First, <em>every &quot;suggested&quot; idea is accepted as absolutely true unless it
+is contradicted by other ideas already in the mind of the prospect</em>.
+This is because the prospect thinks a <em>suggested</em> idea is his. He adopts
+it and makes it his own. That is, his mind takes the suggestion and
+interprets it in terms of his own thoughts. Of course he believes what
+he himself thinks. <em>Say</em> to a prospective employer that you would
+particularly like to work in association with him, and he may believe
+you are &quot;shooting hot air.&quot; He will have no such feeling if you tell him
+details about his business that have especially interested you. <em>Show</em>
+him that you have been studying <a name="Page_286" id="Page_286" />and observing his methods. Give him to
+understand that you have also investigated other businesses. Thus
+without <em>saying</em> it, you <em>suggest</em> to his mind that you have come to his
+office because you really would prefer to be employed there. He will
+believe the suggested idea; though he might have scoffed at the
+statement.</p>
+
+<div class="sidenote">Suggestion Avoids Contradiction</div>
+
+<p>Second, <em>suggestion is effective in persuasion and in arousing desire
+because suggested ideas which include no comparisons or criticisms very
+seldom arouse contradictory attitudes of mind</em>. The suggested idea
+enters the mind of the other man quietly, unaccompanied by a blare of
+the trumpet &quot;I Tell You.&quot; Opposing ideas are not aware of its presence
+until it has supplanted them. <em>Suggest</em> to a chosen employer that he
+<em>means</em> to be up-to-date, and he agrees. If you <em>say</em> his methods are
+behind the times, he will be apt to defend them instead of following
+your lead along the line of suggested improvements.</p>
+
+<div class="sidenote">Suggested Ideas Tend to Action</div>
+
+<p>Third, <em>every suggested idea of action tends to result in the action
+itself; whereas a direct attempt to secure action is almost sure to
+result in opposition</em>. Human nature works that way. Your prospect, being
+unconscious that a particular idea of action is suggested to him, does
+not have his will stimulated to prevent that action. If you come to your
+prospective employer and <em>ask</em> for the job you <a name="Page_287" id="Page_287" />want, he will be on the
+<em>defensive</em>. But if you <em>suggest</em> to him that he wants you&mdash;that he
+lacks and needs such services as you present&mdash;<em>he will be impelled to
+the affirmative action of offering you the job</em>.</p>
+
+<div class="sidenote">Selling Henry Ford</div>
+
+<p>When I was originally engaged by Henry Ford, it was in the capacity of a
+public accountant, for an audit of the business of the Ford Motor
+Company, and later for the installation of an accounting system that
+would tell accurately every month &quot;where they were at.&quot; Back in
+1904-1905 the Ford Motor Company was not showing any more profits than
+many other motor car manufacturers organized on similar lines. After I
+completed my work as an accountant, Mr. Ford talked with me about taking
+a permanent position with the Company in the capacity of &quot;Commercial
+Manager.&quot; That title covered responsibility for the distribution of
+products, advertising, collections, selection of branch managers and
+their corps of assistants, operation of branch houses, appointment and
+direction of agents, employment and control of the entire sales force,
+etc., etc. The position was much broader than that of Sales Manager, as
+it included also the accounting and organizing of nearly every
+department of the business.</p>
+
+<p>For several years prior to that time I had sold my services as a public
+accountant and organizer to many large concerns throughout the country,
+<a name="Page_288" id="Page_288" />including twenty-eight different automobile companies. I believed in my
+ability, not only to organize a selling and distributing force for
+successfully marketing a standard product, but also to extend that force
+over a world field and to control it in all the details of its
+operations, from opening the mail to the declaration and payment of
+dividends, more efficiently than the average sales or commercial
+manager. So I had no hesitancy in undertaking the Ford job, which, even
+at that early date, I visualized as culminating in a big one.</p>
+
+<p>When I finally engaged my services with the Ford Motor Company on a
+permanent basis, the business was represented by only a few hundred
+scattered, unorganized, uncontrolled, and non-directed dealers. My work
+during the following twelve years was concentrated on developing and
+enlarging yearly this small hit-or-miss distributing aggregation into a
+compact force of thousands of well-trained, highly efficient sales and
+service representatives of the Ford Motor Company. They were all Ford
+&quot;boosters,&quot; and by their loyalty and intensive co-operation they &quot;put
+across the Ford&quot; in the big way that today makes the little car so
+conspicuous everywhere throughout the world.</p>
+
+<div class="sidenote">Statement Avoided Suggestion Used</div>
+
+<p>Note that while my experience with the Ford Motor Company as a public
+accountant convinced me that what the business needed then was a
+commercial manager and sales organizer, and I believed <a name="Page_289" id="Page_289" />myself fitted
+for the position, I did not make that statement to Mr. Ford; because it
+would have been poor salesmanship. He might have thought me entirely
+qualified to deal with figures, but not so capable of handling sales
+agents and dealers.</p>
+
+<p>So I never <em>said</em> to him that I was the man he needed. But I <em>suggested</em>
+it by presenting my ideas of how the job should be done. He accepted my
+ideas as good, and was influenced by the natural suggestion that
+resulted from them. He told me that he wanted me to become Commercial
+and Sales Manager. It was the opportunity for success that I most
+desired. I got myself <em>wanted</em> without having to overcome any
+<em>resistance</em> in the mind of the man with whom I had chosen to work.</p>
+
+<div class="sidenote">Negative Suggestions</div>
+
+<p>You recognize how true to human nature are incidents of this sort. You
+know how powerful is the force of <em>affirmative</em> suggestion. But have you
+appreciated how surely desire is killed by <em>negative</em> suggestions? If
+you make <em>displeasing</em> impressions, you will get yourself <em>not</em> wanted.
+Therefore you must <em>be careful to avoid certain things your prospect
+would not like, just as you should be careful in doing things that are
+likable</em>.</p>
+
+<div class="sidenote">Speak the Prospect's Language</div>
+
+<p>If your prospecting and sizing up of an employer indicate that he is
+very painstaking, suggest to him how particular you have been to prepare
+yourself in knowledge of his needs. If he is a man who <a name="Page_290" id="Page_290" />weighs ideas
+carefully, suggest to him your qualities of judgment and decision.
+Perhaps he is characterized by a marked constructive imagination.
+Suggest that you, too, have imaginative power. Bring out conspicuously
+the particular elements of your qualifications that are most likely to
+<em>suggest ideas akin to his own</em>. Speak those phrases of the language of
+suggestion which he best understands, and that are most likely to
+impress him with <em>the idea that you and he think alike</em>.</p>
+
+<div class="sidenote">Deceptive Suggestions</div>
+
+<p>A caution is necessary here. In any suggestion that you make, <em>convey
+neither more nor less than the actual truth</em> regarding your
+capabilities. <em>Avoid any possibility of deception</em>.</p>
+
+<p>I recall the case of a young man who quite won the heart of a dignified
+bank president whose tastes were very quiet. The young man studiously
+avoided the slightest appearance of flashiness in his dress and manner.
+He spoke in modulated tones. His movements were subdued. He had exactly
+the quiet pose that suited his prospective employer. The banker stressed
+his appreciation of the characteristics manifested by the applicant, and
+the young man &quot;overdid it&quot; by suggesting that he was <em>always</em> decorous
+in his manner.</p>
+
+<p>The bank president had occasion to entertain a visiting financier who
+wanted to go to the ball game.<a name="Page_291" id="Page_291" /> A few seats away the young man whose
+application was being considered rooted boisterously for the home team,
+unconscious of the contradiction he presented to the suggestions he had
+made in the banker's private office. The new impression was made more
+disagreeable because the boisterous behavior suggested to the banker
+that the young man had not conveyed a true idea of himself previously.
+When he came next morning for the answer to his application, he received
+a cold &quot;No.&quot;</p>
+
+<p>The young man really was not boisterous except on the rare occasions
+when he let off steam, as at a ball game. If he had conveyed the
+<em>truthful</em> impression that he was <em>nearly always</em> quiet, and had taken
+pains to admit that <em>occasionally</em> he &quot;let loose,&quot; but only in proper
+surroundings, he would not have killed his chances by the negative
+suggestion of untruthfulness.</p>
+
+<div class="sidenote">Motive of Suggestion</div>
+
+<p>After all it is your <em>motive</em> that determines the right or wrong use of
+suggestion in getting yourself wanted. If you keep carefully in mind a
+purpose to <em>suggest less instead of more than the truth</em> about your
+capabilities, you need not fear that you will offend by over-drawing the
+picture of your real self.</p>
+
+<p>If <em>your</em> motive is wrong, it will lower the quality of <em>your</em> manhood.
+If you suggest a wrong motive to the <em>other</em> man, the effect is to lower
+<em>his</em> manhood <a name="Page_292" id="Page_292" />qualities in considering you. <em>It is particularly
+important not to stimulate a motive that may afterward operate to your
+detriment</em>.</p>
+
+<div class="sidenote">Over-Suggestion of Ability</div>
+
+<p>I know a young man who was so eager to show his willingness to work that
+he suggested absolute tirelessness. His employer, though he appreciated
+what this young man did, kept overloading him. Finally the employee
+broke down and made a serious mistake. He was unjustly dismissed from
+service because <em>he had encouraged his employer to depend on him
+altogether too much, and disappointment resulted</em>.</p>
+
+<p>Do not pretend a higher degree of ability than you possess. Attempt no
+more than you can do well. You will succeed in getting yourself wanted
+if you <em>manifest promise of growth</em> in capability. If you are a sapling,
+do not pose as a full grown tree of knowledge.</p>
+
+<div class="sidenote">Selling Out To Competitor</div>
+
+<p>Sometimes it happens that a man can present his capabilities for sale
+and appear especially desirable to another man because he possesses
+certain knowledge the employer would like to have. Maybe you have sought
+to gain your chance by carrying to a competitor of your former employer
+the latter's secrets. If you come with the suggestion that you will sell
+out, you are offering a service that does not command full respect, and
+you are appealing only to the <em>lower motives</em> of your prospect. You do
+not thereby get <em>yourself</em> wanted. He wants <em>what you<a name="Page_293" id="Page_293" /> know</em>. What you
+have learned fairly by working for one man, you have a right to sell
+fairly to another man, of course. But do not suggest that this special
+knowledge is the <em>principal element</em> of your desirability. Suggest,
+rather, that it is <em>only incidental to your all-around fitness</em> for the
+job you want.</p>
+
+<div class="sidenote">Self-Respect</div>
+
+<p>Use what you know without pandering to the lower motives of your new
+employer. Impel him to like you for what you <em>are</em>, and not merely for
+what you <em>bring</em>. Open his eyes to your <em>better</em> nature, not to the
+<em>worst</em> side of you. <em>He will see in you the better qualities of himself
+and appreciate them</em>. Have your own motives right; then there will be no
+danger that you will appeal to the wrong motives of the other man.</p>
+
+<p>Of course you must have the highest respect for your own motives. This
+necessitates high character. <em>You must be honest in the very structure
+of your being</em>. You need, too, <em>absolute faith in yourself and in your
+proposition</em>, and faith in the <em>desirability</em> of your service to the
+other man. Finally, you must be <em>consecrated</em> to the motive of rendering
+him <em>service</em>.</p>
+
+<div class="sidenote">Postpone Criticism Until Desire Is Stimulated</div>
+
+<p>It is poor salesmanship to let your prospect begin to analyze your
+faults <em>until you have made yourself thoroughly pleasing</em> to him. Before
+you complete the selling process you should admit your own faults,
+rather than let him discover them. <em>But<a name="Page_294" id="Page_294" /> skillfully postpone this step
+until you get yourself wanted.</em> Then your prospect will be inclined to
+<em>co-operate</em> in disposing of objections to you; whereas <em>if criticisms
+arise too soon in the selling process they may prevent him from liking
+you thoroughly, and may check your purpose before you get yourself
+wanted</em>.</p>
+
+<div class="sidenote">Right Time to &quot;Face The Music&quot;</div>
+
+<p>A merchant received an application for employment in his private office
+from a young man who created so pleasing an impression that the employer
+decided to make him his secretary. He outlined his ideas to the
+applicant, who entered into them most enthusiastically; thereby
+increasing the liking of his prospective employer for him. Then the
+young man sat up straight in his chair, looked the merchant squarely in
+the eye, and said, &quot;No one in this city knows it, but when I was
+eighteen years old I stole ten dollars and was sentenced to the reform
+school. That was seven years ago. I never have done anything dishonest
+since, and I never will again. But you have a right to know my whole
+record before you employ me in a position of such trust.&quot; If the
+candidate had confessed his blemished record <em>before</em> making himself
+thoroughly desirable, it is practically certain that he would not have
+won the place. He got it because <em>he handled the objection after instead
+of before creating the desire</em> for his services.</p>
+
+<div class="sidenote"><a name="Page_295" id="Page_295" />Concentrate On Suggesting Qualifications</div>
+
+<p>We shall consider in the next chapter how to meet and handle objections,
+how to deal with your faults. But as we postpone our study of that step
+in the selling process; so should you postpone consideration of your
+faults and shortcomings, until you get yourself wanted. Do not dodge
+direct questions, but courteously request that you be permitted to
+answer them a little later. <em>At this stage</em> of selling the true idea of
+your best capabilities <em>concentrate upon the moderate, truthful
+suggestion of your qualifications</em>.</p>
+
+<div class="sidenote">Gaining Prospect's Confidence</div>
+
+<p>The first result to be desired in selling is the <em>confidence of the
+buyer</em>. Use all your manly qualities to win this confidence
+<em>deservedly</em>. Then when you honestly admit your faults and shortcomings,
+you will be aided to win out in the end by the confidence you have
+already inspired in the other man.</p>
+
+<p>Very often the applicant for a position fails to get it because he
+merely presents the <em>abstract</em> idea that his services are for sale. <em>He
+does not picture himself in actual service</em>. The presentation of
+abstract ideas is an appeal only to the <em>interest</em> or mind side of the
+other man. The presentation to his imagination must go <em>beyond</em> his
+interest, if his <em>heart desire</em> for the services is to be secured.
+Therefore it is highly important to your success in getting yourself
+wanted that you plan how you actually <a name="Page_296" id="Page_296" />would serve on the job, and when
+you are talking with your prospective employer, <em>speak as if you were at
+work</em>.</p>
+
+<div class="sidenote">Picture Yourself At Work</div>
+
+<p>If you imagine yourself fitted into a particular job, and <em>show yourself
+there to the mind's eye</em> of your prospect, he will have to go through
+the mental process of <em>getting you out</em> of the imaginary job. That will
+be much harder for him than it would have been to <em>keep you out</em> in the
+first place. If you merely present the services you <em>could</em> render, and
+don't picture yourself as <em>actually rendering</em> them, you haven't won
+even the imaginary job. <em>But if you do paint yourself into a chosen
+place, and can make your prospect see you in that position, the
+suggestion will impel him to copy imagination with actuality. He will
+consider you as if you were on the job.</em> Evidently when you have won
+this advantage, he will be inclined to want to keep you at work, unless
+you do something or manifest some quality that makes you undesirable.</p>
+
+<div class="sidenote">No Doubt About Success</div>
+
+<p><em>Getting yourself wanted is a process that can be brought to a
+successful conclusion with absolute certainty.</em> It is not difficult to
+understand human nature if you are willing to see clearly into yourself.
+It is only necessary, then, that you subordinate your personality to the
+personality of the other man. <em>Learn what he wants, and avoid showing
+him that you want something from him. Show him instead<a name="Page_297" id="Page_297" /> that you can
+supply what he lacks</em>. Complete and round out the process by suggesting
+the particular qualities in yourself that your prospecting and size-up
+have indicated to be the qualities <em>he especially likes</em>. He will want
+you then. He can't help it.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_X" id="CHAPTER_X" /><a name="Page_298" id="Page_298" />CHAPTER X<br />
+
+<em>Obstacles In Your Way</em></h2>
+
+
+<div class="sidenote">Mountain Climbing</div>
+
+<p>There is no great mountain in the world that has a natural, smooth road
+with an easy grade all the way to the top. Mountain climbing requires
+some hard work. It involves getting around, or going over, or removing
+many obstacles that block the path upward.</p>
+
+<p>You will encounter similar difficulties, obstacles, and resistance on
+your way to success. <em>If you cannot pass them, your ambition will be
+defeated.</em> You will quit the climb, discouraged; or will be driven back,
+a failure. In order to <em>assure</em> your success you must now ascertain
+dependable ways to conquer obstacles. This advance knowledge will make
+them seem less formidable. Since you will have definite plans for
+dealing with the difficulties that may obstruct your path, you will not
+feel hopelessly blocked when you face them.</p>
+
+<div class="sidenote">Knowing How</div>
+
+<p>No great mountain has ever been scaled by a novice ignorant of the
+science, and unskilled in the art of climbing to supreme heights. But an
+expert mountaineer learns from mastering one peak something about how to
+climb others. He develops ability to conquer any and all obstacles he
+may <a name="Page_299" id="Page_299" />meet. He proves repeatedly that what would be impossible to a
+novice is a <em>certainty</em> to him. He starts the most difficult ascent with
+absolute confidence that he will gain the top.</p>
+
+<div class="sidenote">Obstacles and Resistance</div>
+
+<p><em>You likewise can feel sure of your ability to reach the highest peaks
+of success</em>. In preceding chapters you have been shown how to take
+advantage of the <em>easiest</em> way up by following the guide marks of
+salesmanship at every step. Now we are to study the obstacles you will
+encounter, in particular the objections the prospect may raise to
+frustrate your purpose. At this stage of the selling process you will be
+like a mountaineer fighting in the Alps. It will probably be necessary
+that you overcome or evade considerable human resistance while you are
+climbing toward your goal.</p>
+
+<p>Let us assume that you have already gained a chance to sell your
+capabilities to the particular man through whom you expect to succeed.
+He has heeded your knock and welcomed you into his interest. You have
+made such a presentation of your desirability and service value that he
+wants you to be associated with him. But now it will be natural for him
+to begin a critical analysis, seeking whatever faults he can discover or
+imagine in you or your proposition. <em>Your success or failure in your
+ultimate purpose is likely to depend on how you handle the criticisms he
+raises.</em> Therefore it is of vital importance that you learn in advance<a name="Page_300" id="Page_300" />
+<em>sure ways to gain your goal despite normal opposition.</em></p>
+
+<div class="sidenote">Objections Are Natural</div>
+
+<p>Recognize first that it is <em>natural</em> for your prospect to raise
+objections, whether he is favorably impressed or not. His resistance to
+your purpose may be only a <em>precaution</em>. Perhaps it does not indicate
+<em>opposition</em> at all. He may want you to convince him you are all right;
+so that he will feel entire confidence in his own judgment when he
+finally does as you wish. Or he may object for no other purpose than to
+test you thoroughly. If this is the case, his sympathies will all be
+with you while you are dealing with the obstacles he puts in your way.</p>
+
+<p><em>Evidently objections of this sort should not be handled the same as the
+objections of opposition.</em> It is necessary that you distinguish between
+the two kinds and that <em>when dealing with each specific objection you
+determine in your own mind what is its source</em>. There should be nothing
+in your method of handling the obstacle that might <em>antagonize</em> your
+prospect. You should take fullest advantage of his every inclination to
+<em>cooperate</em> with you in his thoughts and feelings. He may be &quot;pulling
+for&quot; you strongly when he seems to be &quot;bucking&quot; the hardest.</p>
+
+<div class="sidenote">Objection is Favorable Sign</div>
+
+<p><em>An objection really is a favorable sign.</em> If you call upon a
+prospective employer who, after hearing your presentation, begins to
+find fault with it and <a name="Page_301" id="Page_301" />with you, or tries to evade your proposal, you
+may be sure that you have carried him along a considerable distance
+toward the accomplishment of your purpose. <em>He objects or evades because
+he is on the defensive.</em> &quot;You have him going.&quot; He is wary, and so takes
+measures for self-protection. <em>The moment your prospect begins to raise
+objections in your way, he indicates that he is not entirely comfortable
+in his own mind about escaping from your salesmanship.</em> He has felt the
+tug of desire; but he does not feel sure yet that you deserve his
+confidence, or else he has a pretty positive idea that in this matter of
+your possible employment his interests and yours are different. He is
+looking out for himself.</p>
+
+<div class="sidenote">Welcome Opportunity To Strengthen Yourself</div>
+
+<p>However, you have come with a <em>true service</em> purpose. You believe he
+<em>needs</em> you; that you can <em>satisfy a lack</em> in his business. You feel
+your interests and his are alike, not different. You know that you have
+no intention &quot;to put anything over on him.&quot; You want your prospect to be
+absolutely satisfied with what you propose. Therefore you should welcome
+every chance to convince his mind and win his confidence. <em>An objection
+affords you an opportunity to overcome it, and so both to strengthen
+your proposition and to weaken his resistance.</em></p>
+
+<div class="sidenote"><a name="Page_302" id="Page_302" />Don't Set Up Straw Men to Knock Down</div>
+
+<p><em>You</em> should not, however, bring up objections that the <em>prospect</em> has
+not raised in his own mind. That would be putting up a straw man and
+knocking him down, which is profitless and unconvincing. Of course you
+must clear the path when there is no other way to proceed, but do not
+block it yourself. Sometimes it will not be advisable to clear the path.
+If you can get around a difficulty you see, without attracting your
+prospect's attention to it, you will be wise to go some indirect way to
+your goal.</p>
+
+<p>Suppose, for example, that you know the salary you want is higher than
+your prospect has been accustomed to pay. It will be good salesmanship
+for you not to refer to the amount you have in mind, until after you
+have carried him along with you to consider the profits he will make
+from engaging your services. Since you plan to show him that these
+profits will pay your salary, you will be wise to avoid the matter of
+your compensation until you have approached nearer to the successful
+conclusion of your selling process.</p>
+
+<div class="sidenote">Avoid Troubles by Forethought</div>
+
+<p><em>Almost every difficulty and opposition you are likely to encounter can
+be anticipated.</em> Don't wait until you come face to face with an
+obstruction in the way of success. Let forethought carry you
+imaginatively into just such a situation. <em>Think yourself out of a
+possible difficulty before you actually get into it.</em> Then you can win
+the respect <a name="Page_303" id="Page_303" />of your prospect by proving on the spot that you are not a
+man who can be dodged or blocked, or cornered. <em>Every time you pass an
+obstacle, you will be a long step nearer to success</em> in selling your
+services.</p>
+
+<p>Suppose an employer says to you, &quot;You are too young. You have had no
+experience in this line of work.&quot; You cannot <em>deny</em> your youth and you
+should not <em>defend</em> it as if it were a fault. Nor can you claim
+experience you have not had. But it is unnecessary for you to indicate
+any feeling that inexperience is a demerit. An ordinary applicant might
+be discomfited by such resistance to his purpose. If you are a skillful
+salesman, you will be prepared to deal with this very obstacle and will
+turn it to good account. You can say at once:</p>
+
+<div class="sidenote">Value of Adaptability</div>
+
+<p>&quot;Because I am young, I am adaptable to your methods, instead of being
+set in ways that might differ from yours. True, I am not experienced.
+Therefore, I haven't any wrong ideas to unlearn. Think of me as raw
+material that won't have to be re-made, and that can be easily shaped as
+you want to form it. I realize it will take some work on your part, <em>but
+the product will be satisfactory to you when it is done</em>. It seems to me
+that the only question involved is whether or not I would make it worth
+your while to do the work on me. The fact that I have come to you of my
+own choice proves I really want to be employed here. I assure <a name="Page_304" id="Page_304" />you now
+that I will make my services worth any pains you take to teach me your
+methods, and I will be just as eager to remain as I am to start.&quot;</p>
+
+<div class="sidenote">Use Objection As a Sales Help</div>
+
+<p>Analyze this method of dealing with any particular obstacle. <em>Plan to
+get rid of the obstruction completely, leaving the way ahead smoothed.</em>
+When the objection of the prospect is so skillfully disposed of, his
+<em>desire</em> for your services is stimulated. He <em>wants you more, because he
+likes you better</em> now that you have cleared away the obstacle. Thus you
+have utilized the objection as a <em>help</em> in selling yourself
+successfully. Just so a mountain climber uses the rocks he encounters as
+holding places to help him climb higher.</p>
+
+<p>Your prospect may say that he has no need for such services as you
+offer. He may state reasons why you are not needed in his Business. <em>But
+if you have prepared yourself thoroughly, each disclaimer of his lack,
+every suggestion of an objection, will give you an opportunity to prove
+in some specific way your service value to him.</em></p>
+
+<p>The president of a manufacturing company had an ironclad rule that all
+positions in his business were to be filled by promotion. He never hired
+a new employee except to start at the bottom. A competent young office
+man applied for a situation. He was turned down flatly. The company's
+policy was quoted as the reason. He met this obstacle in a new way.<a name="Page_305" id="Page_305" /></p>
+
+<div class="sidenote">Making an Exception</div>
+
+<p>&quot;One of the principal reasons I came to you, Mr. Blank, is that I hope
+to benefit from your rule myself. I want to get into a company where I
+will know that the way to advancement is sure without going outside for
+my chance. But by my experience in other employment I have developed
+certain capabilities that would warrant you in making an exception to
+your rule, in my case.</p>
+
+<p>&quot;You do not audit your own books. Yet you have been self-auditing your
+methods of office operation. Another thought I want to suggest. You know
+that in the royal families of Europe the stock runs down because they
+don't get in fresh blood. I would not advocate a change in your general
+policy. But you have already made an exception to your rule in having
+your books checked by a public accountant whom you engage by the year
+for that purpose.</p>
+
+<p>&quot;I propose to bring in the outside viewpoint for the study of your
+office system, with the expectation of suggesting possible improvements.
+I want to introduce fresh blood, and yet to become part of your
+organization family. It is sound business for you to engage me because I
+am from the outside. You need an auditor of your operations as much as
+an auditor of your accounts.&quot;</p>
+
+<p>This view of the matter had never been presented before to the employer.
+It won him over to the <a name="Page_306" id="Page_306" />proposal. The new man broke in where every
+preceding applicant had failed.</p>
+
+<div class="sidenote">Apparent Objections</div>
+
+<p>Thus far we have considered <em>actual</em> obstructions, <em>real</em> blocks in the
+salesman's way. Now let us turn our attention briefly to obstacles that
+are only <em>apparent</em>, to resistance that is but a <em>feint</em>.</p>
+
+<p>Your prospect may try to put you off. Or perhaps he will attempt to
+evade uttering a downright refusal, and instead will make some sort of
+an excuse for not doing what you wish. If you dignify these <em>artificial</em>
+or merely <em>apparent</em> obstacles by treating them as <em>real obstructions</em>,
+you will hinder your own progress toward success.</p>
+
+<div class="sidenote">Danger of Losing Ground Gained</div>
+
+<p>You have secured your chance to present your services for purchase. You
+have made real progress toward the successful accomplishment of your
+ultimate purpose. <em>Nearly always if you let yourself be put off for any
+reason, without making a definite advance toward your final goal, you
+will lose some of the ground already gained.</em> When your prospect
+attempts to evade the issue by making an excuse or by postponing further
+consideration of the subject, <em>he tacitly admits that your position is
+strong</em>. But if you have to start the selling process all over again at
+another time, if you let him put you off when your position is strong,
+<em>you will be weaker when you attempt to resume your sale</em>.<a name="Page_307" id="Page_307" /></p>
+
+<div class="sidenote">Do One of Two Things</div>
+
+<p>Should you be put off, do one of two things. <em>Either disregard the
+evasion entirely and go straight ahead with your selling process</em>; or,
+if you consent to the postponement or evasion, <em>take advantage of your
+strategical position of strength to make a definite advance toward the
+accomplishment of your purpose</em>. For examples of the two methods let us
+consider suppositious cases.</p>
+
+<div class="sidenote">Driving Ahead</div>
+
+<p>Your prospective employer might say, &quot;I'll think over your application.
+Come in next week and I'll let you know my decision.&quot; You can handle
+this evasion effectively by going directly ahead and proposing, &quot;I am
+perfectly willing that you should think over my usefulness to you, but
+during the week you are considering me for future employment, let me
+actually work on the job. If you decide that you don't want to keep me,
+tell me so at the end of the week and there will be no charge for my
+time.&quot; <em>You will be driving straight toward your goal, not even pausing
+when he attempts to put you off.</em></p>
+
+<div class="sidenote">Strengthening Position</div>
+
+<p>This effort at evasion or postponement might be handled in a different
+way. You could say to the prospective employer, &quot;Very well. I will
+return in a week for your decision. Meanwhile I will submit some
+additional references as to my character and energy. I ask also that you
+permit me to save a week instead of wasting it. I should like your
+permission to spend this next week in <a name="Page_308" id="Page_308" />your office, studying the job.
+Then if you decide to employ me, as I believe you will, I will be
+already broken in.&quot; Such a proposal is hard to refuse. While you would
+consent to the postponement or evasion of decision, <em>you would be
+strengthening your own position</em>.</p>
+
+<div class="sidenote">Make Progress</div>
+
+<p><em>In one way or the other you can make progress.</em> Either you can brush
+the evasion aside and carry your prospect through to the closing stage
+of the sale of your services, or you can close an intermediate sale on
+the spot, as in the second illustration.</p>
+
+<div class="sidenote">Forcing Real Objection</div>
+
+<p><em>Do not, therefore, treat evasions and postponements as real obstacles.</em>
+Even in case you cannot induce your prospect to go ahead with you, or
+close an intermediate sale, <em>you can avoid being blocked</em> by his attempt
+to put you off. When he sees that he cannot get rid of you by his
+subterfuge, he will be forced to make a <em>real</em> objection. He will not
+give you another weak excuse after you have disposed of his first
+attempt to evade. When he tries to block you by making a real objection,
+after the failure of his excuse or postponement, he will fall right into
+your plan of the sale. <em>You will be all ready for the objection he
+states.</em> You will know exactly how to handle it and turn it to good
+account so that his opposition will be weakened and you will add to your
+strength.<a name="Page_309" id="Page_309" /></p>
+
+<p>Let us suppose your prospect comes out with the flat statement, after
+you prevent him from putting you off, &quot;No, I have made up my mind not to
+add any new employees for the present.&quot; He thinks that settles the
+question. In reality it affords you a sales opening. You retort, &quot;Your
+attitude is perfectly right. You do not want to add to expense. I should
+feel the same way myself, were I in your position. However, I am not
+going to be an <em>expense</em>. I shall be a <em>money-maker.</em> I know you have no
+objections to increasing your profits.&quot; His opposition would have given
+you your lead.</p>
+
+<div class="sidenote">Unsound Objection</div>
+
+<p>A man applied for a position in a bank. Business in general was dull; so
+the president tried to put him off. The position sought offered any one
+filling it opportunities to develop increased business for the bank
+along certain lines. Thus the objection of dull times was plainly
+<em>unsound</em>. The applicant felt, however, that it would be a mistake to
+urge very strongly his ideas about increasing the business. He believed
+the president would not accept them if fully stated. So the young man
+met the attempted evasion by drawing the banker on to a step that
+committed him only to the <em>beginning</em> of the program outlined.</p>
+
+<p>&quot;I appreciate that business is not rushing at present,&quot; he said.
+&quot;Therefore you will have time <a name="Page_310" id="Page_310" />to study how I propose to develop some
+new business. If you were very busy, you would not be able to
+investigate my plan thoroughly. You may not care to put it into effect
+just now, but while you have comparative leisure let me give you an
+illustration of ways in which my idea can be worked out.</p>
+
+<p>&quot;It is unnecessary to discuss salary or a definite engagement at
+present, if you prefer to wait awhile. But with your permission I should
+like to come in here for a month and demonstrate a few of my ideas in
+actual practice. At the end of that time I will show you a chart of the
+results.&quot;</p>
+
+<div class="sidenote">Evasion Turned to Selling Aid</div>
+
+<p><em>The evasion was turned into a selling aid</em>. The banker, naturally
+desirous of making additional profits, could not very well turn down
+such a proposal. He would have felt a little ashamed to accept services
+without paying for them. Therefore he gave the applicant a chance and
+agreed to pay him a moderate salary from the beginning. The new man went
+to work immediately, and very soon demonstrated such value that his
+compensation was increased to an entirely satisfactory amount.</p>
+
+<div class="sidenote">Don't Fight Back</div>
+
+<p>Already in this chapter you have been warned against handling an
+objection in such a way that the natural antagonism of the man who makes
+it will be increased by your method of dealing with his opposition. When
+he resists you, or puts obstructions in your way, you of course must
+take <a name="Page_311" id="Page_311" />the measures that are necessary to enable you to proceed with your
+purpose, notwithstanding the obstacles he raises. <em>But if he acts
+antagonistic, be careful not to appear to fight back.</em> Avoid making the
+impression that you regard him as an <em>opponent</em>. Your difficulty in
+closing the sale will be lessened if you keep him from feeling at any
+time that he needs to adopt measures of <em>self-protection</em> against you.</p>
+
+<div class="sidenote">Diplomacy And Tact</div>
+
+<p><em>When your progress is obstructed, it is necessary that you use a very
+high degree of diplomacy and tact.</em> This will carry you much farther
+toward your purpose than any manifestation of naked force. Of course you
+must meet many objections squarely. You will encounter obstructions that
+cannot be avoided, opposition that will not step aside. There will be
+occasions when it will be necessary for you to employ force. But you can
+always conceal &quot;the iron hand in the velvet glove&quot; if you exert your
+force in <em>tones</em> and with <em>gestures</em> or <em>movements</em>, rather than by
+making <em>word</em> statements. <em>The art of suggestion can be employed as
+effectively at the objection stage as at any other step of the selling
+process.</em></p>
+
+<p>Let us assume that you are a greenhorn. But you believe yourself capable
+of filling a certain position. You apply for it. Your prospective
+employer questions your capability because you lack experience. He
+refuses your application, and declares he <a name="Page_312" id="Page_312" />is unwilling to run the risk
+of having you make mistakes that might be expensive to him.</p>
+
+<div class="sidenote">Using Suggestion Instead of Statement</div>
+
+<p>You know that you are very careful, and that you would not take any
+important action on your own responsibility if you were in doubt whether
+or not you were right. You feel that his objection is unsound; that he
+is exaggerating caution. But it would certainly be a mistake for you to
+say, &quot;Nonsense!&quot; That would make him bristle.</p>
+
+<p>Of course you want to show him that you do not take his objections
+seriously. You can make the right impression by smiling at his
+statement. You can reinforce the effect of your smile by making a
+horizontal gesture with your hand. If you shake your head slightly,
+force will be added to your denial of incapacity or rashness. It may not
+be necessary for you to <em>say</em> anything. Possibly your suggestion will be
+stronger if you simply ignore the point he has raised against you.
+Usually, however, in such a case it is best to employ a few quiet words
+in disposing of the objection; <em>though chief reliance should be placed
+on the suggested meaning behind the statement</em>.</p>
+
+<div class="sidenote">Your Stake In Your Opportunities</div>
+
+<p>I recall the case of a man who handled an objection of that sort by
+first smiling while shaking his head and making a gesture of negation,
+and then said, &quot;I could not lose much for <em>you</em>, but if I were reckless
+or irresponsible I certainly would lose for <em>myself</em> this opportunity
+that you see I want very <a name="Page_313" id="Page_313" />much. I have a great deal more at stake than
+you. You may be sure I shall not risk losing my chance to succeed, by
+causing you any losses.&quot; The tone used was the heart pitch of sincerity,
+with the final assurance in the deeper tones of power. The tone and the
+manner of the applicant for the position indicated such strength that
+the prospect felt the weakness of his objection and did not persist in
+it.</p>
+
+<div class="sidenote">Direct and Qualified Admissions</div>
+
+<p>When you make a <em>direct admission</em> of the point the prospect raises
+against you, <em>have a strong answer ready and give it to him at once</em>.
+Otherwise you will not rid his mind entirely of the objection. In most
+cases it is preferable to make only an <em>indirect</em> or <em>qualified</em>
+admission of the point raised. Then the objection, not having been
+strengthened by your full confirmation, can be overcome without the use
+of much force or power.</p>
+
+<div class="sidenote">Straight-out Agreement With the Objection</div>
+
+<p>If your prospective employer says to you, &quot;We are not making any money.
+I do not intend to put on a new man,&quot; diplomacy requires you to admit
+unequivocally the truth of his assertion that his business is not
+profitable. He may be exaggerating a temporary condition, but he would
+take offense if you should question his blunt statement. Therefore agree
+with him, and having prepared the opening with your tact, <em>introduce to
+his mind agreeable ideas of satisfying his want for profits</em>. You might
+say, &quot;I realize business is poor. That is one of the reasons I come to
+you just now. If you were <a name="Page_314" id="Page_314" />making plenty of money, you would not
+appreciate the value of my ideas for increasing your profits. The
+results of the work I propose to do might not be sufficiently
+conspicuous among other large earnings to attract your especial notice.
+This period of depression gives me the very opportunity I need to prove
+to you that I would be a money-maker, and not an expense to you. Surely
+you would like to have me demonstrate that. All I ask is a chance to
+convince you. Judge me by the results.&quot;</p>
+
+<p>Analyze this unequivocal admission of the validity of the objection.
+Such cases can often be handled most effectively by granting the point
+raised, directly and without any reservations, and then answering the
+objection in such a way that it is completely removed as an obstruction.
+This is good salesmanship.</p>
+
+<div class="sidenote">Indirect Admission</div>
+
+<p>Suppose, however, you feel the objection of poor business is unsound.
+Let us assume that this prospective employer you are interviewing has a
+dull season every year. Therefore the condition of which he complains is
+simply normal, and his objection is put forward as an excuse for
+rejecting your application. <em>In such a case you do not want to make the
+obstruction more formidable by fully admitting its validity. Yet tact
+forbids you to deny its soundness.</em> It will be better salesmanship to
+recognize indirectly the point raised than it would be to give your full
+agreement with the objection, <a name="Page_315" id="Page_315" />as in the above example of an unequivocal
+admission. You might use such an answer as this:</p>
+
+<div class="sidenote">&quot;That is True, But&quot;</div>
+
+<p>&quot;I notice, Mr. Blank, that you are making some extensive repairs on your
+factory. Though this involves additional expense in your dullest season,
+you are having the work done now because this is your slackest time.
+True, your profit showing at present will not be so good as it would be
+if you did not make the repairs. But the earnings of your business will
+be improved during your busiest season and you will avoid the extra
+expense of interrupting your production when it is at the maximum. This,
+of course, is the time to have your repair work done. It would not be
+good business to put it off.</p>
+
+<p>&quot;My proposal that you engage me now is directly along the line of your
+own policies. What I would do in your office might be called repair
+work. Your dull season is the time to have it done. I can introduce my
+efficiency ideas now without disorganizing your operations. Then, when
+you are busiest, the new system will be in perfect working order, for
+your service.&quot;</p>
+
+<div class="sidenote">Adapt Solutions To Your Own Problems</div>
+
+<p>When you study illustrations of the application of basic principles, do
+not give them merely superficial consideration. <em>Examples are of slight
+value unless they suggest to you how you should use your imagination to
+make illustrations of your own in actual practice of the principles.</em>
+Whatever your <a name="Page_316" id="Page_316" />need for help in selling your services, and whatever
+difficulties you may have to overcome or get around, you will find in
+the pages of these books <em>cues</em> to the methods of certain success.
+Evidently, however, the scope of the series of chapters must be somewhat
+limited. None of the answers to the major problems of salesmanship are
+omitted from the contents, <em>but you must apply and fit the given
+solutions to your individual necessities</em>.</p>
+
+<div class="sidenote">Two Bases of Objections</div>
+
+<p>Turn your thought now to the different bases of objections. It is of the
+utmost importance that you know whether the obstruction is raised by the
+<em>mind</em> or by the <em>heart</em> of your prospect. <em>Mental</em> resistance can be
+met and overcome by <em>ideas</em>, by points introduced by <em>your</em> mind into
+the <em>mind</em> of the <em>other</em> man. His <em>heart</em> may not be involved. But if
+there is &quot;feeling&quot; in his opposition, it is necessary that you displace
+it with a different <em>feeling</em> toward you and your proposal. The heart of
+your prospect must be turned from antagonism to friendliness, if it is
+involved in an objection. Therefore when a point is made against you,
+<em>decide from the evidence whether the obstacle raised has an emotional
+or a mental basis</em>. Treat it accordingly. Use your own <em>mind</em>
+principally in dealing with the purely <em>mental</em> objection of the
+prospect. But depend on drawing out <em>his heart with yours if his
+emotions are involved</em> in his opposition.</p>
+
+<div class="sidenote"><a name="Page_317" id="Page_317" />Mental Basis</div>
+
+<p>Suppose you have a plan about engaging in a certain business. You have
+worked it out carefully and are confident that it is &quot;a winner.&quot; But you
+need financial backing. So you go to a man who has money, and apply to
+him for a loan. He listens to your plan. When you finish explaining, he
+refuses your request. He uses the mental tone of cold business when he
+states his reason. &quot;You offer me no security. I am not in the habit of
+lending money without it.&quot; His words and manner indicate that he has
+listened to your plan without the slightest feeling of sympathy for your
+purpose. His <em>emotions</em> have not been stirred. He is turning you down
+simply because his <em>mind</em> is opposed to the form of investment you
+propose for his money. It would be futile for you to make an <em>emotional</em>
+appeal to this man, in the hope of getting rid of his <em>mental</em>
+objection. He would be disagreeably impressed were you to attempt to
+stir his heart. You cannot offer him the security he has in mind, but
+you need not be balked for that reason. It is possible for you to make
+an appeal to his mind only, and to suggest to him ideas of security that
+he has not considered.</p>
+
+<p>&quot;Mr. J.P. Morgan,&quot; you might remind him, &quot;when asked the basis upon
+which he loaned money, replied, 'Character, principally.' I offer you
+the security that Mr. Morgan considered most <a name="Page_318" id="Page_318" />important. You know my
+reputation is good. You perceive that my plan is sound, and that I have
+thought it out thoroughly. You do not expect me to lose money. I have
+proposed to protect you as fully as possible by agreeing in advance that
+I will take no step until after your approval has been given. Therefore,
+in addition to my character, I am offering you the security of your own
+mature, sound judgment on all operations.</p>
+
+<div class="sidenote">A New Idea Of Security</div>
+
+<p>&quot;Don't you believe that my squareness, guided by your advice, would
+secure you? I have applied for a loan of only ten thousand dollars. You
+will absolutely control the expenditure of the money. You know,
+therefore, that at the worst I could not have a large loss. I have
+offered you life insurance to protect you against the possibility of my
+death within the next five years. It is altogether improbable that I
+should have a loss of as much as a thousand dollars in the new business.
+Certainly you have sufficient confidence in my ability and integrity to
+believe that I could and would repay you a thousand dollars with
+interest before the expiration of five years. I expect, and you expect,
+that my venture will prove successful. I have planned a sound business
+enterprise, free from the dangers of speculation. With the cooperation
+of your judgment, your loan would be a secure investment. I believe you
+are now convinced of that.&quot;</p>
+
+<div class="sidenote"><a name="Page_319" id="Page_319" />Reaching Heart Through Mind</div>
+
+<p>Notice that the objection is dealt with powerfully; yet there is no
+appeal that is aimed away from the prospect's <em>mind</em>. For this very
+reason his sympathy with the proposal is likely to be stimulated. <em>Such
+salesmanship often has the effect of enlisting the heart of the other
+man after removing the objection of his mind.</em></p>
+
+<div class="sidenote">Objection on Emotional Basis</div>
+
+<p>Let us assume now that the prospect refuses to make the loan to you
+because he has been imposed upon before by some one he has backed. He
+may really want to lend you the money, but his heart has been so
+embittered by his previous experience that he turns a deaf ear to your
+proposition. His opposition is based chiefly on feeling. His heart, not
+his mind, is at the bottom of his refusal of your request for a loan. He
+would not be reached by the appeal that would be effective with the man
+in the first example. This second prospect should be addressed something
+like this:</p>
+
+<p>&quot;The experiences you have had hurt you, principally because they have
+made you lose faith in men. This, not the money involved, was your
+greatest loss. So long as you have only those experiences to think
+about, you will be unable to get back your former belief in human
+nature. You would like to recover it. You would be happy to feel that
+the men who abused your confidence were exceptions, and not the rule.</p>
+
+<div class="sidenote"><a name="Page_320" id="Page_320" />Selling a New Feeling</div>
+
+<p>&quot;If you will lend me ten thousand dollars, and I make good my promises
+to you, your new experience with me will go a long way toward restoring
+your lost faith in men. It is natural that you should feel embittered,
+but the taste in your mouth is unpleasant. Back me up. I will help you
+get rid of your bitterness, and will replace it with a glow of
+satisfaction. You cannot doubt that I will make good. You should not let
+your old prejudice stand in the way of the gratified feeling you will
+have when I prove to you that all men are not unworthy of trust. After I
+justify your confidence you will be happier for the rest of your life.&quot;</p>
+
+<p>In the illustration the objection is dealt with <em>emotionally; because
+its basis is feeling</em>. No <em>mental</em> appeal is made. The salesmanship in
+this example is the direct converse of that in the previous
+illustration.</p>
+
+<div class="sidenote">The Best Rule</div>
+
+<p>Usually, however, it is best to counteract objections by making appeals
+to <em>both the heart and the mind</em> of the objector. In most cases it is
+safe to assume that his mental opposition involves his feelings to some
+degree, and it rarely happens that an objection is so purely emotional
+that the mind of the prospect does not take part in it at all. So the
+rule of masterly salesmanship is to use neither the appeal to mentality
+nor the appeal to feeling <em>exclusively</em>, but rather to <em>stress one or
+the other, while using both</em>. If the objection appears to be <a name="Page_321" id="Page_321" />based
+<em>principally</em> on opposition of <em>mind</em>, it is more important to reach
+into the prospect's <em>mind</em> with the answer than it is to draw out his
+<em>heart</em>; and vice versa.</p>
+
+<div class="sidenote">Emotional and Mental Tones</div>
+
+<p>If the thought behind the objection arises principally from <em>feeling</em>,
+it will nearly always be expressed in an <em>emotive tone</em>. By this pitch
+of the prospect's voice you can determine whether he is speaking chiefly
+from his heart or from his mind. Conversely, of course, the <em>mental</em>
+objection will be pitched in the high &quot;head&quot; tone. One of the most
+difficult features of dealing with opposition from the other man is
+uncertainty as to <em>how much he means</em> of what he says and does. It would
+be a mistake to take his resistance too seriously or too lightly.
+Therefore it will aid your salesmanship a great deal if you are able to
+discriminate between the mental and the emotional tones in which
+opposition is expressed. You can reply accordingly.</p>
+
+<div class="sidenote">The Power Pitch</div>
+
+<p>It is almost as important that you recognize <em>the pitch of power</em> when
+it reenforces the words of objection, and that on the other hand you
+note when the power tone is <em>lacking</em>. In the first case you will need
+to reply with considerable force, whether you appeal to the mind or the
+heart of the prospect. But when his objection is stated in a powerless
+tone, even though it may be accompanied by curtness or bluster, you need
+not waste much <a name="Page_322" id="Page_322" />force on your answering appeal to his mentality or his
+emotions.</p>
+
+<div class="sidenote">Keep Ears Alert</div>
+
+<p>The mental tone, as we recall from previous study, is pitched higher
+than either the tone of feeling or the tone of power. The medium, heart
+tone is vibrant. It rings with sincerity. The power tone is deep, and
+most sonorous of the three. <em>Keep your ears alert for these indications</em>
+your prospect will give you unconsciously when he opposes your purpose.
+The discriminative reading of the tones of objections will greatly
+reduce the danger of &quot;getting your wires crossed&quot; when you reply.</p>
+
+<div class="sidenote">Suggest Strength Without Antagonism</div>
+
+<p>If you have to deal with opposition expressed in the tone of power or
+with gestures of force, you will be safe in concluding that considerable
+<em>feeling</em> is behind the objection. Therefore it will be necessary for
+you to put <em>both feeling and power</em> into your answer. You should be
+careful, however, when you meet such resistance, not to make the
+impression that you are engaged in a contest of power with your
+prospect. <em>Throughout the selling process avoid any suggestion that you
+are fighting back.</em> Use the tone of force, not to indicate that your
+strength of purpose is greater than the strength of the resistance, but
+just to <em>emphasize the basic soundness</em> of your proposition. Thus you
+can suggest that you are sure of your ground, while <a name="Page_323" id="Page_323" />you do not dispute
+the force and sincerity of the other man in making his objection.</p>
+
+<p>Suppose, for example, you apply for a situation in a wealthy firm, and
+one of the partners turns you down most emphatically by saying that they
+can't afford to engage any new men at present. You realize the firm may
+be losing money temporarily, but you believe that your services in the
+capacity you have outlined will be valuable to the partners. You can
+come back firmly and not retreat an inch from your position. You need
+not <em>antagonize</em> by manifesting your determination to have the merits of
+your proposal given due consideration. You know your prospect feels
+pretty strongly on the matter of increasing his payroll while business
+is unprofitable, but you should make him recognize that you believe so
+thoroughly in your earning capacity that you feel you would justify him
+in disregarding the temporary depression, while he considers your
+service worth.</p>
+
+<div class="sidenote">Units of Tone</div>
+
+<p>As we have noted previously, it is important to know, at the time an
+objection is put in your way, <em>whether or not it is really meant</em>. When
+deciding in your mind on the right answer to this problem, you will be
+helped very much if you size up not only the tone pitch of the
+objection, but also the <em>units</em> of tone employed by the prospect in his
+expression of opposition. If he refuses your application, but uses just
+<em>one</em> tone, you may be sure <a name="Page_324" id="Page_324" />his negative is not strong. If you do not
+strengthen it to stubbornness by antagonizing him, but use tact to get
+rid of his resistance, you will not find it difficult to melt away the
+obstruction.</p>
+
+<p>However, should the &quot;No&quot; be spoken in two or more tones, with increased
+stress at the end, your prospect certainly means his rejection to be
+final. His mind is fully made up for the time being. It would be poor
+salesmanship to butt your head against his fixed idea, just as it would
+be foolish to tackle a strong opponent when he stands most formidably
+braced to resist attack. But the two or three toned negative does not
+mean that the idea behind it is fixed in the prospect's mind <em>forever</em>.
+Any one is prone to change his mind, <em>unless he is kept so busy
+supporting a position taken that he has no chance to alter his opinion</em>.</p>
+
+<div class="sidenote">Preventing Stubborness</div>
+
+<p>Therefore leave alone at first the rock you encounter. Get behind the
+boulder by taking a roundabout path. Then quietly dig the support from
+under the negative idea. If you make no fuss while you are undermining
+the obstacle, it will be likely to topple over and roll from your path
+without your prospect's noticing that it has disappeared. If his
+interest is diverted from it, there is no reason why he should turn his
+mind back to a stubborn insistence on his objection. Should he be
+conscious that the rock of his earlier opposition has rolled away, he
+will probably think it lost its <a name="Page_325" id="Page_325" />balance. He will not realize that you
+subtly undermined it and got rid of it by your skillful salesmanship.</p>
+
+<p>A salesman of an encyclopedia met a prospect who refused to give
+favorable attention to him and his proposition.</p>
+
+<p>&quot;No sir-e-e!&quot; declared this objector, shaking his head emphatically. &quot;No
+more book agents can work me. The last slick one that tried to swindle
+me is in ja-a-il now, and I put him the-ere!&quot;</p>
+
+<p>He gloated in two or three tones.</p>
+
+<div class="sidenote">Turning Back A Turn-down</div>
+
+<p>&quot;Good for you!&quot; praised the undaunted salesman, who had come prepared
+for adamantine obstacles in his path. &quot;If more book buyers would see
+that such rascals get what's coming to them, the rest of us salesmen,
+who represent square publishers squarely, would not have to prove so
+often that we are not crooks like some fellows who have happened to
+precede us in a territory. Please tell me the name of the man who
+swindled you. He might hit my publishers for a job after he gets out of
+jail, and I want to warn the boss against him. Sometimes those slick
+rascals pull the wool over our eyes, too. We are always on the lookout
+to avoid getting tangled up with them.&quot;</p>
+
+<p>The salesman pulled out his note book and pencil. When the name was
+given, he wrote it down painstakingly. He asked the prospect to spell it
+for him; so that he would be sure to get it right. Then <a name="Page_326" id="Page_326" />he thanked the
+man who had said he would have nothing more to do with book agents.
+Having &quot;got around&quot; the objector, the salesman proceeded with his
+selling talk on the encyclopedia, as if he had not been turned down
+flatly to begin with. In less than half an hour he had secured the
+signature of the prospect to a contract for the finest edition.</p>
+
+<div class="sidenote">Be Ready for Opposition</div>
+
+<p>If this salesman had not been thoroughly prepared to meet the strongest
+kind of mental and emotional opposition, he could not have come back so
+quickly with the appropriate answer that undermined the obstacle. You
+should be likewise ready for the &quot;tough customers&quot; one hears about.
+<em>Practice in anticipation various ways of handling every imaginable
+objection.</em> Then, when you face an actual difficulty, you will either
+have on the tip of your tongue a solution of the problem, or your
+forethought will assist you to devise on the spur of the moment the way
+to work out the right answer. Again we observe the importance of full
+preparation, in assuring successful salesmanship.</p>
+
+<div class="sidenote">Two Essentials Of Resourcefulness</div>
+
+<p>No quality is more important to the salesman than <em>resourcefulness</em>. Its
+first requisite is <em>knowledge</em>, particularly advance knowledge of the
+points that are likely to come up in the course of the selling process.
+The second is a <em>mind trained to act quickly and effectively in using</em>
+its knowledge. If you have these two essentials of resourcefulness, no
+objection will ever catch you napping. It will <a name="Page_327" id="Page_327" />do you no good to look
+up the right answer <em>after you leave the prospect</em>. Nothing can be more
+exasperatingly worthless than an idea of something you &quot;might have said&quot;
+but could not think of until <em>too late</em>. Have all your facts on tap. And
+be practiced in making use of them in every imaginable way. Rare indeed
+will be cases that you are not prepared to handle successfully.</p>
+
+<div class="sidenote">Practicing &quot;Come-backs&quot;</div>
+
+<p>I know a salesman who trained himself in resourcefulness by typing on
+about fifty cards all the objections to his goods or proposition that he
+could imagine. For ten or fifteen minutes every evening he played
+solitaire with these cards. He would shuffle them, held face down, and
+then deal off, face up, objection after objection. He never could tell
+which was coming next. In a few weeks he had trained himself to give an
+answer instantly to each objection, and to utilize it as a help instead
+of a hindrance in his selling. Thereafter opposition and criticism from
+prospects had no terrors for this salesman. He was able to get rid of
+objections so swiftly, surely, and completely that they never had time
+to grow formidable in the mind of the other man.</p>
+
+<div class="sidenote">Adaptive Originality</div>
+
+<p>Only a little less important than resourcefulness in meeting objections,
+is <em>adaptive originality in answering them</em>. The &quot;pat, new&quot; reply is
+always very effective. But do not unduly stress the value of the factor
+of <em>originality</em> alone. It must be <a name="Page_328" id="Page_328" />coupled with <em>adaptation to the
+particular viewpoint of the other man</em>. You must speak his language, if
+you would be sure of making him understand you perfectly.</p>
+
+<div class="sidenote">Use Prospect's Language</div>
+
+<p>For example, suppose you apply to a watch manufacturer for a position in
+his office. He seems inclined to question your dependability. You will
+make a hit with him if you quote a detail from one of his own ads and
+say, &quot;I have a seventeen jewel movement,&quot; and then particularize that
+number of good points about yourself. Such a reference preceding a
+specification of your qualities would be adaptive originality. <em>It would
+be an expression exactly fitted to the way this prospect thinks.</em> So it
+would be more effective than an ordinary answer to the objection.
+Adaptive originality in disposing of objections is a manifestation of
+tact and diplomacy&mdash;the fine art of letting the other man down with a
+shock absorber instead of jolting him to your way of thinking.</p>
+
+<div class="sidenote">Keep Train of Thought on Main Track</div>
+
+<p>When your prospect starts objecting, it is up to you to prevent him from
+wandering far afield. At the objections stage, as at every other step in
+the selling process, <em>you should dominate the other man</em>. Tactfully keep
+him concentrated on the subject and on your application. If he starts to
+grumble that some man he has engaged previously was &quot;no good,&quot; you can
+smile and reply, &quot;You would not give <em>me credit</em> for <em>anybody else's</em>
+fine work, and of <a name="Page_329" id="Page_329" />course you do not <em>blame me</em> for what <em>that</em> fellow
+did.&quot;</p>
+
+<p>You know what points are relevant to the subject you have come to
+discuss, and what are not. <em>Discriminate, and make the prospect follow
+you.</em> Restrict your treatment of his objections to points, means, and
+methods that will keep his ideas from switching onto side-tracks of
+thought. <em>When he wanders away from the subject, do not ramble with
+him.</em> Promptly and diplomatically run his mind back on the main line of
+your purpose. <em>You are operating a through train to success. You must
+not be diverted into picking either daisies or thistles by the right of
+way while your salesmanship engine stands idle.</em></p>
+
+<div class="sidenote">Patience and Calmness</div>
+
+<p>Tact and diplomacy include the qualities of <em>patience</em> and <em>calmness</em>.
+You cannot deal successfully with opposition if you are impatient or
+flustered. Patience understands the other man and avoids giving him
+offense; because it comprehends his way of thinking and is considerate
+of his right to his opinions. <em>Calmness denotes a consciousness of
+strength. Hence it inspires admiration.</em> Keep your patience open-eyed.
+See ahead. Do not chafe restlessly because the present moment is not
+propitious. A better chance for you is coming. Because of your vision
+have faith in your power to <em>make</em> it come. Whatever may happen, be
+self-possessed when you meet it. You can give no more <a name="Page_330" id="Page_330" />impressive proof
+of your bigness. Your calmness will win the confidence of the other man.
+It will help in making the impression of courageous truth. Only an
+honest purpose can meet attack with quiet fearlessness.</p>
+
+<div class="sidenote">Win Admiration by Keeping Upper Hand</div>
+
+<p><em>The chief danger to the salesman at the objections stage is that he may
+lose control of the selling process.</em> Be on your guard to prevent the
+other man from dominating you by his opposition. You have the advantage
+at the start. He cannot be so well prepared to make objections as you
+should be to dispose of them effectively. <em>Keep the upper hand.</em> If you
+have not antagonized his feelings, your prospect will admire you when he
+sees that he cannot dominate you and realizes that you will not let him
+have his own way. You will build up in him a favorable opinion of your
+manhood, intelligence, and power. <em>He cannot help appreciating your art
+in handling him.</em></p>
+
+<div class="sidenote">Make Desire Grow</div>
+
+<p>Dispose of each objection in such a way that you will get yourself
+wanted more and more as you remove or get around the obstacles
+encountered. <em>The prospect's desire for your services should grow in
+proportion as you overcome his opposition.</em> It is possible to use
+objections, or rather their answers, to strengthen your salesmanship so
+greatly that it will be easy to gain your object&mdash;- the job or the
+promotion you seek.</p>
+
+<div class="sidenote"><a name="Page_331" id="Page_331" />Hard Climb Leads to Supreme Heights</div>
+
+<p>Therefore do not quail from the obstacles you meet. Recognize in each an
+opportunity to succeed in demonstrating your capability; a chance to
+increase the respect, confidence, and liking of your prospective
+employer. <em>Remember, if there were no difficult, steep mountains to
+scale, the supreme heights of success could not be gained.</em> So, with
+shining face, climb on and up undaunted!</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_XI" id="CHAPTER_XI" /><a name="Page_332" id="Page_332" />CHAPTER XI<br />
+
+<em>The Goal of Success</em></h2>
+
+
+<div class="sidenote">&quot;Nearly Succeeded&quot; Means &quot;Failed&quot;</div>
+
+<p>After an applicant for a position seems to have the coveted opportunity
+almost in his grasp, he is sometimes unable to <em>clinch</em> the sale of his
+services. He does not get the job. His failure is none the less
+<em>complete</em> because he <em>nearly</em> succeeded. <em>No race was ever won by a man
+who could not finish.</em> However successful you may have been in the
+earlier stages of the selling process, if your services are finally
+declined by the prospective employer you have interviewed, your sales
+effort has ended in failure.</p>
+
+<p>When one has made a fine presentation of his capability, and therefore
+feels confident of selling his services, it shocks and disheartens him
+to have his application rejected. &quot;It takes the starch out of a man.&quot; He
+is apt to feel limp in courage when he turns his back on the lost chance
+to make good, and faces the necessity of starting the selling process
+all over again with another prospect. It is harder to lose a race in the
+shadow of the goal than to be disqualified before the start. The
+prospect who seems on the point of saying, &quot;Yes,&quot; but finally <a name="Page_333" id="Page_333" />shakes
+his head is the heart-breaker to the salesman.</p>
+
+<div class="sidenote">Making the Touch Down</div>
+
+<p>Of course, as you have been reminded, even the best salesman cannot get
+<em>all</em> the orders he tries to secure. <em>But he seldom fails to &quot;close&quot; a
+real prospect whom he has conducted successfully through the preliminary
+steps of a sale.</em> Each advance he makes increases his confidence that he
+will get the order. The master salesman does not falter and fall down
+just before the finish. He is at the top of his strength as he nears the
+goal. All his training and practice have had but one ultimate object&mdash;a
+successfully <em>completed</em> sale. He knows that <em>nothing else counts</em>. He
+does not lose the ball on the one-yard line. He pushes it over for a
+touchdown. He cannot be held back when he gets that close to the goal
+posts. You must be like him if you would make the &quot;almost sure&quot; victory
+a <em>certainty.</em></p>
+
+<div class="sidenote">Don't Fear To Take Success</div>
+
+<p>Perhaps the commonest cause of the failures that occur at the closing
+stage is the salesman's <em>fear of bringing the selling process to a
+head</em>. He is in doubt whether the prospect will say &quot;Yes&quot; or &quot;No.&quot; His
+lack of courageous confidence makes him falter when he should bravely
+put his fortune to the test of decision. He does not &quot;strike while the
+iron is hot,&quot; but hesitates until the prospect's desire cools. Many an
+applicant for a position has talked an employer into the idea of
+engaging his <a name="Page_334" id="Page_334" />services, and then has gone right on talking until he
+changed the other man's mind. He is the worst of all failures. Though he
+has won the prize, he lets it slip through his fingers because he lacks
+the nerve to tighten his hold.</p>
+
+<div class="sidenote">Keep Control At the Close</div>
+
+<p>Doubt and timidity at the closing stage, after the earlier steps have
+been taken successfully, are paradoxes. Surely each <em>preliminary</em>
+advance the salesman makes should add to his confidence that he can
+<em>complete</em> the sale. His proved ability to handle objections and to
+overcome resistance should have developed all the courage he needs to
+<em>finish</em> the selling process. Closing requires less bravery and staunch
+faith than one must have when making his approach. Now he knows his man,
+and that this prospect's mind and heart can be favorably influenced by
+salesmanship. Is it not a contradiction of good sense to weaken at the
+finish instead of pressing the advantages already gained and crowning
+the previous work with ultimate success? Yet there are salesmen who seem
+so afraid of hearing a possible &quot;No&quot; that they dare not prompt an almost
+certain &quot;Yes.&quot;</p>
+
+<p>When you have presented to your prospective employer a thoroughly good
+case for yourself, <em>do not slow down or stop the selling process</em>.
+Especially avoid letting <em>him</em> take the reins. Thus far <em>you</em> have
+controlled the sale. <em>Keep final developments in your own hands.</em> Go
+ahead. Smile. Be <a name="Page_335" id="Page_335" />and appear entirely at ease. Look the other man in the
+eye. Ask him, &quot;When shall I start work?&quot; <em>Suggest</em> that you believe he
+is favorable to your application. <em>Even speak his decision for him</em>, as
+though it were a matter-of-course. If the previous trend of the
+interview justifies you in assuming that he has almost made up his mind
+to employ you, pronounce his probable thought as if he had announced it
+as his final conclusion. <em>He will not be likely to reverse the decision
+you have spoken for him.</em> His mental inclination will be to <em>follow your
+lead</em>, and to accept as his own judgment what you have assumed to be
+settled in his mind.</p>
+
+<div class="sidenote">Reversing a Negative Decision</div>
+
+<p>A stubborn merchant made a dozen objections to hiring a new clerk. The
+young man cleared them all away, one after another, as soon as each was
+raised. But the employer leaned back obstinately in his chair and
+declared, &quot;Just the same, I don't need any more clerks.&quot; This was but a
+repetition of an objection already disposed of. The applicant concluded,
+therefore, that he had his man cornered. The salesman smiled broadly at
+the indication of his success. He stood up and took off his overcoat.</p>
+
+<p>&quot;Well,&quot; he said, &quot;you certainly need one less than you did, now that I'm
+ready to begin work. I understand why you have been putting me off. You
+wanted to test my stick-to-it-ive-ness. I'm sure I have convinced you on
+that point. You needn't worry about my staying on the job. Shall I
+report <a name="Page_336" id="Page_336" />to the superintendent, or will you start me yourself?&quot;</p>
+
+<p>The merchant drew a deep breath; then emptied his lungs with a burst of
+astonishment mixed with relief. He could not help laughing.</p>
+
+<p>&quot;I meant to turn you down, but you say I've made up my mind to hire you.
+I didn't know it myself, but you're right. I believe you are the sort of
+clerk I always want.&quot;</p>
+
+<div class="sidenote">Expect the Prospect to Say &quot;Yes&quot;</div>
+
+<p>Remember, when you face your prospect at the closing stage, the <em>motive</em>
+that brought you to him. You came with the intention of rendering him
+<em>services from which he will profit</em>. You want your capability to be a
+&quot;good buy&quot; for him. Your consciousness that your motive is <em>right</em>
+should give you strengthened <em>faith</em> in yourself and in the successful
+outcome of your salesmanship. It should fill you with the courage
+necessary to close the sale.</p>
+
+<p><em>Neither hesitate nor flinch. Confidently prompt the decision</em> in your
+favor. Believe that you <em>have</em> won and you will not be intimidated by
+fears of failure. Your prospect is unlikely to say &quot;No&quot; <em>if you really
+expect to hear &quot;Yes.&quot;</em> Even if he speaks the negative, still <em>believe in
+your own faith</em>. I know a man who, a minute after his application was
+flatly rejected, won the position he wanted. Unrebuffed, he came back
+with, &quot;Eventually, why not now?&quot; His evident conviction that he was
+<em>needed</em> gained the victory when his chance seemed lost.</p>
+
+<div class="sidenote"><a name="Page_337" id="Page_337" />Don't Be Afraid to Pop The Question</div>
+
+<p>We all laugh at the young swain who courts a girl devotedly for months
+and uses every art he knows to sell her the idea that he would make her
+happy as his wife; but who turns pale, then red, and chokes whenever he
+has a chance to pop the question. Often the girl must go half way with
+prompting. When, thus encouraged, he finally stammers out his appeal for
+her decision, she accepts him so quickly that he feels foolish. Women
+are reputed to be better &quot;closers&quot; of such sales than men.</p>
+
+<p>You smile at the comparison of courting with salesmanship. Yet the
+selling process is as effective in making good impressions of the sort
+of husband one might be as in impressing an employer with the idea that
+one's services in business would prove desirable.</p>
+
+<div class="sidenote">Selling a Future Husband</div>
+
+<p>The young man bent on marriage needs to prospect for the right girl, to
+secure an audience, to compel her attention, to regain it when diverted
+to other admirers, and to develop her curiosity about him into interest.
+He must size up her likes and dislikes; then adapt his salesmanship to
+her tastes, tactfully subordinating his own preferences to hers. If she
+is athletic, he will play tennis or go on tramps with her, however tired
+he feels after his work. If she is sentimental, he will take her
+canoeing and read poetry to her, though he may prefer detective yarns.
+Throughout his courtship <a name="Page_338" id="Page_338" />he will do his utmost to stimulate in her a
+desire to have him as a life partner. Whatever objections she makes to
+him, he will get rid of or overcome.</p>
+
+<p>Suppose he has taken all these preliminary selling steps successfully,
+and at last the time comes for pinning the girl down to a definite
+answer to the all-important question, is there any likelihood that it
+will be a refusal? Of course not! If his earlier salesmanship has been
+masterly, the reasons why she will be inclined to accept him in the end
+are of much greater weight and number than any causes for rejection that
+she may have thought of previously.</p>
+
+<div class="sidenote">Never Weaken At the Finish</div>
+
+<p>He should not fear to close the sale. He has been &quot;going strong&quot; until
+now; why should he weaken at the finish? The master salesman does not
+quaver then, or doubt his success. He asks his prospect's decision
+bravely and with confidence, or he assumes it as a matter of course and
+kisses the girl. His heart beats faster than usual, but he is not afraid
+of hearing &quot;No.&quot;</p>
+
+<p><em>You should feel the same way</em> after leading your prospective employer
+successfully through the preliminary stages of the process of selling
+your services to him. Do not falter now. <em>Promptly emphasize the idea
+that the weight, amount, and quality of your merits are fully worth the
+compensation previously discussed.</em> If you are <em>sure</em> of that, if you
+have valued your services from <em>his</em><a name="Page_339" id="Page_339" /> standpoint, and not just from
+<em>your own</em>, you will feel no doubts about the acceptance of your
+application. You will put your prospective employer through the process
+of decision as courageously and confidently as you first entered his
+presence.</p>
+
+<div class="sidenote">Getting the Decision Pronounced</div>
+
+<p>Sometimes a prospect will be convinced, but will not express what is in
+his thoughts. Therefore <em>it is not enough to bring about a favorable
+conclusion of mind</em>. Until this has been <em>pronounced or signified</em>, it
+may easily be changed. Hence the <em>effective process of decision includes
+both the mental action of judgment and its perceptible indication</em>.
+Often a prospect who is <em>thinking</em> &quot;Yes&quot; will not <em>say</em> it until he is
+prompted by the salesman.</p>
+
+<div class="sidenote">A Lawyer Sums Up the Case</div>
+
+<p>When a lawyer is trying a case, he endeavors to bring out the evidence
+in favor of his client and to make the jury see every point clearly. He
+shows also the fallacies and falsities of opposing testimony. But after
+all the evidence has been given, the case is not turned over
+<em>immediately</em> to the jury for decision. If that were done the lawyer
+would miss his best chance to influence the jurors to make up their
+minds in his favor. They are not so familiar as he with the facts and
+their significance. They would be apt to attach more importance to some
+details of testimony, and less to others, than the circumstances
+warrant. So, to assist the jurors in arriving at their verdict on the
+evidence, the lawyer <em>sums up the case</em>. He lays before their <a name="Page_340" id="Page_340" />minds his
+views, and tries with all his power and art to convince them that his
+word pictures are true reproductions of the facts in their relation and
+proportion to all the circumstances surrounding the issue.</p>
+
+<div class="sidenote">Preponderance Of Evidence</div>
+
+<p>The <em>object</em> of the lawyer when he addresses the jury is to make the
+convincing impression that <em>the testimony in favor of his client far
+outweighs the evidence on the other side</em>. He adjures the twelve men
+before him to &quot;weigh the evidence carefully.&quot; He declares the judge will
+instruct them that in a lawsuit the verdict should be given to the party
+who has a &quot;preponderance&quot; or greater weight of proof on his side. <em>At
+this closing stage of the case the lawyer acts as a weighmaster.</em> He
+wants to make the jurors feel that he has handled the scales <em>fairly</em>,
+that he has taken into consideration the evidence <em>against</em> him as well
+as the facts <em>in his favor</em>; and that the preponderance of weight <em>is as
+he has shown it</em>&mdash;so that they will accept <em>his</em> view and gave him the
+verdict. If he feels a sincere conviction that he is right in asking for
+a decision on his side, he makes his closing address with the ring of
+confidence. He looks the jurors in the eye and asks for the verdict in
+his favor as a matter of <em>right</em>. He does not beg, but claims what the
+weight of the evidence <em>entitles</em> him to receive.</p>
+
+<div class="sidenote"><a name="Page_341" id="Page_341" />Treat Your Prospects As Jurors</div>
+
+<p>The jury that will decide on your application when you apply for a
+position will usually consist of but one man, or will be composed of a
+committee or board of directors. Treat him or them <em>as a jury</em>.
+Remember that your capabilities and your deficiencies are <em>on trial</em>.
+Close your case with the same process the skillful lawyer uses when he sums
+up the evidence and weighs it before the minds of the jurors. Do what
+he does <em>as a weighmaster</em>. Avoid making any impression that you
+are not weighing your <em>demerits</em> fairly, though you <em>minimize their
+importance</em>; also miss no chance to impress the <em>full weight</em> of your
+<em>qualifications</em>. The essence of good salesmanship at this stage of the
+process is <em>skillful, but honest weighing</em>. That means using <em>both
+sides</em> of the scale, to convince the prospect that <em>the balance tips in
+your favor</em>. He will not believe in the correctness of the &quot;Yes&quot; weight
+unless you show the lesser weight of &quot;No&quot; <em>in contrast</em>. Then he cannot
+help <em>seeing</em> which is the heavier. <em>Decision on the respective weights
+is only a process of perception.</em></p>
+
+<div class="sidenote">The Process Of Perception</div>
+
+<p>Let us suppose the employer has asserted the objections that you are not
+sufficiently experienced to earn the salary you want, and that you don't
+know enough yet to fill the job. It would be poor salesmanship to try to
+convince him that you have had a good deal of experience. If you
+exaggerate <a name="Page_342" id="Page_342" />the importance of the things you have learned, he almost
+surely will judge you to be an unfair weighman of yourself. So you
+should tacitly admit your inexperience and treat the value of experience
+lightly by reminding him that his business is unlike any other. Then
+bear down hard on your eagerness to learn his ways and to work for him.
+Thus you can make him perceive the two sides of the scale <em>as you view
+them</em>.</p>
+
+<div class="sidenote">Tipping the Balances Your Way</div>
+
+<p>It is possible for you so to tip the balances in your favor, though
+previously the mind's eye of your prospective employer may have been
+seeing the greater weight on the unfavorable side. <em>It is legitimate
+salesmanship to influence the decision of the other man in this way.</em>
+Your weighing is entirely honest; though you sharply reverse the
+balances. Certainly you have the right to estimate the full worth of
+your services, to depreciate the significance of points against you, and
+to picture your desirability to the prospect as you see it, however that
+view may differ from his previous conception. <em>If your picture of the
+respective weights is attractive and convincing, the other man will
+adopt it as his own and discard his former opinions about you.</em> Not only
+will he accept the idea of your capabilities that you make him perceive;
+he also will see that your deficiencies are much less important than he
+had before considered them.</p>
+
+<div class="sidenote"><a name="Page_343" id="Page_343" />Serving Hash For Dessert</div>
+
+<p>Beware of a mistake commonly made by applicants for positions who do not
+understand the art of successfully closing the sale of one's services.
+When they try to clinch the final decision, <em>they just repeat strongly
+all their best points. They make no mention of their shortcomings.</em> For
+dessert, in other words, they serve a hash of the best dishes of
+previous courses. Is it any wonder that such a close takes away any
+appetite the prospect may have had?</p>
+
+<p>What would you think of a lawyer who had closed his case by simply
+reading to the jury all the testimony that had been given on his side,
+but who had made no reference to the opposing evidence? If you were a
+juror, would you vote for a verdict in favor of the side so summed up?
+Of course you would have heard the testimony of both parties to the
+case, but <em>you would not feel that the lawyer who ignored the evidence
+against his client had helped you to arrive at the conclusion that he
+had the preponderance of proof on his side</em>. On the contrary, you
+probably would be inclined to attach to the opposing evidence <em>greater
+weight than the facts justified</em>, and would discount whatever the lawyer
+claimed for his client. You, yourself, would act as weighmaster; and
+would give the other party to the suit the benefit of any doubt in your
+mind as to the contrasting weights of the testimony pro and con. <em>The
+lawyer's failure to<a name="Page_344" id="Page_344" /> weigh all the evidence before your eyes would make
+the impression on you that his view of the case was unfair to his
+opponent.</em> If you felt at all doubtful, you would be likely to vote
+against him in order to make sure that the other side received a square
+deal.</p>
+
+<div class="sidenote">Weigh Both Pros and Cons Before Jury</div>
+
+<p><em>The jury that is to decide favorably or unfavorably on your application
+for a position will feel similarly inclined to reach a negative
+conclusion if in closing you omit the process of weighing the pros and
+cons, and emphasize only your strong points.</em> It is good salesmanship to
+stress these at the finishing stage, but they should be pictured <em>in
+contrast with lighter objections</em> to your employment. In order to
+<em>convince</em> the prospect that the reasons for employing you outweigh the
+reasons for turning you down, you must show his mind <em>both sides of the
+scale</em>. If you fail to do this, his own imagination will do the weighing
+and is certain to bear down with prejudice on every point against you.
+It will also depreciate your view of the points in your favor. The other
+man will make sure that <em>he</em> is getting a square deal on the weights,
+since he will believe <em>you</em>, too, are looking out only for Number One.</p>
+
+<div class="sidenote">To Make Certain Do The Weighing Yourself</div>
+
+<p>The <em>certain</em> way to make your prospect perceive that the reasons for
+accepting your proposal are of greater weight than any causes for
+turning down your application is to <em>do the weighing yourself</em>.<a name="Page_345" id="Page_345" /> First
+be sure the heavier weight <em>is</em> on your side. When you fully believe
+that, use all the arts of salesmanship to <em>make the other man see the
+balances as you view them</em>. Then he can come to but one conclusion, that
+the &quot;preponderance&quot; is on your side. <em>Just as soon as you make the
+respective weights clear to his perception, he will be convinced.</em> He
+cannot deny what his own mind's eye has been made to see.</p>
+
+<div class="sidenote">Get Prospect Committed</div>
+
+<p>Therefore bringing about a favorable <em>mental conclusion</em> is not at all
+difficult. The judgment that your services would be desirable is no
+harder to gain than a decision that the weight of one side of a scale is
+greater than the other. Any one who looks at the balances sees at once
+which way they tip. The rub is not in getting the decision <em>made</em> but in
+getting it <em>pronounced</em>. The sale is not completed until the prospect
+has <em>committed</em> himself.</p>
+
+<div class="sidenote">Now is the Acceptance Time</div>
+
+<p>He feels that his mental processes are his own secret, which you cannot
+read; so he will not guard against the conclusion of his <em>mind</em> that you
+would be a desirable employee. But for some reason he may be unwilling
+to <em>express</em> his thoughts to you just then, however thoroughly he is
+convinced. He naturally prefers not to say &quot;Yes&quot; at once; so that he may
+change his mind if he wishes. <em>You will endanger your chances of success
+if you let him put off action on his decision.</em> To-morrow he is likely
+to see the weights in a different light and to <a name="Page_346" id="Page_346" />imagine less on your
+side and more against you. <em>Now</em> is the time to close the sale, when he
+cannot help seeing things <em>your way</em>.</p>
+
+<div class="sidenote">Two Stages Of Closing</div>
+
+<p>You know that sometimes a juror will be convinced in his own mind,
+yet cannot bring himself actually to vote according to his mental
+conclusion. Perhaps he is a &quot;wobbler&quot; by nature. So a girl may decide
+in her thoughts that a certain suitor would make a good husband, yet
+she may hesitate to accept him just because that step is <em>final</em>.
+These illustrations impress the importance of <em>discriminating between
+the two stages of closing a sale</em>. The success of the salesman is
+made certain only by his knowledge and skillful use, first of the art of
+<em>vivid weighing</em>, and second of the art of <em>prompting the prospect
+to action on his perception of the difference in the balances</em>. At the
+closing stage we have encountered again our old acquaintance, &quot;the
+discriminative-restrictive process.&quot;</p>
+
+<div class="sidenote">Closing a Procrastinator</div>
+
+<p>A friend of mine who has an advertising agency wanted to secure the
+business of a prominent manufacturer who was inclined to vacillation.
+The prospect was always timid about acting and had the reputation of a
+chronic procrastinator. My friend went ahead with the selling process in
+ordinary course until he had proved the desirability of his service and
+had shown that there was no really weighty reason why the contract
+should not <a name="Page_347" id="Page_347" />be given to him. He knew he was entitled to the decision
+then, but he did not wait for the timid man to pronounce it. The
+advertising agent knew the characteristics of the prospect and had
+planned just how he would handle the finishing stage of the selling
+process so as to get the order promptly.</p>
+
+<div class="sidenote">The Clincher Held in Reserve</div>
+
+<p>He held in reserve a closing method that a less skillful salesman
+probably would have used earlier in the sale instead of reserving it
+especially for the end. As soon as he had completed the weighing process
+my friend took from his pocket a sheet of copy he had prepared for a
+first advertisement along the line he had proposed. This had been worked
+out carefully in advance, just as if the order had already been given
+for the advertising service. My friend laid the sheet of copy before the
+prospect, who was taken completely by surprise.</p>
+
+<p>&quot;I knew you would want this service as soon as I explained it to you,&quot;
+said the salesman. &quot;Therefore I prepared this ad for the first
+publication under the plan I have submitted, and which I am sure you
+approve. There is no question that you will get much better results from
+this copy than you have been receiving from the advertising you are
+doing now. Naturally you want to begin benefiting from my service as
+soon as possible. I'm all ready to deliver the goods. Just pencil your
+O.K. on the corner of this copy. I'll do the rest.&quot;</p>
+
+<div class="sidenote"><a name="Page_348" id="Page_348" />From Pencil To Pen</div>
+
+<p>With a smile of confidence the salesman held out a soft lead pencil.
+<em>The moment the other man involuntarily obeyed the suggestion by
+accepting the tendered pencil, he was started on the purely muscular
+process of pronouncing his approval of the proposition likewise tendered
+for his acceptance.</em> The informality of the off-hand request that he
+&quot;pencil his O.K.&quot; kept him from being scared off. He did not feel that
+he had yet committed himself fully. Probably, with characteristic
+timidity, he would have shied from signing a formal contract at that
+moment. But he hesitated only slightly before he scribbled his initials
+on the corner of the proposed ad. Then he handed the pencil back to the
+salesman. The advertising agent picked up the approved copy, and at once
+laid before the prospect a formal contract. Simultaneously he tendered
+his fountain pen. <em>He had started the advertiser to writing his name,
+and did not let the process stop.</em></p>
+
+<p>&quot;Now just O.K. this, too,&quot; he directed, &quot;and the whole matter will be
+settled to your complete satisfaction.&quot; Then, to prevent the
+procrastinator from backing up, the salesman reached for the telephone
+on the advertiser's desk. &quot;With your permission, I'll call up
+the&mdash;&mdash;magazine and reserve choice space for this ad. It won't cost any
+more and by getting in early we'll make the ad most effective.&quot;</p>
+
+<div class="sidenote"><a name="Page_349" id="Page_349" />Decide For, Then Commit The Prospect</div>
+
+<p>My friend manifested complete confidence that the sale was <em>closed</em>. By
+continuing the process of affirming the decision, he prevented the
+prospect from backing up after making his pencilled O.K. Being thus
+committed informally, the usually vacillating advertiser could not well
+avoid using the pen put into his hand to sign the formal contract laid
+before him. Without speaking to him, the salesman pointed to the dotted
+line while he called the telephone number he wanted. <em>The prospect wrote
+his name before he had time to stop the impulse that the advertising
+agent had started.</em> The salesman had both <em>induced</em> the mental
+<em>decision</em> in his favor, and <em>impelled</em> its <em>pronouncement</em>. Really he
+first <em>made up the prospect's mind for him</em>, and then <em>committed him to
+the decision so made</em> without the other man's volition.</p>
+
+<div class="sidenote">Both Processes In Right Sequence</div>
+
+<p><em>Only by performing both processes in right sequence at the closing
+stage can a sale be finished under the control of the salesman.</em> If the
+<em>favorable conclusion</em> as to the respective weights of negative and
+affirmative is not first worked out before the mind's eye of the
+prospect, anything done to <em>commit</em> him to a decision will likely kill
+the salesman's chances for success. The prospect whose mind is not yet
+made up favorably, who does not clearly perceive that the preponderance
+is on the &quot;Yes&quot; side of the scale, will almost surely say &quot;No&quot; if his
+decision is <em>prematurely</em> impelled.</p>
+
+<div class="sidenote"><a name="Page_350" id="Page_350" />Discriminate And Restrict</div>
+
+<p>Hence it is important that the salesman discriminate between the two
+closing stages, and that he restrict his selling methods at each stage
+to the selling processes that are effective then. He must not get &quot;the
+cart before the horse,&quot; as the ignorant or unskillful closer is apt to
+do. The poor closer does not understand the &quot;discriminative-restrictive&quot;
+process. He lacks comprehension of the distinction that should be drawn
+between the methods he <em>previously</em> has used and what is now required to
+<em>finish</em> the sale. Let us be sure we know how to discriminate; so that
+our work at the closing stage may be restricted to the processes that
+are required to assure success in taking the particular step necessary.</p>
+
+<div class="sidenote">New Process Necessary To Close</div>
+
+<p>Throughout the series of selling steps that precede the closing stage,
+the continuing purpose of the salesman is to make the prospect <em>see</em> the
+proposal in the true light, as the salesman himself views it. When the
+selling process draws to a conclusion, the purpose of the salesman
+changes. Now he wants the prospect to <em>decide</em> and then <em>act upon</em> what
+has been shown to his mind's eye. If the salesman is to control the
+close, he must do something <em>new</em> to prompt decision and to actuate its
+pronouncement.</p>
+
+<p>The unskillful closer, instead of changing his previous sales tactics,
+nearly always devotes his final efforts to making the prospect <em>see
+more<a name="Page_351" id="Page_351" /> clearly</em> the pictures already laid before his mind. He tries to
+impress the prospect with a <em>re-hash of perception</em>, by emphasizing more
+strongly than before the favorable points brought out clearly at earlier
+stages. Of course it is important that at the close of the sale the
+prospect have all these points in view, but it is not good salesmanship
+to emphasize only the appeal to his <em>perceptive</em> faculties. The guest
+who has had a good dinner does not need to be told just afterward what
+he has eaten, or reminded of the courses by having them brought in
+again.</p>
+
+<div class="sidenote">Logic and Reason Won't Win</div>
+
+<p>As it is a mistake to serve at the close of a sale only a re-hash of
+favorable points; so is it bad salesmanship to rely on a dessert of
+&quot;logic and reason&quot; for the finishing touch. <em>Logic and reason provoke
+antagonism. They are ineffective in bringing about either a favorable
+conclusion of mind or action on such a decision.</em></p>
+
+<p>If you have presented your capabilities fully to a prospective employer,
+do not wind up by marshalling reasons why he should engage you. Avoid
+the use of the &quot;major premise, minor premise, argument, and logical
+conclusion.&quot; <em>You cannot debate yourself into a job</em>, for the judge is
+made antagonistic by your method, which puts him on the defensive. It is
+human nature to resist a decision that logic tries to force. No man
+arrives at his conclusions of mind by putting himself through a
+<a name="Page_352" id="Page_352" />reasoning process. A normal person does not need to reason about things
+he knows. <em>He knows without reasoning.</em> He attempts to use logic only
+when he is <em>uncertain</em> what to think. If logic is used by the salesman
+to convince the other man, it will be ineffective because it is an
+unnatural means that the prospect almost never employs to convince
+himself, and of which he is suspicious.</p>
+
+<div class="sidenote">Why Reasoning is Futile</div>
+
+<p>A major premise is but an assumption unless it is already known. If it
+is known, why should it be proved? Since the correctness of the
+conclusion depends entirely upon the validity of the premise, it is
+evidently absurd to attempt to prove a truth from the basis of an
+admitted assumption. The reasoning process that starts from a truth
+already known, and arrives at a truth that must similarly have been
+known, is utterly useless and a waste of time. Hence, <em>if you use the
+reasoning process you will either fail to convince your prospect by
+starting from a premise that he does not know, or you will irritate and
+unfavorably impress him by seeming to reflect on his intelligence when
+you prove to him something he already knows</em>. That is the wrong way to
+bring your man to a &quot;Yes&quot; decision.</p>
+
+<p>If the whole process of the sale could be summed up in just one logical
+statement at closing, it might occasionally be practical for the
+salesman to apply reasoning with good effect to help him secure the
+<a name="Page_353" id="Page_353" />decision. But the four steps, first and second premise, argument, and
+conclusion, must be applied to every point that is made with reasoning.
+Since the force of the conclusion is largely lost unless the major
+premise is an absolute truth recognized by everybody, there is danger of
+confusion, and no possibility of convincing the prospect by such
+methods. Besides, a multitude of reasoning processes would be necessary
+to cover all the points presented by the salesman and all the objections
+raised by the prospect. Moreover, as we have seen, the whole procedure
+of &quot;a logical close&quot; falls back upon itself unless everything the
+salesman hopes to prove was known and admitted to be true before he
+began to reason it out.</p>
+
+<div class="sidenote">Favorable Decision Defined</div>
+
+<p><em>Favorable decision is the prospect's mental conclusion that it is
+better to buy than not to buy; better to accept than to refuse.</em> The
+process of securing decision is not complex; it is very simple. As has
+been said, the salesman needs only to weigh before the mind's eye of the
+prospect the favorable and unfavorable ideas of the proposal. <em>Any
+weighing of two mental images always results in a judgment as to which
+is preferable, or that one course of action would be better than the
+other.</em> The mind is never so exactly balanced between contrasting ideas
+that it does not tip at all either way.</p>
+
+<div class="sidenote"><a name="Page_354" id="Page_354" />Weighing Ideas of A Steak</div>
+
+<p>The skill of the salesman weighmaster, used legitimately before the
+mind's eye of the prospect to tip the scales of decision to the
+favorable side, is illustrated in the story of a butcher who had been
+asked by a woman customer to weigh a steak for her. He knew that the
+weighing process <em>in her mind</em> included more than the balancing of a
+certain number of pounds and ounces on the scale. Against the reasons
+for her evident inclination to take the selected steak, she would weigh
+its cost, her personal ideas of its value, and other factors of the high
+cost of living.</p>
+
+<div class="sidenote">Skillful Close of The Sale</div>
+
+<p>The butcher wished to bring her quickly to a favorable decision. He
+wanted to make up the customer's mind for her in such a conclusive way
+that she would be prevented from hesitating over the purchase. As a
+weighman of pounds and ounces he only wanted to show the prospect that
+he was honest. But in order to tip <em>the buying scales in her mind</em> he
+put into the balances, on the side opposite the cost of the steak, the
+heavier weight of buying inducements. First he did the actual weighing
+of the steak; then he added on the &quot;Yes&quot; side of the scales of decision
+<em>ideas of the excellence and desirability of the meat</em>. He followed
+immediately with a <em>suggestion of action that would commit the prospect
+to buying</em>.</p>
+
+<p>&quot;Two pounds and five ounces, ma'am! Only a dollar and forty-three cents.
+It's the very choicest <a name="Page_355" id="Page_355" />part of the loin. You couldn't get a cut any
+tenderer than that, or with less bone. Would you like to have a little
+extra suet wrapped up with it?&quot;</p>
+
+<div class="sidenote">Three Effects Produced</div>
+
+<p>The butcher thus combined in his close <em>three effects</em>. He brought about
+<em>judgment of the prospect's intellect</em>, plus <em>increased desire</em> for the
+goods, plus the <em>impulse to carry the desire into action</em>.</p>
+
+<p>First, by emphasizing, &quot;Two pounds and five ounces!&quot; in a <em>heavy</em> tone,
+and by depreciating the cost, &quot;Only a dollar and forty-three cents,&quot;
+spoken <em>lightly</em>, he implied that the <em>value</em> of the steak far
+outweighed the <em>price</em>. Thus judgment of the prospect's intellect was
+effected.</p>
+
+<p>Second, to stimulate increased desire for the steak, the butcher
+skillfully put on the favorable side of the scales of decision the
+weight of <em>a suggestion of excellence</em>. He said temptingly, &quot;It's the
+very choicest part of the loin.&quot; At this point he also employed
+<em>contrast</em>, to make the prospect's desire stronger still. &quot;You couldn't
+get a cut any tenderer than this, or with less bone.&quot;</p>
+
+<p>Third, this skillful salesman prompted <em>the immediate committal of his
+customer to a favorable decision</em>. He impelled her to this affirmative
+action by suggesting, &quot;Would you like to have a little extra suet
+wrapped up with it?&quot; He put a question that was <em>easy</em> for the prospect
+to answer with &quot;Yes.&quot; Once she accepted the suet offered free, she
+tacitly accepted the steak at the price stated.<a name="Page_356" id="Page_356" /> <em>It is skillful
+salesmanship to make it easy for the buyer to say &quot;Yes&quot; or to imply the
+favorable decision indirectly</em>. The butcher might have been answered
+with &quot;No&quot; if he had asked, &quot;Will you take this steak?&quot; But he himself
+nodded when he made the proposal that he wrap up the extra suet. The
+woman was thus impelled to nod with him. The sale was closed,
+artistically, in a few seconds.</p>
+
+<p>When you plan how you will close a sale of true ideas of your best
+capability, <em>work out in advance a similar weighing process, followed at
+once by an indirect prompting of acceptance of the decision you
+suggest</em>. Shape and re-shape your intended &quot;close&quot; in your mind until it
+includes the three effects the butcher produced.</p>
+
+<div class="sidenote">Put a &quot;Kick&quot; Into the Close</div>
+
+<p>Put a &quot;kick&quot; into your stimulation of desire at the closing stage.
+<em>Paint the points in your favor brightly and glowingly, though in true
+colors. Conversely paint all objections to your employment
+unattractively.</em></p>
+
+<p>Suppose you are applying for a secretarial position. It would be good
+&quot;painting&quot; to close something like this:</p>
+
+<p>&quot;I am going to learn to do things <em>your</em> way. You would not want a man
+in the position who was <em>experienced</em>; because he would do things some
+one else's way, not yours. My inexperience really means I am adaptable
+to your methods. I'd become exactly the sort of secretary <em>you</em> want.
+For <a name="Page_357" id="Page_357" />instance, how do you prefer to have your mail brought to you&mdash;just
+as it is opened, or with previous correspondence and notations
+attached?&quot;</p>
+
+<p>Such an alternative question, <em>answered either way</em>, leads the prospect
+through the stage of favorable decision and implies his committal to
+acceptance of the services offered. It can be followed by the direct
+proposal, &quot;All, right, I'll bring your mail that way.&quot; <em>Such a close is
+practically sure to succeed</em>.</p>
+
+<div class="sidenote">Using the Negative Positively</div>
+
+<p>A man who was not at all prepossessing applied to me one day for a job.
+He conducted the sale of himself very skillfully, but I meant to put him
+off. It was our dull season, and his looks didn't make a hit with me
+anyway. However, he realized there was a good deal on the negative side
+of the scale, and he weighed his disqualifications honestly; though he
+depreciated the importance of his unprepossessing appearance. Then, in
+contrast to the negative side, he showed me very weighty and attractive
+reasons for employing him. He started by grinning good-humoredly.</p>
+
+<p>&quot;I'm not a prize beauty,&quot; he remarked. &quot;But the other day I was reading
+about Abraham Lincoln, and the book made me feel encouraged about
+myself. I don't believe I'm any homelier or any more awkward than he
+was. I don't expect to be a parlor salesman, anyhow, or to rely on my
+good looks to get orders. I plan to succeed by work. I'm <a name="Page_358" id="Page_358" />going to be on
+the job early and late and every minute between. I'll believe in what
+I'm selling&mdash;down to the very bottom of my heart. I'll make anybody see
+I'm in dead earnest. I look honest, and I am. I'll be square with
+customers and with you. I guess that out in the field a reputation for
+always being willing to help, and for telling the truth straight, will
+count more than anything else. I know I'm inexperienced, but that's a
+fault I can cure mighty soon.&quot; He grinned again. &quot;I'll start right away
+to get the greenness off, if you'll tell me where to hang up my hat.&quot;</p>
+
+<p>His good nature warmed me into smiling with him. I could not help
+feeling inclined to try this man. I decided to give him his chance at
+once. He started my impulse to accept his services, and I pronounced the
+decision in his favor that he prompted. Of course he made good. That was
+a foregone conclusion. He had mastered the selling process, and was an
+especially fine closer. He succeeded in getting more than his quota of
+orders the first year. Selling never seemed to be hard work for him.</p>
+
+<div class="sidenote">Two Ways To Prompt Pronouncement</div>
+
+<p>The pronouncement of the prospect's decision can be prompted, his
+favorable action can be brought about, in <em>two ways</em>. First, as we have
+seen, <em>the salesman can suggest, directly or indirectly, the action he
+wants the other man to take</em>.<a name="Page_359" id="Page_359" /> Second, <em>the salesman himself can do
+something</em> that the prospect will be impelled to <em>imitate</em>.</p>
+
+<div class="sidenote">Impelling Imitation Of Action</div>
+
+<p>For example, when you apply for a position, and have completed the
+process of weighing the points in your favor in contrast with the less
+weighty reasons for not employing you, lean forward slightly in an
+attitude of easy expectancy. <em>The prospect's mind will be inclined to
+imitate your physical act</em>. He will lean toward acceptance of your
+services. Your act will tend to bring you together. Your magnetism will
+draw his.</p>
+
+<p>Or you might extend your hand. He will have an impulse to reach out his
+in turn. It is natural for a man to take a hand that is courteously
+offered. The moment after you reach toward the prospect say, &quot;Let's
+shake hands on it.&quot; Once his fingers start moving toward yours in
+imitation of your action, it will be easy for him to commit himself.</p>
+
+<div class="sidenote">Five Essentials Of Good Close</div>
+
+<p>Now let us review the essentials of good salesmanship in closing, which
+we have been analyzing. We can summarize under five divisions the entire
+process of completing a sale most effectively and with the practical
+assurance of success.</p>
+
+<p>First, <em>the salesman must have definite, certain knowledge that the mind
+of the prospect has reached the closing stage</em>; that it is time to <em>end</em>
+the &quot;testimony&quot; and to <em>begin</em> weighing the evidence. If the salesman
+has kept control of the selling process throughout all the preceding
+stages, he will know <a name="Page_360" id="Page_360" />when the selling point is reached, <em>for he will be
+there himself</em>, with the prospect he has &quot;safely conducted&quot; thus far.</p>
+
+<p>Second, at this &quot;right time&quot; it is necessary to <em>change former sales
+tactics promptly</em>, and to <em>start contrasting</em> the affirmative and
+negative ideas that have previously been brought out.</p>
+
+<p>Third, the salesman should weigh these contrasting ideas so <em>vividly</em>
+that the mind's eye of the prospect will <em>see</em> the scales and <em>perceive</em>
+the greater weight on the &quot;Yes&quot; side, <em>as the salesman pictures it</em>.</p>
+
+<p>Fourth, it is important that the salesman <em>color</em> the affirmative
+ideas very <em>alluringly</em>, and increase the contrast by painting
+<em>unattractively</em> everything on the negative side of the scale; so
+that &quot;No,&quot; besides appearing much <em>lighter</em> than &quot;Yes,&quot; will seem
+<em>uninviting</em>.</p>
+
+<p>Fifth, the selling process should be brought to a climax by the
+salesman's <em>suggestion</em> or <em>imitation</em> of some <em>act</em> designed to
+<em>commit</em> the prospect to <em>acceptance</em> in an <em>easy</em> way.</p>
+
+<div class="sidenote">Unbalancing The Process</div>
+
+<p>Nothing so <em>unbalances</em> the process of securing a favorable decision and
+its pronouncement as any indication of fear, doubt, or hesitancy in the
+attitude of the salesman. Therefore, even though you may be uncertain as
+to the outcome of your selling efforts, <em>do not show it</em>. Long before
+you came to the decision point, you passed the worst dangers <a name="Page_361" id="Page_361" />on the
+road to the end of the sale. Surely your courage should be <em>strongest</em>
+at the closing stage.</p>
+
+<div class="sidenote">Light Dissipates Fear and Doubt</div>
+
+<p>Fear usually arises from something <em>unknown</em>; it is due only to
+<em>darkness</em>. Since you <em>know</em> now just what closing involves, and <em>light</em>
+has been shed on the problems of getting the prospect's &quot;Yes,&quot; your
+fears and doubts should be dissipated. <em>You should not hesitate to end
+the sale you have controlled successfully throughout previous stages</em>.
+Our analysis has revealed that closing is no more difficult than winning
+attention to your proposition in the first place. As a result, your
+present attitude toward closing is <em>positive</em>. Your courage and
+self-confidence have been built up. You realize just <em>how</em> success in
+finishing a well-conducted sale can be made practically <em>sure</em>.</p>
+
+<div class="sidenote">Negatives Must be Avoided</div>
+
+<p>Certain <em>negative</em> attitudes at the closing stage should be avoided.
+Especially do not throw into the scales of decision any little pleas for
+<em>personal favor</em>, with the hope that in so doing you will increase the
+weight on the &quot;Yes&quot; side. Such tactics almost invariably tend to tip the
+balance <em>un</em>favorably. A plea of this sort is equivalent to an admission
+that the ideas you have presented <em>for</em> buying do not <em>themselves</em>
+outweigh the prospect's images <em>against</em> buying. You suggest to him that
+you are trying to push the balance down on your side by putting your
+finger on it, by &quot;weighing in <a name="Page_362" id="Page_362" />your hand,&quot; as unfair butchers sometimes
+do with a chicken they hold on the scales by the legs.</p>
+
+<div class="sidenote">&quot;As a Personal Favor to Me&quot;</div>
+
+<p>The prospect will instantly perceive your action. <em>His mind, acting on
+the principle of the gyroscope, will resist by greater opposition any
+push of the personal plea</em>. If you ask a decision as a personal favor,
+your prospect will lose confidence in the true weight of the ideas on
+your side that you have already registered in his mind. You are much
+more likely to hurt than to help your chances for success by making a
+personal plea. Even if it should prove effective, what you get that way
+would be alms given to a beggar, and not the earned prize of good
+salesmanship. <em>Never buy success at the cost of self-respect</em>. To be a
+successful <em>beggar</em> is nothing to feel proud of.</p>
+
+<div class="sidenote">&quot;Treating&quot; At Close</div>
+
+<p>Do not attempt to &quot;<em>treat&quot;</em> your prospect by flattering him at the
+closing stage. Such &quot;treating&quot; is a tacit admission that your goods of
+sale, your best qualifications, have not sufficient merit to sell at
+their intrinsic value. Or you practically confess that you are not good
+enough salesman to win out with just your goods and your ability to sell
+yourself for what you claim to be worth. <em>Flattery is a call for help</em>.
+It is like the bad salesmanship of trying to buy an order with cigars or
+a dinner. Never &quot;treat&quot; at the closing stage, for to do so is to admit
+<em>weakness</em> when you should be your <em>strongest</em>.</p>
+
+<div class="sidenote"><a name="Page_363" id="Page_363" />&quot;No&quot; Seldom Is Final</div>
+
+<p>Of course you should not take a first or second &quot;No&quot; as a <em>final</em>
+answer. Even if the prospect indicates that he is inclined to decide
+against you, <em>continue confidently to heap images in favor of buying on
+the &quot;Yes&quot; side of the scale until you have used all the honest weight
+you have to put in the balance</em>. He will not respect you as a salesman
+if you quit at his first &quot;No.&quot; <em>It is up to you to tip the scales of
+decision your way</em>. Remember that you should not bring the other man to
+the judgment point <em>until after you have aroused and intensified his
+desire to a very great degree</em>. If you have made him want you at all,
+you will disappoint him if you then fail to put enough weight on the
+&quot;Yes&quot; side of the scale to win his decision to employ you.</p>
+
+<p>When you receive a &quot;No,&quot; understand it to mean, &quot;No, that is not yet
+enough ideas for buying your services.&quot; Keep right on putting weight
+into the &quot;Yes&quot; side of the balance until it tips your way. <em>Do not
+consider any &quot;No&quot; final until you have run out of both contrasting
+weight and attractive colors; so that you cannot change the scales</em>.</p>
+
+<div class="sidenote">Stick it Out Here and Now</div>
+
+<p>If it is possible for you to &quot;stick,&quot; don't be put off when you come to
+the closing stage. <em>All the weighing you do at the present time will be
+valueless lost effort unless you complete the selling process here and
+now</em>. When your prospect tries to put you off, he tacitly admits your
+weights are right.<a name="Page_364" id="Page_364" /> Otherwise he would say &quot;No&quot; and be done with you.
+You really have won his mental decision. A continuance of skillful
+salesmanship will enable you to get him to act favorably without delay
+or further evasion.</p>
+
+<div class="sidenote">Entertainment In Court Room Out of Place</div>
+
+<p>Some salesmen make the mistake of mixing <em>entertainment</em> with the
+closing process. Earlier in the sale you may be able to secure excellent
+results by entertaining the prospect with clean jokes and good stories.
+But the close is the stage at which he arrives at his mental conclusion
+as to the &quot;preponderance&quot; of the evidence. <em>Jests and light conversation
+are out of place when the judge is performing his functions in the
+courtroom of the mind.</em> An amusing remark or a witty quip at this
+juncture would suggest that the scales of decision in the salesman's own
+mind were somewhat unbalanced. Your attitude when you are weighing &quot;Yes&quot;
+and &quot;No&quot; before the prospect should be <em>pleasant</em>, but <em>quiet</em> and
+<em>serious, as is becoming to a convincing weighman</em>.</p>
+
+<p>When you work to secure a favorable decision, you are weighing evidence
+with the purpose of impelling the prospect to take your judgment or to
+weigh the evidence just as you do. It is necessary all through the
+process that he be made to feel you realize you are aiding in the
+performance of a <em>judicial</em> function. He must have complete confidence
+in your intention and ability to handle the <a name="Page_365" id="Page_365" />scales honestly and with
+serious pains to determine what is the right judgment about your
+proposition. Your levity at the closing stage would lessen the effect of
+honest, serious, painstaking weighing of the images for buying in
+contrast with the images against buying. So get the funny stories out of
+your system before you come to the decision step of the sale, or else
+keep them bottled up inside you and don't pull the cork until you are
+safely at the celebration stage.</p>
+
+<div class="sidenote">Tones and Acts When Weighing</div>
+
+<p>Do not forget when closing to add <em>force</em> to your words by <em>tones and
+gestures that emphasize ideas of the contrast in weights</em> between the
+two sides of the scale. By your light tone you can indicate the
+triviality of objections to your proposition. With the heavier tone of
+power you can suggest the great weight of the favorable ideas. If you
+use <em>broad gestures of your whole hand and full arm</em>, you can seem to
+pile a large heap of points on your side of the scale. Conversely you
+can indicate the smallness of objections by moving <em>your fingers only</em>,
+as if you were picking up a tiny object. Demolish unfavorable points
+with a strong gesture of negation, as by sweeping your arm horizontally.
+Give life to the ideas on the favorable side of the scale by
+accompanying your words with up and down gestures that signify
+vitality.</p>
+
+<div class="sidenote"><a name="Page_366" id="Page_366" />Do Not Show That Closing Is Hard Work</div>
+
+<p>Your physical condition or outward appearance will help or harm your
+chances for success at the closing stage. You should not manifest the
+least indication that you are under a strain of anxiety as to the
+outcome, or that you lack the strength to control the completion of the
+selling process. Why should you not have a feeling of ease when you
+reach the close? <em>If your bearing suggests your self-confidence, it will
+give the other man confidence in your capabilities.</em> When a salesman has
+to &quot;sweat blood&quot; to finish a sale, he indicates that it is usually
+mighty hard work for him to get what he wants. This impression suggests
+to the other man that there must be something wrong with the proposition
+or it wouldn't take so much effort of the salesman to put it across.
+<em>Any element of doubt at the final stage will almost surely delay or
+kill the salesman's chances to close successfully.</em></p>
+
+<div class="sidenote">Make Sure of A Good Batting Average</div>
+
+<p>Recall once more that the measure of success in selling is not 100% of
+closed sales; every possible order secured and none lost. <em>Success is
+made certain when failures are reduced to the minimum and successes are
+increased to the maximum of practicability.</em> There can be no question
+that if you use the <em>right processes</em> in closing, your chances for
+success will be so greatly increased that your batting average of actual
+sales should take you far above the failure line. Your career as a
+salesman <a name="Page_367" id="Page_367" />involves <em>continual</em> selling. You must make sale after sale.
+However skillfully you employ the right process at the closing stage,
+you may not accomplish your purpose the first time you try. <em>But if you
+keep on selling your services in the right way, you will be as
+absolutely certain to succeed as the master salesman of &quot;goods&quot; is sure
+of closing his quota every year he works.</em></p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_XII" id="CHAPTER_XII" /><a name="Page_368" id="Page_368" />CHAPTER XII<br />
+
+<em>The Celebration Stage</em></h2>
+
+
+<div class="sidenote">What Are You Going to Do With Success?</div>
+
+<p>You know now the <em>certain</em> way to get your chance to succeed in the
+vocation of your choice. You are convinced that a <em>good salesman</em> can
+create and control his opportunities in any field, can bring himself to
+good luck in the right market for his services. You are resolved to
+master the art of selling, and so to insure your future against any
+possibility of failure. You feel confident of success; because you are
+willing to earn it by the diligent study and practice of salesmanship.
+There is no doubt in your mind that when you become a skillful salesman
+of your best capabilities, you can get a chance to succeed. <em>Now what
+are you going to do with success after you gain it?</em></p>
+
+<p>Suppose you had sold yourself into the very opportunity you want,
+suppose you had won the coveted job or promotion, <em>how would you
+celebrate</em>? It has been said that a man shows his real self either in
+the moment of his failure or in the moment of his success. Let us assume
+that you have reached your present objective. You stand at the goal, a
+winner. Does your victory <em>intoxicate</em>, <a name="Page_369" id="Page_369" />or does it <em>sober</em> you with the
+realization that you have but opened the way to limitless fields of
+bigger service ahead? Has success gone to your <em>hands</em> and made them
+tingle with eagerness to grasp more chances to succeed, or has it gone
+to your <em>head</em>?</p>
+
+<div class="sidenote">The Stepping-Stone to More Sales</div>
+
+<p><em>The celebration stage of the selling process should be the first
+stepping-stone leading to another successful sale.</em> Often it proves to
+be a stumbling block that marks the beginning of a downfall to failure.
+Rare is the man who is not spoiled a little by achievement. <em>Success is
+the severest test of salesmanship.</em></p>
+
+<div class="sidenote">Spoiled by Success</div>
+
+<p>I recall a chief clerk who worked more than a year for promotion to the
+position of assistant manager. He earned the better job, and was
+assigned to the desk toward which he had been looking longingly for
+sixteen months. Then he &quot;celebrated&quot; by starting to take life easy. He
+developed a manner of superiority. He acted as if the little foothill he
+had climbed was a big mountain. He sunned himself on the top, basking in
+complacency because he had risen above his former clerkship.</p>
+
+<p>One day he was called into the manager's office. He came out chop-fallen
+and took his personal belongings from the assistant's desk. Another man
+was promoted to the place he had failed to fill. He went back to his
+clerk's stool and is roosting there today.</p>
+
+<div class="sidenote"><a name="Page_370" id="Page_370" />Egotism's Downfall</div>
+
+<p>I know a salesman who closed so many orders the first time he covered
+his territory that he came back to headquarters with an inflated idea of
+his importance. He strutted into the president's room and boasted of
+what he had done. The delighted head of the business gave him a cigar
+and invited him to tell the story. The salesman betrayed such egotism
+that his employer was disgusted. The president was plain-spoken. He
+warned the successful salesman against getting a &quot;swelled head.&quot;</p>
+
+<p>The egotist felt insulted. He resigned his position, arrogantly
+declaring that he would not work for a house where results were so
+little appreciated. He was cocksure of himself. However, when he offered
+his services to a competing firm, his application was turned down. The
+rebuff stunned him. He did not realize that his egotism disgusted the
+second executive as much as the first. The salesman's spirit was broken.
+He has never since been more than a fair peddler.</p>
+
+<div class="sidenote">Giant and Pigmy Successes</div>
+
+<p>Think of &quot;successful&quot; men you know. <em>Compare them as they are now with
+the men they used to be before they succeeded.</em> As they rose did they
+loom bigger and bigger in your respect, or grow smaller and smaller in
+admirable qualities? There are so-called successful men whose characters
+seem to be dwarfed by the mountain tops they attain. Other men grow to
+be giants and overshadow any eminences they climb. The littleness of the
+last<a name="Page_371" id="Page_371" /> Kaiser and Crown Prince of Germany was only emphasized by their
+elevation above the common people. On the other hand the bigness of
+Lincoln and Roosevelt was so tremendous that their personalities towered
+above even the highest honor in the world.</p>
+
+<div class="sidenote">Breaking Training</div>
+
+<p><em>When football players are fighting</em> for the championship of the season,
+they are governed by rigid rules of living. <em>They keep themselves fit</em>
+by strict diet, by the avoidance of all dissipations, by hardening
+exercise, and by recuperative rest. But after the &quot;big game&quot; is won,
+they break training. They stuff themselves with rich food until their
+bodies and minds are sluggish. Then they celebrate their victory by some
+sort of jollification that lasts half the night. <em>The next day a
+second-rate team could beat the champions.</em></p>
+
+<p>A man who has kept himself lean, hard-muscled, and healthy all the way
+to the achievement of his ambition is apt to take on flabby flesh and
+gout when he succeeds. The celebration of Thanksgiving is an ordeal from
+which one does not recover for weeks. Turkey and mince pie immoderately
+eaten are poisons. Our annual Feast Day is more deadly than the Fourth
+of July.</p>
+
+<div class="sidenote">Rusting in Self-Satisfaction</div>
+
+<p>A great many people &quot;break training&quot; mentally as well as physically at
+the celebration stage. <em>Their minds and muscles turn flabby after they
+succeed. They are so proud of their accomplishments that<a name="Page_372" id="Page_372" /> they rust in
+self-satisfaction.</em> Then, usually too late for remedy, they find
+themselves afflicted by the rheumatic twinges of deep-seated discontent
+with what they have done.</p>
+
+<p>We are all familiar with the tragedies of the farmer who sells his acres
+and moves into town &quot;so that he can take life easy,&quot; and of the business
+man who retires from his &quot;daily grind&quot; to enjoy the fortune of success.
+So long as they remained at work they were vigorous in mind and body.
+But nearly always men who give up their accustomed activities begin to
+develop mental and physical ailments soon afterward. They age and break
+down in a few years. <em>In order to stay well, one must keep going. It is
+far less wearying to walk than to stand still. Normal fatigue of mind
+and body are not so exhaustive of mental and physical energy as torpid
+idleness.</em></p>
+
+<div class="sidenote">Advance or You Will Slip Back</div>
+
+<p>Probably you do not think of quitting work for a long time. You look at
+your future retirement as a remote possibility. Very likely you feel it
+is premature to consider &quot;your declining years&quot; now, when you are in the
+full vigor of ambition. <em>But if you stop advancing, in order to
+celebrate your progress thus far, you have quit working your way ahead.
+If you stay contented with what you have done, even for a little while,
+you have temporarily retired from the game of success and are in danger
+of rusting into a partial failure. If you do not<a name="Page_373" id="Page_373" /> continue moving ever
+upward, you will slip into a decline without realizing that you are
+going back and down.</em></p>
+
+<div class="sidenote">The Zest for Work</div>
+
+<p>The successful salesman thrives on his work, and pines for it when he
+&quot;lays off.&quot; He welcomes the end of his annual vacation with more zest
+than its beginning. He celebrates each order gained by planning at once
+how he will get another. He is like Alexander, who sighed only when
+there were no more worlds to conquer. He is as perennially tireless as
+Edison, the wizard who is never weary. <em>To the true salesman there is no
+enjoyment equal to selling.</em> He often declares that he &quot;would rather
+sell than eat.&quot;</p>
+
+<div class="sidenote">Pattern after Master Salesmen</div>
+
+<p>You know the importance of being a <em>good salesman</em>. You have studied the
+methods he uses throughout the selling process. Now at the celebration
+stage pattern after the <em>masters</em> of the profession. Do not get into the
+bad habits of the <em>mediocre fellows who slacken their efforts after each
+success</em>, and who need the spur of necessity to make them do their
+utmost.</p>
+
+<p>When a good salesman has booked an order, and has taken pains to make a
+fine last impression on his customer, he does not go to his hotel and
+play Kelly pool, or otherwise spend the rest of the day just loafing
+around. Only the poor salesman celebrates in such a way; <em>thereby
+showing that his successes are so rare he is not used to them</em>.</p>
+
+<div class="sidenote"><a name="Page_374" id="Page_374" />Starting After The Next Chance</div>
+
+<p>The good salesman looks at his watch the moment he is out of his
+customer's sight. He makes a swift calculation of the time it will take
+him to reach and sell the next man on his list. If he has no other
+prospect nearby, he starts looking for one that minute. His keen eyes
+catch every name on the business signs he passes. <em>His imaginative mind
+is planning how he can use the order he just has closed, to influence
+some other buyer to make a contract.</em> If there are no additional
+customers for his line in the town, he sprints to the station to catch
+the first train up the road. <em>He does not waste a minute getting to his
+next selling opportunity</em>.</p>
+
+<div class="sidenote">Pepper and Poppies</div>
+
+<p>Some pretty good salesmen never win the grand quota prize in a sales
+contest <em>because they take so much time out for celebrating the big
+orders they close</em>. If they land a fine contract in the morning, they
+don't try to do much selling that afternoon. The prize-winning salesman,
+too, is delighted to secure a big order. But he doesn't say to himself,
+&quot;That will put me 'way ahead on the sales record for today.&quot; Instead he
+grins and thinks, &quot;This is <em>my day</em>. I'm going to fatten up my batting
+average while I'm going good.&quot; <em>Success is pepper to him, not the poppy
+drug that slackens energy.</em></p>
+
+<div class="sidenote">Continual Accumulation</div>
+
+<p>You have worked hard to get the chance you now have. You have paid for
+it with your best efforts. <em>It represents an accumulation of your
+salesmanship.</em> The good job or the promotion you have gained <a name="Page_375" id="Page_375" />is like a
+savings account. Let us compare it with the first hundred dollars a
+thrifty man puts into the bank for a rainy day. Would he celebrate the
+accumulation of that moderate amount of money, the first evidence of his
+ability to save, by quitting the practice of spending less than his
+earnings? Would he then say to himself, &quot;I am now successful as a
+saver&quot;? Would he stop putting a few dollars in the bank every Saturday,
+just because he already had a hundred?</p>
+
+<div class="sidenote">The Building Process is Gradual</div>
+
+<p>No. He would <em>continue</em> to save until he had enough &quot;units of thrift,&quot;
+enough hundreds of dollars, to take a <em>longer</em> step toward success. He
+would invest his accumulated savings in a lot, or house. Perhaps he
+would start a business of his own. After his investment he still would
+continue to save. So he would <em>build</em> his success.</p>
+
+<p><em>All building is a gradual, continual process</em>. The bricks are laid <em>one
+after another</em>. It takes many to complete the structure. <em>Likewise a
+series of minor successes must be built into a major accomplishment.</em> It
+does not rise all at once.</p>
+
+<p>If you are tempted to pause where you are in order to celebrate, ask
+yourself, &quot;<em>Is this really the celebration stage</em>?&quot; Probably you will
+find you have only laid the corner-stone, or made an excavation for the
+foundation of your success. You would not think of having a housewarming
+because <a name="Page_376" id="Page_376" />you had finished the basement walls. Nor would you consider it
+an occasion for especial jollification the day you erected the
+scantlings around the first floor joists. Not until the walls are up and
+the roof is on, not until the house is plastered and papered and
+painted, not until it is finished would you think of standing on the
+sidewalk to look it over pride fully and exult, &quot;I did that. It's a good
+job.&quot;</p>
+
+<div class="sidenote">Repeated Building</div>
+
+<p>But if you complete <em>one</em> house, you will not only feel the satisfaction
+of accomplishment, you will also want to build <em>another</em> that would be a
+great improvement on the one just finished. You will be <em>healthily
+dissatisfied with what you have already done</em>. Very likely you will sell
+the first house at a profit, and straightway start to put up a better
+building on another lot. In time you will sell that, too. You will
+continue the procedure until you become a master builder of houses, and
+continually achieve more and more success.</p>
+
+<p>We have assumed that you now are successfully in possession of an
+opportunity. You have sold yourself into the very job you want, or into
+a better position that you believe will afford you fine chances to
+advance. <em>Do not slump or relax in salesmanship. Do not think back, or
+spend much time contemplating your present success. Look ahead to your
+next sale</em> of true ideas of your best capabilities.<a name="Page_377" id="Page_377" /> <em>The successful
+salesman is a quick repeater.</em> He counts his accomplishments in
+<em>totals</em>, not by units. He has successful &quot;<em>years</em>,&quot; each made up of
+about three hundred successful working days. He plans in <em>campaigns</em>; so
+he is not inclined to over-celebrate the winning of a battle.</p>
+
+<div class="sidenote">Make Each Goal a New Starting Point</div>
+
+<p>Samuel McRoberts, vice-president of the great National City Bank of New
+York, started working for Armour &amp; Company at a small salary in the
+early nineties. He was a young man who was always <em>healthily ambitious
+to keep moving ahead</em>. He &quot;ate up&quot; the minor work assigned to him, and
+celebrated the completion of each task by asking at once, &quot;What next?&quot;</p>
+
+<p>In a few years he had risen by successive promotions to the position of
+treasurer of Armour &amp; Company. But that wasn't a <em>goal</em> to McRoberts. It
+seemed to him only a <em>good starting point</em> to bigger successes in the
+financial world. He became a director of several banks, an officer in
+important railroad and other corporations. <em>He continually enlarged his
+service value</em> until he was called to New York's greatest bank, and took
+his place among the masters of American finance.</p>
+
+<p>He did not loll back in his chair then and start taking it easy. <em>He
+packed more and more accomplishments into every day.</em> When the war
+began, he went to Washington to take executive charge of <a name="Page_378" id="Page_378" />the job of
+procuring ordnance for the fighters. He held a post analogous to that of
+Lloyd-George when he was Minister of Munitions for Great Britain.
+McRoberts made good as a brigadier general, and after the war resumed
+his success in business. Whatever he did, wherever he worked, Samuel
+McRoberts <em>smiled welcomes to more opportunities for service, and
+reached out his ready hands to grasp them</em>.</p>
+
+<div class="sidenote">Celebrate by Tackling the Job Ahead</div>
+
+<p><em>That is the way to celebrate&mdash;by tackling the job ahead. There is no
+end to the selling process. One sale should lead directly to another</em>.
+The good salesman celebrates only the opportunity to get the next order
+in prospect. He may chuckle to himself over the sale just closed, but he
+does his rejoicing on his way to a new selling chance.</p>
+
+<div class="sidenote">Dynamic Confidence Static Complacency</div>
+
+<p>You haven't &quot;arrived&quot; yet. You are just well started. <em>Keep moving, and
+you will never &quot;see your finish.&quot;</em> Your successes thus far should have
+developed a considerable degree of <em>self-confidence.</em> Be careful not to
+let that <em>dynamic</em> quality change into the <em>static</em> element of
+<em>self-complacency.</em> Never be satisfied with what you have done. <em>Always
+have the zest of appetite for more to do</em>. Add every day to your success
+chances.</p>
+
+<p>Do not lose either your self-respect, or the respect of the men with
+whom you are associated, by <em>ceasing to grow. Do more than you are paid
+for, and pretty soon your job will be unable to hold all<a name="Page_379" id="Page_379" /> your earning
+capacity</em>. You will be promoted to bigger opportunities. <em>If you shrink
+in the place you occupy now, your future chances will shrivel to fit
+your smaller size</em>. The way to get a better-paying job, to win a bigger,
+more profitable field for your salesmanship, is to <em>crowd your present
+position with your capabilities</em>. Burst out of your limited territory
+and spread over more ground.</p>
+
+<div class="sidenote">Serving Friends</div>
+
+<p>Render your utmost possible service to other people. Celebrate each
+opportunity to form a friendship. <em>Make some one like you for what you
+are willing to do for him</em>. Hold your friends, once they are made. As
+Emerson advised, &quot;Be concerned for other people and their welfare. Put
+their interests sometimes ahead of your own. You can love your fellow
+men so much that you will never trample on their rights; and while you
+yourself keep climbing, raise as many of them as you can along with you.
+That is the way to make friends.&quot;</p>
+
+<p>Celebrate the good fortune of your business associates, rather than your
+own. When a big contract is closed by your employer, be as tickled over
+it as he feels. Genuinely rejoice in his success. <em>Have no envy of the
+man above you, then when you rise to a higher level the men below you
+will not be likely to feel jealous</em>.</p>
+
+<div class="sidenote"><a name="Page_380" id="Page_380" />Ford and Schwab</div>
+
+<p>Why has Henry Ford won so unique a place in the personal regard of the
+everyday man? Ford is one of the richest men in the world; yet he is not
+hated. What is the reason for his general popularity? He is not an
+idler. He has celebrated each success by taking on another job. And he
+always has given a hand-up to the other fellow instead of kicking him
+down so that he might climb higher because of his failure. He has
+understood and sympathized with the hopes and viewpoint of people who
+work. As a result countless men and women, most of whom never have seen
+him, think of Henry Ford as their friend. His finest success is not
+signified by the millions of money he has accumulated, but by the
+millions of friendships he enjoys.</p>
+
+<p>Charles M. Schwab, too, is popular. He is a man whom people like.
+Because he was so successful in winning friends, rather than for his
+generally recognized business ability, he was made the head of the
+Government's ship-building program in the war. Other men were eager to
+work with and for Charles M. Schwab. The co-operation of thousands of
+friendships, new and old, more than anything else enabled him to succeed
+in his big, patriotic job. How much more he has to celebrate in his
+wealth of good will than in his great fortune of dollars! Schwab has
+been called the most successful salesman in the world, which is another
+way <a name="Page_381" id="Page_381" />of saying that he has no equal in ability to make other people both
+trust and like him.</p>
+
+<div class="sidenote">The Truest Wealth</div>
+
+<p>You may never accumulate millions of dollars. <em>That in itself is not
+success. Many wealthy men are failures in life. But with the aid of
+masterly salesmanship you can so enrich yourself with friendships and
+the opportunities they bring that making all the money you want will be
+merely incidental to your real success</em>. Let every accomplishment be a
+stimulus to better selling of your service. Celebrate successful sales
+of your ideas by undertaking to sell more true ideas about your best
+capabilities in a larger field of usefulness.</p>
+
+<div class="sidenote">The Revolving Door</div>
+
+<p>The good salesman goes from opportunity to opportunity through a
+revolving door. As it closes on one selling chance, it opens on another.
+He steps directly from a finished sale into the prospect of getting an
+order elsewhere. So he never stops selling.</p>
+
+<p>You have sold yourself some knowledge of salesmanship. Do not rest
+contented with what you have already learned. These chapters should but
+whet your appetite for more opportunities to master the principles and
+methods of selling true ideas of your best capabilities. So as you close
+this book, reach out your hand to open another. You cannot over-study
+the subject of salesmanship. <em>Never be satisfied with what you know</em>.
+Continue <a name="Page_382" id="Page_382" />to search for more golden knowledge, and make it yours by
+practicing everything you learn.</p>
+
+<div class="sidenote">Failure Impossible to The Good Salesman</div>
+
+<p>It is impossible to fail in life if you become a master salesman of the
+best that is in you. You will be sure to succeed. So here is Good Luck
+to you! Keep on making it for yourself, and you never will run out.
+CERTAIN SUCCESS WILL BE YOURS.</p>
+
+<hr style='width: 45%;' />
+
+<div class="poem"><div class="stanza">
+<p>It is you that you offer for sale,</p>
+<p class="i2">With your traits ranged like goods on a shelf,</p>
+<p>And the first thing to do, without fail,</p>
+<p class="i2">Is to make a success of yourself.</p>
+
+<p class="citation">EDGAR A. GUEST.</p>
+</div></div>
+
+<div>*** END OF THE PROJECT GUTENBERG EBOOK 14589 ***</div>
+</body>
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+Project Gutenberg (https://www.gutenberg.org) public repository for
+eBook #14589 (https://www.gutenberg.org/ebooks/14589)
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+The Project Gutenberg EBook of Certain Success, by Norval A. Hawkins
+
+This eBook is for the use of anyone anywhere at no cost and with
+almost no restrictions whatsoever.  You may copy it, give it away or
+re-use it under the terms of the Project Gutenberg License included
+with this eBook or online at www.gutenberg.org
+
+
+Title: Certain Success
+
+Author: Norval A. Hawkins
+
+Release Date: January 4, 2005 [EBook #14589]
+
+Language: English
+
+Character set encoding: ISO-8859-1
+
+*** START OF THIS PROJECT GUTENBERG EBOOK CERTAIN SUCCESS ***
+
+
+
+
+Produced by Audrey Longhurst, Karina Aleksandrova and the PG Online
+Distributed Proofreading Team
+
+
+
+
+
+
+[Illustration]
+
+CERTAIN SUCCESS
+
+_by_
+
+Norval A. Hawkins
+
+_Author of "The Selling Process"_
+
+
+
+THIRD EDITION
+
+1920
+DETROIT, MICHIGAN
+
+
+
+
+Contents
+
+CHAPTER                                        PAGE
+
+      TO BEGIN WITH . . . . . . . . . . . . . .   9
+      HOW TO STUDY. . . . . . . . . . . . . . .  24
+   I. THE UNIVERSAL NEED FOR SALES KNOWLEDGE. .  29
+  II. THE MAN-STUFF YOU HAVE FOR SALE . . . . .  63
+ III. SKILL IN SELLING YOUR BEST SELF . . . . . 108
+  IV. PREPARING TO MAKE YOUR SUCCESS CERTAIN. . 137
+   V. YOUR PROSPECTS. . . . . . . . . . . . . . 156
+  VI. GAINING YOUR CHANCE . . . . . . . . . . . 179
+ VII. KNOWLEDGE OF OTHER MEN. . . . . . . . . . 209
+VIII. THE KNOCK AT THE DOOR OF OPPORTUNITY
+        AND THE INVITATION TO COME IN . . . . . 239
+  IX. GETTING YOURSELF WANTED . . . . . . . . . 270
+   X. OBSTACLES IN YOUR WAY . . . . . . . . . . 298
+  XI. THE GOAL OF SUCCESS . . . . . . . . . . . 332
+ XII. THE CELEBRATION STAGE . . . . . . . . . . 368
+
+
+
+
+_To Begin With--_
+
+
+[Sidenote: Salesmanship Essential to Assure Success]
+
+There are particular characteristics one can have, and particular things
+one can do, that will make _failure_ in life _certain_.
+
+Why, then, should not the possession of particular opposite
+characteristics, and the doing of particular opposite things, result as
+_certainly_ in _success_, which is the antithesis of failure?
+
+That is a logical, common-sense question. The purpose of this book and
+its companion volume, "The Selling Process," is to answer it
+convincingly for you.
+
+Success _can_ be made certain; not, however, by the mere _possession_ of
+particular characteristics, nor by just _doing_ particular things.
+
+_Your_ success in life can be _assured_; but only if you supplement your
+qualifications and make everything you do most effective _by using
+continually, whatever your vocation, the art of salesmanship_.
+
+       *       *       *       *       *
+
+[Sidenote: Why Are Some Men Failures Who Deserve to Succeed?]
+
+Life can hold nothing but _failure_ for the ill-natured, unsociable,
+disgusting tramp who is known to be ignorant, lazy, shiftless, a
+spendthrift, a liar, and an all-around crook. Such a worthless man will
+make a complete failure of life because he is so _dis_-qualified to
+succeed.
+
+On the other hand certain success ought to be achieved by the
+good-natured, intelligent, reliable man who continually wins friends;
+the truthful man who has a fine reputation for thrift, honesty,
+neatness, and love for his work. He seems entirely worthy of success.
+Yet for reasons that baffle himself and his friends it sometimes happens
+that such a man is unsuccessful.
+
+The defeat in life of one who appears so deserving of victory seems to
+prove that success cannot be _assured_ by the development of individual
+characteristics and by doing specific things. But such a wholly negative
+conclusion would be wrong. When a worthy man fails, he loses out because
+he lacks an essential _positive_ factor of certain success--the ability
+to _sell_ his capabilities. _By mastering the selling process this
+failure can turn himself into a success_.
+
+[Sidenote: Self-advertised Disqualifications Unrecognized Capabilities]
+
+We are sure of the failure of the man who is utterly disqualified to
+succeed; not because he _has_ particular faults, but because they
+_self-advertise and sell the idea_ of his disqualifications for success.
+His characteristics and actions make on our minds an impression of his
+general worthlessness. Defects are apt to attract attention, while
+perfection often passes unnoticed.
+
+Millions of worthy men, otherwise qualified for success, have failed
+solely because their merits were not appreciated and rewarded as they
+would have been if recognized. Capabilities, like goods, are
+_profitless_ until they are _sold_. Therefore the man who deserves to
+win out in life can make his victory _sure_ only by learning and
+practicing with skill the certain success methods of the master
+salesman.
+
+       *       *       *       *       *
+
+[Sidenote: The Duty to Succeed]
+
+Down through all the ages has come the _duty_ to succeed. It was
+enjoined in the Parable of the Talents. No one has the right to do less
+than his best. Then only can he claim full justification for his
+existence. The Creator accepts no excuses for failure. Every personal
+quality, and every opportunity to succeed that a man has, must be used,
+to entitle him to the rewards of success. He owes not only to himself
+and to his fellows, but also to God, the obligation of developing his
+_utmost capability_. If he does not pay dividends on the divine
+investment in him, his dereliction is justly punished by failure in
+life. Sometimes he even forfeits the right to live.
+
+[Sidenote: Success Cannot be Copied]
+
+Many ambitious people, who recognize their duty to succeed but do not
+know how to go about it, make a common mistake in thinking. They believe
+the secret of certain success can be learned from _examples_; that
+success can be _copied_. So men who have succeeded conspicuously are
+often asked to state and explain their rules, for the benefit of other
+men who regard them as oracles.
+
+[Sidenote: Other Men's Formulas]
+
+Doubtless you have read much about Marshall Field, J. Pierpont Morgan,
+Charles M. Schwab, and similar outstanding business men. You have
+studied their principles of success. You have tried to practice their
+methods. But somehow the most careful following of their directions has
+not made you a multi-millionaire, nor can you see riches as a prospect.
+Naturally you are both disappointed and puzzled. Perhaps you have tested
+faithfully for years various formulas of success extracted from the
+advice of successful men. Yet _you_ have failed, or have achieved only
+partial and unsatisfying success. You have been unable to solve the
+problem that you once felt so sure could be worked out by the rules you
+mastered.
+
+Maybe you have become discouraged and have given up, in disgust, your
+ambition for achievement. Very likely you have said to yourself,
+"Success is so much a matter of luck and circumstances, there's no way
+to make sure of it. I've done everything that Marshall Field, J.
+Pierpont Morgan, and Charles M. Schwab have counseled; but I'm still
+plugging along on an ordinary salary. Rules for certain success are
+bunk. Luck has to break right for a man."
+
+[Sidenote: The Element of Luck]
+
+Unquestionably good luck _has_ brought success to some men who would
+have failed without its aid. It is equally beyond doubt that bad luck
+has prevented other men from achieving their ambitions. Of course _such_
+successes and failures do not fall within any rules. They are altogether
+exceptional, and neither prove nor disprove general principles.
+
+Eliminating the factor of luck, good or bad, the success of any normal,
+deserving man _can_ be made certain _to the extent of his individual
+capacity_. Some men have different or bigger capacities than others;
+hence not all successes will be of the same kind, or alike in extent.
+But any normal, deserving man can assure himself as great a success as
+he is fitted to achieve. It is necessary, however, that he do more than
+_develop his utmost capability_. He must learn to employ skillful
+salesmanship, in order to _market_ his "goods of sale," or personal
+qualifications, _most profitably_.
+
+[Sidenote: Sales Skill Necessary]
+
+Each of us has to make _his own pattern_ of success. "The individual
+should develop his individuality," instead of attempting to imitate
+anybody else. It is even more necessary for him to _use_ most
+effectively all the natural powers he builds up.
+
+A man can assure his success only if he learns how to utilize his
+personal qualifications _so as to create and control his opportunities_
+to succeed. He should be able to _bring himself to good luck_, and not
+expect anybody or any event to bring good luck to him.
+
+One cannot make the most effective use of his capabilities, he cannot
+create and control his chances to succeed, until he develops skill in
+salesmanship, which is necessary to market his qualifications
+profitably. He must practice "selling himself" until the habit of using
+sales skill in everything he does and says becomes second nature to him.
+Sales skill is the _dynamic_ factor of success. It transforms potential
+powers into actual accomplishments. It enables the qualified man to turn
+his individual capabilities to best account.
+
+       *       *       *       *       *
+
+[Sidenote: Opportunity A Constant Companion]
+
+Sometimes a man says, as an excuse for his failure, "I never had a
+chance." The truth is that Opportunity is a constant companion to every
+man. Each of us has _within himself_ limitless wealth. All normal people
+are rich in ability. It is possible for anyone to become more
+prosperous. _He need only turn his possibilities into realities._ When a
+man capable of accumulating riches continues poor, he is like the
+shipwrecked discoverer of a bonanza gold mine on an uncharted island. He
+cannot exchange his potential wealth for the things he desires; because
+he is unable to market his raw gold.
+
+Similarly you who have not yet succeeded are _potentially_ rich. If you
+possess the generally recognized fundamentals of success; such as
+characteristic honesty, intelligence, energy, etc., you are not
+handicapped for want of a market. Even though you now may seem to lack
+some of the essential qualifications, you are capable of succeeding.
+Every necessary characteristic of the successful man is _latent_ in your
+nature and can be brought out by development. You have not yet done your
+utmost with the best that is in you.
+
+[Sidenote: Your Market Not Lacking]
+
+First you should resolve to make yourself completely _worthy_ to
+succeed. Meanwhile you should be learning how to sell your "goods." On
+every hand there are markets in which qualities like yours are being
+sold successfully by other men. Undoubtedly there will be a purchaser
+for the best that is in you when you bring it out; provided you present
+your "goods of sale" in the most skillful way. All about you are highly
+prosperous people with no more innate merits than you have. Certainly
+the market for your particular abilities is within reach. Golden
+opportunities of which you have not taken the fullest advantage surround
+you and touch your daily activities. If you have not grasped your
+chance, it was because you did not _know how_ to reach out with all your
+capabilities. In other words, possessing the fundamental qualifications
+for success, you have stood in the midst of the world's need for such
+capabilities as yours, _but you have not gone through the selling
+process_.
+
+You have failed thus far to achieve your ambition, simply because _you
+have been an unsuccessful salesman of yourself_ to the world.
+
+Perhaps you never have thought of yourself as a salesman. You may not
+have realized the importance _to you_ of knowing and practicing the
+principles of skillful selling. Only one per cent of the people in the
+United States _call_ themselves salesmen or saleswomen. Yet in order to
+succeed, each of us must sell his or her particular qualifications. Your
+knowledge and use of the selling process are essential to assure your
+success in life.
+
+       *       *       *       *       *
+
+[Sidenote: Master Salesmen Made, Not Born]
+
+The best commercial executives agree that the most effective selling
+representative of a house is not the "natural born" salesman, but the
+salesman who is _made_ highly efficient by training. So every big,
+successful business conducts a course in salesmanship. Thorough tests
+have proved that particular principles and methods of selling are sure
+to produce the highest average of orders. Therefore these principles and
+methods are followed as _standard practice_ in the sales department.
+
+That is, in order to _assure_ the success of an individual salesman, he
+is required and aided to develop particular qualifications and to do
+certain things that master executives have learned will get the orders
+and hold the trade of buyers. The qualified professional salesman is
+drilled thoroughly in tested principles and methods of selling. He is
+trained to use this standard sales knowledge skillfully. As a result he
+works in the field with complete confidence.
+
+Why should he doubt that he will succeed? He knows his own limitations
+and capabilities; knows the true worth of his line; knows there is a
+market in his territory; knows how to sell in the ways that have been
+proved most effective; and knows that practice of right salesmanship
+will make him skillful in getting and holding business. Verily such
+"knowledge is power."
+
+       *       *       *       *       *
+
+[Sidenote: Certain Success With the Selling Process]
+
+_Your_ success in selling _yourself_ can be made as certain as is a
+successful career to the first-class professional salesman. This book
+and its companion volume will explain in detail salesmanship ways to
+develop your best capabilities most effectively. You will be given the
+principles and methods employed by the expert salesman in marketing any
+kind of right goods. You will also be shown how to sell yourself by
+adapting his practices to your "goods of sale."
+
+When you comprehend, and employ as second nature, the usages of the
+finest sales art, your success in life, like that of the master
+professional salesman, will be _certain_.
+
+[Sidenote: Ideas of Goods Not the Goods Themselves Are Sold]
+
+If you have not _called_ yourself a salesman, perhaps you doubt the
+value to you of skill in selling. All you have to market is the best
+that is in yourself. Your ambition may be to succeed as a doctor, or
+lawyer, or preacher, or clerk, or mechanic, or farmer, or banker. You do
+not see how salesmanship could assure _your_ success, however much it
+might help some one with commercial ambitions.
+
+If you think it would not be worth while for you to master the selling
+process, since you do not expect to engage in the _profession_ of
+selling, you misconceive the functions and work of the salesman. You
+have thought he sells "_goods_;" and that as you do not deal in
+commodities, you would have no practical use for the selling process he
+employs to assure his success. But even the shoe salesman, or grocery
+salesman, or real estate salesman, or insurance salesman does not really
+sell _goods_. He sells _ideas about_ goods. Similarly you sell ideas
+about yourself in order to succeed.
+
+[Sidenote: When the Goods and the Ideas Are Different]
+
+A sale is often completed in business without any inspection of the
+actual "goods" by the purchaser; as when a quantity of standard sheet
+copper is specified, or when the salesman describes a piece of machinery
+or shows a picture of it with a catalogue number. The "goods" are to be
+delivered later. However, the _selling process is finished;_ though only
+the mind's eye of the buyer has seen what he anticipates getting on his
+order. The salesman has presented nothing except _certain ideas_ to the
+mental vision of the prospect. But these ideas have been sold so
+realistically to the imagination of the purchaser that he gives his
+order for what he _expects_.
+
+Suppose the goods delivered later do not correspond with the particular
+ideas about them that have been sold. For example, the sheet copper
+furnished is not as specified in the contract, or the machine shipped is
+not the same as the salesman pictured when he got the order for it. Then
+there has been _no sale_ of the different "goods." The intending
+purchaser bought _particular ideas_. He will not accept the delivery of
+_goods unlike the ideas sold_ to him.
+
+[Sidenote: Know Your Prospect's Idea]
+
+Another illustration. A real estate salesman describes a bungalow to a
+prospect for a home. He shows plans and specifications, with accurate
+dimensions; there is no misrepresentation of any detail. The salesman
+especially emphasizes, what is his own belief, that the bungalow would
+make a "cozy" home. The prospect decides to buy the property. He says,
+"If it is as you describe it, I'll take that place." _The sale to his
+mind has been completed._ All that remains is delivery of a bungalow
+corresponding to the ideas sold. The delighted salesman escorts the
+buyer to the "cozy home." But the empty rooms do not confirm the idea
+emphasized to the prospect. The salesman cannot furnish them
+convincingly with his imaginative "cozy" word pictures. He has made the
+mistake of omitting to learn the other man's conception of a cozy home
+before selling the expectation of coziness. He is shocked when the sale
+is declared annulled with the prospect's contradiction of his
+description, "There's nothing cozy about this place." The intending
+buyer of a home feels there has been a misrepresentation; though the
+bungalow is exactly like the plans and specifications shown to him. He
+was sold an idea that "the goods" have not delivered; so he declares the
+sale off. A sale is a success only when _true ideas_ are sold, and
+afterward are delivered by _the goods_.
+
+[Sidenote: Selling Ideas About Yourself]
+
+If you "have the goods" and would succeed _certainly_ in your chosen
+vocation, you must _sell_ to the world or to individual buyers _true
+ideas_ about your particular qualifications for success--true ideas
+regarding _your best capabilities_ and the _value_ of your services.
+Your "goods of sale" may be your muscular power; your brain energy; your
+talents, skill, integrity, and knowledge in this capacity or in that.
+Whatever qualities you possess, it is necessary that some one be sold
+the idea of their full worth, or you cannot succeed. No matter how
+valuable your services _might_ be, they have only potential worth until
+another man, or some business, or the world at large _perceives
+desirable possibilities in you and buys the expectation that you will
+"deliver the goods_."
+
+Probably you have said to yourself, "If I had the chance, I know I could
+deliver the goods." We will grant that you are able to make delivery.
+However, _before you will be given a chance_ you must get across to the
+mind of some prospective buyer of muscular power, or brain energy, or
+other capabilities such as you could supply, the true idea that _you
+have_ "the goods" he needs and that your qualifications would be a
+satisfactory purchase _for him_.
+
+In other words, it is necessary that you use _the selling process_
+effectively, with thorough scientific knowledge and a high degree of
+art, _in order to make certain of gaining your opportunity_ for success.
+You have no doubt that you can succeed if you get the chance. But you
+have not realized, perhaps, that _you can make yourself the master of
+your own destiny by first learning and then practicing until it becomes
+second nature to you the sure, salesmanship way to gain the
+opportunities you deserve_. After you _comprehend_ the sure process, you
+can soon develop _skill in actually selling_ to other men true ideas of
+the best that is in you.
+
+[Sidenote: The Secret of Certain Success]
+
+The secret of _certain success_ in life for you, then, _whatever your
+vocation or ambition_, lies in knowing HOW to sell true ideas of your
+best capability in the right market or field of service. The chapters of
+the present book, supplemented by the contents of the companion volume,
+"The Selling Process," should reveal to you clearly every principal
+detail of this secret.
+
+[Sidenote: No 100% Salesmen]
+
+Before you proceed further with the study of successful salesmanship as
+analyzed in these pages, avoid a possible misconception of masterly
+selling. Even the most efficient salesman does not get _all_ the orders
+for which he tries. By his knowledge and skill his average of failures
+is minimized; therefore everybody recognizes him as a great success.
+
+So, however well you comprehend the selling process, and however
+skillfully you use it in your career, you will not _always_ accomplish
+the particular purpose to which you apply your salesmanship. But you
+will markedly lessen the number and importance of your failures to do
+the things you attempt. You will also increase to an extraordinary
+degree the quantity, quality, and profitable results of your successful
+efforts. You will make a grand average so high that you will feel you
+are a real success. Others, too, will so regard you.
+
+[Sidenote: The Master Key]
+
+Therefore, whatever your life ambition, study the selling process until
+you understand it thoroughly; then perfect your skill by daily practice
+in selling your ideas, and ideas about yourself, to other people. When
+you know HOW to sell true ideas of your best capability in your chosen
+market or field of service, and have become expert in _applying_ what
+you have learned, you can use salesmanship continually in your everyday
+work. You should feel _absolute assurance_ that with its aid you can
+open the treasure house of your desires.
+
+_This universal master key that fits all locks now between you and
+success can be made by your own hands and head. You have begun to shape
+it for your future use._
+
+
+
+
+_How to Study Certain Success with The Selling Process_
+
+
+[Sidenote: Suggestion To Salesmen]
+
+The professional salesman or saleswoman who undertakes the thorough
+study of both this book and its companion volume, might better read
+first "The Selling Process," the chapters of which apply especially to
+his or her vocation.
+
+If you are a "salesman," therefore, begin your study with the
+introduction to that book. When you have read "The Selling Process"
+once, start "Certain Success" and master it. Then re-read the other book
+in the light of the new ideas that will have been shed upon its contents
+by the present text.
+
+The practical value of "Certain Success" and "The Selling Process" to
+you as a salesman will be multiplied a hundredfold if both are kept
+handy for _continual reference_. The marginal index should enable you to
+find quickly any point regarding which you want to refresh your
+recollection. This set of books was not written to collect dust on a
+library shelf. No salesman can get the full worth out of the pages
+unless he _uses_ "Certain Success" and "The Selling Process" _as working
+tools_.
+
+[Sidenote: If Your Vocation Is Not Selling]
+
+If you are not engaged in selling as a vocation, and have not realized
+before that you must be a good salesman or saleswoman in order to
+achieve your life ambition, commence mastering the secret of certain
+success with the selling process by reading thoroughly the book now in
+your hands. This preliminary study will increase your ability to read
+intelligently the more technical contents of "The Selling Process." Do
+not skip or slight any portion of either book. You cannot afford to miss
+a single bit of information regarding the sure way to succeed.
+
+       *       *       *       *       *
+
+[Sidenote: Purpose and Scope of the Two Books]
+
+This is the first publication of "Certain Success," but five large
+editions of "The Selling Process" were required in 1919 and 1920 to
+supply the demand from all over the world. The two books, each complete
+in itself, now are issued together under the double title, CERTAIN
+SUCCESS WITH THE SELLING PROCESS; though either "Certain Success" or
+"The Selling Process" may be ordered alone.
+
+My chief purpose in preparing this set has been to stimulate each
+reader's comprehension of the value of skillful salesmanship _to him_.
+All of us who are ambitious to make the most of the best that is in us
+need to be first-class salesmen, whether we market "goods" or our
+personal capabilities. As has been emphasized repeatedly in this
+preface, _every one who would succeed in life must know HOW to sell his
+qualifications to the highest advantage_. Poor salesmanship is
+responsible for most of the failures of people who really _deserve_ to
+succeed. It is almost surely fatal to ambitious hopes in any trade,
+profession, or business.
+
+CERTAIN SUCCESS WITH THE SELLING PROCESS covers in outline the whole
+subject of Salesmanship. But the scope of this set does not afford room
+to give here a minutely detailed exposition of the special processes of
+making sales in particular businesses. I have compiled for you, rather,
+the _general principles_ of effective selling that may be _universally
+applied_. "Certain Success" and "The Selling Process" are handbooks of
+fundamental ideas which each reader, by his individual thinking, should
+amplify and fit to his own work or ambition.
+
+       *       *       *       *       *
+
+[Sidenote: Real Study Required]
+
+The fine art of successful salesmanship cannot be mastered in a few
+hours of casual reading. You will not be able, immediately after
+glancing through these books, to unlock every long-desired golden
+opportunity with absolute assurance. CERTAIN SUCCESS WITH THE SELLING
+PROCESS must be _studied out_. You should keep them always at hand like
+your bank books, and draw on the contents for your salesmanship needs
+from day to day.
+
+You will get only a smattering of the secret of certain success if you
+just skim over the chapters, and skip whatever requires you to think
+hard in order to comprehend it all. But if you dig into the meaning of
+each sentence for the full idea, you will enrich yourself with
+constantly increasing power and skill in selling. _So you will surely
+become a real success_.
+
+       *       *       *       *       *
+
+[Sidenote: Tested Working Tools]
+
+The principles and methods of successful salesmanship summarized in
+these companion books, though they will be new to most readers, are not
+mere personal theories. They all have been demonstrated and tested in
+actual practice during my twelve years experience as Commercial and
+General Sales Manager of the Ford Motor Company. Under my direction in
+the course of that period Ford sales were multiplied one hundred
+thirty-two times--from 6,181 to 815,912 cars a year. The fundamental
+principles and methods that I have tested and proved to be most
+successful in selling automobiles and good will should work equally well
+in any profession, or business, or trade; and for any normal,
+intelligent man or woman who uses them continually.
+
+[Sidenote: Dollars and Cents Value]
+
+Since the first publication of "The Selling Process" thousands of
+enthusiastic readers of the book have voluntarily borne witness to its
+practical, dollars-and-cents value to them in their daily work.
+Preachers, doctors, lawyers, bank officials, clerks, book-keepers,
+mechanics, laborers; as well as business executives and sales managers
+and salesmen--men and women in scores of widely different
+vocations--unite in testifying to their increased earning power and
+fuller satisfaction in living and working. They credit these results to
+their study and continued use of "The Selling Process." The value of
+that book will be at least doubled by the supplemental reading of
+"Certain Success." Therefore the two are now published as a set of
+working tools for any ambitious man or woman who is resolved to _earn_
+success.
+
+NORVAL A. HAWKINS
+
+Majestic Building,
+Detroit, Michigan.
+
+
+
+
+CHAPTER I
+
+_The Universal Need For Sales Knowledge_
+
+
+[Sidenote: Analysis of Secret of Certain Success]
+
+The Secret of Certain Success has four principal elements. It comprises:
+
+(1) Knowing how to sell
+
+(2) The true idea
+
+(3) Of one's best capabilities
+
+(4) In the right market or field of service.
+
+_Your_ success will be in direct proportion to your thorough knowledge
+and continual use of _all four parts_ of the whole secret. No matter how
+great your effort, an entire lack of one or more of these principal
+elements of Certain Success will cause partial or utter failure in your
+life ambition. You will be like a man who tries to open a safe with a
+four-combination lock, though he knows only two or three of the numbers.
+
+No one, however well fitted for success elsewhere, can succeed in the
+_wrong field_, or in rendering services for which _he_ is not qualified.
+Nor is complete success attainable by a man unless he develops the
+_best_ that is in him. Even if he brings to the right market his utmost
+ability, he may fail miserably by making a _false impression_ that he
+is unfitted for the opportunity he wants. Or he may be overlooked
+because he does not make the _true_ impression of his fitness.
+
+Evidently, in order to gain a _chance_ to succeed, anyone must first
+_sell_ to the fullest advantage the idea that he is _the_ man for the
+opportunity already waiting or for the new opening he makes for himself.
+Of course he cannot do this _surely_ unless he _knows how_. Therefore
+sales knowledge is _universally needed_ to complement the three other
+principal elements of the complete secret of certain success.
+
+[Sidenote: Reasons for Failures]
+
+When we try to explain the failure of any man who seems worthy to have
+succeeded, we nearly always say, in substance, one of three things about
+his case:
+
+"He is a square peg in a round hole;" by which we usually mean he is a
+right man in the wrong place.
+
+Or, "He is capable of filling a better position;" a more polite way of
+saying that a man has outgrown his present job but has not developed
+ability to get a bigger one.
+
+Oftenest, probably, we declare, "He isn't appreciated."
+
+Very rarely is a worthy man's failure in life ascribed to the commonest
+cause--_his personal inefficiency in selling_ to the world comprehension
+of his especial qualifications for success.
+
+[Sidenote: What Failures Realize]
+
+If a man is a square peg in a round hole, he should realize that his
+particular qualities must be fitted into the right field for them before
+he can succeed. A natural "organizer" cannot achieve his ambitions if he
+works alone at a routine task.
+
+No sensible man would aspire to fill a better position than he holds,
+unless he had developed a capacity beyond the limitations of his present
+work. The shipping clerk who craves the higher salary of a correspondent
+knows he cannot hope for the desired promotion if he has not learned to
+write good business letters.
+
+However deserving of advancement a man may be, he realizes he has but a
+slim chance to succeed if his worth is unrecognized. So he wants
+appreciation from his chief. He knows that unless his worth is perceived
+and truly valued, some one else, who may be less qualified, is apt to be
+selected for the "Manager's" job he desires. Such "injustices" have
+poisoned countless disappointed hopes with bitterest resentment.
+
+The deserving man who fails because he is a misfit in his particular
+position, the worthy man who is limited to a small career because the
+work he does lacks scope for the use of all his ability; the third good
+man who has been kept down for the reason that his chief is blind to his
+qualifications for promotion--all three of these failures understand
+pretty clearly the reasons for their non-success.
+
+[Sidenote: When Lack of Salesmanship Causes Failure]
+
+It is very different in the case of the capable man who fails because he
+has been _inefficient in selling true impressions_ of his qualifications
+for success. A private secretary, for illustration, might be thoroughly
+competent for managerial duties; but by his self-effacement in his
+present job he might make the false impression that he was wanting in
+executive capacity. He would be given a chance as manager if he were
+effective in creating a true impression of his administrative ability.
+Such a capable man, if he has little or no scientific knowledge of the
+selling _process_ is apt also to lack comprehension of the value _to
+him_ of knowing _how to sell ideas_. He does not happen to call himself
+a salesman. Therefore he has never studied with personal interest the
+fine art of selling. He does not realize that _ignorance of
+salesmanship_, and _consequent non-use of the selling process, almost
+always are responsible for the merely partial success or the downright
+failure in life of the man who deserves to win, but who loses out_.
+
+[Sidenote: Who Is To Blame for Failure]
+
+One may feel able to "deliver the goods," were he given the chance. He
+may know where his best capability is greatly needed and would be highly
+appreciated if recognized. Yet the door of opportunity may not open to
+his deserving hand, however hard he tries to win his way in. His failure
+seems to him altogether unfair, the rankest injustice from Fortune.
+
+If a man knows he is completely fitted to fill a higher position, he
+feels considerable self-confidence when he first applies for it. But his
+real ability may not be recognized by his chief. The ambitious man may
+be denied the coveted chance to take the step upward to the bigger
+opportunities for which he rightly believes himself qualified. If his
+deserts and his utmost efforts do not win the promotion he desires, he
+grows discouraged. He loses the taste of zest for his work. His earlier
+optimism oozes away. After awhile his ambition slumps. Then he resigns
+himself sullenly to the conviction that he is a failure _but is not to
+blame_.
+
+[Sidenote: Dynamic Quality Lacking]
+
+Leaving out of consideration most exceptional, unpreventable bad luck,
+the worthy man who fails in life _is_ to blame. He is not, as he thinks,
+a victim of circumstances or ill-fate. His failure is due to his
+ignorance of the first of the four principal factors of the secret of
+certain success. _Potentially_ qualified to succeed, he does not have
+the absolutely necessary _dynamic_ element. He lacks an essential
+characteristic of the self-made successful man, a characteristic which
+any one of intelligence can learn how to develop--_a high degree of
+capability in gaining his own opportunities to succeed_.
+
+He does not know _how to sell true ideas about himself_; though he may
+realize the importance of making the best impression possible. So,
+however, he tries, he cannot get his deserved chances to succeed. He
+could secure them _easily_ if he comprehended the selling process of the
+master salesman, and used it with skill. This process of masterly
+selling is the key to certain success for the fully qualified man in any
+vocation.
+
+[Sidenote: Making and Governing One's Own Good Luck]
+
+A capable applicant will invariably be given a chance to succeed, if he
+takes the best that is in him to a man who has need of such services as
+he could render, and then _sells the true idea of his ability_. He has
+mastered _all four principal elements of the complete secret of certain
+success_. Consequently he is able to create and to control his
+opportunities to succeed. He makes and governs his own good luck.
+
+Everywhere the most desirable positions in the business world are in
+need of men who can fill them. Only the poorer jobs are crowded. But
+when Opportunity has to seek the man, the _right_ one is often
+overlooked. The golden chance is gained by another--less qualified and
+less worthy, perhaps; but _a better salesman of himself_. The fully
+competent man, however, can _assure_ his success by becoming proficient
+in selling true ideas of his best capability in the right market or
+field of service. The master salesman of himself makes his own chances
+to succeed, and therefore runs no risk of being overlooked by
+Opportunity.
+
+[Sidenote: Success Way Is Charted]
+
+Master salesmen of ideas about "goods" use _particular selling
+processes_ to get their ideas across _surely_ to the minds of
+prospective buyers. The professional salesman, therefore, has plainly
+charted the way to certain success in any vocation, for the man who has
+developed the best that is in him. If you are a candidate for a
+position, do not let a prospective employer _buy_ your services at _his_
+valuation, for he is certain to under-estimate you. _Sell_ him true
+ideas of your merits. Set a fair price on your _worth_, and _get_ across
+to his mind the true idea that you would be worth that much _to him_.
+Such skillful salesmanship used by an applicant for a position can be
+depended on to make the best possible impression of his desirability;
+just as the practiced art of the professional salesman enables him to
+present the qualities and values of his goods in the most favorable
+light. The _masterly selling process_ is not very difficult to learn.
+Proficiency in its use can be gained gradually by any one who practices
+consciously every day the actual sale of ideas in the artistic way.
+
+[Sidenote: Knowledge of Salesmanship Develops Confidence]
+
+As was stated in the Introduction to this book, it has been proved
+conclusively in business that particular principles and methods of
+selling are certain to produce the highest average of closed orders. In
+other words, success for the professional salesman is _assured_ if he
+develops certain qualifications, and if he does certain things; all
+within the capacity of any normal, intelligent man. Scientific sales
+executives know positively, as the result of comparative tests, that the
+salesman who develops these personal qualifications, and who does these
+things, should get his quota of business and hold it. Hence, as has been
+said, specific training is given in the sales schools of the most
+successful businesses, along the lines of best selling practice.
+
+[Sidenote: Practical Principles]
+
+When the individual salesman who has been so trained commences work in
+his territory, he learns in his experiences with buyers that the
+principles and methods he has been taught are actually _most effective_.
+Assuming that he has developed his _best capabilities_ pretty fully, and
+that he has become fairly _skillful_ in using what he knows about how to
+sell his line, he works with continually growing confidence that he will
+succeed. Why should he doubt his complete selling power? He knows there
+is a _field for his goods_ in this territory. He knows clearly and
+vividly _what ideas_ he wants to get across to the minds of prospective
+buyers. He knows--most important of all--_just how_ to make convincing
+and attractive impressions of the desirability and true value of what he
+presents for purchase. He comprehends the _most effective ways_ to show
+prospects both their _need_ for his goods and that he has come, with a
+real purpose of service, to _satisfy_ that need.
+
+You, the non-professional salesman of yourself, will sell _your_ "goods
+of sale" with similar complete confidence in your power to gain and to
+control your opportunities for success--if you, too, use the right
+selling process.
+
+This set of books explains and demonstrates in detail the principles and
+methods of _the successful salesman of ideas_. The Introduction and
+twelve Chapters of the present series apply the selling process
+especially to _the sale of ideas about one's self_, with particular
+relation to _self-advancement_ in the world. "The Selling Process,"
+companion book to "Certain Success," shows the master _professional_
+salesman at work, getting orders with _assurance_.
+
+[Sidenote: Hard Study Necessary]
+
+The fact that you have proceeded thus far in reading "Certain Success"
+proves you have an earnest purpose to make the most of your present
+opportunity to learn _how_ to succeed with certainty. We will assume
+that you have developed your individual ability pretty fully, and that
+you know where there is a field for such services as you are sure you
+could render if afforded the chance. Surely, then, your ambition in
+life, whatever it may be, is a sufficient incentive to the most thorough
+study of the principles and methods of successful salesmanship. Do not
+merely _read_ this set of books. MASTER "Certain Success" and "The
+Selling Process" to make yourself the master of your own destiny.
+
+Again and again, lest at any time while you study you might fall below
+100% in _absolute assurance_, you will read in these chapters the
+assertion that your success can be made _certain_. This statement is not
+an exaggeration. It is necessary that you accept it literally throughout
+your reading of this set of books. Do not take it "with a grain of
+salt." The taste of the declaration that the selling process makes
+success sure will become familiar after these many repetitions. Realize
+when you come upon the repeated idea as you proceed with your study that
+your continued reading should frequently be reenforced by a steadily
+growing conviction that you _are_ mastering the sure way to succeed. You
+believe in yourself more than you did when you began to read this book.
+This increasing faith should develop to complete confidence when you
+have dug _into_ the text of both "Certain Success" and "The Selling
+Process," and have dug _out_ every idea in the twenty-four chapters.
+
+[Sidenote: Salesmanship Not a Science But an Art]
+
+At the outset of your present study comprehend that salesmanship is not
+a _science_. Rather, it is an _art_. Like every other art, however, it
+has a _related_ science. Selling is a _process. Knowledge about the
+principles and methods_ that make the process most effective is the
+related _science_. But such knowledge supplies only the best foundation
+for building success by the _actual practice_ of most effective
+salesmanship. The master salesman practices the scientific principles
+and methods he has learned until the _skillful use_ of his knowledge in
+every-day selling becomes _second nature_ to him. Thus, and thus only,
+is his _art_ perfected.
+
+You will gain _knowledge_ from these books about _how_ to sell with
+assurance the true idea of your best capabilities--about _how_ to sell
+any "goods of sale" unfailingly. But you can develop the _skill_
+necessary to the _actual achievement_ of certain success only if you
+_continually use_ what you learn about the selling process. You must
+perfect your selling _art_ by the intelligent employment of every _word_
+and _tone_ and _act_ of your life to attract other men to you, and to
+impress on them convincingly true ideas of your particular ability.
+
+[Sidenote: Be a Salesman Every Minute]
+
+The master professional salesman is "always on the job" with his three
+means of self-expression, to get across to prospects true ideas of the
+desirability and value of his goods. He is a salesman _every minute_,
+and in _everything_ he does or says. You can become as efficient as he,
+in selling ideas about _your_ "goods of sale," if your proficiency
+becomes as _easy and natural_ as his. Such ease is the _sure_ result of
+sufficient right practice.
+
+You have countless opportunities daily to make use of the selling
+process. In each expression of yourself--in your every word, tone, and
+act--you convey _some_ idea of your particular character and ability.
+You should _know how_ to make _true, attractive_ impressions of your
+_best_ self; and how to avoid making _untrue_ and _unfavorable_
+impressions by what you do and say. Then, when you have _learned_ the
+most effective _way_ to sell ideas about yourself that you want other
+people to have, it is necessary that you _use_ the selling process
+consciously all the time until you grow into the habit of using it
+unconsciously, as your second nature. Once you are accustomed to _acting
+the salesman continually_, it will be no more difficult for _you_ to be
+"always on the job" selling right ideas of your qualifications for
+success, than it is for the _professional_ user of the selling process
+to be a salesman "every minute."
+
+[Sidenote: Your "Goods of Sale"]
+
+As already has been emphasized, "the goods of sale" in your case are
+your _best_ capabilities. You need first of all to _know_ your true
+self, before you can sell true ideas about your qualifications for
+success. Your _true_ self is your _best_ self. You are untrue to
+yourself, you balk your own ambition to succeed, unless you develop to
+the _utmost of your capacity_ your particular salable qualities.
+
+You do not need qualities _you_ now wholly lack. You should not attempt
+to "salt" the gold mine in yourself with the characteristics of _other_
+men who have succeeded by the development and use of capabilities that
+were natural to _them_, but that would be unnatural to _you_. It is
+worse than futile--it is foolish for you to imitate anybody else. Just
+be _your_ best self. Make the most of what _you_ have that is salable.
+You require no more to assure your success.
+
+[Sidenote: Selling the Truth About Your Best Self]
+
+Every individual has distinct characteristics, and is capable of doing
+particular things, of which he may be genuinely proud if he fully
+develops and uses his personal qualifications. _When all the truth about
+his best possible self is skillfully made known to others_, chances for
+success are certain to be opened to the ambitious man. If he lacks the
+salesmanship key, the doors of opportunity may always remain closed,
+however well he deserves to be welcomed.
+
+_You_ possess "goods of sale" that have real _quality_, that are
+_durable_, that will render _service_ and afford pleasurable
+satisfaction to others. _Your_ goods can be sold as _surely_ as quality
+phonographs, durable automobile tires, serviceable clothes, or pleasing
+books.
+
+Maybe you can "deliver the goods" with smiles, or hearty tones, or ready
+acts of kindness. Any one can easily be friendly. But have you developed
+_all your ability_ to smile genuinely? Have you cultivated the hearty
+tone of real kindness so that now it is _unnatural_ for you ever to
+speak in any other way? Do you perform friendly acts of consideration
+for others on _every_ occasion, as second nature?
+
+If your honest answers to such questions must be negative, you are not
+a good salesman of your best self all the time.
+
+[Sidenote: Your Salable Qualities]
+
+Your most salable quality may be dependability, rather than quick
+thinking. If this is the case, concentrate your salesmanship on making
+impressions of the true idea of _your reliability_. Your greatest
+success will be achieved in some field of service where dependableness
+is a primary essential. You may be _naturally unfitted_ to make a star
+reporter, but _peculiarly qualified_ to develop into the cashier of a
+bank.
+
+Should you happen to be unattractive in features, your job is to
+transform your homeliness into a _likable_ quality--not to try to make
+yourself appear handsome. If you are wholly inexperienced, that need not
+be a detriment to your success in the field you want to enter. When you
+have mastered the selling process, your very greenness can be presented
+before the mind of a prospective employer as the best of reasons for
+engaging you. You will be able to make yourself appear desirable because
+you _are_ green in that field, and therefore have no wrong ideas to
+"unlearn."
+
+[Sidenote: Know All of Yourself]
+
+You can greatly improve your chances to get the job for which you are
+best adapted, if you use the reciprocal selling process employed by the
+professional salesman when he sells his services to a house. He meets
+the head of the concern as his man-equal, and does not just offer
+himself "for hire." Such a consciousness of your man-equality when you
+are face to face with a prospective employer can result only from
+certain, analytical _knowledge of your best self_, complemented by
+_knowing how to sell_ the true idea of your particular desirability and
+worth.
+
+Very likely you think you are seriously _handicapped_ in many ways.
+Having made no detailed analysis of yourself from a salesman's
+view-point, you do not appreciate fully the number and the market value
+of the _advantages_ you might have. Probably some of your best, most
+salable qualities are latent or but partly developed.
+
+[Sidenote: Chart Necessary]
+
+List _your_ particular "goods of sale." Put down on a chart, not only
+the qualities you have now, but all the additional ones you feel
+_capable of developing_. Then you will realize vividly that you possess
+many abilities, some undeveloped yet, which are always needed in the
+world. You know that such qualities _should_ be readily salable, to the
+mutual benefit of yourself and of buyers. You are learning the selling
+process in order to make certain that _you can_ sell the best that is in
+_you_, as other men are selling themselves successfully.
+
+Complete your chart by listing your various _defects_. Then study out
+ways to use even _your particular faults_ differently than you have been
+handling them; so that they will help you, instead of being hindrances
+to your success. Think of some people you know, and of how they have
+turned their physical "liabilities" into "assets" of popularity.
+
+The very first sales knowledge you need is of exactly what _you_ have to
+sell. You cannot see _all_ of yourself, your good and bad
+points--yourself as you _are_, and as you _might be_--unless you make a
+detailed chart of your "goods of sale." One of the most important
+immediate effects of such a self-analysis will be increased
+self-respect. Your handicaps will shrink, and the peculiar advantages
+you have will grow before your eyes. You should feel new confidence in
+your own ability.
+
+[Sidenote: Man-Equality]
+
+With this confidence will come a feeling that you are not the inferior
+of another man who has achieved a larger measure of success than you
+have gained. When you start the sale of true ideas of your best self to
+an employer-buyer of such services as you are capable of rendering, you
+will have an innate consciousness of your man-equality with him. You
+should realize that this sale of yourself, like all other true sales, is
+to be a transaction of reciprocal benefits, and should be conducted on
+the basis of mutual respect.
+
+It is your right to take pains that the prospective buyer of your
+services shall sell himself to you as the boss you want to work with.
+Expect him to sell himself to you as a desirable employer just as
+thoroughly and satisfyingly as you intend to sell yourself to him as a
+worthy applicant for an opportunity in his business. When you have
+definite, sure knowledge of your capability and service value, you
+certainly should not be willing to take "any old job."
+
+There is no better way to make the impression of _your desirability_ as
+an employee than to demonstrate that you are _choosing_ your employment
+intelligently. In explaining your choice, give specific reasons for your
+selection of this particular opening. Show that you comprehend _what is
+to be done_. Give some indication of your ability to do it _efficiently_
+and _satisfactorily_. Suggest the _worth_ of your services when you
+shall have proved your fitness.
+
+[Sidenote: Require Employer to Sell You the Job]
+
+The ordinary man who applies for a job in the ordinary way is accepted
+or turned down wholly at the discretion of the employer. If you use the
+selling process skillfully, you will suggest that _you_ are out of the
+ordinary class. Of course, you should demonstrate in your salesmanship
+that you are not over-rating your ability. The other man must be made to
+feel you have sound reasons for your bearing of equality and
+self-confidence when you seek to make sure that in his business you will
+have your best chance to succeed. By showing him that you are taking
+intelligent precautions against making a mistake in your employment, you
+indicate conclusively that you are not merely a "floater," but that you
+have a purpose "to stick and make good."
+
+In the same measure that you require proof of a desirable personality in
+an employer, you should make sure that the work is exactly what you
+expect. See that your prospective "new boss" sells you the job at the
+same time you are selling him your services. If he perceives in you the
+one man who best fits his needs, he will put forth every effort to buy
+your services. Every employer will respect the man who states, with
+salesmanship, a sound reason for selecting and seeking connection with a
+business house; since such a man gives promise of making the sort of
+dependable, loyal worker that every business values and appreciates.
+
+[Sidenote: Sell to Satisfy Real Needs]
+
+The true salesman sells to satisfy _a real need_ of the buyer.
+Therefore, when you have charted your salable qualities, select the
+field of service in which such capability as you possess is needed.
+That, you may be sure, is _your_ right market--the field where you are
+_certain_ to succeed. Enter it, and no other field. Apply there for a
+place of opportunity to serve; with the absolute confidence of a good
+salesman come to satisfy a want, and conscious of his individual fitness
+"to deliver the goods."
+
+You may not get just what you desire at the first attempt. The best
+professional salesman often has to make _repeated_ efforts to close
+orders. But in the end, if you "have the goods," that are needed where
+you bring them, _and you know how to sell true ideas of your best self_
+(as you _will_ know after mastering the selling process) you will be
+sure of getting sufficient opportunities to succeed. You will be as
+certain about getting enough chances as the first-class professional
+salesman is certain of attaining his full quota of business despite some
+turn-downs. _Success is a matter of making a good batting average_.
+
+[Sidenote: Parts of Complete Process]
+
+Remember as you read that you are studying _a completed process_. An
+unfinished sales effort is not _a sale_ at all. You will not be a
+_certainly successful_ salesman until you perfect your knowledge and
+skill in _all the steps_ of salesmanship. You can learn only a single
+part of sales efficiency at a time. The relative significance of each
+point, its full importance in the entire selling process, will not be
+comprehended until you have read at least once all there is in this set
+of books. When you re-study the successive chapters, the details you may
+at first understand but vaguely in a disconnected way will be clear. You
+will comprehend them as various elements of salesmanship which must be
+fitted together to complete the process of selling.
+
+Thus far in the present chapter we have been considering principally the
+"goods of sale." We have been looking at our subject from the
+_material_ aspect. Now let us turn our attention to the mental view of
+sales.
+
+[Sidenote: Mental Nature of Selling Process]
+
+In the effective selling process the skilled salesman is able to be the
+_controlling_ party. _He makes the other man think as he thinks_. As has
+been stated repeatedly, he sells _ideas_, not goods. So the _real
+nature_ of any sale is mental, not material. You must "deliver the
+goods" to the _mind_ of the man to whom you wish to sell your best
+capabilities. You should use the same process as the professional
+salesman, who works to control the _thoughts_ of his prospect regarding
+the line of goods presented. Hence when you plan to make sure of getting
+a desired position, it is necessary that you know _exactly how_ to put
+true ideas about yourself into the head of the person whom you have
+chosen as your prospective employer. Further, you need to know
+_precisely what_ psychological effects you can secure with certainty by
+using skillful salesmanship.
+
+[Sidenote: Three Sales Mediums]
+
+Ideas of your best capability may be sold through three
+mediums--advertising, correspondence, and personal selling. Take
+advantage of all three, wherever and whenever possible, to gain your
+chance for success. Use these mediums with _real salesmanship_.
+
+[Sidenote: Advertising]
+
+If you advertise for a position, think out in detail the impression of
+your true best self that you wish to make on the minds of readers. Put
+_your personality_ into the advertising medium in such carefully
+selected language as will reach _the needs of particular employers_, and
+will not appear to be just a broadside of words shot into the air
+without aim. Indicate clearly that _you_ are not seeking "any old job so
+long as the salary is good." Analyze and know _just what_ you suggest
+about yourself in print. Many a successful business man has sold himself
+through the door of his initial big opportunity by real salesmanship in
+his advertisement of his capabilities.
+
+[Sidenote: Correspondence]
+
+Each letter you write should be regarded as "a sales letter." It makes
+an impression, true or false, of _you_. Take the greatest pains to have
+that impression what you want it to be. Never be slovenly or careless in
+writing to _anyone on any subject_. Put genuine salesmanship into all
+your letters _consciously_; instead of conveying ideas unwittingly,
+without realizing what the reader is likely to think of you and the
+things you write. You can scatter impressions of your best self
+broadcast over the earth by using your ordinary correspondence as a
+medium of salesmanship. So you can open both nearby and far distant
+opportunities for the future; even while you still are training yourself
+to make the most of these chances you hope to gain.
+
+Good sales letters are so rare that the ability to write them has
+erroneously been called "a gift." It is not. Any one of educated
+intelligence can write his ideas; _provided he has clear, definite
+thought-images in his own mind_. But cloudy thinking reflects only a
+blur on paper.
+
+[Sidenote: Using Sales Letters]
+
+A letter that plainly conveys true ideas is a sales letter; for it gets
+across to the mind of the recipient a clear, definite mental impression
+of the writer's real personality and thoughts.
+
+In all your correspondence, throughout the period of preparation for
+your chosen life career, send out true ideas of your best capability. If
+you do, you doubtless will find the door of your desired opportunity
+open by the time you are fully prepared to knock. Successful business is
+always ready in advance to welcome "comers;" whenever and wherever they
+are sighted. Therefore project your personality far and wide through
+your letters. Employ the medium of correspondence, with salesmanship
+knowledge and skill, even when you write the most ordinary messages to
+your acquaintances or to strangers. That is, _think out certain ways to
+sell particular ideas about yourself_; then incorporate these bits of
+salesmanship in your letters.
+
+A young man in his senior year at college selected a large corporation
+as his prospective employer. He did not know any of the executives of
+the company, but he worked out a plan to get acquainted through letters.
+He was especially desirous of entering the field of foreign trade, and
+had made a fairly comprehensive study of the export business. He wrote
+to the president of the corporation, gave a brief outline of articles
+and books he had read; then complimented the great company by declaring
+that he realized the knowledge he had acquired was theoretical and
+abstract, and that he wished to gain practical, concrete ideas by
+studying the methods of the corporation. He enclosed with his letter ten
+cents in postage stamps, and requested that he be sent any forms,
+instruction sheets, sales bulletins, etc., the president was willing to
+let him have for study.
+
+[Sidenote: Getting A Future Chance]
+
+His letter was referred to the vice-president in charge of sales, who in
+turn passed it on to a department manager with instructions to supply
+the matter requested. In the course of a week the college student
+received a bulky package. Meanwhile a letter had been sent from the
+department head which stated that the vice-president in charge of sales
+had referred to him the request for forms, instruction sheets, etc., and
+that they would be forwarded under separate cover.
+
+The student took advantage of the three opportunities opened to conduct
+correspondence with the executives of the corporation. He first wrote
+courteous, carefully worded "thank-you" letters to the president,
+vice-president, and department head. These were all in his own hand, so
+that his good penmanship might make an individual impression. After
+these letters were dispatched the student mastered the material that
+had been sent to him. Then he wrote three supplemental letters of
+appreciation, and made concise comments on some of the methods of the
+corporation, with comparisons from his previous reading of books and
+articles on foreign trade. He stated that he intended to make further
+investigation along these particular lines and that if he learned
+anything he thought might be interesting to the company he would write
+what he found out. In the course of a month he sent a letter which
+detailed his investigations. This he addressed to the department head
+only. But he also penned brief letters to the president and
+vice-president, in which he informed them that he had written in detail
+to the department head.
+
+[Sidenote: Effect of Follow-up Letters]
+
+The correspondence continued throughout the remainder of the student's
+senior year at college. The letters from the business men soon evidenced
+more than formal courtesy. They grew personal and indicated real
+interest. A month before his graduation the student was invited to call
+at the company's office after Commencement. He went, made an excellent
+impression in interviews with the vice-president in charge of sales and
+the department head, and though the ink on his sheepskin was not yet
+dry, he gained his object. He was engaged by the corporation and began
+training as a prospective representative of the company in foreign
+territory.
+
+Thus through the correspondence medium of salesmanship a young man who
+had no advantage of personal influence or acquaintance secured exactly
+the chance he wanted. Similar opportunities are open to any one.
+
+[Sidenote: Personal Selling]
+
+_Every moment of your life when you are in the presence of other people,
+you have chances to sell true ideas about the best that is in you._ You
+will not need to seek such opportunities for personal salesmanship.
+Chances come to you continually to make good impressions on the minds of
+the men and women you meet from day to day.
+
+Be a skillful salesman of true ideas about yourself always, even in the
+most casual relations you have with other people. Sell the best possible
+impressions of yourself to passers-by on the street, to your fellow
+riders in cars, to clerks and customers of stores you visit, to your
+home and business associates. Put selling skill, as second nature, into
+each word, tone, and action of your social and business life.
+
+Realize that in whatever you do or say, consciously or unconsciously,
+you _are_ selling ideas about your capability or your incapacity. You
+are making more or less definite impressions--you are affecting your
+opportunities to succeed, and are forming good or bad habits--all the
+time. _Control the effects of your words, tones, and acts by saying and
+doing, consciously and intelligently, only what will aid in selling
+true ideas of your best capabilities._.
+
+[Sidenote: Practical Psychology]
+
+Of course you already know that each word and tone and act of your life
+makes _some_ impression on the people who hear or see you. But probably
+you have not realized fully that _particular ways_ of saying and doing
+things have _distinct and different effects_, each governed by an exact
+law of psychology. You perhaps do not know now _just what_ impression is
+made by a certain word, or tone, or act. To be a master salesman of
+yourself you need to study the science of mind sufficiently to acquire
+_working knowledge_ of common mental actions and reactions. Familiarity
+with at least the general principles of psychology is of the utmost
+importance in using the selling process effectively.
+
+Do not shy from study of the science of mind because it is an "ology"
+and therefore may seem hard. _You are a psychologist already_. You know
+that certain things you do and say make agreeable or unfavorable
+impressions on other people. In a _general_ way you know _why_. It is
+necessary only that you analyze _specifically_ what you realize now
+rather indefinitely. If you do not care to study a _book_ on psychology,
+just use your own mind as your psychological laboratory for continual
+self-analysis.
+
+Answer for yourself such questions as, "Exactly what effect will this
+particular word, or tone, or act have--and just why?" You can work out
+pretty well the _practical knowledge of psychology_ you must have in
+order to sell ideas about your capabilities most effectively. You simply
+need to apply _purposeful intelligence_ in everything you do and say;
+instead of making impressions without comprehending that by each word
+and tone and act of daily living you are influencing, favorably or
+adversely, your chances to succeed.
+
+[Sidenote: Three Factors of Selling Process]
+
+Think of yourself as one of the _three factors_ of the selling process.
+The _goods of sale_ are your best capabilities, of course. The second
+factor is the _prospective buyer_, the man who has need of such
+qualities or services as you could supply. The _agent of sale_, or third
+factor, is yourself. If you will keep in mind always the conception of
+yourself as _the uniting link_ between your "goods of sale" and the
+prospective buyer, you can be a salesman of yourself every minute. At
+any moment except when you are alone you may encounter and influence a
+possible buyer of your best capabilities. You are continually within
+sight and hearing of people whose impressions of you might affect your
+chances to succeed in life. Therefore always be alert to grasp every
+sales opportunity within your reach.
+
+[Sidenote: Twelve Steps]
+
+It will be essential, also, that you have knowledge of the successive
+_steps_ of the selling process, as well as knowledge of your goods of
+sale and knowledge of practical mind science. Otherwise you might omit
+inadvertently to use some round of the ladder to certain success, and
+tumble to failure. These steps are so important to understand that the
+last nine chapters of the companion book are devoted to them
+exclusively. It will suffice here just to state what they are.
+
+ 1. Preparation For Selling;
+ 2. Prospecting;
+ 3. The Plan Of Approach;
+ 4. Securing An Audience;
+ 5. Sizing Up The Buyer;
+ 6. Gaining Attention;
+ 7. Awakening Interest;
+ 8. The Creation Of Desire;
+ 9. Handling Objections;
+10. The Process Of Decision;
+11. Obtaining Signature or Assent;
+12. The Get-Away That Leads To Future Orders.
+
+[Sidenote: Five Degrees of Effort]
+
+Another element of necessary knowledge about the selling process is the
+classification of sales according to the five degrees of effort required
+to close them.
+
+1. A sale completed by response to the mere demand of the buyer.
+
+_Example_--While a street car strike is on you are driving, an
+automobile down town. A man in a hurry to catch a train stops you and
+says, "I'll give you two dollars to take me to the station." You
+transport him in response to his call for your services.
+
+[Sidenote: Distinguish Degrees of Effort]
+
+2. A sale completed by the buyer's acceptance on presentation only.
+
+_Example_--A man is walking along a country road in the summer time. He
+sees a sign in the door-yard of a farmhouse; BERRY PICKERS WANTED. He
+presents himself as a candidate and the farmer at once engages his
+services.
+
+3. A sale completed immediately after a desire of the buyer has been
+created by a definite, intentional effort of the salesman.
+
+_Example_--A man out of work wants a job that will employ his physical
+strength. He encounters three men who are struggling to load a very
+heavy box onto a truck. He takes off his coat and proves his strength by
+the ease with which the box is lifted when he helps. He inquires which
+of the three men is the truck boss; and asks for a job. He is hired
+because he has made the boss want the aid of his strength in handling
+heavy loads.
+
+4. A sale completed only after persuasion of the buyer.
+
+_Example_--Assume that the truck boss in the next preceding illustration
+refuses at first to hire the applicant who has demonstrated his
+strength. It is necessary then for the man out of a job to talk his
+prospective boss into the idea that he needs a fourth man in his gang.
+
+5. A sale completed only after a decision by the buyer as to the
+comparative benefits of purchasing or of not buying.
+
+_Example_--You and another candidate apply for the same position in an
+office. You appear to be about equal in capability. The employer "weighs
+you in the balance" against the other applicant. This is a sale
+requiring the fifth degree of effort. Manifestly you will need to use a
+very high quality of skill to get into the mind of the prospective buyer
+of services the idea that you are likely to be of more value as an
+employee than your competitor for the place. Then you must skillfully
+prompt him to accept your application.
+
+[Sidenote: Difficult Sales Most Worth Making]
+
+When you appreciate exactly how sales differ in the degrees of effort
+necessary to close them, you will realize the wisdom of preparing to
+sell your particular qualities and services _with full comprehension of
+all the difficulties commonly met_ by candidates for desirable
+positions.
+
+Countless men have died failures because they used throughout their
+lives only the first or second degrees of effort. Consequently all their
+attempts to get good jobs were futile. The non-success of millions of
+other worthy men has been due to their use of no more than the third or
+fourth degrees of selling effort.
+
+[Sidenote: Sales of The Fifth Degree of Difficulty]
+
+Sales of the fifth degree of difficulty sometimes demand knowledge and
+skillful use of the entire selling process. _They are the sales most
+worth making._ The applicant for a new position or for a promotion is
+_certain to succeed_ in his purpose if he knows how to complete a sale
+of the true idea of his best capabilities. In order to do this he must
+control the _weighing process_ of the buyer; and be skillful in
+_prompting acceptance_ of his "goods of sale."
+
+When you _master_ and reduce to _every-day practice_ the fundamental
+principles you can learn from this set of books, you will be assured of
+making a successful average in handling sales of the fifth degree of
+effort.
+
+They are sales of the kind the _professional_ salesman makes with
+complete confidence every day. _His_ methods, applied to the marketing
+of _your_ goods of sale, will work such wonders for you that you soon
+should build up self-confidence equal to the matter-of-fact assurance of
+the master salesman of clothing, insurance, and other _materials_ of
+sale. He _knows_ when he begins a season or starts on a trip that he
+will make a good batting average.
+
+[Sidenote: Desired Results In Selling]
+
+Comprehend, further, exactly what _results_ are desired by the skilled
+salesman whose work is based on scientific principles.
+
+The _immediate_ results desired are:
+
+First, _confidence_;
+
+Second, _acceptance_ of the ideas brought by the salesman.
+
+One who is unfamiliar with the scientific principles underlying the
+skillful practice of the right selling process is unlikely to realize
+that the _first_ sales effort should be concentrated on _winning the
+prospective buyer's confidence in the salesman and in the goods of
+sale_. Failures in selling are often due to the fault of the salesman
+who works primarily for but the _second_ of the immediate results to be
+desired; the acceptance of his proposition--the acceptance of his
+personal capabilities and services, for instance. He neglects, as a
+_preliminary_ to securing acceptance, to gain the _confidence_ of the
+other man. When you undertake to sell your particular good qualities and
+your services to a prospective employer, do not make the mistake in
+salesmanship of omitting the process of first winning his _belief_ in
+you.
+
+[Sidenote: Repeat Sales]
+
+Besides the two _immediate_ results desired by the skillful salesman,
+there is a _permanent_ result to be worked for--an enduring consequence
+desired from the present gains made. That permanent result wanted is
+_the opening of other opportunities for future sales_.
+
+_Complete success in life_ is not assured when the _original_ sale of
+one's best capabilities is closed successfully. Gaining the _initial_
+desired chance does not make it certain that one will succeed in his
+_entire career_. The first sale is faulty if it does not include a lead
+to future opportunities "to deliver the goods."
+
+The right selling process is continuous. Where one sale ends, another
+should be already started. A great many failures of capable men can be
+ascribed to short-sighted concentration on immediate chances. _One who
+would make certain of the success of his whole life must ever look ahead
+to the next possible opportunity for the sale of the true idea of his
+best capabilities, meanwhile making the most of his present chance._
+
+[Sidenote: Service Purpose In Selling]
+
+In order to get the right viewpoint for further study of the selling
+process, you, _the salesman of yourself_, need to comprehend clearly the
+fundamental _purpose_ of all true salesmanship. _It should be the
+service of the buyer in satisfying his real needs._
+
+Few salesmen _know_ what sales service _is_, and _how_ it should be
+rendered. Service is the very soul of the certain success selling
+process. Service must be studied _as a purpose_ until the principles
+underlying the fullest satisfaction of the buyer's real needs are
+mastered, and all false misconceptions of service are cleared away from
+the salesman's idea of his obligation to the purchaser of his goods of
+sale.
+
+[Sidenote: Sales Knowledge Universally Needed]
+
+This brief summary of the principal essentials of sales knowledge has
+been outlined in order to impress on you the practically _universal need
+for a better understanding of the selling process_. Certainly you are
+convinced now that it will pay _you_ to know HOW to sell. Then let us
+look next at _yourself_ in a different light--as a subject of study in
+sales-_man_-ship.
+
+
+
+
+CHAPTER II
+
+_The Man-Stuff You Have For Sale_
+
+
+[Sidenote: The Man Sales-Man Ship]
+
+Your _knowledge_ of sales principles and methods, and your _skill_ in
+selling ideas must be combined with right sales-_manhood_ if your
+_complete_ success in sales-man-ship is to be made certain. Particular
+_man_ qualities are necessary to make you a master _salesman_ in your
+chosen field. "A good man obtaineth favor." So we will study now the
+elements of character required for the most effective sales-_man_-ship,
+and how to develop them.
+
+We shall not consider "Man" in the abstract, nor exceptional ideals of
+manhood. Our thought of the sales _man_ will be concentrated on
+qualities _you_ have or can develop, that are necessary to make _you_
+most efficient in selling ideas about _yourself_.
+
+Some radical _changes_ in your present character may be required. But
+you will need principally to _grow_ in order to attain the full stature
+of sales manhood that is necessary to gain complete success. If your
+manliness is dwarfed now, you cannot succeed largely in selling true
+ideas of your best and biggest capabilities, until you rid yourself of
+the character faults that are stunting your growth as a sales _man_.
+
+[Sidenote: The Little Man Out-of-Date]
+
+Realize at the outset that the time has passed forever when the _little_
+man, with the narrowly selfish outlook for "Number One," might succeed.
+The demand of the future will be, however, not so much for BIG men as
+for big MEN. The world no longer looks up to Kaisers and Czars. Success
+has ceased to be merely a towering figure. Hereafter the one sure way to
+succeed will lead through the door of _brotherly understanding of the
+other fellow_, into the _common heart of mankind_. Only sales_man_ship
+can open that door with certainty.
+
+We are entering a new business era, where the old individualistic
+methods of attaining so-called "success" will be worse than useless.
+Many of them even now are forbidden by law. All the practices of the
+"profiteer" and his ilk are discountenanced by far-seeing people. Men of
+vision perceive that the size of To-morrow's Success will be measured in
+direct proportion to its quality of _human service_.
+
+"SERVICE" is the motto of the highest salesmanship. Therefore, in
+shaping your plans to succeed, start with the resolve to make yourself a
+truly big sales MAN. Do not copy the little, selfish models of
+Yesterday. Study the signs of the times. To be out-of-date is equivalent
+to being a failure.
+
+[Sidenote: Pint and Bushel Men]
+
+You will need to be big in ability, in imagination, in energy, in your
+ideals--but most of all you must be big in MANHOOD. If you are little
+and selfish in your life purpose, you cannot be certain of success in
+selling to a truly BIG man the idea that you are fully qualified for his
+service. Before making any attempt to sell yourself into a desirable
+position, take pains to develop as much _man quality_ as characterizes
+your prospective employer. You cannot comprehend him if you fall short
+of his standard of manhood. To-day the biggest buyers of brains and
+brawn recognize their obligations of human brotherhood. If you are
+little and self-centered, how can you reach into the mind and heart and
+soul of another man who is genuinely BIG? How can you impel him to think
+as you wish?
+
+The little man even doubts the existence of big manhood. He cannot
+comprehend such size. A pint measure, however much it is stretched, is
+utterly unable to contain a bushel. But the larger measure easily holds
+either a pint or a bushel. Similarly if you are big in _manhood_, you
+can comprehend alike the little man and the big man. You will be able to
+deal successfully with both.
+
+[Sidenote: The Clothing Of Manhood]
+
+It is not sufficient, however, that you grow to the full stature of your
+biggest man possibilities. It is necessary also that you be _clothed in
+the characteristics of manhood_ in order to be _recognized_ as a man.
+When you were only an infant, you were safety-pinned into a square of
+cloth once doubled triangularly. You graduated to rompers at a year and
+a half or two. Then you put on knee-pants, and afterward youth's long
+trousers. Now you wear the clothes of a full-grown man. You would not
+think of dressing in knickerbockers, or rompers, or--something younger,
+to present your qualities and services for sale. Yet your outer garb is
+much less important to the success of your salesmanship than is your
+_clothing of manhood._
+
+[Sidenote: What is Your Man Power?]
+
+If you hope to assure yourself of man's-size success in life, plan that
+wherever you are you will make the instant impression that you are
+"every inch a man," not just an overgrown baby or boy. Follow the
+example of Paul, that incomparably great salesman of the new ideas of
+Christianity. He wrote in his powerful first sales letter to the
+Corinthian field, "When I became a man, I put away childish things."
+_Compel respect_ by your sound virility. Have a well-founded
+consciousness that in manhood you are the equal of any other man, and
+you can make everybody you meet feel you are a man _all through_.
+
+What is your size as a sales _man_ now?
+
+Ask yourself this question, and answer it frankly. In order to make sure
+of selling yourself into the opportunities you want, you must take your
+own measure and fit your manhood to the selling process you have begun
+to learn. Beyond a doubt you are now a sales man of _some_ size. You are
+selling your physical or mental powers, your services of this kind or
+that, with a degree of efficiency directly proportionate to your
+man-power.
+
+[Sidenote: The ¼ m.p. Man]
+
+If you are only a ¼ m.p. salesman at present, you lack three-fourths of
+the man capacity needed to handle with certain success all the
+opportunities of full-size manhood. You were not limited by Nature to ¼
+m.p. size. You were born with _full man capacity_. You are like a
+gasoline motor developing but a quarter of the power it was designed to
+produce--not because of any structural fault in the engine, but simply
+for the reason that it does not function _now_ as it was intended to
+operate, and as it can be made to work _in the future_ if it is
+overhauled and put in perfect condition. The full power capacity
+originally built _into_ the motor needs to be brought _out_. Likewise
+_your_ man-power plant requires to be made as efficient as possible, in
+order to assure you of full man-capability for achieving success.
+
+Maybe your chief fault is poor fuel, and what you most need is good
+"gas." You have not been filling up your mind with the right ideas. Or,
+perhaps, your piston rings leak; and you lack the high compression of
+determined persistence. Another fault might be in your carburetor--you
+are not a good "mixer." Or your spark of enthusiasm may be weak. It is
+possible, too, that your fine points are caked over by the carbon of
+accumulated bad habits. Maybe you have a cracked cylinder--your health
+is partly broken down. The fault is in your timer, perhaps. You are not
+"on the job" when you should be.
+
+[Sidenote: Your Manhood Can Be Re-built]
+
+No matter what ails your particular engine, _it can be repaired or
+rebuilt into a full one-manpower motor of efficiency_. If you limp and
+pound along with but a quarter of your capability, it is your own fault
+for not overhauling your power plant. Don't continue as a ¼ m.p. man and
+blame anybody else, or curse your bad luck because you can't make speed
+and carry the load necessary to succeed. _Stop trying to go on crippled
+or clogged in manhood_. Run yourself into the repair shop right away and
+"get fixed."
+
+You can make your manhood over.
+
+There is full-man capability in you. You can get it all out and put it
+to work for your success.
+
+You have the ability to re-make your _character_ entirely, without
+changing _your individual nature_.
+
+You must accomplish transformation into _your best self_ before you can
+make the most of your opportunities to sell your abilities and services.
+It will not suffice that you just are _willing_, or _desire,_ to become
+a first-class salesman of your particular "goods of sale." Merely
+acquiring information or _knowledge_ of the selling process is not
+enough to assure your success in life. Even the most skillful _practice_
+of all the sales principles and methods you learn will be insufficient
+to guarantee your success--if you do not develop your full _man
+capacity_ for sales-man-ship.
+
+[Sidenote: Essentials of the Master Sales Man]
+
+The result of the necessary changes and growth in _your_ manhood will be
+an enlarged conception of _all_ men--your greater capacity to understand
+and to handle _any one else_ successfully.
+
+It is entirely possible for you to develop and cultivate every essential
+quality of the master sales-_man_, and still to be just _yourself_.
+
+[Sidenote: Good Appearance]
+
+The high grade professional salesman makes the best _appearance_ of
+which he is capable. Surely you can do that, too. You can train yourself
+to grace and ease in your bearing. However unsatisfactory your features
+may be, you certainly are capable of looking pleasant, and therefore of
+being attractive. It is possible for you to have well-kept hands and
+hair; to wear suitable, clean clothes; to be neat.
+
+[Sidenote: Physical Capacity]
+
+First-class salesmanship requires, too, a high degree of _physical
+capacity_ for the most effective performance of the selling process. You
+need health, virility, energy, liveliness, and endurance, in order to
+sell effectively _the idea that you are physically able_ to fill the job
+you want most. Physical incapacity is a handicap in almost any vocation.
+It can be remedied. It _must_ be remedied as fully as possible in your
+case. You may not be very robust naturally, _but you can make the most
+of the constitution you have_, with certain success as the incentive
+for your fullest possible physical development. Few of us are as well as
+we _might_ be.
+
+[Sidenote: Mental Equipment]
+
+Whatever your physical shortcomings, there can be no doubt that you are
+capable of developing all the essential _mental_ equipment of the
+successful salesman. You only need to comprehend a few elemental laws of
+mind science; and then to _train_ yourself to the utmost of your
+particular ability--in perceptive power, alertness, accuracy,
+punctuality, memory, imagination, concentration, adaptability to
+circumstances, stability, self-control, determination, tact, diplomacy,
+and good judgment.
+
+Does this seem like a long list of difficult accomplishments? Examine
+the items, and realize how easy it is to develop these mental qualities
+of masterly sales_man_ship.
+
+Perception is simply looking at things with your mind as well as with
+your eyes.
+
+Alertness is no more than mental sharp ears.
+
+Accuracy results from taking pains to be right.
+
+Punctuality is a habit of mind that anyone can develop.
+
+Memory is acquired by practice in remembering things.
+
+You use _some_ imagination every day--use _all_ your imaginative power.
+
+Likewise you occasionally concentrate your thoughts. More exercise in
+concentration will develop this mental characteristic.
+
+You adapt yourself to circumstances when necessary, or when you choose.
+You can train yourself so that you will be prepared to meet anything
+that may happen.
+
+You have a degree of stability of character, otherwise you never would
+accomplish anything. Increase your steadfastness by sticking to more
+purposes.
+
+Similarly determination, self-control, tact, diplomacy, and good
+judgment are merely the natural results of _continual practice_ to
+develop these mental qualities.
+
+[Sidenote: Emotional Qualities]
+
+The principal _emotional_ or _heart_ qualities required in masterly
+selling are ambition, hopefulness, optimism, enthusiasm, cheerfulness,
+self-confidence, courage, persistence, patience, earnestness, sympathy,
+frankness, expressiveness, humor, loyalty, and love of others. Think of
+these one by one, and realize how many of them you already possess to a
+considerable degree.
+
+You may not be optimistic; perhaps you lack self-confidence, or maybe
+you are wanting in courage. But with the possible exception of these
+three "heart" qualities of the master salesman, you are not deficient
+now in the emotional essentials of successful salesmanship. You need
+only a _higher degree_ of each.
+
+Develop all your capability in the other qualities, and you will find
+you have become an optimist. Your self-confidence, too, will grow as
+fast as you increase your ability. When you are full of optimism and
+self-confidence, you will not find it difficult to create courage within
+yourself. _Then you will have the complete emotional equipment of a
+master salesman._ The exact way to develop courage with certainty is
+explained in the second chapter of "The Selling Process," with especial
+reference to the professional salesman, who _must_ meet his prospects
+courageously in all circumstances if he would succeed.
+
+[Sidenote: Ethical Essentials]
+
+Nor is it hard for you to qualify yourself _ethically_ for mastery of
+the selling process. Surely your intentions are right. You mean to be
+honest and truthful. You can be of good moral character. You expect to
+be reliable. It should be easy for you to love your chosen work.
+
+[Sidenote: Spiritual Capacity]
+
+There remains, finally, the essential of _spiritual capacity_ for
+selling. It comprises idealism, vision, faith, desire to serve, ability
+to understand other men. Perhaps you are deficient in some of these
+spiritual qualities now. But with idealism all about you in the spirit
+of the world cannot you, too, lift your eyes to higher purposes than the
+satisfaction of merely selfish desires? Are you not able to look
+broadly, instead of narrowly at life? You know you must have faith--that
+you cannot make sure of success if you doubt. Your mission as a true
+salesman of yourself should be to serve your prospects by satisfying
+their real needs for the abilities you have. Love of others results from
+serving them with what you can supply that they lack.
+
+In no respect, then, from personal good appearance to spiritual
+capacity, need you be other than _your best possible self_ to qualify
+for certain success with the selling process.
+
+[Sidenote: Change and Growth Necessary]
+
+Reference has been made repeatedly in these pages to the necessity for
+_change_ and _growth_ in your man character before you can become a
+master salesman of your full capability for success. Of course you
+cannot change your _nature_ into a different _nature_; any more than one
+form of life can be transformed into an entirely distinct form of life.
+It is impossible to develop a carrot into a calla, or to make a dog of a
+pig. But the _elements_ of any particular form of life may be altered,
+most radically.
+
+[Sidenote: Develop Use, Activity and Quality Of Elements]
+
+So you can develop: (1) the _use_; (2) the _degree of activity_; (3) the
+_quality_, of any element in your present salesman equipment.
+
+For example, it is generally recognized that suitable clothes help to
+create a good impression. Therefore you should _use_ to the _highest
+degree of activity_ and of _quality_ what you know about the effect of
+dress in helping to create a good impression. But, to particularize, do
+you (_use_ your knowledge) polish your shoes, even if it is no more than
+flicking off the dust with your handkerchief, every chance (_highest
+degree of activity_) you get when they need it? And when you polish your
+shoes in the morning preparatory to starting your day's work, do you
+just give them "a lick and a promise," or do you "make 'em shine?"
+(Highest degree of _quality_.)
+
+[Sidenote: Animal Training]
+
+The "stupid" pig can be taught to do as phenomenal tricks as the
+"intelligent" dog. It is possible to train a pig so that he will appear
+to be able to discriminate among colors, to tell time, even to perform
+simple operations in arithmetic. At the circus or vaudeville we sit in
+wonder while the "educated" stupid pig, alertly afraid of the trainer's
+whip, performs stunts of seeming _intelligence_. Under the stimulus of
+fear he acts like a quick-thinking dog. In truth he _has_ been changed
+by training, from the _pig characteristic_ of utter stupidity to the
+_dog characteristic_ of rudimentary intelligence. But in _nature and
+form_ he remains just a pig. If you should see him among other pigs in a
+pen, you never would mistake the "educated" pig for a fat puppy.
+
+In the trained pig the _use_ of his pig mind is developed to an unusual
+degree of _activity_ and of _quality_ to save himself from punishment
+and to gain the tidbits that reward his performance of tricks. The
+purpose of the trainer is accomplished by changing and developing the
+_mind functioning_ of the pig. No trainer would attempt to change the
+_nature_ of a pig--to develop a pig into an elephant, a different
+_creature_. Only _characteristics_ can be changed or developed.
+
+[Sidenote: Plant Development]
+
+Luther Burbank has accomplished with plants even more extraordinary
+changes and developments in characteristics than have been achieved by
+the most expert trainers of animals. He could not make a carrot into a
+calla; but he did take the dwarf natural calla plant and develop it into
+a splendid lily that bears flowers measuring a foot across the petal. He
+also multiplied the characteristic colors of the natural calla and has
+evolved great blossoms of a score of shades, from pure white to jet
+black.
+
+The noted plant wizard developed, too, the naturally small, hard, dry,
+sour prune and transformed it into a juicy, sweet fruit that is bigger
+and more delicious than our common plum.
+
+He also succeeded in altering radically an element of the natural
+walnut, which had a characteristic covering skin of bitter tannin over
+the meat inside the nut shell. For countless centuries walnut trees had
+been in the habit of covering the meat of their nuts with this tannin
+skin. Luther Burbank trained selected walnut trees to give up this fixed
+bad habit, and to produce nuts the meats of which were not enveloped in
+bitter coverings.
+
+[Sidenote: Man Making]
+
+Since expert trainers have been able to accomplish such marvelous
+changes and developments in the characteristics of lower animals and
+plants--not changes in the form of life, but alterations so nearly
+miraculous that they seem almost to be changes in nature--is there the
+least doubt that you, a _man_, excelling every other animal, and every
+plant in consciousness and intelligence, are capable of the most
+radical, elemental changes in your present self?
+
+Cannot _you_, then, certainly develop and _use_ to a much higher degree
+of _activity_ and _quality_ the MAN characteristics you now possess? Of
+course you can! You need but to learn the _science of yourself_--to get
+full knowledge of what you are and of what you might be--by studying the
+_big, best qualities in you_. After that you will need _to make the
+most_ of what you learn about your true self. Intensive self-study will
+reveal to you all the possibilities of your enlarged and bettered
+personality. When you know you have developed your biggest, best
+manhood, you certainly will feel increased power to sell your "goods."
+
+Of all living creatures, Man is the most adaptable, is capable of the
+greatest development, and responsive in the highest degree to desires
+from within and to influences from outside himself. Only a stupidly
+ignorant man would hold to the belief that the elements of his character
+cannot be radically changed and developed. At present you may be
+handicapped with what you have considered "natural disqualifications"
+for success. Then _study_ yourself thoroughly, _one detail at a time_.
+Follow this self-analysis by intelligent practice in the active use of
+your best qualities, and determine to _change_ your "disqualifications"
+into _salable characteristics_ that will help you to succeed.
+
+[Sidenote: No Normal Man Lacks Qualifications For Success]
+
+Certainly a slouch can straighten up, wash his dirty hands and face,
+dress neatly, and suggest proper regard for his appearance. The physical
+weakling is able to build considerable strength into himself. Dullards,
+unless their brains are stunted, may develop surprising intellectual
+keenness. Careless men can train themselves to painstaking accuracy.
+Individuals who are habitually late may become models of punctuality.
+The man of flighty thoughts can concentrate. It is possible to control a
+quick, bad temper. Tact, diplomacy, and good judgment can be learned and
+used efficiently by the countless thousands of people who now are
+tactless, undiplomatic, and characterized by poor judgment.
+
+So it is with the principal emotional, ethical, and spiritual qualities
+of the master salesman. _You_ have them _all_, elementally. _Certainly
+you can develop any selected element to higher activity and use it_ to
+help you sell true ideas of your best capabilities.
+
+Maybe you have fought long and vainly for self-confidence, for courage,
+for will power. Perhaps you have realized for years that you are slow in
+perception, and have struggled to make yourself take mental snap-shots
+of details and conditions. You have wished and willed and worked to be
+agreeable and courteous; yet perhaps you lose friends by your
+characteristic disagreeableness and lack of courtesy. If, in spite of
+all you so far have done to improve yourself, you have been unable to
+get rid of your faults and defects, you are apt to question the
+statement that you _certainly can_ develop such qualities as you most
+desire.
+
+[Sidenote: Decision Will Power Hard Work Insufficient]
+
+No doubt you have _decided_, probably you have _willed_, very likely you
+have made a _persistent struggle_ to change your characteristics. You
+honestly have tried hard to grow, and to increase your man capacity.
+Consequently your failure may have left you rather hopeless about ever
+succeeding as you once expected to succeed. Perhaps you have given up
+your case as "too tough a job." We will assume that you are not so young
+as you wish you were, and that you have committed to memory the
+fatalistic, hoary lie, "You can't teach an old dog new tricks." But
+recall the fixed habit of bitterness the walnut had for centuries, the
+color and size of the natural calla, the sour taste of the little wild
+prune, which the plant wizard changed most radically without using any
+"wizardry" at all. He just _applied scientific knowledge_ in his
+training of walnut trees and callas and prunes and other forms of
+vegetable life. Have you tried his method of development? Do you know
+exactly what he did?
+
+If Luther Burbank had merely _desired_ and _willed_ that the walnut
+should give up its old bad habit, he never could have accomplished the
+job of development. He might have _insisted persistently_ for a
+life-time that the little, sour, dry prune should become more luscious
+and larger than the plum; but it would have remained the same in size
+and other characteristics as it always had been, despite his continued
+determination. Desire, will, and persistence were but preliminary steps
+toward the complete accomplishment of his purpose with the prune.
+
+[Sidenote: Luther Burbank's Method]
+
+Burbank worked out in his mind and by actual experiments _distinctive
+methods_ of development--_development and changes along particular,
+definite lines._ He selected for the prune he _wanted to produce,_ (an
+imagined, ideal prune) certain desirable qualities of the plum--the best
+plum characteristics. He studied _what produced these particular
+qualities in plums_. Then with his exact, scientific knowledge of the
+_similarity in nature_ of the plum and the prune, and his equally
+definite knowledge of the _differences in their characteristics_,
+supplemented by his knowledge of _exactly what produced_ the difference
+in the two fruits, he started his experiments with natural prune trees.
+
+He led specimens through a pre-determined scientific process of
+training. He succeeded in getting his experimental prune trees to
+develop discriminatively, almost as if they had the power of choice,
+_particular plum qualities in preference to others._ But the result was
+not a transformation of the prune trees into plum trees. The fruit of
+the tree he evolved was just a _perfected_ prune. He simply developed
+_all the capability_ the prune had originally to be _like_ a plum in
+deliciousness.
+
+[Sidenote: Natural Growth Without Struggle]
+
+Note just here one very important feature of the Burbank method of plant
+development and change. It did not involve any _struggle_ or _hard work_
+on the part of his trees. He merely provided _natural_, but
+scientifically _selected_ conditions and food; knowing that his prunes
+then would grow naturally in the particular ways he wanted them to
+develop, and in no other ways at variance with his plan.
+
+Perhaps the primary fault in your ineffective effort to develop yourself
+into the man you want to be, is that it has been a _struggle_. _Natural_
+growth always is _easy_. Growth involves a struggle only when one or
+more of the _means_ of natural growth are lacking. Luther Burbank wished
+his prune trees to develop certain selected qualities of the plum.
+Therefore he provided his wild prunes with the same means he had used
+effectively _with plums_ to increase _their_ lusciousness. He knew these
+means should have a _similar_ effect on _prunes_. When he had provided
+the natural means of discriminative development, he left the rest to the
+_natural growth_ of his prune trees. They began to develop the selected
+plum qualities _easily_, and generation after generation became more and
+more like plums.
+
+[Sidenote: Two Bases Of Growth Mind and Body]
+
+Now let us consider briefly: first, the _bases_ of natural, easy growth
+of selected man qualities; second, the _processes_ that take place in
+the development of desired man qualities, some of which may not have
+seemed to exist previous to the evolutionary training; third, the
+training _methods_ that should be employed to make these processes most
+effective and to produce the particular results wanted and no others.
+
+There are _two bases of development in every one_--the inner and the
+outer man. The _real himself_ is the inner man, which psychologists call
+the "Ego." But there is something else in the make-up of every man, his
+_body_. Each of us recognizes his body--not as _himself_, not as his
+ego--but as _belonging to_ the real, or inner himself. A man thinks and
+says, "_my_ body" just as he considers and refers to anything else that
+is his.
+
+The discrimination between the two parts of "_You_" must be understood
+at the very start of your self-development. All your plans for the
+growth of the characteristics you need to assure your success should be
+based on comprehension of your _duality_. The two "You's" in yourself
+not only are distinctly _different_, but they are also very intimately
+_related_ in all their functions. Neither your "ego" nor your body is
+independent of the other part of your duality. So, of course, both must
+co-operate fully in every _process_ of your self-development; and your
+_training methods_ should be planned for the bettered growth of your
+inner and outer man _as a team_.
+
+[Sidenote: Team-work Processes]
+
+You understand now that your growth should be on a dual basis; that you
+have two different men to develop, not just one; and that they must be
+handled _discriminatively_, but _together_.
+
+Next it is necessary that you know in _exactly what ways_ the activities
+of the mind man, or ego, are related to the activities of his body, or
+the physical man. Otherwise you cannot comprehend the team-work
+processes by which any desired qualities of manhood can be developed
+from their rudiments. Perhaps the reason you have not yet succeeded
+fully is that you have been a "one-horse" man and have not trained your
+dual self to be an effective _mind-and-body_ team pulling together. It
+takes both mind and body to bring to market successfully all the "best
+capability" of a man.
+
+[Sidenote: Training Methods]
+
+Evidently, as a pre-requisite to self-development, one should have
+knowledge of the particular processes that result _surely_ in natural,
+easy, rapid growth. Otherwise he would be more than likely to employ a
+wrong or only partly right _method of training_. So as a student of
+yourself you need to start with comprehension of your two _bases_ of
+development, mind and body. It is necessary next that you acquire
+scientific knowledge of the distinct but related _processes_ of
+developing your two selves severally to work together as a team. Then
+you must learn the particular _methods_ of coöperative mental and
+physical training that are most effective in accomplishing the man
+growth you desire.
+
+[Sidenote: Neither Mind Nor Body A Unit]
+
+Not only have you two selves, but neither "You" is a _single unit_. Your
+mind, as well as your body, is made up of distinctly different but very
+intimately related and associated _parts_. Your "mind" cannot be
+developed as a _whole_. Its parts must be severally bettered and
+strengthened in coordination, just as the physical man is developed by
+training his various muscles.
+
+You know you have _distinct sets of muscles_ which all together make up
+your _composite body_. Perhaps, however, you have not realized before
+that your _mind_ is not a _unit_, but is made up of innumerable distinct
+"mind centers," each of which functions as independently of the others
+as your set of eye muscles operates independently of the set of muscles
+governing the movements of one of your fingers. And possibly you do not
+know that each _mind_ center has a distinct _brain_ center, which
+functions for that _particular part alone_ of your whole mind. _Each
+associated mind-and-brain center_ also has direct, distinct nerve
+connections _with only one set of muscles_.
+
+In fact, you are "a many-minded, many-bodied" man--a collection of
+mental and physical _parts_, a composite man rather than a man unit.
+These several parts are in large measure practically _independent_ of
+one another. One set of body parts "belongs to" only its particular
+associated set of mind parts, or mind center.
+
+[Sidenote: Independent Mind and Body Centers]
+
+If you were constituted otherwise, your life would be very precarious;
+for the injury or destruction of even a minor part of your body would be
+fatal to the whole unit. As it is, you can lose a finger without
+affecting your eye-sight in the least. So you might suffer a localized
+brain injury that would completely paralyze a finger, without impairing
+your sight at all. Either the mind center that governs a finger, or the
+set of muscles in that finger can be affected without necessarily
+reacting upon any _other_ mind center or any _other_ set of muscles.
+
+[Sidenote: Interrelation Of the Ego And Physical Man]
+
+_But if the mind center that governs a certain set of muscles is
+affected, that set of muscles also is directly affected and at once.
+Likewise if anything happens to a particular set of muscles, the
+reaction is instantly transmitted to its associated mind center through
+the "direct wire" nerves and brain center which particularly serve that
+part of the mind_.
+
+Great scientists have studied mental and physical phenomena in
+inter-relation and have learned certain facts. For example, it is known
+that "the mind" not only affects the general functions of "the body,"
+but also the rate of bodily activity and the chemistry of body tissues.
+Long-continued hard thinking actually does "wear a man out." It consumes
+blood and brain tissue. It "slows him up." It may impair his digestion
+and appetite. We all know these things, but the scientists know just
+_why_ we feel _physically_ tired after using only our _minds_.
+
+They have learned also that every activity of the _mind_ has a direct
+effect on the _brain substance._ That is, each mind operation _through_
+the brain _changes_ its physical structure in some degree. Mental effort
+or relaxation increases or decreases the amount of blood in the brain.
+When you have been using your mind very hard, your head "feels heavy,"
+and it _is_ unusually heavy then on account of the extra amount of blood
+weight. Even the temperature of the brain, particularly of that portion
+of the brain which is especially functioning at a given moment, is
+changed with every mental effort.
+
+[Sidenote: Slow Muscles Slow Mind]
+
+There is abundant scientific proof that the quality and quantity of
+muscle, brain, and nerve (_physical_) activity in a particular
+individual are accompanied by corresponding qualities and quantities of
+_mental_ activity. That is, when a person's muscle action, nerve
+response, and brain action are sluggish, his _mind_ also develops a
+characteristic of slow action. And vice versa.
+
+We say of a certain acquaintance that he has an alert mind. But his
+"ego," or mental self, could not act quickly and alertly if his _brain_,
+the physical instrument of his _mind_, did not receive and transmit
+impressions swiftly to his mentality. The _brain_ does not _think_. It
+is as purely physical as any other part of the body. It just _handles_,
+or transmits in and out, to and from the _mind_, the various impressions
+sent _in_ by different sense muscles, and the mental reflexes or
+impulses sent _out_ by the innumerable mind centers. Your mind works
+_through_ your brain. Of course, therefore, the quality and quantity of
+mental work _you_ are capable of doing are limited by the degree of
+handling-or-transmitting _efficiency_ characteristic of _your_
+particular brain structure.
+
+[Sidenote: Value of Practical Psychology]
+
+Any interference with the _brain_ quality or quantity of an individual
+naturally interferes with his normal _mental_ functioning. If a
+particular part of a man's brain is injured, the associated mind center
+is harmed likewise and his mental _quality_ is affected in proportion.
+Should a certain portion of his brain be cut out, the total _quantity_
+of his mental powers would be correspondingly reduced. We all know these
+things about the brain and the mind. But only a few scientists are
+familiar with many _details_ of the _inter-relation of mind and brain
+and muscles_, which should be known to all people who want to make the
+most of themselves. The salesman of himself needs to understand his
+"goods" thoroughly; so as we study the selling process that completes
+the secret of certain success, we dig into _practical psychology_ a
+little way now in order to stimulate in you a desire for further
+exploration of that gold mine of opportunities.
+
+[Sidenote: Physical Manifestations of Ideas]
+
+The mind depends on the brain, in coordination with the nerves and
+muscles, to _express_ thoughts. That is how your _inner_ or "ego"
+sales-man gets his ideas _out_ of your physical salesman, and _shows
+them_ to the minds of prospective buyers. You can make another person
+conscious of your thoughts only by some _perceptible physical
+manifestation_ of the idea you wish to convey to him. Evidently, then,
+in order to succeed in developing your big sales manhood and in making
+effective impressions of it on others, you must learn both _how to
+think the ideas of big manhood into your own mind_ most effectively and
+how to _show them outwardly_ with masterly skill. The first process is
+man development; the second is sales-_man_-ship, or _manhood
+self-expression for the purpose of controlling the ideas of other men_.
+
+[Sidenote: Selling A Thought]
+
+There is but one way to indicate or express what is going on in your
+mind. Your thoughts can be physically shown only by _muscular action_ of
+some kind. Brain and nerve action are hidden, but muscle action can be
+perceived. If your _muscular action_ expresses exactly the _idea_ you
+desire and will and use it to manifest, your mind is able to get its
+_thought_ across to another mind--_to sell_ the idea.
+
+Conversely, if your muscle action--your outer, perceptible
+self--expresses something _different_ from your thought intention, your
+mind has failed to make the true impression of your idea. It may be that
+an impression directly contradictory to your thought has been made by
+your muscles working at cross purposes. So the truth in your mind won't
+get across to the other man's mind--not because your _idea_ was untrue,
+but because it has not been _physically interpreted_ by your muscles as
+you _intended_. For example, you might stand so much in awe of a man you
+greatly admire that you would avoid speaking to him, and in consequence
+would appear to him indifferent or cold. Your physical appearance would
+belie your intentions.
+
+Perhaps, if you have failed in life or have only partially succeeded,
+despite the qualifications you possess for complete success, your
+_muscles_ may be principally to blame. The parts of your idea-selling
+equipment that _can be perceived in action_ probably have not "delivered
+the goods" of sale correctly.
+
+[Sidenote: How Knowledge is Accumulated]
+
+Not only is your mind absolutely dependent on the muscular system of
+your body for any true _expression_ of the real _you_ inside; it
+likewise must depend on the activity of your various sets of muscles to
+get all the _incoming_ sense impressions that make up whatever
+_knowledge_ you have.
+
+Have you realized how your present fund of information was accumulated?
+Everything you know came into your conscious mind originally through
+impressions first made on your various "sense" muscles, and then
+transmitted by nerve telegraph to directly connected brain centers,
+which in turn passed on to their associated mind centers these original
+impressions of new ideas. Many repetitions of similar sense impressions
+were needed to register permanently in your mind your first conceptions
+of different colors, scents, etc. Thus you learned to think. The process
+was _started_--not by your _mind_--but by your various "sense" muscles.
+These received from your environment impressions of heat, cold,
+softness, hardness, etc., and passed them in to associated brain-mind
+centers, which thus commenced to collect knowledge about the world which
+you entered with a mind _absolutely empty of_ ideas.
+
+If a child might be born with a good brain, but with his general
+muscular system completely paralyzed, _he could learn nothing at all_
+regarding the world. He would have no conscious mind. No sense
+impression of smell, light, taste, sound, or feeling could be received
+by the brain of such a child; for no original perceptions of any kind
+could be taken in. He would be like a complete telegraph system with
+every branch office closed. No intelligence would be transmitted; since
+no message could be even filed for sending. Because of the paralysis of
+the sensory muscles, the child's conscious mind would remain blank.
+
+[Sidenote: Each Mind-Center Must Be Developed Specifically]
+
+Recall now that you have a _multiplex_, not a single brain. That is,
+your so-called "brain" is made up of innumerable, distinct "brain
+centers" which function quite independently of one another. No
+particular unit requires help from any of the others in order to do its
+especial work with full efficiency. _Each center attends only to its
+specific business in your life_. It rests, or relaxes from activity,
+when it has nothing to do; or when the particular muscles it governs are
+not in use. And, of course, when a certain _brain_ center rests or is
+inactive, its associated _mind_ center also rests or is inactive.
+
+As already has been stated, the mind of a man is built up, _through_ the
+brain instrument, by the _sense impressions_ transmitted to his
+consciousness. In other words, _all he knows with his mind first came
+into his mental capacity from outside impressions of things and ideas_.
+The fewer the impressions that come into the mind through the brain, the
+less does a man know. And only the impressions that come into a
+_particular_ mind center develop _that_ center. (For example, the
+development of keenest eyesight by many _optical_ impressions would not
+affect at all a man's ability to discriminate among the tones of music,
+would not give him "a good _ear_.")
+
+[Sidenote: Weak or Undeveloped Centers]
+
+It is evident, therefore, that if a _particular brain center_
+temporarily or permanently is deprived of right and sufficient exercise
+in transmitting sense impressions, _its coordinated mind center_ will be
+stunted in its growth or starved for lack of mental food. This is why a
+man is awkward in using his native tongue when he returns to the country
+of his birth after a long residence among people of a different nation
+where that language was not spoken. But a little exercise of his brain
+in transmitting again the sound of his native tongue will quickly
+stimulate his mind with the renewed supply of this particular mental
+food to which it formerly was accustomed. In a few weeks he will use
+the old language naturally; whereas another man, who never had spoken
+it, would require years to build up such full knowledge from a start of
+complete ignorance of the language.
+
+Evidently, too, a _weak_, undeveloped brain center would be incapable of
+receiving _strong_ mental impulses from its coordinated mind center, and
+of transmitting them in full strength to the particular muscles governed
+by that mind center. This is why, if a man's _brain center_ of courage
+is undeveloped, even the most courageous _thoughts_ will not make his
+body _act_ bravely. His legs may run away against his will to fight. The
+physical instrument of his mind (his brain), and also certain associated
+sets of muscles, must be sufficiently exercised in the _action_ of
+courage to build up within him the _physical structure_ of fearlessness
+that will be instantly responsive to a _mental attitude_ of bravery.
+
+[Sidenote: Right Exercise for Development]
+
+If for any reason the brain instrument is weak or undeveloped, it can
+handle only weakly either in-coming messages to the ego from the senses,
+or out-going impulses from the mind to the muscles. So, because of this
+undeveloped brain instrument, the full capability of neither the inner
+nor the outer man can be built up and put to use. Obviously, therefore,
+if one is ambitious to succeed, he needs to know and to practice the
+_coordinated mind-brain-muscle exercises_ that will increase the
+quantity and better the quality of his man capacity. Since he is a
+"many-minded, many-bodied" man, _general_ physical and mental exercise
+will not develop the _particular_ qualities required to assure his
+success. Each and every mind-brain-muscle set must be built up
+individually by _specific_ exercises which strengthen _that particular
+unit_ of the multiplex man. Then, of course, all his units should be
+taught to work _together_ to make his success certain with his
+all-around capability fully developed and coordinated.
+
+[Sidenote: The Discriminative-Restrictive Method]
+
+Luther Burbank worked out "discriminative-restrictive" methods of growth
+that may be applied as successfully to men as to plants. He could not
+have built up the ability of a prune tree to produce _delicious_ fruit
+if he had not fed into the tree structure, or instrument of production,
+a sufficient quantity and high quality of the _particular plant foods of
+deliciousness_. He restricted his experimental prune trees to the
+development of specific delicious qualities, by giving them no food
+except that _discriminatively_ selected for his purpose. That is, he
+made them develop in one way and in one way only, when he was making a
+particular test.
+
+Similarly, as has been stated before, you can develop the specific _man_
+qualities you need to succeed. You must _feed_ to a particular mind
+center, through the related brain center, _selected sense impressions_.
+These can come only from the coordinated set of _muscles_ governed by
+that mind-brain center. Then you should _exercise_ the specific brain
+center and set of muscles in the production of mental reflexes, or the
+mind fruit. Acts of courage, for example, are the fruit of brave
+thoughts.
+
+[Sidenote: Brain Development]
+
+A particular brain center, of course, will be strengthened both by the
+_food_ of sense impressions it is given, and by the _exercise_ of
+handling messages to and from the mind. The brain, or physical
+instrument of the mind, is like an intermediary or go-between of the ego
+and the body. It is of the utmost importance that it should do its work
+efficiently. Otherwise the full capability of neither the outer nor the
+inner man can be utilized.
+
+If Brown passes something to Jones, who passes it along to Smith; then
+Smith passes it back to Jones to be re-passed to Brown--Jones, the
+middle agent of transmission or handling instrument, whom we are
+comparing to the brain, might be so awkward, slow, and inefficient as a
+go-between that the possible ability of Brown and Smith in passing would
+be nullified or greatly hampered. But if the inefficiency of Jones is
+blamable to his inexperience, it evidently can be changed to efficiency
+by _sufficient right exercise_ in passing. The more of that sort of work
+he does, in either direction, the better passer will Jones become.
+
+His exercise, however, must be _in passing_ things, if _passing_
+capability is to be developed. He would not become a better and quicker
+_passer_ by any amount of exercise in taking things apart, or in
+inspecting things--wholly dissimilar functions.
+
+[Sidenote: Training in Passing]
+
+Moreover, Jones would not become an expert passer of _glassware_ as a
+result of practice in passing _bricks_, for the two kinds of things are
+not handled alike. Indeed, the man accustomed to passing bricks might be
+more likely to break glassware than another man who previously had no
+particular skill in passing anything. The expert brick-passer would be
+apt to forget sometimes that he was passing glass. His muscles might
+treat the fragile ware with the rough habit acquired in passing bricks.
+
+Plainly, discriminative-restrictive methods of training are required to
+perfect capability in any _particular_ kind of physical passing; however
+much skill in _general_ passing may have been developed. If Jones should
+become expert in passing pails of liquid, he would nevertheless need to
+train himself anew in order to pass frozen liquid efficiently in the
+form of cakes of ice. And, to particularize still more, it would be
+necessary for him to learn how to pass different liquids. Water and
+thick molasses in pails should not be handled alike.
+
+Similarly the various brain centers, as passers of different sense
+impressions and mental reflexes in and out, require, each of them--like
+Jones--the _specific_ exercises that will develop _their several
+particular_ abilities. The _individual brain unit_ (as of courage,
+memory, judgment, etc.) is strengthened only by handling the in and out
+business of _its_ coordinated muscles and mind center. Also, while a
+particular set of muscles and coordinate mind center are strengthening
+their brain center by the exercise they give _it_, they are both being
+developed by the same exercise of passing along sense impressions and
+thoughts to each other through the brain--like Smith and Brown.
+
+[Sidenote: The Process Of Growth]
+
+Returning to the comparison of Burbank's methods with man development,
+we perceive again how the principle of discriminative-selective training
+is applied to accomplish the growth of certain characteristics needed
+to assure a man's success. The plant wizard in his initial tests gave
+to his undeveloped prune trees particular food and conditions and
+treatment selected for the purpose of imparting specific qualities of
+deliciousness. A prune _somewhat improved_ in deliciousness was
+the first result. Then from the product of that _improved_ prune
+he started _another_ cycle of development. He fed the selected food
+of deliciousness to the improved prune tree, and a fruit _more_
+delicious resulted. His work was simply plant breeding by the
+discriminative-restrictive method. Brain breeding is a similar process
+of _particularized, cumulative_ development.
+
+[Sidenote: Begin With Specific Training of The Outer Man]
+
+All the foregoing rather complicated explanation of "psychological
+processes" has seemed necessary to make a clear impression of the _right
+training methods_ for building within you any quality you need to assure
+your success. You must begin by training your _outer_ man.
+
+You can develop a particular mind-brain center (such as the center of
+courage) only by the discriminative-restrictive training of those
+portions of your _body_ which are directly related in activity and
+responsiveness to that mind-brain unit of the multiplex YOU. Training of
+_any other_ set of muscles will not develop the particular mind-brain
+center you want to build up, and would be a wrong procedure.
+
+You should _begin_ with specific training of particular sets of _sensory
+muscles_ because, as we have seen, that is the _natural_ order of the
+process of growth. It is how you began to learn everything you know. You
+can increase and improve your present limited, conscious knowledge most
+effectively by taking into your mind from your _trained_ particular
+senses _more and better_ impressions than you ever have taken in before.
+
+[Sidenote: Developing Persistence]
+
+Suppose your success has been hindered by your lack of persistence. You
+need to develop _that quality_ in particular. Let us see how the
+discriminative-restrictive principle should be applied specifically to
+assure you of building _persistence_ within yourself.
+
+First it is necessary that you discriminate between _this one_ quality
+and _all others_; especially between it and the quality of
+_determination_. Very _different_ training methods are required to
+develop persistence and determination respectively. When you are just
+"determined" to do a thing, your jaw muscles, your arm and back muscles,
+perhaps all your commonly known muscles, will be hardened _as long as
+you remain determined, but no longer_. They will relax when the occasion
+for determination has passed. The habit of instantly tensing your
+muscles temporarily whenever you need to be determined will very greatly
+strengthen and improve the efficiency of your brain-mind center of
+_determination._ But that _temporary_ hardening of your muscles will
+only slightly affect the development in you of _characteristic
+persistence_.
+
+[Sidenote: Developing Determination]
+
+Hence the training of your muscles for building the habit of
+determination within you should be concentrated on exercise in _changing
+swiftly_ from comparative laxity to _muscular tension_. That is, in
+order to accustom your _mind_ to hardening with _determined thoughts_
+whenever determination is needed, you should train your _muscles_ to
+harden _in coordination_, and thus to support your mental determination
+by the complementary _physical suggestion_ of the same quality.
+
+You do not need to use determination _all the time_; so it will be
+sufficient if your muscles are taught to be _quickly responsive_ to
+determination of mind on any occasion. (You know it helps you to carry
+out a resolution if you stiffen your body at the moment you make up your
+mind to do a thing, but _continued_ stiffness of the body in
+determination would be a strain likely to weaken your power of action
+unless backed by a tremendous, stored-up reserve strength of muscles.)
+Begin your practice for the development of determination, then, by
+training your muscles to tauten the instant you think determinedly. Your
+brain-mind center of determination will also be strengthened by the
+exercise that builds up the supporting habit of muscle action in
+coordination. Millions of men have failed in life because their
+determined thoughts were not reenforced by stiffened backbones.
+
+[Sidenote: Discrimination Between Determination and Persistence]
+
+Now let us discriminate between muscle training to develop the
+characteristic of _persistence_ and the training already described for
+the building of determination. In order to strengthen your persistence,
+you must transmit through the distinct brain center of persistence to
+the corresponding mind center, the impression of muscles _permanently
+developed in firmness_, not just capable of temporary hardening on
+occasion.
+
+The _characteristically persistent_ man has gradually developed his
+lax-muscled, sagging, baby chin into a jaw that is habitually firm,
+whether or not he happens to be determined to do anything at a given
+moment. His muscles do not sag utterly, even when he is asleep. He
+probably wakes up in the morning with his teeth clenched. So, whenever
+his coordinated brain-mind center perceives that the quality of
+persistence is required, and starts to apply it, the _mental impulse_ to
+persist is backed by a _permanent firm muscle structure_ that can stand
+up as long as the mind needs the physical support.
+
+[Sidenote: A Slump in Determination]
+
+In contrast, the man who is only characteristically _determined_, but
+who lacks _persistence_ in his determination, has developed just the
+habit of hardening his muscles _for the time_ he is determined on doing
+a particular thing. That does not exercise his muscles sufficiently to
+make them firm _all_ the time, whether under tension or not.
+Consequently his determination is likely to slump if his resolution is
+subjected to a long strain. He does not possess muscular structure
+sufficiently strong to support persistence in his determination.
+
+_Habitual lack_ of firmness in the jaw muscles, as you know, results in
+a sagging chin; which detrimentally affects the brain-mind center of
+persistence. A man whose jaw habitually hangs loose may be capable of
+great _determination_ for a while, but he is not _persistent in
+character_. He might clench his teeth, stiffen his body, and plunge into
+the surf to rescue a drowning person; but his first resolution to
+effect the rescue would be weakened by the cold water and by fear. He
+lacks the quality of the bulldog that will die rather than loose its
+teeth from another dog's throat.
+
+[Sidenote: Muscles Express and Impress Ideas]
+
+The coordinated muscles _express_ the mental attitude, as we have
+perceived; and equally they _impress_ the mind with _their_ attitude. If
+you have a sagging chin, you are incapable of the mental bulldog grip of
+persistence. So _tighten up your jaw muscles, and never let them hang
+utterly loose_, if you are resolved to develop the characteristic of
+"stick-to-it-iveness." _Begin_ with _muscle_ training, for your muscles
+must be utilized to start the process of building up your brain-mind
+center of persistence.
+
+[Sidenote: Developing Perception]
+
+When you train the particular sense muscles that transmit external
+_impressions_ to a particular brain-mind unit (the same muscles that
+reflexively _express_ the ideas of that one part of your multiplex ego)
+you may be absolutely _sure_ of developing a particular related
+characteristic. For example, if you want to sharpen your _perceptive_
+faculties so that you will see with the _eyes of your mind_ much more
+than the _ordinary_ man perceives, exercise your _physical_ eyes in
+taking snap-shots that you can see clearly in detail _with your
+imagination_ when you look away from an object after a glance at it. Try
+glancing at the furnishings of your room, then shut your eyes and
+construct a mental picture. When this is definitely clear to you, open
+your eyes. The reality will be very different from your imagined
+picture. But _sharpen your perceptive faculties_, develop a "camera
+eye;" then the reality will be exactly impressed on your mind. Witnesses
+in court often contradict one another, in all honesty, simply because
+their ability to perceive actualities is not highly developed. In
+consequence, they get false mental impressions of happenings or things
+they severally have seen.
+
+[Sidenote: Three Processes Of Mental Development]
+
+There are but three _processes_ of mental development:
+
+The first process comprises _getting information_ from a _sense_ to its
+associated _brain center_, which then makes the _mind_ center conscious
+that particular information has been transmitted to it.
+
+The second process is _organizing_ the information in the mind center,
+with relation to _other_ information _previously_ brought to the mind.
+
+In the third process the mind center directs its co-related brain center
+to send out certain _impulses of action_ to the corresponding muscular
+structure.
+
+Let us analyze an illustration of these three processes of mental
+development. Suppose first you _hear_ something that concerns a
+particular prospect for your "goods of sale." Second, you comprehend the
+_significance_ to you of what you have heard. Third, your mind directs
+your muscles to make a particular _use_ of what you have comprehended.
+The original mental impression has been _fully developed_ because you
+employed all three processes. If you had not completed the cycle of
+development, you would have given your mind only partial exercise with
+what you heard.
+
+In order to become a master salesman, you must _take in_ many
+impressions, perceive their _significance to you_ and how you can make
+use of them, then _act_ on your comprehension of what you have learned.
+There are countless failures in the world who might have been successes
+if they had not stopped their possible mental development at the first
+or second stages.
+
+A man might know an encyclopedia of facts, but be a failure.
+
+He might comprehend how to use his knowledge, and still be a failure.
+
+_Success comes only to the man who acts most effectively on what he
+knows_.
+
+[Sidenote: Right Practice Of the Three Processes]
+
+In order to secure quick and effective results, the _practice_ of the
+three necessary processes of development should be:
+
+First, _definitely conscious_. You need to _know just what_ quality you
+want to develop in yourself.
+
+Second, _discriminative_. You must learn the _differences_ between what
+you _want_, and what you _don't want_ to develop in particular.
+
+Third, _restrictive_. It is necessary that in your training to develop a
+certain quality, you _concentrate_ your practice on the respects in
+which this particular quality differs from other qualities.
+
+Most of us are pretty _definitely conscious_ of what we want. We know
+just the qualities we would like to have. But very few people employ
+most effectively the _discriminative-restrictive methods of training_ in
+their processes of development.
+
+[Sidenote: Importance of Differentiation]
+
+It is impossible to develop a particular quality fully if you only
+recognize its _likenesses_ to other qualities. _Real mental development
+is accomplished only as a result of the recognition of differences_.
+After studying twins for a year, you still might be unable to tell them
+apart if you were impressed solely with their remarkable similarity to
+each other. Another man, with a mind discriminatively and restrictively
+trained to recognize differences, would learn in five minutes to
+distinguish the individualities of the twins.
+
+Almost phenomenal development can be attained by use of the
+discriminative-restrictive training method. The minutest distinctions
+can be perceived if one concentrates his practice for mental growth on
+the recognition of _differences only_. Individuals who have lost one
+or more senses become extraordinarily adept in detecting contrasts with
+their other senses. A normal man, possessed of all his senses, is
+capable of even greater development of his powers of differentiation.
+
+You know how remarkably a blind man learns to "see" with his fingers
+and ears. But need you lose the sense of sight before you can comprehend
+the lesson of his example to you? You realize that you appear to lack
+many essential qualities of success. Know now that these are all merely
+_dormant_ in you. They can be awakened and developed to an
+extraordinary degree if you train yourself consciously in the
+discriminative-restrictive use of all your sense tools. You would do it
+if you were blind. It certainly should be much easier to accomplish the
+desired transformation with your eyes open to aid your other senses.
+
+[Sidenote: Whatever You Lack Now You Can Develop]
+
+The significance of all this is that you need not be permanently
+handicapped in your sales-_man_-ship by any present lack of particular
+qualifications for success. _It makes no difference what you happen to
+be short of now_. By properly coordinating your brain-mind-muscle sets
+or centers, and by using all three in the processes of your development,
+_you can make yourself over almost miraculously_. Will power, courage,
+exact and wise judgment, persistence, patience, rapid thinking,
+constructive imagination--_any and all qualities you want_ CAN be
+developed in you, even though they now seem not to exist.
+
+Your development is limited only by the practically limitless number of
+unawakened cells in your brain. Most of your potential mind centers are
+asleep yet. _You can wake up the slumberers with your various sense
+muscles, and vigorously exercise them into activity for your success_.
+You have been handicapped because you have been carrying so many
+"dead-heads" that ought to be working or paying their way.
+
+_Remember that growth of any brain-mind center can be begun and
+continued only by the exercise of the coordinated set of sense muscles
+in transmitting impressions from outside yourself and in expressing your
+thoughts_.
+
+[Sidenote: Your Limitless Brain Capacity]
+
+The number of cells in the human brain has been estimated at from six
+hundred millions to two billions. The greatest genius who ever lived
+doubtless had scores of millions of brain cells that remained more or
+less idle, if not sound asleep, all his life. Nature has furnished you
+with a plentiful surplus of grey matter in your head. Do not be afraid
+that you will exhaust or tire out your brains by your self-development.
+_Put into your work all the brains you can waken with your various
+senses. And keep the alarm clocks wound up_.
+
+William James, the great psychologist, wrote, "Compared with what we
+ought to be, we are only half awake. Our fires are damped; our drafts
+are checked. We are making use of only a small part of our physical and
+mental resources. There are in every one potential forms of activity
+that actually are shunted from use. Part of the imperfect vitality under
+which we labor can thus be easily explained. One part of our mind dams
+up--even damns up--the other part."
+
+[Sidenote: Growth Can Be Assured And Success Made Certain]
+
+Can you become a big sales MAN? Of course! You have all the necessary
+tools to make yourself over in any way you will--your muscles, nerves,
+brain, and mind. Use them cooperatively, as they were meant to be used,
+_in their respective sets_--not as if you were a mental-physical unit.
+_To develop your sales manhood you need only to apply real thinking in
+the processes of your daily life_. Study out the reasons and effects of
+all your acts and expressions. Your experimental psychological
+laboratory should be yourself, undergoing at your hands the
+transformation from what you are to what it is possible for you to
+become. Begin making your man-stuff over. Each successive step will be
+easier to take. _Your growth, when you employ the right processes and
+methods, is certain_. Therefore your success in making yourself a big
+sales man can be _assured_.
+
+
+
+
+CHAPTER III
+
+_Skill In Selling Your Best Self_
+
+
+[Sidenote: Practice Of the Art]
+
+If you have developed real capability and first-class manhood, you have
+"the goods" that are always salable. But you realize now that the mere
+_possession_ of these basic qualifications for success will not insure
+you against failure in life. You cannot be _certain_ of succeeding
+unless you _know how to sell_ true ideas of your best self in the right
+market or field of service, and until you develop _sales skill_ by
+continual correct practice.
+
+We will assume that you have had little or no selling experience. You
+are conscious that you entirely lack sales art. Therefore, though in
+other ways you feel qualified to succeed in life, you may be dubious
+about your future. Perhaps you realize that _skill in selling_ true
+ideas of your best capabilities is all you need to make your success
+certain. But you question, "Can I be _sure_ of becoming a skillful
+salesman of myself?" You have no doubt of your ability to _learn_ the
+selling process, but very likely you do not believe you ever could
+_practice_ it with the art of a master salesman. Consequently you are
+not yet convinced of the certainty of your success.
+
+[Sidenote: Success Proportionate To Sales Skill]
+
+Of course success cannot be absolutely assured in advance unless _every
+element_ of the secret we have analyzed can be mastered. Hence it is
+necessary that you now be shown _certain ways_ to sell ideas--ways that
+_cannot fail_, that are adaptable to the sale of _any_ right "goods,"
+and that _you_ surely can master. You need to feel absolutely confident
+that _if you follow specific principles and use particular methods, you
+can impress on any other man true ideas of your best capabilities_. When
+you become skillful in making good impressions, you certainly will be
+able to sell yourself into such chances to succeed as fit your
+individual qualifications.
+
+_Your success with the best that is in you can be made directly
+proportionate to your skill as a salesman of "your goods_." Mastery of
+the art of selling will enable you to cut down to the minimum the
+possibilities of failure in whatever you undertake. Remember that
+_success does not demand perfection._ There never was a 100% salesman.
+To be a success, you need only _make a good batting average in your
+opportunities_ to sell. It is not necessary to hit 1000 to be a champion
+batsman in the game of life. Ty Cobb led his league a dozen years with
+an average under .400.
+
+[Sidenote: Technique And Tools]
+
+The _foundation_ of sales art is _knowledge of selling technique_. So
+the first step in the process of developing your skill as a salesman of
+yourself is the study of the _right tools_ for making impressions of
+"true ideas of your best capabilities." You must know, also, the
+scientific rules that govern the _most effective use_ of these right
+tools. Technique, however, is only the _basic element_ of salesmanship.
+On the foundation of your sales _knowledge_ it is necessary to build
+sales _skill_ that will completely cover up your technique. Your
+perfected sales art should seem, and really be _second nature_ to you.
+
+Your salesmanship probably will be crude until you overcome the
+awkwardness of handling unfamiliar tools, or familiar tools in ways that
+are new to you. But "practice makes perfect." The use of the right
+technique in selling true ideas about your best self will soon become
+natural.
+
+[Sidenote: Making Success Easy]
+
+The _skillful_ sale of ideas is accomplished _without waste of time or
+energy in the selling process_. The unskillful, would-be salesman not
+only fritters away his own time and effort, he also wastes the patience
+and power of the man to whom he wants to sell his "goods." The sales
+artist, however, gets his ideas into the mind of a prospect _quickly_,
+with the least possible _wear and tear_ on either party to the sale. No
+one appreciates a fine salesman so thoroughly as the best buyer. Skill
+in selling true ideas about your particular qualifications will not only
+_assure_ your success, but will make it _easy_ for you to succeed.
+
+[Sidenote: Docking Your Sales-man-ship]
+
+The skillful salesman is the captain of his own sales-man-ship. But in
+order to make certain of landing his cargo of right impressions he takes
+aboard the pilot Science to begin with, and then concentrates on four
+factors of the art of selling ideas:
+
+First, _discovering and traversing_ the best channel into the prospect's
+mind;
+
+Second, _locating the particular point of interest_ upon which the
+salesman's cargo can be most effectively unloaded;
+
+Third, _maneuvering alongside_ this center of the buyer's interest;
+
+Fourth, _securely tying to_ the interest pier so that the shipload of
+ideas may be fully discharged.
+
+The primary aim of the skillful salesman _when making port_ is to get
+safely to the right landing place as soon as possible and with the least
+danger of failure in his _ultimate purpose_ of completing the sale. At
+this initial stage of the selling process, however, he concentrates his
+thoughts on the _skillful docking_ of his sales-man-ship. The _nature of
+the cargo_ a sailor ship captain brings to port has little or nothing to
+do with the art of reaching and tying up to the pier. Similarly,
+whatever his "goods of sale," the skillful _salesman_ uses the same
+principles and methods to dock his salesman-shipload of ideas most
+effectively in the harbor of the prospect's mind. So the _art_ you are
+studying is _standardized_. When you master it, you can apply it
+successfully to the sale of your best self or any other "goods of sale."
+
+[Sidenote: Reasoning And Argument Are Wrong]
+
+Before considering the methods of selling that are most effective, it
+will be well to get rid of a mistaken idea that is all too common. A
+great many people regard reasoning power, or the force of pure logic, as
+an important selling tool. There are so-called salesmen who attempt to
+"argue" prospects into buying. Unthinking sales executives sometimes
+instruct their representatives to employ certain "selling arguments."
+But the methods and language of the debater have no place in the
+repertory of a _truly artistic_ salesman or sales manager.
+
+One debater never _convinces_ the other. At best he only can _defeat_
+his antagonist. In a skillfully finished sale, however, there should be
+neither victor nor vanquished. The selling process is not a battle of
+minds. There is no room in it for any spirit of antagonism on the part
+of the salesman. So in your self-training to sell true ideas of your
+best capabilities, do not emphasize especially the value of logic and
+reasoning. If you use them at all in selling yourself, disguise their
+character most skillfully. _Never suggest that you are debating or
+arguing your qualifications_ with prospective buyers of your mental or
+physical capacity for service. You cannot browbeat your way into
+opportunities to succeed.
+
+Most employers buy the expected services of men and women in order to
+satisfy their own _desires_ for particular capabilities. Few will buy
+against their wishes. In order to sell your qualifications with certain
+success, you first must make the other man genuinely _want_ what you
+offer. Almost always _mind vision_ and _heart hunger_ must be stimulated
+to produce desire. Therefore the most skillful salesman of himself does
+not use the words, tones, and actions of argument. In preference to cold
+reason and logic he employs the arts of _mental suggestion_ and
+_emotional persuasion_.
+
+[Sidenote: The Force of Suggestion]
+
+Suggestion is especially effective in producing desire; because an idea
+that is merely _suggested_, and not stated, is unlikely to provoke
+antagonism or resistance. A suggestion is given ready access to the mind
+of the other man. Usually it gets in without his realizing that a
+_strange_ thought has entered his head from outside. When he becomes
+conscious of the presence in his mind of an idea that has been only
+_suggested_ to him, he is apt to treat it _as one of his own family of
+ideas_ and not as an intruder. Naturally he is little inclined to oppose
+a desire that he thinks is _prompted by his own thoughts_. However, he
+would be disposed to resist the same wish if he realized it had been
+_injected_ into his consciousness.
+
+All of us know the great force of suggestion; but there are very few
+people who so use words, tones, and movements as to make the _most_ of
+their power of _suggesting_ ideas in preference to _stating_ them.
+Probably no tool of salesmanship will be of more help in _assuring_ your
+success than fully developed ability in suggestion, which is the
+skillful process of getting your ideas into the minds of others
+_unawares_.
+
+[Sidenote: Words Are Doubted]
+
+The _words_ we use are intended to convey pretty definite meanings to
+listeners. If we are entirely honest in our words, we expect whatever we
+say to be taken at its face value as the truth. Yet each of us knows
+that his own mind seldom accepts without question the statements of
+other men, however well informed and honest they are reputed to be. You
+and I mentally reserve the right to believe or to doubt the written or
+spoken _words_ of someone else; because they always enter our minds
+_consciously_. We know that the words we hear or read come from _outside
+ourselves_.
+
+The skillful salesman proceeds on the assumption that his words will be
+stopped at the door of the prospect's mind and examined with more or
+less suspicion of their sincerity and truth. Therefore the selling
+artist employs words principally for one purpose--to communicate to the
+other man information about such _facts_ as cannot be introduced to his
+consciousness otherwise. Some facts can be told only in words. But a
+master of the selling process uses as few words as possible to convey
+his meaning. He depends on his _suggestive tones_ more than on what he
+says. He reenforces his speech with accompanying _movements_ and
+muscular _expressions_, to get into the mind of the other man by
+_suggestive action_ the true _ideas behind the words_ used.
+
+Similarly when you bring your full capability to the market of your
+choice, you should not rely upon a mere _declaration_ of your
+qualifications; and upon _word_ proof, written or spoken, that you are
+_the_ man for the job. Your words are unlikely to be taken at their face
+value. Any claims you have a right to make will be discounted heavily if
+you _say_ very much about your own ability. You run the risk of being
+judged a braggart and egotist when you _talk_ up your good points;
+though you may be telling no more than the plain truth.
+
+[Sidenote: Tones and Acts Are Believed]
+
+However, if your _tones_ of sincerity and self-confidence denote really
+big manhood; and if your every _act and expression_ indicate to a
+prospective employer that you are entirely capable of filling the job
+for which you apply, he probably will consider himself very shrewd in
+sizing you up. Really _you_ have suggested to him every idea he has
+about you, but he will think _he_ has _found_ in you the very
+qualifications he desires in an employee. You can do more to sell
+yourself by the way you walk into a man's office than you could
+accomplish by bringing him the finest letters of introduction or by
+"giving him the smoothest line of talk about yourself." He is able to
+read the principal characteristics of the real You in your poise and
+movements and in the manner of your speech. _He will believe absolutely
+any characteristic he himself finds in you_. _What_ you say to him may
+have little real influence on his judgment of you. But be sure that he
+will note _how_ you speak; and will make up his mind about you from your
+tones and actions, rather than from your words. He will think the ideas
+you suggest to him are _his own original discoveries_.
+
+[Sidenote: Suggestion By Tones And Acts]
+
+Evidently, before you attempt to achieve success, it is very important
+that you study the _art of suggestion_ by tones and actions. When you
+know the principles, you should practice this art until you make
+yourself a master of skillful suggestion.
+
+You need to know precisely the _effects_ of tone _variations_, the exact
+_significance_ of the _various_ tones you can use. It is necessary also
+for you to comprehend not only that "Every little movement has a meaning
+all its own," but _just what that meaning is_. When you are equipped
+with thorough knowledge of _how_ to suggest particular ideas through
+tones and motions, you should practice using the principles and methods
+of suggestive expression you have learned, until it becomes second
+nature _always to speak and act with selling art_. Then you will be a
+skillful salesman, sure of your power to sell true ideas of your best
+capability wherever you are. Your success will have been made certain
+through your sales _art_ built on the foundation of your sales
+_knowledge_ by your fully developed sales _manhood_.
+
+[Sidenote: Discriminative Selective Method]
+
+Your increased selling _skill_ will result _naturally_, just as we have
+seen that you will _grow_ naturally in sales _manhood_, if you employ
+the discriminative-selective method when training your human nature in
+the art of suggesting your best self. You need first to recognize the
+exact _differences_ of significance among the various tones and
+movements at your command. Then your self-training in suggestive
+expression should be concentrated on the _particular ways_ of speaking
+and acting that will best demonstrate your qualifications for success.
+Of course it is equally important to _eliminate all tones and movements
+that might suggest unfavorable ideas_ about you. To make sure of your
+success, be certain that everything you do and say tells "the truth, the
+whole truth, and nothing but the truth" about your capabilities. It is
+necessary to make sure no word, tone, or movement carries the least
+suggestion that might possibly leave a false impression of the real You.
+
+Let us make a brief analysis now of words, tones, and acts--_the three
+means of suggestive expression which are the natural equipment of every
+man for conveying his ideas to the minds of others_. You cannot employ
+the discriminative-restrictive method to develop your selling skill
+unless you know very definitely just _what_ your different tools of
+expression are, and the almost infinite variety of _uses_ to which they
+can be put.
+
+[Sidenote: Four Rules About Words]
+
+For the reasons already explained, words are of much less value than
+tones and movements in suggesting ideas the other man will admit to his
+mind unawares. But the sales efficiency of words can be very much
+increased if they are chosen with intelligent _discrimination_, and if
+the choice is _restricted_ to words that have four qualifications.
+
+First, they should be _common_ words.
+
+Second, _short_ words are more forceful than long words.
+
+Third, words of _definite meanings_ are preferable to mere
+generalizations.
+
+Fourth, words that make _vivid_ impressions are most effective in
+suggesting ideas.
+
+[Sidenote: Common Words]
+
+When you employ words to sell true ideas of your best capability, choose
+words that everybody understands. Do not "air your knowledge" in
+uncommon language. Unless you are seeking a position as a philologist in
+a college, restrict yourself to every-day common speech when selling
+your personal qualifications. An important element in the skillful sale
+of ideas is making them as _easy_ as possible for the other man to
+comprehend. If you use unfamiliar words, it sometimes will be hard for
+him to understand what you mean. _The truly artistic salesman avoids
+introducing any unnecessary element of difficulty into the selling
+process_. So you should discriminate against all unusual expressions and
+restrict yourself to the _common_ words that are easy for any man to
+comprehend.
+
+[Sidenote: Short Words]
+
+A long word or phrase may convey your idea clearly, but _force_ is lost
+in the drawn-out process. Remember that your _words_ will meet the
+intuitive resistance of the other man's mind before they are admitted to
+his full belief. You cannot afford to sacrifice the driving-in power of
+the _short_ word. Therefore, when your opinion is asked, it will be
+better salesmanship to say, "I think" so and so than "It is my
+impression--"
+
+[Sidenote: Definite Words]
+
+The _definite_ word conveys a _particular meaning_ to the mind of the
+other man, not merely a vague or general idea. Never say, when you apply
+for a position, "I can do anything." That tells the prospective employer
+simply _nothing_ about your ability. Particularize.
+
+[Sidenote: Vivid Words]
+
+It is of the utmost importance to make _vivid impressions_ with your
+speech. You should employ words skillfully to produce in the mind of the
+other man _distinct and lifelike_ mental images. He may not credit the
+words themselves, taken literally and alone. But he will believe in _the
+pictures the words paint in his mind_; because he will think he himself
+is the mental artist. He will not be suspicious of his own work. If you
+apply for a situation in a bank, and the cashier seeks to learn whether
+or not you are safely conservative in your views, you can suggest in
+vivid words that you have the qualification he requires. You will make
+the desired impression if you say to him, "I always carry an umbrella
+when it looks like rain."
+
+[Sidenote: Tone Meanings]
+
+Our analysis of the three means of self-expression turns now to _tones_.
+Rightly selected words are tremendously augmented in selling power when
+they are _rightly spoken_. Most men employ but a small part of their
+complete tonal equipment, and are ignorant of the _full sales value_ of
+the portion they use. The master salesman, however, practices the gamut
+of his natural tones, and utilizes each to produce particular effects.
+Thus he supplements his mere statements with _suggestive shades of
+meaning_. The _way_ he says a thing has more effect than the words
+themselves.
+
+Conversely tone _faults_ may have a disastrous effect on one's chances
+to succeed. For illustration, ideas of mind, of feeling, and of power
+can be correctly expressed by the discriminative use of particular
+_pitches_ of tone. But a wrong pitch, though the words employed might be
+identical, would convey a directly opposite and false impression.
+
+[Sidenote: Mental Pitch]
+
+Suppose you are appealing only to the _mind_ of your prospective
+employer--as when you quote figures to him--you should restrict your
+tone temporarily to the mental pitch. You are just conveying facts now.
+Therefore the "matter-of-fact" tone best suits the ideas expressed.
+Since it fits what you are saying, the way you speak impresses the other
+man with the suggestion that _your tone and words are consistent_.
+Therefore his mind has no inclination to resist the mental pitch on this
+occasion. He admits your figures to his conscious belief more readily
+than he would credit them if spoken in an emotive or power tone. Such
+tone pitches would strike him as out of place in a mere statement of
+fact.
+
+[Sidenote: Tone Faults]
+
+If your prospective employer asks how old you are, and how many years of
+experience you have had, and you reply in a tone vibrant with emotion or
+in a deep tone of sternness, the wrong pitch certainly will make a bad
+impression on him. By employing an inconsistent pitch when stating
+facts, you might "queer" your chances for the position you most desire.
+The tone fault in your salesmanship would lie about your real character.
+The man addressed would think you were foolish to use such a pitch in
+merely imparting a bit of _information_ to his mind. He would expect you
+to employ for _that_ purpose simply a _head_ tone, not a chest tone nor
+an abdominal tone. The head tone, when used to convey matters of _fact_,
+aids in convincing the _mind_ of the other man because _it is the pitch
+that fits bare facts_--the tone of pure mentality.
+
+[Sidenote: When Mental Tone Should Be Used]
+
+This mental, or head tone, is most effective in gaining _attention_, in
+conveying _information_, in arousing the _perceptive faculties_ of
+another mind. _Restrict its use to these purposes only._ The mental tone
+is not pleasing to the ear. It is pitched high. It suggests arguments
+and disputes. It is the provocative tone of quarrels. So it should be
+employed most carefully, with every precaution against giving offense by
+its _insistence_.
+
+Avoid its use for long at a time. Its very monotony is apt to irritate.
+The high pitch suggests a mental challenge to the mind of the other man,
+and hence arouses his mental tendency to opposition. The unskillful
+_over-use_ of head tones may ruin a salesman's best opportunity to gain
+a coveted object.
+
+There are times, however, when it is necessary that you should
+insist--briefly. If you do so _artistically_, and do not persist in the
+high, mental, rasping tone; but change to the lower, emotive, chest tone
+very soon after your insistence on the other man's attention, you will
+not hurt your chances. It is the _continued_ use of the head tone that
+is to be avoided.
+
+[Sidenote: Emotive Pitch]
+
+The _emotive_ (chest or heart) pitch dissipates opposition as naturally
+as the mind tone provokes a quarrel. Even a hot argument can be ended
+without any lasting ill-feeling if the disputants conclude with hearty
+expressions of good will for one another. The same words spoken in head
+tones would increase the antagonism by suggesting sarcasm or
+insincerity. The resonant chest tone suggests that it comes from the
+speaker's heart. The _hearer's_ heart makes _his_ mind believe the heart
+message conveyed by the emotional pitch of the other man's voice.
+
+Therefore if you want your ideas to penetrate a man's _heart_, don't aim
+your tone _high_ at his head. _Lower_ it to the pitch of true
+friendliness, of comradeship, of human brotherhood. Aim at _his_ breast
+with _your_ breast tone. Do not fawn or plead, however, when selling
+ideas of yourself. You can persuade best by suggesting that you have
+brought all your manhood to render the other man a real service. This
+suggestion will induce a feeling of _respect_ for you, which will
+certainly be followed by willingness of the prospect to let you show him
+you are able "to deliver the goods."
+
+[Sidenote: Danger of Over-using Head Tone]
+
+Some people suggest by the over-use of head tones that they depend
+altogether on what they _know_ to achieve success. They make the
+impression that they expect their high degree of _mentality_ to open
+chances for them to succeed. "They know they know" their business; so
+when they secure opportunities to demonstrate their capabilities, they
+emphasize too much what they _know_. They are apt to use the mental tone
+continually. Perhaps the prospective employer needs a man of exactly
+such knowledge as is possessed by the candidate he is interviewing. But
+if when presenting his qualifications the applicant rasps the ears of
+his hearer for a long time with high-pitched head tones, the listener
+intuitively becomes prejudiced. He is impressed with the suggestion that
+the speaker is a "know-it-all" fellow. The employer is likely to turn
+down his application because of the unskilled tone pitch in which it is
+made.
+
+[Sidenote: Sing-Song Parrot Talk]
+
+When a man has talked glibly and fast about superior qualifications he
+knows he possesses, it dazes him if his exceptional capabilities fail to
+win him the job for which he is particularly fitted. He cannot
+comprehend why another applicant who plainly is not so well qualified
+should be chosen. But his voice has suggested to the employer that
+everything he said was just "parrot talk." Thousands of bright "parrots"
+remain failures all their lives for no other reason than their utter
+inability to get inside the _hearts_ of other men. The ordinary
+canvasser who trudges from house to house with his "sing-song" patter
+has grown into the bad habit of using head tones almost exclusively. As
+a natural reflex of the unpleasant impression he makes with his voice,
+it is a common experience to have a door slammed in his face.
+
+[Sidenote: Getting Around Mental Barrier]
+
+The master salesman comprehends that the _mentality_ of a prospect is a
+barrier to his _emotional_ expression. That is, the mind is an alert
+sentinel on guard to protect the _heart_ from its own impulses to
+unthinking action. So the skillful salesman when making his "approach"
+_goes around_ the mind side of the prospect to the emotional side, where
+there is no hostile guard. He knows that "the hearts of all men are
+akin," and that "the hardest heart has soft spots." He realizes it is
+bad salesmanship to challenge the sentinel mind of the prospect in a
+mental tone. So the salesman artist makes _his_ tone resonant with chest
+vibrations that stimulate the direct response of the _other_ man's
+heart. _He works at first to draw out fellow feeling, not to drive his
+ideas into the head of the prospect._
+
+[Sidenote: Talking Like a Brother]
+
+The mere presentation of _thoughts_, or _mental pictures_ of goods, is
+not enough to induce a prospect to buy. The master salesman comprehends
+that he has to deal with the _dual personality_ of the individual he
+plans to sell. Therefore from the very beginning of his interview he
+works to open the mind of the other man by first establishing a unity of
+human feeling between his own heart and the heart of his prospect. He
+uses the _emotive_ tone. He "talks like a brother." Of course he is
+careful not to exaggerate this show of fellow feeling. He uses a
+"hearty" tone without appearing in the least degree hypocritical. When
+their _hearts_ are in accord, the other man is prepared to agree
+_mentally_ with the salesman.
+
+[Sidenote: Power Pitch]
+
+The third pitch of your voice as a salesman is the _power_ tone. It can
+be used skillfully to suggest that you have the force required to
+succeed. It is the pitch that comes from deep down and that calls into
+play the powerful abdominal muscles. It is not necessarily a loud tone,
+however. Often it is low, with a suggestion of immense reserve strength
+behind it. With the power pitch you can _command_ in a simple request
+which, spoken in a higher tone, might be refused because it would lack
+the suggestion of force. In order to succeed, you sometimes must employ
+power. When a situation requires a demonstration of your strong
+personality, augment the force of your words and acts by using the tone
+pitch that suggests the power of the big muscles of your waist.
+
+[Sidenote: When to Use Power Tone]
+
+Employ the emotive tone to convey ideas of your truthfulness and honor.
+Show your courtesy and kindness with the heart pitch; use it to manifest
+your real desire to be of service to your prospect. But suggest your
+solidity and capacity for good judgment by employing the pitch of power.
+With its aid you can convince your prospect of the enduring quality of
+your best characteristics; you can deny disparagement or doubt of your
+ability; you will be able to brush aside unfounded objections; you can
+compel respect.
+
+[Sidenote: Tone Units]
+
+The discriminative use of various _units_ of tone is as helpful in
+making suggestive impressions as is the employment of character pitches.
+The one-tone voice does not augment the force of words. "Yes" said with
+but one tonal unit is not nearly so powerful as "Y-es" in two tones, the
+second pitched low. A two-tone "Y-es" with the second unit high-pitched
+suggests the very opposite of plain "Yes." It implies "No," or a
+question instead of an affirmation. Sometimes it is advisable to suggest
+"No" when the word itself if spoken bluntly would give offense. You can
+convey the idea of skepticism or denial by using two tone units
+skillfully pitched in saying "Y-es."
+
+While you ordinarily can double the effectiveness of your tone by using
+two units, and you may treble the effect if you employ three (as in the
+exclamation A-ha-a!), if you attempted to use more than three units of
+tone in any ordinary circumstances you would be likely to appear odd or
+fantastic, if not foolish. So be careful not to over-do the employment
+of multiple tone units to stress your meaning.
+
+[Sidenote: Placing Tones]
+
+There is selling value, too, in the _placing_ of tones in your mouth. A
+tone placed far forward indicates lack of thought and instability. It is
+the tone we associate with "lip judgments." On the contrary, hidden
+thoughts, unwillingness to tell all you know, are suggested by tones
+placed far back in your mouth. The middle-of-the-mouth tone makes the
+impression that the voice is properly balanced, and suggests the
+associated idea of mind balance. Avoid the extremes in placing your
+tones, if you would make certain of the most effective use of your voice
+in selling ideas. Convince and persuade by employing the secure,
+trustworthy tone of the "happy medium."
+
+[Sidenote: Bad Habits]
+
+_Undoubtedly you have little bad habits that tell lies about
+you_--habits in the use of words, habits of tone, and especially habits
+of action. When you fully understand the significance of _what_ you say,
+and of _how_ you say it, and of the things you _do_--the effects
+produced on other men--you will _start changing your bad characteristics
+into good factors_ that will certainly help you to succeed. So study
+yourself most carefully, in order to learn what your habits are, and
+their meanings.
+
+[Sidenote: Significance Of Movements]
+
+Ordinarily a man is conscious of his words and tones, but he often
+_does_ things unconsciously. Probably you realize only vaguely or not at
+all just what your various _actions_ suggest to people who observe you.
+Therefore it is of the greatest importance that you study the
+significance of _discriminated movements, gestures, and facial
+expressions_ as aids or hindrances to the making of true impressions of
+your best capabilities. You should _restrict yourself to acts that make
+the best impressions._
+
+Movements, and their results, may be analyzed under three heads: _Poise,
+Pose_, and _Action_.
+
+[Sidenote: Poise]
+
+It is a phenomenon of psychology that the balancing of the body suggests
+mental balance. Conversely, if the body is out of balance, there is the
+suggestion that the mind is no better poised. That is, if a man cannot
+keep his balance physically, we have an intuition that he is mentally
+off his equilibrium. Correct poise of course involves correct body
+support, and suggests a rightly supported mind. _Hence you can make the
+impression, merely by the way you stand and walk, that you are a person
+of well-poised judgment_. You may hurt your chances very much if it
+seems necessary for you to prop your body with your legs. The man who
+stands with his feet wide apart is out of balance, and is easily tipped
+over. The impression made by the incorrect poise is that such a man must
+be unable to stand by himself like normal men. The law of the
+association of ideas then immediately suggests that his thoughts are
+similarly unable to stand unless propped.
+
+Incorrect poise of the body has another bad effect in the sale of ideas.
+It makes the impression of _abnormality_. Being unusual, it distracts
+attention from the salesman and his capabilities, and turns it to his
+lack of balance. You realize that in order to sell your ideas
+effectively you need the _concentrated attention_ of your prospect. It
+will help you to succeed in life if you perfect yourself in the
+skillful poising of your body and its members so that you will be able
+to appear perfectly balanced in any normal position.
+
+If you teeter from side to side, or rock back and forth on your heels
+when you are talking to a man whom you want to impress with your
+stability of character, you will undermine everything you _say_ by what
+you _do_. Of course you should not stand stiffly. Your leg posts are
+designed to serve as a flexible pedestal for your body. Your ability to
+shift your weight from one foot to the other easily without losing your
+balance suggests associated capability of your mind to keep your
+judgment in balance. If you have a correctly poised mind, it _can_
+balance your body.
+
+[Sidenote: Pose]
+
+The _poses_ of your body, too, are suggestive of ideas about your mental
+make-up. The quiet pose aids in making impressions of the qualities of
+solidity of purpose, of calmness, of confidence, etc. The active pose is
+suggestive of enthusiasm, force, hustling, and the like. Your pose
+should be suited to the vocation you have chosen. In a bank, for
+instance, the quiet pose of assured efficiency perfectly suits the
+atmosphere of safety and security. In a factory, on the other hand, you
+are likely to make a better impression with a much more active pose that
+matches the energy and speed of manufacturing operations.
+
+You should not, however, take any pose as a _pretense_. Whatever poses
+you employ to augment the things you say should be used as _means for
+the better communication of truth, not to falsify_ in any degree. And
+you will need to be extremely careful lest you over-do a particular pose
+and suggest affectation. Doubtless you have characteristic poses.
+Analyze yourself. _Determine what your habits of pose mean to other
+people_. Then make such changes in your characteristic poses as will
+signify only the best traits you have.
+
+[Sidenote: Action]
+
+Next we will make a brief study of _actions_ from four viewpoints.
+
+First, the _lines_ of action;
+
+Second, the _directions_ of action;
+
+Third, the _planes_ of action;
+
+Fourth, the _tension_ or the _laxity_ of action.
+
+[Sidenote: Lines of Action]
+
+All movements are in straight, single curved, or multiple curved _lines
+of action_. Each of these classes of movements creates a _particular
+impression_ when it is perceived--an impression very different from that
+produced by movements of either of the other classes. It will help you
+greatly in your ambition to succeed if you understand the _exact
+significance_ of your every action along the various lines, and if you
+employ intelligently the right movements to suggest the particular ideas
+you wish to convey.
+
+The straight gesture always indicates an appeal to mentality. Use it to
+aim ideas at the other man's _mind_.
+
+The single curve, or wave movement, invariably denotes feeling. Employ
+it to reach into the breast of the other man and influence his _heart_.
+
+The gesture of double curves signifies power. It should be employed to
+_dominate_ both the mind and actions of the prospect--to _make_ him
+_think_ and _do_ the things you will.
+
+[Sidenote: Directions Of Actions]
+
+The different _directions_ of actions also suggest various ideas. Your
+selling purpose is to get ideas over from your mind to the mind of the
+other man. It is especially important that the direction of your
+gestures should conform to your sales intention. Every movement you make
+to aid your purpose should suggest your mental action _toward_ the
+prospect, or _away from_ yourself. It should signify that you are taking
+something out of your mind and offering it to his. Of course you don't
+_break into_ his head with your idea and force him to receive it. You
+just bring it to the front porch of his mind. Then, if you have been
+skillful in your salesmanship, _he_ will open the door of interest after
+_you_ ring the bell of attention, and will permit your idea to enter his
+thoughts. But he is unlikely to admit it unless by some indication
+_from_ you _to_ him he knows what is expected of him.
+
+If you gesture toward yourself when expressing your thoughts, you do not
+suggest to the other man that he take in your ideas. Instead you
+concentrate his attention on your selfishness and your individual
+opinion. The characteristic gestures of the typical old peddler are
+displeasing because they are made in the wrong _direction_. He holds his
+arms close to his body and gesticulates toward himself. He makes the
+impression that he does not have your interest at heart in the least,
+but only his own.
+
+[Sidenote: Affirmation And Denial]
+
+An up-and-down movement suggests something standing. It has the
+associated significance of vitality or life. Conversely, a side-to-side
+gesture suggests similarity to things lying down, lack of vitality, or
+the death of ideas. By holding yourself erect you make a very different
+impression of your energy than would be made were you to lean to one
+side. You can affirm a statement by an up-and-down movement of your hand
+or by a nod of your head. You deny suggestively with a horizontal
+gesture or by shaking your head from side to side.
+
+[Sidenote: Levels of Action]
+
+The significance of action on different _planes_ or _levels_ is seldom
+appreciated. The level of eye action is of especial importance in
+suggesting particular ideas.
+
+When you look another person in the eye, you convey to him the idea of
+direct mental energy. You suggest the straight action of your mind in
+team-work with his. Your eye action on the same level indicates to him
+that you are thinking on the _practical_ plane.
+
+[Sidenote: Lifting Prospect's Thoughts]
+
+But if your eyes repeatedly focus above the level of the other man's
+eyes, you make the impression that you are an _idealist_ rather than a
+practical person. What you say will not seem to him to apply directly to
+his case. He will not feel the personal, or man-to-man contact of your
+thoughts. Sometimes, however, it is important to lift your eyes when
+talking to a prospect, in order to suggest that he lift his thoughts
+from the level of mere selfishness. By your suggestive eye action on the
+upper plane you may stimulate in him a higher vision of possibilities or
+an insight into the future, if he seems inclined to take a strictly
+practical view of his present needs only.
+
+When you look below the eye level of the other man, you indicate (1)
+modesty, if the movement is directly down; (2) shame, if the movement is
+a little to one side and downward; (3) disgust, if your eyes look far
+down and far to the side.
+
+[Sidenote: Tensity and Laxness]
+
+The _tensity_ or _laxness_ of your muscles when you are in the presence
+of a prospect will suggest to him very diverse ideas. Both tensity and
+laxity of muscles can be used to good effect in selling. Your muscles
+should appear somewhat tense when you are _presenting_ ideas, in order
+to make the impression that your mind is fully active. Conversely, by
+normal relaxation of your muscles when you are _listening_, you suggest
+the receptivity of your mind and your entire readiness to take in ideas
+from outside. When you show your muscles are relaxed, you also indicate
+that you are perfectly at ease and unafraid of objections or criticism.
+If you were to sit tense under criticism, you would suggest that you
+felt the necessity of fighting back. But you disarm disparagement of
+your capabilities when you appear entirely at ease while you listen.
+
+[Sidenote: Introduction To Study of Sales Art]
+
+The brief outline in this chapter of fundamental principles of selling
+_skill_, and of the methods by which ideas may be conveyed through
+artistic suggestion, is just an introduction to your study and
+comprehension of the successive steps of salesmanship practice which are
+to be analyzed in the remaining chapters of this book. The limitations
+of our present space have made it impossible to do more than summarize
+here the chief factors of art in selling ideas. You will need to master
+the remainder of the book in order to amplify and to apply most
+effectively in practice the general principles and methods that have
+been outlined.
+
+Surely you now are convinced that skill in selling is not a vague
+mystery, not a natural gift, not something impossible for _you_ to
+attain. Every element of sales art can be analyzed in detail. You are
+learning _exactly how_ to sell the true ideas of your best capability.
+Practice of what you learn will perfect your salesmanship.
+
+[Sidenote: Success Certain]
+
+There is absolutely no doubt that you can master the right principles
+and methods. By continual practice you surely can become skillful in
+their daily use. When you make yourself adept in the art, you
+_certainly_ will be able to sell your particular qualifications
+successfully.
+
+
+
+
+CHAPTER IV
+
+_Preparing to Make Your Success Certain_
+
+
+[Sidenote: Be Ready When Your Chance Comes]
+
+Thousands of men have failed in life because they were not ready when
+their best chances for success came. Some of these golden opportunities
+slipped away unrecognized. Others, though perceived, could not be
+grasped. The men to whom they were presented had not prepared to hold
+and use such chances whenever they might arrive.
+
+_If you would make your success a certainty, you must get all ready for
+it in advance_. Then you will not be taken unawares when you find your
+big chance. If you are thoroughly prepared, you will sight it quickly,
+realize its full value, and seize it with complete confidence in your
+ability to make the most of it.
+
+Before you seek it, be sure of your entire readiness for the opportunity
+you especially want. You can much better afford to wait a little while
+for _certain_ success than to rush, unready, into the field of your
+choice, risking the likelihood of failure that could be guarded against
+by intelligent preparation to succeed.
+
+[Sidenote: Do Not Start Unprepared]
+
+A young man was offered a position of fine opportunity with a great
+banking house. His ambition was to build his career in that particular
+organization. But when the duties of the proffered situation were
+explained to him, he declined to undertake them at once; though he
+risked the chance that he might not get another such opportunity for
+employment by the financial institution of his choice.
+
+"I am sorry," he said to the cashier, "but I do not know enough about
+accounting to fill that job now. It will take six months of hard work
+evenings to train myself to fit your needs. Please give me other
+employment in the bank meanwhile, so I'll be able to study the job at
+close range while getting ready for it."
+
+This was excellent salesmanship. The candidate suggested in his words,
+tones, and actions that he recognized a real opportunity, that he
+comprehended all it involved, that he was willing to prepare himself
+adequately, and that he felt certain of his ability to fill the place
+after completing the necessary preparation.
+
+The bank, however, was in immediate need of his services in the position
+offered to him. So the cashier, who had been very well impressed by the
+young man's attitude, told him to take the place, and offered to supply
+him with an accountant aide for six months.
+
+[Sidenote: Keeping the Opportunity Open]
+
+"I would rather not," the applicant persisted in declining. "I mean to
+keep on climbing toward the top in this bank, once I get started; and I
+don't want to begin as a cripple. I couldn't give thorough satisfaction
+now, even with an assistant on the accounting. It is not good business
+for me to start by making a poor impression. I'd prefer that you do not
+think of me as a man for whom excuses need to be made. I wish to
+commence my work in that job, when I am ready, with your complete
+confidence that I can handle it--not as a weak sister." He smiled
+winningly.
+
+The failure of so skillful a salesman of ideas was simply _impossible_.
+There is no getting away from such a high quality of salesmanship. The
+cashier bought the present and prospective services of the young man who
+had demonstrated _at the outset_ his comprehension of the _first
+importance of preparation._ The opportunity was kept open six months for
+the applicant in training, while he fitted himself for his future job.
+This successful salesman of true ideas of his best capabilities is now a
+vice-president of the great financial institution.
+
+"But," you say, "suppose the cashier had been unable to wait, would not
+the young man's over-emphasis of his attitude on preparation have
+_prevented_ him from succeeding in his ambition?"
+
+No! A single turn-down cannot cause the failure of a successful
+salesman. If that cashier had not appreciated the worth of the
+candidate, an officer of some other bank certainly would have had a
+clearer vision of his value. The applicant might have been balked
+temporarily in his ambition. The best salesman occasionally has to try
+and try again. But a successful career for that young man was assured in
+advance. From the very start he was "certain to get there."
+
+On the other hand, if he had risked making a disappointing impression in
+his new job, he might have taken the first step toward failure. Suppose
+he had begun the work for which he was unprepared, and then had made
+serious mistakes due to his unfitness. His record would have been
+blemished. His ability might have been questioned. He prevented such
+possibilities by _making sure his preparation was adequate_ before he
+accepted his big chance.
+
+[Sidenote: Preparation Should Be Two-fold]
+
+Your preparation for certain success must be two-fold. You need to
+prepare yourself in ability first _to perceive_; then _to appreciate the
+full value_ of what you see. Golden opportunities are all about you. If
+you do not recognize them, or if you perceive but slight value in the
+signs of rich chances to succeed, you will fail because of your
+unreadiness.
+
+Many a farmer in Oklahoma cursed his "bad luck" after he sold a farm on
+which a gusher was later discovered. But the oil had been there all the
+time. The "luckless" farmer simply did not _perceive_ the indications of
+wealth under his plodding feet; or, if he saw signs of oil, he did not
+realize that they _denoted_ the possibility of millions.
+
+[Sidenote: Developing Perception]
+
+Perception can be broadened almost immeasurably. The physical eye, if
+normal and thoroughly trained, is fitted to be "all seeing." _So can
+your mind be made capable of widest vision over all the fields of
+possible opportunity_. Some are within your present mental view, others
+you can see only after going farther or climbing higher in knowledge.
+The biggest possibilities of success cannot be comprehended in their
+entirety by narrowed mental sight.
+
+The first essential of preparation to succeed is that you _open your
+eyes fully, and look all around you_ for the opportunities within range
+of your vision. There are so many _close at hand_ that your search would
+better begin right where you are. Even if eventually you seek far for
+the best chance to succeed, do so with thorough knowledge of what is
+near by. Before you leave your present environment, have an intelligent
+conviction that you are capable of a bigger or different success than is
+to be found within your immediate reach.
+
+Also see and comprehend the especial _difficulties_ you will find close
+at hand. It does not always pay to remain in "the old home town." Often
+a young man needs to go to a community of strangers to gain
+appreciation of his ability. It is likely to be hard for him to win
+success among people who knew him as a boy and who still regard him as
+immature. He may find it much easier to succeed in a neighboring town.
+
+It is possible to make the greatest success turn aside from beaten
+paths, leave the accustomed haunts of the successful, and go to a place
+where no such success ever before has been established. The Mayo
+brothers compelled their success as world renowned surgeons to come to
+them at the little city of Rochester, Minnesota. Elbert Hubbard brought
+fame to East Aurora, New York, by founding there his school of
+philosophy and the Roycrofters.
+
+[Sidenote: Over-specialized Preparation]
+
+Almost as common as the mistake of first looking far afield for success
+opportunities, is the error of _over-particularizing_ one's original
+preparation. If you think now that you want to be a lawyer, you should
+prepare yourself especially by studying law, of course. But you should
+not exclude preparation for other vocations. Judge Gary was thoroughly
+prepared for legal practice. Doubtless when he began his studies of law
+he expected to continue in his chosen profession. But he did not neglect
+to prepare himself in general business capability. So when his biggest
+chance came, he was ready to step out of his law practice and into a
+manufacturing industry. There he fitted himself for the position of
+chief executive in the immense United States Steel Corporation.
+
+The ability of a _master_ salesman is not limited to getting orders for
+just one line of goods, or to selling only to certain buyers. He has
+_all-around_ sales knowledge and skill. Though he naturally sells to
+better advantage in some fields than in others, he can attain a high
+degree of efficiency in selling anything meritorious, because of his
+_broad and diversified preparation_.
+
+[Sidenote: Varied and Adaptable Preparation]
+
+Your preparation for all the possibilities of success you may be able to
+reach hereafter should be similarly _varied_ and _adaptable_; though you
+will be wise to specialize, in addition, by making more detailed
+preparation for the vocation of your choice. At twenty the average man
+cannot _know_ for what he is best fitted. He may not be sure even at
+thirty. The start toward eventual success has often been delayed until
+middle life. To cite my own case, I prepared myself especially for the
+career of a certified public accountant, but found my greatest success
+in the profession of selling. I was able to grasp my biggest opportunity
+in the sales field because, though I had been devoting my time and
+energies chiefly to accountancy, I had studied and practiced
+salesmanship for years in order to market my own services most
+effectively.
+
+_While preparing yourself for success, keep your mental eyes wide open_.
+Perceive any and all chances about you, however much you specialize in
+your preparation for a selected career.
+
+[Sidenote: Preparation In Salesmanship]
+
+Comprehend that preparation in _salesmanship_ is necessary, whatever
+vocation you choose. Mastery of the selling process is absolutely
+essential if you would assure your success in _any_ field of ambition.
+Not only must you _perceive_ opportunities to succeed, but you also must
+know how to _sell yourself into the chances_ you see. No matter how much
+particularized knowledge you may acquire in preparation for a selected
+career, your success will not be _assured_ until you are able to sell
+your capabilities to the best advantage. You can neither perceive all
+your possible selling opportunities, nor make the most of them when
+seen, unless you learn the selling process and develop skill in the
+actual sale of the best that is in you.
+
+Broad, varied knowledge is required as the foundation for certain
+success. It cannot be built on a narrow or limited base. Evidently,
+however, exactly the same amount of knowledge possessed by two men would
+not make them equally successful. As already has been emphasized,
+success is not assured by the mere possession of knowledge, _but by the
+effective ways in which elements of knowledge are fitted to
+opportunities_.
+
+[Sidenote: Abstract And Applied Knowledge]
+
+Your abstract knowledge may be valueless. In order to succeed certainly
+_you must connect the things you have learned with particular people in
+particular fields of activity_. When you have developed the power of
+relating your individual ability to every imaginable _use_, your mental
+eyes will be opened to many opportunities for success that you otherwise
+might never perceive. Such an association of _what you know and can do_
+with the various ways your capabilities might be utilized will
+tremendously augment your self-confidence. When you realize in how many
+ways it is possible to use your especial talents, you will not be likely
+to doubt your own _worth_. You will offer your qualifications for sale
+with complete faith in their value to prospective buyers.
+
+[Sidenote: Insurance Against Undervaluation]
+
+Thorough preparation in _comprehension of values_ is the salesman's best
+protection against a personal inclination, or an outside temptation, to
+cut prices. If your preparation for your chosen career has been limited
+to _gaining knowledge_, and you have not studied its true _worth_ to
+every imaginable prospective buyer, you will be apt often to offer your
+services for far less than their full value. Conversely sometimes you
+will be likely to think your services are worth more than they really
+are. You may fail to close sales because your price is too high. A
+pre-requisite of good salesmanship is the _right_ price. _If your
+preparation for selling your services has been thorough, you will
+realize the exact worth of your knowledge and skill_. You will neither
+suggest inferior value by quoting a cut price on your capabilities, nor
+demand so much as to indicate the characteristics of displeasing egotism
+or greed. _If you know what you are truly worth, you will make the right
+price on your real value._ Then your self-confidence in your worth will
+lend you power to convince the other man that your services would be a
+good "buy" for him.
+
+[Sidenote: Seeing Into Opportunities]
+
+If you can imagine _all the various uses to which your ability might be
+put_, you will appreciate the full value of every opportunity you
+perceive. Not only will you see the chances for success that are all
+about you, but you will _see into_ them. When your mind _catches sight_
+of success chances, they will look _familiar_ to you because of their
+similarity to opportunities you _previously had thought about_ and
+connected with your own qualifications. If you are prepared to perceive
+and to appreciate fully each indication of a success opportunity that
+comes within the range of your mental vision, you will promptly begin
+working a chance "for all it is worth," as if it were a newly discovered
+gold mine.
+
+[Sidenote: Service Purpose In Preparation]
+
+Possibly what you have read has unduly impressed you with the idea that
+the salesman's motive in his preparation is selfish. So perhaps it is
+well to pause here for the reminder that your primary salesmanship
+purpose should be true _service_. You are preparing yourself thoroughly
+in knowledge of your full sales value, _as a measure of success
+insurance and self-protection._ It is not true sales service to give a
+buyer value greatly in excess of the price quoted. It is right for you
+to make sure in advance about your full worth. However, the obligation
+to render service is the principal element of right salesmanship, and
+should come before the objective of a good price. _Prepare then
+primarily to serve your prospect._ Demonstrate your true service
+purpose, and he will give secondary consideration to the cost of
+engaging your qualifications for his business.
+
+[Sidenote: Pleasing Character]
+
+You can serve best if you _please_ in rendering service. Therefore
+prepare your _self_, your _knowledge_, and all your _methods_ so that
+from the moment you make your first impression on a prospective
+employer, you will please him. Do not prepare for the interview with the
+purpose of pleasing yourself. What _you_ like may be distasteful to the
+man you want to impress.
+
+Since you cannot tell in advance when or where you may encounter a
+prospective buyer of your services, you will not be safeguarding every
+possible chance to succeed unless you wear your "company manners" all
+the time. You always should dress carefully, act with painstaking
+courtesy, and conduct yourself as if you might meet a rich relation at
+any moment. You certainly can expect more wealth from "making yourself
+solid" with Opportunity than you ever are likely to be willed by a
+millionaire uncle. It will pay you much better to please Opportunity in
+general than to ingratiate yourself with any person in particular.
+
+[Sidenote: Please Everybody Everywhere Always]
+
+"Company manners" that are just "put on" temporarily may be left off on
+the very occasion when you would want to appear at your best if you only
+knew that "The Golden Chance" was to be met. Therefore prepare to be
+_characteristically_ pleasing to _everybody, everywhere, and all the
+time._ Then, no matter where or when or in what guise you come upon
+Opportunity, you will be sure to please with your _genuineness_.
+
+Innumerable great successes have begun with the making of a pleasing
+impression on some one whose presence and notice were unknown. You
+realize that your success is practically impossible if you displease.
+Preparation to please is of first importance in getting ready to
+succeed. Your success in the field of your especial ambition will be
+assured if you win your first chance there by making an _initial_
+pleasing impression and then _keep right on pleasing_.
+
+Cultivate grace in your movements--for grace is pleasing to everyone.
+Carry your body naturally, especially your head; with such a bearing
+that total strangers will feel pleasure when they look at you. _Be a
+person who pleases at sight._ It is not difficult. No matter what sort
+of face you have, if it expresses habitually your pleasure in living, it
+will look pleasant. A look of pleasure is pleasing to others. You like
+to see some one else enjoying himself thoroughly. Everybody feels the
+same way. Our own faces brighten when we come upon radiant happiness
+anywhere.
+
+[Sidenote: Details That Please]
+
+Please others with your smile. It should not be just an affected smirk,
+but a smile of _genuine friendliness for all the world_. Please by
+wearing inconspicuous clothes that are faultless in taste, fit, and
+cleanliness; and of a quality suited to your vocation. Show also that
+you take good care of what you wear, for that makes a pleasing
+impression. _You can please in your dress without arraying yourself in
+expensive clothes._ Indeed, an over-dressed man is more displeasing to
+Opportunity than is one poorly dressed. There can be no excuse for
+foppishness, but a shabby neat appearance may be due to a good reason.
+Please with the suggestion in your manner that you are getting along
+well. Do not pretend false prosperity, of course; but _indicate that you
+feel successful_. Any one finds it unpleasant to be in the company of a
+failure. _If you would succeed hereafter, avoid making the impression
+that you have not already succeeded._ "Success breeds success."
+
+[Sidenote: Courtesy And Politeness]
+
+Be courteous invariably. Learn and observe the rules of politeness.
+Please by acting the gentleman always. Practice courtesy and politeness
+in your own home to perfect yourself in these pleasing characteristics.
+Then you will show them everywhere. Remember that the rest of the world
+is made up of "somebody else's folks." Courtesy and politeness are not
+natural attributes. In order to make yourself a master salesman you need
+to _develop_ them to an unusually high degree. You may _intend_ to be
+courteous and polite always, but only the development of the _fixed
+habit_ will fully support your intention.
+
+You cannot be polite, however courteous you mean to be, unless you take
+pains to prepare yourself with knowledge of the usages of polite people.
+In order to be polite, it is necessary that you do not only the
+courteous thing, but the _correct thing_. Your courtesy might displease
+if it were unsuited to the circumstances. It would not be polite, for
+example, to invite an orthodox Jew to dinner and then to serve him with
+a pork tenderloin. Your intention to be a courteous host would not
+lessen your offense against good manners. Your guest would be incensed
+by your impoliteness, not pleased by your courteous intention.
+
+[Sidenote: Virility Pleases]
+
+No quality you have is more generally pleasing than virility--_your man
+stuff_. Therefore on all occasions show yourself "every inch a man."
+Moreover, act like a _he_-man. Never appear "sissyfied" in even the
+slightest degree. Swing your legs from the hips when you walk; don't
+mince along. The stride of a he-man is strong and free. If yours lacks
+the qualities of virility, change your habit of walking.
+
+When you make gestures, move your whole arm. A wrist movement suggests
+effeminacy. It is important, too, that you _train your voice to ring
+with manliness_. Even a squeaky, weak tone can be made to suggest man
+stuff if the words are spoken crisply, and the sentences are cleanly
+cut. Do things with the _ease_ that indicates a man's strength, not with
+evident effort. Perhaps you have not realized that by cultivating grace
+in your movements you can make impressions of your man power. _Grace
+means the least possible expenditure of energy in efficient action._ A
+man can accomplish things with ease and grace that a child or a woman
+would make hard work of and do awkwardly.
+
+[Sidenote: Pleasing Tones]
+
+A pleasing tone helps to assure one's success. You may think your voice
+is a heavy handicap. Perhaps it is high pitched and squeaky; or, on the
+other hand, a "growly" bass suggestive of ill-nature. Again it may be
+faltering or hoarse. Such faults are not serious to a master salesman.
+_If your vocal equipment is physically normal, your voice can be made
+pleasing._ In order to make your tones agreeable, learn to vibrate them
+naturally through your _nose_. A mouth tone is displeasing. The
+so-called "nasal twang" that sounds so unpleasant is a mouth tone
+_prevented_ from free vibration through the nose. Humming, as you know,
+both _indicates_ pleasure and is a pleasant _sound_. It is produced with
+the mouth closed, by a vibration of the bone structure of the face and
+of the nasal cavities. Certainly, even if you have a disagreeable voice,
+you can make your tones _hum_, and thereby render them more pleasing.
+Adenoids that could be removed--even failure to keep the nose clean--may
+prevent a man from succeeding. _Whatever hinders the free vibration of
+tones makes displeasing impressions of the speaker_. When a man has a
+bad cold in his head that blocks the nasal passages, his voice rasps the
+ears of a hearer.
+
+[Sidenote: Avoid Giving Displeasure]
+
+Not only please by _doing_ things that give _pleasure_; also _avoid_
+doing _displeasing_ things. For example, when you say or suggest
+anything to another person you want to influence, remember to be a
+_salesman_ of your ideas. Do not make the impression that you are
+_teaching_. No adult human being really enjoys being _taught_. Any grown
+person likes to be treated as an equal, and to have new thoughts
+conveyed to him without that suggestion of superior intelligence which
+is characteristic of many teachers when dealing with pupils. Perhaps you
+have heard Burton Holmes lecture. His enunciation is a delight in its
+perfection, but he talks "according to the dictionary" so naturally
+that his correctness does not sound a bit affected. You feel at home
+with him. His diction is attractive to you. Another speaker practicing
+the same exactness of pronunciation, but less artistic in selling his
+ideas with words, might displease you by his scholarly accents.
+
+[Sidenote: Tact]
+
+Sometimes it is tactful to speak incorrectly, as a courtesy to the other
+man. If in the course of your interview with a prospective employer he
+should mispronounce a word, you would be undiplomatic to emphasize the
+correct pronunciation in speaking that word yourself. It is not
+dishonest, but truly polite to reply "My ad'dress is"--instead of
+pronouncing the word correctly. Do not suggest by over-emphasis of right
+speech that you wish to pose as one who is _conscious_ of his
+superiority, however well you may realize that you are on a higher plane
+of intellectuality. We all like a genuinely great man who does not hold
+himself aloof.
+
+[Sidenote: Prepare For All Kinds Of Men]
+
+Prepare to meet not only strong men, but weak men; cautious men; very
+proud men; greedy men. Be ready for reckless men, humble men, men who
+live to serve others. Be aware in advance of the differences in their
+_buying motives_. They will not all have the same reasons for giving or
+for refusing you a chance. _Hence be prepared to adapt your salesmanship
+to the characteristics of the various kinds of men you are likely to
+meet_. Though you never should pander to an unworthy motive, study
+different types of character and _learn how to fit your ability to the
+peculiar or distinctive traits of possible buyers_ of such services as
+you have for sale. Perhaps an easy-going employer will appreciate your
+"pep" as much as would a hustler, but he won't like it if you seem to
+prod _him_ with your energy. On the other hand, the employer who is a
+hustler himself might be keenly pleased should you keep him on the jump
+to stay even with you.
+
+[Sidenote: Success Insurance]
+
+Be thorough in _preparing_ to sell your capabilities; so that your
+success may be _insured_. You ride on a first-class railroad with
+confidence, feeling that every precaution for your safety has been
+taken. You are at ease when you begin your trip; for you know that
+track, train, and men in charge all are dependable. Because of the
+complete readiness of the railroad for your journey, you count on
+arriving safely at your destination. You have no fears that you may be
+wrecked en route.
+
+Similarly you should make the most thorough preparation before starting
+out as a salesman of the best that is in you. You have to grade your own
+roadbed, and must yourself lay the rails over which your ideas in trains
+of thought will be carried to the minds of other men. You are fireman,
+engineer, brakeman, and conductor of this Twentieth Century Limited.
+_Your destiny as a salesman of yourself is in the hands of no one
+else_. Before you travel any farther, take all practicable measures to
+assure your safe arrival, without delay, at the station of Success.
+
+[Sidenote: Start Confidently]
+
+When you are thoroughly prepared to sell true ideas of your best
+capabilities, you should start with confidence that you will reach the
+end of the line safely and on time. Don't attempt to "get there" before
+making adequate preparation for success. Remember that a railroad does
+not commence operating through trains until the track is finished.
+
+If you are prepared now for the actual start in salesmanship--if you are
+packed up and ready to leave for your field of opportunity--ALL ABOARD!
+
+
+
+
+CHAPTER V
+
+_Your Prospects_
+
+
+[Sidenote: Meaning of "Prospects"]
+
+If you were to be asked, "What are your prospects for success?" you
+probably would answer by stating the things you _expect_ or _hope may
+happen_. We commonly say that a certain man isn't rich, but he has
+"prospects;" because he has a wealthy aunt who is very fond of him, or
+he is employed by a business that is growing fast, or he owns property
+which seems sure to increase in value, or some other good fortune is
+likely to befall him. The literal meaning of "prospect" is "looking
+forward." So most of us have come to think of our prospects as just
+possible occurrences in the future, to the happening of which we may
+look ahead with considerable hopefulness.
+
+"Prospects," in salesmanship has a very different meaning. The master
+salesman does not regard himself as merely a "prospect_ee_," but as a
+prospect_or_. He thinks of "prospecting" as the gold miner uses the word
+to describe his activities when he searches for valuable mineral
+deposits. "Prospects" do not just "happen" in the selling process of
+achieving success. They do not result from circumstances merely, but
+_must be accumulated by the activity of the salesman_.
+
+[Sidenote: Making Good Luck]
+
+"Your Prospects," as the subject of this chapter, does not mean your
+fondest _hopes_, or confident _expectations_. We are studying the _ways
+to assure_ your success. If your prospects depended on mere happenings,
+they would be highly uncertain; because what you hope and expect may
+occur, may never take place in fact. The master salesman does not depend
+on such prospects. _He makes his own luck_ to a very large extent by
+skillful prospecting; as the trained prospector for gold tremendously
+increases his chances of discovering a rich lode by thoroughly and
+intelligently investigating a mining region. We are to consider now the
+prospects you are capable of _controlling_, the opportunities you can
+bring within reach by your own exploration of possible fields of
+success.
+
+We will study _particular things you can do, and exactly how to do
+them_, to increase the number and quality of your chances to succeed. A
+trained prospector for gold has more chances to strike it rich than a
+greenhorn because he knows the indications of valuable minerals, and is
+skilled in the use of that knowledge. So your opportunities for success
+will certainly be increased if you know how to search for, to discern,
+and to make the right use of your prospects.
+
+[Sidenote: Prospecting Not Gambling]
+
+Do not think, because we have compared prospecting in mining and in
+selling, that the success of the salesman prospector, _your_ success,
+must be largely a "gamble" anyway, as is the case with the explorer for
+gold. However experienced and skillful in prospecting the miner may be,
+he is very uncertain of discovering a bonanza. He cannot be absolutely
+sure there _is_ gold in the region he explores, in paying quantities and
+practicable for mining. Though he has every reason to feel confident of
+the richness of a particular field, he may nevertheless be so
+unfortunate as not to discover the gold lode or profitable placer
+deposit. He is helpless to control the _existence_ of the indications of
+success. They are predetermined by nature. By no effort of his own is he
+able to increase or decrease the fixed quantity and quality of the
+golden chances about him. He can only increase his _likelihood of
+discovering_ gold. Even the most intelligent, skillful prospecting will
+not make a miner's success certain.
+
+You, the salesman prospector for opportunities to succeed, are not so
+limited. There are particular things you can do, and particular ways of
+doing them, that will _assure your finding chances_ to make sales of the
+best that is in you. If you learn the scientific principles of
+prospecting for opportunities, if you make yourself highly skillful in
+looking for and digging into the success chances that surround you
+always, there will be nothing uncertain about your prospects to succeed.
+You will know _surely_ that you _have_ prospects, just _what_ and
+_where_ they are, and their _full worth_ to you.
+
+Of course, prospecting is only _part_ of the selling process; so your
+knowledge and skill as a prospector will not suffice to guarantee your
+_complete_ success. However, at this preliminary stage you can be
+certain that your search for rich chances to succeed will not be a
+barren quest.
+
+The present chapter will help you to make sure of gaining for yourself
+such opportunities as lead to complete success in the field of your
+choice. We will observe and understand how the skillful salesman
+prospects for the purpose of increasing his sales efficiency. We will
+study the principles and methods of prospecting he uses successfully;
+for his practices, applied to your job of selling yourself, will
+certainly improve your chances to succeed. We will see also how your
+very best prospects can be _created_ by masterly salesmanship.
+
+[Sidenote: Hard Work Necessary]
+
+At the outset comprehend that no other step in the selling process
+involves so much _hard work_ as you will need to do in order to find all
+your possible chances of success and to make the most of them. It is
+necessary that you look _intelligently_, most _earnestly_, and
+_constantly_. You must expect to spend a great deal of time and energy
+in your quest for prospects. So it is essential to your success as a
+prospector that the investigation of your field of opportunity be
+carefully _planned_ in order to make the most effective use of the time
+you spend prospecting. It is vitally important, too, that you develop
+sufficient physical stamina to do a tremendous amount of hard work. The
+gold miner has little chance to discover the bonanza he seeks if he
+searches only a few days or weeks, or if he lacks the strength and
+endurance required for making a thorough exploration of the mineral
+region. Similarly it may take a master salesman months of unremitting
+toil to prospect a sale that he then is able to close in an hour or two.
+
+[Sidenote: The Food of Salesmanship]
+
+_Prospecting supplies the food of salesmanship._ The salesman thrives if
+his prospecting is sufficient and good. He grows thin and weak to the
+point of failure if it is bad, or inadequate in quantity. Every salesman
+should realize that prospecting furnishes the nourishment for
+salesmanship, but some so-called salesmen do practically nothing to
+ensure themselves an abundant food supply. They merely absorb the tips
+that come their way. Like sponges they sop up the limited quantity of
+selling chances they happen to get. That is not the way to feed one's
+ambition with opportunities.
+
+Comprehend that you must _seek actively_ for your best prospects. You
+should not stop searching until you find what you are looking for.
+Myriads of men have failed because they did not make _an earnest, hard
+effort to discover chances_ to succeed, or because they _did not persist
+in the exploration_ of their fields of opportunity. You know that other
+men no more capable than you are succeeding all about you. Certainly,
+then, _your_ chance _exists_. Seek it in your own thoughts and in the
+circumstances of your every-day living. Put a great deal of time and
+toil into your search. You cannot afford to loaf on this preliminary
+job.
+
+[Sidenote: Prospect Continually Act Quickly]
+
+_Every moment you are awake should be used in prospecting_; unless it is
+required for some other part of the process of assuring your success.
+There is no keener pleasure than the eager, continual search of a miner
+for gold and of a master salesman for possible big buyers. It is
+necessary that you feel their thrilling zest for discovery; that you
+develop their unflagging energy; that you be fired by their ardor for
+the quest. In order to be a highly successful prospector you will need
+especially a quality they have in common--"pep."
+
+How eagerly the miner prospector drinks in every bit of news he hears
+about a new strike! How alertly the master salesman listens to casual
+gossip that holds a clue which may lead to a sale! But the miner and the
+salesman prospectors would not benefit in any degree by what they learn
+through their perception of prospects if they did not then _act_
+intelligently upon the clues secured. Not only should you keep your
+eyes and ears open for indications of opportunities to succeed, but you
+should be ready in advance _to take instant advantage_ of any you may
+discover. What a fool a miner would be if, after finding rich prospects
+of gold, he were to lose his chance to someone else because he did not
+know how to file a mining claim! Could there be a greater failure in
+salesmanship than learning about a big contract to be let, and being
+unprepared to bid on it? Before doing any _outside_ prospecting, be sure
+you know what you have _in you_. Make certain of your ability to take
+full advantage of your chances to succeed when you come upon them.
+
+[Sidenote: Little Doors To Big Success]
+
+Prospects that seem at first glance to be hardly worth following may
+lead to other prospects. Merely because your ambitions are _big_, do not
+neglect a chance to make a _little_ success. Investigate completely
+every minor prospect you find. Until you look into it thoroughly, you
+cannot be sure of all that a clue holds. The indication of an
+opportunity that seems of slight importance may possibly lead straight
+to the bonanza lode.
+
+An elevator boy in an office building made up his mind to rise
+permanently in the world; to get out of the vocation in which he was
+just going up and down all the time without arriving anywhere in
+particular. He prospected the tenants of the building, learned all he
+could about them, and determined who were the biggest men. He studied
+the directory, asked questions, and finally selected the one big
+business man to whom he was resolved to sell his capabilities.
+
+[Sidenote: Persistent Effort After Prospecting]
+
+This man was known to be unapproachable. So, instead of attempting to
+interview him, the elevator boy prospected to discover his
+characteristics. He found out exactly what qualities were most likely to
+please his intended employer. Then he cultivated the tone, manner, and
+habits of action that he felt certain would impress the difficult
+prospect most favorably. It took the resolute elevator boy nearly a year
+of continual, skillful work to make the big business man notice him and
+distinguish him from the other elevator boys. Six months more were
+required to develop the big man's attention into thorough interest. But
+at the end of a year and a half of faithful prospecting, the ambitious
+youth gained his selected, self-created opportunity to succeed. There
+was no stopping him after he got his start. In less than a decade he had
+sold his qualifications so successfully to a group of powerful
+financiers that he, too, had become a multi-millionaire.
+
+This illustration of persistent effort to gain a desired chance should
+help to keep you from becoming discouraged about your prospects for
+success. Bear in mind the old, familiar motto, "If at first you don't
+succeed, try, try again." Stick to your prospecting when you know you
+are on the right lead. It has been estimated that the busy bee inserts
+its proboscis into flowers 3,600,000 times to obtain a single pound of
+honey. But the bee is the only insect, remember, that _lives on honey_.
+
+[Sidenote: No Poor Territory For Success]
+
+The poor salesman is apt to complain that his territory is poor. _The
+good salesman makes any territory good._ So in prospecting your field of
+immediate opportunities, make the best, not the worst, of your present
+circumstances. The star base-ball player does not refuse to play on the
+small-town team because it isn't good enough for him. The great Ty Cobb
+first made them "sit up and take notice" in a bush league. Undoubtedly
+he felt then that he was fit for better company, but he put in his best
+licks and played big-city ball on the small-town team. That was
+excellent prospecting for the chance he wanted with the best clubs. From
+the very beginning of his career, Ty Cobb has used masterly salesmanship
+to get across to the world true ideas of his best capabilities in his
+chosen field.
+
+_To-day there is no poor territory for success._ Telegraph and telephone
+and wireless methods of communication, electric light and power,
+railroads and inter-urban car service, farm tractors, passenger
+automobiles, motor trucks, and the airplane have so revolutionized the
+inter-relations of men that all the former great distances of different
+locations and view-points have been shortened almost to nothingness.
+The whole world lives now in a single community of interest. The great
+war has taught us that each individual is close to everyone else. In
+your prospecting for success you are not limited by any narrow boundary
+of opportunities. Wherever you are, newspapers and magazines bring to
+your door chances for big success. If you search for prospects in
+everything you read you should be able to reach out all over the earth
+with your capability. An ambitious man I never had heard of before wrote
+to me at one time from South Africa to secure a selected territory for
+the sale of automobiles in a western city of the United States. From a
+distance of nearly half the circumference of the earth he got his chance
+to succeed.
+
+[Sidenote: The Fields of Opportunity Are Broad]
+
+A clerk in a Los Angeles real estate office received a letter from an
+acquaintance in Chicago who had spent his summer vacation in Michigan.
+The Chicago man wrote that the farmers of the Traverse Bay region were
+made rich by a bumper crop of potatoes just harvested. The Californian
+saw a chance for success in this bit of information. He worked out his
+idea and talked it over with his employers. He sold them on it. They
+sent him East loaded with facts about "the glorious West" and brim-full
+of Los Angeles peptimism. Aided by cold weather in Michigan that winter,
+the western real estate man eventually sold California irrigated
+ranches to a score of Michigan farmers who suddenly had made sufficient
+money to retire from potato raising, and who were old enough to be
+strongly attracted by the idea of owning and cultivating land in a more
+genial climate. Thus a sentence in a letter led straight to the success
+of the clerk who perceived his prospects and knew how to make the most
+of them.
+
+[Sidenote: Know Local Conditions]
+
+While distances have been bridged by modern swift means of communication
+and transportation, every locality has opportunities for success that
+are peculiar to it alone. Conversely every locality is handicapped in
+certain ways. Therefore in your prospecting for success _study the
+conditions in your especial field_. As a salesman of yourself, you
+should know your "territory," its advantages and disadvantages in
+particular respects. Men are doing business in your town. There is no
+better way to gain a prospect to succeed with a house in your home
+community than to demonstrate to the head of the concern that you
+comprehend just what he is "up against" on the one hand, and on the
+other what "edge" he has on businesses in the same line located
+elsewhere. You could make no worse mistake, you could injure your own
+prospects no more, than by showing ignorance of local conditions, or
+inappreciation of the circumstances in which your prospect's business is
+being conducted.
+
+[Sidenote: Turn to Account What You Learn]
+
+Not only should you know as many facts as possible regarding
+opportunities in your chosen field; it is even more important that, by
+the use of your _imagination_ you relate these facts to _practical ways
+of turning them to account_ for your benefit. In order to derive the
+maximum of benefit from your prospecting, you must make the _best use_
+of every item of knowledge you gain. Sometimes the mere _possession_ of
+particular knowledge will increase your chances to succeed. But almost
+invariably you can multiply the value of what you learn if you _prospect
+in your own mind for ideas_ about putting the facts to the most
+profitable use.
+
+Do not forget that the primary object of true salesmanship is service to
+the other fellow. Therefore _prospect your own thoughts with the purpose
+of making what you know especially valuable to some one else_, your
+intended employer for instance. In every step of the selling process you
+should think first of how you can serve your prospect with something
+that he lacks and needs.
+
+[Sidenote: Prospect Needs]
+
+Surprisingly few young men who go into business prospect their fields of
+opportunity to learn what is most wanted there. The great majority take
+up special professions or enter selected industries just because _they_
+wish to do chosen things. The master salesman, however, _adapts himself
+to the circumstances and requirements of his customers_, even at the
+sacrifice of his personal inclinations. He could not succeed if he sold
+only what he wanted to sell, or if he confined his salesmanship efforts
+to a limited number of buyers because he liked them and disliked others.
+In order to assure your success, _you must learn to like to do what is
+most needed to be done, and learn to like to serve whoever lacks what
+you can supply_. Therefore prospect your fields of opportunity to learn
+what capabilities are principally needed. If you would make your success
+as easy as possible, look about you first to determine the demand for
+such services as you are able to render.
+
+[Sidenote: Sometimes Go The Round-About Way]
+
+Perhaps your prospecting will indicate that it is advisable for you to
+go a round-about way to your goal of ambition; because the direct route
+is beset with great difficulties. A young doctor wished to specialize in
+bacteriology. He realized that it would take the savings of a great many
+years of general medical practice to equip a complete laboratory of his
+own. Accordingly he discontinued the practice of his profession; though
+he went on with his studies. He engaged in business for five years. Thus
+in a comparatively short time he earned the money he needed to enable
+him to devote the rest of his life to bacteriological research.
+
+[Sidenote: Racial Characteristics]
+
+Different territories or fields of opportunity have _various
+characters_, like different people. It is important to study especially
+the racial types you are likely to encounter. Many a man has attained
+success by accumulating discriminative knowledge regarding the national
+peculiarities of the Latin peoples, Slavs, Teutons, Anglo-Saxons,
+Magyars, etc.
+
+The Italian has strong likes and dislikes in colors and patterns of
+goods. To be a good salesman in dealing with him, you should know his
+preferences and prejudices. If you learn what colors and patterns are
+most favored in the "Little Italy" of your city, you may be able to
+employ this bit of knowledge to help you very much in influencing your
+fellow-residents of Italian descent.
+
+You are aware of the effect produced on the majority of Irishmen by the
+color green. But take care to learn whether the Irishmen whose political
+help you would like to win are from the South or the North of the
+Emerald Isle. They may be Orangemen, and you might "queer" your
+prospects by going among them wearing a green necktie.
+
+_Learn your facts with discrimination; then use them restrictively in
+the circumstances where they will be most effective in promoting your
+success._
+
+[Sidenote: Temporary Conditions]
+
+Prospect to learn not only permanent conditions in your field of
+opportunity, but also any _temporary_ conditions that might affect your
+chances to succeed. Mental and emotional "waves" sweep over the country
+and over local communities at times. Billy Sunday's revivals in various
+great cities brought success opportunities to particular businesses,
+but had injurious effects on others. You should take such factors into
+account when studying your prospects.
+
+The manufacturers of that successful innovation, the "Service Flag,"
+took advantage of the sudden demand for such an emblem. When war came,
+they saw into the future and perceived a new lack. But the need for
+Service Flags was temporary. Before the war ended they were displayed
+everywhere. To-day none are seen.
+
+Now there has come into existence The American Legion, which seems
+certain to be a great political and social power in the United States
+for generations, as was the G.A.R. after the civil war. Any man who
+hopes for political success in the course of the next thirty or forty
+years must prospect the thoughts and feelings of the veterans of
+1917-18.
+
+[Sidenote: Analyze Individuals]
+
+You will have _specific_ as well as general prospects. Hence it is
+essential that you supplement your study of conditions with the
+_analysis of individuals_. Study men with the greatest care, especially
+the one man or group of men upon whom you want to impress ideas of your
+capabilities. Learn all you can regarding the personal characteristics
+of the individual to whom you hope to sell your services or "goods."
+Your knowledge of his traits and peculiarities, your familiarity with
+his life purposes and hobbies, may assure you a chance to succeed with
+him that otherwise you could not get. A friend of mine is the president
+of a big ice company, but he is not so much interested in cooling
+people's food as in warming their hearts with his genuine brotherhood
+for all men. There isn't much prospect for anybody to sell him "a cold
+business proposition," even though he is a dealer in ice.
+
+[Sidenote: Hobbies]
+
+Do not, however, make a "hobby of hobbies." Only the _big_ hobbies of
+your man are worth especial study. Never harp on any of his little
+idiosyncracies. He may be sensitive about being eccentric. It is bad
+salesmanship to _pretend_ an interest in another person's whims. You
+cannot use his hobbies to help your prospects _unless you share his
+feelings_ to a considerable degree. My friend who believes and practices
+the doctrine that all men are brothers would be sure to detect quickly a
+false humanitarian bent on a selfish purpose to exploit his hobby.
+
+As already has been emphasized, the object of the good salesman when
+prospecting is to discover the lacks of men who might benefit from the
+things he has to sell. If you are looking for your prospects with that
+_service_ purpose, you have taken a long preparatory step in the process
+of selling your qualifications. Find the employer who _needs_ your best
+ability, and your success will be assured the moment you get into his
+mind the true idea that you are the man he has been looking for.
+
+[Sidenote: Prospect Lacks]
+
+Undoubtedly you know men to whom success has come because they made
+other men realize they fitted into particular needs. A young
+acquaintance of mine foresaw that a manufacturer would want an assistant
+within a year or two; though the executive himself was unaware that he
+was developing such a need. My acquaintance got a minor job under him in
+order to make a good impression in advance. Long before the head of the
+business realized that he was breaking in a confidential assistant, the
+young man had qualified for the position he had perceived in prospect.
+
+Your chosen employer may not know of the lack that you have prospected
+in his business. He may not have the least idea that he wants you.
+Prospecting his needs is part of _your_ job as a salesman of yourself.
+
+An expert accountant sold himself into a fine position as the auditor of
+a great corporation by anticipating that the Company would need to have
+its system of book-keeping revolutionized in order to prepare for the
+Federal income tax. He prospected what was coming to that business; then
+sold the president comprehension that he lacked an expert accountant he
+was going to need badly before long.
+
+One of my own experiences as an accountant illustrates the value of
+specific prospecting. When I was studying accountancy, I bought every
+authoritative publication on the subject. For one set of forty books I
+had to send to London. Each volume related to the peculiar accounts,
+terms, etc. of one business. There was a book on brewery accounting,
+another on commission house accounting, and so on through the list of
+forty businesses. To each volume I afterward owed at least one client.
+For instance, I got a commission to make a cost survey for a tobacco
+company, largely because I was able to convince the president that I
+knew a good deal about the tobacco business. I talked intelligently to
+him regarding the processes of his industry.
+
+[Sidenote: Reasons Behind Habits]
+
+When you prospect an individual's personal qualities, traits, or
+hobbies, do not stop after learning the facts. Study out the _reasons
+behind_ habits and opinions. It may help you only a little to know that
+your intended employer is a Republican or a Democrat; that he is
+conservative or radical in his social opinions. But your chances of
+success in dealing with him will be greatly increased if you know
+exactly _why_ he belongs to one or the other political party, and the
+_reason_ he is a "stand-patter" or a "progressive." Use knowledge of
+why's and wherefore's with the skill of a salesman bent on securing an
+order from a prospective buyer. But be sure you get the _fundamental
+facts_, for often "appearances are deceiving."
+
+[Sidenote: Your Personal Responsibility]
+
+When you look for prospects in your selected field of
+service-opportunities recognize your _personal responsibility_ for the
+successful development of the chances you find. Before you begin
+prospecting, realize that _what you make of your opportunities is solely
+up to you_. Assume all the responsibility for your own success; then you
+will have no excuse to blame any one else if you fail. Should things not
+go as you wish, say "It's my own fault," and feel that way. _The true
+salesman never apologizes to himself._ So if you have not found your
+prospects, or if you have not made the best use of the chances you have
+discovered, kick at the man who is responsible. Don't get sore on the
+world at large.
+
+[Sidenote: Follow-ups]
+
+Perhaps what has been said thus far has over-emphasized the process of
+prospecting for the _first_ chance to succeed. Maybe it suggests to you
+that if one can get an opening, the hardest part of the effort to assure
+success will have been accomplished. But a successful career in
+salesmanship is not built on single orders closed. The master salesman
+keeps on selling the same buyer and develops him into a steady customer.
+He continues all the while to prospect the needs of that buyer, just as
+thoroughly as if he were planning his first approach.
+
+_Your initial success should be completed by after-service._ In order to
+continue progressing toward your goal, you must "deliver the goods"
+right along. You cannot keep your success growing unless you prospect
+unremittingly for more and better opportunities to render service. Give
+satisfaction in larger amount and improved quality from month to month,
+and year after year. If you would continue to succeed, look ahead always
+for more prospects and _seek in each of them new chances to broaden your
+usefulness_.
+
+[Sidenote: The Art of Prospecting]
+
+If you prospect _skillfully_ (with art), your chances to find what you
+seek will be remarkably increased. So look for your prospects
+_cheerily_. Be _frank_ and _expressive_ in your quest. Show your
+_sympathetic_ side, and thus appeal to the _kinder_ tendencies of other
+people. The best way to avoid the world's coldness is by _warming_
+everybody you meet with your own cordiality. Be _courteous_. Especially
+cultivate the art of talking _with_ people instead of _at_ them. Use
+_tact_ and _judgment_ in dealing with your prospects.
+
+Thousands of men are shut away from the open minds and hearts of others
+by doors of concealment and reserve. You need to open such doors. You
+can do it only by frankness on your own part, which will induce people
+to feel like telling you their secrets. Frank expression of your
+opinion, provided it has a sound foundation, will often draw out the
+hidden opinions of others and reveal to you prospects that you might
+never discover unaided. Do not, however, be dogmatic or arbitrary in
+saying what you think. Speak your beliefs casually. Then you will not
+discourage those honest differences of opinion that enlighten one's own
+ideas.
+
+Rid your face of sharpness if you would be a good prospector for your
+best chances to succeed. Avoid "the cutting edge" in your voice and
+manner when you make inquiries about opportunities you seek. You are
+likely to be most effective in prospecting if you _cultivate an easy
+attitude of friendliness_. The master salesman does not set his jaw when
+prospecting. He uses curved, instead of straight line gestures to
+supplement his words. He suggests a "ball-bearing" disposition, not
+"corners."
+
+[Sidenote: Sympathetic Attitude]
+
+Be a good mixer when looking for your prospects. Learn the art of
+_companionship_. The first essential is fellow feeling. Therefore do not
+go about with a chip on your shoulder, but with your face a-smile and
+your palms open to offer and to receive hand-clasps. Sympathize with the
+ambitions of other men, with their hopes and dreams. Remember that each
+part of every work of man, however substantial and enduring it now may
+be, was once no more than a figment of the imagination of some one's
+mind. So do not be altogether "practical" when prospecting. It is a
+mistake to neglect to prospect visions.
+
+[Sidenote: Have a Leader]
+
+When the master salesman prospects, he uses very effectively a "leader"
+idea. You know how aggressive stores advertise leaders that draw trade
+in other things. Your prospecting of your various capabilities should
+enable you to decide which of your qualifications will make the most
+effective leader in the case of a certain employer. Do not expect him to
+perceive _all_ your merits immediately. Concentrate his attention and
+interest on _one or two elements_ of your fitness to fill his especial
+needs. Prospect to make sure which of your possible leaders would be
+most likely to influence him in your favor. Then _use these selected
+elements of your character very prominently_ to open the door of your
+initial chance. Countless successes have been founded on well chosen
+leaders.
+
+A little bake shop in Chicago competes successfully to-day with a great
+chain-store company that has an immense establishment directly across
+the street. The shop sells as its leaders home-made English tarts that
+no chain-store could supply. These draw buyers for groceries and other
+goods the chain-store sells much cheaper, but which the purchasers of
+tarts order with their pastry rather than cross the street and divide
+their marketing.
+
+[Sidenote: Summary]
+
+Now let us summarize "Your Prospects." They are not far away nor far
+ahead in time. They are in your own hands right now. You _cannot fail_
+in life if you recognize and use most effectively all the opportunities
+available to you at present. You suffer from no lack of chances to
+succeed. You only need to open your physical eyes and the eyes of your
+mind to _see_ fine prospects every day. Then if you _imaginatively
+relate your abilities to what you perceive, and plan how you can fit
+yourself into a chosen place of real service_, you will have begun the
+selling process successfully. At the outset of your career it is
+possible for you to reduce difficult obstacles to temporary set-backs
+that you can get around or overcome.
+
+[Sidenote: Success A Matter Of Fractions]
+
+There is only a narrow margin of difference between success and failure.
+_Success is a matter of fractions and decimals, not of big units_. A few
+thousand American soldiers and marines turned the tide of German victory
+at Chateau Thierry. "It is the last straw that breaks the camel's back."
+
+If you _begin_ the selling process by the finest prospecting, and _keep
+on_ with equal effectiveness throughout all the following steps of
+salesmanship, you will gain so many more chances than you otherwise
+could get that _your success in the end will be assured_. The master
+salesman works with _certainty_ that he will secure his quota of orders.
+He knows in advance that he will succeed; _because he knows sure ways to
+sell_.
+
+Good prospecting is just a natural process, intelligently comprehended.
+It is neither mysterious nor hard. It is one of the preliminary,
+understandable ways to make success not only _sure_, but _easy_ to
+attain.
+
+
+
+
+CHAPTER VI
+
+_Gaining Your Chance_
+
+
+[Sidenote: Getting Inside The Door]
+
+We will assume that you have qualified yourself to succeed; that you
+have developed your best capabilities in knowledge, in manhood, and in
+sales skill; that you have completed the general preparation necessary
+to assure your success in marketing your particular qualifications; and
+that you also have learned how to find and to make the most of your
+prospects. After these preliminaries you are ready to take the next step
+in the selling process, and to begin putting your capabilities, and what
+you have learned from preparation and prospecting, to _specific use in
+actual selling_.
+
+In order to succeed, you must not only be _qualified_ for some
+_particular_ service work, but you also need _chances to demonstrate_
+your capabilities and preparedness for effective service. If you stand
+all your life in complete readiness for success but outside the door of
+opportunity, you will be a failure despite your exceptional
+qualifications and preparations for handling chances to succeed. _It is
+necessary that you get inside the door._ We will study now the _sure_
+ways and means of entrance.
+
+[Sidenote: The Salesman's Advantage Over the Buyer]
+
+One great advantage the skillful salesman has over even the best buyer
+is that he can _plan_ completely _what_ he will do and _how_ he will do
+it to accomplish his selling purpose. The prospect is unable to
+anticipate who will call upon him next; so it is impossible for him to
+avoid being taken _unawares_ by each salesman. He can make only general
+and hasty preparations at the moment to deal with the particular
+individual who comes intent on securing his order.
+
+The good salesman, however, works out in advance the most effective ways
+and means to present his proposition. Each move in the process of
+selling his ideas to a prospect is carefully studied and practiced
+beforehand. The effects of different words and tones and acts are
+exactly weighed. When the thoroughly prepared salesman calls on a
+possible buyer, he has in mind a flexible program of procedure with
+which he is perfectly familiar and which he can adapt skillfully to
+various conditions that his imagination has enabled him to anticipate.
+Hence the master salesman usually is able to _control the situation_, no
+matter how shrewd the prospect may be; because the salesman's chance to
+plan assures him a great advantage over the unprepared or incompletely
+prepared other party to the sale.
+
+[Sidenote: Dominate The Interview with Confidence]
+
+If you would likewise "dominate" the man to whom you want to sell your
+capabilities, prepare "plans of approach" to his interest before calling
+on him; in order to make sure of presenting your qualifications most
+strongly. He can oppose your salesmanship with but comparatively weak
+resistance; because _he has had no such opportunity as you to get all
+ready for this interview_. The skillful salesman is confident that he
+can control the selling process he begins. When you seek a selected
+chance for the success you desire, you should feel similar assurance of
+ability to sell your services. You will possess this feeling if you
+prepare your "plan of approach" as the master salesman gets ready for
+his interview with a prospective buyer.
+
+[Sidenote: The Two Entrances]
+
+You have to make two distinct "entrances" in order to gain your desired
+chance to succeed. You need to get _yourself_ into the _presence_ of the
+employer you have selected. Then it is essential that you get the _true
+idea_ of your capabilities and preparedness into his _mind_. Your
+"approach" to his attention and interest, therefore, involves a _double_
+process. It is important that you plan intelligently the most skillful
+ways and means of making the _two_ entrances; through the _physical_ and
+the _mental_ closed doors that now shut you out from the opportunities
+you have prospected and desire to gain.
+
+No master salesman would call on an important prospect before planning
+in his own mind how to take the successive steps of the interview
+expected. Nor would a master salesman neglect to think out in advance
+several specific methods of getting past any physical barriers he might
+encounter between the outer door of the general office and the inner
+sanctum of the man he must meet face to face in order to close a sale.
+
+[Sidenote: Ordinary Way Of Getting Job]
+
+But when the _unskilled_ salesman of his own capabilities seeks a
+situation, he usually neglects to make careful, detailed plans to reach
+his prospect in the most effective way. He does not prepare to create
+the particular impressions that would be most apt to assure him the
+attention and interest of the employer upon whom he calls. Nearly always
+when a man out of a job answers an advertisement or follows up a clue to
+a possible opening for his services, he thinks the most important thing
+is to "get there first." The only advantage he hopes to gain over other
+applicants is a position at the head of the line.
+
+Have you ever stopped to analyze the mental attitude of an employer
+toward the half dozen, dozen, or score of men who answer his
+advertisement for the services of one man? He thinks, "Here are a lot of
+fellows out of jobs. Probably most of them are no good, or they wouldn't
+be out of jobs. They are competing for this place. Each sees there are
+plenty of others who will be glad to have it. Therefore it is likely
+that I can get a man without paying him much to start with, and he
+probably won't be very independent for a while after I hire him. I'll
+take my pick of the lot, and keep the names and addresses of two or
+three others in case he doesn't make good."
+
+[Sidenote: Shearing The Sheep]
+
+Then the employer calls in the applicants as if they were so many sheep
+to be sheared by sharp cross-examination. Practically every candidate
+enters the private office with a considerable degree of sheepishness in
+his feelings, whether he tries to appear at ease or not. The employer
+first eyes him in keen appraisal. He then proceeds briskly to clip off
+facts about him. The man sitting behind the desk absolutely dominates
+the situation. He finishes his questioning, and disposes of the
+applicant as he pleases.
+
+What chance to gain the desired opportunity for service does each
+candidate have in such an uncontrolled process of getting a job? He has
+one-sixth, or one-twelfth, or one-twentieth of a chance for success;
+according to whether there are six or a dozen or a score of applicants.
+Also, practically without exception, men who come seeking a position and
+find that it has been filled make no further efforts to secure the
+opportunity for which they have applied; though the successful candidate
+may not make good and the position may soon be vacant again. Your own
+experience and observation have made familiar to you this common way of
+looking for jobs. You know that in such cases the employer has all the
+advantage. Certainly the applicants who try to gain a chance to work by
+this method use no _salesmanship_ at all.
+
+[Sidenote: The Salesman's Method]
+
+How would a "salesman" candidate for such a situation proceed? First, he
+would avoid the mistake of presenting himself as _merely one of a crowd_
+of competing applicants. He would _make his particular personality stand
+out_. Before calling, he would do some prospecting to discover just what
+capabilities were needed to fill the position advertised. Then he would
+plan different ways of tackling the prospective employer. When all
+ready, but not before, he would go to the address.
+
+If he should find a crowd there, he would not merge with it. He would
+avoid stating his business immediately in the outer office, rather than
+identify himself with the other candidates waiting. He would have a plan
+to get an interview later, after the dispersal of the crowd. If he
+should be told then that the position had been filled, he would go right
+ahead with his selling program regardless of the rebuff. He would
+proceed to sell the boss the idea that _he_ was an especially well
+fitted man for the job. He would assume that no one else could give such
+satisfaction.
+
+Nevertheless the employer might feel that he had no place open for the
+latest candidate. In this event the applicant would demonstrate with
+salesmanship that he was the sort of person it is worth while for any
+business man to keep track of. Such a real "salesman" of his own
+capabilities, if put off for the time being, would be reasonably sure to
+get his desired chance the next time that employer might require such
+services as he could supply.
+
+[Sidenote: A Salesman Cost Clerk]
+
+A young acquaintance of mine wanted to secure a chance in the office of
+a prominent manufacturing corporation, under a certain executive whom he
+regarded as the most capable business man in the city. The company had
+advertised for a minor clerk in the cost department, which was managed
+by the particular executive. My acquaintance called, and found seven
+other applicants waiting in the general office. He did not join them,
+but sent in his card to the busy head of the cost department with the
+penciled request, "May I see you for twenty seconds in order to make a
+personal inquiry?" He was promptly admitted to the private office, and
+then stated his purpose in calling. He was careful to be extremely
+brief.
+
+"My name is James A. Ward. I believe, Mr. Blank, I am the man you want
+for the clerkship in your cost section. In order to save your time, may
+I have permission to make some inquiries of the chief clerk in that
+department, to learn just what qualifications are required and what the
+work is? Then when you talk with me, it will be unnecessary for you to
+explain details."
+
+[Sidenote: Securing A Stand-in]
+
+Taken unawares, the executive was not prepared to refuse the courteous
+request. Moreover, he was impressed with the distinctive attitude of the
+young man. He instructed that the candidate be taken to the cost
+department. There my acquaintance made an excellent impression on the
+cost accountant and several clerks. Thus in advance of any other
+applicant he secured a "stand-in" with a number of persons who might
+influence the judgment of their chief in selecting a new man. When he
+had learned the nature of the work to be done, Ward did not make the
+mistake of thrusting himself again into the sanctum. Instead, he wrote a
+note to the executive on whom he had called first.
+
+     "Dear Mr. Blank:
+
+     I know now exactly what the job in the cost department is, and that
+     I can fill it. But I should like to think over the best ways to
+     give you complete satisfaction, before talking with you about it.
+     Please telephone to me at Main 4683 when it will be convenient for
+     you to see me.
+
+               Respectfully,
+
+                           James A. Ward."
+
+The young man sent his note into the private office and left at once.
+There now were nine applicants on the anxious seat in the reception
+room. Ward did not wish to be asked to wait his turn. He felt sure the
+executive would inquire of the costs manager about him, and he got away
+from the office quickly so that there would be an opportunity for his
+chosen prospective employer to receive the full effect of the good
+impression made in the cost department.
+
+[Sidenote: Giving Opportunity A Chance to Catch Up]
+
+My acquaintance was not at all worried lest some other candidate be
+chosen in his absence. The measures of salesmanship he had taken made it
+practically certain that the executive would not employ any one else
+before talking to him. Ward went to his room and waited for the
+telephone call he was sure would come. While he sat expecting it, he
+used the time to think out the best ways to approach the big man with
+whom he wanted to work.
+
+The salesman candidate was summoned in about an hour. None of the
+applicants ahead of him had come prepared with any definite plans.
+Therefore my acquaintance, who knew in advance just what the conditions
+were and who had decided exactly how he would present his particular
+capabilities, found it easy to secure the chance he desired. He is
+earning a salary of four thousand dollars a year now, and is on his way
+up to a five-or-six-figure job. He will get there, "as sure as
+shooting." A salesman like that cannot be kept down.
+
+[Sidenote: Turning Failure Into Success]
+
+I asked Ward one day what he would have done if the telephone call he
+expected had not come. He replied that he would have gone to see the
+executive next morning anyhow, and that he had planned carefully how he
+would approach him.
+
+"I'd have sent in a note that I was ready to report some ideas I had
+worked out regarding his cost-keeping as a result of the thinking I had
+done since learning his system. He wouldn't have refused to see me, even
+if he had hired some one else meanwhile. Then I'd have told him the very
+things that got me the job. They would have assured me a chance in his
+office, whether he had a place for me right then or not," Ward asserted
+positively. "If that plan of mine hadn't succeeded," he amended, "I'd
+have known he wasn't the kind of man I wanted to work for, after all.
+But it turned out exactly as I knew it would," my friend ended with a
+grin.
+
+Can you imagine a man of such sales ability failing to get a chance
+almost anywhere? Yet Ward did only what any one, with a little
+forethought, might have done in the circumstances. Analyze the selling
+process he used, and you will perceive that there was nothing marvelous
+about it--it was all perfectly natural. Is there any good reason why
+_you_ cannot employ similar methods to gain the chance you want?
+
+[Sidenote: Service Purpose is Essence of Salesmanship]
+
+Let us dig into what Ward did, and find the "essence" of his
+salesmanship in the ways and means he employed to assure his two
+"entrances," to the presence and into the mind of the executive. _He was
+successful principally because he made the impression that he had come
+with a purpose of rendering real service to the other man._ His plan of
+approach assured him the opportunity he wanted because it was designed
+to serve the head of the department in his need for particular
+capabilities. _Very rarely will any one refuse a needed service._ So,
+coming with a purpose of service, Ward made certain in advance that he
+would be welcomed to his opportunity. The essence of a successful plan
+of approach to the mind of any prospect is _a carefully thought-out idea
+of how to supply him with exactly what he lacks_.
+
+Just as the service purpose well planned is the key to the door of a
+man's _mind_; so is it the "Open Sesame" to his _presence_. Plan how to
+bring to the attention of a prospect your real service motive in coming
+to him, and how at the same time you can indicate to him your
+capabilities; then you will be as sure as was my ingenious acquaintance
+that no office door will long remain closed to you. _You only need to
+use the processes of the master salesman to gain any chance you want._
+You will succeed almost always in your immediate object; and if you are
+unsuccessful in your first or second sales attempt you will be
+absolutely certain to get some other good opportunity very soon.
+
+[Sidenote: Make a "Vacancy" For Yourself]
+
+It is not necessary to wait until the employer for whom you have chosen
+to work advertises a job. You should plan ways and means of gaining an
+entrance into his business organization, regardless of any "vacancy" he
+may have in mind. Plan exactly how you can serve him. Prospect for a
+need that he may not realize himself. Afterward work out a particular
+method of showing him clearly _what he lacks_, and that _you are the
+man_ to fill the vacancy you yourself have discovered and revealed to
+him.
+
+An elderly man who was down on his luck and who, on account of his grey
+hair, had been unable to get various kinds of work he had sought,
+devised a novel plan of approach that gained him a coveted chance in a
+big department store. He came to the main office and reached the sales
+manager without difficulty by appearing to be just a customer of the
+store. Then he whisked from under his coat a pasteboard sign on which he
+had printed, PORTER WANTED--TO KEEP SIDEWALK CLEAN.
+
+"I'm after that job, sir," he explained his presence.
+
+The sales manager waved the old man away.
+
+"You're in the wrong place," he said curtly. "Employment office is on
+the top floor."
+
+"I made the sign myself," the applicant declared, standing his ground.
+"The employment manager--you--no one in this store has realized, I
+think, how filthy your sidewalk is. If you will come down with me and
+look at it, I'm sure you will want to have it cleaned and will instruct
+that I be given the chance. It is hurting your sales, as it is now. Kept
+clean, as I would keep it, it would be a fine advertisement of the
+store's policies, and would help sales."
+
+The old man's plan of entrance gained him his initial opportunity. He
+swept the sidewalk only two weeks. Then the sales manager made a place
+for him behind a counter, where he is serving customers with
+satisfaction to-day.
+
+[Sidenote: Distinguishing Characteristic Of Masterly Salesmanship]
+
+You will recall that in a previous chapter the _ability to discriminate_
+was stated as the _distinguishing characteristic_ of masterly
+salesmanship. The ability to perceive differences, and skill in
+emphasizing them, will _assure_ success in selling either ideas or
+goods.
+
+The discriminative-restrictive study of anything is certain to give one
+a much clearer and more definite understanding of it than could be
+secured by a study of its likeness to something else. If, when
+describing two people, you _compare_ their points of _resemblance_, you
+do not paint a clear picture of either. But if you _restrict_ your
+comments to the _differences_ in their features, you will portray a
+pretty definite mental image of each.
+
+[Sidenote: "Different" Ways Win]
+
+You have been given several examples of ways and means to gain an
+entrance into the presence and into the mind of an employer. You will
+note that each applicant _restricted_ his plans of approach to
+methods that were entirely _different_ from those ordinarily used
+in getting a job. The purpose of the salesman in every case was to
+bring out the difference between him and competing candidates for the
+situation. The selling processes described were successful because
+_discriminative-restrictive principles of skill were employed to bring
+to the attention and interest of the prospect the service capabilities
+of the one applicant, in distinction from all others_.
+
+When you plan to gain the chance you most want, you can assure yourself
+of success if you will work out in your own mind how to do _something
+effective that is different_ from the methods commonly used in attempts
+to gain opportunities, and that will impress your _real service purpose_
+in applying for your chance.
+
+First think out clearly _what the other man needs_. Distinguish exactly
+in your thoughts between what is _lacking_ in his organization, and what
+he _already has_. Then when planning to gain an entrance to the presence
+and the mind of your prospect, restrict your thoughts to ways and means
+of indicating and suggesting that _you know precisely what service is
+wanted_. Prepare to show him that you don't have merely a vague,
+indefinite idea of a job _like_ other jobs. Plan to indicate that you
+are not just about the _same_ as ordinary men who apply for positions.
+Be ready to make the first impression that you are _a particular man
+with individual ideas and distinctive capability_. If you can prove
+that, you will be certain to gain your chance through good salesmanship
+of the true idea of your qualifications.
+
+[Sidenote: Plan Approach To Fit the Particular Man]
+
+When planning his approach, the master salesman combines his earlier
+work of preparation and his prospecting. He re-organizes in his mind all
+the information he previously has gained for his own benefit. Now he
+reviews his knowledge _from the standpoint of the prospect_. He plans to
+use what he has learned in the ways that seem to him most likely to fit
+the mentality, impulses, feelings, conditions, and real needs of the man
+he wants to influence to accept his proposition.
+
+Having thus planned to _fit his knowledge to an individual prospect_,
+the skillful salesman arranges constructively in his own mind
+_particular, definite points of contact_ with the mind of this one other
+man. He plans restrictively. That is, he works out only the approach
+ideas that are likely to fit the characteristics of the certain man on
+whom he intends to call. He also discards ways and means that are not
+_especially adapted_ to this prospect.
+
+[Sidenote: Different Effects on Different People]
+
+Of course the master salesman purposes to make the best possible
+impression always; but he recognizes that words, tones, and actions
+which would create a favorable impression on one prospect might make an
+opposite impression on another. For instance, a jolly manner and
+expression help in gaining an entrance to the friendly consideration of
+a good-natured man, but would be likely to affect a cynical dyspeptic
+disagreeably.
+
+The intelligence and skill used by the master professional salesman of
+goods in planning ways and means to gain his sales chances, can be used
+in the same way just as effectively by _you_ when planning _your_
+approach to the presence and mind of any one related to your
+opportunities for success. Before you apply for the job you want, or
+before you present your qualifications for promotion or an increased
+salary, _make in advance a discriminative selection of ideas that will
+be likely to prove most effective in accomplishing your purpose_ with
+your employer prospect. Then, when you interview him, _restrict_ your
+presentation of your case to these discriminatively selected strong
+points of your particular capability.
+
+[Sidenote: Contrast Selfish and Service Purposes]
+
+You should suggest contrasts between yourself and ordinary job seekers
+or employees. When you present your qualifications for a promotion or
+for a raise, you will be _sure_ of succeeding if you are able to get
+across to your employer's mind the true idea that your services in the
+future may be _different and deserving of more reward_ than the services
+for which you have previously been paid.
+
+When an employee asks for more money because other men are being paid
+higher wages in the same office, or because he has prospects of better
+pay elsewhere, or even because of increased costs of living, he makes an
+_unfavorable_ impression on the man from whom he requests a raise. His
+purpose in presenting his claims is evidently selfish. He appears to be
+looking out only for Number One, and the employer naturally looks out
+for _his_ Number One when responding. By using methods that suggest a
+wholly selfish purpose, the applicant decreases his chances of gaining
+what he desires. Yet most employees ask for raises in just this way.
+
+[Sidenote: The Quid Pro Quo]
+
+Contrast the impression made when an employee approaches the boss with a
+carefully planned demonstration of his _capability for increased
+service_, as the basis of a proposal that he be promoted or given a
+higher salary. He comes into "the old man's" office with an attitude
+that produces a _favorable_ impression. When he explains exactly what he
+is doing, or can do if permitted, that is deserving of more reward than
+he has been receiving, he presents the idea of a "quid pro quo" to his
+"prospect," just as the salesman of goods presents the idea of _value_
+in fair exchange for _price_.
+
+If the service now being rendered by the employee, or the new service he
+wishes permission to render, is really worth more money to the employer,
+the applicant for a raise is practically certain to get it, provided he
+has chosen a fair boss. And, of course, a good salesman of himself does
+not go to work in the first place until he has prospected the squareness
+and fair-mindedness of the employer.
+
+[Sidenote: The Saleswoman Secretary]
+
+A young woman was employed in a secretarial capacity shortly before the
+world war began. In the course of the next two years her salary was
+voluntarily doubled by her employer. But her necessary expenses
+increased in proportion; so she was able to save no more money (in
+purchasing power) than it would have been possible for her to put in the
+bank if there had been no increase either in her earnings or in the cost
+of living. That is, if the war had not happened, and she had continued
+at work for two years without any raise at all, she would have been
+practically as well off at the end of that time as she actually found
+herself with her doubled pay.
+
+As the months of her employment passed, she had made herself
+progressively much more valuable to her employer. She was rendering
+him now a very large amount of high-grade service. But in effect she
+was being paid no more money than when she was engaged. The young
+woman knew her employer intended to be fair with her. Undoubtedly he
+felt he had treated her well by voluntarily doubling her salary in two
+years. If she had gone to him and had asked for more pay in the manner
+of the ordinary applicant for a raise; if she had stated her request
+without skillfully showing the difference between actual conditions and
+his misconception of the facts; she likely would have made an unfavorable
+impression. But she was a good saleswoman of her ideas. She made a
+discriminative-restrictive plan of approach to gain her object, and used
+first-class selling skill to get into her employer's mind a true
+conception of her worth to him.
+
+[Sidenote: Opening the Boss's Eyes]
+
+She compiled from her budget the exact amount of increased living costs.
+The comparative figures of two years showed that her necessary expenses
+were approximately double what they had been before the war. Then she
+used the percentage ratio to demonstrate in neat typewriting that
+approximately all of her salary increases had gone to some one else, and
+had not remained in her hands. On another sheet she typed a summary of
+the most important business responsibilities she carried for her
+employer at present, but which she had not been qualified nor trusted to
+bear when she was first engaged. The secretary brought the two exhibits
+to the desk of the business man, laid them before him with brief
+explanations of what they represented, and concluded with a simple
+personal statement which she worded most carefully.
+
+[Sidenote: The Approach That Commands Respect]
+
+"Mr. Blank, I know you mean to be perfectly square with me. So I want
+you to realize what has been the actual purchasing power of the salary I
+have received, and what I have done with it. This percentage slip shows
+that my additional pay was all used for additional expenses. I have been
+unable to increase my savings. I really have been paid only for the same
+kind of services I was able to render when you employed me. Now I know
+how to do all these additional things." She pointed to the list typed on
+the second sheet of paper. "In effect, I haven't been paid anything for
+them, you see. I am sure you have not appreciated the difference between
+the increased service I have rendered, and the buying power of the
+raises you have meant to give me but which have all gone to some one
+else. Please study these lists. I believe you will feel that I am
+earning a larger salary and really am worth more to you than two years
+ago."
+
+Her "different" approach gained the secretary not only an immediate
+increase of fifty per cent in her salary; but five hundred dollars back
+pay that her fair-minded employer was convinced she should have
+received.
+
+Such an approach commands the respect of the prospect. It is the
+approach of an equal, not of an inferior. _So greatly does it reduce the
+chances of failure that the salesman is practically certain to succeed
+in his purpose._
+
+[Sidenote: Initiative Is Yours]
+
+Recognize that the _initiative_ in gaining your chance should be in your
+own hands. Do not wait for any opportunity to come to you. "Go to it."
+Go prepared to control the situation you have planned to create, but be
+ready also to meet _unexpected possibilities_. The object of the master
+salesman in his preparation is not only to make the selling process
+_easy_, but also to meet any _difficulties_ he can foresee that may
+arise to block him. He is ready to take full advantage of favorable
+conditions he has planned to meet, and is equally ready for turn-downs.
+If you use the discriminative-restrictive method to gain admission to
+the presence and into the mind of your prospect, it is altogether
+unlikely that you will be denied the chance you seek. Nevertheless _go
+loaded for refusals_. Be ready with the quick come-back to every
+turn-down you can imagine.
+
+A clerk in a real estate office wanted an opportunity to prove that he
+was capable of selling. Times were very hard, and the firm had flatly
+announced that it would not promote anybody or grant any raises. But
+this clerk, who had made up his mind to secure a salesman's job,
+carefully prepared a plan of approach before he went to the president's
+office. His ostensible purpose was to get a raise; so he had worked out
+an ingenious reply to every objection he could imagine his employer
+might make to paying him more money. But he really wanted a different
+job, not just a larger salary.
+
+[Sidenote: Come-backs To Turn Downs]
+
+He tackled the "old man" at a selected time when he knew the president
+would not be busy. One after another, in quick succession, he came back
+at every reason given for turning him down on his application for
+additional pay. Finally the cornered employer stated frankly that the
+clerk was entitled to a raise, but as frankly said it could not be
+granted because of general business conditions. The applicant, having
+gained his immediate object by proving his worth, then switched to the
+second part of his plan of approach.
+
+"I didn't expect more money for my clerical work, but haven't I proved
+to you by the way I handle turn-downs that I possess the qualifications
+of a salesman? It would be just as hard for a prospect to say 'No' to me
+as it has been for you. I don't want a raise. I want a chance at selling
+real estate. Give me a drawing account equal to my present salary, and
+I'll earn it in commissions. I'm going to make it hard for anybody to
+get away from me after I tackle him to buy a lot or a house."
+
+Of course the clerk got his chance.
+
+[Sidenote: Touch Tender Spots]
+
+Another important detail of good salesmanship in planning to approach
+opportunities to succeed, is _touching the tender spots of the
+subordinates_ in the office of the big man you want to reach. Also plan
+to touch tender spots in _him_. You can do it with a courteous bow, or
+with the tone of respect. Employ the _personal appeal_--that is, make
+_contact_ between _your personality_ and the personality of the _other
+party_ you desire to influence. There is no better way than by
+manifesting your _real friendliness_. One who comes as a friend is able
+to feel and to appear _at ease_. The bearing of perfect ease makes the
+excellent impression of _true equality in manhood_, and helps very
+greatly in gaining for one a chance to succeed.
+
+[Sidenote: Strength and Resourcefulness]
+
+Sometimes self-respect will require you to use very forceful methods to
+secure the opportunity you desire. A snippy clerk may refuse you
+admittance to the private office. The big man himself may send out word
+that he will not receive you, or perhaps he will attempt to dismiss you
+brusquely after you are granted an audience. So be prepared to manifest
+your _strength_, as well as your _resourcefulness_, should such _force_
+of personality be needed in any imaginable situation. If you have
+planned exactly how you will show your strength, you will make the
+impression when you manifest it actually that you are strong in fact,
+and not just a bluffer. Often you can prove your strength by looking
+another person fearlessly in the eye.
+
+[Sidenote: Four Essentials of Good Approach]
+
+It is evident from what has already been outlined that to make a
+successful approach one needs particular qualifications. There are four
+essentials: First, _mental alertness in perceiving_; Second, _good
+memory for retaining the impressions received_; Third, _constructive
+imagination_ in planning the approach; Fourth, _friendly courage_ in
+securing an audience and in making the actual approach to the mind of
+the other man.
+
+All your senses must be _wide awake_ if you are to _perceive every point
+of difference_ that can be used effectively to sell your particular
+ideas in contrast with ordinary ideas.
+
+It is necessary not only that you _see_ distinctions clearly, but that
+you be able to _remember them instantly_, when you need to use them in
+selling your ideas.
+
+You cannot make any certainly successful plan to deal with a future
+possible chance unless you _cultivate your power of imagination by
+working out in advance every conceivable situation that may be
+anticipated_.
+
+And all your other capabilities in gaining your chance will be of no
+avail if your purpose meets resistance; unless you are equipped
+beforehand with friendly courage, the _kind of real bravery that is
+likable_.
+
+[Sidenote: Genius]
+
+It is highly important to your success that you be able to make the
+impression that you are a person of _genius_. Genius, analyzed, is no
+more than the exceptional application of natural ability to doing work.
+Application demands complete attention. Attention leads to
+discrimination. Discrimination concentrates, of course, upon the
+recognition of differences. And differentiation depends principally upon
+sense training in alertness. Unless a sense is very keen, it cannot make
+distinctions sharply. _So we get back to the primary necessity of
+developing all your senses and of keeping them wide awake to perceive
+and act upon chances for success_.
+
+[Sidenote: Memory]
+
+Your discriminative power of perception will be well-nigh valueless to
+you, however, if you are unable to recall whenever needed, all the
+points of difference possible to utilize in your salesmanship. Therefore
+you should _train your memory_. We will not enlarge just now upon this
+factor of the process of making success certain; because in previous
+chapters and also in the companion book, "The Selling Process," the
+right methods of developing a good memory are indicated.
+
+[Sidenote: Constructive Imagination]
+
+The value of _constructive imagination_, not only in planning your
+entrance to the physical presence and into the mind of the prospect, but
+all through your salesmanship, cannot be over emphasized. If you are to
+gain your chance with another man, _you must be able to see imaginary
+future situations, through his eyes_. In advance of your interview it is
+necessary that you imagine yourself in his place when a caller like
+yourself is received.
+
+Some so-called "realists" condemn imagination. They say it is apt to
+make men visionary and unable to recognize and meet successfully the
+every-day problems of life. But the _big_ men of finance, industry, and
+politics have become pre-eminent because of the fertility and
+productiveness of their imaginations. What the "hard-headed" man
+condemns is not imagination, but _inability to use it constructively_.
+He deprecates imagination not carried into _action_. Constructive
+imagination, however, has always been man's greatest aid in making
+progress.
+
+[Sidenote: Four Ways to Re-construct Ideas]
+
+In order to develop your constructive imagination most effectively you
+must follow certain laws with regard to the re-adjustment of parts,
+qualities, or attributes of things you know. You can re-construct an
+idea; (1) by merely _enlarging_ an old mental image; or (2) by
+_diminishing_ the size of the previous image; or (3) by _separating_ a
+composite image into its parts; or (4) by imaging _each part as a
+whole_.
+
+Let us illustrate how these laws of constructive imagination might be
+applied effectively in planning the approach to a prospective employer.
+
+[Sidenote: Using Constructive Imagination]
+
+He perhaps has an idea that the possibilities of the job you want are
+limited. You should plan to _enlarge_ the picture of your possible
+service and to show that you could do more things than he is likely to
+expect of you.
+
+So you can _diminish_ his idea of the salary you want, by planning to
+show him that in proportion to the enlarged service you purpose to
+render, the pay you ask is not really big.
+
+In order to make him appreciate better just what your contemplated job
+means, you can _separate_ it into the different functions you will
+perform. The mere fact that the job has a great many parts will be
+effective in impressing him with the idea that it is worth more pay.
+
+Then you can take each part or function of your job and show it as a
+_whole_ opportunity. For instance, if you are a correspondent, you might
+demonstrate just how letters of different length could be spaced on the
+stationery to develop a uniformly artistic impression that would help to
+get more business by mail.
+
+All your imaginative powers can be made to work _together_ to accomplish
+the one certain result you desire. "Constructive imagination is always
+characterized by a definite purpose, which never is lost sight of until
+the image is complete."
+
+[Sidenote: Friendly Courage]
+
+Thousands of men have failed, after getting right up to the door of
+opportunity, because they had to turn away in order to screw up their
+_courage_. No one can hope to succeed if he lacks _the quality of
+bravery necessary to gain chances_.
+
+True bravery is not cockiness or swaggering. It is simply a _kindly
+self-confidence_ that makes no impression of a threat to others, and
+gives no suggestion that the man who has it feels there is the slightest
+reason for being afraid of anybody else.
+
+[Sidenote: No One To Fear]
+
+Really, if you have planned just how to approach each prospect with a
+true service purpose, there is no one in the world you need to fear.
+Lack of courage is usually due to lack of preparation for what might be
+anticipated. Sometimes a man is fearful of another because of his own
+consciousness that he has come to that other man principally for the
+purpose of _taking something away from him_. This consciousness causes a
+guilty feeling, which undermines courage. If through imaginative
+planning you know in advance about what to expect, and if you feel your
+intentions toward your prospect are absolutely square, you will not be
+afraid to seek your chance anywhere. Your courage will not ooze.
+
+[Sidenote: "Right is Might"]
+
+True courage is based on a _permanent consciousness of right feeling and
+thinking, coupled with the sense of power_ that is expressed in the
+maxim, "Right is might." Such courage can be developed by the
+discriminative-restrictive process with absolute certainty, as is
+explained in the companion book, "The Selling Process."
+
+[Sidenote: Big Mental Outlook]
+
+Our study of plans of approach would be incomplete without emphasizing
+the prime necessity for a _big mental outlook_. To assure your success
+in gaining the chances you want it is necessary that you vision
+imaginary situations of the future and fit into them the facts you know
+now or may be able to learn.
+
+However, you cannot develop maximum skill in gaining your chances if you
+are unable to learn anything except through personal experience.
+Personal experience is valuable, no doubt. But you must develop the
+ability to _think out the significance of other men's experiences_, and
+must be capable of _applying what you learn to your own imaginary use_.
+
+The big view-point, the ability to learn from observation as well as
+from experience, will develop in you broad and varied conceptions of
+other men. It will make you tolerant of characteristics that differ
+widely from your own. You will respect the view-point of the other
+fellow, and will recognize that he may be perfectly fair in his attitude
+and opinions, however widely he may differ from your ideas. Your big
+mental outlook should make you feel friendly toward him as your
+prospect, and you can make the approach of _courage that is friendly_.
+
+[Sidenote: The Sentry And the Password]
+
+Perhaps you will meet opposition to your entrance when you come to gain
+your chance. It is likely that some sentry in the outer office of your
+prospect, or the sentry of his own mind when you reach his presence, may
+halt you at the portal of opportunity with the challenge, "Who goes
+there?"
+
+Your answer should be spoken confidently, "A friend."
+
+The test will then be made by the sentry, "Advance, friend, and give the
+countersign."
+
+_The secret pass-word to Opportunity is, "Service."_
+
+Prove you know the countersign, speak it with courage, and you will find
+yourself no longer an object of suspicion, no longer regarded as a
+possible enemy.
+
+_You have nothing to fear if you plan to approach your prospect as a
+true friend who has come with a carefully thought out, intelligent offer
+of service that he lacks._
+
+
+
+
+CHAPTER VII
+
+_Knowledge of Other Men_
+
+
+[Sidenote: Unlocking The Other Man's Heart And Mind]
+
+We have seen how you can make certain of _gaining_ your introductory
+chance. Now we are to consider the first step in the _most effective
+use_ of this opportunity to begin building your own success.
+
+Let us say that you have chosen a particular man as the sort of employer
+with whom you want to work. Your prospecting has convinced you that in
+his business you have found the right market for your present services
+and a promising field for the future big success you are ambitious to
+achieve. Therefore you wish to sell him a true idea of your best
+capabilities. We will assume that you have passed the threshold of his
+private office, but your object in calling upon him has not yet entered
+_his thoughts and feelings_.
+
+Before you state the ideas and service intention you have brought, make
+certain of the best possible reception from him. You need to take every
+practicable precaution against being rebuffed. You want to assure
+yourself of a welcome. Having gained this chance to start the sale of
+your capabilities, it is of vital importance not to take the next step
+in the selling process _blindly_, lest you stumble. Hence you should
+_size up_ the other man before you announce your purpose in calling.
+What you may learn from reading his character correctly will help you to
+gain admittance into his mind for your ideas. It should assure a welcome
+from his heart for your sincere desire to serve him.
+
+[Sidenote: Skeleton Key Unavailing]
+
+Golden opportunities to succeed in a particular business cannot be
+unlocked with a skeleton key of knowledge about human nature. Knowledge
+of _all_ men supplies merely the shaft and general shape of the key
+blank, which must then be notched and filed to fit the characteristics
+of the individual whose mind and heart you wish to open for the
+admission of your ideas and feelings. Unless you can get into that _one_
+mind and that _one_ heart with your service purpose, you will be shut
+out from the opportunity you want. It is important that you know the
+traits of men in general, of course. Such knowledge, however, should be
+supplemented by a _specific_ and true conception of the particular man
+through whom you hope to reach your chance to succeed.
+
+Do not confuse in your present thoughts the process of _prospecting_ the
+characteristics of a man _before_ meeting him, with the later process of
+_sizing him up at the time of the interview_. It is highly important to
+accumulate in advance as much knowledge as possible of your prospect's
+individual traits. But what you learned about your chosen future
+employer before you gained the chance to present your ideas to him in
+his office should be used _merely as a guide_ in sizing him up on the
+spot.
+
+[Sidenote: Stop, Look, Listen]
+
+Take nothing for granted now. Through your personal, specific
+observation either confirm or disprove every item of information that
+has come to you from other people previous to meeting this man face to
+face. Your informants may or may not have had correct conceptions of his
+characteristics. It would be unwise, even unsafe, for you to rely
+implicitly on _their_ judgment of him. You need to _be certain you know
+him as he really is_; so that you can present your purpose with the
+confidence a skilled salesman feels when he is sure he understands the
+principal traits of the prospect he is addressing. In reaching this man
+you have gained your first chance. You cannot afford to risk losing it
+by haste. _Do not advance farther in the selling process until you have
+made certain of the ground you are to tread._ It is very bad
+salesmanship to begin introducing ideas and feelings to a mind and heart
+that are unknown to you except from hearsay.
+
+"But," you say, "I'm not a mind reader. And I can't look into another
+man's heart."
+
+True. Yet you should be able to read the _signs_ of his thoughts; which
+he manifests in his words, tones, and acts. And you need not see into
+_his_ heart to know what it contains; since fundamentally _all_ men are
+much alike at heart. Just look clearly into your own heart at its best.
+You will find there the basic emotions and feelings that civilized men
+have in common everywhere.
+
+[Sidenote: Character Analysis by Types Not Reliable]
+
+Character analysis by "types" is unreliable. I believe as little in
+phrenology as in palm-reading. I have directed thousands of men in
+business. Personal experience has proved to me that the _permanent_
+structure of a particular human body is not an invariably true index to
+the characteristics of the inner, or ego man who owns that body.
+
+He has had no control over the color of his hair or eyes. He cannot
+reshape the bones of his face, nor alter the bumps on his head. To
+believe that such permanent structural details of the "natural" _outer_
+man determine or denote the peculiar aptitudes of the _inner_ man is to
+credit the exploded doctrine of fore-ordination.
+
+Therefore, when you have gained the chance to present your capabilities
+for sale to a chosen prospect with whom you believe you will have the
+best opportunities to succeed, and when you are swiftly shaping your
+presentation plans to fit his personality, don't size up merely the
+factors of his make-up with which he was born. You will be apt to
+mistake his true character if you have come to his office with the
+delusion that the blonde type of man is fundamentally different _in
+nature_ from the brunette type. Get out of your head any misconception
+that a man is foredoomed to practically certain failure in a particular
+career because he has a big nose, sloping brow, and receding chin; and
+that another man with a snub nose, bulging forehead, and protruding jaw
+is destined almost surely to succeed if he selects a certain vocation.
+No "mind man" with a normal, healthy body is limited in his
+possibilities of success by being born with red, or black, or tow hair;
+or because the bones of his head happen to be shaped in a particular
+way. The ego is the master, not the slave, of the body.
+
+[Sidenote: True Signs of Character]
+
+_The true signs of character are to be read only in the words, tones,
+and movements_ of a man--and in his muscle structure _as he has
+developed it_ or has left it _undeveloped_. We already have seen in a
+previous chapter how a mind center and its co-ordinated set of muscles
+develop each other. So the positive characteristics of the inner man are
+revealed clearly by the muscle structure built up by his habits of
+thinking and feeling and action. On the other hand, his deficiency in
+certain mental and emotional development is indicated negatively by his
+lack of the muscle structure that naturally would be co-ordinate with
+such development.
+
+The relation of muscular development to mental development, as explained
+in an earlier chapter, suggests the one _sure_ way to judge a man's
+habits of thinking. _Observe discriminatingly his various muscle
+structures, and his muscle activities in detail._ The development of
+certain sets of _muscles_ proves a co-ordinate development of the _mind
+centers_ most directly connected with these muscle structures.
+Similarly the _mental action_ of a man is indicated by his _physical
+manifestations_ with his muscles in movements.
+
+Hence if you learn to read the _mental significance of particular muscle
+structures and of particular muscle actions_, you will be able to size
+up both the _habits_ of thought (individual characteristics) of a man,
+and what he happens to be thinking _at the time_ you come to present
+your services or ideas for sale.
+
+[Sidenote: Recapitulation]
+
+Before going on with our study of the subject of this chapter, let us
+summarize the preceding pages to make sure that we know thoroughly the
+somewhat difficult but very important ground we have gone over thus far.
+
+You chose a certain man as your prospective employer because you believe
+that if you succeed in associating yourself with him you will have the
+best opportunities to achieve your ambition. You are now standing in his
+presence. You need to size up his true character quickly in order that
+you may be sure of presenting your capabilities in the particular way
+that is likely to be most effective with him. You wish to impress this
+one man with right ideas of your qualities and their value. You want him
+to perceive that he lacks and requires just such services as you purpose
+to offer for sale. You realize it is unsafe for you to jump at
+conclusions about his characteristics. You pause briefly to size him up
+before presenting your proposition, rather than to proceed blindly in
+ignorance of his habits of thought, and with no clue to what he happens
+to be thinking at the time you call. You must know all it is possible to
+find out on the spot regarding him.
+
+[Sidenote: What Has He Done with His Birthright?]
+
+You cannot be certain of his characteristics if you judge him solely by
+what Nature forced on him. But you can be absolutely sure if you size
+him up by observing _what he has done with his birthright_, and if you
+are then able to _interpret_ correctly what you _perceive_. Your
+prospect has had nothing to do with the shape and size of his head. His
+fair or dark complexion is inherited. He is utterly unable to control
+the color of his hair or eyes. His _muscle structure_, however, is a
+_development_ that he has accomplished himself. If he has a firm jaw,
+the jaw _muscles_, not the jaw _bone_, signify the characteristics of a
+firm mentality. _Judge the physical man he has made by his habits of
+living under the government of his mind._ Disregard such physical
+details of his appearance as he cannot help. The _made_ man is the true
+image of the ego. It is this _ego_ of your prospective employer you need
+to know, for your chance to succeed in your purpose with him depends on
+the _inner_ man you must convince and persuade. Therefore restrict your
+size-up to the discriminative observation of the _muscle signs of his
+mind habits and mind actions_.
+
+[Sidenote: Recall Burbank Method]
+
+Recall now, or re-read the second chapter of this book. There you
+studied the principles of restrictive-discriminative growth--the Burbank
+method of developing selected qualities of manhood. That chapter related
+to your cultivation of particular characteristics within _yourself_. The
+same principles will guide you with equal certainty in acquiring
+knowledge of _other men_.
+
+Every _mental_ characteristic of your prospect about which you need to
+know has _physical indications that can be perceived, and translated
+into certain knowledge of details of his character_. You have studied
+the co-relation of _your_ mind and body in mutual development. You may
+be sure that similar processes of development have produced like effects
+in the case of the man you have come to see. You know exactly how to
+grow particular qualities within yourself, by using your muscles to
+develop corresponding mind centers and vice versa. You can read another
+man's mind by observing _his_ muscle structure and muscle action, and by
+then interpreting the mental significance of what you perceive.
+
+[Sidenote: Men are Alike At Heart, But Differ in Mind]
+
+To repeat and emphasize again what already has been said about knowing
+the _heart_ of another man--you need but look into your own breast to
+find there the finest basic characteristics of the human heart in
+general. As Kipling wrote, "The Colonel's lady and Judy O'Grady are
+sisters under their skins." All men are fundamentally alike at the
+bottoms of their hearts, however much they may differ in the individual
+traits they have grafted upon their common root of human nature.
+
+So when you are sizing up your prospect, you should comprehend that _the
+most effective way to get to his heart is through such an appeal as
+would reach the heart of every man_. Know your own heart surely, then,
+in order to be certain of knowing his. All human hearts respond
+similarly to manifestations of courage, nobility, love, faith, honor,
+and the like. We laugh and cry at the same humor and pathos. Our
+_feelings_ are closely akin. We differ from one another only in our
+_minds_. Our individual, acquired habits of thought affect but the
+_degrees_ of our several heart responses to the gamut of fundamental
+emotional appeals.
+
+[Sidenote: Exhaustive Prolonged Analysis Unnecessary]
+
+Knowledge of another man, then, involves first, comprehension that he is
+_like_ every other man in his _emotions_, and _unlike_ all other men in
+the way he _thinks_. To a trained observer his habits of thought are
+clearly indicated by his muscle structure and muscle action. Exhaustive
+prolonged analysis is unnecessary. You can learn to read quickly the
+mental significance of the comparatively small number of details of
+muscle structure and action that constitute a fairly complete index to
+his character. Then you will be able to judge with certainty practically
+all the traits of which you need to be sure in order to make the most
+effective presentation of your services for sale to this particular
+man.
+
+[Sidenote: Value of Size-up]
+
+The value of such a dependable size-up can scarcely be over-estimated.
+It is not easy to gain the _initial_ chance to present your capabilities
+to the one man with whom you have chosen to be associated. But it would
+be tremendously harder to win a _second_ opportunity to sell your
+services after _failing_ the first time. By sizing him up aright while
+you are presenting your qualifications for his consideration, you will
+be able to _avoid making unfavorable impressions_. You can also adapt
+your salesmanship to _creating the best possible impression_ of your
+capabilities and their fitness to his *especial needs*.
+
+[Sidenote: The Gruff Reception]
+
+Sometimes a man seeking to gain the big chance that he believes would
+open the door to success fails to secure his opportunity because he is
+disconcerted by a gruff reception that he misconstrues as personal to
+him. He wrongly interprets _natural_ self-defense as a sign of habitual
+crabbedness.
+
+A big man often thinks he is "hunted" by people who want to make him the
+prey of their own purposes. The employer you have chosen as the means of
+reaching the goal of your ambition may feel suspicious of your object in
+approaching him. He is likely to assume an attitude of extreme reserve,
+or even of icy indifference. Possibly his manner will be curt and sharp.
+Size up such a reception as just his way of protecting himself against
+impositions. His treatment of you is merely a superficial manifestation
+of the instinct for self-preservation. It indicates nothing more than
+that he is wary of any one who calls on him with an unknown purpose.
+
+His object in being cold or brusque is to get rid of people who might
+annoy him or waste his time. He would not assume his repelling pose if
+he knew _you_ had come with a purpose of _true service_, after full
+preparation of yourself and your selling plans to interest him. Though
+he does not realize it yet, you will neither pester him nor fritter away
+his precious minutes.
+
+[Sidenote: Melting Ice And Smoothing Roughness]
+
+Therefore if your size-up convinces you that the cold, brusque manner
+is only _assumed_, you need not deal with it as if it were
+_characteristic_. It indicates no more than the habit of wariness. You
+should proceed confidently with your selling process, undeterred by the
+bearing of your prospect. Do not attempt to mollify his assumed
+harshness. It will take but a few moments for you to _sell him the idea
+that you have brought him something he really needs_. When he first
+glimpses your service purpose, his icy pose will begin to melt and his
+rough tones will be smoothed.
+
+A great public-utility corporation with thousands of branch offices
+throughout the United States had as its purchasing agent for many years
+an old gorgon. He was "a holy terror" to new salesmen, but became a
+staunch customer when once his confidence was deservedly gained. And
+every employee in the office of this tartar loved him for his true
+kindness of heart.
+
+[Sidenote: Don't Flinch Or Retreat]
+
+You may have occasion to call on such an eccentric big man. If you are
+rebuffed fiercely, don't let it "get your goat." He can have no possible
+reason for disliking you personally, especially before he comprehends
+your purpose in coming to him. So disregard his ferocious pose. Though
+he may treat you as an unwelcome intruder, proceed calmly to the
+statement of your business. You know that your intention to render him a
+true service justifies you in taking his time. Therefore his assumed
+fierce manner should be powerless to disconcert you.
+
+_Do not retreat_ from a chosen prospective employer; _do not even
+flinch_ from him, however ill-tempered and repellant he may appear. You
+cannot possibly lose so much by standing your ground as you would
+forfeit by running away from this chance to demonstrate your
+salesmanship. Countless thousands of men have failed because at the
+first sign of antagonism they surrendered even more than they might have
+lost if they had been utterly beaten after the hardest kind of a fight
+for victory. _They gave up without a struggle, not only all their
+chances for success, but their self-respect as well._
+
+Suppose the man you have selected as your future employer does snap at
+you viciously when you call on him; his ferocity signifies no more than
+that you must approach and handle him carefully. Your prospecting and
+your size-up should have convinced you that he is not in fact the crab
+he tries to appear. Real, thorough cranks are so rare they can be
+considered as non-existent. It is safe to conclude that any man who acts
+as if he were sore all the way through all the time is just _acting_.
+Ignore the irrascibility of the "Everett Trues" you meet. _Superficial_,
+_assumed_ indications will not help you to comprehend the _inner_ man
+you want to influence. _Restrict your size-up to the signs of that inner
+man._ While the old gorgon you face is brow-beating you, he may be
+planning in the back of his head an act of gentle kindness to some one.
+If he is _habitually_ kind, there will be physical indications of that
+characteristic; in his _tones_ and _acts_ if not in his _words_. Look
+for these signs beneath his harsh manner, which is merely a disguise he
+has put on. "Everett True" behaves like a domineering tyrant, but he
+really is characterized by an acute sensitiveness to what is right and
+just.
+
+[Sidenote: Judge By Unconscious Appearance And Actions]
+
+When sizing up a man, depend principally upon details of his
+_appearance_ and _actions_. Translate whatever you see or hear into
+definite discriminative judgments regarding him. His muscle structure
+and movements indicate certain traits. Of course you should also observe
+and size up the significance of the words and tones he uses. But a man
+employs his speech with the conscious intention of making impressions.
+Therefore it is not safe to rely on a size-up based on what he says.
+Your prospect may be using his words and tones to hide, rather than to
+reveal, his inner self.
+
+However, if you know how to separate and classify _details of muscle
+structure and action_, you can depend safely on specific conclusions
+based on these indications. The muscle structure of a man is the result
+of his habits of living, or of his predominant characteristics. He
+builds it up unconsciously and is unable to disguise it. It can be
+interpreted as certain proof that he has particular traits. Most of his
+movements, too, are made without his realizing exactly what they denote
+of his character and present thoughts. He just "acts natural." Therefore
+if you read indications of the inner man by analytically observing his
+_physique_ and _actions_, you will gain reliable information about him.
+He will not know that he is revealing his traits and what he is
+thinking.
+
+[Sidenote: Your Opinions About People]
+
+From your earliest childhood to this moment you have been forming
+first-hand opinions of other people by observing and interpreting their
+words, tones, and movements. Sizing up men is not a new process to you.
+But in order to be a certainly successful salesman of yourself you
+should _observe more intelligently and discriminatively_ hereafter.
+Instead of making up your mind about people without knowing just how or
+why you arrive at your judgments, classify your intuitions
+scientifically. Know the reasons for your opinions. You can be sure
+about the conclusions you reach as a result of your _specific, exact
+observation of details_. The study and analysis of words, tones, and
+acts, coupled with a little painstaking practice, will make you an
+expert judge of other men.
+
+[Sidenote: Study Character Unobserved]
+
+Do not seem to make an effort to observe the person you are sizing up,
+for that would impress him disagreeably. Without indicating that you are
+watching him, mentally note and interpret his muscle structure, his
+manner of speaking, his gestures, the rate of his physical activity, the
+way his actions respond to his ideas, the type and tensity of his
+movements. _Each item you analyze and translate should indicate to you
+clearly some fact about the inner man._
+
+Of course you will not be able to read your prospect thoroughly in the
+first few moments after you meet him. It is possible to make only a
+partial size-up then. No one would reveal _all_ his characteristics in
+such a brief time. _But each indication you perceive and interpret
+correctly will aid you to attribute to him certain other, related
+traits._ For instance, if the actions of a man indicate the
+characteristic of evasion, you may judge safely that he lacks courage,
+the highest sense of honor, some of the elements of perfect squareness
+and trustworthiness. If he has a habit of under-estimating or
+"knocking," and manifests this characteristic in something he says or
+does, you may feel certain he is not an idealist. He is likely to be
+pretty "practical" in his views, and cannot be won by appeals to rosy
+visions.
+
+[Sidenote: Elements of Character are Consistent]
+
+Analysis of a man's true character usually shows that its elements are
+thoroughly consistent. A human being is not a bundle of contradictions,
+but an aggregation of likenesses. Every man differs from every _other_
+man; yet, generally speaking, one element of his character is not apt to
+differ radically from another detail of _himself_. There are exceptions,
+but in most cases the seeming contradictions in an individual are only
+apparent opposites. Supposed inconsistencies cause surprise because the
+true fundamental traits of the person observed are not discerned. The
+_outer_ man often seems to contradict himself. But nearly always the
+_inner_ man is consistent in his various characteristics. This is the
+reason why your size-up should be _restricted to discriminative
+observation of indications of the ego_.
+
+[Sidenote: Application of Theory]
+
+Perhaps you have been thinking, "The _theory_ seems to be all right, but
+exactly how is it _applied?_" So we shall turn our attention next to
+specific details of sizing up the characteristics of the inner man. We
+shall see just how his thoughts and feelings may be discerned at a
+particular time.
+
+We assumed previously that you have called upon the man to whom you want
+to sell your services. You believe the way to your success lies through
+association with him. _Your faculties of observation should be trained
+to size up at a glance whatever traits are suggested by his bearing,
+his clothes, his manner, his actions, his surroundings_. Whether he is
+standing or sitting, it is possible for you to perceive and interpret
+his pose and poise. You can learn much from his walk if he steps forward
+to greet you. His handshake may tell volumes about his true character.
+The different ways that men clasp palms are especially significant of
+their individual traits. You should have a scientific knowledge of
+handshakes.
+
+[Sidenote: Traits Suggested By Nods]
+
+Should your prospect merely nod on your entrance, note discriminatively
+the movement he makes. There are many kinds of nods. The quick, sharp
+tipping of the head indicates unhesitating, clean-cut decisions. Such
+judgments on the spur of the moment are not always right, but they are
+apt to be pretty conclusive. Irregular, jerky nods are signs of
+irritability, of rash or very impulsive decisions, and often of
+unreasoning prejudice. The nod made directly forward signifies
+frankness, dignity, and straight thinking. The tilting of the head a
+little to one side suggests a habit of indirectness and a tendency to
+"stall."
+
+[Sidenote: Learn to Analyze Smiles]
+
+How much of a man's character is illumined by his smile! Ability to
+analyze smiles _correctly_ will enable you to size up the dissembled
+traits of character behind the _false_ smile. Such analytical ability
+will also show you how to turn to your best advantage the smile of
+_true_ friendliness.
+
+It is possible to judge from the physical aspect, from the facial
+expressions, from the movements, and from the voice of a man whether he
+is nervous or phlegmatic, active or passive, healthy or lacking in vigor
+and strength. A skillful size-up will determine that he is either
+eccentric or well balanced mentally, that he is thrifty or extravagant,
+that he is disposed to take comprehensive views or is inclined to give
+undue attention to trifles and details. He will indicate to a keen
+observer real intellect or mere intelligence. His emotions also may be
+read. He reveals himself as generous or selfish; as an optimist or as a
+skeptic. He shows that he is responsive to heart appeals or is hard
+hearted, moral or immoral, artistic or lacking in appreciation of art,
+cultured or boorish.
+
+[Sidenote: Discriminative Restrictive Process]
+
+To know the significance of your prospect's different _words, tones, and
+movements--the only means he has for the expression of his ideas and
+feelings_, just apply to _his_ case whatever you have learned in
+studying _yourself_. Adapt your previous discriminative knowledge to the
+prospect you are sizing up. Restrict your conclusions about him to the
+significance of details you observe in his appearance, actions, and
+speech.
+
+After considerable practice in sizing up you will become familiar with
+the indications of many different traits. _But in most cases it will be
+sufficient if you can observe swiftly and interpret in a flash only a
+few of the commonest character signs_. We will touch briefly upon some
+of these.
+
+[Sidenote: Facial Muscles]
+
+Tense jaw muscles, whether large or small, denote the characteristic of
+persistence. But loose, flabby cheek muscles do not necessarily prove
+the habit of over-eating, or of sensuality. They may mean that the man
+who has them does not habitually allow his feelings to show in his face.
+When the muscles of facial expression are flabby they prove only that
+they are slightly used. Therefore when you encounter a man with loose
+cheeks read his characteristics from other muscle-structure signs, and
+from his actions. Do not misjudge the heavy face as a sign of grossness.
+
+[Sidenote: Courage And Bluff]
+
+If a man holds his head up easily, and moves it in this upright position
+without stiffness or effort, you may be sure his back neck and shoulder
+muscles are strongly developed. Such strong development suggests that he
+is courageous, for these muscles are directly co-ordinated with the mind
+center of bravery. Therefore the head and shoulders easily held back and
+up; not a high chest, signify courage. The bulging chest often indicates
+no more than pouter-pigeon bluff temporarily put on.
+
+[Sidenote: Indications Of Intellect And Power]
+
+A man's high chest, however, is a sign that his predominant
+characteristics are intellectual; because his chest has been developed
+by the student's habit of upper-lung breathing. The nerves running from
+the upper part of the lungs are directly connected with the brain
+centers of _intellect_. On the contrary the nerves that lead from the
+lower portions of the lungs center first in the plexus through which are
+manifested the _vital emotions_ and the emotions of _sex_. Hence the man
+who breathes deeply by habit indicates a great deal of vitality and has
+marked "he-man" traits. He is not of the intellectual type so markedly
+as he is a man of _power_. The man who breathes only from the upper part
+of his lungs is not a man of power, but may have a fine intellect.
+
+[Sidenote: Significance Of Postures]
+
+The postures of the body are significant of characteristics. If your
+prospect stands with his feet wide apart and his arms folded
+conspicuously across his high-held chest, he probably has a habit of
+bluffing. His widely spread feet indicate that he has to prop himself in
+that physical posture; so it is unnatural to him. Similarly he has had
+to prop himself in his mental posture. _Push your ideas hard and he will
+lose his mental balance;_ just as he would lose his physical balance if
+you were to jolt him. He is obliged to prop himself. He is bluffing. You
+can make him quit. The folded arms and expanded chest of the bluffer
+mean no more than the high-arched back of a cat. Stroke "Tom"
+soothingly, and he stops bristling. Stroke the human bluffer tactfully
+with persuasion, and he will not act pugnacious for long.
+
+[Sidenote: The Balanced Body]
+
+But if, when making a statement, your prospect stands or walks about
+easily with his feet close together; if he balances his body without
+difficulty or artificial postures--it is certain that he has a good
+deal of determination in his make-up. You cannot influence him to change
+his mind by making emotional appeals to him. In order to secure the
+favorable decision of such a man, you will need to use the most
+conclusive, solid evidence of your capabilities.
+
+[Sidenote: Wavering Minds]
+
+Suppose your prospect shifts his feet continually and rather jerkily.
+While you are talking with him, he frequently changes his weight from
+one foot to the other. He is suggesting that he has little confidence in
+his own judgment, that he is not sure of his own thoughts. _Take the
+lead strongly with such a man._ Do his thinking for him. It is up to you
+to bring his vacillating mind to definite conclusions, following your
+lead. First make it clear to him that your proposal is really to his
+interest. Then proceed with a manner of absolute assurance, as if you
+did not question his doing what you wish. With your skillful
+salesmanship you can stop his wavering and induce him to act as you
+indicate.
+
+[Sidenote: Quick Thinkers]
+
+The _rate_ of one's _muscular_ activity is directly associated with the
+rate of one's _mental_ activity. The man who _moves_ slowly by habit is
+also a plodder in his _thoughts_. On the contrary, quick actions
+indicate quick thinking; which, however, may be mistaken. Only the quick
+motion that is _under perfect control_ suggests an _unerring_ conclusion
+reached swiftly. The man who snatches up a pencil with sure fingers,
+and without fumbling it begins to write at once, demonstrates that he
+has an electrically fast mind perfectly harnessed to his purpose. When
+another man reaches swiftly for a pencil but misses his sure grasp at
+the first attempt; or when the dash of his hand to the paper is followed
+by a momentary delay for adjustment of the pencil in his fingers or by
+hesitation before he begins to write, he denotes mere impulsiveness.
+
+[Sidenote: Self-Control]
+
+Sometimes a quick thinker will purposely develop the habit of making
+very deliberate motions. This trait is the result of his determined
+repression of a recognized inclination to act on impulse. He has
+accomplished perfect self-control in order to guard against the danger
+of making up his mind too quickly on his first thoughts. But his
+slowed-down movements will be so _precise_ and _certain_ as to indicate
+his characteristic of self-control and that his mind has moved in
+advance of his acts.
+
+If you have occasion to size up such a man, you should perceive that the
+movements of his muscles do not correspond with the rate of his mental
+activity, as a superficial observer might mistakenly conclude. If your
+prospect sits or stands immobile; or if his actions give no indication
+of what he is thinking, watch his eyes and his facial muscles of
+expression. Eyes that fairly dart from one object to another,
+expressions that flash on and off the face; prove swift mental activity,
+no matter how quietly the body may be held. For instance, a strong,
+quick thinker may have his muscles under such perfect control that he
+will pick up a pencil very deliberately because he has trained himself
+to repress his impulses. But when he has finished using the pencil, he
+will drop it cleanly and not let it slip slowly from his fingers. His
+self-training in precaution applies only to what he does _before_ acting
+on a purpose. The moment he is done writing, he also is done with the
+pencil. His hand does not linger with it over the paper. Unconsciously
+his characteristic quickness manifests itself in his inclination to get
+rid at once of the tool he has finished using.
+
+[Sidenote: Tightened Thoughts]
+
+Any indication of _muscular tensity_ suggests a _tightening of the mind_
+on thoughts. It is often a sign of mental resistance or of persistency.
+If, when talking to a man you observe that his muscles seem taut, avoid
+forcing the idea you want him to accept, for his mind is opposing it
+strongly just then. Perhaps he has a persistent thought of his own, at
+variance with yours. Either give him a chance to express his idea in
+words, so you can dispose of it, or switch him away from it by changing
+the trend of the conversation. When you perceive that his muscles are
+normally relaxed, you may safely return to the postponed point. You will
+encounter lessened mental resistance. Very likely he will then have no
+impulse to persist in the thought he previously had fixed in his mind.
+
+[Sidenote: What a Man's Walk Shows]
+
+Note how your prospect walks forward to meet you, or how he moves about
+his office. If his stride is long and free and easy, it proves that the
+back muscles of his thighs are strong. Those muscles function in direct
+co-ordination with the mental action of _willing_. Therefore when a man
+walks easily with a long, free stride he indicates that he has a strong
+will. He may be sized up confidently as a fighter for his rights, as a
+man with a great deal of resolution once he makes up his mind.
+
+[Sidenote: Determine Mental Speed]
+
+It is very important when sizing up a man to determine the _degree of
+his mental speed_. If you have brought your best capabilities for sale
+to a prospective employer, you need to know whether or not he is getting
+clearly all the ideas you present. It is necessary for you to make sure
+on the one hand that you are not presenting ideas too fast for his mind
+to comprehend each point fully. On the other hand, you wish to avoid
+harping on details after he understands them. It will aid you very much
+in your salesmanship if you know _just how quickly_ the mind of your
+prospect acts. There is no better way to find out than by noting the
+speed of his _muscle_ response to test ideas. Since the rate of _muscle_
+activity is directly indicative of the rate of _mental_ activity, you
+can often learn from observing the _movements_ of your prospect _how
+quickly his mind takes in_ points you state or suggest.
+
+You might test him by asking that he write a name or set down some
+figures you give him. If without hesitation he reaches for a pencil, you
+may be sure his mind responds quickly to your ideas. But should there be
+a moment or two of delay before he picks up the pencil, his _slower
+physical response_ to your request is to be read as an _indication that
+his mind does not grasp ideas at once_.
+
+[Sidenote: Keep Mental Pace]
+
+After making your size-up of the degree of his mental speed, you can
+govern your presentation by what you have learned. If you are dealing
+with a mind that acts slowly, give your prospect plenty of time to get
+each idea you want to impress upon him. But proceed briskly from point
+to point with the man whose mind grasps ideas instantly. You would make
+a poor impression on him were you to go at a lagging pace.
+
+It is not necessary, however, to make special or artificial tests to
+learn how quickly your ideas are being grasped. Observe the facial
+expressions of your prospect, which will indicate how soon your thought
+is appreciated after it is presented. Should you say something with a
+touch of humor, the time it takes him to smile or twinkle his eyes will
+measure the speed of his mind in catching ideas.
+
+[Sidenote: Head and Eye Movements]
+
+The movements of the head and of the eyes, according to which are
+predominant in the case of an individual, tell much of his character.
+The villain on the stage habitually looks out of the corners of his
+eyes. So does the mischievous ingenue. But the hero turns his whole head
+when he looks about. And the look of innocence in the eyes of the
+heroine is straightforward; her head is pointed directly in line with
+her gaze. _Apply the principle in your salesmanship._ When you observe a
+man who turns his head freely and easily for a square look at a person
+who comes into his presence, size him up as one who is not afraid to
+face either facts or people. If you note that another prospect glances
+obliquely at persons or objects, or that he habitually turns his eyes to
+one side or the other while keeping his head still, judge him to lack
+the characteristic of frankness. He is likely to be evasive and shifty
+in his dealings. Perhaps the sign you have perceived indicates no more
+than that your prospect is "stalling." It is evidence, nevertheless,
+that his mind is not meeting your ideas squarely. You will need to
+compel his attention to come back to your point, time and again perhaps.
+
+[Sidenote: Strength Of Mind]
+
+The full-arm movement denotes strength, and bigness of conceptions. A
+mere wrist gesture suggests littleness, flippancy, weak traits.
+Similarly if a man walks from his hips, he suggests the characteristic
+of strong personal opinion. If he walks principally from the knees, or
+over-uses his ankles and minces along, he indicates that his mind is not
+certain and that he holds his opinions weakly.
+
+A straight gesture denotes pure _mentality_. A single-curved movement
+indicates some _emotion_, rather than only a thought. Action in a double
+curve suggests _power_ behind the expression.
+
+[Sidenote: Honor and Straightforwardness]
+
+A gesture outward from the chest and on the _same level_ denotes the
+qualities of honor and straightforwardness. If your prospect makes such
+a motion in response to some idea you present, he is thinking on the
+same man-level as yourself--he is treating you as his equal.
+
+A characteristic movement of the arm _above_ the shoulders signifies
+vivid imagination, or impracticability. It may be read as an indication
+of lightness of character or of a tendency to go off on a tangent.
+Conversely, gestures outward from the _lower_ part of the body denote
+power, or an inclination to depreciate values.
+
+[Sidenote: Selfishness]
+
+If a man gestures _toward_ himself, he indicates limited conceptions, or
+selfishness, with a tendency to materialize everything. Movements in any
+direction _away from_ the trunk of the body and on its level denote
+assertiveness, sincerity, creative ability, or willingness to cooperate
+in thought.
+
+[Sidenote: Affirmation And Denial]
+
+_Vertical_ movements suggest the _life_ of ideas, and symbolize
+_affirmation_. _Horizontal_ gestures accompany the _denial_ of ideas and
+the _death_ of interest. The _diagonal upward_ curve indicates
+_idealism_. A similar curve _downward_ is a sign that an idea presented
+to the imagination is _concretely realized_.
+
+[Sidenote: Frankness and Dodging]
+
+The person who gestures _directly in front_ of himself proves he is
+_willing to meet you face to face_ regarding the idea presented. But
+when a man gestures _slightly_ to one side or the other, he is not
+dodging. His movement denotes only that he is _thinking seriously_.
+However, if you present ideas to a man who gestures _far_ to the right
+or left, you may feel certain that he is not giving his thoughts in
+harmony with yours, but probably is trying to get your ideas out of his
+mind.
+
+[Sidenote: Study Tones]
+
+While we have emphasized that "muscular indications" are of principal
+importance in making a certain size-up, the tones and words of the
+prospect should not be altogether neglected. Often a man will
+unintentionally reveal in his tones the very things he means his words
+to conceal. You would not depend on the words of a person if they were
+contradicted by his acts and tones.
+
+Mental, emotive, and power characteristics are signified by various tone
+pitches. _The degree of a man's determination_ and his _persistence in
+thought_ are denoted by the _number of tone units_ he habitually employs
+when speaking. The _genuineness_ of a statement is suggested or
+disproved by the tone _intervals_ in the statement. "Yes" spoken in one
+unit without inflection means unqualified assent. "Y-es" in two tones
+may mean doubtful assent, or false agreement, or even a contradiction.
+The _middle-of-the-mouth_ tone proves a _well balanced_ mind, in
+contrast with the _unreliable_ mind that is denoted by the _lip_ tone,
+and the _secretive_ mind which is suggested by the tone that comes from
+_far back_ in the mouth.
+
+In a five minute conversation an alert observer who has studied a few of
+the elemental principles of tone analysis can size up a great many of
+the most pronounced characteristics of a prospect.
+
+[Sidenote: Don't Offend By Scrutiny]
+
+It is better to make no size-up at all than to _strain_ in observing the
+other man and make him aware of your close scrutiny. Such an inartistic
+size-up impresses a prospect disagreeably. He feels that you are prying
+into his personal characteristics. Therefore _teach yourself to observe
+without seeming to look closely at the object of your size-up_. Learn to
+observe unobserved; especially to perceive details without looking
+_sharply_. Your eyes and ears can take in specific points about your
+prospect without making their keen activity apparent.
+
+[Sidenote: Two Parts of Sizing-up Process]
+
+When you have learned how to see and hear many details clearly at the
+same time, _unsuspected by your prospect_, you will be a master of the
+first essential of skillful character reading. The second necessary
+element of proficiency in sizing up men is the _relation or association
+of each detail observed, with the particular characteristic it denotes_.
+To begin with, _perceive points_ about your prospect. Then ask yourself
+about each, "_What does this mean?_"
+
+[Sidenote: Practice Makes Perfect]
+
+Of course you will not become an expert judge of other men at once. But
+get the habit of seeing and hearing _specific indications of
+characteristics_ wherever you go. You will soon find that your mind has
+been opened to new, clear ideas of people.
+
+It is possible for anyone to become a mind reader. It is necessary only
+to _note_ and _think out_ the meaning of character signs and thoughts.
+Trained specific observation will read and interpret these signs. When
+you become skillful in sizing up other men, this art will help you very
+much in gaining the best possible receptions everywhere you go. Also, if
+you are able to read your prospect's thoughts and character, you can
+avoid antagonizing his ideas.
+
+[Sidenote: Remove Unnecessary Difficulties]
+
+Gain knowledge of other men in order to make it easy to sell them true
+ideas of your best capabilities. It is not _hard_ to succeed if you take
+the _unnecessary_ difficulties out of the process of gaining your
+chances.
+
+
+
+
+CHAPTER VIII
+
+_The Knock At The Door Of Opportunity and The Invitation To Come In_
+
+
+[Sidenote: Selling is Not a Mechanical Process]
+
+The process of selling ideas comprises several steps, part or all of
+which the salesman may need to take in order to close a particular sale
+successfully. In our study we are considering step after step in regular
+order, but the actual selling process cannot be reduced to such
+exactitude and routine. Before we begin our analysis of this
+"presentation" step, it should be clearly understood that success in
+selling ideas is not achieved by going through a _machine-like_ process.
+We follow a regular sequence in these chapters, but it is unlikely that
+you will ever complete a sale of your services by taking the various
+steps of the selling process in the precise order of our study.
+
+[Sidenote: Be a Fully Equipped Salesman]
+
+You may need to use them all in order to succeed in a specific instance.
+Again, without taking many of the steps here analyzed, you might be able
+to gain the success opportunity you most desire. _The object of this
+book is to fit you for any and every condition you are likely to meet_
+in your efforts to gain opportunities for your ambition. It is
+improbable that in order to get your desired chance and to make the
+most of it you will have to _use_ all you learn of the secret of certain
+success. You cannot afford, however, to run an _avoidable risk_ of being
+at a loss regarding what to do at any stage of the process of selling to
+a selected prospect true ideas of your best capability. You need to know
+the most effective ways to deal with situations that may never happen,
+but which, on the contrary, _might_ be encountered. You cannot start
+_confidently_ on your quest for success unless you are _fully_ equipped.
+
+[Sidenote: Reducing the Odds Against You]
+
+If you believed it would be necessary for you to do everything contained
+in this book in order to gain the opportunities you desire, you likely
+would feel very skeptical about succeeding. You might think, "A single
+little slip and I'd lose out. It's a thousand to one against me." The
+fact is that the odds on the side of failure are very heavy in the case
+of an _ordinary_ man. If you can _reduce_ them only a little _in your
+own case_, you will get a start towards success because of the slight
+lessening of your handicap.
+
+[Sidenote: Value of Knowing a Single Step]
+
+I recall a man who mastered but three principles of _prospecting needs_.
+With this limited knowledge of salesmanship he was able to induce a
+great financier to open the door of opportunity and take him into a
+field of rich chances to earn a fortune. Another friend of mine got his
+start solely from knowledge of a manufacturer's principal hobby. What
+he knew about the "single tax" enabled him to plan a sure approach to
+the mind of the factory owner. A young lawyer in Chicago seized upon a
+chance for fame and wealth in his first meeting with a poor, seemingly
+unsuccessful inventor. In each of these instances a single step of the
+selling process, taken correctly, carried the salesman through the door
+of opportunity and brought him within reach of the beginnings of
+success.
+
+[Sidenote: Get Ready for Imaginable Happenings]
+
+_You_ may not need to knock at that door, nor wait for an invitation to
+come in. In _your_ case, perhaps, the door stands open, with a "Welcome"
+mat just outside. Yet if you _do need_ to knock with your ideas for
+admittance to another man's mind, and if it ever becomes _necessary_ for
+you to win a welcome, this chapter will prove valuable reading. You will
+be helped to gain your desired chance, and the danger of your failure
+will be minimized, if you _know how_ to knock and exactly _what to do_
+to assure your welcome.
+
+Even the master salesman can never be absolutely certain of the
+reception he will have from any prospect. Therefore he "goes loaded" for
+all imaginable contingencies. You, the salesman of yourself, should be
+likewise prepared with knowledge of how each and every step in the
+selling process may be taken most effectively. Whatever emergency
+arises, you must be ready to take the fullest advantage of a favorable
+turn, and equally ready to reduce as much as possible any disadvantage
+you encounter.
+
+[Sidenote: Knocking and Getting In]
+
+Of course it will avail you nothing if you succeed only in _reaching_
+the particular man through whom you have planned to gain success. And
+after you meet him it will do you no material good to _size him up_
+correctly; if you are then unable to hold his _attention_ to your
+presentation of ideas. Your preliminary skillful salesmanship would all
+be wasted. Evidently, in order that you may continue the process of
+gaining your chance, it is necessary that you should know how to knock
+on the door of his mind in such an _agreeable but compelling_ way that
+he will be _forced_ to let his attention come out _pleasantly_ to you
+and your purpose. Hence right knocking at the door of opportunity
+immediately follows the size-up as an essential part of the process of
+making success certain.
+
+It is necessary next for you to know how to prevent a turn-down on the
+front porch of your prospect's mind, and how to insure _the admission of
+your ideas to his thoughts_. You can compel your prospect to open the
+door of his attention, but in order to get _inside_ his mind and secure
+his _interest_ in your purpose, you must win his _willing invitation_
+for your ideas to enter his thoughts and make themselves at home there.
+
+[Sidenote: Certain Success Methods]
+
+We have seen how you can make certain of gaining your chance to reach
+the door of opportunity. You can size up surely your prospect's dominant
+characteristics and what he is thinking. Likewise you can guarantee to
+yourself, first the attention, and second the interest of the man you
+have come to see. It is necessary only that you use the methods of the
+master salesman to _compel_ the opening of the door and to _induce_ the
+extension of welcome to your ideas.
+
+[Sidenote: Our Old Acquaintance Again]
+
+Here again we meet our old acquaintance, the discriminative-restrictive
+method. You must _discriminate_ between the process of knocking at the
+door of opportunity and the process of securing the invitation to come
+in. Then, in _practicing_ these related but different steps of the
+selling process, it is necessary that when you knock you _restrict_
+yourself to the use of the methods that are most effective in gaining
+_attention_. Similarly you should restrict yourself to using the very
+_different_ methods of securing _interest_, when you work to get an
+invitation for your ideas to come inside the other man's mind and make
+themselves at home there.
+
+[Sidenote: Process of Compelling Attention]
+
+Psychologists define "Attention" as "that act of the mind which holds to
+a given object perceived by one or more senses, to the _exclusion_ of
+all other objects that might be perceived at that time by the same or
+other senses." A knock at a door attracts attention because it
+temporarily diverts the previous attentiveness of the mind to other
+things, and concentrates it on a new object of attention. The sense of
+hearing is _struck_. Whether or not the mind is _willing_ to hear, it
+_cannot help perceiving_ the sudden new sound. Its attention is
+_forced_. The instant the knock is heard, the mind is compelled to drop
+or suspend what it has been thinking about; though this _exclusive_ new
+attention to the knock may last but a fraction of a second.
+
+Our _senses_ function under the control of the sub-conscious mind. It is
+futile for us to _will_ that we _won't_ hear, or see, or taste, etc. We
+_have_ to take in sense impressions, whether we want to do so or not.
+Therefore, if you employ restrictively the _sense-hitting_ method, you
+can force the man upon whom you call to give his _attention_ to you or
+to the presentation of your ideas.
+
+[Sidenote: Inducing Interest]
+
+It is necessary to discriminate, however, between the use of the avenues
+to reach the mind center of _attention_, and the use of very _different_
+ways into the mind center of _interest_. If you start wrong, there is
+very little chance that you will arrive at the right destination. The
+center of interest is wholly under the control of the _conscious_ mind.
+Your prospect can refuse to be interested, if he chooses, despite your
+determination to interest him. _His interest must be induced_. Any
+attempt to _compel_ it is apt to have a fatal result. Nearly always
+such an effort to force interest develops antagonism, instead.
+
+But there are methods of _inducing_ interest that are just as sure to
+succeed as are the sense-hitting methods by which attention may be
+compelled. This _double step_ in the process of selling the true idea of
+your best capabilities in the right market can be taken with absolute
+_certainty_ of success if you know and practice the principles in
+accordance with which the master salesman sells his ideas of goods to
+prospects. We are to study these principles now, as applied to the sale
+of your qualifications for success in the field you have selected.
+
+[Sidenote: Exclusive Agreeable Attention]
+
+When you enter the office of your prospect--your chosen future employer,
+for example--he will be giving his attention to _something_. No one,
+while he is awake, can be wholly _non_-attentive. Your function, at this
+stage of the selling process, is to compel him to stop paying attention
+to something or somebody _else_, and to give _you and your ideas_ his
+exclusive attention.
+
+[Sidenote: Avoid Making Unfavorable Impressions]
+
+Of course good salesmanship makes it advisable also to avoid creating a
+_disagreeable_ impression while forcing yourself and your ideas upon the
+attention of your prospect. The _conscious_ mind governs a man's likes
+and dislikes. So if you knock compellingly at the door of _that_ mind to
+gain attention, you may arouse very _unfavorable_ attention. For
+illustration, a boisterous greeting of your prospect, or a very noisy
+entrance into his office, would doubtless compel his attention by the
+direct hammering on his senses. But the attraction of his attention to
+you would affect the operations of both his conscious and sub-conscious
+minds, and his conscious mind would be disagreeably impressed. His
+compelled attention, therefore, might result in your being thrown out.
+
+[Sidenote: Gaining Both Attention And Interest]
+
+However, you can knock at the _sense_ doors of the _sub-conscious_ mind
+with such unobjectionable sense-hitting methods that while agreeable
+_attention_ will be _compelled_ thereby, you can also be sure that a
+favorable impression on the conscious mind of the prospect will be
+_induced_. For illustration, if your prospect is evidently busy at his
+desk when you are admitted to his office, you might compel his attention
+by entering very quietly and by standing in silence without interrupting
+him until he has had an opportunity to finish what he is doing. His
+sound sense would be struck, paradoxically, by your exceptional
+quietness. His sense of equilibrium would also be affected by your
+perfect poise while waiting. Your whole attitude would impress him so
+favorably that his especial interest in you would be induced. His
+greeting would be pleasant.
+
+Suppose your prospect looks up from his work when you enter his
+presence, and you approach close to his desk; if you are immaculate in
+dress and body, you will appeal agreeably to his olfactory sense. The
+law of the association of ideas will then begin to work in your favor.
+Your prospect will get subconsciously a conscious impression of your
+clean character.
+
+You might wear a fresh flower in your buttonhole and so strike several
+of his senses pleasantly. But unless the flower is inconspicuous and in
+good taste it would make an unfavorable impression.
+
+[Sidenote: Good Impressions]
+
+Let us assume now that when you enter the office of your prospect, he is
+disgruntled about something. You can take some of the heat out of his
+ill temper by your appearance of cool self-confidence and good nature.
+
+There are many more such _favorable sense impressions_ which you could
+make by simply standing in manly erectness while waiting to receive the
+exclusive attention of your prospect. You might employ all the
+sense-hitting features of bearing and manner referred to above. The
+effect of the sum of these would be the _forced agreeable attention_ of
+your prospect. He simply could not help noticing the various items that
+would strike his different senses; nor could he help being agreeably
+impressed; though he might not give you any indication of the effect you
+had compelled.
+
+[Sidenote: Continual Attention Necessary]
+
+It is highly important that you should be able first to _gain_ the
+favorable attention of your prospect, and second to _hold_ it until his
+interest is aroused. It may also be necessary for you to _regain_ his
+attention if it is temporarily lost and diverted to some other object.
+The master salesman realizes it is essential to have the attention of
+his prospect _continually centered_ upon the ideas presented,
+_throughout the selling process_. Only a poor salesman of ideas would go
+right on talking, even though it might be clearly evident that he did
+not have the exclusive attention of the man addressed.
+
+[Sidenote: Regaining Attention]
+
+When you proffer your capabilities for purchase by a prospective
+employer, do not make the mistake of continuing to present your best
+selling points if you have any doubt that his attention is exclusively
+yours. _Stop your selling process if his attention wanders or is
+diverted_. Use the sense-hitting method to compel it to _come back_ to
+you and your ideas. If some one should enter his office while you are
+talking to him, or if his telephone should ring, stop short in your
+presentation. (Your sudden silence, in itself, will be attention
+compelling.) Do not go on with your sales presentation until the
+interruption is over. Then use some sense-hitting method of making sure
+that his attention is again concentrated on you and your ideas.
+
+[Sidenote: Sense Hitting]
+
+An acquaintance of mine who had especially fitted himself for business
+correspondence, typed striking paragraphs taken from form letters he had
+devised and pasted the slips of paper on stiff filing cards. He carried
+with him to his interview with the president of a large corporation
+about thirty-five or forty of these cards. His prospecting had indicated
+that in the course of the half hour he had planned to take up with a
+presentation of his capabilities this executive would be interrupted
+often by telephone calls and the entrance of subordinates. The
+salesman's size-up also revealed that his prospect's attention was
+likely to wander to the things on his desk. From time to time when the
+correspondent was presenting his ideas the president reached out his
+hand and picked up a paper. Evidently he was inclined to give but
+flighty attention to his caller.
+
+[Sidenote: Striking More Than One Sense]
+
+The salesman, however, had "come loaded" for exactly this situation. He
+had worked out his selling plan in detail. As he developed idea after
+idea, he used a device for regaining attention by hitting at the
+prospect's senses of _sight_ and _hearing_. Just as soon as the
+president's hand wandered to a paper, the salesman ruffled the cards he
+held, quickly selected one, and clicked it down on the desk top before
+his prospect. He had to do this perhaps a dozen times before he felt
+confident he had clinched the interest of the executive. If the
+salesman had used words merely, what, he said in presenting his ideas to
+the prospect might have gone in one ear and out the other. But his
+action of ruffling the cards struck the president's senses of sight and
+hearing compellingly; as did the clicking of the card on the desk top
+when it was presented for reading. Repeatedly the return of the
+prospect's wandering attention was forced subconsciously; yet no
+disagreeable impression was made on his conscious mind. In the course of
+half an hour the correspondent succeeded in selling his services at a
+very satisfactory salary.
+
+[Sidenote: "Come Loaded"]
+
+If you similarly "come loaded" for sense-hitting, you will be able to
+get your prospect's attention originally, and to regain it whenever it
+is temporarily lost. In advance of your call on the man to whom you want
+to sell your services, think out things you can do that will strike one
+or more of his senses forcibly, without making disagreeable impressions.
+You can take with you to the interview specimens of your work, or
+testimonials; and hold them in your hand where they will attract notice.
+Or you might plan to use attention-compelling gestures.
+
+[Sidenote: Tone Variations]
+
+Changes of tone will make the other man "perk up his ears" if his
+attention wanders; so plan to introduce variety into your manner of
+speaking. Don't just open the spigot of your mind and let your ideas
+run out in a monotone. Variety of voice is pleasing, as well as
+attention-compelling.
+
+I know a salesman who is in the habit of using a spotlessly clean big
+handkerchief to help him keep the prospect's mind concentrated on the
+proposition being presented. Whenever the other man's attention is
+diverted, this salesman whisks his handkerchief from his pocket and
+touches his lips with it. The flash of white hits the sight-sense of the
+prospect and brings back his wandering attention to the salesman.
+
+[Sidenote: Sense Hitting Should Help The Sale]
+
+But such devices are superficial. _The best sense-hitting means of
+compelling attention, directly relates some sense effect to the
+salesman's purpose._
+
+The correspondent who ruffled his cards and clicked them down on the
+prospect's desk would not have been so successful if on each card he had
+not pasted a specimen of his work as an efficient letter writer. If he
+had brought a pack of blank cards, for example, the repeated use of his
+device for getting attention might have irritated the other man. To
+analyze the illustration further; if the correspondent had brought the
+specimens of his work on letter paper, not pasted on stiff cards, they
+would have been much less effective. He could not have ruffled them, and
+would have been unable to make the clicking sound he used to hit the
+other man's ears.
+
+[Sidenote: Suggesting Capability]
+
+Suppose you apply for a situation as a bookkeeper or an accountant. One
+of the best sense-hitting devices you could use to compel attention to
+your ability would be a collection of complicated tabulations in your
+handwriting, made neatly without a correction or an erasure. Such an
+exhibit of painstaking workmanship, if complemented by a neat,
+attractive personal appearance, would _force_ the employer to _notice_
+you and the proofs of your qualifications. You certainly would make a
+most favorable impression. Your prospect would imagine his books and
+records as you would keep them. When presenting the evidences of your
+capability as an accountant, you could suggest other qualities than
+those mentioned--such as the proper pride of a good workman, serious
+earnestness, dignity, keen intelligence, etc. Such _suggestions made
+with the aid of sense-hitting devices_ would help you to complete the
+sale of your services.
+
+[Sidenote: Make Your Qualities Stand Out]
+
+Perhaps you wish particularly to impress your qualities of alertness,
+energy, love of work, and physical stamina. Then sit or stand easily
+erect when you call on your prospect. If you should slump or loll in
+your chair, you would suggest that you lacked the very characteristics
+on which you are depending to get the job.
+
+_Make your best qualities stand out noticeably_ in your bearing. Should
+you apply for a position of great trust, requiring the exercise of the
+finest discretion, be sure to look the other man frankly in the face and
+let him see into your eyes. Also modulate your tones to the pitch of
+discretion and confidence. Your manner, your expressions, your voice
+will all draw attention to your fitness for the chance you want.
+
+[Sidenote: Original Methods]
+
+Such illustrations as have been given above should be understood as
+merely suggestive of ways to use the sense-hitting method of compelling
+attention. _Do not copy_ the suggestions offered. _Think out for your
+individual use a collection of sense-hitting devices of your own._ Then
+you will be able to select various ways to gain and to re-gain attention
+when you are in the presence of a prospect. No matter what may be your
+ability and ambition, _there are features of your character and your
+service capacity that you can utilize to make direct sense appeals_.
+Find out for yourself what they are, and plan how to use them most
+effectively. If you cannot gain attention to your qualifications, or if
+you are unable to recall wandering attention, you may lose the chance
+you have succeeded in getting. _Insure yourself_ against the possibility
+of such a disaster; so that your previous good salesmanship in securing
+an interview will not all go for naught.
+
+[Sidenote: Out-of-the-Ordinary Things]
+
+If you do something _out of the ordinary_, the force of your
+sense-hitting will be much greater than if you employ only common
+devices for gaining attention. It is better to _do_ something that
+compels attention to your recommendations than to _say_ "I want to call
+your attention to these letters."
+
+[Sidenote: Danger of Distracting Attention]
+
+However, there is always the danger that in gaining attention by
+_unusual_ means you may attract too much attention to the _device_ you
+use, and so distract notice from the _proposition_ you are presenting
+for sale. Therefore be sure that whatever extraordinary thing you do to
+compel attention _contributes directly to your main purpose_ and does
+not lead your prospect off on a _side track_ of thought.
+
+A business house once got out an advertising novelty and had samples
+distributed by the salesmen as gifts to their principal customers.
+The novelty was an ingenious mechanical device. It attracted so much
+attention to itself that when a salesman put it on the desk of a
+prospect before beginning his sales talk, the attention of the other
+man was drawn from what the salesman was saying and was given to the
+novelty. The prospect would pick up and examine the advertising device
+while the salesman was presenting ideas regarding his standard line
+of goods. As a result, many of the best points of the sales talks
+were unnoticed. The advertising novelty was a detriment. The sales
+volume fell off while it was being distributed. The slump was traced
+directly to the mistake of having the _salesmen_ pass out the
+attention-compelling device _which was not related to the staples of
+the house line_.
+
+[Sidenote: The Remedy]
+
+The distribution was made by mail thereafter, in advance of the
+salesman's call. It was effective then as an introduction for the
+traveler; because by the time he came to see the prospect, the novelty
+of the advertising device had worn off. It was no longer an
+attention-distracter.
+
+[Sidenote: Three Ways To Compel Attention]
+
+Remember that the attention of your prospect is always given to
+_something_. If another object of attention is more compelling than
+_your_ means of forcing his notice, your attempt will fail. Therefore be
+sure that your attention-getting device has at least one of three points
+of superiority.
+
+(1) It can be _stronger_ than the other appeal to the same sense. If
+your prospect's attention to what you are saying wanders because a
+phonograph starts to play in the next room, you can recall it to your
+presentation by slapping your hands together to emphasize a point, or
+you can change your tone suddenly. His sense of hearing will be struck
+compellingly by your device.
+
+(2) Your appeal for attention can be made to _more_ senses than are
+being reached by the distraction. The phonograph music hits only the
+ears of your prospect. Besides slapping your hands together or changing
+your tone, you can supplement such appeals to his tone sense by an
+appeal to his sense of sight. You can make a gesture, or display a
+letter for him to read just at that moment.
+
+(3) Your appeal can hit the senses of your prospect more _insistently_
+than the other. If the phonograph music proves very attractive to him,
+you will need to _keep hammering_ at him with forceful changes of voice,
+with gestures, by touching him, or by doing something else to make his
+attention to the music "let go."
+
+[Sidenote: Summary]
+
+To summarize the most effective method of gaining attention--_hit each
+sense to which you appeal as strongly as you can, without making a
+disagreeable impression, strike as many senses as possible, and keep on
+using your sense-hitting device as long as necessary to get or to
+recover exclusive favorable attention_.
+
+Many a man has gained success because he first gained attention. He
+stood out from the crowd, or was able to make his qualities noticeable.
+When one is fully qualified for success, he may need only to attract
+attention to his capabilities; then he is likely to be given the chance
+he wants.
+
+[Sidenote: "I'm Not Interested"]
+
+Often, however, the salesman is discomfited after he gains attention.
+The prospect halts the selling process by declaring, "I'm not
+interested." Suppose you are able to compel your prospective employer to
+notice you favorably, but he balks there and shows no inclination to
+buy your services. He has listened attentively to all you have said. He
+has concentrated his mind upon you, and has not wandered in thought to
+other subjects. Yet you perceive that he is inclined to put you off or
+to turn you down. Evidently, in order to prevent such a contretemps, you
+need to resort now to a _different selling step_, which you have not
+taken previously.
+
+It is necessary that you have at your command a way to induce interest.
+This interest-inducing means must be as _sure_ in its effects as the
+sense-hitting method of compelling attention. Otherwise you could not be
+certain of success with the selling process. If the effectiveness of
+every step cannot be assured in advance, you will not rely confidently
+on salesmanship to achieve your ambition.
+
+[Sidenote: Discriminate Between Attention And Interest]
+
+Probably you have never worked out in your mind exactly _the reasons why
+you are interested_ in particular things and in certain people. Let us
+make an analysis. Your _attention_ might be attracted so strongly to a
+vicious criminal that for the time being you could think of no one else.
+Yet his fate might be a matter of such indifference to you that you
+would have absolutely no _interest_ in the man. But suppose you should
+see in his face, or in an expression of his eyes, something that haunted
+your memory appealingly. It would induce you to read the newspaper
+accounts of his trial. You would feel a little sorry for him, on
+learning that he had been sentenced to a long term in prison. Very
+likely you would say to yourself, "I suppose he is a mighty tough
+character, but I believe there is something in him that isn't altogether
+bad." Your intuition would tell you he possessed undefined traits that
+you like. In _your own liking_ for these characteristics that you
+vaguely discerned in him when you saw him, _is the key to the interest
+he induced_.
+
+[Sidenote: What and Whom We Like]
+
+What do we like? Whom do we like?
+
+Things that are _like_ our own ideas. People who are _like_ the ideas we
+have about likable people. Interest is all a matter of recognizing
+points of likeness.
+
+In order to draw your prospect beyond the attention stage of the selling
+process, and to induce his interest in your "goods," you must impress on
+him suggestions of the similarity of your ideas to ideas already in his
+own mind. _He will like your ideas in proportion to their resemblance to
+his own way of thinking_ on the same subjects. So you should express
+yourself as nearly as possible in his terms, and attract his interest by
+making him feel that your mind and his are much alike.
+
+[Sidenote: Non-Interest]
+
+One day I was sitting in the private office of a very wealthy
+philanthropist. A salesman presented a letter of introduction to the
+millionaire, who in turn introduced me to his caller. The newcomer
+thereupon proceeded to present most attractively a business proposal. He
+offered my friend an excellent opportunity to make a good deal of money
+by joining an underwriting syndicate. The millionaire at once declared
+he was not interested. "I have all the money I want," he said, and bowed
+the salesman out. The ideas that had been presented to him were
+altogether _different_ from his own financial motives.
+
+[Sidenote: Interest]
+
+That same afternoon another promoter called upon my friend with a
+project for investment in a house-building corporation. This second
+salesman evidently had prospected the philanthropist and had planned
+just how to interest him. He did not stress the profits to be made from
+investment in the stock of his corporation, but referred to them in a
+minor key. He emphasized the need of the city for more homes, and cited
+instances of distress due to the housing shortage.
+
+My friend was thoroughly interested. He took home the salesman's
+prospectus for further study. Since he was a good business man, he
+satisfied himself that the investment would be profitable. But he
+subscribed for fifty thousand dollars worth of securities principally
+because they represented a project _like his own ideas_ of the way money
+should be put to work for human happiness.
+
+[Sidenote: Know Prospect's Likes and Dislikes]
+
+When you call on the man you have selected as your future employer, go
+equipped with all the prospecting knowledge regarding him that you have
+been able to get. Be sure you know his strongest likes and dislikes.
+Size him up on the spot, for the purpose of supplementing what you have
+previously learned about him. Hit his attention with sense-appeals
+related to his peculiarities. Then, in order to make sure of his
+interest, present some idea that is of the kind _he_ especially likes.
+He will open his mind and welcome your idea at once.
+
+[Sidenote: The Man of Quick Decisions]
+
+Suppose he has a reputation for brusqueness and quick decisions, and is
+impatient about any waste of time. You probably would help your cause by
+looking him straight in the eye and saying bluntly something like this:
+
+"I want to work for you because you are my kind of a man. Ask me any
+questions you want, now. You won't have to call me on the carpet for
+information about my work after you hire me. Pay me two hundred dollars
+a month, and I won't be back in this office to get a raise until you
+send for me."
+
+I know a young man who secured a good job from an "old crab" in just
+that way, within three minutes after they first met.
+
+Two men sought the position of office manager of an automobile company.
+The owners of the business were thorough mechanics who had designed
+their own car, but who were comparatively unfamiliar with office
+operations. They were not at home outside their factory.
+
+[Sidenote: Mistake of Speaking Different Language]
+
+The first candidate for the vacant position brought the finest
+recommendations of his qualifications for office management. The other
+applicant had had much less experience, and was not nearly so well
+qualified. But the first man was a poor salesman of his capabilities. He
+failed to recognize, when he explained his ideas to the partners, that
+he was talking to a pair of mechanics. They did not understand the
+language he used. His presentation of his qualifications as an office
+manager would have impressed an employer accustomed to sitting at a
+desk. But the partners were intuitively prejudiced against the capable
+candidate who was so very _unlike themselves_ in all respects.
+
+[Sidenote: Speaking the Same Language]
+
+The other applicant was shrewd. He used salesmanship in presenting his
+lesser qualifications for the position. He talked in terms borrowed from
+the language of shop practice. He compared the plans he suggested for
+the office supplies stock room, with the "tool crib" in the factory. He
+explained his idea of office organization by using as a model a chart of
+the plant departments. He compared office expenses with factory
+overhead.
+
+The owners of the business understood very little about the subjects he
+discussed, but he used words and expressions that were familiar to them.
+So his ideas, as he presented them, impressed the partners as _like
+their own way of looking at things_. The better salesman, who knew how
+to interest his prospects, got the five-figure job; though he was a less
+capable office executive than the disappointed applicant.
+
+[Sidenote: Fitting Ideas To Prospect's Mind]
+
+Do not try to sell another man particular ideas because _you_ like them.
+You are not the buyer. Sell him ideas that _he_ likes. Fit the ideas you
+bring him to the characteristics of his mind.
+
+If you judge him to be a quick thinker, do not hesitate in indecision a
+moment longer than is necessary for you to make up your mind
+confidently. On the other hand, should he be a deliberate thinker, be
+careful not to make an impression that you are rash or impulsive in your
+decisions.
+
+[Sidenote: Clothes and Interest]
+
+If he is inclined to be finical about his dress, or over-particular
+regarding orderliness, he will be interested if your garb is
+punctiliously correct and if you suggest to him the habits of precision.
+I read a little while ago the story of a young man who lost the chance
+to become the confidential assistant of a noted financier. The young man
+missed his opportunity because he made the mistake of wearing a soft
+collar when he called for the final interview with the financier.
+
+[Sidenote: Avoid False Pretense of Interest]
+
+_Do not, of course, put on false pretenses_, to make your prospect like
+you and your ideas. Remember that you must _live up_ to a first good
+impression. So appear nothing, say nothing, do nothing that is untrue
+to your best self. But without any dishonesty you can indicate that your
+way of thinking has points of similarity to the slant of the other man's
+mind. If he is a Republican, while you are a Democrat, and the subject
+of politics comes up, do not pretend to be an elephant worshiper. Admit
+your party allegiance casually, and remark that you are not hide-bound
+in your political faith, but open-minded. Maybe he will employ you with
+the hope of converting you to Republicanism.
+
+[Sidenote: Few Direct Opposites]
+
+There are few ideas regarding which honest men are diametrically opposed
+on principle. You can suggest to your prospective employer the idea that
+you are in accord with his way of thinking; though you may differ widely
+in many respects. You need not emphasize the _degree_ of your likeness
+in mind. Certainly it would be very poor policy to stress your
+differences of opinion.
+
+[Sidenote: Like Breeds Like]
+
+_Any likeness of your suggestions to the ideas of the other man will
+impress him agreeably._ He will be pleased to find the points of
+resemblance, and they will help to gloss over a possible prejudice in
+his mind against you. The association of your similar ideas on a subject
+will suggest to him imaginative pictures of your association with him in
+his business. "Like breeds like." He will place you mentally in a
+situation where the likable qualities he has found in you might be
+employed to his satisfaction.
+
+[Sidenote: Inside the Door]
+
+Then you will be safely _inside the door_ of his interest. Without
+realizing it, your prospect would like to bring about the condition he
+has imagined. He is beginning to want you in his employ; though as yet
+he has no deep-seated desire for your services. Objections to you may
+spring up in his mind, but you certainly have been successful throughout
+the processes of getting his response to your knock, and of securing for
+your ideas his invitation to come into his thoughts for a better
+acquaintance with your purpose.
+
+[Sidenote: Unwelcome Guests]
+
+After admitting your ideas to his mind, he may wish he had not welcomed
+them. He may find objectionable things in you or in your proposal.
+Sometimes a man responds to a knock on his door, and becomes
+sufficiently interested in the caller to invite him to enter the house;
+but regrets afterward that he extended the welcome. This change of heart
+and mind is usually due to something done by the visitor after his
+admittance. However, we are not considering just now any step of the
+selling process beyond winning a welcome. In later chapters we will
+study how to make the most effective use of hospitality and the things
+to avoid that might impress the host as abuses of the privileges of a
+guest.
+
+[Sidenote: Furniture of The Mind]
+
+Ideas have been called "the furniture of the mind." We have already seen
+that they are the developments of _repeated sense impressions_. A
+particular mind center is partly or wholly furnished with ideas in
+proportion to the man's use of his sense avenues to bring in ideas from
+outside himself. The doors of the mind swing inward most readily when
+the new mental furniture brought along a sense avenue matches the ideas
+already in the mind center. Doubtless the young man who lost the
+interest of a great financier by wearing a soft collar would have been
+able to hold it if he had dressed according to his prospect's ideas.
+
+[Sidenote: One Likable Thing Helps]
+
+_If there is one thing about you that another man dislikes, it
+disproportionately tinges his entire attitude of mind toward you. On the
+other hand, if you have one especially likable feature, it tends to
+lessen the disagreeable impression of things about you that the other
+man does not like._
+
+So, when you come to a prospect as a salesman of your best self and have
+gained his attention, avoid making disagreeable suggestions to his mind,
+and have at your command a number of sense appeals you are sure he will
+like. You certainly will secure his interest if you follow this selling
+process.
+
+To win his interest you need not induce your prospect to like you _all
+through_ or in _every respect_. If he likes but one thing about you at
+first, he will be interested enough to give you the chance to develop
+more interest. _The interest that produces the fruit of acceptance is
+often a growth from only one seed sown by the salesman of ideas_.
+
+[Sidenote: Avoid Over-Emphasis]
+
+At this stage of the selling process it is not wise to plunge ahead
+fast. Do not go to the _extreme_ on any subject that you find is
+interesting to your prospect. His interest may be mild, and he might be
+prejudiced if you seem to display excessive concern about something that
+he considers of minor importance. I recall the experience of a man who
+was complimented on keeping an appointment to the minute. He
+_over-emphasized_ the virtue of punctuality and irritated his prospect,
+who was not always on time himself. The job went to another applicant.
+
+[Sidenote: Moderate Attitude]
+
+_Be moderate_ in your attitude when you work to secure the beginning of
+interest, lest you raise an obstacle in your path. Until you are sure
+you have won a considerable degree of interest, you cannot lead strongly
+in any direction without running the risk of losing some of the
+advantages you have gained. Therefore at the interest stage proceed
+warily. "Watch your step."
+
+[Sidenote: Hobbies]
+
+Be especially careful not to gush over a hobby of your prospect, in
+which his interest may not be so great as you suppose. _Hobbies are
+dangerous_. Don't harp on one. It requires consummate art to show
+enthusiasm about another man's hobby without arousing his suspicions
+regarding your sincerity.
+
+[Sidenote: Art of Knocking and Winning a Welcome]
+
+Throughout the various steps of the selling process, salesmanship is an
+_art_. The art of knocking at the door of opportunity and of winning the
+invitation to come in lies in _making favorable out-of-the-ordinary
+impressions in unusual ways_. The salesman himself, his methods of
+presenting his services for sale, and his qualifications--all should
+stand out distinctly, and make impressions of his individuality. He
+should not seem like a common applicant for a position, but should
+suggest to the prospective employer that he is a man of uncommon
+characteristics and especial capability.
+
+[Sidenote: The Process And Effects]
+
+That is the way to make a good impression. Such an impression of an
+extraordinary personality first affords pleasure, then excites a degree
+of admiration, and next arouses a certain amount of curiosity that is
+nearly akin to interest. If you please your prospect in your initial
+impression on him, he will like you and begin to feel _personal concern_
+about your application.
+
+[Sidenote: Analyze, Discriminate, Restrict]
+
+In order to qualify yourself for taking this step of the selling process
+effectively hereafter, analyze the impressions you make now.
+Discriminatively select the good and bad details. Then restrict your
+future practice in perfecting the art of inducing interest, to the
+development and use of your pleasing qualities only.
+
+[Sidenote: The Interesting Opening]
+
+Most men begin an interview with a prospective employer indefinitely or
+in merely general terms. Naturally they confront a wall of non-interest.
+You have come, remember, on a mission of service. Please at once by
+presenting the idea that you know a particular service which is lacking
+and which you can supply. Break the ice of strangeness between you and
+your prospect by an appeal first to his human side through a smile of
+_genuine friendliness_ and by looking straight into his eyes so that he
+can see into your heart.
+
+Then in a business-like way get right down to business without
+hesitation. Show enthusiasm, which is contagious if not overdone. Base
+your enthusiasm on real optimism. Indicate temperamental youthfulness in
+vigor and courage. Say something original--something strong, maybe a
+little startling; but it must be self-evidently true. By all means avoid
+anything that suggests parrot talk or indefinite thought. Do not expect
+the other man to listen with interest to a statement proceeding from
+premise to conclusion.
+
+[Sidenote: Headlines]
+
+_Use headlines prominently and often_ to summarize the body of your
+proposal. Headlines attract your attention and induce your interest in
+particular newspaper items. Employ headline statements for the same
+purpose in selling the idea of your capabilities; just as surely you
+will get attention and interest.
+
+A noted sales manager who had been earning a large salary made up his
+mind that satisfying success for him was to be gained only through a
+business in which he would be partly an owner instead of just an
+employee. He called together a group of financiers and introduced his
+purpose by saying to them, "Gentlemen, I have an idea in which I have so
+much confidence that I will resign my $75,000 a year job to develop it.
+I want to explain it to you and to have your co-operation in financing a
+project I have worked out." His headline statement secured instant
+interest, of course.
+
+_There is something about yourself or your capabilities that you can put
+into headlines._ In forcible, vivid language you can strike some senses
+of your prospects. Think of headline statements about your services.
+Write them out in advance. You may be certain they will produce the same
+psychological effect as headlines in the newspapers.
+
+[Sidenote: Sense Doors Always Open]
+
+_Use the sense avenues_ to introduce agreeable suggestions into your
+prospect's mind centers of attention and interest. Then you will be
+employing the _unusual_ methods of a master salesman, who devises ways
+of using every possible sense appeal.
+
+_The sense doors are always open. They are held open by the subconscious
+mind. If you understand your way through them there will be no doubt
+about the effectiveness of your knock at the door of opportunity, or
+about getting an invitation for your ideas to enter the mind of the
+other man._
+
+
+
+
+CHAPTER IX
+
+_Getting Yourself Wanted_
+
+
+[Sidenote: Show a Need For Your Services]
+
+A great many salesmen mistakenly believe that if they can interest a
+prospect thoroughly in their goods, he is almost sure to buy. When this
+stage is reached, they think they only need to keep his interest growing
+to close the sale. If, instead, it drags on interminably, they are
+utterly at a loss regarding what _more_ they should do to secure the
+order.
+
+Do not fall into a similar error when selling true ideas of your best
+capabilities. Not only is it necessary that you induce your prospective
+employer's _interest_ in your personal qualifications, but you need to
+make him realize there is a _present lack_ in his business which you can
+fill to his satisfaction. _You must get yourself wanted._
+
+You might make an excellent first impression on the man you have chosen
+as your future chief. He might listen attentively to your presentation
+of ideas, and question you so interestedly that you would expect him to
+say at any moment, "All right. The job is yours." Then, instead of
+engaging your services, he might remark, "I'll keep your name on file."
+Or he might say, "I know a man who probably could use you. I'll give
+you a note to him." You would win a cordial farewell handshake from your
+prospect, but not an acceptance of your proposal to work with him. You
+would leave without the job. _Your failure would be due to your
+inability to get yourself sufficiently wanted_.
+
+[Sidenote: See Yourself Through Your Prospect's Eyes]
+
+Now imagine yourself in the place of this employer. See your application
+through his eyes. Unless you can look at yourself from the prospect's
+viewpoint, you may not comprehend your deficiency in salesmanship.
+
+The employer upon whom you called said to himself while you were trying
+to sell your services, "Here is a very attractive man. He presents an
+interesting proposition. But I have no real need for such an employee;
+therefore it would be poor business for me to engage him, much as I
+should like to do so. I am sorry that at present I have no place for him
+in my organization. He's a man I'd like to keep track of, so I'll file
+his name and address for possible future reference. Meanwhile I'll give
+him a note to my friend Smith. I hate to turn him down cold; he's such a
+fine man."
+
+Evidently the employer did not feel a _lack_ in his own business. You
+failed to make him realize any _need_ for your services.
+
+[Sidenote: Proving A Need]
+
+Contrast with this illustration the case of an efficiency engineer who
+secured his chance to overhaul a factory by demonstrating to a
+manufacturer that he needed a new order-checking system. The engineer
+"beat" the old system and brought to the manufacturer's office a lot of
+goods he had secured that could not be checked. His salesmanship
+compelled attention, induced thorough interest, and proved there was a
+hole that should be filled. When the lack was shown convincingly, the
+manufacturer wanted it satisfied. The sale of the engineer's services
+was quickly closed.
+
+[Sidenote: Getting Yourself Wanted Is Only One Step Ahead]
+
+Do not jump to the conclusion that you are sure of the job you desire,
+just as soon as you get yourself wanted. You are not yet at the end of
+the selling process. The prospect has only been conducted successfully
+another step forward toward your goal. _The moment after he realizes the
+lack in his business, he is apt to question most critically your
+qualifications for filling it._
+
+[Sidenote: Analysis Naturally Follows Desire]
+
+_As soon as a man begins to feel a real tug of desire for anything, he
+examines it with new, increased interest to make sure there isn't
+something the matter with it._ The suit of clothes that only induces his
+interest in a shop window is passed by after a look. However, if he says
+to himself, "That's the kind of suit I want," he goes in and examines
+the workmanship and the cloth, in search of faults. The salesman may
+need to overcome certain objections of his prospect before the order can
+be secured.
+
+But we have not reached the objections stage of the uncompleted sale.
+That is the subject of the next chapter. Let us retrace our steps to
+study the essence of the art of getting yourself wanted.
+
+[Sidenote: Two-part Process of Getting Yourself Wanted]
+
+There are two parts to the process. First, you must show the prospect
+what he lacks; that in his business there is _an unoccupied opportunity
+for such services as you believe you are capable of rendering to his
+benefit and satisfaction_. Second, you need to _picture yourself filling
+the place and giving the service_; to show him imaginatively _your
+qualifications at work in his business_.
+
+[Sidenote: Sincerity Of Service Purpose]
+
+Of course it is primarily necessary that you believe in your own
+capability, and in the value to the other man of the qualities you have
+brought to him for sale. Unless you have this feeling yourself, you will
+not be likely to draw out his reciprocating desire for your services.
+You are not dealing now with his mind. _Desire proceeds from the heart.
+It is emotional, not mental_. The least suspicion of your insincerity
+would check your prospect's feeling that he wants you as an employee.
+You must feel that you have come with a purpose of genuine service, and
+you must draw out his similar feeling.
+
+[Sidenote: Desire Comes Out of the Heart]
+
+When you knocked at the door of your prospect's mind, and when you
+sought to induce his welcome for your ideas, your object was to get him
+to take your thoughts _into_ his head. The line of action is _reversed_
+at the desire stage of the selling process. Until now _you_ have been
+the moving party. You have been getting yourself and your ideas into his
+consciousness. But while attention and interest are _receptive_
+processes, the emotion of genuine desire starts with an _outward moving
+impulse from the prospect_. It isn't enough that he open his heart and
+let you enter, as he has admitted your ideas to his mind. _If he really
+wants you, his feeling of desire will come out after you_.
+
+[Sidenote: Service Value is Appreciated]
+
+You have revealed to your prospect a lack in his business, and have
+pictured yourself filling it to his satisfaction. You have done him a
+double service. It is human nature to _appreciate_ such a genuine
+service, and to _want more_ like it. The first service is accepted with
+appreciation, but when the square man wants more _he makes a move to get
+it, and expects to pay for it_. As soon as you have shown the lack and
+your ability to fill it, and have pictured yourself "on the job," it
+will be natural for your prospect to want you there in fact.
+
+The colored porter who washed the windows and scrubbed floors in the
+general offices of a manufacturing corporation was ambitious to rise in
+the social scale and to earn a larger salary. One evening he went to
+the private office of the president, and presented for sale an idea of
+his capability for a different job.
+
+[Sidenote: Official Welcomer Wanted]
+
+"Boss," he began, "You-all ain't got nobody dere to de front doah to
+make folks feel welcome-like when dey comes in heah. Down in Virginny my
+ol' gran-pap useter weah a dress suit ever' day an' jist Stan' in de
+front hall of his ol' massa's house, a-waitin' to bow an' smile to
+comp'ny whad'd come in. If you'll jist rent me one o' dem dar suits,
+Boss, I could stan' out in the front office an' make folks feel we wuz
+glad to see 'um, lak' mah gran'pap did. When ennybody comes heah now,
+dey ain't nobody pays much 'tention to 'um. You'd orter git somebody on
+dat job, Boss; an' I reckon I'm jist 'bout cut out foh it, suh."
+
+The colored man compelled attention by presenting himself at the door of
+the sanctum. He induced interest in his proposal. Then, in addition, _he
+pointed out a lack and that he could fill it_. Immediately the president
+_visioned_ the old darkey as an official welcomer, and _wanted_ him. _He
+reached right out for the service offered_. The sale was closed at once,
+and the colored man shone in his new glories within a week.
+
+[Sidenote: Conflict of Heart and Mind]
+
+Often a man desires with his heart things that his mind does not
+approve. Therefore when you work to get yourself wanted, _appeal to the
+heart of your prospect, rather than to his mind_. Then if _his_ mind
+raises objections to his desire for your services, _your_ mind at a
+later stage of the selling process will overcome or get around his
+mental opposition. When the time for that step arrives, _his heart_ will
+already have been won as _your ally_, and will help you dispose of the
+objections _his mind_ has raised.
+
+[Sidenote: Get Yourself Liked]
+
+As a preliminary to getting yourself wanted, get yourself _liked_. Make
+such an impression, do and say such things, as will draw out of the
+heart of your prospect _a friendly feeling_ for you. You know of people
+who have been boosted to notable successes because influential men took
+personal interest in their advancement.
+
+I recall an office boy who was always ready to perform little extra
+services. He held his employer's overcoat one day, and the boss rather
+absent-mindedly handed him a tip. The boy shook his head and declined
+the dime.
+
+"I didn't do that for a tip. You always treat me fine, and I just like
+to show you I appreciate it."
+
+The boy's _heart had spoken_, and the employer's _heart responded at
+once with an especial liking_ for the lad. The seed of personal interest
+having been planted in the heart of the president, his liking grew. The
+boy was advanced to better and better positions. He made good on his
+merits, but he was helped very much because his employer _wanted_ him to
+succeed.
+
+[Sidenote: The Common Heart of Man]
+
+Reference has previously been made to the fundamental likeness of all
+men at heart and to their differences in mind. Send out with your voice
+an appeal to only the _minds_ of your audience--read a table of
+statistics, for example--and it will affect all your hearers
+_differently, depending on the mental characteristics of each
+individual_. But tell a story of great courage, of self-sacrifice, of
+love--_the same fundamental effect_ will be produced on all the _hearts_
+in the audience; though, of course, the various individuals will respond
+with _different degrees of emotional intensity_.
+
+As has been said before, in order to look into the heart of another man
+you need but see clearly into your own. There you will find all the
+emotions of human nature, no matter how you may differ from other men in
+mentality. Hence if you would prompt the heart of another man to want
+your services, just _do the things he would need to do to win your
+liking for him_. Imagine the cases reversed, and be guided in your
+selling process by what you see.
+
+[Sidenote: Popular Men]
+
+To look at this step from another angle--_if you would be likable, you
+must find other men likable_. If you like people only within a limited
+range, you will similarly narrow your own likableness. If, however, you
+genuinely like all men--like them for their faults and frailties as well
+as for their merits--you will appeal to the intuitive heart of any other
+man. You will draw out his liking for you because _the magnetic power
+of your own heart will not be restricted_ to pulling your way the
+friendly feelings of only a few people. Instead, you will be a "popular"
+man, a man who is _generally_ well liked.
+
+You meet certain men whom you like at sight. You desire further
+acquaintance, or friendship with them. But these men have not prepared
+themselves to suit _you_ in particular. Most _other_ people who meet
+them have the _same feeling_ toward them that you experience. The men
+you like at sight, and who make friends wherever they go have developed
+in themselves _feelings of friendliness for all men_. As like breeds
+like, liking draws liking.
+
+[Sidenote: Artificial Methods Never Deceive The Heart]
+
+If you try to develop particular traits, only because you believe they
+will attract other men to you, you will not make your nature likable.
+Such _artificial methods_ of making yourself attractive _never deceive
+heart intuitions_. You will not become popular by proceeding
+_selfishly_. But if you develop within yourself a heartfelt interest in
+your fellow men, if you are full of genuine desire to serve them with
+your friendship, _you will attract the liking of nearly all the people
+you meet_. They will want to know you better and to be your friends.
+
+[Sidenote: No Insulation Against Human Magnetism]
+
+There is "no sich critter" as a natural grouch. A man who has that
+reputation is _repressing his natural emotions_--that is all. He does
+not express his true feelings. He attempts to deny that he has them.
+_But they are inside him, and you can pull them toward you_ if you bring
+your likableness to bear upon his heart. He will feel the tug, and will
+be drawn to you by your magnetic power. _There is no insulation that can
+prevent the pull of human magnetism_. So treat the crab with a feeling
+of real liking for the human nature inside, and don't be discouraged by
+his shell. Be more than ordinarily likable when you have to deal with a
+surly prospect. Exert all the magnetism you have. He will feel drawn to
+you. You will get yourself wanted.
+
+J. Pierpont Morgan, Senior, was noted for being unapproachable. But it
+is said that he took a great liking to a certain newsboy who never acted
+afraid of him and who treated him as an ordinary mortal. This gamin
+always had a cheery word for everybody. That he made no exception in Mr.
+Morgan's case won the heart of the austere financier, who helped the boy
+to get an education and to start in business.
+
+[Sidenote: Do Not Over-sell Likability]
+
+The emphasis placed on the importance of likableness as the _principal_
+factor in getting yourself wanted may have made you forget the _primary_
+necessity of showing your prospect _a real lack in his business, and
+that you are capable of filling it_. It is possible to attract an
+employer's liking for you, whether he has a place for you or not. But
+his liking will do you no good unless you can also make him see he has a
+need for you.
+
+_Success is not to be won by getting in where you are not wanted,
+however likable you may be_. You must sell the idea of your service
+_value_ as well as the ideas that your services would be _liked_. You
+_cannot over-develop_ the quality of likableness, but you _can
+over-sell_ it, to the detriment of your own best interest.
+
+[Sidenote: A Winning Personality Sometimes Fails]
+
+One of the most conspicuous failures I know is a man who has "a winning
+personality." Times without number his genuine agreeableness has won him
+fine chances to succeed, but in the positions he has held he has never
+studied the needs of his employers for other qualities than likability.
+Consequently he has fallen down on all his big chances. Today he is just
+a popular door man for a big department store. His intelligence and his
+physical ability are so evident that he is an object of pity and wonder
+as he smiles and bows to customers of the store. Undoubtedly if he had
+studied the different opportunities he has had, and had fitted himself
+into all the requirements of a particular situation, his winning
+personality would have helped him higher and higher toward the mountain
+peaks of success instead of leaving him on an ant hill.
+
+[Sidenote: Three Impressions Necessary]
+
+Of course the mind of your prospective employer acts in co-ordination
+with his heart when you attract him so much that he really wants the
+service you proffer. He imagines you rendering that service. He thinks
+what "might be" if you were associated with his business. He paints
+mental pictures that please him, and he wishes his vision to come true.
+But when he begins to imagine you rendering service, the picture of your
+agreeable personality will not be pleasant to him if he sees that he
+doesn't really need you. _In order to get yourself wanted it is
+necessary that you show him the lack, and that you can fill it, and that
+you would be likable when filling it_. If you make these three
+impressions on the mind and heart of your prospect, your success in your
+purpose will be assured. You will not fail to get yourself wanted.
+
+[Sidenote: Desire is Turning Point Of the Sale]
+
+In salesmanship "desire is the determinant of the sale." By this is
+meant that _when the salesman sufficiently stimulates a real desire in
+his prospect, he has climbed the highest grade of difficulty_. If he is
+skillful, the selling process from then on should be comparatively easy
+sledding. You realize that if you can get yourself wanted by an
+employer, the matter of landing a job in his business should not be
+hard. We therefore are considering now _the turning point in the process
+of selling the true idea of your best capabilities in the right field_.
+After you get yourself wanted, the odds are no longer against you, but
+grow increasingly in your favor. If, having succeeded in getting
+yourself wanted, you then fail in your ultimate purpose, you should
+blame no one but yourself.
+
+[Sidenote: The Use of Tactful Suggestion]
+
+A very skillful use of _tact and diplomacy_ is necessary to success in
+pointing out to a prospect something that he lacks, and your capability
+for filling that lack. A man is apt to resent your "picking flaws" in
+his business. He is likely to regard you as an egotist if you _assert_
+that he needs you. You will not get yourself wanted if you make the
+impression that you are a critical fault-finder with "the big-head."
+Rather, you should pattern after the example of the professional
+salesman of goods. In the processes of persuasion and creating desire he
+employs the arts of _suggestion in preference to making direct
+statements_. He is a tactful diplomat. Learn from his methods, as
+explained in "The Selling Process."
+
+You have come to a chosen employer, with a real service purpose; but be
+careful not to _offend_ in your presentation. Do not bring him your idea
+for improving his business as if it were a great discovery you have
+made. He won't like it if you open his eyes to his lacks in that
+fashion. You might better suggest that while you have perceived what he
+needs, you have no doubt he either has seen it already or would have
+perceived it if his time and attention had not been engrossed by other
+things. You will be liked if you so present a picture of the lack and of
+yourself satisfying it.
+
+[Sidenote: Rubbing the Prospect the Wrong Way]
+
+_You are apt to get yourself cordially disliked if you rub your
+prospect's pride in his business the wrong way_.
+
+An accountant sought an opportunity to become the auditor for a
+manufacturing corporation. He had gained considerable "inside knowledge"
+of the company's lax business methods. But when talking to the president
+he exaggerated the relative importance of these defects. In his
+eagerness to impress the executive with the need for an auditor, he
+over-drew the danger from leaks in the company's accounting system. The
+president was exasperated. His pride was stung. What had been said
+reflected on his capability as an executive. So he turned savagely on
+the accountant.
+
+"If we're so rotten as all that," he snarled, "how could we make money
+and pay dividends? No doubt you are right in your criticisms of our
+methods. But if I had a man like you around here, continually finding
+fault and picking everybody and everything to pieces, the whole business
+would be demoralized. The ideas you have brought to me are worth a
+thousand dollars, and I'll give you my check for that, but no crepe
+hanger can work for me."
+
+[Sidenote: Avoid Teaching]
+
+When you present your capabilities for sale, don't suggest that you
+think your prospect's business will go to the "demnition bow-wows" if
+your services are not engaged. _Understate the lack and your fitness to
+fill it_. You may be sure the employer will appreciate fully the value
+of the new ideas you bring, and the worth of your services.
+
+[Sidenote: Pope's Rule]
+
+None of us really like "teachers." Nowadays the most successful
+educational methods follow the rule laid down by Alexander Pope, "Men
+must be taught as if you taught them not; and things unknown proposed as
+things forgot." Do not suggest that you are a "know it all." Much less
+make the impression that the other man does not know. Communicate to him
+the idea that you believe he has overlooked the lack to which you call
+his attention. With modest confidence present your capabilities. You
+need not assert in words that you will fill the bill. Your prospect can
+see that. In everything you suggest and say, show that you genuinely
+like him and his business. Manifest sincere admiration. _Make him feel
+that you have come to his office because you especially want to work
+there. That will make him want you in his service_. Use suggestion to
+increase his desire for you.
+
+[Sidenote: Reduce Resistance By Suggestion]
+
+_Direct_ presentation of ideas indicates an intention to inform, to
+teach, to direct the mind of the other man. Every human individual,
+whether a child or a centenarian, _re-acts in opposition_ to such an
+effort at instruction. There is something in all of us alike which makes
+us wish to think and decide for ourselves. Hence the value of the art of
+suggestion in getting yourself wanted.
+
+Ideas you _suggest_ enter the mind of the other man so unobtrusively
+that _he does not realize you originated them_. He has no feeling that
+you intend to influence his mind. Consequently he makes no resistance to
+the suggested ideas. _It never pays to reason when selling an idea;
+because reasoning invariably brings out a reaction of opposition_. You
+will not create a desire for your services by presenting them
+_logically_, or by making an _argument_ regarding your capabilities. One
+of the greatest students of the human mind assures us that "most persons
+never perform an act of pure reasoning; but all their acts are the
+results of imitation, habit, suggestion, or some related form of
+thinking."
+
+[Sidenote: Three Reasons For Using Suggestion]
+
+Suggestion is remarkably effective in persuading and in arousing desire
+because:
+
+First, _every "suggested" idea is accepted as absolutely true unless it
+is contradicted by other ideas already in the mind of the prospect_.
+This is because the prospect thinks a _suggested_ idea is his. He adopts
+it and makes it his own. That is, his mind takes the suggestion and
+interprets it in terms of his own thoughts. Of course he believes what
+he himself thinks. _Say_ to a prospective employer that you would
+particularly like to work in association with him, and he may believe
+you are "shooting hot air." He will have no such feeling if you tell him
+details about his business that have especially interested you. _Show_
+him that you have been studying and observing his methods. Give him to
+understand that you have also investigated other businesses. Thus
+without _saying_ it, you _suggest_ to his mind that you have come to his
+office because you really would prefer to be employed there. He will
+believe the suggested idea; though he might have scoffed at the
+statement.
+
+[Sidenote: Suggestion Avoids Contradiction]
+
+Second, _suggestion is effective in persuasion and in arousing desire
+because suggested ideas which include no comparisons or criticisms very
+seldom arouse contradictory attitudes of mind_. The suggested idea
+enters the mind of the other man quietly, unaccompanied by a blare of
+the trumpet "I Tell You." Opposing ideas are not aware of its presence
+until it has supplanted them. _Suggest_ to a chosen employer that he
+_means_ to be up-to-date, and he agrees. If you _say_ his methods are
+behind the times, he will be apt to defend them instead of following
+your lead along the line of suggested improvements.
+
+[Sidenote: Suggested Ideas Tend to Action]
+
+Third, _every suggested idea of action tends to result in the action
+itself; whereas a direct attempt to secure action is almost sure to
+result in opposition_. Human nature works that way. Your prospect, being
+unconscious that a particular idea of action is suggested to him, does
+not have his will stimulated to prevent that action. If you come to your
+prospective employer and _ask_ for the job you want, he will be on the
+_defensive_. But if you _suggest_ to him that he wants you--that he
+lacks and needs such services as you present--_he will be impelled to
+the affirmative action of offering you the job_.
+
+[Sidenote: Selling Henry Ford]
+
+When I was originally engaged by Henry Ford, it was in the capacity of a
+public accountant, for an audit of the business of the Ford Motor
+Company, and later for the installation of an accounting system that
+would tell accurately every month "where they were at." Back in
+1904-1905 the Ford Motor Company was not showing any more profits than
+many other motor car manufacturers organized on similar lines. After I
+completed my work as an accountant, Mr. Ford talked with me about taking
+a permanent position with the Company in the capacity of "Commercial
+Manager." That title covered responsibility for the distribution of
+products, advertising, collections, selection of branch managers and
+their corps of assistants, operation of branch houses, appointment and
+direction of agents, employment and control of the entire sales force,
+etc., etc. The position was much broader than that of Sales Manager, as
+it included also the accounting and organizing of nearly every
+department of the business.
+
+For several years prior to that time I had sold my services as a public
+accountant and organizer to many large concerns throughout the country,
+including twenty-eight different automobile companies. I believed in my
+ability, not only to organize a selling and distributing force for
+successfully marketing a standard product, but also to extend that force
+over a world field and to control it in all the details of its
+operations, from opening the mail to the declaration and payment of
+dividends, more efficiently than the average sales or commercial
+manager. So I had no hesitancy in undertaking the Ford job, which, even
+at that early date, I visualized as culminating in a big one.
+
+When I finally engaged my services with the Ford Motor Company on a
+permanent basis, the business was represented by only a few hundred
+scattered, unorganized, uncontrolled, and non-directed dealers. My work
+during the following twelve years was concentrated on developing and
+enlarging yearly this small hit-or-miss distributing aggregation into a
+compact force of thousands of well-trained, highly efficient sales and
+service representatives of the Ford Motor Company. They were all Ford
+"boosters," and by their loyalty and intensive co-operation they "put
+across the Ford" in the big way that today makes the little car so
+conspicuous everywhere throughout the world.
+
+[Sidenote: Statement Avoided Suggestion Used]
+
+Note that while my experience with the Ford Motor Company as a public
+accountant convinced me that what the business needed then was a
+commercial manager and sales organizer, and I believed myself fitted
+for the position, I did not make that statement to Mr. Ford; because it
+would have been poor salesmanship. He might have thought me entirely
+qualified to deal with figures, but not so capable of handling sales
+agents and dealers.
+
+So I never _said_ to him that I was the man he needed. But I _suggested_
+it by presenting my ideas of how the job should be done. He accepted my
+ideas as good, and was influenced by the natural suggestion that
+resulted from them. He told me that he wanted me to become Commercial
+and Sales Manager. It was the opportunity for success that I most
+desired. I got myself _wanted_ without having to overcome any
+_resistance_ in the mind of the man with whom I had chosen to work.
+
+[Sidenote: Negative Suggestions]
+
+You recognize how true to human nature are incidents of this sort. You
+know how powerful is the force of _affirmative_ suggestion. But have you
+appreciated how surely desire is killed by _negative_ suggestions? If
+you make _displeasing_ impressions, you will get yourself _not_ wanted.
+Therefore you must _be careful to avoid certain things your prospect
+would not like, just as you should be careful in doing things that are
+likable_.
+
+[Sidenote: Speak the Prospect's Language]
+
+If your prospecting and sizing up of an employer indicate that he is
+very painstaking, suggest to him how particular you have been to prepare
+yourself in knowledge of his needs. If he is a man who weighs ideas
+carefully, suggest to him your qualities of judgment and decision.
+Perhaps he is characterized by a marked constructive imagination.
+Suggest that you, too, have imaginative power. Bring out conspicuously
+the particular elements of your qualifications that are most likely to
+_suggest ideas akin to his own_. Speak those phrases of the language of
+suggestion which he best understands, and that are most likely to
+impress him with _the idea that you and he think alike_.
+
+[Sidenote: Deceptive Suggestions]
+
+A caution is necessary here. In any suggestion that you make, _convey
+neither more nor less than the actual truth_ regarding your
+capabilities. _Avoid any possibility of deception_.
+
+I recall the case of a young man who quite won the heart of a dignified
+bank president whose tastes were very quiet. The young man studiously
+avoided the slightest appearance of flashiness in his dress and manner.
+He spoke in modulated tones. His movements were subdued. He had exactly
+the quiet pose that suited his prospective employer. The banker stressed
+his appreciation of the characteristics manifested by the applicant, and
+the young man "overdid it" by suggesting that he was _always_ decorous
+in his manner.
+
+The bank president had occasion to entertain a visiting financier who
+wanted to go to the ball game. A few seats away the young man whose
+application was being considered rooted boisterously for the home team,
+unconscious of the contradiction he presented to the suggestions he had
+made in the banker's private office. The new impression was made more
+disagreeable because the boisterous behavior suggested to the banker
+that the young man had not conveyed a true idea of himself previously.
+When he came next morning for the answer to his application, he received
+a cold "No."
+
+The young man really was not boisterous except on the rare occasions
+when he let off steam, as at a ball game. If he had conveyed the
+_truthful_ impression that he was _nearly always_ quiet, and had taken
+pains to admit that _occasionally_ he "let loose," but only in proper
+surroundings, he would not have killed his chances by the negative
+suggestion of untruthfulness.
+
+[Sidenote: Motive of Suggestion]
+
+After all it is your _motive_ that determines the right or wrong use of
+suggestion in getting yourself wanted. If you keep carefully in mind a
+purpose to _suggest less instead of more than the truth_ about your
+capabilities, you need not fear that you will offend by over-drawing the
+picture of your real self.
+
+If _your_ motive is wrong, it will lower the quality of _your_ manhood.
+If you suggest a wrong motive to the _other_ man, the effect is to lower
+_his_ manhood qualities in considering you. _It is particularly
+important not to stimulate a motive that may afterward operate to your
+detriment_.
+
+[Sidenote: Over-Suggestion of Ability]
+
+I know a young man who was so eager to show his willingness to work that
+he suggested absolute tirelessness. His employer, though he appreciated
+what this young man did, kept overloading him. Finally the employee
+broke down and made a serious mistake. He was unjustly dismissed from
+service because _he had encouraged his employer to depend on him
+altogether too much, and disappointment resulted_.
+
+Do not pretend a higher degree of ability than you possess. Attempt no
+more than you can do well. You will succeed in getting yourself wanted
+if you _manifest promise of growth_ in capability. If you are a sapling,
+do not pose as a full grown tree of knowledge.
+
+[Sidenote: Selling Out To Competitor]
+
+Sometimes it happens that a man can present his capabilities for sale
+and appear especially desirable to another man because he possesses
+certain knowledge the employer would like to have. Maybe you have sought
+to gain your chance by carrying to a competitor of your former employer
+the latter's secrets. If you come with the suggestion that you will sell
+out, you are offering a service that does not command full respect, and
+you are appealing only to the _lower motives_ of your prospect. You do
+not thereby get _yourself_ wanted. He wants _what you know_. What you
+have learned fairly by working for one man, you have a right to sell
+fairly to another man, of course. But do not suggest that this special
+knowledge is the _principal element_ of your desirability. Suggest,
+rather, that it is _only incidental to your all-around fitness_ for the
+job you want.
+
+[Sidenote: Self-Respect]
+
+Use what you know without pandering to the lower motives of your new
+employer. Impel him to like you for what you _are_, and not merely for
+what you _bring_. Open his eyes to your _better_ nature, not to the
+_worst_ side of you. _He will see in you the better qualities of himself
+and appreciate them_. Have your own motives right; then there will be no
+danger that you will appeal to the wrong motives of the other man.
+
+Of course you must have the highest respect for your own motives. This
+necessitates high character. _You must be honest in the very structure
+of your being_. You need, too, _absolute faith in yourself and in your
+proposition_, and faith in the _desirability_ of your service to the
+other man. Finally, you must be _consecrated_ to the motive of rendering
+him _service_.
+
+[Sidenote: Postpone Criticism Until Desire Is Stimulated]
+
+It is poor salesmanship to let your prospect begin to analyze your
+faults _until you have made yourself thoroughly pleasing_ to him. Before
+you complete the selling process you should admit your own faults,
+rather than let him discover them. _But skillfully postpone this step
+until you get yourself wanted._ Then your prospect will be inclined to
+_co-operate_ in disposing of objections to you; whereas _if criticisms
+arise too soon in the selling process they may prevent him from liking
+you thoroughly, and may check your purpose before you get yourself
+wanted_.
+
+[Sidenote: Right Time to "Face The Music"]
+
+A merchant received an application for employment in his private office
+from a young man who created so pleasing an impression that the employer
+decided to make him his secretary. He outlined his ideas to the
+applicant, who entered into them most enthusiastically; thereby
+increasing the liking of his prospective employer for him. Then the
+young man sat up straight in his chair, looked the merchant squarely in
+the eye, and said, "No one in this city knows it, but when I was
+eighteen years old I stole ten dollars and was sentenced to the reform
+school. That was seven years ago. I never have done anything dishonest
+since, and I never will again. But you have a right to know my whole
+record before you employ me in a position of such trust." If the
+candidate had confessed his blemished record _before_ making himself
+thoroughly desirable, it is practically certain that he would not have
+won the place. He got it because _he handled the objection after instead
+of before creating the desire_ for his services.
+
+[Sidenote: Concentrate On Suggesting Qualifications]
+
+We shall consider in the next chapter how to meet and handle objections,
+how to deal with your faults. But as we postpone our study of that step
+in the selling process; so should you postpone consideration of your
+faults and shortcomings, until you get yourself wanted. Do not dodge
+direct questions, but courteously request that you be permitted to
+answer them a little later. _At this stage_ of selling the true idea of
+your best capabilities _concentrate upon the moderate, truthful
+suggestion of your qualifications_.
+
+[Sidenote: Gaining Prospect's Confidence]
+
+The first result to be desired in selling is the _confidence of the
+buyer_. Use all your manly qualities to win this confidence
+_deservedly_. Then when you honestly admit your faults and shortcomings,
+you will be aided to win out in the end by the confidence you have
+already inspired in the other man.
+
+Very often the applicant for a position fails to get it because he
+merely presents the _abstract_ idea that his services are for sale. _He
+does not picture himself in actual service_. The presentation of
+abstract ideas is an appeal only to the _interest_ or mind side of the
+other man. The presentation to his imagination must go _beyond_ his
+interest, if his _heart desire_ for the services is to be secured.
+Therefore it is highly important to your success in getting yourself
+wanted that you plan how you actually would serve on the job, and when
+you are talking with your prospective employer, _speak as if you were at
+work_.
+
+[Sidenote: Picture Yourself At Work]
+
+If you imagine yourself fitted into a particular job, and _show yourself
+there to the mind's eye_ of your prospect, he will have to go through
+the mental process of _getting you out_ of the imaginary job. That will
+be much harder for him than it would have been to _keep you out_ in the
+first place. If you merely present the services you _could_ render, and
+don't picture yourself as _actually rendering_ them, you haven't won
+even the imaginary job. _But if you do paint yourself into a chosen
+place, and can make your prospect see you in that position, the
+suggestion will impel him to copy imagination with actuality. He will
+consider you as if you were on the job._ Evidently when you have won
+this advantage, he will be inclined to want to keep you at work, unless
+you do something or manifest some quality that makes you undesirable.
+
+[Sidenote: No Doubt About Success]
+
+_Getting yourself wanted is a process that can be brought to a
+successful conclusion with absolute certainty._ It is not difficult to
+understand human nature if you are willing to see clearly into yourself.
+It is only necessary, then, that you subordinate your personality to the
+personality of the other man. _Learn what he wants, and avoid showing
+him that you want something from him. Show him instead that you can
+supply what he lacks_. Complete and round out the process by suggesting
+the particular qualities in yourself that your prospecting and size-up
+have indicated to be the qualities _he especially likes_. He will want
+you then. He can't help it.
+
+
+
+
+CHAPTER X
+
+_Obstacles In Your Way_
+
+
+[Sidenote: Mountain Climbing]
+
+There is no great mountain in the world that has a natural, smooth road
+with an easy grade all the way to the top. Mountain climbing requires
+some hard work. It involves getting around, or going over, or removing
+many obstacles that block the path upward.
+
+You will encounter similar difficulties, obstacles, and resistance on
+your way to success. _If you cannot pass them, your ambition will be
+defeated._ You will quit the climb, discouraged; or will be driven back,
+a failure. In order to _assure_ your success you must now ascertain
+dependable ways to conquer obstacles. This advance knowledge will make
+them seem less formidable. Since you will have definite plans for
+dealing with the difficulties that may obstruct your path, you will not
+feel hopelessly blocked when you face them.
+
+[Sidenote: Knowing How]
+
+No great mountain has ever been scaled by a novice ignorant of the
+science, and unskilled in the art of climbing to supreme heights. But an
+expert mountaineer learns from mastering one peak something about how to
+climb others. He develops ability to conquer any and all obstacles he
+may meet. He proves repeatedly that what would be impossible to a
+novice is a _certainty_ to him. He starts the most difficult ascent with
+absolute confidence that he will gain the top.
+
+[Sidenote: Obstacles and Resistance]
+
+_You likewise can feel sure of your ability to reach the highest peaks
+of success_. In preceding chapters you have been shown how to take
+advantage of the _easiest_ way up by following the guide marks of
+salesmanship at every step. Now we are to study the obstacles you will
+encounter, in particular the objections the prospect may raise to
+frustrate your purpose. At this stage of the selling process you will be
+like a mountaineer fighting in the Alps. It will probably be necessary
+that you overcome or evade considerable human resistance while you are
+climbing toward your goal.
+
+Let us assume that you have already gained a chance to sell your
+capabilities to the particular man through whom you expect to succeed.
+He has heeded your knock and welcomed you into his interest. You have
+made such a presentation of your desirability and service value that he
+wants you to be associated with him. But now it will be natural for him
+to begin a critical analysis, seeking whatever faults he can discover or
+imagine in you or your proposition. _Your success or failure in your
+ultimate purpose is likely to depend on how you handle the criticisms he
+raises._ Therefore it is of vital importance that you learn in advance
+_sure ways to gain your goal despite normal opposition._
+
+[Sidenote: Objections Are Natural]
+
+Recognize first that it is _natural_ for your prospect to raise
+objections, whether he is favorably impressed or not. His resistance to
+your purpose may be only a _precaution_. Perhaps it does not indicate
+_opposition_ at all. He may want you to convince him you are all right;
+so that he will feel entire confidence in his own judgment when he
+finally does as you wish. Or he may object for no other purpose than to
+test you thoroughly. If this is the case, his sympathies will all be
+with you while you are dealing with the obstacles he puts in your way.
+
+_Evidently objections of this sort should not be handled the same as the
+objections of opposition._ It is necessary that you distinguish between
+the two kinds and that _when dealing with each specific objection you
+determine in your own mind what is its source_. There should be nothing
+in your method of handling the obstacle that might _antagonize_ your
+prospect. You should take fullest advantage of his every inclination to
+_cooperate_ with you in his thoughts and feelings. He may be "pulling
+for" you strongly when he seems to be "bucking" the hardest.
+
+[Sidenote: Objection is Favorable Sign]
+
+_An objection really is a favorable sign._ If you call upon a
+prospective employer who, after hearing your presentation, begins to
+find fault with it and with you, or tries to evade your proposal, you
+may be sure that you have carried him along a considerable distance
+toward the accomplishment of your purpose. _He objects or evades because
+he is on the defensive._ "You have him going." He is wary, and so takes
+measures for self-protection. _The moment your prospect begins to raise
+objections in your way, he indicates that he is not entirely comfortable
+in his own mind about escaping from your salesmanship._ He has felt the
+tug of desire; but he does not feel sure yet that you deserve his
+confidence, or else he has a pretty positive idea that in this matter of
+your possible employment his interests and yours are different. He is
+looking out for himself.
+
+[Sidenote: Welcome Opportunity To Strengthen Yourself]
+
+However, you have come with a _true service_ purpose. You believe he
+_needs_ you; that you can _satisfy a lack_ in his business. You feel
+your interests and his are alike, not different. You know that you have
+no intention "to put anything over on him." You want your prospect to be
+absolutely satisfied with what you propose. Therefore you should welcome
+every chance to convince his mind and win his confidence. _An objection
+affords you an opportunity to overcome it, and so both to strengthen
+your proposition and to weaken his resistance._
+
+[Sidenote: Don't Set Up Straw Men to Knock Down]
+
+_You_ should not, however, bring up objections that the _prospect_ has
+not raised in his own mind. That would be putting up a straw man and
+knocking him down, which is profitless and unconvincing. Of course you
+must clear the path when there is no other way to proceed, but do not
+block it yourself. Sometimes it will not be advisable to clear the path.
+If you can get around a difficulty you see, without attracting your
+prospect's attention to it, you will be wise to go some indirect way to
+your goal.
+
+Suppose, for example, that you know the salary you want is higher than
+your prospect has been accustomed to pay. It will be good salesmanship
+for you not to refer to the amount you have in mind, until after you
+have carried him along with you to consider the profits he will make
+from engaging your services. Since you plan to show him that these
+profits will pay your salary, you will be wise to avoid the matter of
+your compensation until you have approached nearer to the successful
+conclusion of your selling process.
+
+[Sidenote: Avoid Troubles by Forethought]
+
+_Almost every difficulty and opposition you are likely to encounter can
+be anticipated._ Don't wait until you come face to face with an
+obstruction in the way of success. Let forethought carry you
+imaginatively into just such a situation. _Think yourself out of a
+possible difficulty before you actually get into it._ Then you can win
+the respect of your prospect by proving on the spot that you are not a
+man who can be dodged or blocked, or cornered. _Every time you pass an
+obstacle, you will be a long step nearer to success_ in selling your
+services.
+
+Suppose an employer says to you, "You are too young. You have had no
+experience in this line of work." You cannot _deny_ your youth and you
+should not _defend_ it as if it were a fault. Nor can you claim
+experience you have not had. But it is unnecessary for you to indicate
+any feeling that inexperience is a demerit. An ordinary applicant might
+be discomfited by such resistance to his purpose. If you are a skillful
+salesman, you will be prepared to deal with this very obstacle and will
+turn it to good account. You can say at once:
+
+[Sidenote: Value of Adaptability]
+
+"Because I am young, I am adaptable to your methods, instead of being
+set in ways that might differ from yours. True, I am not experienced.
+Therefore, I haven't any wrong ideas to unlearn. Think of me as raw
+material that won't have to be re-made, and that can be easily shaped as
+you want to form it. I realize it will take some work on your part, _but
+the product will be satisfactory to you when it is done_. It seems to me
+that the only question involved is whether or not I would make it worth
+your while to do the work on me. The fact that I have come to you of my
+own choice proves I really want to be employed here. I assure you now
+that I will make my services worth any pains you take to teach me your
+methods, and I will be just as eager to remain as I am to start."
+
+[Sidenote: Use Objection As a Sales Help]
+
+Analyze this method of dealing with any particular obstacle. _Plan to
+get rid of the obstruction completely, leaving the way ahead smoothed._
+When the objection of the prospect is so skillfully disposed of, his
+_desire_ for your services is stimulated. He _wants you more, because he
+likes you better_ now that you have cleared away the obstacle. Thus you
+have utilized the objection as a _help_ in selling yourself
+successfully. Just so a mountain climber uses the rocks he encounters as
+holding places to help him climb higher.
+
+Your prospect may say that he has no need for such services as you
+offer. He may state reasons why you are not needed in his Business. _But
+if you have prepared yourself thoroughly, each disclaimer of his lack,
+every suggestion of an objection, will give you an opportunity to prove
+in some specific way your service value to him._
+
+The president of a manufacturing company had an ironclad rule that all
+positions in his business were to be filled by promotion. He never hired
+a new employee except to start at the bottom. A competent young office
+man applied for a situation. He was turned down flatly. The company's
+policy was quoted as the reason. He met this obstacle in a new way.
+
+[Sidenote: Making an Exception]
+
+"One of the principal reasons I came to you, Mr. Blank, is that I hope
+to benefit from your rule myself. I want to get into a company where I
+will know that the way to advancement is sure without going outside for
+my chance. But by my experience in other employment I have developed
+certain capabilities that would warrant you in making an exception to
+your rule, in my case.
+
+"You do not audit your own books. Yet you have been self-auditing your
+methods of office operation. Another thought I want to suggest. You know
+that in the royal families of Europe the stock runs down because they
+don't get in fresh blood. I would not advocate a change in your general
+policy. But you have already made an exception to your rule in having
+your books checked by a public accountant whom you engage by the year
+for that purpose.
+
+"I propose to bring in the outside viewpoint for the study of your
+office system, with the expectation of suggesting possible improvements.
+I want to introduce fresh blood, and yet to become part of your
+organization family. It is sound business for you to engage me because I
+am from the outside. You need an auditor of your operations as much as
+an auditor of your accounts."
+
+This view of the matter had never been presented before to the employer.
+It won him over to the proposal. The new man broke in where every
+preceding applicant had failed.
+
+[Sidenote: Apparent Objections]
+
+Thus far we have considered _actual_ obstructions, _real_ blocks in the
+salesman's way. Now let us turn our attention briefly to obstacles that
+are only _apparent_, to resistance that is but a _feint_.
+
+Your prospect may try to put you off. Or perhaps he will attempt to
+evade uttering a downright refusal, and instead will make some sort of
+an excuse for not doing what you wish. If you dignify these _artificial_
+or merely _apparent_ obstacles by treating them as _real obstructions_,
+you will hinder your own progress toward success.
+
+[Sidenote: Danger of Losing Ground Gained]
+
+You have secured your chance to present your services for purchase. You
+have made real progress toward the successful accomplishment of your
+ultimate purpose. _Nearly always if you let yourself be put off for any
+reason, without making a definite advance toward your final goal, you
+will lose some of the ground already gained._ When your prospect
+attempts to evade the issue by making an excuse or by postponing further
+consideration of the subject, _he tacitly admits that your position is
+strong_. But if you have to start the selling process all over again at
+another time, if you let him put you off when your position is strong,
+_you will be weaker when you attempt to resume your sale_.
+
+[Sidenote: Do One of Two Things]
+
+Should you be put off, do one of two things. _Either disregard the
+evasion entirely and go straight ahead with your selling process_; or,
+if you consent to the postponement or evasion, _take advantage of your
+strategical position of strength to make a definite advance toward the
+accomplishment of your purpose_. For examples of the two methods let us
+consider suppositious cases.
+
+[Sidenote: Driving Ahead]
+
+Your prospective employer might say, "I'll think over your application.
+Come in next week and I'll let you know my decision." You can handle
+this evasion effectively by going directly ahead and proposing, "I am
+perfectly willing that you should think over my usefulness to you, but
+during the week you are considering me for future employment, let me
+actually work on the job. If you decide that you don't want to keep me,
+tell me so at the end of the week and there will be no charge for my
+time." _You will be driving straight toward your goal, not even pausing
+when he attempts to put you off._
+
+[Sidenote: Strengthening Position]
+
+This effort at evasion or postponement might be handled in a different
+way. You could say to the prospective employer, "Very well. I will
+return in a week for your decision. Meanwhile I will submit some
+additional references as to my character and energy. I ask also that you
+permit me to save a week instead of wasting it. I should like your
+permission to spend this next week in your office, studying the job.
+Then if you decide to employ me, as I believe you will, I will be
+already broken in." Such a proposal is hard to refuse. While you would
+consent to the postponement or evasion of decision, _you would be
+strengthening your own position_.
+
+[Sidenote: Make Progress]
+
+_In one way or the other you can make progress._ Either you can brush
+the evasion aside and carry your prospect through to the closing stage
+of the sale of your services, or you can close an intermediate sale on
+the spot, as in the second illustration.
+
+[Sidenote: Forcing Real Objection]
+
+_Do not, therefore, treat evasions and postponements as real obstacles._
+Even in case you cannot induce your prospect to go ahead with you, or
+close an intermediate sale, _you can avoid being blocked_ by his attempt
+to put you off. When he sees that he cannot get rid of you by his
+subterfuge, he will be forced to make a _real_ objection. He will not
+give you another weak excuse after you have disposed of his first
+attempt to evade. When he tries to block you by making a real objection,
+after the failure of his excuse or postponement, he will fall right into
+your plan of the sale. _You will be all ready for the objection he
+states._ You will know exactly how to handle it and turn it to good
+account so that his opposition will be weakened and you will add to your
+strength.
+
+Let us suppose your prospect comes out with the flat statement, after
+you prevent him from putting you off, "No, I have made up my mind not to
+add any new employees for the present." He thinks that settles the
+question. In reality it affords you a sales opening. You retort, "Your
+attitude is perfectly right. You do not want to add to expense. I should
+feel the same way myself, were I in your position. However, I am not
+going to be an _expense_. I shall be a _money-maker._ I know you have no
+objections to increasing your profits." His opposition would have given
+you your lead.
+
+[Sidenote: Unsound Objection]
+
+A man applied for a position in a bank. Business in general was dull; so
+the president tried to put him off. The position sought offered any one
+filling it opportunities to develop increased business for the bank
+along certain lines. Thus the objection of dull times was plainly
+_unsound_. The applicant felt, however, that it would be a mistake to
+urge very strongly his ideas about increasing the business. He believed
+the president would not accept them if fully stated. So the young man
+met the attempted evasion by drawing the banker on to a step that
+committed him only to the _beginning_ of the program outlined.
+
+"I appreciate that business is not rushing at present," he said.
+"Therefore you will have time to study how I propose to develop some
+new business. If you were very busy, you would not be able to
+investigate my plan thoroughly. You may not care to put it into effect
+just now, but while you have comparative leisure let me give you an
+illustration of ways in which my idea can be worked out.
+
+"It is unnecessary to discuss salary or a definite engagement at
+present, if you prefer to wait awhile. But with your permission I should
+like to come in here for a month and demonstrate a few of my ideas in
+actual practice. At the end of that time I will show you a chart of the
+results."
+
+[Sidenote: Evasion Turned to Selling Aid]
+
+_The evasion was turned into a selling aid_. The banker, naturally
+desirous of making additional profits, could not very well turn down
+such a proposal. He would have felt a little ashamed to accept services
+without paying for them. Therefore he gave the applicant a chance and
+agreed to pay him a moderate salary from the beginning. The new man went
+to work immediately, and very soon demonstrated such value that his
+compensation was increased to an entirely satisfactory amount.
+
+[Sidenote: Don't Fight Back]
+
+Already in this chapter you have been warned against handling an
+objection in such a way that the natural antagonism of the man who makes
+it will be increased by your method of dealing with his opposition. When
+he resists you, or puts obstructions in your way, you of course must
+take the measures that are necessary to enable you to proceed with your
+purpose, notwithstanding the obstacles he raises. _But if he acts
+antagonistic, be careful not to appear to fight back._ Avoid making the
+impression that you regard him as an _opponent_. Your difficulty in
+closing the sale will be lessened if you keep him from feeling at any
+time that he needs to adopt measures of _self-protection_ against you.
+
+[Sidenote: Diplomacy And Tact]
+
+_When your progress is obstructed, it is necessary that you use a very
+high degree of diplomacy and tact._ This will carry you much farther
+toward your purpose than any manifestation of naked force. Of course you
+must meet many objections squarely. You will encounter obstructions that
+cannot be avoided, opposition that will not step aside. There will be
+occasions when it will be necessary for you to employ force. But you can
+always conceal "the iron hand in the velvet glove" if you exert your
+force in _tones_ and with _gestures_ or _movements_, rather than by
+making _word_ statements. _The art of suggestion can be employed as
+effectively at the objection stage as at any other step of the selling
+process._
+
+Let us assume that you are a greenhorn. But you believe yourself capable
+of filling a certain position. You apply for it. Your prospective
+employer questions your capability because you lack experience. He
+refuses your application, and declares he is unwilling to run the risk
+of having you make mistakes that might be expensive to him.
+
+[Sidenote: Using Suggestion Instead of Statement]
+
+You know that you are very careful, and that you would not take any
+important action on your own responsibility if you were in doubt whether
+or not you were right. You feel that his objection is unsound; that he
+is exaggerating caution. But it would certainly be a mistake for you to
+say, "Nonsense!" That would make him bristle.
+
+Of course you want to show him that you do not take his objections
+seriously. You can make the right impression by smiling at his
+statement. You can reinforce the effect of your smile by making a
+horizontal gesture with your hand. If you shake your head slightly,
+force will be added to your denial of incapacity or rashness. It may not
+be necessary for you to _say_ anything. Possibly your suggestion will be
+stronger if you simply ignore the point he has raised against you.
+Usually, however, in such a case it is best to employ a few quiet words
+in disposing of the objection; _though chief reliance should be placed
+on the suggested meaning behind the statement_.
+
+[Sidenote: Your Stake In Your Opportunities]
+
+I recall the case of a man who handled an objection of that sort by
+first smiling while shaking his head and making a gesture of negation,
+and then said, "I could not lose much for _you_, but if I were reckless
+or irresponsible I certainly would lose for _myself_ this opportunity
+that you see I want very much. I have a great deal more at stake than
+you. You may be sure I shall not risk losing my chance to succeed, by
+causing you any losses." The tone used was the heart pitch of sincerity,
+with the final assurance in the deeper tones of power. The tone and the
+manner of the applicant for the position indicated such strength that
+the prospect felt the weakness of his objection and did not persist in
+it.
+
+[Sidenote: Direct and Qualified Admissions]
+
+When you make a _direct admission_ of the point the prospect raises
+against you, _have a strong answer ready and give it to him at once_.
+Otherwise you will not rid his mind entirely of the objection. In most
+cases it is preferable to make only an _indirect_ or _qualified_
+admission of the point raised. Then the objection, not having been
+strengthened by your full confirmation, can be overcome without the use
+of much force or power.
+
+[Sidenote: Straight-out Agreement With the Objection]
+
+If your prospective employer says to you, "We are not making any money.
+I do not intend to put on a new man," diplomacy requires you to admit
+unequivocally the truth of his assertion that his business is not
+profitable. He may be exaggerating a temporary condition, but he would
+take offense if you should question his blunt statement. Therefore agree
+with him, and having prepared the opening with your tact, _introduce to
+his mind agreeable ideas of satisfying his want for profits_. You might
+say, "I realize business is poor. That is one of the reasons I come to
+you just now. If you were making plenty of money, you would not
+appreciate the value of my ideas for increasing your profits. The
+results of the work I propose to do might not be sufficiently
+conspicuous among other large earnings to attract your especial notice.
+This period of depression gives me the very opportunity I need to prove
+to you that I would be a money-maker, and not an expense to you. Surely
+you would like to have me demonstrate that. All I ask is a chance to
+convince you. Judge me by the results."
+
+Analyze this unequivocal admission of the validity of the objection.
+Such cases can often be handled most effectively by granting the point
+raised, directly and without any reservations, and then answering the
+objection in such a way that it is completely removed as an obstruction.
+This is good salesmanship.
+
+[Sidenote: Indirect Admission]
+
+Suppose, however, you feel the objection of poor business is unsound.
+Let us assume that this prospective employer you are interviewing has a
+dull season every year. Therefore the condition of which he complains is
+simply normal, and his objection is put forward as an excuse for
+rejecting your application. _In such a case you do not want to make the
+obstruction more formidable by fully admitting its validity. Yet tact
+forbids you to deny its soundness._ It will be better salesmanship to
+recognize indirectly the point raised than it would be to give your full
+agreement with the objection, as in the above example of an unequivocal
+admission. You might use such an answer as this:
+
+[Sidenote: "That is True, But"]
+
+"I notice, Mr. Blank, that you are making some extensive repairs on your
+factory. Though this involves additional expense in your dullest season,
+you are having the work done now because this is your slackest time.
+True, your profit showing at present will not be so good as it would be
+if you did not make the repairs. But the earnings of your business will
+be improved during your busiest season and you will avoid the extra
+expense of interrupting your production when it is at the maximum. This,
+of course, is the time to have your repair work done. It would not be
+good business to put it off.
+
+"My proposal that you engage me now is directly along the line of your
+own policies. What I would do in your office might be called repair
+work. Your dull season is the time to have it done. I can introduce my
+efficiency ideas now without disorganizing your operations. Then, when
+you are busiest, the new system will be in perfect working order, for
+your service."
+
+[Sidenote: Adapt Solutions To Your Own Problems]
+
+When you study illustrations of the application of basic principles, do
+not give them merely superficial consideration. _Examples are of slight
+value unless they suggest to you how you should use your imagination to
+make illustrations of your own in actual practice of the principles._
+Whatever your need for help in selling your services, and whatever
+difficulties you may have to overcome or get around, you will find in
+the pages of these books _cues_ to the methods of certain success.
+Evidently, however, the scope of the series of chapters must be somewhat
+limited. None of the answers to the major problems of salesmanship are
+omitted from the contents, _but you must apply and fit the given
+solutions to your individual necessities_.
+
+[Sidenote: Two Bases of Objections]
+
+Turn your thought now to the different bases of objections. It is of the
+utmost importance that you know whether the obstruction is raised by the
+_mind_ or by the _heart_ of your prospect. _Mental_ resistance can be
+met and overcome by _ideas_, by points introduced by _your_ mind into
+the _mind_ of the _other_ man. His _heart_ may not be involved. But if
+there is "feeling" in his opposition, it is necessary that you displace
+it with a different _feeling_ toward you and your proposal. The heart of
+your prospect must be turned from antagonism to friendliness, if it is
+involved in an objection. Therefore when a point is made against you,
+_decide from the evidence whether the obstacle raised has an emotional
+or a mental basis_. Treat it accordingly. Use your own _mind_
+principally in dealing with the purely _mental_ objection of the
+prospect. But depend on drawing out _his heart with yours if his
+emotions are involved_ in his opposition.
+
+[Sidenote: Mental Basis]
+
+Suppose you have a plan about engaging in a certain business. You have
+worked it out carefully and are confident that it is "a winner." But you
+need financial backing. So you go to a man who has money, and apply to
+him for a loan. He listens to your plan. When you finish explaining, he
+refuses your request. He uses the mental tone of cold business when he
+states his reason. "You offer me no security. I am not in the habit of
+lending money without it." His words and manner indicate that he has
+listened to your plan without the slightest feeling of sympathy for your
+purpose. His _emotions_ have not been stirred. He is turning you down
+simply because his _mind_ is opposed to the form of investment you
+propose for his money. It would be futile for you to make an _emotional_
+appeal to this man, in the hope of getting rid of his _mental_
+objection. He would be disagreeably impressed were you to attempt to
+stir his heart. You cannot offer him the security he has in mind, but
+you need not be balked for that reason. It is possible for you to make
+an appeal to his mind only, and to suggest to him ideas of security that
+he has not considered.
+
+"Mr. J.P. Morgan," you might remind him, "when asked the basis upon
+which he loaned money, replied, 'Character, principally.' I offer you
+the security that Mr. Morgan considered most important. You know my
+reputation is good. You perceive that my plan is sound, and that I have
+thought it out thoroughly. You do not expect me to lose money. I have
+proposed to protect you as fully as possible by agreeing in advance that
+I will take no step until after your approval has been given. Therefore,
+in addition to my character, I am offering you the security of your own
+mature, sound judgment on all operations.
+
+[Sidenote: A New Idea Of Security]
+
+"Don't you believe that my squareness, guided by your advice, would
+secure you? I have applied for a loan of only ten thousand dollars. You
+will absolutely control the expenditure of the money. You know,
+therefore, that at the worst I could not have a large loss. I have
+offered you life insurance to protect you against the possibility of my
+death within the next five years. It is altogether improbable that I
+should have a loss of as much as a thousand dollars in the new business.
+Certainly you have sufficient confidence in my ability and integrity to
+believe that I could and would repay you a thousand dollars with
+interest before the expiration of five years. I expect, and you expect,
+that my venture will prove successful. I have planned a sound business
+enterprise, free from the dangers of speculation. With the cooperation
+of your judgment, your loan would be a secure investment. I believe you
+are now convinced of that."
+
+[Sidenote: Reaching Heart Through Mind]
+
+Notice that the objection is dealt with powerfully; yet there is no
+appeal that is aimed away from the prospect's _mind_. For this very
+reason his sympathy with the proposal is likely to be stimulated. _Such
+salesmanship often has the effect of enlisting the heart of the other
+man after removing the objection of his mind._
+
+[Sidenote: Objection on Emotional Basis]
+
+Let us assume now that the prospect refuses to make the loan to you
+because he has been imposed upon before by some one he has backed. He
+may really want to lend you the money, but his heart has been so
+embittered by his previous experience that he turns a deaf ear to your
+proposition. His opposition is based chiefly on feeling. His heart, not
+his mind, is at the bottom of his refusal of your request for a loan. He
+would not be reached by the appeal that would be effective with the man
+in the first example. This second prospect should be addressed something
+like this:
+
+"The experiences you have had hurt you, principally because they have
+made you lose faith in men. This, not the money involved, was your
+greatest loss. So long as you have only those experiences to think
+about, you will be unable to get back your former belief in human
+nature. You would like to recover it. You would be happy to feel that
+the men who abused your confidence were exceptions, and not the rule.
+
+[Sidenote: Selling a New Feeling]
+
+"If you will lend me ten thousand dollars, and I make good my promises
+to you, your new experience with me will go a long way toward restoring
+your lost faith in men. It is natural that you should feel embittered,
+but the taste in your mouth is unpleasant. Back me up. I will help you
+get rid of your bitterness, and will replace it with a glow of
+satisfaction. You cannot doubt that I will make good. You should not let
+your old prejudice stand in the way of the gratified feeling you will
+have when I prove to you that all men are not unworthy of trust. After I
+justify your confidence you will be happier for the rest of your life."
+
+In the illustration the objection is dealt with _emotionally; because
+its basis is feeling_. No _mental_ appeal is made. The salesmanship in
+this example is the direct converse of that in the previous
+illustration.
+
+[Sidenote: The Best Rule]
+
+Usually, however, it is best to counteract objections by making appeals
+to _both the heart and the mind_ of the objector. In most cases it is
+safe to assume that his mental opposition involves his feelings to some
+degree, and it rarely happens that an objection is so purely emotional
+that the mind of the prospect does not take part in it at all. So the
+rule of masterly salesmanship is to use neither the appeal to mentality
+nor the appeal to feeling _exclusively_, but rather to _stress one or
+the other, while using both_. If the objection appears to be based
+_principally_ on opposition of _mind_, it is more important to reach
+into the prospect's _mind_ with the answer than it is to draw out his
+_heart_; and vice versa.
+
+[Sidenote: Emotional and Mental Tones]
+
+If the thought behind the objection arises principally from _feeling_,
+it will nearly always be expressed in an _emotive tone_. By this pitch
+of the prospect's voice you can determine whether he is speaking chiefly
+from his heart or from his mind. Conversely, of course, the _mental_
+objection will be pitched in the high "head" tone. One of the most
+difficult features of dealing with opposition from the other man is
+uncertainty as to _how much he means_ of what he says and does. It would
+be a mistake to take his resistance too seriously or too lightly.
+Therefore it will aid your salesmanship a great deal if you are able to
+discriminate between the mental and the emotional tones in which
+opposition is expressed. You can reply accordingly.
+
+[Sidenote: The Power Pitch]
+
+It is almost as important that you recognize _the pitch of power_ when
+it reenforces the words of objection, and that on the other hand you
+note when the power tone is _lacking_. In the first case you will need
+to reply with considerable force, whether you appeal to the mind or the
+heart of the prospect. But when his objection is stated in a powerless
+tone, even though it may be accompanied by curtness or bluster, you need
+not waste much force on your answering appeal to his mentality or his
+emotions.
+
+[Sidenote: Keep Ears Alert]
+
+The mental tone, as we recall from previous study, is pitched higher
+than either the tone of feeling or the tone of power. The medium, heart
+tone is vibrant. It rings with sincerity. The power tone is deep, and
+most sonorous of the three. _Keep your ears alert for these indications_
+your prospect will give you unconsciously when he opposes your purpose.
+The discriminative reading of the tones of objections will greatly
+reduce the danger of "getting your wires crossed" when you reply.
+
+[Sidenote: Suggest Strength Without Antagonism]
+
+If you have to deal with opposition expressed in the tone of power or
+with gestures of force, you will be safe in concluding that considerable
+_feeling_ is behind the objection. Therefore it will be necessary for
+you to put _both feeling and power_ into your answer. You should be
+careful, however, when you meet such resistance, not to make the
+impression that you are engaged in a contest of power with your
+prospect. _Throughout the selling process avoid any suggestion that you
+are fighting back._ Use the tone of force, not to indicate that your
+strength of purpose is greater than the strength of the resistance, but
+just to _emphasize the basic soundness_ of your proposition. Thus you
+can suggest that you are sure of your ground, while you do not dispute
+the force and sincerity of the other man in making his objection.
+
+Suppose, for example, you apply for a situation in a wealthy firm, and
+one of the partners turns you down most emphatically by saying that they
+can't afford to engage any new men at present. You realize the firm may
+be losing money temporarily, but you believe that your services in the
+capacity you have outlined will be valuable to the partners. You can
+come back firmly and not retreat an inch from your position. You need
+not _antagonize_ by manifesting your determination to have the merits of
+your proposal given due consideration. You know your prospect feels
+pretty strongly on the matter of increasing his payroll while business
+is unprofitable, but you should make him recognize that you believe so
+thoroughly in your earning capacity that you feel you would justify him
+in disregarding the temporary depression, while he considers your
+service worth.
+
+[Sidenote: Units of Tone]
+
+As we have noted previously, it is important to know, at the time an
+objection is put in your way, _whether or not it is really meant_. When
+deciding in your mind on the right answer to this problem, you will be
+helped very much if you size up not only the tone pitch of the
+objection, but also the _units_ of tone employed by the prospect in his
+expression of opposition. If he refuses your application, but uses just
+_one_ tone, you may be sure his negative is not strong. If you do not
+strengthen it to stubbornness by antagonizing him, but use tact to get
+rid of his resistance, you will not find it difficult to melt away the
+obstruction.
+
+However, should the "No" be spoken in two or more tones, with increased
+stress at the end, your prospect certainly means his rejection to be
+final. His mind is fully made up for the time being. It would be poor
+salesmanship to butt your head against his fixed idea, just as it would
+be foolish to tackle a strong opponent when he stands most formidably
+braced to resist attack. But the two or three toned negative does not
+mean that the idea behind it is fixed in the prospect's mind _forever_.
+Any one is prone to change his mind, _unless he is kept so busy
+supporting a position taken that he has no chance to alter his opinion_.
+
+[Sidenote: Preventing Stubborness]
+
+Therefore leave alone at first the rock you encounter. Get behind the
+boulder by taking a roundabout path. Then quietly dig the support from
+under the negative idea. If you make no fuss while you are undermining
+the obstacle, it will be likely to topple over and roll from your path
+without your prospect's noticing that it has disappeared. If his
+interest is diverted from it, there is no reason why he should turn his
+mind back to a stubborn insistence on his objection. Should he be
+conscious that the rock of his earlier opposition has rolled away, he
+will probably think it lost its balance. He will not realize that you
+subtly undermined it and got rid of it by your skillful salesmanship.
+
+A salesman of an encyclopedia met a prospect who refused to give
+favorable attention to him and his proposition.
+
+"No sir-e-e!" declared this objector, shaking his head emphatically. "No
+more book agents can work me. The last slick one that tried to swindle
+me is in ja-a-il now, and I put him the-ere!"
+
+He gloated in two or three tones.
+
+[Sidenote: Turning Back A Turn-down]
+
+"Good for you!" praised the undaunted salesman, who had come prepared
+for adamantine obstacles in his path. "If more book buyers would see
+that such rascals get what's coming to them, the rest of us salesmen,
+who represent square publishers squarely, would not have to prove so
+often that we are not crooks like some fellows who have happened to
+precede us in a territory. Please tell me the name of the man who
+swindled you. He might hit my publishers for a job after he gets out of
+jail, and I want to warn the boss against him. Sometimes those slick
+rascals pull the wool over our eyes, too. We are always on the lookout
+to avoid getting tangled up with them."
+
+The salesman pulled out his note book and pencil. When the name was
+given, he wrote it down painstakingly. He asked the prospect to spell it
+for him; so that he would be sure to get it right. Then he thanked the
+man who had said he would have nothing more to do with book agents.
+Having "got around" the objector, the salesman proceeded with his
+selling talk on the encyclopedia, as if he had not been turned down
+flatly to begin with. In less than half an hour he had secured the
+signature of the prospect to a contract for the finest edition.
+
+[Sidenote: Be Ready for Opposition]
+
+If this salesman had not been thoroughly prepared to meet the strongest
+kind of mental and emotional opposition, he could not have come back so
+quickly with the appropriate answer that undermined the obstacle. You
+should be likewise ready for the "tough customers" one hears about.
+_Practice in anticipation various ways of handling every imaginable
+objection._ Then, when you face an actual difficulty, you will either
+have on the tip of your tongue a solution of the problem, or your
+forethought will assist you to devise on the spur of the moment the way
+to work out the right answer. Again we observe the importance of full
+preparation, in assuring successful salesmanship.
+
+[Sidenote: Two Essentials Of Resourcefulness]
+
+No quality is more important to the salesman than _resourcefulness_. Its
+first requisite is _knowledge_, particularly advance knowledge of the
+points that are likely to come up in the course of the selling process.
+The second is a _mind trained to act quickly and effectively in using_
+its knowledge. If you have these two essentials of resourcefulness, no
+objection will ever catch you napping. It will do you no good to look
+up the right answer _after you leave the prospect_. Nothing can be more
+exasperatingly worthless than an idea of something you "might have said"
+but could not think of until _too late_. Have all your facts on tap. And
+be practiced in making use of them in every imaginable way. Rare indeed
+will be cases that you are not prepared to handle successfully.
+
+[Sidenote: Practicing "Come-backs"]
+
+I know a salesman who trained himself in resourcefulness by typing on
+about fifty cards all the objections to his goods or proposition that he
+could imagine. For ten or fifteen minutes every evening he played
+solitaire with these cards. He would shuffle them, held face down, and
+then deal off, face up, objection after objection. He never could tell
+which was coming next. In a few weeks he had trained himself to give an
+answer instantly to each objection, and to utilize it as a help instead
+of a hindrance in his selling. Thereafter opposition and criticism from
+prospects had no terrors for this salesman. He was able to get rid of
+objections so swiftly, surely, and completely that they never had time
+to grow formidable in the mind of the other man.
+
+[Sidenote: Adaptive Originality]
+
+Only a little less important than resourcefulness in meeting objections,
+is _adaptive originality in answering them_. The "pat, new" reply is
+always very effective. But do not unduly stress the value of the factor
+of _originality_ alone. It must be coupled with _adaptation to the
+particular viewpoint of the other man_. You must speak his language, if
+you would be sure of making him understand you perfectly.
+
+[Sidenote: Use Prospect's Language]
+
+For example, suppose you apply to a watch manufacturer for a position in
+his office. He seems inclined to question your dependability. You will
+make a hit with him if you quote a detail from one of his own ads and
+say, "I have a seventeen jewel movement," and then particularize that
+number of good points about yourself. Such a reference preceding a
+specification of your qualities would be adaptive originality. _It would
+be an expression exactly fitted to the way this prospect thinks._ So it
+would be more effective than an ordinary answer to the objection.
+Adaptive originality in disposing of objections is a manifestation of
+tact and diplomacy--the fine art of letting the other man down with a
+shock absorber instead of jolting him to your way of thinking.
+
+[Sidenote: Keep Train of Thought on Main Track]
+
+When your prospect starts objecting, it is up to you to prevent him from
+wandering far afield. At the objections stage, as at every other step in
+the selling process, _you should dominate the other man_. Tactfully keep
+him concentrated on the subject and on your application. If he starts to
+grumble that some man he has engaged previously was "no good," you can
+smile and reply, "You would not give _me credit_ for _anybody else's_
+fine work, and of course you do not _blame me_ for what _that_ fellow
+did."
+
+You know what points are relevant to the subject you have come to
+discuss, and what are not. _Discriminate, and make the prospect follow
+you._ Restrict your treatment of his objections to points, means, and
+methods that will keep his ideas from switching onto side-tracks of
+thought. _When he wanders away from the subject, do not ramble with
+him._ Promptly and diplomatically run his mind back on the main line of
+your purpose. _You are operating a through train to success. You must
+not be diverted into picking either daisies or thistles by the right of
+way while your salesmanship engine stands idle._
+
+[Sidenote: Patience and Calmness]
+
+Tact and diplomacy include the qualities of _patience_ and _calmness_.
+You cannot deal successfully with opposition if you are impatient or
+flustered. Patience understands the other man and avoids giving him
+offense; because it comprehends his way of thinking and is considerate
+of his right to his opinions. _Calmness denotes a consciousness of
+strength. Hence it inspires admiration._ Keep your patience open-eyed.
+See ahead. Do not chafe restlessly because the present moment is not
+propitious. A better chance for you is coming. Because of your vision
+have faith in your power to _make_ it come. Whatever may happen, be
+self-possessed when you meet it. You can give no more impressive proof
+of your bigness. Your calmness will win the confidence of the other man.
+It will help in making the impression of courageous truth. Only an
+honest purpose can meet attack with quiet fearlessness.
+
+[Sidenote: Win Admiration by Keeping Upper Hand]
+
+_The chief danger to the salesman at the objections stage is that he may
+lose control of the selling process._ Be on your guard to prevent the
+other man from dominating you by his opposition. You have the advantage
+at the start. He cannot be so well prepared to make objections as you
+should be to dispose of them effectively. _Keep the upper hand._ If you
+have not antagonized his feelings, your prospect will admire you when he
+sees that he cannot dominate you and realizes that you will not let him
+have his own way. You will build up in him a favorable opinion of your
+manhood, intelligence, and power. _He cannot help appreciating your art
+in handling him._
+
+[Sidenote: Make Desire Grow]
+
+Dispose of each objection in such a way that you will get yourself
+wanted more and more as you remove or get around the obstacles
+encountered. _The prospect's desire for your services should grow in
+proportion as you overcome his opposition._ It is possible to use
+objections, or rather their answers, to strengthen your salesmanship so
+greatly that it will be easy to gain your object--the job or the
+promotion you seek.
+
+[Sidenote: Hard Climb Leads to Supreme Heights]
+
+Therefore do not quail from the obstacles you meet. Recognize in each an
+opportunity to succeed in demonstrating your capability; a chance to
+increase the respect, confidence, and liking of your prospective
+employer. _Remember, if there were no difficult, steep mountains to
+scale, the supreme heights of success could not be gained._ So, with
+shining face, climb on and up undaunted!
+
+
+
+
+CHAPTER XI
+
+_The Goal of Success_
+
+
+[Sidenote: "Nearly Succeeded" Means "Failed"]
+
+After an applicant for a position seems to have the coveted opportunity
+almost in his grasp, he is sometimes unable to _clinch_ the sale of his
+services. He does not get the job. His failure is none the less
+_complete_ because he _nearly_ succeeded. _No race was ever won by a man
+who could not finish._ However successful you may have been in the
+earlier stages of the selling process, if your services are finally
+declined by the prospective employer you have interviewed, your sales
+effort has ended in failure.
+
+When one has made a fine presentation of his capability, and therefore
+feels confident of selling his services, it shocks and disheartens him
+to have his application rejected. "It takes the starch out of a man." He
+is apt to feel limp in courage when he turns his back on the lost chance
+to make good, and faces the necessity of starting the selling process
+all over again with another prospect. It is harder to lose a race in the
+shadow of the goal than to be disqualified before the start. The
+prospect who seems on the point of saying, "Yes," but finally shakes
+his head is the heart-breaker to the salesman.
+
+[Sidenote: Making the Touch Down]
+
+Of course, as you have been reminded, even the best salesman cannot get
+_all_ the orders he tries to secure. _But he seldom fails to "close" a
+real prospect whom he has conducted successfully through the preliminary
+steps of a sale._ Each advance he makes increases his confidence that he
+will get the order. The master salesman does not falter and fall down
+just before the finish. He is at the top of his strength as he nears the
+goal. All his training and practice have had but one ultimate object--a
+successfully _completed_ sale. He knows that _nothing else counts_. He
+does not lose the ball on the one-yard line. He pushes it over for a
+touchdown. He cannot be held back when he gets that close to the goal
+posts. You must be like him if you would make the "almost sure" victory
+a _certainty._
+
+[Sidenote: Don't Fear To Take Success]
+
+Perhaps the commonest cause of the failures that occur at the closing
+stage is the salesman's _fear of bringing the selling process to a
+head_. He is in doubt whether the prospect will say "Yes" or "No." His
+lack of courageous confidence makes him falter when he should bravely
+put his fortune to the test of decision. He does not "strike while the
+iron is hot," but hesitates until the prospect's desire cools. Many an
+applicant for a position has talked an employer into the idea of
+engaging his services, and then has gone right on talking until he
+changed the other man's mind. He is the worst of all failures. Though he
+has won the prize, he lets it slip through his fingers because he lacks
+the nerve to tighten his hold.
+
+[Sidenote: Keep Control At the Close]
+
+Doubt and timidity at the closing stage, after the earlier steps have
+been taken successfully, are paradoxes. Surely each _preliminary_
+advance the salesman makes should add to his confidence that he can
+_complete_ the sale. His proved ability to handle objections and to
+overcome resistance should have developed all the courage he needs to
+_finish_ the selling process. Closing requires less bravery and staunch
+faith than one must have when making his approach. Now he knows his man,
+and that this prospect's mind and heart can be favorably influenced by
+salesmanship. Is it not a contradiction of good sense to weaken at the
+finish instead of pressing the advantages already gained and crowning
+the previous work with ultimate success? Yet there are salesmen who seem
+so afraid of hearing a possible "No" that they dare not prompt an almost
+certain "Yes."
+
+When you have presented to your prospective employer a thoroughly good
+case for yourself, _do not slow down or stop the selling process_.
+Especially avoid letting _him_ take the reins. Thus far _you_ have
+controlled the sale. _Keep final developments in your own hands._ Go
+ahead. Smile. Be and appear entirely at ease. Look the other man in the
+eye. Ask him, "When shall I start work?" _Suggest_ that you believe he
+is favorable to your application. _Even speak his decision for him_, as
+though it were a matter-of-course. If the previous trend of the
+interview justifies you in assuming that he has almost made up his mind
+to employ you, pronounce his probable thought as if he had announced it
+as his final conclusion. _He will not be likely to reverse the decision
+you have spoken for him._ His mental inclination will be to _follow your
+lead_, and to accept as his own judgment what you have assumed to be
+settled in his mind.
+
+[Sidenote: Reversing a Negative Decision]
+
+A stubborn merchant made a dozen objections to hiring a new clerk. The
+young man cleared them all away, one after another, as soon as each was
+raised. But the employer leaned back obstinately in his chair and
+declared, "Just the same, I don't need any more clerks." This was but a
+repetition of an objection already disposed of. The applicant concluded,
+therefore, that he had his man cornered. The salesman smiled broadly at
+the indication of his success. He stood up and took off his overcoat.
+
+"Well," he said, "you certainly need one less than you did, now that I'm
+ready to begin work. I understand why you have been putting me off. You
+wanted to test my stick-to-it-ive-ness. I'm sure I have convinced you on
+that point. You needn't worry about my staying on the job. Shall I
+report to the superintendent, or will you start me yourself?"
+
+The merchant drew a deep breath; then emptied his lungs with a burst of
+astonishment mixed with relief. He could not help laughing.
+
+"I meant to turn you down, but you say I've made up my mind to hire you.
+I didn't know it myself, but you're right. I believe you are the sort of
+clerk I always want."
+
+[Sidenote: Expect the Prospect to Say "Yes"]
+
+Remember, when you face your prospect at the closing stage, the _motive_
+that brought you to him. You came with the intention of rendering him
+_services from which he will profit_. You want your capability to be a
+"good buy" for him. Your consciousness that your motive is _right_
+should give you strengthened _faith_ in yourself and in the successful
+outcome of your salesmanship. It should fill you with the courage
+necessary to close the sale.
+
+_Neither hesitate nor flinch. Confidently prompt the decision_ in your
+favor. Believe that you _have_ won and you will not be intimidated by
+fears of failure. Your prospect is unlikely to say "No" _if you really
+expect to hear "Yes."_ Even if he speaks the negative, still _believe in
+your own faith_. I know a man who, a minute after his application was
+flatly rejected, won the position he wanted. Unrebuffed, he came back
+with, "Eventually, why not now?" His evident conviction that he was
+_needed_ gained the victory when his chance seemed lost.
+
+[Sidenote: Don't Be Afraid to Pop The Question]
+
+We all laugh at the young swain who courts a girl devotedly for months
+and uses every art he knows to sell her the idea that he would make her
+happy as his wife; but who turns pale, then red, and chokes whenever he
+has a chance to pop the question. Often the girl must go half way with
+prompting. When, thus encouraged, he finally stammers out his appeal for
+her decision, she accepts him so quickly that he feels foolish. Women
+are reputed to be better "closers" of such sales than men.
+
+You smile at the comparison of courting with salesmanship. Yet the
+selling process is as effective in making good impressions of the sort
+of husband one might be as in impressing an employer with the idea that
+one's services in business would prove desirable.
+
+[Sidenote: Selling a Future Husband]
+
+The young man bent on marriage needs to prospect for the right girl, to
+secure an audience, to compel her attention, to regain it when diverted
+to other admirers, and to develop her curiosity about him into interest.
+He must size up her likes and dislikes; then adapt his salesmanship to
+her tastes, tactfully subordinating his own preferences to hers. If she
+is athletic, he will play tennis or go on tramps with her, however tired
+he feels after his work. If she is sentimental, he will take her
+canoeing and read poetry to her, though he may prefer detective yarns.
+Throughout his courtship he will do his utmost to stimulate in her a
+desire to have him as a life partner. Whatever objections she makes to
+him, he will get rid of or overcome.
+
+Suppose he has taken all these preliminary selling steps successfully,
+and at last the time comes for pinning the girl down to a definite
+answer to the all-important question, is there any likelihood that it
+will be a refusal? Of course not! If his earlier salesmanship has been
+masterly, the reasons why she will be inclined to accept him in the end
+are of much greater weight and number than any causes for rejection that
+she may have thought of previously.
+
+[Sidenote: Never Weaken At the Finish]
+
+He should not fear to close the sale. He has been "going strong" until
+now; why should he weaken at the finish? The master salesman does not
+quaver then, or doubt his success. He asks his prospect's decision
+bravely and with confidence, or he assumes it as a matter of course and
+kisses the girl. His heart beats faster than usual, but he is not afraid
+of hearing "No."
+
+_You should feel the same way_ after leading your prospective employer
+successfully through the preliminary stages of the process of selling
+your services to him. Do not falter now. _Promptly emphasize the idea
+that the weight, amount, and quality of your merits are fully worth the
+compensation previously discussed._ If you are _sure_ of that, if you
+have valued your services from _his_ standpoint, and not just from
+_your own_, you will feel no doubts about the acceptance of your
+application. You will put your prospective employer through the process
+of decision as courageously and confidently as you first entered his
+presence.
+
+[Sidenote: Getting the Decision Pronounced]
+
+Sometimes a prospect will be convinced, but will not express what is in
+his thoughts. Therefore _it is not enough to bring about a favorable
+conclusion of mind_. Until this has been _pronounced or signified_, it
+may easily be changed. Hence the _effective process of decision includes
+both the mental action of judgment and its perceptible indication_.
+Often a prospect who is _thinking_ "Yes" will not _say_ it until he is
+prompted by the salesman.
+
+[Sidenote: A Lawyer Sums Up the Case]
+
+When a lawyer is trying a case, he endeavors to bring out the evidence
+in favor of his client and to make the jury see every point clearly. He
+shows also the fallacies and falsities of opposing testimony. But after
+all the evidence has been given, the case is not turned over
+_immediately_ to the jury for decision. If that were done the lawyer
+would miss his best chance to influence the jurors to make up their
+minds in his favor. They are not so familiar as he with the facts and
+their significance. They would be apt to attach more importance to some
+details of testimony, and less to others, than the circumstances
+warrant. So, to assist the jurors in arriving at their verdict on the
+evidence, the lawyer _sums up the case_. He lays before their minds his
+views, and tries with all his power and art to convince them that his
+word pictures are true reproductions of the facts in their relation and
+proportion to all the circumstances surrounding the issue.
+
+[Sidenote: Preponderance Of Evidence]
+
+The _object_ of the lawyer when he addresses the jury is to make the
+convincing impression that _the testimony in favor of his client far
+outweighs the evidence on the other side_. He adjures the twelve men
+before him to "weigh the evidence carefully." He declares the judge will
+instruct them that in a lawsuit the verdict should be given to the party
+who has a "preponderance" or greater weight of proof on his side. _At
+this closing stage of the case the lawyer acts as a weighmaster._ He
+wants to make the jurors feel that he has handled the scales _fairly_,
+that he has taken into consideration the evidence _against_ him as well
+as the facts _in his favor_; and that the preponderance of weight _is as
+he has shown it_--so that they will accept _his_ view and gave him the
+verdict. If he feels a sincere conviction that he is right in asking for
+a decision on his side, he makes his closing address with the ring of
+confidence. He looks the jurors in the eye and asks for the verdict in
+his favor as a matter of _right_. He does not beg, but claims what the
+weight of the evidence _entitles_ him to receive.
+
+[Sidenote: Treat Your Prospects As Jurors]
+
+The jury that will decide on your application when you apply for a
+position will usually consist of but one man, or will be composed of a
+committee or board of directors. Treat him or them _as a jury_.
+Remember that your capabilities and your deficiencies are _on trial_.
+Close your case with the same process the skillful lawyer uses when he sums
+up the evidence and weighs it before the minds of the jurors. Do what
+he does _as a weighmaster_. Avoid making any impression that you
+are not weighing your _demerits_ fairly, though you _minimize their
+importance_; also miss no chance to impress the _full weight_ of your
+_qualifications_. The essence of good salesmanship at this stage of the
+process is _skillful, but honest weighing_. That means using _both
+sides_ of the scale, to convince the prospect that _the balance tips in
+your favor_. He will not believe in the correctness of the "Yes" weight
+unless you show the lesser weight of "No" _in contrast_. Then he cannot
+help _seeing_ which is the heavier. _Decision on the respective weights
+is only a process of perception._
+
+[Sidenote: The Process Of Perception]
+
+Let us suppose the employer has asserted the objections that you are not
+sufficiently experienced to earn the salary you want, and that you don't
+know enough yet to fill the job. It would be poor salesmanship to try to
+convince him that you have had a good deal of experience. If you
+exaggerate the importance of the things you have learned, he almost
+surely will judge you to be an unfair weighman of yourself. So you
+should tacitly admit your inexperience and treat the value of experience
+lightly by reminding him that his business is unlike any other. Then
+bear down hard on your eagerness to learn his ways and to work for him.
+Thus you can make him perceive the two sides of the scale _as you view
+them_.
+
+[Sidenote: Tipping the Balances Your Way]
+
+It is possible for you so to tip the balances in your favor, though
+previously the mind's eye of your prospective employer may have been
+seeing the greater weight on the unfavorable side. _It is legitimate
+salesmanship to influence the decision of the other man in this way._
+Your weighing is entirely honest; though you sharply reverse the
+balances. Certainly you have the right to estimate the full worth of
+your services, to depreciate the significance of points against you, and
+to picture your desirability to the prospect as you see it, however that
+view may differ from his previous conception. _If your picture of the
+respective weights is attractive and convincing, the other man will
+adopt it as his own and discard his former opinions about you._ Not only
+will he accept the idea of your capabilities that you make him perceive;
+he also will see that your deficiencies are much less important than he
+had before considered them.
+
+[Sidenote: Serving Hash For Dessert]
+
+Beware of a mistake commonly made by applicants for positions who do not
+understand the art of successfully closing the sale of one's services.
+When they try to clinch the final decision, _they just repeat strongly
+all their best points. They make no mention of their shortcomings._ For
+dessert, in other words, they serve a hash of the best dishes of
+previous courses. Is it any wonder that such a close takes away any
+appetite the prospect may have had?
+
+What would you think of a lawyer who had closed his case by simply
+reading to the jury all the testimony that had been given on his side,
+but who had made no reference to the opposing evidence? If you were a
+juror, would you vote for a verdict in favor of the side so summed up?
+Of course you would have heard the testimony of both parties to the
+case, but _you would not feel that the lawyer who ignored the evidence
+against his client had helped you to arrive at the conclusion that he
+had the preponderance of proof on his side_. On the contrary, you
+probably would be inclined to attach to the opposing evidence _greater
+weight than the facts justified_, and would discount whatever the lawyer
+claimed for his client. You, yourself, would act as weighmaster; and
+would give the other party to the suit the benefit of any doubt in your
+mind as to the contrasting weights of the testimony pro and con. _The
+lawyer's failure to weigh all the evidence before your eyes would make
+the impression on you that his view of the case was unfair to his
+opponent._ If you felt at all doubtful, you would be likely to vote
+against him in order to make sure that the other side received a square
+deal.
+
+[Sidenote: Weigh Both Pros and Cons Before Jury]
+
+_The jury that is to decide favorably or unfavorably on your application
+for a position will feel similarly inclined to reach a negative
+conclusion if in closing you omit the process of weighing the pros and
+cons, and emphasize only your strong points._ It is good salesmanship to
+stress these at the finishing stage, but they should be pictured _in
+contrast with lighter objections_ to your employment. In order to
+_convince_ the prospect that the reasons for employing you outweigh the
+reasons for turning you down, you must show his mind _both sides of the
+scale_. If you fail to do this, his own imagination will do the weighing
+and is certain to bear down with prejudice on every point against you.
+It will also depreciate your view of the points in your favor. The other
+man will make sure that _he_ is getting a square deal on the weights,
+since he will believe _you_, too, are looking out only for Number One.
+
+[Sidenote: To Make Certain Do The Weighing Yourself]
+
+The _certain_ way to make your prospect perceive that the reasons for
+accepting your proposal are of greater weight than any causes for
+turning down your application is to _do the weighing yourself_. First
+be sure the heavier weight _is_ on your side. When you fully believe
+that, use all the arts of salesmanship to _make the other man see the
+balances as you view them_. Then he can come to but one conclusion, that
+the "preponderance" is on your side. _Just as soon as you make the
+respective weights clear to his perception, he will be convinced._ He
+cannot deny what his own mind's eye has been made to see.
+
+[Sidenote: Get Prospect Committed]
+
+Therefore bringing about a favorable _mental conclusion_ is not at all
+difficult. The judgment that your services would be desirable is no
+harder to gain than a decision that the weight of one side of a scale is
+greater than the other. Any one who looks at the balances sees at once
+which way they tip. The rub is not in getting the decision _made_ but in
+getting it _pronounced_. The sale is not completed until the prospect
+has _committed_ himself.
+
+[Sidenote: Now is the Acceptance Time]
+
+He feels that his mental processes are his own secret, which you cannot
+read; so he will not guard against the conclusion of his _mind_ that you
+would be a desirable employee. But for some reason he may be unwilling
+to _express_ his thoughts to you just then, however thoroughly he is
+convinced. He naturally prefers not to say "Yes" at once; so that he may
+change his mind if he wishes. _You will endanger your chances of success
+if you let him put off action on his decision._ To-morrow he is likely
+to see the weights in a different light and to imagine less on your
+side and more against you. _Now_ is the time to close the sale, when he
+cannot help seeing things _your way_.
+
+[Sidenote: Two Stages Of Closing]
+
+You know that sometimes a juror will be convinced in his own mind,
+yet cannot bring himself actually to vote according to his mental
+conclusion. Perhaps he is a "wobbler" by nature. So a girl may decide
+in her thoughts that a certain suitor would make a good husband, yet
+she may hesitate to accept him just because that step is _final_.
+These illustrations impress the importance of _discriminating between
+the two stages of closing a sale_. The success of the salesman is
+made certain only by his knowledge and skillful use, first of the art of
+_vivid weighing_, and second of the art of _prompting the prospect
+to action on his perception of the difference in the balances_. At the
+closing stage we have encountered again our old acquaintance, "the
+discriminative-restrictive process."
+
+[Sidenote: Closing a Procrastinator]
+
+A friend of mine who has an advertising agency wanted to secure the
+business of a prominent manufacturer who was inclined to vacillation.
+The prospect was always timid about acting and had the reputation of a
+chronic procrastinator. My friend went ahead with the selling process in
+ordinary course until he had proved the desirability of his service and
+had shown that there was no really weighty reason why the contract
+should not be given to him. He knew he was entitled to the decision
+then, but he did not wait for the timid man to pronounce it. The
+advertising agent knew the characteristics of the prospect and had
+planned just how he would handle the finishing stage of the selling
+process so as to get the order promptly.
+
+[Sidenote: The Clincher Held in Reserve]
+
+He held in reserve a closing method that a less skillful salesman
+probably would have used earlier in the sale instead of reserving it
+especially for the end. As soon as he had completed the weighing process
+my friend took from his pocket a sheet of copy he had prepared for a
+first advertisement along the line he had proposed. This had been worked
+out carefully in advance, just as if the order had already been given
+for the advertising service. My friend laid the sheet of copy before the
+prospect, who was taken completely by surprise.
+
+"I knew you would want this service as soon as I explained it to you,"
+said the salesman. "Therefore I prepared this ad for the first
+publication under the plan I have submitted, and which I am sure you
+approve. There is no question that you will get much better results from
+this copy than you have been receiving from the advertising you are
+doing now. Naturally you want to begin benefiting from my service as
+soon as possible. I'm all ready to deliver the goods. Just pencil your
+O.K. on the corner of this copy. I'll do the rest."
+
+[Sidenote: From Pencil To Pen]
+
+With a smile of confidence the salesman held out a soft lead pencil.
+_The moment the other man involuntarily obeyed the suggestion by
+accepting the tendered pencil, he was started on the purely muscular
+process of pronouncing his approval of the proposition likewise tendered
+for his acceptance._ The informality of the off-hand request that he
+"pencil his O.K." kept him from being scared off. He did not feel that
+he had yet committed himself fully. Probably, with characteristic
+timidity, he would have shied from signing a formal contract at that
+moment. But he hesitated only slightly before he scribbled his initials
+on the corner of the proposed ad. Then he handed the pencil back to the
+salesman. The advertising agent picked up the approved copy, and at once
+laid before the prospect a formal contract. Simultaneously he tendered
+his fountain pen. _He had started the advertiser to writing his name,
+and did not let the process stop._
+
+"Now just O.K. this, too," he directed, "and the whole matter will be
+settled to your complete satisfaction." Then, to prevent the
+procrastinator from backing up, the salesman reached for the telephone
+on the advertiser's desk. "With your permission, I'll call up
+the----magazine and reserve choice space for this ad. It won't cost any
+more and by getting in early we'll make the ad most effective."
+
+[Sidenote: Decide For, Then Commit The Prospect]
+
+My friend manifested complete confidence that the sale was _closed_. By
+continuing the process of affirming the decision, he prevented the
+prospect from backing up after making his pencilled O.K. Being thus
+committed informally, the usually vacillating advertiser could not well
+avoid using the pen put into his hand to sign the formal contract laid
+before him. Without speaking to him, the salesman pointed to the dotted
+line while he called the telephone number he wanted. _The prospect wrote
+his name before he had time to stop the impulse that the advertising
+agent had started._ The salesman had both _induced_ the mental
+_decision_ in his favor, and _impelled_ its _pronouncement_. Really he
+first _made up the prospect's mind for him_, and then _committed him to
+the decision so made_ without the other man's volition.
+
+[Sidenote: Both Processes In Right Sequence]
+
+_Only by performing both processes in right sequence at the closing
+stage can a sale be finished under the control of the salesman._ If the
+_favorable conclusion_ as to the respective weights of negative and
+affirmative is not first worked out before the mind's eye of the
+prospect, anything done to _commit_ him to a decision will likely kill
+the salesman's chances for success. The prospect whose mind is not yet
+made up favorably, who does not clearly perceive that the preponderance
+is on the "Yes" side of the scale, will almost surely say "No" if his
+decision is _prematurely_ impelled.
+
+[Sidenote: Discriminate And Restrict]
+
+Hence it is important that the salesman discriminate between the two
+closing stages, and that he restrict his selling methods at each stage
+to the selling processes that are effective then. He must not get "the
+cart before the horse," as the ignorant or unskillful closer is apt to
+do. The poor closer does not understand the "discriminative-restrictive"
+process. He lacks comprehension of the distinction that should be drawn
+between the methods he _previously_ has used and what is now required to
+_finish_ the sale. Let us be sure we know how to discriminate; so that
+our work at the closing stage may be restricted to the processes that
+are required to assure success in taking the particular step necessary.
+
+[Sidenote: New Process Necessary To Close]
+
+Throughout the series of selling steps that precede the closing stage,
+the continuing purpose of the salesman is to make the prospect _see_ the
+proposal in the true light, as the salesman himself views it. When the
+selling process draws to a conclusion, the purpose of the salesman
+changes. Now he wants the prospect to _decide_ and then _act upon_ what
+has been shown to his mind's eye. If the salesman is to control the
+close, he must do something _new_ to prompt decision and to actuate its
+pronouncement.
+
+The unskillful closer, instead of changing his previous sales tactics,
+nearly always devotes his final efforts to making the prospect _see
+more clearly_ the pictures already laid before his mind. He tries to
+impress the prospect with a _re-hash of perception_, by emphasizing more
+strongly than before the favorable points brought out clearly at earlier
+stages. Of course it is important that at the close of the sale the
+prospect have all these points in view, but it is not good salesmanship
+to emphasize only the appeal to his _perceptive_ faculties. The guest
+who has had a good dinner does not need to be told just afterward what
+he has eaten, or reminded of the courses by having them brought in
+again.
+
+[Sidenote: Logic and Reason Won't Win]
+
+As it is a mistake to serve at the close of a sale only a re-hash of
+favorable points; so is it bad salesmanship to rely on a dessert of
+"logic and reason" for the finishing touch. _Logic and reason provoke
+antagonism. They are ineffective in bringing about either a favorable
+conclusion of mind or action on such a decision._
+
+If you have presented your capabilities fully to a prospective employer,
+do not wind up by marshalling reasons why he should engage you. Avoid
+the use of the "major premise, minor premise, argument, and logical
+conclusion." _You cannot debate yourself into a job_, for the judge is
+made antagonistic by your method, which puts him on the defensive. It is
+human nature to resist a decision that logic tries to force. No man
+arrives at his conclusions of mind by putting himself through a
+reasoning process. A normal person does not need to reason about things
+he knows. _He knows without reasoning._ He attempts to use logic only
+when he is _uncertain_ what to think. If logic is used by the salesman
+to convince the other man, it will be ineffective because it is an
+unnatural means that the prospect almost never employs to convince
+himself, and of which he is suspicious.
+
+[Sidenote: Why Reasoning is Futile]
+
+A major premise is but an assumption unless it is already known. If it
+is known, why should it be proved? Since the correctness of the
+conclusion depends entirely upon the validity of the premise, it is
+evidently absurd to attempt to prove a truth from the basis of an
+admitted assumption. The reasoning process that starts from a truth
+already known, and arrives at a truth that must similarly have been
+known, is utterly useless and a waste of time. Hence, _if you use the
+reasoning process you will either fail to convince your prospect by
+starting from a premise that he does not know, or you will irritate and
+unfavorably impress him by seeming to reflect on his intelligence when
+you prove to him something he already knows_. That is the wrong way to
+bring your man to a "Yes" decision.
+
+If the whole process of the sale could be summed up in just one logical
+statement at closing, it might occasionally be practical for the
+salesman to apply reasoning with good effect to help him secure the
+decision. But the four steps, first and second premise, argument, and
+conclusion, must be applied to every point that is made with reasoning.
+Since the force of the conclusion is largely lost unless the major
+premise is an absolute truth recognized by everybody, there is danger of
+confusion, and no possibility of convincing the prospect by such
+methods. Besides, a multitude of reasoning processes would be necessary
+to cover all the points presented by the salesman and all the objections
+raised by the prospect. Moreover, as we have seen, the whole procedure
+of "a logical close" falls back upon itself unless everything the
+salesman hopes to prove was known and admitted to be true before he
+began to reason it out.
+
+[Sidenote: Favorable Decision Defined]
+
+_Favorable decision is the prospect's mental conclusion that it is
+better to buy than not to buy; better to accept than to refuse._ The
+process of securing decision is not complex; it is very simple. As has
+been said, the salesman needs only to weigh before the mind's eye of the
+prospect the favorable and unfavorable ideas of the proposal. _Any
+weighing of two mental images always results in a judgment as to which
+is preferable, or that one course of action would be better than the
+other._ The mind is never so exactly balanced between contrasting ideas
+that it does not tip at all either way.
+
+[Sidenote: Weighing Ideas of A Steak]
+
+The skill of the salesman weighmaster, used legitimately before the
+mind's eye of the prospect to tip the scales of decision to the
+favorable side, is illustrated in the story of a butcher who had been
+asked by a woman customer to weigh a steak for her. He knew that the
+weighing process _in her mind_ included more than the balancing of a
+certain number of pounds and ounces on the scale. Against the reasons
+for her evident inclination to take the selected steak, she would weigh
+its cost, her personal ideas of its value, and other factors of the high
+cost of living.
+
+[Sidenote: Skillful Close of The Sale]
+
+The butcher wished to bring her quickly to a favorable decision. He
+wanted to make up the customer's mind for her in such a conclusive way
+that she would be prevented from hesitating over the purchase. As a
+weighman of pounds and ounces he only wanted to show the prospect that
+he was honest. But in order to tip _the buying scales in her mind_ he
+put into the balances, on the side opposite the cost of the steak, the
+heavier weight of buying inducements. First he did the actual weighing
+of the steak; then he added on the "Yes" side of the scales of decision
+_ideas of the excellence and desirability of the meat_. He followed
+immediately with a _suggestion of action that would commit the prospect
+to buying_.
+
+"Two pounds and five ounces, ma'am! Only a dollar and forty-three cents.
+It's the very choicest part of the loin. You couldn't get a cut any
+tenderer than that, or with less bone. Would you like to have a little
+extra suet wrapped up with it?"
+
+[Sidenote: Three Effects Produced]
+
+The butcher thus combined in his close _three effects_. He brought about
+_judgment of the prospect's intellect_, plus _increased desire_ for the
+goods, plus the _impulse to carry the desire into action_.
+
+First, by emphasizing, "Two pounds and five ounces!" in a _heavy_ tone,
+and by depreciating the cost, "Only a dollar and forty-three cents,"
+spoken _lightly_, he implied that the _value_ of the steak far
+outweighed the _price_. Thus judgment of the prospect's intellect was
+effected.
+
+Second, to stimulate increased desire for the steak, the butcher
+skillfully put on the favorable side of the scales of decision the
+weight of _a suggestion of excellence_. He said temptingly, "It's the
+very choicest part of the loin." At this point he also employed
+_contrast_, to make the prospect's desire stronger still. "You couldn't
+get a cut any tenderer than this, or with less bone."
+
+Third, this skillful salesman prompted _the immediate committal of his
+customer to a favorable decision_. He impelled her to this affirmative
+action by suggesting, "Would you like to have a little extra suet
+wrapped up with it?" He put a question that was _easy_ for the prospect
+to answer with "Yes." Once she accepted the suet offered free, she
+tacitly accepted the steak at the price stated. _It is skillful
+salesmanship to make it easy for the buyer to say "Yes" or to imply the
+favorable decision indirectly_. The butcher might have been answered
+with "No" if he had asked, "Will you take this steak?" But he himself
+nodded when he made the proposal that he wrap up the extra suet. The
+woman was thus impelled to nod with him. The sale was closed,
+artistically, in a few seconds.
+
+When you plan how you will close a sale of true ideas of your best
+capability, _work out in advance a similar weighing process, followed at
+once by an indirect prompting of acceptance of the decision you
+suggest_. Shape and re-shape your intended "close" in your mind until it
+includes the three effects the butcher produced.
+
+[Sidenote: Put a "Kick" Into the Close]
+
+Put a "kick" into your stimulation of desire at the closing stage.
+_Paint the points in your favor brightly and glowingly, though in true
+colors. Conversely paint all objections to your employment
+unattractively._
+
+Suppose you are applying for a secretarial position. It would be good
+"painting" to close something like this:
+
+"I am going to learn to do things _your_ way. You would not want a man
+in the position who was _experienced_; because he would do things some
+one else's way, not yours. My inexperience really means I am adaptable
+to your methods. I'd become exactly the sort of secretary _you_ want.
+For instance, how do you prefer to have your mail brought to you--just
+as it is opened, or with previous correspondence and notations
+attached?"
+
+Such an alternative question, _answered either way_, leads the prospect
+through the stage of favorable decision and implies his committal to
+acceptance of the services offered. It can be followed by the direct
+proposal, "All, right, I'll bring your mail that way." _Such a close is
+practically sure to succeed_.
+
+[Sidenote: Using the Negative Positively]
+
+A man who was not at all prepossessing applied to me one day for a job.
+He conducted the sale of himself very skillfully, but I meant to put him
+off. It was our dull season, and his looks didn't make a hit with me
+anyway. However, he realized there was a good deal on the negative side
+of the scale, and he weighed his disqualifications honestly; though he
+depreciated the importance of his unprepossessing appearance. Then, in
+contrast to the negative side, he showed me very weighty and attractive
+reasons for employing him. He started by grinning good-humoredly.
+
+"I'm not a prize beauty," he remarked. "But the other day I was reading
+about Abraham Lincoln, and the book made me feel encouraged about
+myself. I don't believe I'm any homelier or any more awkward than he
+was. I don't expect to be a parlor salesman, anyhow, or to rely on my
+good looks to get orders. I plan to succeed by work. I'm going to be on
+the job early and late and every minute between. I'll believe in what
+I'm selling--down to the very bottom of my heart. I'll make anybody see
+I'm in dead earnest. I look honest, and I am. I'll be square with
+customers and with you. I guess that out in the field a reputation for
+always being willing to help, and for telling the truth straight, will
+count more than anything else. I know I'm inexperienced, but that's a
+fault I can cure mighty soon." He grinned again. "I'll start right away
+to get the greenness off, if you'll tell me where to hang up my hat."
+
+His good nature warmed me into smiling with him. I could not help
+feeling inclined to try this man. I decided to give him his chance at
+once. He started my impulse to accept his services, and I pronounced the
+decision in his favor that he prompted. Of course he made good. That was
+a foregone conclusion. He had mastered the selling process, and was an
+especially fine closer. He succeeded in getting more than his quota of
+orders the first year. Selling never seemed to be hard work for him.
+
+[Sidenote: Two Ways To Prompt Pronouncement]
+
+The pronouncement of the prospect's decision can be prompted, his
+favorable action can be brought about, in _two ways_. First, as we have
+seen, _the salesman can suggest, directly or indirectly, the action he
+wants the other man to take_. Second, _the salesman himself can do
+something_ that the prospect will be impelled to _imitate_.
+
+[Sidenote: Impelling Imitation Of Action]
+
+For example, when you apply for a position, and have completed the
+process of weighing the points in your favor in contrast with the less
+weighty reasons for not employing you, lean forward slightly in an
+attitude of easy expectancy. _The prospect's mind will be inclined to
+imitate your physical act_. He will lean toward acceptance of your
+services. Your act will tend to bring you together. Your magnetism will
+draw his.
+
+Or you might extend your hand. He will have an impulse to reach out his
+in turn. It is natural for a man to take a hand that is courteously
+offered. The moment after you reach toward the prospect say, "Let's
+shake hands on it." Once his fingers start moving toward yours in
+imitation of your action, it will be easy for him to commit himself.
+
+[Sidenote: Five Essentials Of Good Close]
+
+Now let us review the essentials of good salesmanship in closing, which
+we have been analyzing. We can summarize under five divisions the entire
+process of completing a sale most effectively and with the practical
+assurance of success.
+
+First, _the salesman must have definite, certain knowledge that the mind
+of the prospect has reached the closing stage_; that it is time to _end_
+the "testimony" and to _begin_ weighing the evidence. If the salesman
+has kept control of the selling process throughout all the preceding
+stages, he will know when the selling point is reached, _for he will be
+there himself_, with the prospect he has "safely conducted" thus far.
+
+Second, at this "right time" it is necessary to _change former sales
+tactics promptly_, and to _start contrasting_ the affirmative and
+negative ideas that have previously been brought out.
+
+Third, the salesman should weigh these contrasting ideas so _vividly_
+that the mind's eye of the prospect will _see_ the scales and _perceive_
+the greater weight on the "Yes" side, _as the salesman pictures it_.
+
+Fourth, it is important that the salesman _color_ the affirmative
+ideas very _alluringly_, and increase the contrast by painting
+_unattractively_ everything on the negative side of the scale; so
+that "No," besides appearing much _lighter_ than "Yes," will seem
+_uninviting_.
+
+Fifth, the selling process should be brought to a climax by the
+salesman's _suggestion_ or _imitation_ of some _act_ designed to
+_commit_ the prospect to _acceptance_ in an _easy_ way.
+
+[Sidenote: Unbalancing The Process]
+
+Nothing so _unbalances_ the process of securing a favorable decision and
+its pronouncement as any indication of fear, doubt, or hesitancy in the
+attitude of the salesman. Therefore, even though you may be uncertain as
+to the outcome of your selling efforts, _do not show it_. Long before
+you came to the decision point, you passed the worst dangers on the
+road to the end of the sale. Surely your courage should be _strongest_
+at the closing stage.
+
+[Sidenote: Light Dissipates Fear and Doubt]
+
+Fear usually arises from something _unknown_; it is due only to
+_darkness_. Since you _know_ now just what closing involves, and _light_
+has been shed on the problems of getting the prospect's "Yes," your
+fears and doubts should be dissipated. _You should not hesitate to end
+the sale you have controlled successfully throughout previous stages_.
+Our analysis has revealed that closing is no more difficult than winning
+attention to your proposition in the first place. As a result, your
+present attitude toward closing is _positive_. Your courage and
+self-confidence have been built up. You realize just _how_ success in
+finishing a well-conducted sale can be made practically _sure_.
+
+[Sidenote: Negatives Must be Avoided]
+
+Certain _negative_ attitudes at the closing stage should be avoided.
+Especially do not throw into the scales of decision any little pleas for
+_personal favor_, with the hope that in so doing you will increase the
+weight on the "Yes" side. Such tactics almost invariably tend to tip the
+balance _un_favorably. A plea of this sort is equivalent to an admission
+that the ideas you have presented _for_ buying do not _themselves_
+outweigh the prospect's images _against_ buying. You suggest to him that
+you are trying to push the balance down on your side by putting your
+finger on it, by "weighing in your hand," as unfair butchers sometimes
+do with a chicken they hold on the scales by the legs.
+
+[Sidenote: "As a Personal Favor to Me"]
+
+The prospect will instantly perceive your action. _His mind, acting on
+the principle of the gyroscope, will resist by greater opposition any
+push of the personal plea_. If you ask a decision as a personal favor,
+your prospect will lose confidence in the true weight of the ideas on
+your side that you have already registered in his mind. You are much
+more likely to hurt than to help your chances for success by making a
+personal plea. Even if it should prove effective, what you get that way
+would be alms given to a beggar, and not the earned prize of good
+salesmanship. _Never buy success at the cost of self-respect_. To be a
+successful _beggar_ is nothing to feel proud of.
+
+[Sidenote: "Treating" At Close]
+
+Do not attempt to "_treat"_ your prospect by flattering him at the
+closing stage. Such "treating" is a tacit admission that your goods of
+sale, your best qualifications, have not sufficient merit to sell at
+their intrinsic value. Or you practically confess that you are not good
+enough salesman to win out with just your goods and your ability to sell
+yourself for what you claim to be worth. _Flattery is a call for help_.
+It is like the bad salesmanship of trying to buy an order with cigars or
+a dinner. Never "treat" at the closing stage, for to do so is to admit
+_weakness_ when you should be your _strongest_.
+
+[Sidenote: "No" Seldom Is Final]
+
+Of course you should not take a first or second "No" as a _final_
+answer. Even if the prospect indicates that he is inclined to decide
+against you, _continue confidently to heap images in favor of buying on
+the "Yes" side of the scale until you have used all the honest weight
+you have to put in the balance_. He will not respect you as a salesman
+if you quit at his first "No." _It is up to you to tip the scales of
+decision your way_. Remember that you should not bring the other man to
+the judgment point _until after you have aroused and intensified his
+desire to a very great degree_. If you have made him want you at all,
+you will disappoint him if you then fail to put enough weight on the
+"Yes" side of the scale to win his decision to employ you.
+
+When you receive a "No," understand it to mean, "No, that is not yet
+enough ideas for buying your services." Keep right on putting weight
+into the "Yes" side of the balance until it tips your way. _Do not
+consider any "No" final until you have run out of both contrasting
+weight and attractive colors; so that you cannot change the scales_.
+
+[Sidenote: Stick it Out Here and Now]
+
+If it is possible for you to "stick," don't be put off when you come to
+the closing stage. _All the weighing you do at the present time will be
+valueless lost effort unless you complete the selling process here and
+now_. When your prospect tries to put you off, he tacitly admits your
+weights are right. Otherwise he would say "No" and be done with you.
+You really have won his mental decision. A continuance of skillful
+salesmanship will enable you to get him to act favorably without delay
+or further evasion.
+
+[Sidenote: Entertainment In Court Room Out of Place]
+
+Some salesmen make the mistake of mixing _entertainment_ with the
+closing process. Earlier in the sale you may be able to secure excellent
+results by entertaining the prospect with clean jokes and good stories.
+But the close is the stage at which he arrives at his mental conclusion
+as to the "preponderance" of the evidence. _Jests and light conversation
+are out of place when the judge is performing his functions in the
+courtroom of the mind._ An amusing remark or a witty quip at this
+juncture would suggest that the scales of decision in the salesman's own
+mind were somewhat unbalanced. Your attitude when you are weighing "Yes"
+and "No" before the prospect should be _pleasant_, but _quiet_ and
+_serious, as is becoming to a convincing weighman_.
+
+When you work to secure a favorable decision, you are weighing evidence
+with the purpose of impelling the prospect to take your judgment or to
+weigh the evidence just as you do. It is necessary all through the
+process that he be made to feel you realize you are aiding in the
+performance of a _judicial_ function. He must have complete confidence
+in your intention and ability to handle the scales honestly and with
+serious pains to determine what is the right judgment about your
+proposition. Your levity at the closing stage would lessen the effect of
+honest, serious, painstaking weighing of the images for buying in
+contrast with the images against buying. So get the funny stories out of
+your system before you come to the decision step of the sale, or else
+keep them bottled up inside you and don't pull the cork until you are
+safely at the celebration stage.
+
+[Sidenote: Tones and Acts When Weighing]
+
+Do not forget when closing to add _force_ to your words by _tones and
+gestures that emphasize ideas of the contrast in weights_ between the
+two sides of the scale. By your light tone you can indicate the
+triviality of objections to your proposition. With the heavier tone of
+power you can suggest the great weight of the favorable ideas. If you
+use _broad gestures of your whole hand and full arm_, you can seem to
+pile a large heap of points on your side of the scale. Conversely you
+can indicate the smallness of objections by moving _your fingers only_,
+as if you were picking up a tiny object. Demolish unfavorable points
+with a strong gesture of negation, as by sweeping your arm horizontally.
+Give life to the ideas on the favorable side of the scale by
+accompanying your words with up and down gestures that signify
+vitality.
+
+[Sidenote: Do Not Show That Closing Is Hard Work]
+
+Your physical condition or outward appearance will help or harm your
+chances for success at the closing stage. You should not manifest the
+least indication that you are under a strain of anxiety as to the
+outcome, or that you lack the strength to control the completion of the
+selling process. Why should you not have a feeling of ease when you
+reach the close? _If your bearing suggests your self-confidence, it will
+give the other man confidence in your capabilities._ When a salesman has
+to "sweat blood" to finish a sale, he indicates that it is usually
+mighty hard work for him to get what he wants. This impression suggests
+to the other man that there must be something wrong with the proposition
+or it wouldn't take so much effort of the salesman to put it across.
+_Any element of doubt at the final stage will almost surely delay or
+kill the salesman's chances to close successfully._
+
+[Sidenote: Make Sure of A Good Batting Average]
+
+Recall once more that the measure of success in selling is not 100% of
+closed sales; every possible order secured and none lost. _Success is
+made certain when failures are reduced to the minimum and successes are
+increased to the maximum of practicability._ There can be no question
+that if you use the _right processes_ in closing, your chances for
+success will be so greatly increased that your batting average of actual
+sales should take you far above the failure line. Your career as a
+salesman involves _continual_ selling. You must make sale after sale.
+However skillfully you employ the right process at the closing stage,
+you may not accomplish your purpose the first time you try. _But if you
+keep on selling your services in the right way, you will be as
+absolutely certain to succeed as the master salesman of "goods" is sure
+of closing his quota every year he works._
+
+
+
+
+CHAPTER XII
+
+_The Celebration Stage_
+
+
+[Sidenote: What Are You Going to Do With Success?]
+
+You know now the _certain_ way to get your chance to succeed in the
+vocation of your choice. You are convinced that a _good salesman_ can
+create and control his opportunities in any field, can bring himself to
+good luck in the right market for his services. You are resolved to
+master the art of selling, and so to insure your future against any
+possibility of failure. You feel confident of success; because you are
+willing to earn it by the diligent study and practice of salesmanship.
+There is no doubt in your mind that when you become a skillful salesman
+of your best capabilities, you can get a chance to succeed. _Now what
+are you going to do with success after you gain it?_
+
+Suppose you had sold yourself into the very opportunity you want,
+suppose you had won the coveted job or promotion, _how would you
+celebrate_? It has been said that a man shows his real self either in
+the moment of his failure or in the moment of his success. Let us assume
+that you have reached your present objective. You stand at the goal, a
+winner. Does your victory _intoxicate_, or does it _sober_ you with the
+realization that you have but opened the way to limitless fields of
+bigger service ahead? Has success gone to your _hands_ and made them
+tingle with eagerness to grasp more chances to succeed, or has it gone
+to your _head_?
+
+[Sidenote: The Stepping-Stone to More Sales]
+
+_The celebration stage of the selling process should be the first
+stepping-stone leading to another successful sale._ Often it proves to
+be a stumbling block that marks the beginning of a downfall to failure.
+Rare is the man who is not spoiled a little by achievement. _Success is
+the severest test of salesmanship._
+
+[Sidenote: Spoiled by Success]
+
+I recall a chief clerk who worked more than a year for promotion to the
+position of assistant manager. He earned the better job, and was
+assigned to the desk toward which he had been looking longingly for
+sixteen months. Then he "celebrated" by starting to take life easy. He
+developed a manner of superiority. He acted as if the little foothill he
+had climbed was a big mountain. He sunned himself on the top, basking in
+complacency because he had risen above his former clerkship.
+
+One day he was called into the manager's office. He came out chop-fallen
+and took his personal belongings from the assistant's desk. Another man
+was promoted to the place he had failed to fill. He went back to his
+clerk's stool and is roosting there today.
+
+[Sidenote: Egotism's Downfall]
+
+I know a salesman who closed so many orders the first time he covered
+his territory that he came back to headquarters with an inflated idea of
+his importance. He strutted into the president's room and boasted of
+what he had done. The delighted head of the business gave him a cigar
+and invited him to tell the story. The salesman betrayed such egotism
+that his employer was disgusted. The president was plain-spoken. He
+warned the successful salesman against getting a "swelled head."
+
+The egotist felt insulted. He resigned his position, arrogantly
+declaring that he would not work for a house where results were so
+little appreciated. He was cocksure of himself. However, when he offered
+his services to a competing firm, his application was turned down. The
+rebuff stunned him. He did not realize that his egotism disgusted the
+second executive as much as the first. The salesman's spirit was broken.
+He has never since been more than a fair peddler.
+
+[Sidenote: Giant and Pigmy Successes]
+
+Think of "successful" men you know. _Compare them as they are now with
+the men they used to be before they succeeded._ As they rose did they
+loom bigger and bigger in your respect, or grow smaller and smaller in
+admirable qualities? There are so-called successful men whose characters
+seem to be dwarfed by the mountain tops they attain. Other men grow to
+be giants and overshadow any eminences they climb. The littleness of the
+last Kaiser and Crown Prince of Germany was only emphasized by their
+elevation above the common people. On the other hand the bigness of
+Lincoln and Roosevelt was so tremendous that their personalities towered
+above even the highest honor in the world.
+
+[Sidenote: Breaking Training]
+
+_When football players are fighting_ for the championship of the season,
+they are governed by rigid rules of living. _They keep themselves fit_
+by strict diet, by the avoidance of all dissipations, by hardening
+exercise, and by recuperative rest. But after the "big game" is won,
+they break training. They stuff themselves with rich food until their
+bodies and minds are sluggish. Then they celebrate their victory by some
+sort of jollification that lasts half the night. _The next day a
+second-rate team could beat the champions._
+
+A man who has kept himself lean, hard-muscled, and healthy all the way
+to the achievement of his ambition is apt to take on flabby flesh and
+gout when he succeeds. The celebration of Thanksgiving is an ordeal from
+which one does not recover for weeks. Turkey and mince pie immoderately
+eaten are poisons. Our annual Feast Day is more deadly than the Fourth
+of July.
+
+[Sidenote: Rusting in Self-Satisfaction]
+
+A great many people "break training" mentally as well as physically at
+the celebration stage. _Their minds and muscles turn flabby after they
+succeed. They are so proud of their accomplishments that they rust in
+self-satisfaction._ Then, usually too late for remedy, they find
+themselves afflicted by the rheumatic twinges of deep-seated discontent
+with what they have done.
+
+We are all familiar with the tragedies of the farmer who sells his acres
+and moves into town "so that he can take life easy," and of the business
+man who retires from his "daily grind" to enjoy the fortune of success.
+So long as they remained at work they were vigorous in mind and body.
+But nearly always men who give up their accustomed activities begin to
+develop mental and physical ailments soon afterward. They age and break
+down in a few years. _In order to stay well, one must keep going. It is
+far less wearying to walk than to stand still. Normal fatigue of mind
+and body are not so exhaustive of mental and physical energy as torpid
+idleness._
+
+[Sidenote: Advance or You Will Slip Back]
+
+Probably you do not think of quitting work for a long time. You look at
+your future retirement as a remote possibility. Very likely you feel it
+is premature to consider "your declining years" now, when you are in the
+full vigor of ambition. _But if you stop advancing, in order to
+celebrate your progress thus far, you have quit working your way ahead.
+If you stay contented with what you have done, even for a little while,
+you have temporarily retired from the game of success and are in danger
+of rusting into a partial failure. If you do not continue moving ever
+upward, you will slip into a decline without realizing that you are
+going back and down._
+
+[Sidenote: The Zest for Work]
+
+The successful salesman thrives on his work, and pines for it when he
+"lays off." He welcomes the end of his annual vacation with more zest
+than its beginning. He celebrates each order gained by planning at once
+how he will get another. He is like Alexander, who sighed only when
+there were no more worlds to conquer. He is as perennially tireless as
+Edison, the wizard who is never weary. _To the true salesman there is no
+enjoyment equal to selling._ He often declares that he "would rather
+sell than eat."
+
+[Sidenote: Pattern after Master Salesmen]
+
+You know the importance of being a _good salesman_. You have studied the
+methods he uses throughout the selling process. Now at the celebration
+stage pattern after the _masters_ of the profession. Do not get into the
+bad habits of the _mediocre fellows who slacken their efforts after each
+success_, and who need the spur of necessity to make them do their
+utmost.
+
+When a good salesman has booked an order, and has taken pains to make a
+fine last impression on his customer, he does not go to his hotel and
+play Kelly pool, or otherwise spend the rest of the day just loafing
+around. Only the poor salesman celebrates in such a way; _thereby
+showing that his successes are so rare he is not used to them_.
+
+[Sidenote: Starting After The Next Chance]
+
+The good salesman looks at his watch the moment he is out of his
+customer's sight. He makes a swift calculation of the time it will take
+him to reach and sell the next man on his list. If he has no other
+prospect nearby, he starts looking for one that minute. His keen eyes
+catch every name on the business signs he passes. _His imaginative mind
+is planning how he can use the order he just has closed, to influence
+some other buyer to make a contract._ If there are no additional
+customers for his line in the town, he sprints to the station to catch
+the first train up the road. _He does not waste a minute getting to his
+next selling opportunity_.
+
+[Sidenote: Pepper and Poppies]
+
+Some pretty good salesmen never win the grand quota prize in a sales
+contest _because they take so much time out for celebrating the big
+orders they close_. If they land a fine contract in the morning, they
+don't try to do much selling that afternoon. The prize-winning salesman,
+too, is delighted to secure a big order. But he doesn't say to himself,
+"That will put me 'way ahead on the sales record for today." Instead he
+grins and thinks, "This is _my day_. I'm going to fatten up my batting
+average while I'm going good." _Success is pepper to him, not the poppy
+drug that slackens energy._
+
+[Sidenote: Continual Accumulation]
+
+You have worked hard to get the chance you now have. You have paid for
+it with your best efforts. _It represents an accumulation of your
+salesmanship._ The good job or the promotion you have gained is like a
+savings account. Let us compare it with the first hundred dollars a
+thrifty man puts into the bank for a rainy day. Would he celebrate the
+accumulation of that moderate amount of money, the first evidence of his
+ability to save, by quitting the practice of spending less than his
+earnings? Would he then say to himself, "I am now successful as a
+saver"? Would he stop putting a few dollars in the bank every Saturday,
+just because he already had a hundred?
+
+[Sidenote: The Building Process is Gradual]
+
+No. He would _continue_ to save until he had enough "units of thrift,"
+enough hundreds of dollars, to take a _longer_ step toward success. He
+would invest his accumulated savings in a lot, or house. Perhaps he
+would start a business of his own. After his investment he still would
+continue to save. So he would _build_ his success.
+
+_All building is a gradual, continual process_. The bricks are laid _one
+after another_. It takes many to complete the structure. _Likewise a
+series of minor successes must be built into a major accomplishment._ It
+does not rise all at once.
+
+If you are tempted to pause where you are in order to celebrate, ask
+yourself, "_Is this really the celebration stage_?" Probably you will
+find you have only laid the corner-stone, or made an excavation for the
+foundation of your success. You would not think of having a housewarming
+because you had finished the basement walls. Nor would you consider it
+an occasion for especial jollification the day you erected the
+scantlings around the first floor joists. Not until the walls are up and
+the roof is on, not until the house is plastered and papered and
+painted, not until it is finished would you think of standing on the
+sidewalk to look it over pride fully and exult, "I did that. It's a good
+job."
+
+[Sidenote: Repeated Building]
+
+But if you complete _one_ house, you will not only feel the satisfaction
+of accomplishment, you will also want to build _another_ that would be a
+great improvement on the one just finished. You will be _healthily
+dissatisfied with what you have already done_. Very likely you will sell
+the first house at a profit, and straightway start to put up a better
+building on another lot. In time you will sell that, too. You will
+continue the procedure until you become a master builder of houses, and
+continually achieve more and more success.
+
+We have assumed that you now are successfully in possession of an
+opportunity. You have sold yourself into the very job you want, or into
+a better position that you believe will afford you fine chances to
+advance. _Do not slump or relax in salesmanship. Do not think back, or
+spend much time contemplating your present success. Look ahead to your
+next sale_ of true ideas of your best capabilities. _The successful
+salesman is a quick repeater._ He counts his accomplishments in
+_totals_, not by units. He has successful "_years_," each made up of
+about three hundred successful working days. He plans in _campaigns_; so
+he is not inclined to over-celebrate the winning of a battle.
+
+[Sidenote: Make Each Goal a New Starting Point]
+
+Samuel McRoberts, vice-president of the great National City Bank of New
+York, started working for Armour & Company at a small salary in the
+early nineties. He was a young man who was always _healthily ambitious
+to keep moving ahead_. He "ate up" the minor work assigned to him, and
+celebrated the completion of each task by asking at once, "What next?"
+
+In a few years he had risen by successive promotions to the position of
+treasurer of Armour & Company. But that wasn't a _goal_ to McRoberts. It
+seemed to him only a _good starting point_ to bigger successes in the
+financial world. He became a director of several banks, an officer in
+important railroad and other corporations. _He continually enlarged his
+service value_ until he was called to New York's greatest bank, and took
+his place among the masters of American finance.
+
+He did not loll back in his chair then and start taking it easy. _He
+packed more and more accomplishments into every day._ When the war
+began, he went to Washington to take executive charge of the job of
+procuring ordnance for the fighters. He held a post analogous to that of
+Lloyd-George when he was Minister of Munitions for Great Britain.
+McRoberts made good as a brigadier general, and after the war resumed
+his success in business. Whatever he did, wherever he worked, Samuel
+McRoberts _smiled welcomes to more opportunities for service, and
+reached out his ready hands to grasp them_.
+
+[Sidenote: Celebrate by Tackling the Job Ahead]
+
+_That is the way to celebrate--by tackling the job ahead. There is no
+end to the selling process. One sale should lead directly to another_.
+The good salesman celebrates only the opportunity to get the next order
+in prospect. He may chuckle to himself over the sale just closed, but he
+does his rejoicing on his way to a new selling chance.
+
+[Sidenote: Dynamic Confidence Static Complacency]
+
+You haven't "arrived" yet. You are just well started. _Keep moving, and
+you will never "see your finish."_ Your successes thus far should have
+developed a considerable degree of _self-confidence._ Be careful not to
+let that _dynamic_ quality change into the _static_ element of
+_self-complacency._ Never be satisfied with what you have done. _Always
+have the zest of appetite for more to do_. Add every day to your success
+chances.
+
+Do not lose either your self-respect, or the respect of the men with
+whom you are associated, by _ceasing to grow. Do more than you are paid
+for, and pretty soon your job will be unable to hold all your earning
+capacity_. You will be promoted to bigger opportunities. _If you shrink
+in the place you occupy now, your future chances will shrivel to fit
+your smaller size_. The way to get a better-paying job, to win a bigger,
+more profitable field for your salesmanship, is to _crowd your present
+position with your capabilities_. Burst out of your limited territory
+and spread over more ground.
+
+[Sidenote: Serving Friends]
+
+Render your utmost possible service to other people. Celebrate each
+opportunity to form a friendship. _Make some one like you for what you
+are willing to do for him_. Hold your friends, once they are made. As
+Emerson advised, "Be concerned for other people and their welfare. Put
+their interests sometimes ahead of your own. You can love your fellow
+men so much that you will never trample on their rights; and while you
+yourself keep climbing, raise as many of them as you can along with you.
+That is the way to make friends."
+
+Celebrate the good fortune of your business associates, rather than your
+own. When a big contract is closed by your employer, be as tickled over
+it as he feels. Genuinely rejoice in his success. _Have no envy of the
+man above you, then when you rise to a higher level the men below you
+will not be likely to feel jealous_.
+
+[Sidenote: Ford and Schwab]
+
+Why has Henry Ford won so unique a place in the personal regard of the
+everyday man? Ford is one of the richest men in the world; yet he is not
+hated. What is the reason for his general popularity? He is not an
+idler. He has celebrated each success by taking on another job. And he
+always has given a hand-up to the other fellow instead of kicking him
+down so that he might climb higher because of his failure. He has
+understood and sympathized with the hopes and viewpoint of people who
+work. As a result countless men and women, most of whom never have seen
+him, think of Henry Ford as their friend. His finest success is not
+signified by the millions of money he has accumulated, but by the
+millions of friendships he enjoys.
+
+Charles M. Schwab, too, is popular. He is a man whom people like.
+Because he was so successful in winning friends, rather than for his
+generally recognized business ability, he was made the head of the
+Government's ship-building program in the war. Other men were eager to
+work with and for Charles M. Schwab. The co-operation of thousands of
+friendships, new and old, more than anything else enabled him to succeed
+in his big, patriotic job. How much more he has to celebrate in his
+wealth of good will than in his great fortune of dollars! Schwab has
+been called the most successful salesman in the world, which is another
+way of saying that he has no equal in ability to make other people both
+trust and like him.
+
+[Sidenote: The Truest Wealth]
+
+You may never accumulate millions of dollars. _That in itself is not
+success. Many wealthy men are failures in life. But with the aid of
+masterly salesmanship you can so enrich yourself with friendships and
+the opportunities they bring that making all the money you want will be
+merely incidental to your real success_. Let every accomplishment be a
+stimulus to better selling of your service. Celebrate successful sales
+of your ideas by undertaking to sell more true ideas about your best
+capabilities in a larger field of usefulness.
+
+[Sidenote: The Revolving Door]
+
+The good salesman goes from opportunity to opportunity through a
+revolving door. As it closes on one selling chance, it opens on another.
+He steps directly from a finished sale into the prospect of getting an
+order elsewhere. So he never stops selling.
+
+You have sold yourself some knowledge of salesmanship. Do not rest
+contented with what you have already learned. These chapters should but
+whet your appetite for more opportunities to master the principles and
+methods of selling true ideas of your best capabilities. So as you close
+this book, reach out your hand to open another. You cannot over-study
+the subject of salesmanship. _Never be satisfied with what you know_.
+Continue to search for more golden knowledge, and make it yours by
+practicing everything you learn.
+
+[Sidenote: Failure Impossible to The Good Salesman]
+
+It is impossible to fail in life if you become a master salesman of the
+best that is in you. You will be sure to succeed. So here is Good Luck
+to you! Keep on making it for yourself, and you never will run out.
+CERTAIN SUCCESS WILL BE YOURS.
+
+       *       *       *       *       *
+
+    It is you that you offer for sale,
+      With your traits ranged like goods on a shelf,
+    And the first thing to do, without fail,
+      Is to make a success of yourself.
+
+EDGAR A. GUEST.
+
+
+
+
+
+End of the Project Gutenberg EBook of Certain Success, by Norval A. Hawkins
+
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+
+The Project Gutenberg EBook of Certain Success, by Norval A. Hawkins
+
+This eBook is for the use of anyone anywhere at no cost and with
+almost no restrictions whatsoever.  You may copy it, give it away or
+re-use it under the terms of the Project Gutenberg License included
+with this eBook or online at www.gutenberg.org
+
+
+Title: Certain Success
+
+Author: Norval A. Hawkins
+
+Release Date: January 4, 2005 [EBook #14589]
+
+Language: English
+
+Character set encoding: ISO-8859-1
+
+*** START OF THIS PROJECT GUTENBERG EBOOK CERTAIN SUCCESS ***
+
+
+
+
+Produced by Audrey Longhurst, Karina Aleksandrova and the PG Online
+Distributed Proofreading Team
+
+
+
+
+
+
+</pre>
+
+<div class="figcenter">
+<a name="Page_4" id="Page_4" /><a href="images/image1.jpg"><img src="images/image1.jpg" width="500" height="651" alt="Frontispiece" title="Frontispiece" /></a>
+</div>
+
+<h1><a name="Page_5" id="Page_5" />CERTAIN SUCCESS</h1>
+
+<h3><em>by</em></h3>
+
+<h2>Norval A. Hawkins</h2>
+
+<h3><em>Author of &quot;The Selling Process&quot;</em></h3>
+
+<p class="center" style="margin-top: 4em;">THIRD EDITION</p>
+
+<p class="center">1920<br />
+DETROIT, MICHIGAN<a name="Page_6" id="Page_6" /></p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="Page_7" id="Page_7" /><a name="Contents" id="Contents" />Contents</h2>
+
+
+<table border="0" cellpadding="4" cellspacing="0" summary="contents">
+<tr><td align='right'>CHAPTER</td><td>&nbsp;</td><td align='right'>PAGE</td></tr>
+<tr><td align='right' valign='top'></td><td align='left'><a href="#To_Begin_With">TO BEGIN WITH</a></td><td align='right' valign='bottom'><a href='#Page_9'>9</a></td></tr>
+<tr><td align='right' valign='top'></td><td align='left'><a href="#How_to_Study">HOW TO STUDY</a></td><td align='right' valign='bottom'><a href='#Page_24'>24</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_I">I.</a></td><td align='left'>THE UNIVERSAL NEED FOR SALES KNOWLEDGE</td><td align='right' valign='bottom'><a href='#Page_29'>29</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_II">II.</a></td><td align='left'>THE MAN-STUFF YOU HAVE FOR SALE</td><td align='right' valign='bottom'><a href='#Page_63'>63</a></td></tr>
+<tr><td align='right' valign='top'> <a href="#CHAPTER_III">III.</a></td><td align='left'>SKILL IN SELLING YOUR BEST SELF</td><td align='right' valign='bottom'><a href='#Page_108'>108</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_IV">IV.</a></td><td align='left'>PREPARING TO MAKE YOUR SUCCESS CERTAIN</td><td align='right' valign='bottom'><a href='#Page_137'>137</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_V">V.</a></td><td align='left'>YOUR PROSPECTS</td><td align='right' valign='bottom'><a href='#Page_156'>156</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_VI">VI.</a></td><td align='left'>GAINING YOUR CHANCE</td><td align='right' valign='bottom'><a href='#Page_179'>179</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_VII">VII.</a></td><td align='left'>KNOWLEDGE OF OTHER MEN</td><td align='right' valign='bottom'><a href='#Page_209'>209</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_VIII">VIII.</a></td><td align='left'>THE KNOCK AT THE DOOR OF OPPORTUNITY AND THE INVITATION TO COME IN</td><td align='right' valign='bottom'><a href='#Page_239'>239</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_IX">IX.</a></td><td align='left'>GETTING YOURSELF WANTED</td><td align='right' valign='bottom'><a href='#Page_270'>270</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_X">X.</a></td><td align='left'>OBSTACLES IN YOUR WAY</td><td align='right' valign='bottom'><a href='#Page_298'>298</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_XI">XI.</a></td><td align='left'>THE GOAL OF SUCCESS</td><td align='right' valign='bottom'><a href='#Page_332'>332</a></td></tr>
+<tr><td align='right' valign='top'><a href="#CHAPTER_XII">XII.</a></td><td align='left'>THE CELEBRATION STAGE</td><td align='right' valign='bottom'><a href='#Page_368'>368</a><a name="Page_8" id="Page_8" /></td></tr></table>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="Page_9" id="Page_9" /><a name="To_Begin_With" id="To_Begin_With" /><em>To Begin With&mdash;</em></h2>
+
+<div class="sidenote">Salesmanship Essential to Assure Success</div>
+
+<p>There are particular characteristics one can have, and particular things
+one can do, that will make <em>failure</em> in life <em>certain</em>.</p>
+
+<p>Why, then, should not the possession of particular opposite
+characteristics, and the doing of particular opposite things, result as
+<em>certainly</em> in <em>success</em>, which is the antithesis of failure?</p>
+
+<p>That is a logical, common-sense question. The purpose of this book and
+its companion volume, &quot;The Selling Process,&quot; is to answer it
+convincingly for you.</p>
+
+<p>Success <em>can</em> be made certain; not, however, by the mere <em>possession</em> of
+particular characteristics, nor by just <em>doing</em> particular things.</p>
+
+<p><em>Your</em> success in life can be <em>assured</em>; but only if you supplement your
+qualifications and make everything you do most effective <em>by using
+continually, whatever your vocation, the art of salesmanship</em>.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Why Are Some Men Failures Who Deserve to Succeed?</div>
+
+<p>Life can hold nothing but <em>failure</em> for the ill-natured, unsociable,
+disgusting tramp who is known to be ignorant, lazy, shiftless, a
+spendthrift, a liar, and an all-around crook. Such a worthless man will<a name="Page_10" id="Page_10" />
+make a complete failure of life because he is so <em>dis</em>-qualified to
+succeed.</p>
+
+<p>On the other hand certain success ought to be achieved by the
+good-natured, intelligent, reliable man who continually wins friends;
+the truthful man who has a fine reputation for thrift, honesty,
+neatness, and love for his work. He seems entirely worthy of success.
+Yet for reasons that baffle himself and his friends it sometimes happens
+that such a man is unsuccessful.</p>
+
+<p>The defeat in life of one who appears so deserving of victory seems to
+prove that success cannot be <em>assured</em> by the development of individual
+characteristics and by doing specific things. But such a wholly negative
+conclusion would be wrong. When a worthy man fails, he loses out because
+he lacks an essential <em>positive</em> factor of certain success&mdash;the ability
+to <em>sell</em> his capabilities. <em>By mastering the selling process this
+failure can turn himself into a success</em>.</p>
+
+<div class="sidenote">Self-advertised Disqualifications Unrecognized Capabilities</div>
+
+<p>We are sure of the failure of the man who is utterly disqualified to
+succeed; not because he <em>has</em> particular faults, but because they
+<em>self-advertise and sell the idea</em> of his disqualifications for success.
+His characteristics and actions make on our minds an impression of his
+general worthlessness. Defects are apt to attract attention, while
+perfection often passes unnoticed.<a name="Page_11" id="Page_11" /></p>
+
+<p>Millions of worthy men, otherwise qualified for success, have failed
+solely because their merits were not appreciated and rewarded as they
+would have been if recognized. Capabilities, like goods, are
+<em>profitless</em> until they are <em>sold</em>. Therefore the man who deserves to
+win out in life can make his victory <em>sure</em> only by learning and
+practicing with skill the certain success methods of the master
+salesman.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">The Duty to Succeed</div>
+
+<p>Down through all the ages has come the <em>duty</em> to succeed. It was
+enjoined in the Parable of the Talents. No one has the right to do less
+than his best. Then only can he claim full justification for his
+existence. The Creator accepts no excuses for failure. Every personal
+quality, and every opportunity to succeed that a man has, must be used,
+to entitle him to the rewards of success. He owes not only to himself
+and to his fellows, but also to God, the obligation of developing his
+<em>utmost capability</em>. If he does not pay dividends on the divine
+investment in him, his dereliction is justly punished by failure in
+life. Sometimes he even forfeits the right to live.</p>
+
+<div class="sidenote">Success Cannot be Copied</div>
+
+<p>Many ambitious people, who recognize their duty to succeed but do not
+know how to go about it, make a common mistake in thinking. They believe
+the secret of certain success can be learned <a name="Page_12" id="Page_12" />from <em>examples</em>; that
+success can be <em>copied</em>. So men who have succeeded conspicuously are
+often asked to state and explain their rules, for the benefit of other
+men who regard them as oracles.</p>
+
+<div class="sidenote">Other Men's Formulas</div>
+
+<p>Doubtless you have read much about Marshall Field, J. Pierpont Morgan,
+Charles M. Schwab, and similar outstanding business men. You have
+studied their principles of success. You have tried to practice their
+methods. But somehow the most careful following of their directions has
+not made you a multi-millionaire, nor can you see riches as a prospect.
+Naturally you are both disappointed and puzzled. Perhaps you have tested
+faithfully for years various formulas of success extracted from the
+advice of successful men. Yet <em>you</em> have failed, or have achieved only
+partial and unsatisfying success. You have been unable to solve the
+problem that you once felt so sure could be worked out by the rules you
+mastered.</p>
+
+<p>Maybe you have become discouraged and have given up, in disgust, your
+ambition for achievement. Very likely you have said to yourself,
+&quot;Success is so much a matter of luck and circumstances, there's no way
+to make sure of it. I've done everything that Marshall Field, J.
+Pierpont Morgan, and Charles M. Schwab have counseled; but I'm still
+plugging along on an ordinary salary. Rules for certain success are
+bunk. Luck has to break right for a man.&quot;</p>
+
+<div class="sidenote"><a name="Page_13" id="Page_13" />The Element of Luck</div>
+
+<p>Unquestionably good luck <em>has</em> brought success to some men who would
+have failed without its aid. It is equally beyond doubt that bad luck
+has prevented other men from achieving their ambitions. Of course <em>such</em>
+successes and failures do not fall within any rules. They are altogether
+exceptional, and neither prove nor disprove general principles.</p>
+
+<p>Eliminating the factor of luck, good or bad, the success of any normal,
+deserving man <em>can</em> be made certain <em>to the extent of his individual
+capacity</em>. Some men have different or bigger capacities than others;
+hence not all successes will be of the same kind, or alike in extent.
+But any normal, deserving man can assure himself as great a success as
+he is fitted to achieve. It is necessary, however, that he do more than
+<em>develop his utmost capability</em>. He must learn to employ skillful
+salesmanship, in order to <em>market</em> his &quot;goods of sale,&quot; or personal
+qualifications, <em>most profitably</em>.</p>
+
+<div class="sidenote">Sales Skill Necessary</div>
+
+<p>Each of us has to make <em>his own pattern</em> of success. &quot;The individual
+should develop his individuality,&quot; instead of attempting to imitate
+anybody else. It is even more necessary for him to <em>use</em> most
+effectively all the natural powers he builds up.</p>
+
+<p>A man can assure his success only if he learns how to utilize his
+personal qualifications <em>so as to create and control his opportunities</em>
+to succeed. He should be able to <em>bring himself to good luck</em>, <a name="Page_14" id="Page_14" />and not
+expect anybody or any event to bring good luck to him.</p>
+
+<p>One cannot make the most effective use of his capabilities, he cannot
+create and control his chances to succeed, until he develops skill in
+salesmanship, which is necessary to market his qualifications
+profitably. He must practice &quot;selling himself&quot; until the habit of using
+sales skill in everything he does and says becomes second nature to him.
+Sales skill is the <em>dynamic</em> factor of success. It transforms potential
+powers into actual accomplishments. It enables the qualified man to turn
+his individual capabilities to best account.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Opportunity A Constant Companion</div>
+
+<p>Sometimes a man says, as an excuse for his failure, &quot;I never had a
+chance.&quot; The truth is that Opportunity is a constant companion to every
+man. Each of us has <em>within himself</em> limitless wealth. All normal people
+are rich in ability. It is possible for anyone to become more
+prosperous. <em>He need only turn his possibilities into realities.</em> When a
+man capable of accumulating riches continues poor, he is like the
+shipwrecked discoverer of a bonanza gold mine on an uncharted island. He
+cannot exchange his potential wealth for the things he desires; because
+he is unable to market his raw gold.</p>
+
+<p>Similarly you who have not yet succeeded are <em>potentially</em> rich. If you
+possess the generally <a name="Page_15" id="Page_15" />recognized fundamentals of success; such as
+characteristic honesty, intelligence, energy, etc., you are not
+handicapped for want of a market. Even though you now may seem to lack
+some of the essential qualifications, you are capable of succeeding.
+Every necessary characteristic of the successful man is <em>latent</em> in your
+nature and can be brought out by development. You have not yet done your
+utmost with the best that is in you.</p>
+
+<div class="sidenote">Your Market Not Lacking</div>
+
+<p>First you should resolve to make yourself completely <em>worthy</em> to
+succeed. Meanwhile you should be learning how to sell your &quot;goods.&quot; On
+every hand there are markets in which qualities like yours are being
+sold successfully by other men. Undoubtedly there will be a purchaser
+for the best that is in you when you bring it out; provided you present
+your &quot;goods of sale&quot; in the most skillful way. All about you are highly
+prosperous people with no more innate merits than you have. Certainly
+the market for your particular abilities is within reach. Golden
+opportunities of which you have not taken the fullest advantage surround
+you and touch your daily activities. If you have not grasped your
+chance, it was because you did not <em>know how</em> to reach out with all your
+capabilities. In other words, possessing the fundamental qualifications
+for success, you have stood in the midst of the world's need for such
+capabilities as yours, <em>but you have not gone through the selling
+process</em>.<a name="Page_16" id="Page_16" /></p>
+
+<p>You have failed thus far to achieve your ambition, simply because <em>you
+have been an unsuccessful salesman of yourself</em> to the world.</p>
+
+<p>Perhaps you never have thought of yourself as a salesman. You may not
+have realized the importance <em>to you</em> of knowing and practicing the
+principles of skillful selling. Only one per cent of the people in the
+United States <em>call</em> themselves salesmen or saleswomen. Yet in order to
+succeed, each of us must sell his or her particular qualifications. Your
+knowledge and use of the selling process are essential to assure your
+success in life.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Master Salesmen Made, Not Born</div>
+
+<p>The best commercial executives agree that the most effective selling
+representative of a house is not the &quot;natural born&quot; salesman, but the
+salesman who is <em>made</em> highly efficient by training. So every big,
+successful business conducts a course in salesmanship. Thorough tests
+have proved that particular principles and methods of selling are sure
+to produce the highest average of orders. Therefore these principles and
+methods are followed as <em>standard practice</em> in the sales department.</p>
+
+<p>That is, in order to <em>assure</em> the success of an individual salesman, he
+is required and aided to develop particular qualifications and to do
+certain things that master executives have learned will get the orders
+and hold the trade of buyers. The <a name="Page_17" id="Page_17" />qualified professional salesman is
+drilled thoroughly in tested principles and methods of selling. He is
+trained to use this standard sales knowledge skillfully. As a result he
+works in the field with complete confidence.</p>
+
+<p>Why should he doubt that he will succeed? He knows his own limitations
+and capabilities; knows the true worth of his line; knows there is a
+market in his territory; knows how to sell in the ways that have been
+proved most effective; and knows that practice of right salesmanship
+will make him skillful in getting and holding business. Verily such
+&quot;knowledge is power.&quot;</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Certain Success With the Selling Process</div>
+
+<p><em>Your</em> success in selling <em>yourself</em> can be made as certain as is a
+successful career to the first-class professional salesman. This book
+and its companion volume will explain in detail salesmanship ways to
+develop your best capabilities most effectively. You will be given the
+principles and methods employed by the expert salesman in marketing any
+kind of right goods. You will also be shown how to sell yourself by
+adapting his practices to your &quot;goods of sale.&quot;</p>
+
+<p>When you comprehend, and employ as second nature, the usages of the
+finest sales art, your success in life, like that of the master
+professional salesman, will be <em>certain</em>.</p>
+
+<div class="sidenote"><a name="Page_18" id="Page_18" />Ideas of Goods Not the Goods Themselves Are Sold</div>
+
+<p>If you have not <em>called</em> yourself a salesman, perhaps you doubt the
+value to you of skill in selling. All you have to market is the best
+that is in yourself. Your ambition may be to succeed as a doctor, or
+lawyer, or preacher, or clerk, or mechanic, or farmer, or banker. You do
+not see how salesmanship could assure <em>your</em> success, however much it
+might help some one with commercial ambitions.</p>
+
+<p>If you think it would not be worth while for you to master the selling
+process, since you do not expect to engage in the <em>profession</em> of
+selling, you misconceive the functions and work of the salesman. You
+have thought he sells &quot;<em>goods</em>;&quot; and that as you do not deal in
+commodities, you would have no practical use for the selling process he
+employs to assure his success. But even the shoe salesman, or grocery
+salesman, or real estate salesman, or insurance salesman does not really
+sell <em>goods</em>. He sells <em>ideas about</em> goods. Similarly you sell ideas
+about yourself in order to succeed.</p>
+
+<div class="sidenote">When the Goods and the Ideas Are Different</div>
+
+<p>A sale is often completed in business without any inspection of the
+actual &quot;goods&quot; by the purchaser; as when a quantity of standard sheet
+copper is specified, or when the salesman describes a piece of machinery
+or shows a picture of it with a catalogue number. The &quot;goods&quot; are to be
+delivered later. However, the <em>selling process is finished;</em> though only
+the mind's eye of the buyer has seen what he anticipates getting on his
+order. The <a name="Page_19" id="Page_19" />salesman has presented nothing except <em>certain ideas</em> to the
+mental vision of the prospect. But these ideas have been sold so
+realistically to the imagination of the purchaser that he gives his
+order for what he <em>expects</em>.</p>
+
+<p>Suppose the goods delivered later do not correspond with the particular
+ideas about them that have been sold. For example, the sheet copper
+furnished is not as specified in the contract, or the machine shipped is
+not the same as the salesman pictured when he got the order for it. Then
+there has been <em>no sale</em> of the different &quot;goods.&quot; The intending
+purchaser bought <em>particular ideas</em>. He will not accept the delivery of
+<em>goods unlike the ideas sold</em> to him.</p>
+
+<div class="sidenote">Know Your Prospect's Idea</div>
+
+<p>Another illustration. A real estate salesman describes a bungalow to a
+prospect for a home. He shows plans and specifications, with accurate
+dimensions; there is no misrepresentation of any detail. The salesman
+especially emphasizes, what is his own belief, that the bungalow would
+make a &quot;cozy&quot; home. The prospect decides to buy the property. He says,
+&quot;If it is as you describe it, I'll take that place.&quot; <em>The sale to his
+mind has been completed.</em> All that remains is delivery of a bungalow
+corresponding to the ideas sold. The delighted salesman escorts the
+buyer to the &quot;cozy home.&quot; But the empty rooms do not confirm the <a name="Page_20" id="Page_20" />idea
+emphasized to the prospect. The salesman cannot furnish them
+convincingly with his imaginative &quot;cozy&quot; word pictures. He has made the
+mistake of omitting to learn the other man's conception of a cozy home
+before selling the expectation of coziness. He is shocked when the sale
+is declared annulled with the prospect's contradiction of his
+description, &quot;There's nothing cozy about this place.&quot; The intending
+buyer of a home feels there has been a misrepresentation; though the
+bungalow is exactly like the plans and specifications shown to him. He
+was sold an idea that &quot;the goods&quot; have not delivered; so he declares the
+sale off. A sale is a success only when <em>true ideas</em> are sold, and
+afterward are delivered by <em>the goods</em>.</p>
+
+<div class="sidenote">Selling Ideas About Yourself</div>
+
+<p>If you &quot;have the goods&quot; and would succeed <em>certainly</em> in your chosen
+vocation, you must <em>sell</em> to the world or to individual buyers <em>true
+ideas</em> about your particular qualifications for success&mdash;true ideas
+regarding <em>your best capabilities</em> and the <em>value</em> of your services.
+Your &quot;goods of sale&quot; may be your muscular power; your brain energy; your
+talents, skill, integrity, and knowledge in this capacity or in that.
+Whatever qualities you possess, it is necessary that some one be sold
+the idea of their full worth, or you cannot succeed. No matter how
+valuable your services <em>might</em> be, they have only potential worth until
+another man, or some business, or the world at large <em>perceives
+desirable possibilities<a name="Page_21" id="Page_21" /> in you and buys the expectation that you will
+&quot;deliver the goods</em>.&quot;</p>
+
+<p>Probably you have said to yourself, &quot;If I had the chance, I know I could
+deliver the goods.&quot; We will grant that you are able to make delivery.
+However, <em>before you will be given a chance</em> you must get across to the
+mind of some prospective buyer of muscular power, or brain energy, or
+other capabilities such as you could supply, the true idea that <em>you
+have</em> &quot;the goods&quot; he needs and that your qualifications would be a
+satisfactory purchase <em>for him</em>.</p>
+
+<p>In other words, it is necessary that you use <em>the selling process</em>
+effectively, with thorough scientific knowledge and a high degree of
+art, <em>in order to make certain of gaining your opportunity</em> for success.
+You have no doubt that you can succeed if you get the chance. But you
+have not realized, perhaps, that <em>you can make yourself the master of
+your own destiny by first learning and then practicing until it becomes
+second nature to you the sure, salesmanship way to gain the
+opportunities you deserve</em>. After you <em>comprehend</em> the sure process, you
+can soon develop <em>skill in actually selling</em> to other men true ideas of
+the best that is in you.</p>
+
+<div class="sidenote">The Secret of Certain Success</div>
+
+<p>The secret of <em>certain success</em> in life for you, then, <em>whatever your
+vocation or ambition</em>, lies in knowing HOW to sell true ideas of your
+best capability in the right market or field of service. The chapters of
+the present book, supplemented by <a name="Page_22" id="Page_22" />the contents of the companion volume,
+&quot;The Selling Process,&quot; should reveal to you clearly every principal
+detail of this secret.</p>
+
+<div class="sidenote">No 100% Salesmen</div>
+
+<p>Before you proceed further with the study of successful salesmanship as
+analyzed in these pages, avoid a possible misconception of masterly
+selling. Even the most efficient salesman does not get <em>all</em> the orders
+for which he tries. By his knowledge and skill his average of failures
+is minimized; therefore everybody recognizes him as a great success.</p>
+
+<p>So, however well you comprehend the selling process, and however
+skillfully you use it in your career, you will not <em>always</em> accomplish
+the particular purpose to which you apply your salesmanship. But you
+will markedly lessen the number and importance of your failures to do
+the things you attempt. You will also increase to an extraordinary
+degree the quantity, quality, and profitable results of your successful
+efforts. You will make a grand average so high that you will feel you
+are a real success. Others, too, will so regard you.</p>
+
+<div class="sidenote">The Master Key</div>
+
+<p>Therefore, whatever your life ambition, study the selling process until
+you understand it thoroughly; then perfect your skill by daily practice
+in selling your ideas, and ideas about yourself, to other people. When
+you know HOW to sell true ideas of your best capability in your chosen
+market or field of service, and have become expert in <em>applying</em> what
+<a name="Page_23" id="Page_23" />you have learned, you can use salesmanship continually in your everyday
+work. You should feel <em>absolute assurance</em> that with its aid you can
+open the treasure house of your desires.</p>
+
+<p><em>This universal master key that fits all locks now between you and
+success can be made by your own hands and head. You have begun to shape
+it for your future use.</em></p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="How_to_Study" id="How_to_Study" /><a name="Page_24" id="Page_24" /><em>How to Study Certain Success with The Selling Process</em></h2>
+
+
+<div class="sidenote">Suggestion To Salesmen</div>
+
+<p>The professional salesman or saleswoman who undertakes the thorough
+study of both this book and its companion volume, might better read
+first &quot;The Selling Process,&quot; the chapters of which apply especially to
+his or her vocation.</p>
+
+<p>If you are a &quot;salesman,&quot; therefore, begin your study with the
+introduction to that book. When you have read &quot;The Selling Process&quot;
+once, start &quot;Certain Success&quot; and master it. Then re-read the other book
+in the light of the new ideas that will have been shed upon its contents
+by the present text.</p>
+
+<p>The practical value of &quot;Certain Success&quot; and &quot;The Selling Process&quot; to
+you as a salesman will be multiplied a hundredfold if both are kept
+handy for <em>continual reference</em>. The marginal index should enable you to
+find quickly any point regarding which you want to refresh your
+recollection. This set of books was not written to collect dust on a
+library shelf. No salesman can get the full worth out of the pages
+unless he <em>uses</em> &quot;Certain Success&quot; and &quot;The Selling Process&quot; <em>as working
+tools</em>.<a name="Page_25" id="Page_25" /></p>
+
+<div class="sidenote">If Your Vocation Is Not Selling</div>
+
+<p>If you are not engaged in selling as a vocation, and have not realized
+before that you must be a good salesman or saleswoman in order to
+achieve your life ambition, commence mastering the secret of certain
+success with the selling process by reading thoroughly the book now in
+your hands. This preliminary study will increase your ability to read
+intelligently the more technical contents of &quot;The Selling Process.&quot; Do
+not skip or slight any portion of either book. You cannot afford to miss
+a single bit of information regarding the sure way to succeed.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Purpose and Scope of the Two Books</div>
+
+<p>This is the first publication of &quot;Certain Success,&quot; but five large
+editions of &quot;The Selling Process&quot; were required in 1919 and 1920 to
+supply the demand from all over the world. The two books, each complete
+in itself, now are issued together under the double title, CERTAIN
+SUCCESS WITH THE SELLING PROCESS; though either &quot;Certain Success&quot; or
+&quot;The Selling Process&quot; may be ordered alone.</p>
+
+<p>My chief purpose in preparing this set has been to stimulate each
+reader's comprehension of the value of skillful salesmanship <em>to him</em>.
+All of us who are ambitious to make the most of the best that is in us
+need to be first-class salesmen, whether we market &quot;goods&quot; or our
+personal capabilities.<a name="Page_26" id="Page_26" /> As has been emphasized repeatedly in this
+preface, <em>every one who would succeed in life must know HOW to sell his
+qualifications to the highest advantage</em>. Poor salesmanship is
+responsible for most of the failures of people who really <em>deserve</em> to
+succeed. It is almost surely fatal to ambitious hopes in any trade,
+profession, or business.</p>
+
+<p>CERTAIN SUCCESS WITH THE SELLING PROCESS covers in outline the whole
+subject of Salesmanship. But the scope of this set does not afford room
+to give here a minutely detailed exposition of the special processes of
+making sales in particular businesses. I have compiled for you, rather,
+the <em>general principles</em> of effective selling that may be <em>universally
+applied</em>. &quot;Certain Success&quot; and &quot;The Selling Process&quot; are handbooks of
+fundamental ideas which each reader, by his individual thinking, should
+amplify and fit to his own work or ambition.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Real Study Required</div>
+
+<p>The fine art of successful salesmanship cannot be mastered in a few
+hours of casual reading. You will not be able, immediately after
+glancing through these books, to unlock every long-desired golden
+opportunity with absolute assurance. CERTAIN SUCCESS WITH THE SELLING
+PROCESS must be <em>studied out</em>. You should keep <a name="Page_27" id="Page_27" />them always at hand like
+your bank books, and draw on the contents for your salesmanship needs
+from day to day.</p>
+
+<p>You will get only a smattering of the secret of certain success if you
+just skim over the chapters, and skip whatever requires you to think
+hard in order to comprehend it all. But if you dig into the meaning of
+each sentence for the full idea, you will enrich yourself with
+constantly increasing power and skill in selling. <em>So you will surely
+become a real success</em>.</p>
+
+<hr style='width: 45%;' />
+
+<div class="sidenote">Tested Working Tools</div>
+
+<p>The principles and methods of successful salesmanship summarized in
+these companion books, though they will be new to most readers, are not
+mere personal theories. They all have been demonstrated and tested in
+actual practice during my twelve years experience as Commercial and
+General Sales Manager of the Ford Motor Company. Under my direction in
+the course of that period Ford sales were multiplied one hundred
+thirty-two times&mdash;from 6,181 to 815,912 cars a year. The fundamental
+principles and methods that I have tested and proved to be most
+successful in selling automobiles and good will should work equally well
+in any profession, or business, or trade; and for any normal,
+intelligent man or woman who uses them continually.</p>
+
+<div class="sidenote"><a name="Page_28" id="Page_28" />Dollars and Cents Value</div>
+
+<p>Since the first publication of &quot;The Selling Process&quot; thousands of
+enthusiastic readers of the book have voluntarily borne witness to its
+practical, dollars-and-cents value to them in their daily work.
+Preachers, doctors, lawyers, bank officials, clerks, book-keepers,
+mechanics, laborers; as well as business executives and sales managers
+and salesmen&mdash;men and women in scores of widely different
+vocations&mdash;unite in testifying to their increased earning power and
+fuller satisfaction in living and working. They credit these results to
+their study and continued use of &quot;The Selling Process.&quot; The value of
+that book will be at least doubled by the supplemental reading of
+&quot;Certain Success.&quot; Therefore the two are now published as a set of
+working tools for any ambitious man or woman who is resolved to <em>earn</em>
+success.</p>
+
+<p>
+NORVAL A. HAWKINS<br />
+<br />
+Majestic Building,<br />
+Detroit, Michigan.<br />
+</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_I" id="CHAPTER_I" /><a name="Page_29" id="Page_29" />CHAPTER I<br />
+
+<em>The Universal Need For Sales Knowledge</em></h2>
+
+
+<div class="sidenote">Analysis of Secret of Certain Success</div>
+
+<p>The Secret of Certain Success has four principal elements. It comprises:</p>
+
+<p>(1) Knowing how to sell</p>
+
+<p>(2) The true idea</p>
+
+<p>(3) Of one's best capabilities</p>
+
+<p>(4) In the right market or field of service.</p>
+
+<p><em>Your</em> success will be in direct proportion to your thorough knowledge
+and continual use of <em>all four parts</em> of the whole secret. No matter how
+great your effort, an entire lack of one or more of these principal
+elements of Certain Success will cause partial or utter failure in your
+life ambition. You will be like a man who tries to open a safe with a
+four-combination lock, though he knows only two or three of the numbers.</p>
+
+<p>No one, however well fitted for success elsewhere, can succeed in the
+<em>wrong field</em>, or in rendering services for which <em>he</em> is not qualified.
+Nor is complete success attainable by a man unless he develops the
+<em>best</em> that is in him. Even if he brings to the right market his utmost
+ability, he may fail <a name="Page_30" id="Page_30" />miserably by making a <em>false impression</em> that he
+is unfitted for the opportunity he wants. Or he may be overlooked
+because he does not make the <em>true</em> impression of his fitness.</p>
+
+<p>Evidently, in order to gain a <em>chance</em> to succeed, anyone must first
+<em>sell</em> to the fullest advantage the idea that he is <em>the</em> man for the
+opportunity already waiting or for the new opening he makes for himself.
+Of course he cannot do this <em>surely</em> unless he <em>knows how</em>. Therefore
+sales knowledge is <em>universally needed</em> to complement the three other
+principal elements of the complete secret of certain success.</p>
+
+<div class="sidenote">Reasons for Failures</div>
+
+<p>When we try to explain the failure of any man who seems worthy to have
+succeeded, we nearly always say, in substance, one of three things about
+his case:</p>
+
+<p>&quot;He is a square peg in a round hole;&quot; by which we usually mean he is a
+right man in the wrong place.</p>
+
+<p>Or, &quot;He is capable of filling a better position;&quot; a more polite way of
+saying that a man has outgrown his present job but has not developed
+ability to get a bigger one.</p>
+
+<p>Oftenest, probably, we declare, &quot;He isn't appreciated.&quot;</p>
+
+<p>Very rarely is a worthy man's failure in life ascribed to the commonest
+cause&mdash;<em>his personal inefficiency in selling</em> to the world comprehension
+of his especial qualifications for success.<a name="Page_31" id="Page_31" /></p>
+
+<div class="sidenote">What Failures Realize</div>
+
+<p>If a man is a square peg in a round hole, he should realize that his
+particular qualities must be fitted into the right field for them before
+he can succeed. A natural &quot;organizer&quot; cannot achieve his ambitions if he
+works alone at a routine task.</p>
+
+<p>No sensible man would aspire to fill a better position than he holds,
+unless he had developed a capacity beyond the limitations of his present
+work. The shipping clerk who craves the higher salary of a correspondent
+knows he cannot hope for the desired promotion if he has not learned to
+write good business letters.</p>
+
+<p>However deserving of advancement a man may be, he realizes he has but a
+slim chance to succeed if his worth is unrecognized. So he wants
+appreciation from his chief. He knows that unless his worth is perceived
+and truly valued, some one else, who may be less qualified, is apt to be
+selected for the &quot;Manager's&quot; job he desires. Such &quot;injustices&quot; have
+poisoned countless disappointed hopes with bitterest resentment.</p>
+
+<p>The deserving man who fails because he is a misfit in his particular
+position, the worthy man who is limited to a small career because the
+work he does lacks scope for the use of all his ability; the third good
+man who has been kept down for the reason that his chief is blind to his
+qualifications for promotion&mdash;all three of these failures under<a name="Page_32" id="Page_32" />stand
+pretty clearly the reasons for their non-success.</p>
+
+<div class="sidenote">When Lack of Salesmanship Causes Failure</div>
+
+<p>It is very different in the case of the capable man who fails because he
+has been <em>inefficient in selling true impressions</em> of his qualifications
+for success. A private secretary, for illustration, might be thoroughly
+competent for managerial duties; but by his self-effacement in his
+present job he might make the false impression that he was wanting in
+executive capacity. He would be given a chance as manager if he were
+effective in creating a true impression of his administrative ability.
+Such a capable man, if he has little or no scientific knowledge of the
+selling <em>process</em> is apt also to lack comprehension of the value <em>to
+him</em> of knowing <em>how to sell ideas</em>. He does not happen to call himself
+a salesman. Therefore he has never studied with personal interest the
+fine art of selling. He does not realize that <em>ignorance of
+salesmanship</em>, and <em>consequent non-use of the selling process, almost
+always are responsible for the merely partial success or the downright
+failure in life of the man who deserves to win, but who loses out</em>.</p>
+
+<div class="sidenote">Who Is To Blame for Failure</div>
+
+<p>One may feel able to &quot;deliver the goods,&quot; were he given the chance. He
+may know where his best capability is greatly needed and would be highly
+appreciated if recognized. Yet the door of opportunity may not open to
+his deserving hand, however hard he tries to win his way in. His failure
+<a name="Page_33" id="Page_33" />seems to him altogether unfair, the rankest injustice from Fortune.</p>
+
+<p>If a man knows he is completely fitted to fill a higher position, he
+feels considerable self-confidence when he first applies for it. But his
+real ability may not be recognized by his chief. The ambitious man may
+be denied the coveted chance to take the step upward to the bigger
+opportunities for which he rightly believes himself qualified. If his
+deserts and his utmost efforts do not win the promotion he desires, he
+grows discouraged. He loses the taste of zest for his work. His earlier
+optimism oozes away. After awhile his ambition slumps. Then he resigns
+himself sullenly to the conviction that he is a failure <em>but is not to
+blame</em>.</p>
+
+<div class="sidenote">Dynamic Quality Lacking</div>
+
+<p>Leaving out of consideration most exceptional, unpreventable bad luck,
+the worthy man who fails in life <em>is</em> to blame. He is not, as he thinks,
+a victim of circumstances or ill-fate. His failure is due to his
+ignorance of the first of the four principal factors of the secret of
+certain success. <em>Potentially</em> qualified to succeed, he does not have
+the absolutely necessary <em>dynamic</em> element. He lacks an essential
+characteristic of the self-made successful man, a characteristic which
+any one of intelligence can learn how to develop&mdash;<em>a high degree of
+capability in gaining his own opportunities to succeed</em>.</p>
+
+<p>He does not know <em>how to sell true ideas about himself</em>; though he may
+realize the importance of <a name="Page_34" id="Page_34" />making the best impression possible. So,
+however, he tries, he cannot get his deserved chances to succeed. He
+could secure them <em>easily</em> if he comprehended the selling process of the
+master salesman, and used it with skill. This process of masterly
+selling is the key to certain success for the fully qualified man in any
+vocation.</p>
+
+<div class="sidenote">Making and Governing One's Own Good Luck</div>
+
+<p>A capable applicant will invariably be given a chance to succeed, if he
+takes the best that is in him to a man who has need of such services as
+he could render, and then <em>sells the true idea of his ability</em>. He has
+mastered <em>all four principal elements of the complete secret of certain
+success</em>. Consequently he is able to create and to control his
+opportunities to succeed. He makes and governs his own good luck.</p>
+
+<p>Everywhere the most desirable positions in the business world are in
+need of men who can fill them. Only the poorer jobs are crowded. But
+when Opportunity has to seek the man, the <em>right</em> one is often
+overlooked. The golden chance is gained by another&mdash;less qualified and
+less worthy, perhaps; but <em>a better salesman of himself</em>. The fully
+competent man, however, can <em>assure</em> his success by becoming proficient
+in selling true ideas of his best capability in the right market or
+field of service. The master salesman of himself makes his own chances
+to succeed, and therefore runs no risk of being overlooked by
+Opportunity.</p>
+
+<div class="sidenote"><a name="Page_35" id="Page_35" />Success Way Is Charted</div>
+
+<p>Master salesmen of ideas about &quot;goods&quot; use <em>particular selling
+processes</em> to get their ideas across <em>surely</em> to the minds of
+prospective buyers. The professional salesman, therefore, has plainly
+charted the way to certain success in any vocation, for the man who has
+developed the best that is in him. If you are a candidate for a
+position, do not let a prospective employer <em>buy</em> your services at <em>his</em>
+valuation, for he is certain to under-estimate you. <em>Sell</em> him true
+ideas of your merits. Set a fair price on your <em>worth</em>, and <em>get</em> across
+to his mind the true idea that you would be worth that much <em>to him</em>.
+Such skillful salesmanship used by an applicant for a position can be
+depended on to make the best possible impression of his desirability;
+just as the practiced art of the professional salesman enables him to
+present the qualities and values of his goods in the most favorable
+light. The <em>masterly selling process</em> is not very difficult to learn.
+Proficiency in its use can be gained gradually by any one who practices
+consciously every day the actual sale of ideas in the artistic way.</p>
+
+<div class="sidenote">Knowledge of Salesmanship Develops Confidence</div>
+
+<p>As was stated in the Introduction to this book, it has been proved
+conclusively in business that particular principles and methods of
+selling are certain to produce the highest average of closed orders. In
+other words, success for the professional salesman is <em>assured</em> if he
+develops certain qualifications, and if he does certain things; all
+within the <a name="Page_36" id="Page_36" />capacity of any normal, intelligent man. Scientific sales
+executives know positively, as the result of comparative tests, that the
+salesman who develops these personal qualifications, and who does these
+things, should get his quota of business and hold it. Hence, as has been
+said, specific training is given in the sales schools of the most
+successful businesses, along the lines of best selling practice.</p>
+
+<div class="sidenote">Practical Principles</div>
+
+<p>When the individual salesman who has been so trained commences work in
+his territory, he learns in his experiences with buyers that the
+principles and methods he has been taught are actually <em>most effective</em>.
+Assuming that he has developed his <em>best capabilities</em> pretty fully, and
+that he has become fairly <em>skillful</em> in using what he knows about how to
+sell his line, he works with continually growing confidence that he will
+succeed. Why should he doubt his complete selling power? He knows there
+is a <em>field for his goods</em> in this territory. He knows clearly and
+vividly <em>what ideas</em> he wants to get across to the minds of prospective
+buyers. He knows&mdash;most important of all&mdash;<em>just how</em> to make convincing
+and attractive impressions of the desirability and true value of what he
+presents for purchase. He comprehends the <em>most effective ways</em> to show
+prospects both their <em>need</em> for his goods and that he has come, with a
+real purpose of service, to <em>satisfy</em> that need.</p>
+
+<p>You, the non-professional salesman of yourself, <a name="Page_37" id="Page_37" />will sell <em>your</em> &quot;goods
+of sale&quot; with similar complete confidence in your power to gain and to
+control your opportunities for success&mdash;if you, too, use the right
+selling process.</p>
+
+<p>This set of books explains and demonstrates in detail the principles and
+methods of <em>the successful salesman of ideas</em>. The Introduction and
+twelve Chapters of the present series apply the selling process
+especially to <em>the sale of ideas about one's self</em>, with particular
+relation to <em>self-advancement</em> in the world. &quot;The Selling Process,&quot;
+companion book to &quot;Certain Success,&quot; shows the master <em>professional</em>
+salesman at work, getting orders with <em>assurance</em>.</p>
+
+<div class="sidenote">Hard Study Necessary</div>
+
+<p>The fact that you have proceeded thus far in reading &quot;Certain Success&quot;
+proves you have an earnest purpose to make the most of your present
+opportunity to learn <em>how</em> to succeed with certainty. We will assume
+that you have developed your individual ability pretty fully, and that
+you know where there is a field for such services as you are sure you
+could render if afforded the chance. Surely, then, your ambition in
+life, whatever it may be, is a sufficient incentive to the most thorough
+study of the principles and methods of successful salesmanship. Do not
+merely <em>read</em> this set of books. MASTER &quot;Certain Success&quot; and &quot;The
+Selling Process&quot; to make yourself the master of your own destiny.</p>
+
+<p><a name="Page_38" id="Page_38" />Again and again, lest at any time while you study you might fall below
+100% in <em>absolute assurance</em>, you will read in these chapters the
+assertion that your success can be made <em>certain</em>. This statement is not
+an exaggeration. It is necessary that you accept it literally throughout
+your reading of this set of books. Do not take it &quot;with a grain of
+salt.&quot; The taste of the declaration that the selling process makes
+success sure will become familiar after these many repetitions. Realize
+when you come upon the repeated idea as you proceed with your study that
+your continued reading should frequently be reenforced by a steadily
+growing conviction that you <em>are</em> mastering the sure way to succeed. You
+believe in yourself more than you did when you began to read this book.
+This increasing faith should develop to complete confidence when you
+have dug <em>into</em> the text of both &quot;Certain Success&quot; and &quot;The Selling
+Process,&quot; and have dug <em>out</em> every idea in the twenty-four chapters.</p>
+
+<div class="sidenote">Salesmanship Not a Science But an Art</div>
+
+<p>At the outset of your present study comprehend that salesmanship is not
+a <em>science</em>. Rather, it is an <em>art</em>. Like every other art, however, it
+has a <em>related</em> science. Selling is a <em>process. Knowledge about the
+principles and methods</em> that make the process most effective is the
+related <em>science</em>. But such knowledge supplies only the best foundation
+for building success by the <em>actual practice</em> of most effective
+salesmanship. The master salesman practices the scien<a name="Page_39" id="Page_39" />tific principles
+and methods he has learned until the <em>skillful use</em> of his knowledge in
+every-day selling becomes <em>second nature</em> to him. Thus, and thus only,
+is his <em>art</em> perfected.</p>
+
+<p>You will gain <em>knowledge</em> from these books about <em>how</em> to sell with
+assurance the true idea of your best capabilities&mdash;about <em>how</em> to sell
+any &quot;goods of sale&quot; unfailingly. But you can develop the <em>skill</em>
+necessary to the <em>actual achievement</em> of certain success only if you
+<em>continually use</em> what you learn about the selling process. You must
+perfect your selling <em>art</em> by the intelligent employment of every <em>word</em>
+and <em>tone</em> and <em>act</em> of your life to attract other men to you, and to
+impress on them convincingly true ideas of your particular ability.</p>
+
+<div class="sidenote">Be a Salesman Every Minute</div>
+
+<p>The master professional salesman is &quot;always on the job&quot; with his three
+means of self-expression, to get across to prospects true ideas of the
+desirability and value of his goods. He is a salesman <em>every minute</em>,
+and in <em>everything</em> he does or says. You can become as efficient as he,
+in selling ideas about <em>your</em> &quot;goods of sale,&quot; if your proficiency
+becomes as <em>easy and natural</em> as his. Such ease is the <em>sure</em> result of
+sufficient right practice.</p>
+
+<p>You have countless opportunities daily to make use of the selling
+process. In each expression of yourself&mdash;in your every word, tone, and
+act&mdash;you convey <em>some</em> idea of your particular character and ability.
+You should <em>know how</em> to make <em>true, at<a name="Page_40" id="Page_40" />tractive</em> impressions of your
+<em>best</em> self; and how to avoid making <em>untrue</em> and <em>unfavorable</em>
+impressions by what you do and say. Then, when you have <em>learned</em> the
+most effective <em>way</em> to sell ideas about yourself that you want other
+people to have, it is necessary that you <em>use</em> the selling process
+consciously all the time until you grow into the habit of using it
+unconsciously, as your second nature. Once you are accustomed to <em>acting
+the salesman continually</em>, it will be no more difficult for <em>you</em> to be
+&quot;always on the job&quot; selling right ideas of your qualifications for
+success, than it is for the <em>professional</em> user of the selling process
+to be a salesman &quot;every minute.&quot;</p>
+
+<div class="sidenote">Your &quot;Goods of Sale&quot;</div>
+
+<p>As already has been emphasized, &quot;the goods of sale&quot; in your case are
+your <em>best</em> capabilities. You need first of all to <em>know</em> your true
+self, before you can sell true ideas about your qualifications for
+success. Your <em>true</em> self is your <em>best</em> self. You are untrue to
+yourself, you balk your own ambition to succeed, unless you develop to
+the <em>utmost of your capacity</em> your particular salable qualities.</p>
+
+<p>You do not need qualities <em>you</em> now wholly lack. You should not attempt
+to &quot;salt&quot; the gold mine in yourself with the characteristics of <em>other</em>
+men who have succeeded by the development and use of capabilities that
+were natural to <em>them</em>, but that would be unnatural to <em>you</em>. It is
+worse than futile&mdash;it is foolish for you to imitate anybody else.<a name="Page_41" id="Page_41" /> Just
+be <em>your</em> best self. Make the most of what <em>you</em> have that is salable.
+You require no more to assure your success.</p>
+
+<div class="sidenote">Selling the Truth About Your Best Self</div>
+
+<p>Every individual has distinct characteristics, and is capable of doing
+particular things, of which he may be genuinely proud if he fully
+develops and uses his personal qualifications. <em>When all the truth about
+his best possible self is skillfully made known to others</em>, chances for
+success are certain to be opened to the ambitious man. If he lacks the
+salesmanship key, the doors of opportunity may always remain closed,
+however well he deserves to be welcomed.</p>
+
+<p><em>You</em> possess &quot;goods of sale&quot; that have real <em>quality</em>, that are
+<em>durable</em>, that will render <em>service</em> and afford pleasurable
+satisfaction to others. <em>Your</em> goods can be sold as <em>surely</em> as quality
+phonographs, durable automobile tires, serviceable clothes, or pleasing
+books.</p>
+
+<p>Maybe you can &quot;deliver the goods&quot; with smiles, or hearty tones, or ready
+acts of kindness. Any one can easily be friendly. But have you developed
+<em>all your ability</em> to smile genuinely? Have you cultivated the hearty
+tone of real kindness so that now it is <em>unnatural</em> for you ever to
+speak in any other way? Do you perform friendly acts of consideration
+for others on <em>every</em> occasion, as second nature?</p>
+
+<p>If your honest answers to such questions must <a name="Page_42" id="Page_42" />be negative, you are not
+a good salesman of your best self all the time.</p>
+
+<div class="sidenote">Your Salable Qualities</div>
+
+<p>Your most salable quality may be dependability, rather than quick
+thinking. If this is the case, concentrate your salesmanship on making
+impressions of the true idea of <em>your reliability</em>. Your greatest
+success will be achieved in some field of service where dependableness
+is a primary essential. You may be <em>naturally unfitted</em> to make a star
+reporter, but <em>peculiarly qualified</em> to develop into the cashier of a
+bank.</p>
+
+<p>Should you happen to be unattractive in features, your job is to
+transform your homeliness into a <em>likable</em> quality&mdash;not to try to make
+yourself appear handsome. If you are wholly inexperienced, that need not
+be a detriment to your success in the field you want to enter. When you
+have mastered the selling process, your very greenness can be presented
+before the mind of a prospective employer as the best of reasons for
+engaging you. You will be able to make yourself appear desirable because
+you <em>are</em> green in that field, and therefore have no wrong ideas to
+&quot;unlearn.&quot;</p>
+
+<div class="sidenote">Know All of Yourself</div>
+
+<p>You can greatly improve your chances to get the job for which you are
+best adapted, if you use the reciprocal selling process employed by the
+professional salesman when he sells his services to a house. He meets
+the head of the concern as his man-equal, and does not just offer
+himself &quot;for <a name="Page_43" id="Page_43" />hire.&quot; Such a consciousness of your man-equality when you
+are face to face with a prospective employer can result only from
+certain, analytical <em>knowledge of your best self</em>, complemented by
+<em>knowing how to sell</em> the true idea of your particular desirability and
+worth.</p>
+
+<p>Very likely you think you are seriously <em>handicapped</em> in many ways.
+Having made no detailed analysis of yourself from a salesman's
+view-point, you do not appreciate fully the number and the market value
+of the <em>advantages</em> you might have. Probably some of your best, most
+salable qualities are latent or but partly developed.</p>
+
+<div class="sidenote">Chart Necessary</div>
+
+<p>List <em>your</em> particular &quot;goods of sale.&quot; Put down on a chart, not only
+the qualities you have now, but all the additional ones you feel
+<em>capable of developing</em>. Then you will realize vividly that you possess
+many abilities, some undeveloped yet, which are always needed in the
+world. You know that such qualities <em>should</em> be readily salable, to the
+mutual benefit of yourself and of buyers. You are learning the selling
+process in order to make certain that <em>you can</em> sell the best that is in
+<em>you</em>, as other men are selling themselves successfully.</p>
+
+<p>Complete your chart by listing your various <em>defects</em>. Then study out
+ways to use even <em>your particular faults</em> differently than you have been
+handling them; so that they will help you, instead of being hindrances
+to your success. Think of <a name="Page_44" id="Page_44" />some people you know, and of how they have
+turned their physical &quot;liabilities&quot; into &quot;assets&quot; of popularity.</p>
+
+<p>The very first sales knowledge you need is of exactly what <em>you</em> have to
+sell. You cannot see <em>all</em> of yourself, your good and bad
+points&mdash;yourself as you <em>are</em>, and as you <em>might be</em>&mdash;unless you make a
+detailed chart of your &quot;goods of sale.&quot; One of the most important
+immediate effects of such a self-analysis will be increased
+self-respect. Your handicaps will shrink, and the peculiar advantages
+you have will grow before your eyes. You should feel new confidence in
+your own ability.</p>
+
+<div class="sidenote">Man-Equality</div>
+
+<p>With this confidence will come a feeling that you are not the inferior
+of another man who has achieved a larger measure of success than you
+have gained. When you start the sale of true ideas of your best self to
+an employer-buyer of such services as you are capable of rendering, you
+will have an innate consciousness of your man-equality with him. You
+should realize that this sale of yourself, like all other true sales, is
+to be a transaction of reciprocal benefits, and should be conducted on
+the basis of mutual respect.</p>
+
+<p>It is your right to take pains that the prospective buyer of your
+services shall sell himself to you as the boss you want to work with.
+Expect him to sell himself to you as a desirable employer just as
+thoroughly and satisfyingly as you intend to sell <a name="Page_45" id="Page_45" />yourself to him as a
+worthy applicant for an opportunity in his business. When you have
+definite, sure knowledge of your capability and service value, you
+certainly should not be willing to take &quot;any old job.&quot;</p>
+
+<p>There is no better way to make the impression of <em>your desirability</em> as
+an employee than to demonstrate that you are <em>choosing</em> your employment
+intelligently. In explaining your choice, give specific reasons for your
+selection of this particular opening. Show that you comprehend <em>what is
+to be done</em>. Give some indication of your ability to do it <em>efficiently</em>
+and <em>satisfactorily</em>. Suggest the <em>worth</em> of your services when you
+shall have proved your fitness.</p>
+
+<div class="sidenote">Require Employer to Sell You the Job</div>
+
+<p>The ordinary man who applies for a job in the ordinary way is accepted
+or turned down wholly at the discretion of the employer. If you use the
+selling process skillfully, you will suggest that <em>you</em> are out of the
+ordinary class. Of course, you should demonstrate in your salesmanship
+that you are not over-rating your ability. The other man must be made to
+feel you have sound reasons for your bearing of equality and
+self-confidence when you seek to make sure that in his business you will
+have your best chance to succeed. By showing him that you are taking
+intelligent precautions against making a mistake in your employment, you
+indicate conclusively that you are not merely a<a name="Page_46" id="Page_46" /> &quot;floater,&quot; but that you
+have a purpose &quot;to stick and make good.&quot;</p>
+
+<p>In the same measure that you require proof of a desirable personality in
+an employer, you should make sure that the work is exactly what you
+expect. See that your prospective &quot;new boss&quot; sells you the job at the
+same time you are selling him your services. If he perceives in you the
+one man who best fits his needs, he will put forth every effort to buy
+your services. Every employer will respect the man who states, with
+salesmanship, a sound reason for selecting and seeking connection with a
+business house; since such a man gives promise of making the sort of
+dependable, loyal worker that every business values and appreciates.</p>
+
+<div class="sidenote">Sell to Satisfy Real Needs</div>
+
+<p>The true salesman sells to satisfy <em>a real need</em> of the buyer.
+Therefore, when you have charted your salable qualities, select the
+field of service in which such capability as you possess is needed.
+That, you may be sure, is <em>your</em> right market&mdash;the field where you are
+<em>certain</em> to succeed. Enter it, and no other field. Apply there for a
+place of opportunity to serve; with the absolute confidence of a good
+salesman come to satisfy a want, and conscious of his individual fitness
+&quot;to deliver the goods.&quot;</p>
+
+<p>You may not get just what you desire at the first attempt. The best
+professional salesman often has to make <em>repeated</em> efforts to close
+orders. But in the end, if you &quot;have the goods,&quot; that are needed where
+<a name="Page_47" id="Page_47" />you bring them, <em>and you know how to sell true ideas of your best self</em>
+(as you <em>will</em> know after mastering the selling process) you will be
+sure of getting sufficient opportunities to succeed. You will be as
+certain about getting enough chances as the first-class professional
+salesman is certain of attaining his full quota of business despite some
+turn-downs. <em>Success is a matter of making a good batting average</em>.</p>
+
+<div class="sidenote">Parts of Complete Process</div>
+
+<p>Remember as you read that you are studying <em>a completed process</em>. An
+unfinished sales effort is not <em>a sale</em> at all. You will not be a
+<em>certainly successful</em> salesman until you perfect your knowledge and
+skill in <em>all the steps</em> of salesmanship. You can learn only a single
+part of sales efficiency at a time. The relative significance of each
+point, its full importance in the entire selling process, will not be
+comprehended until you have read at least once all there is in this set
+of books. When you re-study the successive chapters, the details you may
+at first understand but vaguely in a disconnected way will be clear. You
+will comprehend them as various elements of salesmanship which must be
+fitted together to complete the process of selling.</p>
+
+<p>Thus far in the present chapter we have been considering principally the
+&quot;goods of sale.&quot; We have been looking at our subject from the
+<em>material</em><a name="Page_48" id="Page_48" /> aspect. Now let us turn our attention to the mental view of
+sales.</p>
+
+<div class="sidenote">Mental Nature of Selling Process</div>
+
+<p>In the effective selling process the skilled salesman is able to be the
+<em>controlling</em> party. <em>He makes the other man think as he thinks</em>. As has
+been stated repeatedly, he sells <em>ideas</em>, not goods. So the <em>real
+nature</em> of any sale is mental, not material. You must &quot;deliver the
+goods&quot; to the <em>mind</em> of the man to whom you wish to sell your best
+capabilities. You should use the same process as the professional
+salesman, who works to control the <em>thoughts</em> of his prospect regarding
+the line of goods presented. Hence when you plan to make sure of getting
+a desired position, it is necessary that you know <em>exactly how</em> to put
+true ideas about yourself into the head of the person whom you have
+chosen as your prospective employer. Further, you need to know
+<em>precisely what</em> psychological effects you can secure with certainty by
+using skillful salesmanship.</p>
+
+<div class="sidenote">Three Sales Mediums</div>
+
+<p>Ideas of your best capability may be sold through three
+mediums&mdash;advertising, correspondence, and personal selling. Take
+advantage of all three, wherever and whenever possible, to gain your
+chance for success. Use these mediums with <em>real salesmanship</em>.</p>
+
+<div class="sidenote">Advertising</div>
+
+<p>If you advertise for a position, think out in detail the impression of
+your true best self that you wish to make on the minds of readers. Put
+<em>your personality</em> into the advertising medium in such <a name="Page_49" id="Page_49" />carefully
+selected language as will reach <em>the needs of particular employers</em>, and
+will not appear to be just a broadside of words shot into the air
+without aim. Indicate clearly that <em>you</em> are not seeking &quot;any old job so
+long as the salary is good.&quot; Analyze and know <em>just what</em> you suggest
+about yourself in print. Many a successful business man has sold himself
+through the door of his initial big opportunity by real salesmanship in
+his advertisement of his capabilities.</p>
+
+<div class="sidenote">Correspondence</div>
+
+<p>Each letter you write should be regarded as &quot;a sales letter.&quot; It makes
+an impression, true or false, of <em>you</em>. Take the greatest pains to have
+that impression what you want it to be. Never be slovenly or careless in
+writing to <em>anyone on any subject</em>. Put genuine salesmanship into all
+your letters <em>consciously</em>; instead of conveying ideas unwittingly,
+without realizing what the reader is likely to think of you and the
+things you write. You can scatter impressions of your best self
+broadcast over the earth by using your ordinary correspondence as a
+medium of salesmanship. So you can open both nearby and far distant
+opportunities for the future; even while you still are training yourself
+to make the most of these chances you hope to gain.</p>
+
+<p>Good sales letters are so rare that the ability to write them has
+erroneously been called &quot;a gift.&quot; It is not. Any one of educated
+intelligence can <a name="Page_50" id="Page_50" />write his ideas; <em>provided he has clear, definite
+thought-images in his own mind</em>. But cloudy thinking reflects only a
+blur on paper.</p>
+
+<div class="sidenote">Using Sales Letters</div>
+
+<p>A letter that plainly conveys true ideas is a sales letter; for it gets
+across to the mind of the recipient a clear, definite mental impression
+of the writer's real personality and thoughts.</p>
+
+<p>In all your correspondence, throughout the period of preparation for
+your chosen life career, send out true ideas of your best capability. If
+you do, you doubtless will find the door of your desired opportunity
+open by the time you are fully prepared to knock. Successful business is
+always ready in advance to welcome &quot;comers;&quot; whenever and wherever they
+are sighted. Therefore project your personality far and wide through
+your letters. Employ the medium of correspondence, with salesmanship
+knowledge and skill, even when you write the most ordinary messages to
+your acquaintances or to strangers. That is, <em>think out certain ways to
+sell particular ideas about yourself</em>; then incorporate these bits of
+salesmanship in your letters.</p>
+
+<p>A young man in his senior year at college selected a large corporation
+as his prospective employer. He did not know any of the executives of
+the company, but he worked out a plan to get acquainted through letters.
+He was especially desirous of entering the field of foreign trade, and
+had made a fairly comprehensive study of the export business. He wrote
+<a name="Page_51" id="Page_51" />to the president of the corporation, gave a brief outline of articles
+and books he had read; then complimented the great company by declaring
+that he realized the knowledge he had acquired was theoretical and
+abstract, and that he wished to gain practical, concrete ideas by
+studying the methods of the corporation. He enclosed with his letter ten
+cents in postage stamps, and requested that he be sent any forms,
+instruction sheets, sales bulletins, etc., the president was willing to
+let him have for study.</p>
+
+<div class="sidenote">Getting A Future Chance</div>
+
+<p>His letter was referred to the vice-president in charge of sales, who in
+turn passed it on to a department manager with instructions to supply
+the matter requested. In the course of a week the college student
+received a bulky package. Meanwhile a letter had been sent from the
+department head which stated that the vice-president in charge of sales
+had referred to him the request for forms, instruction sheets, etc., and
+that they would be forwarded under separate cover.</p>
+
+<p>The student took advantage of the three opportunities opened to conduct
+correspondence with the executives of the corporation. He first wrote
+courteous, carefully worded &quot;thank-you&quot; letters to the president,
+vice-president, and department head. These were all in his own hand, so
+that his good penmanship might make an individual impression. After
+these letters were dispatched the <a name="Page_52" id="Page_52" />student mastered the material that
+had been sent to him. Then he wrote three supplemental letters of
+appreciation, and made concise comments on some of the methods of the
+corporation, with comparisons from his previous reading of books and
+articles on foreign trade. He stated that he intended to make further
+investigation along these particular lines and that if he learned
+anything he thought might be interesting to the company he would write
+what he found out. In the course of a month he sent a letter which
+detailed his investigations. This he addressed to the department head
+only. But he also penned brief letters to the president and
+vice-president, in which he informed them that he had written in detail
+to the department head.</p>
+
+<div class="sidenote">Effect of Follow-up Letters</div>
+
+<p>The correspondence continued throughout the remainder of the student's
+senior year at college. The letters from the business men soon evidenced
+more than formal courtesy. They grew personal and indicated real
+interest. A month before his graduation the student was invited to call
+at the company's office after Commencement. He went, made an excellent
+impression in interviews with the vice-president in charge of sales and
+the department head, and though the ink on his sheepskin was not yet
+dry, he gained his object. He was engaged by the corporation and began
+training as a prospective representative of the company in foreign
+territory.</p>
+
+<p><a name="Page_53" id="Page_53" />Thus through the correspondence medium of salesmanship a young man who
+had no advantage of personal influence or acquaintance secured exactly
+the chance he wanted. Similar opportunities are open to any one.</p>
+
+<div class="sidenote">Personal Selling</div>
+
+<p><em>Every moment of your life when you are in the presence of other people,
+you have chances to sell true ideas about the best that is in you.</em> You
+will not need to seek such opportunities for personal salesmanship.
+Chances come to you continually to make good impressions on the minds of
+the men and women you meet from day to day.</p>
+
+<p>Be a skillful salesman of true ideas about yourself always, even in the
+most casual relations you have with other people. Sell the best possible
+impressions of yourself to passers-by on the street, to your fellow
+riders in cars, to clerks and customers of stores you visit, to your
+home and business associates. Put selling skill, as second nature, into
+each word, tone, and action of your social and business life.</p>
+
+<p>Realize that in whatever you do or say, consciously or unconsciously,
+you <em>are</em> selling ideas about your capability or your incapacity. You
+are making more or less definite impressions&mdash;you are affecting your
+opportunities to succeed, and are forming good or bad habits&mdash;all the
+time. <em>Control the effects of your words, tones, and acts by saying and
+doing, consciously and intelligently, only what<a name="Page_54" id="Page_54" /> will aid in selling
+true ideas of your best capabilities.</em>.</p>
+
+<div class="sidenote">Practical Psychology</div>
+
+<p>Of course you already know that each word and tone and act of your life
+makes <em>some</em> impression on the people who hear or see you. But probably
+you have not realized fully that <em>particular ways</em> of saying and doing
+things have <em>distinct and different effects</em>, each governed by an exact
+law of psychology. You perhaps do not know now <em>just what</em> impression is
+made by a certain word, or tone, or act. To be a master salesman of
+yourself you need to study the science of mind sufficiently to acquire
+<em>working knowledge</em> of common mental actions and reactions. Familiarity
+with at least the general principles of psychology is of the utmost
+importance in using the selling process effectively.</p>
+
+<p>Do not shy from study of the science of mind because it is an &quot;ology&quot;
+and therefore may seem hard. <em>You are a psychologist already</em>. You know
+that certain things you do and say make agreeable or unfavorable
+impressions on other people. In a <em>general</em> way you know <em>why</em>. It is
+necessary only that you analyze <em>specifically</em> what you realize now
+rather indefinitely. If you do not care to study a <em>book</em> on psychology,
+just use your own mind as your psychological laboratory for continual
+self-analysis.</p>
+
+<p>Answer for yourself such questions as, &quot;Exactly what effect will this
+particular word, or tone, or act <a name="Page_55" id="Page_55" />have&mdash;and just why?&quot; You can work out
+pretty well the <em>practical knowledge of psychology</em> you must have in
+order to sell ideas about your capabilities most effectively. You simply
+need to apply <em>purposeful intelligence</em> in everything you do and say;
+instead of making impressions without comprehending that by each word
+and tone and act of daily living you are influencing, favorably or
+adversely, your chances to succeed.</p>
+
+<div class="sidenote">Three Factors of Selling Process</div>
+
+<p>Think of yourself as one of the <em>three factors</em> of the selling process.
+The <em>goods of sale</em> are your best capabilities, of course. The second
+factor is the <em>prospective buyer</em>, the man who has need of such
+qualities or services as you could supply. The <em>agent of sale</em>, or third
+factor, is yourself. If you will keep in mind always the conception of
+yourself as <em>the uniting link</em> between your &quot;goods of sale&quot; and the
+prospective buyer, you can be a salesman of yourself every minute. At
+any moment except when you are alone you may encounter and influence a
+possible buyer of your best capabilities. You are continually within
+sight and hearing of people whose impressions of you might affect your
+chances to succeed in life. Therefore always be alert to grasp every
+sales opportunity within your reach.</p>
+
+<div class="sidenote">Twelve Steps</div>
+
+<p>It will be essential, also, that you have knowledge of the successive
+<em>steps</em> of the selling process, as well as knowledge of your goods of
+sale and <a name="Page_56" id="Page_56" />knowledge of practical mind science. Otherwise you might omit
+inadvertently to use some round of the ladder to certain success, and
+tumble to failure. These steps are so important to understand that the
+last nine chapters of the companion book are devoted to them
+exclusively. It will suffice here just to state what they are.</p>
+
+<ol><li>Preparation For Selling;</li>
+<li>Prospecting;</li>
+<li>The Plan Of Approach;</li>
+<li>Securing An Audience;</li>
+<li>Sizing Up The Buyer;</li>
+<li>Gaining Attention;</li>
+<li>Awakening Interest;</li>
+<li>The Creation Of Desire;</li>
+<li>Handling Objections;</li>
+<li>The Process Of Decision;</li>
+<li>Obtaining Signature or Assent;</li>
+<li>The Get-Away That Leads To Future Orders.</li></ol>
+
+<div class="sidenote">Five Degrees of Effort</div>
+
+<p>Another element of necessary knowledge about the selling process is the
+classification of sales according to the five degrees of effort required
+to close them.</p>
+
+<p>1. A sale completed by response to the mere demand of the buyer.</p>
+
+<p><em>Example</em>&mdash;While a street car strike is on you are driving, an
+automobile down town. A man in a hurry to catch a train stops you and
+says, &quot;I'll give <a name="Page_57" id="Page_57" />you two dollars to take me to the station.&quot; You
+transport him in response to his call for your services.</p>
+
+<div class="sidenote">Distinguish Degrees of Effort</div>
+
+<p>2. A sale completed by the buyer's acceptance on presentation only.</p>
+
+<p><em>Example</em>&mdash;A man is walking along a country road in the summer time. He
+sees a sign in the door-yard of a farmhouse; BERRY PICKERS WANTED. He
+presents himself as a candidate and the farmer at once engages his
+services.</p>
+
+<p>3. A sale completed immediately after a desire of the buyer has been
+created by a definite, intentional effort of the salesman.</p>
+
+<p><em>Example</em>&mdash;A man out of work wants a job that will employ his physical
+strength. He encounters three men who are struggling to load a very
+heavy box onto a truck. He takes off his coat and proves his strength by
+the ease with which the box is lifted when he helps. He inquires which
+of the three men is the truck boss; and asks for a job. He is hired
+because he has made the boss want the aid of his strength in handling
+heavy loads.</p>
+
+<p>4. A sale completed only after persuasion of the buyer.</p>
+
+<p><em>Example</em>&mdash;Assume that the truck boss in the next preceding illustration
+refuses at first to hire the applicant who has demonstrated his
+strength. It is necessary then for the man out of a job to <a name="Page_58" id="Page_58" />talk his
+prospective boss into the idea that he needs a fourth man in his gang.</p>
+
+<p>5. A sale completed only after a decision by the buyer as to the
+comparative benefits of purchasing or of not buying.</p>
+
+<p><em>Example</em>&mdash;You and another candidate apply for the same position in an
+office. You appear to be about equal in capability. The employer &quot;weighs
+you in the balance&quot; against the other applicant. This is a sale
+requiring the fifth degree of effort. Manifestly you will need to use a
+very high quality of skill to get into the mind of the prospective buyer
+of services the idea that you are likely to be of more value as an
+employee than your competitor for the place. Then you must skillfully
+prompt him to accept your application.</p>
+
+<div class="sidenote">Difficult Sales Most Worth Making</div>
+
+<p>When you appreciate exactly how sales differ in the degrees of effort
+necessary to close them, you will realize the wisdom of preparing to
+sell your particular qualities and services <em>with full comprehension of
+all the difficulties commonly met</em> by candidates for desirable
+positions.</p>
+
+<p>Countless men have died failures because they used throughout their
+lives only the first or second degrees of effort. Consequently all their
+attempts to get good jobs were futile. The non-success of millions of
+other worthy men has been due to their use of no more than the third or
+fourth degrees of selling effort.</p>
+
+<div class="sidenote"><a name="Page_59" id="Page_59" />Sales of The Fifth Degree of Difficulty</div>
+
+<p>Sales of the fifth degree of difficulty sometimes demand knowledge and
+skillful use of the entire selling process. <em>They are the sales most
+worth making.</em> The applicant for a new position or for a promotion is
+<em>certain to succeed</em> in his purpose if he knows how to complete a sale
+of the true idea of his best capabilities. In order to do this he must
+control the <em>weighing process</em> of the buyer; and be skillful in
+<em>prompting acceptance</em> of his &quot;goods of sale.&quot;</p>
+
+<p>When you <em>master</em> and reduce to <em>every-day practice</em> the fundamental
+principles you can learn from this set of books, you will be assured of
+making a successful average in handling sales of the fifth degree of
+effort.</p>
+
+<p>They are sales of the kind the <em>professional</em> salesman makes with
+complete confidence every day. <em>His</em> methods, applied to the marketing
+of <em>your</em> goods of sale, will work such wonders for you that you soon
+should build up self-confidence equal to the matter-of-fact assurance of
+the master salesman of clothing, insurance, and other <em>materials</em> of
+sale. He <em>knows</em> when he begins a season or starts on a trip that he
+will make a good batting average.</p>
+
+<div class="sidenote">Desired Results In Selling</div>
+
+<p>Comprehend, further, exactly what <em>results</em> are desired by the skilled
+salesman whose work is based on scientific principles.</p>
+
+<p><a name="Page_60" id="Page_60" />The <em>immediate</em> results desired are:</p>
+
+<p>First, <em>confidence</em>;</p>
+
+<p>Second, <em>acceptance</em> of the ideas brought by the salesman.</p>
+
+<p>One who is unfamiliar with the scientific principles underlying the
+skillful practice of the right selling process is unlikely to realize
+that the <em>first</em> sales effort should be concentrated on <em>winning the
+prospective buyer's confidence in the salesman and in the goods of
+sale</em>. Failures in selling are often due to the fault of the salesman
+who works primarily for but the <em>second</em> of the immediate results to be
+desired; the acceptance of his proposition&mdash;the acceptance of his
+personal capabilities and services, for instance. He neglects, as a
+<em>preliminary</em> to securing acceptance, to gain the <em>confidence</em> of the
+other man. When you undertake to sell your particular good qualities and
+your services to a prospective employer, do not make the mistake in
+salesmanship of omitting the process of first winning his <em>belief</em> in
+you.</p>
+
+<div class="sidenote">Repeat Sales</div>
+
+<p>Besides the two <em>immediate</em> results desired by the skillful salesman,
+there is a <em>permanent</em> result to be worked for&mdash;an enduring consequence
+desired from the present gains made. That permanent result wanted is
+<em>the opening of other opportunities for future sales</em>.</p>
+
+<p><em>Complete success in life</em> is not assured when the <em>original</em> sale of
+one's best capabilities is closed suc<a name="Page_61" id="Page_61" />cessfully. Gaining the <em>initial</em>
+desired chance does not make it certain that one will succeed in his
+<em>entire career</em>. The first sale is faulty if it does not include a lead
+to future opportunities &quot;to deliver the goods.&quot;</p>
+
+<p>The right selling process is continuous. Where one sale ends, another
+should be already started. A great many failures of capable men can be
+ascribed to short-sighted concentration on immediate chances. <em>One who
+would make certain of the success of his whole life must ever look ahead
+to the next possible opportunity for the sale of the true idea of his
+best capabilities, meanwhile making the most of his present chance.</em></p>
+
+<div class="sidenote">Service Purpose In Selling</div>
+
+<p>In order to get the right viewpoint for further study of the selling
+process, you, <em>the salesman of yourself</em>, need to comprehend clearly the
+fundamental <em>purpose</em> of all true salesmanship. <em>It should be the
+service of the buyer in satisfying his real needs.</em></p>
+
+<p>Few salesmen <em>know</em> what sales service <em>is</em>, and <em>how</em> it should be
+rendered. Service is the very soul of the certain success selling
+process. Service must be studied <em>as a purpose</em> until the principles
+underlying the fullest satisfaction of the buyer's real needs are
+mastered, and all false misconceptions of service are cleared away from
+the salesman's idea of his obligation to the purchaser of his goods of
+sale.</p>
+
+<div class="sidenote"><a name="Page_62" id="Page_62" />Sales Knowledge Universally Needed</div>
+
+<p>This brief summary of the principal essentials of sales knowledge has
+been outlined in order to impress on you the practically <em>universal need
+for a better understanding of the selling process</em>. Certainly you are
+convinced now that it will pay <em>you</em> to know HOW to sell. Then let us
+look next at <em>yourself</em> in a different light&mdash;as a subject of study in
+sales-<em>man</em>-ship.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_II" id="CHAPTER_II" /><a name="Page_63" id="Page_63" />CHAPTER II<br />
+
+<em>The Man-Stuff You Have For Sale</em></h2>
+
+
+<div class="sidenote">The Man Sales-Man Ship</div>
+
+<p>Your <em>knowledge</em> of sales principles and methods, and your <em>skill</em> in
+selling ideas must be combined with right sales-<em>manhood</em> if your
+<em>complete</em> success in sales-man-ship is to be made certain. Particular
+<em>man</em> qualities are necessary to make you a master <em>salesman</em> in your
+chosen field. &quot;A good man obtaineth favor.&quot; So we will study now the
+elements of character required for the most effective sales-<em>man</em>-ship,
+and how to develop them.</p>
+
+<p>We shall not consider &quot;Man&quot; in the abstract, nor exceptional ideals of
+manhood. Our thought of the sales <em>man</em> will be concentrated on
+qualities <em>you</em> have or can develop, that are necessary to make <em>you</em>
+most efficient in selling ideas about <em>yourself</em>.</p>
+
+<p>Some radical <em>changes</em> in your present character may be required. But
+you will need principally to <em>grow</em> in order to attain the full stature
+of sales manhood that is necessary to gain complete success. If your
+manliness is dwarfed now, you cannot succeed largely in selling true
+ideas of your best and biggest capabilities, until you rid yourself of
+the character faults that are stunting your growth as a sales <em>man</em>.</p>
+
+<div class="sidenote"><a name="Page_64" id="Page_64" />The Little Man Out-of-Date</div>
+
+<p>Realize at the outset that the time has passed forever when the <em>little</em>
+man, with the narrowly selfish outlook for &quot;Number One,&quot; might succeed.
+The demand of the future will be, however, not so much for BIG men as
+for big MEN. The world no longer looks up to Kaisers and Czars. Success
+has ceased to be merely a towering figure. Hereafter the one sure way to
+succeed will lead through the door of <em>brotherly understanding of the
+other fellow</em>, into the <em>common heart of mankind</em>. Only sales<em>man</em>ship
+can open that door with certainty.</p>
+
+<p>We are entering a new business era, where the old individualistic
+methods of attaining so-called &quot;success&quot; will be worse than useless.
+Many of them even now are forbidden by law. All the practices of the
+&quot;profiteer&quot; and his ilk are discountenanced by far-seeing people. Men of
+vision perceive that the size of To-morrow's Success will be measured in
+direct proportion to its quality of <em>human service</em>.</p>
+
+<p>&quot;SERVICE&quot; is the motto of the highest salesmanship. Therefore, in
+shaping your plans to succeed, start with the resolve to make yourself a
+truly big sales MAN. Do not copy the little, selfish models of
+Yesterday. Study the signs of the times. To be out-of-date is equivalent
+to being a failure.</p>
+
+<div class="sidenote">Pint and Bushel Men</div>
+
+<p>You will need to be big in ability, in imagination, in energy, in your
+ideals&mdash;but most of all you must be big in MANHOOD. If you are little
+and self<a name="Page_65" id="Page_65" />ish in your life purpose, you cannot be certain of success in
+selling to a truly BIG man the idea that you are fully qualified for his
+service. Before making any attempt to sell yourself into a desirable
+position, take pains to develop as much <em>man quality</em> as characterizes
+your prospective employer. You cannot comprehend him if you fall short
+of his standard of manhood. To-day the biggest buyers of brains and
+brawn recognize their obligations of human brotherhood. If you are
+little and self-centered, how can you reach into the mind and heart and
+soul of another man who is genuinely BIG? How can you impel him to think
+as you wish?</p>
+
+<p>The little man even doubts the existence of big manhood. He cannot
+comprehend such size. A pint measure, however much it is stretched, is
+utterly unable to contain a bushel. But the larger measure easily holds
+either a pint or a bushel. Similarly if you are big in <em>manhood</em>, you
+can comprehend alike the little man and the big man. You will be able to
+deal successfully with both.</p>
+
+<div class="sidenote">The Clothing Of Manhood</div>
+
+<p>It is not sufficient, however, that you grow to the full stature of your
+biggest man possibilities. It is necessary also that you be <em>clothed in
+the characteristics of manhood</em> in order to be <em>recognized</em> as a man.
+When you were only an infant, you were safety-pinned into a square of
+cloth once doubled triangularly. You graduated to rompers <a name="Page_66" id="Page_66" />at a year and
+a half or two. Then you put on knee-pants, and afterward youth's long
+trousers. Now you wear the clothes of a full-grown man. You would not
+think of dressing in knickerbockers, or rompers, or&mdash;something younger,
+to present your qualities and services for sale. Yet your outer garb is
+much less important to the success of your salesmanship than is your
+<em>clothing of manhood.</em></p>
+
+<div class="sidenote">What is Your Man Power?</div>
+
+<p>If you hope to assure yourself of man's-size success in life, plan that
+wherever you are you will make the instant impression that you are
+&quot;every inch a man,&quot; not just an overgrown baby or boy. Follow the
+example of Paul, that incomparably great salesman of the new ideas of
+Christianity. He wrote in his powerful first sales letter to the
+Corinthian field, &quot;When I became a man, I put away childish things.&quot;
+<em>Compel respect</em> by your sound virility. Have a well-founded
+consciousness that in manhood you are the equal of any other man, and
+you can make everybody you meet feel you are a man <em>all through</em>.</p>
+
+<p>What is your size as a sales <em>man</em> now?</p>
+
+<p>Ask yourself this question, and answer it frankly. In order to make sure
+of selling yourself into the opportunities you want, you must take your
+own measure and fit your manhood to the selling process you have begun
+to learn. Beyond a doubt you are now a sales man of <em>some</em> size. You are
+selling your <a name="Page_67" id="Page_67" />physical or mental powers, your services of this kind or
+that, with a degree of efficiency directly proportionate to your
+man-power.</p>
+
+<div class="sidenote">The &frac14; m.p. Man</div>
+
+<p>If you are only a &frac14; m.p. salesman at present, you lack three-fourths of
+the man capacity needed to handle with certain success all the
+opportunities of full-size manhood. You were not limited by Nature to &frac14;
+m.p. size. You were born with <em>full man capacity</em>. You are like a
+gasoline motor developing but a quarter of the power it was designed to
+produce&mdash;not because of any structural fault in the engine, but simply
+for the reason that it does not function <em>now</em> as it was intended to
+operate, and as it can be made to work <em>in the future</em> if it is
+overhauled and put in perfect condition. The full power capacity
+originally built <em>into</em> the motor needs to be brought <em>out</em>. Likewise
+<em>your</em> man-power plant requires to be made as efficient as possible, in
+order to assure you of full man-capability for achieving success.</p>
+
+<p>Maybe your chief fault is poor fuel, and what you most need is good
+&quot;gas.&quot; You have not been filling up your mind with the right ideas. Or,
+perhaps, your piston rings leak; and you lack the high compression of
+determined persistence. Another fault might be in your carburetor&mdash;you
+are not a good &quot;mixer.&quot; Or your spark of enthusiasm may be weak. It is
+possible, too, that your fine points are caked over by the carbon of
+accu<a name="Page_68" id="Page_68" />mulated bad habits. Maybe you have a cracked cylinder&mdash;your health
+is partly broken down. The fault is in your timer, perhaps. You are not
+&quot;on the job&quot; when you should be.</p>
+
+<div class="sidenote">Your Manhood Can Be Re-built</div>
+
+<p>No matter what ails your particular engine, <em>it can be repaired or
+rebuilt into a full one-manpower motor of efficiency</em>. If you limp and
+pound along with but a quarter of your capability, it is your own fault
+for not overhauling your power plant. Don't continue as a &frac14; m.p. man and
+blame anybody else, or curse your bad luck because you can't make speed
+and carry the load necessary to succeed. <em>Stop trying to go on crippled
+or clogged in manhood</em>. Run yourself into the repair shop right away and
+&quot;get fixed.&quot;</p>
+
+<p>You can make your manhood over.</p>
+
+<p>There is full-man capability in you. You can get it all out and put it
+to work for your success.</p>
+
+<p>You have the ability to re-make your <em>character</em> entirely, without
+changing <em>your individual nature</em>.</p>
+
+<p>You must accomplish transformation into <em>your best self</em> before you can
+make the most of your opportunities to sell your abilities and services.
+It will not suffice that you just are <em>willing</em>, or <em>desire,</em> to become
+a first-class salesman of your particular &quot;goods of sale.&quot; Merely
+acquiring information or <em>knowledge</em> of the selling process is not
+enough to assure your success in life. Even the most skillful <em>practice</em>
+of all the sales principles and methods you <a name="Page_69" id="Page_69" />learn will be insufficient
+to guarantee your success&mdash;if you do not develop your full <em>man
+capacity</em> for sales-man-ship.</p>
+
+<div class="sidenote">Essentials of the Master Sales Man</div>
+
+<p>The result of the necessary changes and growth in <em>your</em> manhood will be
+an enlarged conception of <em>all</em> men&mdash;your greater capacity to understand
+and to handle <em>any one else</em> successfully.</p>
+
+<p>It is entirely possible for you to develop and cultivate every essential
+quality of the master sales-<em>man</em>, and still to be just <em>yourself</em>.</p>
+
+<div class="sidenote">Good Appearance</div>
+
+<p>The high grade professional salesman makes the best <em>appearance</em> of
+which he is capable. Surely you can do that, too. You can train yourself
+to grace and ease in your bearing. However unsatisfactory your features
+may be, you certainly are capable of looking pleasant, and therefore of
+being attractive. It is possible for you to have well-kept hands and
+hair; to wear suitable, clean clothes; to be neat.</p>
+
+<div class="sidenote">Physical Capacity</div>
+
+<p>First-class salesmanship requires, too, a high degree of <em>physical
+capacity</em> for the most effective performance of the selling process. You
+need health, virility, energy, liveliness, and endurance, in order to
+sell effectively <em>the idea that you are physically able</em> to fill the job
+you want most. Physical incapacity is a handicap in almost any vocation.
+It can be remedied. It <em>must</em> be remedied as fully as possible in your
+case. You may not be very robust naturally, <em>but you can make the most
+of the con<a name="Page_70" id="Page_70" />stitution you have</em>, with certain success as the incentive
+for your fullest possible physical development. Few of us are as well as
+we <em>might</em> be.</p>
+
+<div class="sidenote">Mental Equipment</div>
+
+<p>Whatever your physical shortcomings, there can be no doubt that you are
+capable of developing all the essential <em>mental</em> equipment of the
+successful salesman. You only need to comprehend a few elemental laws of
+mind science; and then to <em>train</em> yourself to the utmost of your
+particular ability&mdash;in perceptive power, alertness, accuracy,
+punctuality, memory, imagination, concentration, adaptability to
+circumstances, stability, self-control, determination, tact, diplomacy,
+and good judgment.</p>
+
+<p>Does this seem like a long list of difficult accomplishments? Examine
+the items, and realize how easy it is to develop these mental qualities
+of masterly sales<em>man</em>ship.</p>
+
+<p>Perception is simply looking at things with your mind as well as with
+your eyes.</p>
+
+<p>Alertness is no more than mental sharp ears.</p>
+
+<p>Accuracy results from taking pains to be right.</p>
+
+<p>Punctuality is a habit of mind that anyone can develop.</p>
+
+<p>Memory is acquired by practice in remembering things.</p>
+
+<p>You use <em>some</em> imagination every day&mdash;use <em>all</em> your imaginative power.</p>
+
+<p>Likewise you occasionally concentrate your <a name="Page_71" id="Page_71" />thoughts. More exercise in
+concentration will develop this mental characteristic.</p>
+
+<p>You adapt yourself to circumstances when necessary, or when you choose.
+You can train yourself so that you will be prepared to meet anything
+that may happen.</p>
+
+<p>You have a degree of stability of character, otherwise you never would
+accomplish anything. Increase your steadfastness by sticking to more
+purposes.</p>
+
+<p>Similarly determination, self-control, tact, diplomacy, and good
+judgment are merely the natural results of <em>continual practice</em> to
+develop these mental qualities.</p>
+
+<div class="sidenote">Emotional Qualities</div>
+
+<p>The principal <em>emotional</em> or <em>heart</em> qualities required in masterly
+selling are ambition, hopefulness, optimism, enthusiasm, cheerfulness,
+self-confidence, courage, persistence, patience, earnestness, sympathy,
+frankness, expressiveness, humor, loyalty, and love of others. Think of
+these one by one, and realize how many of them you already possess to a
+considerable degree.</p>
+
+<p>You may not be optimistic; perhaps you lack self-confidence, or maybe
+you are wanting in courage. But with the possible exception of these
+three &quot;heart&quot; qualities of the master salesman, you are not deficient
+now in the emotional essentials of successful salesmanship. You need
+only a <em>higher degree</em> of each.</p>
+
+<p><a name="Page_72" id="Page_72" />Develop all your capability in the other qualities, and you will find
+you have become an optimist. Your self-confidence, too, will grow as
+fast as you increase your ability. When you are full of optimism and
+self-confidence, you will not find it difficult to create courage within
+yourself. <em>Then you will have the complete emotional equipment of a
+master salesman.</em> The exact way to develop courage with certainty is
+explained in the second chapter of &quot;The Selling Process,&quot; with especial
+reference to the professional salesman, who <em>must</em> meet his prospects
+courageously in all circumstances if he would succeed.</p>
+
+<div class="sidenote">Ethical Essentials</div>
+
+<p>Nor is it hard for you to qualify yourself <em>ethically</em> for mastery of
+the selling process. Surely your intentions are right. You mean to be
+honest and truthful. You can be of good moral character. You expect to
+be reliable. It should be easy for you to love your chosen work.</p>
+
+<div class="sidenote">Spiritual Capacity</div>
+
+<p>There remains, finally, the essential of <em>spiritual capacity</em> for
+selling. It comprises idealism, vision, faith, desire to serve, ability
+to understand other men. Perhaps you are deficient in some of these
+spiritual qualities now. But with idealism all about you in the spirit
+of the world cannot you, too, lift your eyes to higher purposes than the
+satisfaction of merely selfish desires? Are you not able to look
+broadly, instead of narrowly at life? You know you must have faith&mdash;that
+you cannot make sure <a name="Page_73" id="Page_73" />of success if you doubt. Your mission as a true
+salesman of yourself should be to serve your prospects by satisfying
+their real needs for the abilities you have. Love of others results from
+serving them with what you can supply that they lack.</p>
+
+<p>In no respect, then, from personal good appearance to spiritual
+capacity, need you be other than <em>your best possible self</em> to qualify
+for certain success with the selling process.</p>
+
+<div class="sidenote">Change and Growth Necessary</div>
+
+<p>Reference has been made repeatedly in these pages to the necessity for
+<em>change</em> and <em>growth</em> in your man character before you can become a
+master salesman of your full capability for success. Of course you
+cannot change your <em>nature</em> into a different <em>nature</em>; any more than one
+form of life can be transformed into an entirely distinct form of life.
+It is impossible to develop a carrot into a calla, or to make a dog of a
+pig. But the <em>elements</em> of any particular form of life may be altered,
+most radically.</p>
+
+<div class="sidenote">Develop Use, Activity and Quality Of Elements</div>
+
+<p>So you can develop: (1) the <em>use</em>; (2) the <em>degree of activity</em>; (3) the
+<em>quality</em>, of any element in your present salesman equipment.</p>
+
+<p>For example, it is generally recognized that suitable clothes help to
+create a good impression. Therefore you should <em>use</em> to the <em>highest
+degree of activity</em> and of <em>quality</em> what you know about the effect of
+dress in helping to create a good impres<a name="Page_74" id="Page_74" />sion. But, to particularize, do
+you (<em>use</em> your knowledge) polish your shoes, even if it is no more than
+flicking off the dust with your handkerchief, every chance (<em>highest
+degree of activity</em>) you get when they need it? And when you polish your
+shoes in the morning preparatory to starting your day's work, do you
+just give them &quot;a lick and a promise,&quot; or do you &quot;make 'em shine?&quot;
+(Highest degree of <em>quality</em>.)</p>
+
+<div class="sidenote">Animal Training</div>
+
+<p>The &quot;stupid&quot; pig can be taught to do as phenomenal tricks as the
+&quot;intelligent&quot; dog. It is possible to train a pig so that he will appear
+to be able to discriminate among colors, to tell time, even to perform
+simple operations in arithmetic. At the circus or vaudeville we sit in
+wonder while the &quot;educated&quot; stupid pig, alertly afraid of the trainer's
+whip, performs stunts of seeming <em>intelligence</em>. Under the stimulus of
+fear he acts like a quick-thinking dog. In truth he <em>has</em> been changed
+by training, from the <em>pig characteristic</em> of utter stupidity to the
+<em>dog characteristic</em> of rudimentary intelligence. But in <em>nature and
+form</em> he remains just a pig. If you should see him among other pigs in a
+pen, you never would mistake the &quot;educated&quot; pig for a fat puppy.</p>
+
+<p>In the trained pig the <em>use</em> of his pig mind is developed to an unusual
+degree of <em>activity</em> and of <em>quality</em> to save himself from punishment
+and to gain the tidbits that reward his performance of <a name="Page_75" id="Page_75" />tricks. The
+purpose of the trainer is accomplished by changing and developing the
+<em>mind functioning</em> of the pig. No trainer would attempt to change the
+<em>nature</em> of a pig&mdash;to develop a pig into an elephant, a different
+<em>creature</em>. Only <em>characteristics</em> can be changed or developed.</p>
+
+<div class="sidenote">Plant Development</div>
+
+<p>Luther Burbank has accomplished with plants even more extraordinary
+changes and developments in characteristics than have been achieved by
+the most expert trainers of animals. He could not make a carrot into a
+calla; but he did take the dwarf natural calla plant and develop it into
+a splendid lily that bears flowers measuring a foot across the petal. He
+also multiplied the characteristic colors of the natural calla and has
+evolved great blossoms of a score of shades, from pure white to jet
+black.</p>
+
+<p>The noted plant wizard developed, too, the naturally small, hard, dry,
+sour prune and transformed it into a juicy, sweet fruit that is bigger
+and more delicious than our common plum.</p>
+
+<p>He also succeeded in altering radically an element of the natural
+walnut, which had a characteristic covering skin of bitter tannin over
+the meat inside the nut shell. For countless centuries walnut trees had
+been in the habit of covering the meat of their nuts with this tannin
+skin. Luther Burbank trained selected walnut trees to give up this fixed
+<a name="Page_76" id="Page_76" />bad habit, and to produce nuts the meats of which were not enveloped in
+bitter coverings.</p>
+
+<div class="sidenote">Man Making</div>
+
+<p>Since expert trainers have been able to accomplish such marvelous
+changes and developments in the characteristics of lower animals and
+plants&mdash;not changes in the form of life, but alterations so nearly
+miraculous that they seem almost to be changes in nature&mdash;is there the
+least doubt that you, a <em>man</em>, excelling every other animal, and every
+plant in consciousness and intelligence, are capable of the most
+radical, elemental changes in your present self?</p>
+
+<p>Cannot <em>you</em>, then, certainly develop and <em>use</em> to a much higher degree
+of <em>activity</em> and <em>quality</em> the MAN characteristics you now possess? Of
+course you can! You need but to learn the <em>science of yourself</em>&mdash;to get
+full knowledge of what you are and of what you might be&mdash;by studying the
+<em>big, best qualities in you</em>. After that you will need <em>to make the
+most</em> of what you learn about your true self. Intensive self-study will
+reveal to you all the possibilities of your enlarged and bettered
+personality. When you know you have developed your biggest, best
+manhood, you certainly will feel increased power to sell your &quot;goods.&quot;</p>
+
+<p>Of all living creatures, Man is the most adaptable, is capable of the
+greatest development, and responsive in the highest degree to desires
+from within and to influences from outside himself. Only a <a name="Page_77" id="Page_77" />stupidly
+ignorant man would hold to the belief that the elements of his character
+cannot be radically changed and developed. At present you may be
+handicapped with what you have considered &quot;natural disqualifications&quot;
+for success. Then <em>study</em> yourself thoroughly, <em>one detail at a time</em>.
+Follow this self-analysis by intelligent practice in the active use of
+your best qualities, and determine to <em>change</em> your &quot;disqualifications&quot;
+into <em>salable characteristics</em> that will help you to succeed.</p>
+
+<div class="sidenote">No Normal Man Lacks Qualifications For Success</div>
+
+<p>Certainly a slouch can straighten up, wash his dirty hands and face,
+dress neatly, and suggest proper regard for his appearance. The physical
+weakling is able to build considerable strength into himself. Dullards,
+unless their brains are stunted, may develop surprising intellectual
+keenness. Careless men can train themselves to painstaking accuracy.
+Individuals who are habitually late may become models of punctuality.
+The man of flighty thoughts can concentrate. It is possible to control a
+quick, bad temper. Tact, diplomacy, and good judgment can be learned and
+used efficiently by the countless thousands of people who now are
+tactless, undiplomatic, and characterized by poor judgment.</p>
+
+<p>So it is with the principal emotional, ethical, and spiritual qualities
+of the master salesman. <em>You</em> have them <em>all</em>, elementally. <em>Certainly
+you can develop any selected element to higher activity and<a name="Page_78" id="Page_78" /> use it</em> to
+help you sell true ideas of your best capabilities.</p>
+
+<p>Maybe you have fought long and vainly for self-confidence, for courage,
+for will power. Perhaps you have realized for years that you are slow in
+perception, and have struggled to make yourself take mental snap-shots
+of details and conditions. You have wished and willed and worked to be
+agreeable and courteous; yet perhaps you lose friends by your
+characteristic disagreeableness and lack of courtesy. If, in spite of
+all you so far have done to improve yourself, you have been unable to
+get rid of your faults and defects, you are apt to question the
+statement that you <em>certainly can</em> develop such qualities as you most
+desire.</p>
+
+<div class="sidenote">Decision Will Power Hard Work Insufficient</div>
+
+<p>No doubt you have <em>decided</em>, probably you have <em>willed</em>, very likely you
+have made a <em>persistent struggle</em> to change your characteristics. You
+honestly have tried hard to grow, and to increase your man capacity.
+Consequently your failure may have left you rather hopeless about ever
+succeeding as you once expected to succeed. Perhaps you have given up
+your case as &quot;too tough a job.&quot; We will assume that you are not so young
+as you wish you were, and that you have committed to memory the
+fatalistic, hoary lie, &quot;You can't teach an old dog new tricks.&quot; But
+recall the fixed habit of bitterness the walnut had for centuries, the
+color and size of the natural calla, the sour taste of the little wild
+<a name="Page_79" id="Page_79" />prune, which the plant wizard changed most radically without using any
+&quot;wizardry&quot; at all. He just <em>applied scientific knowledge</em> in his
+training of walnut trees and callas and prunes and other forms of
+vegetable life. Have you tried his method of development? Do you know
+exactly what he did?</p>
+
+<p>If Luther Burbank had merely <em>desired</em> and <em>willed</em> that the walnut
+should give up its old bad habit, he never could have accomplished the
+job of development. He might have <em>insisted persistently</em> for a
+life-time that the little, sour, dry prune should become more luscious
+and larger than the plum; but it would have remained the same in size
+and other characteristics as it always had been, despite his continued
+determination. Desire, will, and persistence were but preliminary steps
+toward the complete accomplishment of his purpose with the prune.</p>
+
+<div class="sidenote">Luther Burbank's Method</div>
+
+<p>Burbank worked out in his mind and by actual experiments <em>distinctive
+methods</em> of development&mdash;<em>development and changes along particular,
+definite lines.</em> He selected for the prune he <em>wanted to produce,</em> (an
+imagined, ideal prune) certain desirable qualities of the plum&mdash;the best
+plum characteristics. He studied <em>what produced these particular
+qualities in plums</em>. Then with his exact, scientific knowledge of the
+<em>similarity in nature</em> of the plum and the prune, and his equally
+definite knowledge of the <em>differences in their characteristics</em>,
+supplemented by <a name="Page_80" id="Page_80" />his knowledge of <em>exactly what produced</em> the difference
+in the two fruits, he started his experiments with natural prune trees.</p>
+
+<p>He led specimens through a pre-determined scientific process of
+training. He succeeded in getting his experimental prune trees to
+develop discriminatively, almost as if they had the power of choice,
+<em>particular plum qualities in preference to others.</em> But the result was
+not a transformation of the prune trees into plum trees. The fruit of
+the tree he evolved was just a <em>perfected</em> prune. He simply developed
+<em>all the capability</em> the prune had originally to be <em>like</em> a plum in
+deliciousness.</p>
+
+<div class="sidenote">Natural Growth Without Struggle</div>
+
+<p>Note just here one very important feature of the Burbank method of plant
+development and change. It did not involve any <em>struggle</em> or <em>hard work</em>
+on the part of his trees. He merely provided <em>natural</em>, but
+scientifically <em>selected</em> conditions and food; knowing that his prunes
+then would grow naturally in the particular ways he wanted them to
+develop, and in no other ways at variance with his plan.</p>
+
+<p>Perhaps the primary fault in your ineffective effort to develop yourself
+into the man you want to be, is that it has been a <em>struggle</em>. <em>Natural</em>
+growth always is <em>easy</em>. Growth involves a struggle only when one or
+more of the <em>means</em> of natural growth are lacking. Luther Burbank wished
+his prune trees to develop certain selected qualities of <a name="Page_81" id="Page_81" />the plum.
+Therefore he provided his wild prunes with the same means he had used
+effectively <em>with plums</em> to increase <em>their</em> lusciousness. He knew these
+means should have a <em>similar</em> effect on <em>prunes</em>. When he had provided
+the natural means of discriminative development, he left the rest to the
+<em>natural growth</em> of his prune trees. They began to develop the selected
+plum qualities <em>easily</em>, and generation after generation became more and
+more like plums.</p>
+
+<div class="sidenote">Two Bases Of Growth Mind and Body</div>
+
+<p>Now let us consider briefly: first, the <em>bases</em> of natural, easy growth
+of selected man qualities; second, the <em>processes</em> that take place in
+the development of desired man qualities, some of which may not have
+seemed to exist previous to the evolutionary training; third, the
+training <em>methods</em> that should be employed to make these processes most
+effective and to produce the particular results wanted and no others.</p>
+
+<p>There are <em>two bases of development in every one</em>&mdash;the inner and the
+outer man. The <em>real himself</em> is the inner man, which psychologists call
+the &quot;Ego.&quot; But there is something else in the make-up of every man, his
+<em>body</em>. Each of us recognizes his body&mdash;not as <em>himself</em>, not as his
+ego&mdash;but as <em>belonging to</em> the real, or inner himself. A man thinks and
+says, &quot;<em>my</em> body&quot; just as he considers and refers to anything else that
+is his.</p>
+
+<p><a name="Page_82" id="Page_82" />The discrimination between the two parts of &quot;<em>You</em>&quot; must be understood
+at the very start of your self-development. All your plans for the
+growth of the characteristics you need to assure your success should be
+based on comprehension of your <em>duality</em>. The two &quot;You's&quot; in yourself
+not only are distinctly <em>different</em>, but they are also very intimately
+<em>related</em> in all their functions. Neither your &quot;ego&quot; nor your body is
+independent of the other part of your duality. So, of course, both must
+co-operate fully in every <em>process</em> of your self-development; and your
+<em>training methods</em> should be planned for the bettered growth of your
+inner and outer man <em>as a team</em>.</p>
+
+<div class="sidenote">Team-work Processes</div>
+
+<p>You understand now that your growth should be on a dual basis; that you
+have two different men to develop, not just one; and that they must be
+handled <em>discriminatively</em>, but <em>together</em>.</p>
+
+<p>Next it is necessary that you know in <em>exactly what ways</em> the activities
+of the mind man, or ego, are related to the activities of his body, or
+the physical man. Otherwise you cannot comprehend the team-work
+processes by which any desired qualities of manhood can be developed
+from their rudiments. Perhaps the reason you have not yet succeeded
+fully is that you have been a &quot;one-horse&quot; man and have not trained your
+dual self to be an effective <em>mind-and-body</em> team pulling together. It
+<a name="Page_83" id="Page_83" />takes both mind and body to bring to market successfully all the &quot;best
+capability&quot; of a man.</p>
+
+<div class="sidenote">Training Methods</div>
+
+<p>Evidently, as a pre-requisite to self-development, one should have
+knowledge of the particular processes that result <em>surely</em> in natural,
+easy, rapid growth. Otherwise he would be more than likely to employ a
+wrong or only partly right <em>method of training</em>. So as a student of
+yourself you need to start with comprehension of your two <em>bases</em> of
+development, mind and body. It is necessary next that you acquire
+scientific knowledge of the distinct but related <em>processes</em> of
+developing your two selves severally to work together as a team. Then
+you must learn the particular <em>methods</em> of co&ouml;perative mental and
+physical training that are most effective in accomplishing the man
+growth you desire.</p>
+
+<div class="sidenote">Neither Mind Nor Body A Unit</div>
+
+<p>Not only have you two selves, but neither &quot;You&quot; is a <em>single unit</em>. Your
+mind, as well as your body, is made up of distinctly different but very
+intimately related and associated <em>parts</em>. Your &quot;mind&quot; cannot be
+developed as a <em>whole</em>. Its parts must be severally bettered and
+strengthened in coordination, just as the physical man is developed by
+training his various muscles.</p>
+
+<p>You know you have <em>distinct sets of muscles</em> which all together make up
+your <em>composite body</em>. Perhaps, however, you have not realized before
+that your <em>mind</em> is not a <em>unit</em>, but is made up of innumerable distinct
+&quot;mind centers,&quot; each of which functions as <a name="Page_84" id="Page_84" />independently of the others
+as your set of eye muscles operates independently of the set of muscles
+governing the movements of one of your fingers. And possibly you do not
+know that each <em>mind</em> center has a distinct <em>brain</em> center, which
+functions for that <em>particular part alone</em> of your whole mind. <em>Each
+associated mind-and-brain center</em> also has direct, distinct nerve
+connections <em>with only one set of muscles</em>.</p>
+
+<p>In fact, you are &quot;a many-minded, many-bodied&quot; man&mdash;a collection of
+mental and physical <em>parts</em>, a composite man rather than a man unit.
+These several parts are in large measure practically <em>independent</em> of
+one another. One set of body parts &quot;belongs to&quot; only its particular
+associated set of mind parts, or mind center.</p>
+
+<div class="sidenote">Independent Mind and Body Centers</div>
+
+<p>If you were constituted otherwise, your life would be very precarious;
+for the injury or destruction of even a minor part of your body would be
+fatal to the whole unit. As it is, you can lose a finger without
+affecting your eye-sight in the least. So you might suffer a localized
+brain injury that would completely paralyze a finger, without impairing
+your sight at all. Either the mind center that governs a finger, or the
+set of muscles in that finger can be affected without necessarily
+reacting upon any <em>other</em> mind center or any <em>other</em> set of muscles.</p>
+
+<div class="sidenote"><a name="Page_85" id="Page_85" />Interrelation Of the Ego And Physical Man</div>
+
+<p><em>But if the mind center that governs a certain set of muscles is
+affected, that set of muscles also is directly affected and at once.
+Likewise if anything happens to a particular set of muscles, the
+reaction is instantly transmitted to its associated mind center through
+the &quot;direct wire&quot; nerves and brain center which particularly serve that
+part of the mind</em>.</p>
+
+<p>Great scientists have studied mental and physical phenomena in
+inter-relation and have learned certain facts. For example, it is known
+that &quot;the mind&quot; not only affects the general functions of &quot;the body,&quot;
+but also the rate of bodily activity and the chemistry of body tissues.
+Long-continued hard thinking actually does &quot;wear a man out.&quot; It consumes
+blood and brain tissue. It &quot;slows him up.&quot; It may impair his digestion
+and appetite. We all know these things, but the scientists know just
+<em>why</em> we feel <em>physically</em> tired after using only our <em>minds</em>.</p>
+
+<p>They have learned also that every activity of the <em>mind</em> has a direct
+effect on the <em>brain substance.</em> That is, each mind operation <em>through</em>
+the brain <em>changes</em> its physical structure in some degree. Mental effort
+or relaxation increases or decreases the amount of blood in the brain.
+When you have been using your mind very hard, your head &quot;feels heavy,&quot;
+and it <em>is</em> unusually heavy then on account of the extra amount of blood
+weight. Even the <a name="Page_86" id="Page_86" />temperature of the brain, particularly of that portion
+of the brain which is especially functioning at a given moment, is
+changed with every mental effort.</p>
+
+<div class="sidenote">Slow Muscles Slow Mind</div>
+
+<p>There is abundant scientific proof that the quality and quantity of
+muscle, brain, and nerve (<em>physical</em>) activity in a particular
+individual are accompanied by corresponding qualities and quantities of
+<em>mental</em> activity. That is, when a person's muscle action, nerve
+response, and brain action are sluggish, his <em>mind</em> also develops a
+characteristic of slow action. And vice versa.</p>
+
+<p>We say of a certain acquaintance that he has an alert mind. But his
+&quot;ego,&quot; or mental self, could not act quickly and alertly if his <em>brain</em>,
+the physical instrument of his <em>mind</em>, did not receive and transmit
+impressions swiftly to his mentality. The <em>brain</em> does not <em>think</em>. It
+is as purely physical as any other part of the body. It just <em>handles</em>,
+or transmits in and out, to and from the <em>mind</em>, the various impressions
+sent <em>in</em> by different sense muscles, and the mental reflexes or
+impulses sent <em>out</em> by the innumerable mind centers. Your mind works
+<em>through</em> your brain. Of course, therefore, the quality and quantity of
+mental work <em>you</em> are capable of doing are limited by the degree of
+handling-or-transmitting <em>efficiency</em> characteristic of <em>your</em>
+particular brain structure.</p>
+
+<div class="sidenote"><a name="Page_87" id="Page_87" />Value of Practical Psychology</div>
+
+<p>Any interference with the <em>brain</em> quality or quantity of an individual
+naturally interferes with his normal <em>mental</em> functioning. If a
+particular part of a man's brain is injured, the associated mind center
+is harmed likewise and his mental <em>quality</em> is affected in proportion.
+Should a certain portion of his brain be cut out, the total <em>quantity</em>
+of his mental powers would be correspondingly reduced. We all know these
+things about the brain and the mind. But only a few scientists are
+familiar with many <em>details</em> of the <em>inter-relation of mind and brain
+and muscles</em>, which should be known to all people who want to make the
+most of themselves. The salesman of himself needs to understand his
+&quot;goods&quot; thoroughly; so as we study the selling process that completes
+the secret of certain success, we dig into <em>practical psychology</em> a
+little way now in order to stimulate in you a desire for further
+exploration of that gold mine of opportunities.</p>
+
+<div class="sidenote">Physical Manifestations of Ideas</div>
+
+<p>The mind depends on the brain, in coordination with the nerves and
+muscles, to <em>express</em> thoughts. That is how your <em>inner</em> or &quot;ego&quot;
+sales-man gets his ideas <em>out</em> of your physical salesman, and <em>shows
+them</em> to the minds of prospective buyers. You can make another person
+conscious of your thoughts only by some <em>perceptible physical
+manifestation</em> of the idea you wish to convey to him. Evidently, then,
+in order to succeed in developing your big sales manhood and in making
+effective impressions <a name="Page_88" id="Page_88" />of it on others, you must learn both <em>how to
+think the ideas of big manhood into your own mind</em> most effectively and
+how to <em>show them outwardly</em> with masterly skill. The first process is
+man development; the second is sales-<em>man</em>-ship, or <em>manhood
+self-expression for the purpose of controlling the ideas of other men</em>.</p>
+
+<div class="sidenote">Selling A Thought</div>
+
+<p>There is but one way to indicate or express what is going on in your
+mind. Your thoughts can be physically shown only by <em>muscular action</em> of
+some kind. Brain and nerve action are hidden, but muscle action can be
+perceived. If your <em>muscular action</em> expresses exactly the <em>idea</em> you
+desire and will and use it to manifest, your mind is able to get its
+<em>thought</em> across to another mind&mdash;<em>to sell</em> the idea.</p>
+
+<p>Conversely, if your muscle action&mdash;your outer, perceptible
+self&mdash;expresses something <em>different</em> from your thought intention, your
+mind has failed to make the true impression of your idea. It may be that
+an impression directly contradictory to your thought has been made by
+your muscles working at cross purposes. So the truth in your mind won't
+get across to the other man's mind&mdash;not because your <em>idea</em> was untrue,
+but because it has not been <em>physically interpreted</em> by your muscles as
+you <em>intended</em>. For example, you might stand so much in awe of a man you
+greatly admire that you would avoid speaking to him, and in consequence
+would <a name="Page_89" id="Page_89" />appear to him indifferent or cold. Your physical appearance would
+belie your intentions.</p>
+
+<p>Perhaps, if you have failed in life or have only partially succeeded,
+despite the qualifications you possess for complete success, your
+<em>muscles</em> may be principally to blame. The parts of your idea-selling
+equipment that <em>can be perceived in action</em> probably have not &quot;delivered
+the goods&quot; of sale correctly.</p>
+
+<div class="sidenote">How Knowledge is Accumulated</div>
+
+<p>Not only is your mind absolutely dependent on the muscular system of
+your body for any true <em>expression</em> of the real <em>you</em> inside; it
+likewise must depend on the activity of your various sets of muscles to
+get all the <em>incoming</em> sense impressions that make up whatever
+<em>knowledge</em> you have.</p>
+
+<p>Have you realized how your present fund of information was accumulated?
+Everything you know came into your conscious mind originally through
+impressions first made on your various &quot;sense&quot; muscles, and then
+transmitted by nerve telegraph to directly connected brain centers,
+which in turn passed on to their associated mind centers these original
+impressions of new ideas. Many repetitions of similar sense impressions
+were needed to register permanently in your mind your first conceptions
+of different colors, scents, etc. Thus you learned to think. The process
+was <em>started</em>&mdash;not by your <em>mind</em>&mdash;but by your various &quot;sense&quot; muscles.
+These received from your environment <a name="Page_90" id="Page_90" />impressions of heat, cold,
+softness, hardness, etc., and passed them in to associated brain-mind
+centers, which thus commenced to collect knowledge about the world which
+you entered with a mind <em>absolutely empty of</em> ideas.</p>
+
+<p>If a child might be born with a good brain, but with his general
+muscular system completely paralyzed, <em>he could learn nothing at all</em>
+regarding the world. He would have no conscious mind. No sense
+impression of smell, light, taste, sound, or feeling could be received
+by the brain of such a child; for no original perceptions of any kind
+could be taken in. He would be like a complete telegraph system with
+every branch office closed. No intelligence would be transmitted; since
+no message could be even filed for sending. Because of the paralysis of
+the sensory muscles, the child's conscious mind would remain blank.</p>
+
+<div class="sidenote">Each Mind-Center Must Be Developed Specifically</div>
+
+<p>Recall now that you have a <em>multiplex</em>, not a single brain. That is,
+your so-called &quot;brain&quot; is made up of innumerable, distinct &quot;brain
+centers&quot; which function quite independently of one another. No
+particular unit requires help from any of the others in order to do its
+especial work with full efficiency. <em>Each center attends only to its
+specific business in your life</em>. It rests, or relaxes from activity,
+when it has nothing to do; or when the particular muscles it governs are
+not in use. And, of course, when a <a name="Page_91" id="Page_91" />certain <em>brain</em> center rests or is
+inactive, its associated <em>mind</em> center also rests or is inactive.</p>
+
+<p>As already has been stated, the mind of a man is built up, <em>through</em> the
+brain instrument, by the <em>sense impressions</em> transmitted to his
+consciousness. In other words, <em>all he knows with his mind first came
+into his mental capacity from outside impressions of things and ideas</em>.
+The fewer the impressions that come into the mind through the brain, the
+less does a man know. And only the impressions that come into a
+<em>particular</em> mind center develop <em>that</em> center. (For example, the
+development of keenest eyesight by many <em>optical</em> impressions would not
+affect at all a man's ability to discriminate among the tones of music,
+would not give him &quot;a good <em>ear</em>.&quot;)</p>
+
+<div class="sidenote">Weak or Undeveloped Centers</div>
+
+<p>It is evident, therefore, that if a <em>particular brain center</em>
+temporarily or permanently is deprived of right and sufficient exercise
+in transmitting sense impressions, <em>its coordinated mind center</em> will be
+stunted in its growth or starved for lack of mental food. This is why a
+man is awkward in using his native tongue when he returns to the country
+of his birth after a long residence among people of a different nation
+where that language was not spoken. But a little exercise of his brain
+in transmitting again the sound of his native tongue will quickly
+stimulate his mind with the renewed supply of this particular mental
+food to which it formerly <a name="Page_92" id="Page_92" />was accustomed. In a few weeks he will use
+the old language naturally; whereas another man, who never had spoken
+it, would require years to build up such full knowledge from a start of
+complete ignorance of the language.</p>
+
+<p>Evidently, too, a <em>weak</em>, undeveloped brain center would be incapable of
+receiving <em>strong</em> mental impulses from its coordinated mind center, and
+of transmitting them in full strength to the particular muscles governed
+by that mind center. This is why, if a man's <em>brain center</em> of courage
+is undeveloped, even the most courageous <em>thoughts</em> will not make his
+body <em>act</em> bravely. His legs may run away against his will to fight. The
+physical instrument of his mind (his brain), and also certain associated
+sets of muscles, must be sufficiently exercised in the <em>action</em> of
+courage to build up within him the <em>physical structure</em> of fearlessness
+that will be instantly responsive to a <em>mental attitude</em> of bravery.</p>
+
+<div class="sidenote">Right Exercise for Development</div>
+
+<p>If for any reason the brain instrument is weak or undeveloped, it can
+handle only weakly either in-coming messages to the ego from the senses,
+or out-going impulses from the mind to the muscles. So, because of this
+undeveloped brain instrument, the full capability of neither the inner
+nor the outer man can be built up and put to use. Obviously, therefore,
+if one is ambitious to succeed, he needs to know and to practice the
+<em>coordinated mind-brain-muscle exercises</em> that will increase the
+quantity and <a name="Page_93" id="Page_93" />better the quality of his man capacity. Since he is a
+&quot;many-minded, many-bodied&quot; man, <em>general</em> physical and mental exercise
+will not develop the <em>particular</em> qualities required to assure his
+success. Each and every mind-brain-muscle set must be built up
+individually by <em>specific</em> exercises which strengthen <em>that particular
+unit</em> of the multiplex man. Then, of course, all his units should be
+taught to work <em>together</em> to make his success certain with his
+all-around capability fully developed and coordinated.</p>
+
+<div class="sidenote">The Discriminative-Restrictive Method</div>
+
+<p>Luther Burbank worked out &quot;discriminative-restrictive&quot; methods of growth
+that may be applied as successfully to men as to plants. He could not
+have built up the ability of a prune tree to produce <em>delicious</em> fruit
+if he had not fed into the tree structure, or instrument of production,
+a sufficient quantity and high quality of the <em>particular plant foods of
+deliciousness</em>. He restricted his experimental prune trees to the
+development of specific delicious qualities, by giving them no food
+except that <em>discriminatively</em> selected for his purpose. That is, he
+made them develop in one way and in one way only, when he was making a
+particular test.</p>
+
+<p>Similarly, as has been stated before, you can develop the specific <em>man</em>
+qualities you need to succeed. You must <em>feed</em> to a particular mind
+center, through the related brain center, <em>selected<a name="Page_94" id="Page_94" /> sense impressions</em>.
+These can come only from the coordinated set of <em>muscles</em> governed by
+that mind-brain center. Then you should <em>exercise</em> the specific brain
+center and set of muscles in the production of mental reflexes, or the
+mind fruit. Acts of courage, for example, are the fruit of brave
+thoughts.</p>
+
+<div class="sidenote">Brain Development</div>
+
+<p>A particular brain center, of course, will be strengthened both by the
+<em>food</em> of sense impressions it is given, and by the <em>exercise</em> of
+handling messages to and from the mind. The brain, or physical
+instrument of the mind, is like an intermediary or go-between of the ego
+and the body. It is of the utmost importance that it should do its work
+efficiently. Otherwise the full capability of neither the outer nor the
+inner man can be utilized.</p>
+
+<p>If Brown passes something to Jones, who passes it along to Smith; then
+Smith passes it back to Jones to be re-passed to Brown&mdash;Jones, the
+middle agent of transmission or handling instrument, whom we are
+comparing to the brain, might be so awkward, slow, and inefficient as a
+go-between that the possible ability of Brown and Smith in passing would
+be nullified or greatly hampered. But if the inefficiency of Jones is
+blamable to his inexperience, it evidently can be changed to efficiency
+by <em>sufficient right exercise</em> in passing. The more of that sort of work
+he does, in either direction, the better passer will Jones become.</p>
+
+<p><a name="Page_95" id="Page_95" />His exercise, however, must be <em>in passing</em> things, if <em>passing</em>
+capability is to be developed. He would not become a better and quicker
+<em>passer</em> by any amount of exercise in taking things apart, or in
+inspecting things&mdash;wholly dissimilar functions.</p>
+
+<div class="sidenote">Training in Passing</div>
+
+<p>Moreover, Jones would not become an expert passer of <em>glassware</em> as a
+result of practice in passing <em>bricks</em>, for the two kinds of things are
+not handled alike. Indeed, the man accustomed to passing bricks might be
+more likely to break glassware than another man who previously had no
+particular skill in passing anything. The expert brick-passer would be
+apt to forget sometimes that he was passing glass. His muscles might
+treat the fragile ware with the rough habit acquired in passing bricks.</p>
+
+<p>Plainly, discriminative-restrictive methods of training are required to
+perfect capability in any <em>particular</em> kind of physical passing; however
+much skill in <em>general</em> passing may have been developed. If Jones should
+become expert in passing pails of liquid, he would nevertheless need to
+train himself anew in order to pass frozen liquid efficiently in the
+form of cakes of ice. And, to particularize still more, it would be
+necessary for him to learn how to pass different liquids. Water and
+thick molasses in pails should not be handled alike.</p>
+
+<p>Similarly the various brain centers, as passers of different sense
+impressions and mental reflexes in and out, require, each of them&mdash;like
+Jones&mdash;the<a name="Page_96" id="Page_96" /> <em>specific</em> exercises that will develop <em>their several
+particular</em> abilities. The <em>individual brain unit</em> (as of courage,
+memory, judgment, etc.) is strengthened only by handling the in and out
+business of <em>its</em> coordinated muscles and mind center. Also, while a
+particular set of muscles and coordinate mind center are strengthening
+their brain center by the exercise they give <em>it</em>, they are both being
+developed by the same exercise of passing along sense impressions and
+thoughts to each other through the brain&mdash;like Smith and Brown.</p>
+
+<div class="sidenote">The Process Of Growth</div>
+
+<p>Returning to the comparison of Burbank's methods with man development,
+we perceive again how the principle of discriminative-selective training
+is applied to accomplish the growth of certain characteristics needed
+to assure a man's success. The plant wizard in his initial tests gave
+to his undeveloped prune trees particular food and conditions and
+treatment selected for the purpose of imparting specific qualities of
+deliciousness. A prune <em>somewhat improved</em> in deliciousness was
+the first result. Then from the product of that <em>improved</em> prune
+he started <em>another</em> cycle of development. He fed the selected food
+of deliciousness to the improved prune tree, and a fruit <em>more</em>
+delicious resulted. His work was simply plant breeding by the
+discriminative-restrictive method. Brain breeding is a similar process
+of <em>particularized, cumulative</em> development.</p>
+
+<div class="sidenote"><a name="Page_97" id="Page_97" />Begin With Specific Training of The Outer Man</div>
+
+<p>All the foregoing rather complicated explanation of &quot;psychological
+processes&quot; has seemed necessary to make a clear impression of the <em>right
+training methods</em> for building within you any quality you need to assure
+your success. You must begin by training your <em>outer</em> man.</p>
+
+<p>You can develop a particular mind-brain center (such as the center of
+courage) only by the discriminative-restrictive training of those
+portions of your <em>body</em> which are directly related in activity and
+responsiveness to that mind-brain unit of the multiplex YOU. Training of
+<em>any other</em> set of muscles will not develop the particular mind-brain
+center you want to build up, and would be a wrong procedure.</p>
+
+<p>You should <em>begin</em> with specific training of particular sets of <em>sensory
+muscles</em> because, as we have seen, that is the <em>natural</em> order of the
+process of growth. It is how you began to learn everything you know. You
+can increase and improve your present limited, conscious knowledge most
+effectively by taking into your mind from your <em>trained</em> particular
+senses <em>more and better</em> impressions than you ever have taken in before.</p>
+
+<div class="sidenote">Developing Persistence</div>
+
+<p>Suppose your success has been hindered by your lack of persistence. You
+need to develop <em>that quality</em> in particular. Let us see how the
+discriminative-restrictive principle should be applied specifically <a name="Page_98" id="Page_98" />to
+assure you of building <em>persistence</em> within yourself.</p>
+
+<p>First it is necessary that you discriminate between <em>this one</em> quality
+and <em>all others</em>; especially between it and the quality of
+<em>determination</em>. Very <em>different</em> training methods are required to
+develop persistence and determination respectively. When you are just
+&quot;determined&quot; to do a thing, your jaw muscles, your arm and back muscles,
+perhaps all your commonly known muscles, will be hardened <em>as long as
+you remain determined, but no longer</em>. They will relax when the occasion
+for determination has passed. The habit of instantly tensing your
+muscles temporarily whenever you need to be determined will very greatly
+strengthen and improve the efficiency of your brain-mind center of
+<em>determination.</em> But that <em>temporary</em> hardening of your muscles will
+only slightly affect the development in you of <em>characteristic
+persistence</em>.</p>
+
+<div class="sidenote">Developing Determination</div>
+
+<p>Hence the training of your muscles for building the habit of
+determination within you should be concentrated on exercise in <em>changing
+swiftly</em> from comparative laxity to <em>muscular tension</em>. That is, in
+order to accustom your <em>mind</em> to hardening with <em>determined thoughts</em>
+whenever determination is needed, you should train your <em>muscles</em> to
+harden <em>in coordination</em>, and thus to support your mental determination
+by the complementary <em>physical suggestion</em> of the same quality.</p>
+
+<p><a name="Page_99" id="Page_99" />You do not need to use determination <em>all the time</em>; so it will be
+sufficient if your muscles are taught to be <em>quickly responsive</em> to
+determination of mind on any occasion. (You know it helps you to carry
+out a resolution if you stiffen your body at the moment you make up your
+mind to do a thing, but <em>continued</em> stiffness of the body in
+determination would be a strain likely to weaken your power of action
+unless backed by a tremendous, stored-up reserve strength of muscles.)
+Begin your practice for the development of determination, then, by
+training your muscles to tauten the instant you think determinedly. Your
+brain-mind center of determination will also be strengthened by the
+exercise that builds up the supporting habit of muscle action in
+coordination. Millions of men have failed in life because their
+determined thoughts were not reenforced by stiffened backbones.</p>
+
+<div class="sidenote">Discrimination Between Determination and Persistence</div>
+
+<p>Now let us discriminate between muscle training to develop the
+characteristic of <em>persistence</em> and the training already described for
+the building of determination. In order to strengthen your persistence,
+you must transmit through the distinct brain center of persistence to
+the corresponding mind center, the impression of muscles <em>permanently
+developed in firmness</em>, not just capable of temporary hardening on
+occasion.</p>
+
+<p>The <em>characteristically persistent</em> man has gradually developed his
+lax-muscled, sagging, baby chin <a name="Page_100" id="Page_100" />into a jaw that is habitually firm,
+whether or not he happens to be determined to do anything at a given
+moment. His muscles do not sag utterly, even when he is asleep. He
+probably wakes up in the morning with his teeth clenched. So, whenever
+his coordinated brain-mind center perceives that the quality of
+persistence is required, and starts to apply it, the <em>mental impulse</em> to
+persist is backed by a <em>permanent firm muscle structure</em> that can stand
+up as long as the mind needs the physical support.</p>
+
+<div class="sidenote">A Slump in Determination</div>
+
+<p>In contrast, the man who is only characteristically <em>determined</em>, but
+who lacks <em>persistence</em> in his determination, has developed just the
+habit of hardening his muscles <em>for the time</em> he is determined on doing
+a particular thing. That does not exercise his muscles sufficiently to
+make them firm <em>all</em> the time, whether under tension or not.
+Consequently his determination is likely to slump if his resolution is
+subjected to a long strain. He does not possess muscular structure
+sufficiently strong to support persistence in his determination.</p>
+
+<p><em>Habitual lack</em> of firmness in the jaw muscles, as you know, results in
+a sagging chin; which detrimentally affects the brain-mind center of
+persistence. A man whose jaw habitually hangs loose may be capable of
+great <em>determination</em> for a while, but he is not <em>persistent in
+character</em>. He might clench his teeth, stiffen his body, and plunge into
+<a name="Page_101" id="Page_101" />the surf to rescue a drowning person; but his first resolution to
+effect the rescue would be weakened by the cold water and by fear. He
+lacks the quality of the bulldog that will die rather than loose its
+teeth from another dog's throat.</p>
+
+<div class="sidenote">Muscles Express and Impress Ideas</div>
+
+<p>The coordinated muscles <em>express</em> the mental attitude, as we have
+perceived; and equally they <em>impress</em> the mind with <em>their</em> attitude. If
+you have a sagging chin, you are incapable of the mental bulldog grip of
+persistence. So <em>tighten up your jaw muscles, and never let them hang
+utterly loose</em>, if you are resolved to develop the characteristic of
+&quot;stick-to-it-iveness.&quot; <em>Begin</em> with <em>muscle</em> training, for your muscles
+must be utilized to start the process of building up your brain-mind
+center of persistence.</p>
+
+<div class="sidenote">Developing Perception</div>
+
+<p>When you train the particular sense muscles that transmit external
+<em>impressions</em> to a particular brain-mind unit (the same muscles that
+reflexively <em>express</em> the ideas of that one part of your multiplex ego)
+you may be absolutely <em>sure</em> of developing a particular related
+characteristic. For example, if you want to sharpen your <em>perceptive</em>
+faculties so that you will see with the <em>eyes of your mind</em> much more
+than the <em>ordinary</em> man perceives, exercise your <em>physical</em> eyes in
+taking snap-shots that you can see clearly in detail <em>with your
+imagination</em> when you look away from an object after a glance at it. Try
+glancing at the furnishings of your room, then <a name="Page_102" id="Page_102" />shut your eyes and
+construct a mental picture. When this is definitely clear to you, open
+your eyes. The reality will be very different from your imagined
+picture. But <em>sharpen your perceptive faculties</em>, develop a &quot;camera
+eye;&quot; then the reality will be exactly impressed on your mind. Witnesses
+in court often contradict one another, in all honesty, simply because
+their ability to perceive actualities is not highly developed. In
+consequence, they get false mental impressions of happenings or things
+they severally have seen.</p>
+
+<div class="sidenote">Three Processes Of Mental Development</div>
+
+<p>There are but three <em>processes</em> of mental development:</p>
+
+<p>The first process comprises <em>getting information</em> from a <em>sense</em> to its
+associated <em>brain center</em>, which then makes the <em>mind</em> center conscious
+that particular information has been transmitted to it.</p>
+
+<p>The second process is <em>organizing</em> the information in the mind center,
+with relation to <em>other</em> information <em>previously</em> brought to the mind.</p>
+
+<p>In the third process the mind center directs its co-related brain center
+to send out certain <em>impulses of action</em> to the corresponding muscular
+structure.</p>
+
+<p>Let us analyze an illustration of these three processes of mental
+development. Suppose first you <em>hear</em> something that concerns a
+particular prospect for your &quot;goods of sale.&quot; Second, you comprehend the
+<em>significance</em> to you of what you have heard. Third, your mind directs
+your muscles to <a name="Page_103" id="Page_103" />make a particular <em>use</em> of what you have comprehended.
+The original mental impression has been <em>fully developed</em> because you
+employed all three processes. If you had not completed the cycle of
+development, you would have given your mind only partial exercise with
+what you heard.</p>
+
+<p>In order to become a master salesman, you must <em>take in</em> many
+impressions, perceive their <em>significance to you</em> and how you can make
+use of them, then <em>act</em> on your comprehension of what you have learned.
+There are countless failures in the world who might have been successes
+if they had not stopped their possible mental development at the first
+or second stages.</p>
+
+<p>A man might know an encyclopedia of facts, but be a failure.</p>
+
+<p>He might comprehend how to use his knowledge, and still be a failure.</p>
+
+<p><em>Success comes only to the man who acts most effectively on what he
+knows</em>.</p>
+
+<div class="sidenote">Right Practice Of the Three Processes</div>
+
+<p>In order to secure quick and effective results, the <em>practice</em> of the
+three necessary processes of development should be:</p>
+
+<p>First, <em>definitely conscious</em>. You need to <em>know just what</em> quality you
+want to develop in yourself.</p>
+
+<p>Second, <em>discriminative</em>. You must learn the <em>differences</em> between what
+you <em>want</em>, and what you <em>don't want</em> to develop in particular.</p>
+
+<p><a name="Page_104" id="Page_104" />Third, <em>restrictive</em>. It is necessary that in your training to develop a
+certain quality, you <em>concentrate</em> your practice on the respects in
+which this particular quality differs from other qualities.</p>
+
+<p>Most of us are pretty <em>definitely conscious</em> of what we want. We know
+just the qualities we would like to have. But very few people employ
+most effectively the <em>discriminative-restrictive methods of training</em> in
+their processes of development.</p>
+
+<div class="sidenote">Importance of Differentiation</div>
+
+<p>It is impossible to develop a particular quality fully if you only
+recognize its <em>likenesses</em> to other qualities. <em>Real mental development
+is accomplished only as a result of the recognition of differences</em>.
+After studying twins for a year, you still might be unable to tell them
+apart if you were impressed solely with their remarkable similarity to
+each other. Another man, with a mind discriminatively and restrictively
+trained to recognize differences, would learn in five minutes to
+distinguish the individualities of the twins.</p>
+
+<p>Almost phenomenal development can be attained by use of the
+discriminative-restrictive training method. The minutest distinctions
+can be perceived if one concentrates his practice for mental growth on
+the recognition of <em>differences only</em>. Individuals who have lost one
+or more senses become extraordinarily adept in detecting contrasts with
+their <a name="Page_105" id="Page_105" />other senses. A normal man, possessed of all his senses, is
+capable of even greater development of his powers of differentiation.</p>
+
+<p>You know how remarkably a blind man learns to &quot;see&quot; with his fingers
+and ears. But need you lose the sense of sight before you can comprehend
+the lesson of his example to you? You realize that you appear to lack
+many essential qualities of success. Know now that these are all merely
+<em>dormant</em> in you. They can be awakened and developed to an
+extraordinary degree if you train yourself consciously in the
+discriminative-restrictive use of all your sense tools. You would do it
+if you were blind. It certainly should be much easier to accomplish the
+desired transformation with your eyes open to aid your other senses.</p>
+
+<div class="sidenote">Whatever You Lack Now You Can Develop</div>
+
+<p>The significance of all this is that you need not be permanently
+handicapped in your sales-<em>man</em>-ship by any present lack of particular
+qualifications for success. <em>It makes no difference what you happen to
+be short of now</em>. By properly coordinating your brain-mind-muscle sets
+or centers, and by using all three in the processes of your development,
+<em>you can make yourself over almost miraculously</em>. Will power, courage,
+exact and wise judgment, persistence, patience, rapid thinking,
+constructive imagination&mdash;<em>any and all qualities you want</em> CAN be
+developed in you, even though they now seem not to exist.</p>
+
+<p><a name="Page_106" id="Page_106" />Your development is limited only by the practically limitless number of
+unawakened cells in your brain. Most of your potential mind centers are
+asleep yet. <em>You can wake up the slumberers with your various sense
+muscles, and vigorously exercise them into activity for your success</em>.
+You have been handicapped because you have been carrying so many
+&quot;dead-heads&quot; that ought to be working or paying their way.</p>
+
+<p><em>Remember that growth of any brain-mind center can be begun and
+continued only by the exercise of the coordinated set of sense muscles
+in transmitting impressions from outside yourself and in expressing your
+thoughts</em>.</p>
+
+<div class="sidenote">Your Limitless Brain Capacity</div>
+
+<p>The number of cells in the human brain has been estimated at from six
+hundred millions to two billions. The greatest genius who ever lived
+doubtless had scores of millions of brain cells that remained more or
+less idle, if not sound asleep, all his life. Nature has furnished you
+with a plentiful surplus of grey matter in your head. Do not be afraid
+that you will exhaust or tire out your brains by your self-development.
+<em>Put into your work all the brains you can waken with your various
+senses. And keep the alarm clocks wound up</em>.</p>
+
+<p>William James, the great psychologist, wrote, &quot;Compared with what we
+ought to be, we are only half awake. Our fires are damped; our drafts
+are checked. We are making use of only a small part <a name="Page_107" id="Page_107" />of our physical and
+mental resources. There are in every one potential forms of activity
+that actually are shunted from use. Part of the imperfect vitality under
+which we labor can thus be easily explained. One part of our mind dams
+up&mdash;even damns up&mdash;the other part.&quot;</p>
+
+<div class="sidenote">Growth Can Be Assured And Success Made Certain</div>
+
+<p>Can you become a big sales MAN? Of course! You have all the necessary
+tools to make yourself over in any way you will&mdash;your muscles, nerves,
+brain, and mind. Use them cooperatively, as they were meant to be used,
+<em>in their respective sets</em>&mdash;not as if you were a mental-physical unit.
+<em>To develop your sales manhood you need only to apply real thinking in
+the processes of your daily life</em>. Study out the reasons and effects of
+all your acts and expressions. Your experimental psychological
+laboratory should be yourself, undergoing at your hands the
+transformation from what you are to what it is possible for you to
+become. Begin making your man-stuff over. Each successive step will be
+easier to take. <em>Your growth, when you employ the right processes and
+methods, is certain</em>. Therefore your success in making yourself a big
+sales man can be <em>assured</em>.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_III" id="CHAPTER_III" /><a name="Page_108" id="Page_108" />CHAPTER III<br />
+
+<em>Skill In Selling Your Best Self</em></h2>
+
+
+<div class="sidenote">Practice Of the Art</div>
+
+<p>If you have developed real capability and first-class manhood, you have
+&quot;the goods&quot; that are always salable. But you realize now that the mere
+<em>possession</em> of these basic qualifications for success will not insure
+you against failure in life. You cannot be <em>certain</em> of succeeding
+unless you <em>know how to sell</em> true ideas of your best self in the right
+market or field of service, and until you develop <em>sales skill</em> by
+continual correct practice.</p>
+
+<p>We will assume that you have had little or no selling experience. You
+are conscious that you entirely lack sales art. Therefore, though in
+other ways you feel qualified to succeed in life, you may be dubious
+about your future. Perhaps you realize that <em>skill in selling</em> true
+ideas of your best capabilities is all you need to make your success
+certain. But you question, &quot;Can I be <em>sure</em> of becoming a skillful
+salesman of myself?&quot; You have no doubt of your ability to <em>learn</em> the
+selling process, but very likely you do not believe you ever could
+<em>practice</em> it with the art of a master salesman. Consequently you are
+not yet convinced of the certainty of your success.</p>
+
+<div class="sidenote"><a name="Page_109" id="Page_109" />Success Proportionate To Sales Skill</div>
+
+<p>Of course success cannot be absolutely assured in advance unless <em>every
+element</em> of the secret we have analyzed can be mastered. Hence it is
+necessary that you now be shown <em>certain ways</em> to sell ideas&mdash;ways that
+<em>cannot fail</em>, that are adaptable to the sale of <em>any</em> right &quot;goods,&quot;
+and that <em>you</em> surely can master. You need to feel absolutely confident
+that <em>if you follow specific principles and use particular methods, you
+can impress on any other man true ideas of your best capabilities</em>. When
+you become skillful in making good impressions, you certainly will be
+able to sell yourself into such chances to succeed as fit your
+individual qualifications.</p>
+
+<p><em>Your success with the best that is in you can be made directly
+proportionate to your skill as a salesman of &quot;your goods</em>.&quot; Mastery of
+the art of selling will enable you to cut down to the minimum the
+possibilities of failure in whatever you undertake. Remember that
+<em>success does not demand perfection.</em> There never was a 100% salesman.
+To be a success, you need only <em>make a good batting average in your
+opportunities</em> to sell. It is not necessary to hit 1000 to be a champion
+batsman in the game of life. Ty Cobb led his league a dozen years with
+an average under .400.</p>
+
+<div class="sidenote">Technique And Tools</div>
+
+<p>The <em>foundation</em> of sales art is <em>knowledge of selling technique</em>. So
+the first step in the process of developing your skill as a salesman of
+yourself is <a name="Page_110" id="Page_110" />the study of the <em>right tools</em> for making impressions of
+&quot;true ideas of your best capabilities.&quot; You must know, also, the
+scientific rules that govern the <em>most effective use</em> of these right
+tools. Technique, however, is only the <em>basic element</em> of salesmanship.
+On the foundation of your sales <em>knowledge</em> it is necessary to build
+sales <em>skill</em> that will completely cover up your technique. Your
+perfected sales art should seem, and really be <em>second nature</em> to you.</p>
+
+<p>Your salesmanship probably will be crude until you overcome the
+awkwardness of handling unfamiliar tools, or familiar tools in ways that
+are new to you. But &quot;practice makes perfect.&quot; The use of the right
+technique in selling true ideas about your best self will soon become
+natural.</p>
+
+<div class="sidenote">Making Success Easy</div>
+
+<p>The <em>skillful</em> sale of ideas is accomplished <em>without waste of time or
+energy in the selling process</em>. The unskillful, would-be salesman not
+only fritters away his own time and effort, he also wastes the patience
+and power of the man to whom he wants to sell his &quot;goods.&quot; The sales
+artist, however, gets his ideas into the mind of a prospect <em>quickly</em>,
+with the least possible <em>wear and tear</em> on either party to the sale. No
+one appreciates a fine salesman so thoroughly as the best buyer. Skill
+in selling true ideas about your particular qualifications will not only
+<em>assure</em> your success, but will make it <em>easy</em> for you to succeed.</p>
+
+<div class="sidenote"><a name="Page_111" id="Page_111" />Docking Your Sales-man-ship</div>
+
+<p>The skillful salesman is the captain of his own sales-man-ship. But in
+order to make certain of landing his cargo of right impressions he takes
+aboard the pilot Science to begin with, and then concentrates on four
+factors of the art of selling ideas:</p>
+
+<p>First, <em>discovering and traversing</em> the best channel into the prospect's
+mind;</p>
+
+<p>Second, <em>locating the particular point of interest</em> upon which the
+salesman's cargo can be most effectively unloaded;</p>
+
+<p>Third, <em>maneuvering alongside</em> this center of the buyer's interest;</p>
+
+<p>Fourth, <em>securely tying to</em> the interest pier so that the shipload of
+ideas may be fully discharged.</p>
+
+<p>The primary aim of the skillful salesman <em>when making port</em> is to get
+safely to the right landing place as soon as possible and with the least
+danger of failure in his <em>ultimate purpose</em> of completing the sale. At
+this initial stage of the selling process, however, he concentrates his
+thoughts on the <em>skillful docking</em> of his sales-man-ship. The <em>nature of
+the cargo</em> a sailor ship captain brings to port has little or nothing to
+do with the art of reaching and tying up to the pier. Similarly,
+whatever his &quot;goods of sale,&quot; the skillful <em>salesman</em> uses the same
+principles and methods to dock his salesman-shipload of ideas most
+effectively in the harbor of the prospect's mind. So the <em>art</em> you are
+studying is<a name="Page_112" id="Page_112" /> <em>standardized</em>. When you master it, you can apply it
+successfully to the sale of your best self or any other &quot;goods of sale.&quot;</p>
+
+<div class="sidenote">Reasoning And Argument Are Wrong</div>
+
+<p>Before considering the methods of selling that are most effective, it
+will be well to get rid of a mistaken idea that is all too common. A
+great many people regard reasoning power, or the force of pure logic, as
+an important selling tool. There are so-called salesmen who attempt to
+&quot;argue&quot; prospects into buying. Unthinking sales executives sometimes
+instruct their representatives to employ certain &quot;selling arguments.&quot;
+But the methods and language of the debater have no place in the
+repertory of a <em>truly artistic</em> salesman or sales manager.</p>
+
+<p>One debater never <em>convinces</em> the other. At best he only can <em>defeat</em>
+his antagonist. In a skillfully finished sale, however, there should be
+neither victor nor vanquished. The selling process is not a battle of
+minds. There is no room in it for any spirit of antagonism on the part
+of the salesman. So in your self-training to sell true ideas of your
+best capabilities, do not emphasize especially the value of logic and
+reasoning. If you use them at all in selling yourself, disguise their
+character most skillfully. <em>Never suggest that you are debating or
+arguing your qualifications</em> with prospective buyers of your mental or
+physical capacity for service. You cannot browbeat your way into
+opportunities to succeed.</p>
+
+<p><a name="Page_113" id="Page_113" />Most employers buy the expected services of men and women in order to
+satisfy their own <em>desires</em> for particular capabilities. Few will buy
+against their wishes. In order to sell your qualifications with certain
+success, you first must make the other man genuinely <em>want</em> what you
+offer. Almost always <em>mind vision</em> and <em>heart hunger</em> must be stimulated
+to produce desire. Therefore the most skillful salesman of himself does
+not use the words, tones, and actions of argument. In preference to cold
+reason and logic he employs the arts of <em>mental suggestion</em> and
+<em>emotional persuasion</em>.</p>
+
+<div class="sidenote">The Force of Suggestion</div>
+
+<p>Suggestion is especially effective in producing desire; because an idea
+that is merely <em>suggested</em>, and not stated, is unlikely to provoke
+antagonism or resistance. A suggestion is given ready access to the mind
+of the other man. Usually it gets in without his realizing that a
+<em>strange</em> thought has entered his head from outside. When he becomes
+conscious of the presence in his mind of an idea that has been only
+<em>suggested</em> to him, he is apt to treat it <em>as one of his own family of
+ideas</em> and not as an intruder. Naturally he is little inclined to oppose
+a desire that he thinks is <em>prompted by his own thoughts</em>. However, he
+would be disposed to resist the same wish if he realized it had been
+<em>injected</em> into his consciousness.</p>
+
+<p>All of us know the great force of suggestion; but there are very few
+people who so use words, <a name="Page_114" id="Page_114" />tones, and movements as to make the <em>most</em> of
+their power of <em>suggesting</em> ideas in preference to <em>stating</em> them.
+Probably no tool of salesmanship will be of more help in <em>assuring</em> your
+success than fully developed ability in suggestion, which is the
+skillful process of getting your ideas into the minds of others
+<em>unawares</em>.</p>
+
+<div class="sidenote">Words Are Doubted</div>
+
+<p>The <em>words</em> we use are intended to convey pretty definite meanings to
+listeners. If we are entirely honest in our words, we expect whatever we
+say to be taken at its face value as the truth. Yet each of us knows
+that his own mind seldom accepts without question the statements of
+other men, however well informed and honest they are reputed to be. You
+and I mentally reserve the right to believe or to doubt the written or
+spoken <em>words</em> of someone else; because they always enter our minds
+<em>consciously</em>. We know that the words we hear or read come from <em>outside
+ourselves</em>.</p>
+
+<p>The skillful salesman proceeds on the assumption that his words will be
+stopped at the door of the prospect's mind and examined with more or
+less suspicion of their sincerity and truth. Therefore the selling
+artist employs words principally for one purpose&mdash;to communicate to the
+other man information about such <em>facts</em> as cannot be introduced to his
+consciousness otherwise. Some facts can be told only in words. But a
+master of the selling process uses as few words as possible to convey
+<a name="Page_115" id="Page_115" />his meaning. He depends on his <em>suggestive tones</em> more than on what he
+says. He reenforces his speech with accompanying <em>movements</em> and
+muscular <em>expressions</em>, to get into the mind of the other man by
+<em>suggestive action</em> the true <em>ideas behind the words</em> used.</p>
+
+<p>Similarly when you bring your full capability to the market of your
+choice, you should not rely upon a mere <em>declaration</em> of your
+qualifications; and upon <em>word</em> proof, written or spoken, that you are
+<em>the</em> man for the job. Your words are unlikely to be taken at their face
+value. Any claims you have a right to make will be discounted heavily if
+you <em>say</em> very much about your own ability. You run the risk of being
+judged a braggart and egotist when you <em>talk</em> up your good points;
+though you may be telling no more than the plain truth.</p>
+
+<div class="sidenote">Tones and Acts Are Believed</div>
+
+<p>However, if your <em>tones</em> of sincerity and self-confidence denote really
+big manhood; and if your every <em>act and expression</em> indicate to a
+prospective employer that you are entirely capable of filling the job
+for which you apply, he probably will consider himself very shrewd in
+sizing you up. Really <em>you</em> have suggested to him every idea he has
+about you, but he will think <em>he</em> has <em>found</em> in you the very
+qualifications he desires in an employee. You can do more to sell
+yourself by the way you walk into a man's office than you could
+accomplish by bringing him the finest letters of introduction or by
+&quot;giv<a name="Page_116" id="Page_116" />ing him the smoothest line of talk about yourself.&quot; He is able to
+read the principal characteristics of the real You in your poise and
+movements and in the manner of your speech. <em>He will believe absolutely
+any characteristic he himself finds in you</em>. <em>What</em> you say to him may
+have little real influence on his judgment of you. But be sure that he
+will note <em>how</em> you speak; and will make up his mind about you from your
+tones and actions, rather than from your words. He will think the ideas
+you suggest to him are <em>his own original discoveries</em>.</p>
+
+<div class="sidenote">Suggestion By Tones And Acts</div>
+
+<p>Evidently, before you attempt to achieve success, it is very important
+that you study the <em>art of suggestion</em> by tones and actions. When you
+know the principles, you should practice this art until you make
+yourself a master of skillful suggestion.</p>
+
+<p>You need to know precisely the <em>effects</em> of tone <em>variations</em>, the exact
+<em>significance</em> of the <em>various</em> tones you can use. It is necessary also
+for you to comprehend not only that &quot;Every little movement has a meaning
+all its own,&quot; but <em>just what that meaning is</em>. When you are equipped
+with thorough knowledge of <em>how</em> to suggest particular ideas through
+tones and motions, you should practice using the principles and methods
+of suggestive expression you have learned, until it becomes second
+nature <em>always to speak and act with selling art</em>. Then you will be a
+skillful salesman, sure of your power to sell true ideas of your best
+capa<a name="Page_117" id="Page_117" />bility wherever you are. Your success will have been made certain
+through your sales <em>art</em> built on the foundation of your sales
+<em>knowledge</em> by your fully developed sales <em>manhood</em>.</p>
+
+<div class="sidenote">Discriminative Selective Method</div>
+
+<p>Your increased selling <em>skill</em> will result <em>naturally</em>, just as we have
+seen that you will <em>grow</em> naturally in sales <em>manhood</em>, if you employ
+the discriminative-selective method when training your human nature in
+the art of suggesting your best self. You need first to recognize the
+exact <em>differences</em> of significance among the various tones and
+movements at your command. Then your self-training in suggestive
+expression should be concentrated on the <em>particular ways</em> of speaking
+and acting that will best demonstrate your qualifications for success.
+Of course it is equally important to <em>eliminate all tones and movements
+that might suggest unfavorable ideas</em> about you. To make sure of your
+success, be certain that everything you do and say tells &quot;the truth, the
+whole truth, and nothing but the truth&quot; about your capabilities. It is
+necessary to make sure no word, tone, or movement carries the least
+suggestion that might possibly leave a false impression of the real You.</p>
+
+<p>Let us make a brief analysis now of words, tones, and acts&mdash;<em>the three
+means of suggestive expression which are the natural equipment of every
+man for conveying his ideas to the minds of others</em>. You cannot employ
+the discriminative-restrictive method <a name="Page_118" id="Page_118" />to develop your selling skill
+unless you know very definitely just <em>what</em> your different tools of
+expression are, and the almost infinite variety of <em>uses</em> to which they
+can be put.</p>
+
+<div class="sidenote">Four Rules About Words</div>
+
+<p>For the reasons already explained, words are of much less value than
+tones and movements in suggesting ideas the other man will admit to his
+mind unawares. But the sales efficiency of words can be very much
+increased if they are chosen with intelligent <em>discrimination</em>, and if
+the choice is <em>restricted</em> to words that have four qualifications.</p>
+
+<p>First, they should be <em>common</em> words.</p>
+
+<p>Second, <em>short</em> words are more forceful than long words.</p>
+
+<p>Third, words of <em>definite meanings</em> are preferable to mere
+generalizations.</p>
+
+<p>Fourth, words that make <em>vivid</em> impressions are most effective in
+suggesting ideas.</p>
+
+<div class="sidenote">Common Words</div>
+
+<p>When you employ words to sell true ideas of your best capability, choose
+words that everybody understands. Do not &quot;air your knowledge&quot; in
+uncommon language. Unless you are seeking a position as a philologist in
+a college, restrict yourself to every-day common speech when selling
+your personal qualifications. An important element in the skillful sale
+of ideas is making them as <em>easy</em> as possible for the other man to
+comprehend. If you use unfamiliar words, it sometimes will be hard for
+him to understand what you mean. <em>The truly<a name="Page_119" id="Page_119" /> artistic salesman avoids
+introducing any unnecessary element of difficulty into the selling
+process</em>. So you should discriminate against all unusual expressions and
+restrict yourself to the <em>common</em> words that are easy for any man to
+comprehend.</p>
+
+<div class="sidenote">Short Words</div>
+
+<p>A long word or phrase may convey your idea clearly, but <em>force</em> is lost
+in the drawn-out process. Remember that your <em>words</em> will meet the
+intuitive resistance of the other man's mind before they are admitted to
+his full belief. You cannot afford to sacrifice the driving-in power of
+the <em>short</em> word. Therefore, when your opinion is asked, it will be
+better salesmanship to say, &quot;I think&quot; so and so than &quot;It is my
+impression&mdash;&quot;</p>
+
+<div class="sidenote">Definite Words</div>
+
+<p>The <em>definite</em> word conveys a <em>particular meaning</em> to the mind of the
+other man, not merely a vague or general idea. Never say, when you apply
+for a position, &quot;I can do anything.&quot; That tells the prospective employer
+simply <em>nothing</em> about your ability. Particularize.</p>
+
+<div class="sidenote">Vivid Words</div>
+
+<p>It is of the utmost importance to make <em>vivid impressions</em> with your
+speech. You should employ words skillfully to produce in the mind of the
+other man <em>distinct and lifelike</em> mental images. He may not credit the
+words themselves, taken literally and alone. But he will believe in <em>the
+pictures the words paint in his mind</em>; because he will think he himself
+is the mental artist. He will not be suspicious of his own work. If you
+apply for a situation in a <a name="Page_120" id="Page_120" />bank, and the cashier seeks to learn whether
+or not you are safely conservative in your views, you can suggest in
+vivid words that you have the qualification he requires. You will make
+the desired impression if you say to him, &quot;I always carry an umbrella
+when it looks like rain.&quot;</p>
+
+<div class="sidenote">Tone Meanings</div>
+
+<p>Our analysis of the three means of self-expression turns now to <em>tones</em>.
+Rightly selected words are tremendously augmented in selling power when
+they are <em>rightly spoken</em>. Most men employ but a small part of their
+complete tonal equipment, and are ignorant of the <em>full sales value</em> of
+the portion they use. The master salesman, however, practices the gamut
+of his natural tones, and utilizes each to produce particular effects.
+Thus he supplements his mere statements with <em>suggestive shades of
+meaning</em>. The <em>way</em> he says a thing has more effect than the words
+themselves.</p>
+
+<p>Conversely tone <em>faults</em> may have a disastrous effect on one's chances
+to succeed. For illustration, ideas of mind, of feeling, and of power
+can be correctly expressed by the discriminative use of particular
+<em>pitches</em> of tone. But a wrong pitch, though the words employed might be
+identical, would convey a directly opposite and false impression.</p>
+
+<div class="sidenote">Mental Pitch</div>
+
+<p>Suppose you are appealing only to the <em>mind</em> of your prospective
+employer&mdash;as when you quote figures to him&mdash;you should restrict your
+tone temporarily to the mental pitch. You are just conveying <a name="Page_121" id="Page_121" />facts now.
+Therefore the &quot;matter-of-fact&quot; tone best suits the ideas expressed.
+Since it fits what you are saying, the way you speak impresses the other
+man with the suggestion that <em>your tone and words are consistent</em>.
+Therefore his mind has no inclination to resist the mental pitch on this
+occasion. He admits your figures to his conscious belief more readily
+than he would credit them if spoken in an emotive or power tone. Such
+tone pitches would strike him as out of place in a mere statement of
+fact.</p>
+
+<div class="sidenote">Tone Faults</div>
+
+<p>If your prospective employer asks how old you are, and how many years of
+experience you have had, and you reply in a tone vibrant with emotion or
+in a deep tone of sternness, the wrong pitch certainly will make a bad
+impression on him. By employing an inconsistent pitch when stating
+facts, you might &quot;queer&quot; your chances for the position you most desire.
+The tone fault in your salesmanship would lie about your real character.
+The man addressed would think you were foolish to use such a pitch in
+merely imparting a bit of <em>information</em> to his mind. He would expect you
+to employ for <em>that</em> purpose simply a <em>head</em> tone, not a chest tone nor
+an abdominal tone. The head tone, when used to convey matters of <em>fact</em>,
+aids in convincing the <em>mind</em> of the other man because <em>it is the pitch
+that fits bare facts</em>&mdash;the tone of pure mentality.</p>
+
+<div class="sidenote"><a name="Page_122" id="Page_122" />When Mental Tone Should Be Used</div>
+
+<p>This mental, or head tone, is most effective in gaining <em>attention</em>, in
+conveying <em>information</em>, in arousing the <em>perceptive faculties</em> of
+another mind. <em>Restrict its use to these purposes only.</em> The mental tone
+is not pleasing to the ear. It is pitched high. It suggests arguments
+and disputes. It is the provocative tone of quarrels. So it should be
+employed most carefully, with every precaution against giving offense by
+its <em>insistence</em>.</p>
+
+<p>Avoid its use for long at a time. Its very monotony is apt to irritate.
+The high pitch suggests a mental challenge to the mind of the other man,
+and hence arouses his mental tendency to opposition. The unskillful
+<em>over-use</em> of head tones may ruin a salesman's best opportunity to gain
+a coveted object.</p>
+
+<p>There are times, however, when it is necessary that you should
+insist&mdash;briefly. If you do so <em>artistically</em>, and do not persist in the
+high, mental, rasping tone; but change to the lower, emotive, chest tone
+very soon after your insistence on the other man's attention, you will
+not hurt your chances. It is the <em>continued</em> use of the head tone that
+is to be avoided.</p>
+
+<div class="sidenote">Emotive Pitch</div>
+
+<p>The <em>emotive</em> (chest or heart) pitch dissipates opposition as naturally
+as the mind tone provokes a quarrel. Even a hot argument can be ended
+without any lasting ill-feeling if the disputants conclude with hearty
+expressions of good will for one <a name="Page_123" id="Page_123" />another. The same words spoken in head
+tones would increase the antagonism by suggesting sarcasm or
+insincerity. The resonant chest tone suggests that it comes from the
+speaker's heart. The <em>hearer's</em> heart makes <em>his</em> mind believe the heart
+message conveyed by the emotional pitch of the other man's voice.</p>
+
+<p>Therefore if you want your ideas to penetrate a man's <em>heart</em>, don't aim
+your tone <em>high</em> at his head. <em>Lower</em> it to the pitch of true
+friendliness, of comradeship, of human brotherhood. Aim at <em>his</em> breast
+with <em>your</em> breast tone. Do not fawn or plead, however, when selling
+ideas of yourself. You can persuade best by suggesting that you have
+brought all your manhood to render the other man a real service. This
+suggestion will induce a feeling of <em>respect</em> for you, which will
+certainly be followed by willingness of the prospect to let you show him
+you are able &quot;to deliver the goods.&quot;</p>
+
+<div class="sidenote">Danger of Over-using Head Tone</div>
+
+<p>Some people suggest by the over-use of head tones that they depend
+altogether on what they <em>know</em> to achieve success. They make the
+impression that they expect their high degree of <em>mentality</em> to open
+chances for them to succeed. &quot;They know they know&quot; their business; so
+when they secure opportunities to demonstrate their capabilities, they
+emphasize too much what they <em>know</em>. They are apt to use the mental tone
+continually. Perhaps the prospective employer needs a man of ex<a name="Page_124" id="Page_124" />actly
+such knowledge as is possessed by the candidate he is interviewing. But
+if when presenting his qualifications the applicant rasps the ears of
+his hearer for a long time with high-pitched head tones, the listener
+intuitively becomes prejudiced. He is impressed with the suggestion that
+the speaker is a &quot;know-it-all&quot; fellow. The employer is likely to turn
+down his application because of the unskilled tone pitch in which it is
+made.</p>
+
+<div class="sidenote">Sing-Song Parrot Talk</div>
+
+<p>When a man has talked glibly and fast about superior qualifications he
+knows he possesses, it dazes him if his exceptional capabilities fail to
+win him the job for which he is particularly fitted. He cannot
+comprehend why another applicant who plainly is not so well qualified
+should be chosen. But his voice has suggested to the employer that
+everything he said was just &quot;parrot talk.&quot; Thousands of bright &quot;parrots&quot;
+remain failures all their lives for no other reason than their utter
+inability to get inside the <em>hearts</em> of other men. The ordinary
+canvasser who trudges from house to house with his &quot;sing-song&quot; patter
+has grown into the bad habit of using head tones almost exclusively. As
+a natural reflex of the unpleasant impression he makes with his voice,
+it is a common experience to have a door slammed in his face.</p>
+
+<div class="sidenote">Getting Around Mental Barrier</div>
+
+<p>The master salesman comprehends that the <em>mentality</em> of a prospect is a
+barrier to his <em>emotional</em> expression. That is, the mind is an alert
+sentinel <a name="Page_125" id="Page_125" />on guard to protect the <em>heart</em> from its own impulses to
+unthinking action. So the skillful salesman when making his &quot;approach&quot;
+<em>goes around</em> the mind side of the prospect to the emotional side, where
+there is no hostile guard. He knows that &quot;the hearts of all men are
+akin,&quot; and that &quot;the hardest heart has soft spots.&quot; He realizes it is
+bad salesmanship to challenge the sentinel mind of the prospect in a
+mental tone. So the salesman artist makes <em>his</em> tone resonant with chest
+vibrations that stimulate the direct response of the <em>other</em> man's
+heart. <em>He works at first to draw out fellow feeling, not to drive his
+ideas into the head of the prospect.</em></p>
+
+<div class="sidenote">Talking Like a Brother</div>
+
+<p>The mere presentation of <em>thoughts</em>, or <em>mental pictures</em> of goods, is
+not enough to induce a prospect to buy. The master salesman comprehends
+that he has to deal with the <em>dual personality</em> of the individual he
+plans to sell. Therefore from the very beginning of his interview he
+works to open the mind of the other man by first establishing a unity of
+human feeling between his own heart and the heart of his prospect. He
+uses the <em>emotive</em> tone. He &quot;talks like a brother.&quot; Of course he is
+careful not to exaggerate this show of fellow feeling. He uses a
+&quot;hearty&quot; tone without appearing in the least degree hypocritical. When
+their <em>hearts</em> are in accord, the other man is prepared to agree
+<em>mentally</em> with the salesman.</p>
+
+<div class="sidenote"><a name="Page_126" id="Page_126" />Power Pitch</div>
+
+<p>The third pitch of your voice as a salesman is the <em>power</em> tone. It can
+be used skillfully to suggest that you have the force required to
+succeed. It is the pitch that comes from deep down and that calls into
+play the powerful abdominal muscles. It is not necessarily a loud tone,
+however. Often it is low, with a suggestion of immense reserve strength
+behind it. With the power pitch you can <em>command</em> in a simple request
+which, spoken in a higher tone, might be refused because it would lack
+the suggestion of force. In order to succeed, you sometimes must employ
+power. When a situation requires a demonstration of your strong
+personality, augment the force of your words and acts by using the tone
+pitch that suggests the power of the big muscles of your waist.</p>
+
+<div class="sidenote">When to Use Power Tone</div>
+
+<p>Employ the emotive tone to convey ideas of your truthfulness and honor.
+Show your courtesy and kindness with the heart pitch; use it to manifest
+your real desire to be of service to your prospect. But suggest your
+solidity and capacity for good judgment by employing the pitch of power.
+With its aid you can convince your prospect of the enduring quality of
+your best characteristics; you can deny disparagement or doubt of your
+ability; you will be able to brush aside unfounded objections; you can
+compel respect.</p>
+
+<div class="sidenote"><a name="Page_127" id="Page_127" />Tone Units</div>
+
+<p>The discriminative use of various <em>units</em> of tone is as helpful in
+making suggestive impressions as is the employment of character pitches.
+The one-tone voice does not augment the force of words. &quot;Yes&quot; said with
+but one tonal unit is not nearly so powerful as &quot;Y-es&quot; in two tones, the
+second pitched low. A two-tone &quot;Y-es&quot; with the second unit high-pitched
+suggests the very opposite of plain &quot;Yes.&quot; It implies &quot;No,&quot; or a
+question instead of an affirmation. Sometimes it is advisable to suggest
+&quot;No&quot; when the word itself if spoken bluntly would give offense. You can
+convey the idea of skepticism or denial by using two tone units
+skillfully pitched in saying &quot;Y-es.&quot;</p>
+
+<p>While you ordinarily can double the effectiveness of your tone by using
+two units, and you may treble the effect if you employ three (as in the
+exclamation A-ha-a!), if you attempted to use more than three units of
+tone in any ordinary circumstances you would be likely to appear odd or
+fantastic, if not foolish. So be careful not to over-do the employment
+of multiple tone units to stress your meaning.</p>
+
+<div class="sidenote">Placing Tones</div>
+
+<p>There is selling value, too, in the <em>placing</em> of tones in your mouth. A
+tone placed far forward indicates lack of thought and instability. It is
+the tone we associate with &quot;lip judgments.&quot; On the contrary, hidden
+thoughts, unwillingness to tell all you know, are suggested by tones
+placed far back <a name="Page_128" id="Page_128" />in your mouth. The middle-of-the-mouth tone makes the
+impression that the voice is properly balanced, and suggests the
+associated idea of mind balance. Avoid the extremes in placing your
+tones, if you would make certain of the most effective use of your voice
+in selling ideas. Convince and persuade by employing the secure,
+trustworthy tone of the &quot;happy medium.&quot;</p>
+
+<div class="sidenote">Bad Habits</div>
+
+<p><em>Undoubtedly you have little bad habits that tell lies about
+you</em>&mdash;habits in the use of words, habits of tone, and especially habits
+of action. When you fully understand the significance of <em>what</em> you say,
+and of <em>how</em> you say it, and of the things you <em>do</em>&mdash;the effects
+produced on other men&mdash;you will <em>start changing your bad characteristics
+into good factors</em> that will certainly help you to succeed. So study
+yourself most carefully, in order to learn what your habits are, and
+their meanings.</p>
+
+<div class="sidenote">Significance Of Movements</div>
+
+<p>Ordinarily a man is conscious of his words and tones, but he often
+<em>does</em> things unconsciously. Probably you realize only vaguely or not at
+all just what your various <em>actions</em> suggest to people who observe you.
+Therefore it is of the greatest importance that you study the
+significance of <em>discriminated movements, gestures, and facial
+expressions</em> as aids or hindrances to the making of true impressions of
+your best capabilities. You should <em>restrict yourself to acts that make
+the best impressions.</em></p>
+
+<p><a name="Page_129" id="Page_129" />Movements, and their results, may be analyzed under three heads: <em>Poise,
+Pose</em>, and <em>Action</em>.</p>
+
+<div class="sidenote">Poise</div>
+
+<p>It is a phenomenon of psychology that the balancing of the body suggests
+mental balance. Conversely, if the body is out of balance, there is the
+suggestion that the mind is no better poised. That is, if a man cannot
+keep his balance physically, we have an intuition that he is mentally
+off his equilibrium. Correct poise of course involves correct body
+support, and suggests a rightly supported mind. <em>Hence you can make the
+impression, merely by the way you stand and walk, that you are a person
+of well-poised judgment</em>. You may hurt your chances very much if it
+seems necessary for you to prop your body with your legs. The man who
+stands with his feet wide apart is out of balance, and is easily tipped
+over. The impression made by the incorrect poise is that such a man must
+be unable to stand by himself like normal men. The law of the
+association of ideas then immediately suggests that his thoughts are
+similarly unable to stand unless propped.</p>
+
+<p>Incorrect poise of the body has another bad effect in the sale of ideas.
+It makes the impression of <em>abnormality</em>. Being unusual, it distracts
+attention from the salesman and his capabilities, and turns it to his
+lack of balance. You realize that in order to sell your ideas
+effectively you need the <em>concentrated attention</em> of your prospect. It
+will <a name="Page_130" id="Page_130" />help you to succeed in life if you perfect yourself in the
+skillful poising of your body and its members so that you will be able
+to appear perfectly balanced in any normal position.</p>
+
+<p>If you teeter from side to side, or rock back and forth on your heels
+when you are talking to a man whom you want to impress with your
+stability of character, you will undermine everything you <em>say</em> by what
+you <em>do</em>. Of course you should not stand stiffly. Your leg posts are
+designed to serve as a flexible pedestal for your body. Your ability to
+shift your weight from one foot to the other easily without losing your
+balance suggests associated capability of your mind to keep your
+judgment in balance. If you have a correctly poised mind, it <em>can</em>
+balance your body.</p>
+
+<div class="sidenote">Pose</div>
+
+<p>The <em>poses</em> of your body, too, are suggestive of ideas about your mental
+make-up. The quiet pose aids in making impressions of the qualities of
+solidity of purpose, of calmness, of confidence, etc. The active pose is
+suggestive of enthusiasm, force, hustling, and the like. Your pose
+should be suited to the vocation you have chosen. In a bank, for
+instance, the quiet pose of assured efficiency perfectly suits the
+atmosphere of safety and security. In a factory, on the other hand, you
+are likely to make a better impression with a much more active pose that
+matches the energy and speed of manufacturing operations.</p>
+
+<p><a name="Page_131" id="Page_131" />You should not, however, take any pose as a <em>pretense</em>. Whatever poses
+you employ to augment the things you say should be used as <em>means for
+the better communication of truth, not to falsify</em> in any degree. And
+you will need to be extremely careful lest you over-do a particular pose
+and suggest affectation. Doubtless you have characteristic poses.
+Analyze yourself. <em>Determine what your habits of pose mean to other
+people</em>. Then make such changes in your characteristic poses as will
+signify only the best traits you have.</p>
+
+<div class="sidenote">Action</div>
+
+<p>Next we will make a brief study of <em>actions</em> from four viewpoints.</p>
+
+<p>First, the <em>lines</em> of action;</p>
+
+<p>Second, the <em>directions</em> of action;</p>
+
+<p>Third, the <em>planes</em> of action;</p>
+
+<p>Fourth, the <em>tension</em> or the <em>laxity</em> of action.</p>
+
+<div class="sidenote">Lines of Action</div>
+
+<p>All movements are in straight, single curved, or multiple curved <em>lines
+of action</em>. Each of these classes of movements creates a <em>particular
+impression</em> when it is perceived&mdash;an impression very different from that
+produced by movements of either of the other classes. It will help you
+greatly in your ambition to succeed if you understand the <em>exact
+significance</em> of your every action along the various lines, and if you
+employ intelligently the right movements to suggest the particular ideas
+you wish to convey.</p>
+
+<p><a name="Page_132" id="Page_132" />The straight gesture always indicates an appeal to mentality. Use it to
+aim ideas at the other man's <em>mind</em>.</p>
+
+<p>The single curve, or wave movement, invariably denotes feeling. Employ
+it to reach into the breast of the other man and influence his <em>heart</em>.</p>
+
+<p>The gesture of double curves signifies power. It should be employed to
+<em>dominate</em> both the mind and actions of the prospect&mdash;to <em>make</em> him
+<em>think</em> and <em>do</em> the things you will.</p>
+
+<div class="sidenote">Directions Of Actions</div>
+
+<p>The different <em>directions</em> of actions also suggest various ideas. Your
+selling purpose is to get ideas over from your mind to the mind of the
+other man. It is especially important that the direction of your
+gestures should conform to your sales intention. Every movement you make
+to aid your purpose should suggest your mental action <em>toward</em> the
+prospect, or <em>away from</em> yourself. It should signify that you are taking
+something out of your mind and offering it to his. Of course you don't
+<em>break into</em> his head with your idea and force him to receive it. You
+just bring it to the front porch of his mind. Then, if you have been
+skillful in your salesmanship, <em>he</em> will open the door of interest after
+<em>you</em> ring the bell of attention, and will permit your idea to enter his
+thoughts. But he is unlikely to admit it unless by some indication
+<em>from</em> you <em>to</em> him he knows what is expected of him.</p>
+
+<p><a name="Page_133" id="Page_133" />If you gesture toward yourself when expressing your thoughts, you do not
+suggest to the other man that he take in your ideas. Instead you
+concentrate his attention on your selfishness and your individual
+opinion. The characteristic gestures of the typical old peddler are
+displeasing because they are made in the wrong <em>direction</em>. He holds his
+arms close to his body and gesticulates toward himself. He makes the
+impression that he does not have your interest at heart in the least,
+but only his own.</p>
+
+<div class="sidenote">Affirmation And Denial</div>
+
+<p>An up-and-down movement suggests something standing. It has the
+associated significance of vitality or life. Conversely, a side-to-side
+gesture suggests similarity to things lying down, lack of vitality, or
+the death of ideas. By holding yourself erect you make a very different
+impression of your energy than would be made were you to lean to one
+side. You can affirm a statement by an up-and-down movement of your hand
+or by a nod of your head. You deny suggestively with a horizontal
+gesture or by shaking your head from side to side.</p>
+
+<div class="sidenote">Levels of Action</div>
+
+<p>The significance of action on different <em>planes</em> or <em>levels</em> is seldom
+appreciated. The level of eye action is of especial importance in
+suggesting particular ideas.</p>
+
+<p>When you look another person in the eye, you convey to him the idea of
+direct mental energy.<a name="Page_134" id="Page_134" /> You suggest the straight action of your mind in
+team-work with his. Your eye action on the same level indicates to him
+that you are thinking on the <em>practical</em> plane.</p>
+
+<div class="sidenote">Lifting Prospect's Thoughts</div>
+
+<p>But if your eyes repeatedly focus above the level of the other man's
+eyes, you make the impression that you are an <em>idealist</em> rather than a
+practical person. What you say will not seem to him to apply directly to
+his case. He will not feel the personal, or man-to-man contact of your
+thoughts. Sometimes, however, it is important to lift your eyes when
+talking to a prospect, in order to suggest that he lift his thoughts
+from the level of mere selfishness. By your suggestive eye action on the
+upper plane you may stimulate in him a higher vision of possibilities or
+an insight into the future, if he seems inclined to take a strictly
+practical view of his present needs only.</p>
+
+<p>When you look below the eye level of the other man, you indicate (1)
+modesty, if the movement is directly down; (2) shame, if the movement is
+a little to one side and downward; (3) disgust, if your eyes look far
+down and far to the side.</p>
+
+<div class="sidenote">Tensity and Laxness</div>
+
+<p>The <em>tensity</em> or <em>laxness</em> of your muscles when you are in the presence
+of a prospect will suggest to him very diverse ideas. Both tensity and
+laxity of muscles can be used to good effect in selling. Your muscles
+should appear somewhat tense when you are <em>presenting</em> ideas, in order
+to make the impres<a name="Page_135" id="Page_135" />sion that your mind is fully active. Conversely, by
+normal relaxation of your muscles when you are <em>listening</em>, you suggest
+the receptivity of your mind and your entire readiness to take in ideas
+from outside. When you show your muscles are relaxed, you also indicate
+that you are perfectly at ease and unafraid of objections or criticism.
+If you were to sit tense under criticism, you would suggest that you
+felt the necessity of fighting back. But you disarm disparagement of
+your capabilities when you appear entirely at ease while you listen.</p>
+
+<div class="sidenote">Introduction To Study of Sales Art</div>
+
+<p>The brief outline in this chapter of fundamental principles of selling
+<em>skill</em>, and of the methods by which ideas may be conveyed through
+artistic suggestion, is just an introduction to your study and
+comprehension of the successive steps of salesmanship practice which are
+to be analyzed in the remaining chapters of this book. The limitations
+of our present space have made it impossible to do more than summarize
+here the chief factors of art in selling ideas. You will need to master
+the remainder of the book in order to amplify and to apply most
+effectively in practice the general principles and methods that have
+been outlined.</p>
+
+<p>Surely you now are convinced that skill in selling is not a vague
+mystery, not a natural gift, not something impossible for <em>you</em> to
+attain. Every element of sales art can be analyzed in detail. You <a name="Page_136" id="Page_136" />are
+learning <em>exactly how</em> to sell the true ideas of your best capability.
+Practice of what you learn will perfect your salesmanship.</p>
+
+<div class="sidenote">Success Certain</div>
+
+<p>There is absolutely no doubt that you can master the right principles
+and methods. By continual practice you surely can become skillful in
+their daily use. When you make yourself adept in the art, you
+<em>certainly</em> will be able to sell your particular qualifications
+successfully.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_IV" id="CHAPTER_IV" /><a name="Page_137" id="Page_137" />CHAPTER IV<br />
+
+<em>Preparing to Make Your Success Certain</em></h2>
+
+
+<div class="sidenote">Be Ready When Your Chance Comes</div>
+
+<p>Thousands of men have failed in life because they were not ready when
+their best chances for success came. Some of these golden opportunities
+slipped away unrecognized. Others, though perceived, could not be
+grasped. The men to whom they were presented had not prepared to hold
+and use such chances whenever they might arrive.</p>
+
+<p><em>If you would make your success a certainty, you must get all ready for
+it in advance</em>. Then you will not be taken unawares when you find your
+big chance. If you are thoroughly prepared, you will sight it quickly,
+realize its full value, and seize it with complete confidence in your
+ability to make the most of it.</p>
+
+<p>Before you seek it, be sure of your entire readiness for the opportunity
+you especially want. You can much better afford to wait a little while
+for <em>certain</em> success than to rush, unready, into the field of your
+choice, risking the likelihood of failure that could be guarded against
+by intelligent preparation to succeed.</p>
+
+<div class="sidenote"><a name="Page_138" id="Page_138" />Do Not Start Unprepared</div>
+
+<p>A young man was offered a position of fine opportunity with a great
+banking house. His ambition was to build his career in that particular
+organization. But when the duties of the proffered situation were
+explained to him, he declined to undertake them at once; though he
+risked the chance that he might not get another such opportunity for
+employment by the financial institution of his choice.</p>
+
+<p>&quot;I am sorry,&quot; he said to the cashier, &quot;but I do not know enough about
+accounting to fill that job now. It will take six months of hard work
+evenings to train myself to fit your needs. Please give me other
+employment in the bank meanwhile, so I'll be able to study the job at
+close range while getting ready for it.&quot;</p>
+
+<p>This was excellent salesmanship. The candidate suggested in his words,
+tones, and actions that he recognized a real opportunity, that he
+comprehended all it involved, that he was willing to prepare himself
+adequately, and that he felt certain of his ability to fill the place
+after completing the necessary preparation.</p>
+
+<p>The bank, however, was in immediate need of his services in the position
+offered to him. So the cashier, who had been very well impressed by the
+young man's attitude, told him to take the place, and offered to supply
+him with an accountant aide for six months.</p>
+
+<div class="sidenote"><a name="Page_139" id="Page_139" />Keeping the Opportunity Open</div>
+
+<p>&quot;I would rather not,&quot; the applicant persisted in declining. &quot;I mean to
+keep on climbing toward the top in this bank, once I get started; and I
+don't want to begin as a cripple. I couldn't give thorough satisfaction
+now, even with an assistant on the accounting. It is not good business
+for me to start by making a poor impression. I'd prefer that you do not
+think of me as a man for whom excuses need to be made. I wish to
+commence my work in that job, when I am ready, with your complete
+confidence that I can handle it&mdash;not as a weak sister.&quot; He smiled
+winningly.</p>
+
+<p>The failure of so skillful a salesman of ideas was simply <em>impossible</em>.
+There is no getting away from such a high quality of salesmanship. The
+cashier bought the present and prospective services of the young man who
+had demonstrated <em>at the outset</em> his comprehension of the <em>first
+importance of preparation.</em> The opportunity was kept open six months for
+the applicant in training, while he fitted himself for his future job.
+This successful salesman of true ideas of his best capabilities is now a
+vice-president of the great financial institution.</p>
+
+<p>&quot;But,&quot; you say, &quot;suppose the cashier had been unable to wait, would not
+the young man's over-emphasis of his attitude on preparation have
+<em>prevented</em> him from succeeding in his ambition?&quot;</p>
+
+<p>No! A single turn-down cannot cause the failure of a successful
+salesman. If that cashier had not <a name="Page_140" id="Page_140" />appreciated the worth of the
+candidate, an officer of some other bank certainly would have had a
+clearer vision of his value. The applicant might have been balked
+temporarily in his ambition. The best salesman occasionally has to try
+and try again. But a successful career for that young man was assured in
+advance. From the very start he was &quot;certain to get there.&quot;</p>
+
+<p>On the other hand, if he had risked making a disappointing impression in
+his new job, he might have taken the first step toward failure. Suppose
+he had begun the work for which he was unprepared, and then had made
+serious mistakes due to his unfitness. His record would have been
+blemished. His ability might have been questioned. He prevented such
+possibilities by <em>making sure his preparation was adequate</em> before he
+accepted his big chance.</p>
+
+<div class="sidenote">Preparation Should Be Two-fold</div>
+
+<p>Your preparation for certain success must be two-fold. You need to
+prepare yourself in ability first <em>to perceive</em>; then <em>to appreciate the
+full value</em> of what you see. Golden opportunities are all about you. If
+you do not recognize them, or if you perceive but slight value in the
+signs of rich chances to succeed, you will fail because of your
+unreadiness.</p>
+
+<p>Many a farmer in Oklahoma cursed his &quot;bad luck&quot; after he sold a farm on
+which a gusher was later discovered. But the oil had been there all <a name="Page_141" id="Page_141" />the
+time. The &quot;luckless&quot; farmer simply did not <em>perceive</em> the indications of
+wealth under his plodding feet; or, if he saw signs of oil, he did not
+realize that they <em>denoted</em> the possibility of millions.</p>
+
+<div class="sidenote">Developing Perception</div>
+
+<p>Perception can be broadened almost immeasurably. The physical eye, if
+normal and thoroughly trained, is fitted to be &quot;all seeing.&quot; <em>So can
+your mind be made capable of widest vision over all the fields of
+possible opportunity</em>. Some are within your present mental view, others
+you can see only after going farther or climbing higher in knowledge.
+The biggest possibilities of success cannot be comprehended in their
+entirety by narrowed mental sight.</p>
+
+<p>The first essential of preparation to succeed is that you <em>open your
+eyes fully, and look all around you</em> for the opportunities within range
+of your vision. There are so many <em>close at hand</em> that your search would
+better begin right where you are. Even if eventually you seek far for
+the best chance to succeed, do so with thorough knowledge of what is
+near by. Before you leave your present environment, have an intelligent
+conviction that you are capable of a bigger or different success than is
+to be found within your immediate reach.</p>
+
+<p>Also see and comprehend the especial <em>difficulties</em> you will find close
+at hand. It does not always pay to remain in &quot;the old home town.&quot; Often
+a young man needs to go to a community of strangers to <a name="Page_142" id="Page_142" />gain
+appreciation of his ability. It is likely to be hard for him to win
+success among people who knew him as a boy and who still regard him as
+immature. He may find it much easier to succeed in a neighboring town.</p>
+
+<p>It is possible to make the greatest success turn aside from beaten
+paths, leave the accustomed haunts of the successful, and go to a place
+where no such success ever before has been established. The Mayo
+brothers compelled their success as world renowned surgeons to come to
+them at the little city of Rochester, Minnesota. Elbert Hubbard brought
+fame to East Aurora, New York, by founding there his school of
+philosophy and the Roycrofters.</p>
+
+<div class="sidenote">Over-specialized Preparation</div>
+
+<p>Almost as common as the mistake of first looking far afield for success
+opportunities, is the error of <em>over-particularizing</em> one's original
+preparation. If you think now that you want to be a lawyer, you should
+prepare yourself especially by studying law, of course. But you should
+not exclude preparation for other vocations. Judge Gary was thoroughly
+prepared for legal practice. Doubtless when he began his studies of law
+he expected to continue in his chosen profession. But he did not neglect
+to prepare himself in general business capability. So when his biggest
+chance came, he was ready to step out of his law practice and into a
+manufactur<a name="Page_143" id="Page_143" />ing industry. There he fitted himself for the position of
+chief executive in the immense United States Steel Corporation.</p>
+
+<p>The ability of a <em>master</em> salesman is not limited to getting orders for
+just one line of goods, or to selling only to certain buyers. He has
+<em>all-around</em> sales knowledge and skill. Though he naturally sells to
+better advantage in some fields than in others, he can attain a high
+degree of efficiency in selling anything meritorious, because of his
+<em>broad and diversified preparation</em>.</p>
+
+<div class="sidenote">Varied and Adaptable Preparation</div>
+
+<p>Your preparation for all the possibilities of success you may be able to
+reach hereafter should be similarly <em>varied</em> and <em>adaptable</em>; though you
+will be wise to specialize, in addition, by making more detailed
+preparation for the vocation of your choice. At twenty the average man
+cannot <em>know</em> for what he is best fitted. He may not be sure even at
+thirty. The start toward eventual success has often been delayed until
+middle life. To cite my own case, I prepared myself especially for the
+career of a certified public accountant, but found my greatest success
+in the profession of selling. I was able to grasp my biggest opportunity
+in the sales field because, though I had been devoting my time and
+energies chiefly to accountancy, I had studied and practiced
+salesmanship for years in order to market my own services most
+effectively.</p>
+
+<p><a name="Page_144" id="Page_144" /><em>While preparing yourself for success, keep your mental eyes wide open</em>.
+Perceive any and all chances about you, however much you specialize in
+your preparation for a selected career.</p>
+
+<div class="sidenote">Preparation In Salesmanship</div>
+
+<p>Comprehend that preparation in <em>salesmanship</em> is necessary, whatever
+vocation you choose. Mastery of the selling process is absolutely
+essential if you would assure your success in <em>any</em> field of ambition.
+Not only must you <em>perceive</em> opportunities to succeed, but you also must
+know how to <em>sell yourself into the chances</em> you see. No matter how much
+particularized knowledge you may acquire in preparation for a selected
+career, your success will not be <em>assured</em> until you are able to sell
+your capabilities to the best advantage. You can neither perceive all
+your possible selling opportunities, nor make the most of them when
+seen, unless you learn the selling process and develop skill in the
+actual sale of the best that is in you.</p>
+
+<p>Broad, varied knowledge is required as the foundation for certain
+success. It cannot be built on a narrow or limited base. Evidently,
+however, exactly the same amount of knowledge possessed by two men would
+not make them equally successful. As already has been emphasized,
+success is not assured by the mere possession of knowledge, <em>but by the
+effective ways in which elements of knowledge are fitted to
+opportunities</em>.</p>
+
+<div class="sidenote"><a name="Page_145" id="Page_145" />Abstract And Applied Knowledge</div>
+
+<p>Your abstract knowledge may be valueless. In order to succeed certainly
+<em>you must connect the things you have learned with particular people in
+particular fields of activity</em>. When you have developed the power of
+relating your individual ability to every imaginable <em>use</em>, your mental
+eyes will be opened to many opportunities for success that you otherwise
+might never perceive. Such an association of <em>what you know and can do</em>
+with the various ways your capabilities might be utilized will
+tremendously augment your self-confidence. When you realize in how many
+ways it is possible to use your especial talents, you will not be likely
+to doubt your own <em>worth</em>. You will offer your qualifications for sale
+with complete faith in their value to prospective buyers.</p>
+
+<div class="sidenote">Insurance Against Undervaluation</div>
+
+<p>Thorough preparation in <em>comprehension of values</em> is the salesman's best
+protection against a personal inclination, or an outside temptation, to
+cut prices. If your preparation for your chosen career has been limited
+to <em>gaining knowledge</em>, and you have not studied its true <em>worth</em> to
+every imaginable prospective buyer, you will be apt often to offer your
+services for far less than their full value. Conversely sometimes you
+will be likely to think your services are worth more than they really
+are. You may fail to close sales because your price is too high. A
+pre-requisite of good salesmanship is the <em>right</em> price. <em>If your
+preparation for selling<a name="Page_146" id="Page_146" /> your services has been thorough, you will
+realize the exact worth of your knowledge and skill</em>. You will neither
+suggest inferior value by quoting a cut price on your capabilities, nor
+demand so much as to indicate the characteristics of displeasing egotism
+or greed. <em>If you know what you are truly worth, you will make the right
+price on your real value.</em> Then your self-confidence in your worth will
+lend you power to convince the other man that your services would be a
+good &quot;buy&quot; for him.</p>
+
+<div class="sidenote">Seeing Into Opportunities</div>
+
+<p>If you can imagine <em>all the various uses to which your ability might be
+put</em>, you will appreciate the full value of every opportunity you
+perceive. Not only will you see the chances for success that are all
+about you, but you will <em>see into</em> them. When your mind <em>catches sight</em>
+of success chances, they will look <em>familiar</em> to you because of their
+similarity to opportunities you <em>previously had thought about</em> and
+connected with your own qualifications. If you are prepared to perceive
+and to appreciate fully each indication of a success opportunity that
+comes within the range of your mental vision, you will promptly begin
+working a chance &quot;for all it is worth,&quot; as if it were a newly discovered
+gold mine.</p>
+
+<div class="sidenote">Service Purpose In Preparation</div>
+
+<p>Possibly what you have read has unduly impressed you with the idea that
+the salesman's motive in his preparation is selfish. So perhaps it is
+well to pause here for the reminder that your primary salesmanship
+purpose should be true<a name="Page_147" id="Page_147" /> <em>service</em>. You are preparing yourself thoroughly
+in knowledge of your full sales value, <em>as a measure of success
+insurance and self-protection.</em> It is not true sales service to give a
+buyer value greatly in excess of the price quoted. It is right for you
+to make sure in advance about your full worth. However, the obligation
+to render service is the principal element of right salesmanship, and
+should come before the objective of a good price. <em>Prepare then
+primarily to serve your prospect.</em> Demonstrate your true service
+purpose, and he will give secondary consideration to the cost of
+engaging your qualifications for his business.</p>
+
+<div class="sidenote">Pleasing Character</div>
+
+<p>You can serve best if you <em>please</em> in rendering service. Therefore
+prepare your <em>self</em>, your <em>knowledge</em>, and all your <em>methods</em> so that
+from the moment you make your first impression on a prospective
+employer, you will please him. Do not prepare for the interview with the
+purpose of pleasing yourself. What <em>you</em> like may be distasteful to the
+man you want to impress.</p>
+
+<p>Since you cannot tell in advance when or where you may encounter a
+prospective buyer of your services, you will not be safeguarding every
+possible chance to succeed unless you wear your &quot;company manners&quot; all
+the time. You always should dress carefully, act with painstaking
+courtesy, and conduct yourself as if you might meet a rich relation at
+any moment. You certainly can expect more <a name="Page_148" id="Page_148" />wealth from &quot;making yourself
+solid&quot; with Opportunity than you ever are likely to be willed by a
+millionaire uncle. It will pay you much better to please Opportunity in
+general than to ingratiate yourself with any person in particular.</p>
+
+<div class="sidenote">Please Everybody Everywhere Always</div>
+
+<p>&quot;Company manners&quot; that are just &quot;put on&quot; temporarily may be left off on
+the very occasion when you would want to appear at your best if you only
+knew that &quot;The Golden Chance&quot; was to be met. Therefore prepare to be
+<em>characteristically</em> pleasing to <em>everybody, everywhere, and all the
+time.</em> Then, no matter where or when or in what guise you come upon
+Opportunity, you will be sure to please with your <em>genuineness</em>.</p>
+
+<p>Innumerable great successes have begun with the making of a pleasing
+impression on some one whose presence and notice were unknown. You
+realize that your success is practically impossible if you displease.
+Preparation to please is of first importance in getting ready to
+succeed. Your success in the field of your especial ambition will be
+assured if you win your first chance there by making an <em>initial</em>
+pleasing impression and then <em>keep right on pleasing</em>.</p>
+
+<p>Cultivate grace in your movements&mdash;for grace is pleasing to everyone.
+Carry your body naturally, especially your head; with such a bearing
+that total strangers will feel pleasure when they look at you.<a name="Page_149" id="Page_149" /> <em>Be a
+person who pleases at sight.</em> It is not difficult. No matter what sort
+of face you have, if it expresses habitually your pleasure in living, it
+will look pleasant. A look of pleasure is pleasing to others. You like
+to see some one else enjoying himself thoroughly. Everybody feels the
+same way. Our own faces brighten when we come upon radiant happiness
+anywhere.</p>
+
+<div class="sidenote">Details That Please</div>
+
+<p>Please others with your smile. It should not be just an affected smirk,
+but a smile of <em>genuine friendliness for all the world</em>. Please by
+wearing inconspicuous clothes that are faultless in taste, fit, and
+cleanliness; and of a quality suited to your vocation. Show also that
+you take good care of what you wear, for that makes a pleasing
+impression. <em>You can please in your dress without arraying yourself in
+expensive clothes.</em> Indeed, an over-dressed man is more displeasing to
+Opportunity than is one poorly dressed. There can be no excuse for
+foppishness, but a shabby neat appearance may be due to a good reason.
+Please with the suggestion in your manner that you are getting along
+well. Do not pretend false prosperity, of course; but <em>indicate that you
+feel successful</em>. Any one finds it unpleasant to be in the company of a
+failure. <em>If you would succeed hereafter, avoid making the impression
+that you have not already succeeded.</em> &quot;Success breeds success.&quot;</p>
+
+<div class="sidenote"><a name="Page_150" id="Page_150" />Courtesy And Politeness</div>
+
+<p>Be courteous invariably. Learn and observe the rules of politeness.
+Please by acting the gentleman always. Practice courtesy and politeness
+in your own home to perfect yourself in these pleasing characteristics.
+Then you will show them everywhere. Remember that the rest of the world
+is made up of &quot;somebody else's folks.&quot; Courtesy and politeness are not
+natural attributes. In order to make yourself a master salesman you need
+to <em>develop</em> them to an unusually high degree. You may <em>intend</em> to be
+courteous and polite always, but only the development of the <em>fixed
+habit</em> will fully support your intention.</p>
+
+<p>You cannot be polite, however courteous you mean to be, unless you take
+pains to prepare yourself with knowledge of the usages of polite people.
+In order to be polite, it is necessary that you do not only the
+courteous thing, but the <em>correct thing</em>. Your courtesy might displease
+if it were unsuited to the circumstances. It would not be polite, for
+example, to invite an orthodox Jew to dinner and then to serve him with
+a pork tenderloin. Your intention to be a courteous host would not
+lessen your offense against good manners. Your guest would be incensed
+by your impoliteness, not pleased by your courteous intention.</p>
+
+<div class="sidenote">Virility Pleases</div>
+
+<p>No quality you have is more generally pleasing than virility&mdash;<em>your man
+stuff</em>. Therefore on all occasions show yourself &quot;every inch a man.&quot;<a name="Page_151" id="Page_151" />
+Moreover, act like a <em>he</em>-man. Never appear &quot;sissyfied&quot; in even the
+slightest degree. Swing your legs from the hips when you walk; don't
+mince along. The stride of a he-man is strong and free. If yours lacks
+the qualities of virility, change your habit of walking.</p>
+
+<p>When you make gestures, move your whole arm. A wrist movement suggests
+effeminacy. It is important, too, that you <em>train your voice to ring
+with manliness</em>. Even a squeaky, weak tone can be made to suggest man
+stuff if the words are spoken crisply, and the sentences are cleanly
+cut. Do things with the <em>ease</em> that indicates a man's strength, not with
+evident effort. Perhaps you have not realized that by cultivating grace
+in your movements you can make impressions of your man power. <em>Grace
+means the least possible expenditure of energy in efficient action.</em> A
+man can accomplish things with ease and grace that a child or a woman
+would make hard work of and do awkwardly.</p>
+
+<div class="sidenote">Pleasing Tones</div>
+
+<p>A pleasing tone helps to assure one's success. You may think your voice
+is a heavy handicap. Perhaps it is high pitched and squeaky; or, on the
+other hand, a &quot;growly&quot; bass suggestive of ill-nature. Again it may be
+faltering or hoarse. Such faults are not serious to a master salesman.
+<em>If your vocal equipment is physically normal, your voice can be made
+pleasing.</em> In order to make your tones agreeable, learn to vibrate them
+naturally <a name="Page_152" id="Page_152" />through your <em>nose</em>. A mouth tone is displeasing. The
+so-called &quot;nasal twang&quot; that sounds so unpleasant is a mouth tone
+<em>prevented</em> from free vibration through the nose. Humming, as you know,
+both <em>indicates</em> pleasure and is a pleasant <em>sound</em>. It is produced with
+the mouth closed, by a vibration of the bone structure of the face and
+of the nasal cavities. Certainly, even if you have a disagreeable voice,
+you can make your tones <em>hum</em>, and thereby render them more pleasing.
+Adenoids that could be removed&mdash;even failure to keep the nose clean&mdash;may
+prevent a man from succeeding. <em>Whatever hinders the free vibration of
+tones makes displeasing impressions of the speaker</em>. When a man has a
+bad cold in his head that blocks the nasal passages, his voice rasps the
+ears of a hearer.</p>
+
+<div class="sidenote">Avoid Giving Displeasure</div>
+
+<p>Not only please by <em>doing</em> things that give <em>pleasure</em>; also <em>avoid</em>
+doing <em>displeasing</em> things. For example, when you say or suggest
+anything to another person you want to influence, remember to be a
+<em>salesman</em> of your ideas. Do not make the impression that you are
+<em>teaching</em>. No adult human being really enjoys being <em>taught</em>. Any grown
+person likes to be treated as an equal, and to have new thoughts
+conveyed to him without that suggestion of superior intelligence which
+is characteristic of many teachers when dealing with pupils. Perhaps you
+have heard Burton Holmes lecture. His enunciation is a delight in its
+perfection, but <a name="Page_153" id="Page_153" />he talks &quot;according to the dictionary&quot; so naturally
+that his correctness does not sound a bit affected. You feel at home
+with him. His diction is attractive to you. Another speaker practicing
+the same exactness of pronunciation, but less artistic in selling his
+ideas with words, might displease you by his scholarly accents.</p>
+
+<div class="sidenote">Tact</div>
+
+<p>Sometimes it is tactful to speak incorrectly, as a courtesy to the other
+man. If in the course of your interview with a prospective employer he
+should mispronounce a word, you would be undiplomatic to emphasize the
+correct pronunciation in speaking that word yourself. It is not
+dishonest, but truly polite to reply &quot;My ad'dress is&quot;&mdash;instead of
+pronouncing the word correctly. Do not suggest by over-emphasis of right
+speech that you wish to pose as one who is <em>conscious</em> of his
+superiority, however well you may realize that you are on a higher plane
+of intellectuality. We all like a genuinely great man who does not hold
+himself aloof.</p>
+
+<div class="sidenote">Prepare For All Kinds Of Men</div>
+
+<p>Prepare to meet not only strong men, but weak men; cautious men; very
+proud men; greedy men. Be ready for reckless men, humble men, men who
+live to serve others. Be aware in advance of the differences in their
+<em>buying motives</em>. They will not all have the same reasons for giving or
+for refusing you a chance. <em>Hence be prepared to adapt your salesmanship
+to the characteristics of the various<a name="Page_154" id="Page_154" /> kinds of men you are likely to
+meet</em>. Though you never should pander to an unworthy motive, study
+different types of character and <em>learn how to fit your ability to the
+peculiar or distinctive traits of possible buyers</em> of such services as
+you have for sale. Perhaps an easy-going employer will appreciate your
+&quot;pep&quot; as much as would a hustler, but he won't like it if you seem to
+prod <em>him</em> with your energy. On the other hand, the employer who is a
+hustler himself might be keenly pleased should you keep him on the jump
+to stay even with you.</p>
+
+<div class="sidenote">Success Insurance</div>
+
+<p>Be thorough in <em>preparing</em> to sell your capabilities; so that your
+success may be <em>insured</em>. You ride on a first-class railroad with
+confidence, feeling that every precaution for your safety has been
+taken. You are at ease when you begin your trip; for you know that
+track, train, and men in charge all are dependable. Because of the
+complete readiness of the railroad for your journey, you count on
+arriving safely at your destination. You have no fears that you may be
+wrecked en route.</p>
+
+<p>Similarly you should make the most thorough preparation before starting
+out as a salesman of the best that is in you. You have to grade your own
+roadbed, and must yourself lay the rails over which your ideas in trains
+of thought will be carried to the minds of other men. You are fireman,
+engineer, brakeman, and conductor of this Twentieth Century Limited.
+<em>Your destiny as a<a name="Page_155" id="Page_155" /> salesman of yourself is in the hands of no one
+else</em>. Before you travel any farther, take all practicable measures to
+assure your safe arrival, without delay, at the station of Success.</p>
+
+<div class="sidenote">Start Confidently</div>
+
+<p>When you are thoroughly prepared to sell true ideas of your best
+capabilities, you should start with confidence that you will reach the
+end of the line safely and on time. Don't attempt to &quot;get there&quot; before
+making adequate preparation for success. Remember that a railroad does
+not commence operating through trains until the track is finished.</p>
+
+<p>If you are prepared now for the actual start in salesmanship&mdash;if you are
+packed up and ready to leave for your field of opportunity&mdash;ALL ABOARD!</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_V" id="CHAPTER_V" /><a name="Page_156" id="Page_156" />CHAPTER V<br />
+
+<em>Your Prospects</em></h2>
+
+
+<div class="sidenote">Meaning of &quot;Prospects&quot;</div>
+
+<p>If you were to be asked, &quot;What are your prospects for success?&quot; you
+probably would answer by stating the things you <em>expect</em> or <em>hope may
+happen</em>. We commonly say that a certain man isn't rich, but he has
+&quot;prospects;&quot; because he has a wealthy aunt who is very fond of him, or
+he is employed by a business that is growing fast, or he owns property
+which seems sure to increase in value, or some other good fortune is
+likely to befall him. The literal meaning of &quot;prospect&quot; is &quot;looking
+forward.&quot; So most of us have come to think of our prospects as just
+possible occurrences in the future, to the happening of which we may
+look ahead with considerable hopefulness.</p>
+
+<p>&quot;Prospects,&quot; in salesmanship has a very different meaning. The master
+salesman does not regard himself as merely a &quot;prospect<em>ee</em>,&quot; but as a
+prospect<em>or</em>. He thinks of &quot;prospecting&quot; as the gold miner uses the word
+to describe his activities when he searches for valuable mineral
+deposits. &quot;Prospects&quot; do not just &quot;happen&quot; in the selling process of
+achieving success. They do not result from <a name="Page_157" id="Page_157" />circumstances merely, but
+<em>must be accumulated by the activity of the salesman</em>.</p>
+
+<div class="sidenote">Making Good Luck</div>
+
+<p>&quot;Your Prospects,&quot; as the subject of this chapter, does not mean your
+fondest <em>hopes</em>, or confident <em>expectations</em>. We are studying the <em>ways
+to assure</em> your success. If your prospects depended on mere happenings,
+they would be highly uncertain; because what you hope and expect may
+occur, may never take place in fact. The master salesman does not depend
+on such prospects. <em>He makes his own luck</em> to a very large extent by
+skillful prospecting; as the trained prospector for gold tremendously
+increases his chances of discovering a rich lode by thoroughly and
+intelligently investigating a mining region. We are to consider now the
+prospects you are capable of <em>controlling</em>, the opportunities you can
+bring within reach by your own exploration of possible fields of
+success.</p>
+
+<p>We will study <em>particular things you can do, and exactly how to do
+them</em>, to increase the number and quality of your chances to succeed. A
+trained prospector for gold has more chances to strike it rich than a
+greenhorn because he knows the indications of valuable minerals, and is
+skilled in the use of that knowledge. So your opportunities for success
+will certainly be increased if you know how to search for, to discern,
+and to make the right use of your prospects.</p>
+
+<div class="sidenote"><a name="Page_158" id="Page_158" />Prospecting Not Gambling</div>
+
+<p>Do not think, because we have compared prospecting in mining and in
+selling, that the success of the salesman prospector, <em>your</em> success,
+must be largely a &quot;gamble&quot; anyway, as is the case with the explorer for
+gold. However experienced and skillful in prospecting the miner may be,
+he is very uncertain of discovering a bonanza. He cannot be absolutely
+sure there <em>is</em> gold in the region he explores, in paying quantities and
+practicable for mining. Though he has every reason to feel confident of
+the richness of a particular field, he may nevertheless be so
+unfortunate as not to discover the gold lode or profitable placer
+deposit. He is helpless to control the <em>existence</em> of the indications of
+success. They are predetermined by nature. By no effort of his own is he
+able to increase or decrease the fixed quantity and quality of the
+golden chances about him. He can only increase his <em>likelihood of
+discovering</em> gold. Even the most intelligent, skillful prospecting will
+not make a miner's success certain.</p>
+
+<p>You, the salesman prospector for opportunities to succeed, are not so
+limited. There are particular things you can do, and particular ways of
+doing them, that will <em>assure your finding chances</em> to make sales of the
+best that is in you. If you learn the scientific principles of
+prospecting for opportunities, if you make yourself highly skillful in
+looking for and digging into the success chances that <a name="Page_159" id="Page_159" />surround you
+always, there will be nothing uncertain about your prospects to succeed.
+You will know <em>surely</em> that you <em>have</em> prospects, just <em>what</em> and
+<em>where</em> they are, and their <em>full worth</em> to you.</p>
+
+<p>Of course, prospecting is only <em>part</em> of the selling process; so your
+knowledge and skill as a prospector will not suffice to guarantee your
+<em>complete</em> success. However, at this preliminary stage you can be
+certain that your search for rich chances to succeed will not be a
+barren quest.</p>
+
+<p>The present chapter will help you to make sure of gaining for yourself
+such opportunities as lead to complete success in the field of your
+choice. We will observe and understand how the skillful salesman
+prospects for the purpose of increasing his sales efficiency. We will
+study the principles and methods of prospecting he uses successfully;
+for his practices, applied to your job of selling yourself, will
+certainly improve your chances to succeed. We will see also how your
+very best prospects can be <em>created</em> by masterly salesmanship.</p>
+
+<div class="sidenote">Hard Work Necessary</div>
+
+<p>At the outset comprehend that no other step in the selling process
+involves so much <em>hard work</em> as you will need to do in order to find all
+your possible chances of success and to make the most of them. It is
+necessary that you look <em>intelligently</em>, most <em>earnestly</em>, and
+<em>constantly</em>. You must expect to spend a great deal of time and energy
+in your quest for prospects. So it is essential to your success as <a name="Page_160" id="Page_160" />a
+prospector that the investigation of your field of opportunity be
+carefully <em>planned</em> in order to make the most effective use of the time
+you spend prospecting. It is vitally important, too, that you develop
+sufficient physical stamina to do a tremendous amount of hard work. The
+gold miner has little chance to discover the bonanza he seeks if he
+searches only a few days or weeks, or if he lacks the strength and
+endurance required for making a thorough exploration of the mineral
+region. Similarly it may take a master salesman months of unremitting
+toil to prospect a sale that he then is able to close in an hour or two.</p>
+
+<div class="sidenote">The Food of Salesmanship</div>
+
+<p><em>Prospecting supplies the food of salesmanship.</em> The salesman thrives if
+his prospecting is sufficient and good. He grows thin and weak to the
+point of failure if it is bad, or inadequate in quantity. Every salesman
+should realize that prospecting furnishes the nourishment for
+salesmanship, but some so-called salesmen do practically nothing to
+ensure themselves an abundant food supply. They merely absorb the tips
+that come their way. Like sponges they sop up the limited quantity of
+selling chances they happen to get. That is not the way to feed one's
+ambition with opportunities.</p>
+
+<p>Comprehend that you must <em>seek actively</em> for your best prospects. You
+should not stop searching until you find what you are looking for.
+Myriads of men have failed because they did not make<a name="Page_161" id="Page_161" /> <em>an earnest, hard
+effort to discover chances</em> to succeed, or because they <em>did not persist
+in the exploration</em> of their fields of opportunity. You know that other
+men no more capable than you are succeeding all about you. Certainly,
+then, <em>your</em> chance <em>exists</em>. Seek it in your own thoughts and in the
+circumstances of your every-day living. Put a great deal of time and
+toil into your search. You cannot afford to loaf on this preliminary
+job.</p>
+
+<div class="sidenote">Prospect Continually Act Quickly</div>
+
+<p><em>Every moment you are awake should be used in prospecting</em>; unless it is
+required for some other part of the process of assuring your success.
+There is no keener pleasure than the eager, continual search of a miner
+for gold and of a master salesman for possible big buyers. It is
+necessary that you feel their thrilling zest for discovery; that you
+develop their unflagging energy; that you be fired by their ardor for
+the quest. In order to be a highly successful prospector you will need
+especially a quality they have in common&mdash;&quot;pep.&quot;</p>
+
+<p>How eagerly the miner prospector drinks in every bit of news he hears
+about a new strike! How alertly the master salesman listens to casual
+gossip that holds a clue which may lead to a sale! But the miner and the
+salesman prospectors would not benefit in any degree by what they learn
+through their perception of prospects if they did not then <em>act</em>
+intelligently upon the clues secured. Not only <a name="Page_162" id="Page_162" />should you keep your
+eyes and ears open for indications of opportunities to succeed, but you
+should be ready in advance <em>to take instant advantage</em> of any you may
+discover. What a fool a miner would be if, after finding rich prospects
+of gold, he were to lose his chance to someone else because he did not
+know how to file a mining claim! Could there be a greater failure in
+salesmanship than learning about a big contract to be let, and being
+unprepared to bid on it? Before doing any <em>outside</em> prospecting, be sure
+you know what you have <em>in you</em>. Make certain of your ability to take
+full advantage of your chances to succeed when you come upon them.</p>
+
+<div class="sidenote">Little Doors To Big Success</div>
+
+<p>Prospects that seem at first glance to be hardly worth following may
+lead to other prospects. Merely because your ambitions are <em>big</em>, do not
+neglect a chance to make a <em>little</em> success. Investigate completely
+every minor prospect you find. Until you look into it thoroughly, you
+cannot be sure of all that a clue holds. The indication of an
+opportunity that seems of slight importance may possibly lead straight
+to the bonanza lode.</p>
+
+<p>An elevator boy in an office building made up his mind to rise
+permanently in the world; to get out of the vocation in which he was
+just going up and down all the time without arriving anywhere in
+particular. He prospected the tenants of the building, learned all he
+could about them, and determined who were the biggest men. He studied
+the directory, <a name="Page_163" id="Page_163" />asked questions, and finally selected the one big
+business man to whom he was resolved to sell his capabilities.</p>
+
+<div class="sidenote">Persistent Effort After Prospecting</div>
+
+<p>This man was known to be unapproachable. So, instead of attempting to
+interview him, the elevator boy prospected to discover his
+characteristics. He found out exactly what qualities were most likely to
+please his intended employer. Then he cultivated the tone, manner, and
+habits of action that he felt certain would impress the difficult
+prospect most favorably. It took the resolute elevator boy nearly a year
+of continual, skillful work to make the big business man notice him and
+distinguish him from the other elevator boys. Six months more were
+required to develop the big man's attention into thorough interest. But
+at the end of a year and a half of faithful prospecting, the ambitious
+youth gained his selected, self-created opportunity to succeed. There
+was no stopping him after he got his start. In less than a decade he had
+sold his qualifications so successfully to a group of powerful
+financiers that he, too, had become a multi-millionaire.</p>
+
+<p>This illustration of persistent effort to gain a desired chance should
+help to keep you from becoming discouraged about your prospects for
+success. Bear in mind the old, familiar motto, &quot;If at first you don't
+succeed, try, try again.&quot; Stick to your prospecting when you know you
+are on the right <a name="Page_164" id="Page_164" />lead. It has been estimated that the busy bee inserts
+its proboscis into flowers 3,600,000 times to obtain a single pound of
+honey. But the bee is the only insect, remember, that <em>lives on honey</em>.</p>
+
+<div class="sidenote">No Poor Territory For Success</div>
+
+<p>The poor salesman is apt to complain that his territory is poor. <em>The
+good salesman makes any territory good.</em> So in prospecting your field of
+immediate opportunities, make the best, not the worst, of your present
+circumstances. The star base-ball player does not refuse to play on the
+small-town team because it isn't good enough for him. The great Ty Cobb
+first made them &quot;sit up and take notice&quot; in a bush league. Undoubtedly
+he felt then that he was fit for better company, but he put in his best
+licks and played big-city ball on the small-town team. That was
+excellent prospecting for the chance he wanted with the best clubs. From
+the very beginning of his career, Ty Cobb has used masterly salesmanship
+to get across to the world true ideas of his best capabilities in his
+chosen field.</p>
+
+<p><em>To-day there is no poor territory for success.</em> Telegraph and telephone
+and wireless methods of communication, electric light and power,
+railroads and inter-urban car service, farm tractors, passenger
+automobiles, motor trucks, and the airplane have so revolutionized the
+inter-relations of men that all the former great distances of different
+locations and <a name="Page_165" id="Page_165" />view-points have been shortened almost to nothingness.
+The whole world lives now in a single community of interest. The great
+war has taught us that each individual is close to everyone else. In
+your prospecting for success you are not limited by any narrow boundary
+of opportunities. Wherever you are, newspapers and magazines bring to
+your door chances for big success. If you search for prospects in
+everything you read you should be able to reach out all over the earth
+with your capability. An ambitious man I never had heard of before wrote
+to me at one time from South Africa to secure a selected territory for
+the sale of automobiles in a western city of the United States. From a
+distance of nearly half the circumference of the earth he got his chance
+to succeed.</p>
+
+<div class="sidenote">The Fields of Opportunity Are Broad</div>
+
+<p>A clerk in a Los Angeles real estate office received a letter from an
+acquaintance in Chicago who had spent his summer vacation in Michigan.
+The Chicago man wrote that the farmers of the Traverse Bay region were
+made rich by a bumper crop of potatoes just harvested. The Californian
+saw a chance for success in this bit of information. He worked out his
+idea and talked it over with his employers. He sold them on it. They
+sent him East loaded with facts about &quot;the glorious West&quot; and brim-full
+of Los Angeles peptimism. Aided by cold weather in Michigan that winter,
+the western real estate man eventually sold California irrigated
+<a name="Page_166" id="Page_166" />ranches to a score of Michigan farmers who suddenly had made sufficient
+money to retire from potato raising, and who were old enough to be
+strongly attracted by the idea of owning and cultivating land in a more
+genial climate. Thus a sentence in a letter led straight to the success
+of the clerk who perceived his prospects and knew how to make the most
+of them.</p>
+
+<div class="sidenote">Know Local Conditions</div>
+
+<p>While distances have been bridged by modern swift means of communication
+and transportation, every locality has opportunities for success that
+are peculiar to it alone. Conversely every locality is handicapped in
+certain ways. Therefore in your prospecting for success <em>study the
+conditions in your especial field</em>. As a salesman of yourself, you
+should know your &quot;territory,&quot; its advantages and disadvantages in
+particular respects. Men are doing business in your town. There is no
+better way to gain a prospect to succeed with a house in your home
+community than to demonstrate to the head of the concern that you
+comprehend just what he is &quot;up against&quot; on the one hand, and on the
+other what &quot;edge&quot; he has on businesses in the same line located
+elsewhere. You could make no worse mistake, you could injure your own
+prospects no more, than by showing ignorance of local conditions, or
+inappreciation of the circumstances in which your prospect's business is
+being conducted.</p>
+
+<div class="sidenote"><a name="Page_167" id="Page_167" />Turn to Account What You Learn</div>
+
+<p>Not only should you know as many facts as possible regarding
+opportunities in your chosen field; it is even more important that, by
+the use of your <em>imagination</em> you relate these facts to <em>practical ways
+of turning them to account</em> for your benefit. In order to derive the
+maximum of benefit from your prospecting, you must make the <em>best use</em>
+of every item of knowledge you gain. Sometimes the mere <em>possession</em> of
+particular knowledge will increase your chances to succeed. But almost
+invariably you can multiply the value of what you learn if you <em>prospect
+in your own mind for ideas</em> about putting the facts to the most
+profitable use.</p>
+
+<p>Do not forget that the primary object of true salesmanship is service to
+the other fellow. Therefore <em>prospect your own thoughts with the purpose
+of making what you know especially valuable to some one else</em>, your
+intended employer for instance. In every step of the selling process you
+should think first of how you can serve your prospect with something
+that he lacks and needs.</p>
+
+<div class="sidenote">Prospect Needs</div>
+
+<p>Surprisingly few young men who go into business prospect their fields of
+opportunity to learn what is most wanted there. The great majority take
+up special professions or enter selected industries just because <em>they</em>
+wish to do chosen things. The master salesman, however, <em>adapts himself
+to the circumstances and requirements of his customers</em>, even at the
+sacrifice of his <a name="Page_168" id="Page_168" />personal inclinations. He could not succeed if he sold
+only what he wanted to sell, or if he confined his salesmanship efforts
+to a limited number of buyers because he liked them and disliked others.
+In order to assure your success, <em>you must learn to like to do what is
+most needed to be done, and learn to like to serve whoever lacks what
+you can supply</em>. Therefore prospect your fields of opportunity to learn
+what capabilities are principally needed. If you would make your success
+as easy as possible, look about you first to determine the demand for
+such services as you are able to render.</p>
+
+<div class="sidenote">Sometimes Go The Round-About Way</div>
+
+<p>Perhaps your prospecting will indicate that it is advisable for you to
+go a round-about way to your goal of ambition; because the direct route
+is beset with great difficulties. A young doctor wished to specialize in
+bacteriology. He realized that it would take the savings of a great many
+years of general medical practice to equip a complete laboratory of his
+own. Accordingly he discontinued the practice of his profession; though
+he went on with his studies. He engaged in business for five years. Thus
+in a comparatively short time he earned the money he needed to enable
+him to devote the rest of his life to bacteriological research.</p>
+
+<div class="sidenote">Racial Characteristics</div>
+
+<p>Different territories or fields of opportunity have <em>various
+characters</em>, like different people. It is important to study especially
+the racial types you are likely to encounter. Many a man has attained
+<a name="Page_169" id="Page_169" />success by accumulating discriminative knowledge regarding the national
+peculiarities of the Latin peoples, Slavs, Teutons, Anglo-Saxons,
+Magyars, etc.</p>
+
+<p>The Italian has strong likes and dislikes in colors and patterns of
+goods. To be a good salesman in dealing with him, you should know his
+preferences and prejudices. If you learn what colors and patterns are
+most favored in the &quot;Little Italy&quot; of your city, you may be able to
+employ this bit of knowledge to help you very much in influencing your
+fellow-residents of Italian descent.</p>
+
+<p>You are aware of the effect produced on the majority of Irishmen by the
+color green. But take care to learn whether the Irishmen whose political
+help you would like to win are from the South or the North of the
+Emerald Isle. They may be Orangemen, and you might &quot;queer&quot; your
+prospects by going among them wearing a green necktie.</p>
+
+<p><em>Learn your facts with discrimination; then use them restrictively in
+the circumstances where they will be most effective in promoting your
+success.</em></p>
+
+<div class="sidenote">Temporary Conditions</div>
+
+<p>Prospect to learn not only permanent conditions in your field of
+opportunity, but also any <em>temporary</em> conditions that might affect your
+chances to succeed. Mental and emotional &quot;waves&quot; sweep over the country
+and over local communities at times. Billy Sunday's revivals in various
+great cities brought success opportunities to particular <a name="Page_170" id="Page_170" />businesses,
+but had injurious effects on others. You should take such factors into
+account when studying your prospects.</p>
+
+<p>The manufacturers of that successful innovation, the &quot;Service Flag,&quot;
+took advantage of the sudden demand for such an emblem. When war came,
+they saw into the future and perceived a new lack. But the need for
+Service Flags was temporary. Before the war ended they were displayed
+everywhere. To-day none are seen.</p>
+
+<p>Now there has come into existence The American Legion, which seems
+certain to be a great political and social power in the United States
+for generations, as was the G.A.R. after the civil war. Any man who
+hopes for political success in the course of the next thirty or forty
+years must prospect the thoughts and feelings of the veterans of
+1917-18.</p>
+
+<div class="sidenote">Analyze Individuals</div>
+
+<p>You will have <em>specific</em> as well as general prospects. Hence it is
+essential that you supplement your study of conditions with the
+<em>analysis of individuals</em>. Study men with the greatest care, especially
+the one man or group of men upon whom you want to impress ideas of your
+capabilities. Learn all you can regarding the personal characteristics
+of the individual to whom you hope to sell your services or &quot;goods.&quot;
+Your knowledge of his traits and peculiarities, your familiarity with
+his life purposes and hobbies, may assure you a chance to succeed with
+him that otherwise you could not get.<a name="Page_171" id="Page_171" /> A friend of mine is the president
+of a big ice company, but he is not so much interested in cooling
+people's food as in warming their hearts with his genuine brotherhood
+for all men. There isn't much prospect for anybody to sell him &quot;a cold
+business proposition,&quot; even though he is a dealer in ice.</p>
+
+<div class="sidenote">Hobbies</div>
+
+<p>Do not, however, make a &quot;hobby of hobbies.&quot; Only the <em>big</em> hobbies of
+your man are worth especial study. Never harp on any of his little
+idiosyncracies. He may be sensitive about being eccentric. It is bad
+salesmanship to <em>pretend</em> an interest in another person's whims. You
+cannot use his hobbies to help your prospects <em>unless you share his
+feelings</em> to a considerable degree. My friend who believes and practices
+the doctrine that all men are brothers would be sure to detect quickly a
+false humanitarian bent on a selfish purpose to exploit his hobby.</p>
+
+<p>As already has been emphasized, the object of the good salesman when
+prospecting is to discover the lacks of men who might benefit from the
+things he has to sell. If you are looking for your prospects with that
+<em>service</em> purpose, you have taken a long preparatory step in the process
+of selling your qualifications. Find the employer who <em>needs</em> your best
+ability, and your success will be assured the moment you get into his
+mind the true idea that you are the man he has been looking for.</p>
+
+<div class="sidenote"><a name="Page_172" id="Page_172" />Prospect Lacks</div>
+
+<p>Undoubtedly you know men to whom success has come because they made
+other men realize they fitted into particular needs. A young
+acquaintance of mine foresaw that a manufacturer would want an assistant
+within a year or two; though the executive himself was unaware that he
+was developing such a need. My acquaintance got a minor job under him in
+order to make a good impression in advance. Long before the head of the
+business realized that he was breaking in a confidential assistant, the
+young man had qualified for the position he had perceived in prospect.</p>
+
+<p>Your chosen employer may not know of the lack that you have prospected
+in his business. He may not have the least idea that he wants you.
+Prospecting his needs is part of <em>your</em> job as a salesman of yourself.</p>
+
+<p>An expert accountant sold himself into a fine position as the auditor of
+a great corporation by anticipating that the Company would need to have
+its system of book-keeping revolutionized in order to prepare for the
+Federal income tax. He prospected what was coming to that business; then
+sold the president comprehension that he lacked an expert accountant he
+was going to need badly before long.</p>
+
+<p>One of my own experiences as an accountant illustrates the value of
+specific prospecting. When I was studying accountancy, I bought every
+<a name="Page_173" id="Page_173" />authoritative publication on the subject. For one set of forty books I
+had to send to London. Each volume related to the peculiar accounts,
+terms, etc. of one business. There was a book on brewery accounting,
+another on commission house accounting, and so on through the list of
+forty businesses. To each volume I afterward owed at least one client.
+For instance, I got a commission to make a cost survey for a tobacco
+company, largely because I was able to convince the president that I
+knew a good deal about the tobacco business. I talked intelligently to
+him regarding the processes of his industry.</p>
+
+<div class="sidenote">Reasons Behind Habits</div>
+
+<p>When you prospect an individual's personal qualities, traits, or
+hobbies, do not stop after learning the facts. Study out the <em>reasons
+behind</em> habits and opinions. It may help you only a little to know that
+your intended employer is a Republican or a Democrat; that he is
+conservative or radical in his social opinions. But your chances of
+success in dealing with him will be greatly increased if you know
+exactly <em>why</em> he belongs to one or the other political party, and the
+<em>reason</em> he is a &quot;stand-patter&quot; or a &quot;progressive.&quot; Use knowledge of
+why's and wherefore's with the skill of a salesman bent on securing an
+order from a prospective buyer. But be sure you get the <em>fundamental
+facts</em>, for often &quot;appearances are deceiving.&quot;</p>
+
+<div class="sidenote"><a name="Page_174" id="Page_174" />Your Personal Responsibility</div>
+
+<p>When you look for prospects in your selected field of
+service-opportunities recognize your <em>personal responsibility</em> for the
+successful development of the chances you find. Before you begin
+prospecting, realize that <em>what you make of your opportunities is solely
+up to you</em>. Assume all the responsibility for your own success; then you
+will have no excuse to blame any one else if you fail. Should things not
+go as you wish, say &quot;It's my own fault,&quot; and feel that way. <em>The true
+salesman never apologizes to himself.</em> So if you have not found your
+prospects, or if you have not made the best use of the chances you have
+discovered, kick at the man who is responsible. Don't get sore on the
+world at large.</p>
+
+<div class="sidenote">Follow-ups</div>
+
+<p>Perhaps what has been said thus far has over-emphasized the process of
+prospecting for the <em>first</em> chance to succeed. Maybe it suggests to you
+that if one can get an opening, the hardest part of the effort to assure
+success will have been accomplished. But a successful career in
+salesmanship is not built on single orders closed. The master salesman
+keeps on selling the same buyer and develops him into a steady customer.
+He continues all the while to prospect the needs of that buyer, just as
+thoroughly as if he were planning his first approach.</p>
+
+<p><em>Your initial success should be completed by after-service.</em> In order to
+continue progressing toward your goal, you must &quot;deliver the goods&quot;
+right along.<a name="Page_175" id="Page_175" /> You cannot keep your success growing unless you prospect
+unremittingly for more and better opportunities to render service. Give
+satisfaction in larger amount and improved quality from month to month,
+and year after year. If you would continue to succeed, look ahead always
+for more prospects and <em>seek in each of them new chances to broaden your
+usefulness</em>.</p>
+
+<div class="sidenote">The Art of Prospecting</div>
+
+<p>If you prospect <em>skillfully</em> (with art), your chances to find what you
+seek will be remarkably increased. So look for your prospects
+<em>cheerily</em>. Be <em>frank</em> and <em>expressive</em> in your quest. Show your
+<em>sympathetic</em> side, and thus appeal to the <em>kinder</em> tendencies of other
+people. The best way to avoid the world's coldness is by <em>warming</em>
+everybody you meet with your own cordiality. Be <em>courteous</em>. Especially
+cultivate the art of talking <em>with</em> people instead of <em>at</em> them. Use
+<em>tact</em> and <em>judgment</em> in dealing with your prospects.</p>
+
+<p>Thousands of men are shut away from the open minds and hearts of others
+by doors of concealment and reserve. You need to open such doors. You
+can do it only by frankness on your own part, which will induce people
+to feel like telling you their secrets. Frank expression of your
+opinion, provided it has a sound foundation, will often draw out the
+hidden opinions of others and reveal to you prospects that you might
+never discover unaided.<a name="Page_176" id="Page_176" /> Do not, however, be dogmatic or arbitrary in
+saying what you think. Speak your beliefs casually. Then you will not
+discourage those honest differences of opinion that enlighten one's own
+ideas.</p>
+
+<p>Rid your face of sharpness if you would be a good prospector for your
+best chances to succeed. Avoid &quot;the cutting edge&quot; in your voice and
+manner when you make inquiries about opportunities you seek. You are
+likely to be most effective in prospecting if you <em>cultivate an easy
+attitude of friendliness</em>. The master salesman does not set his jaw when
+prospecting. He uses curved, instead of straight line gestures to
+supplement his words. He suggests a &quot;ball-bearing&quot; disposition, not
+&quot;corners.&quot;</p>
+
+<div class="sidenote">Sympathetic Attitude</div>
+
+<p>Be a good mixer when looking for your prospects. Learn the art of
+<em>companionship</em>. The first essential is fellow feeling. Therefore do not
+go about with a chip on your shoulder, but with your face a-smile and
+your palms open to offer and to receive hand-clasps. Sympathize with the
+ambitions of other men, with their hopes and dreams. Remember that each
+part of every work of man, however substantial and enduring it now may
+be, was once no more than a figment of the imagination of some one's
+mind. So do not be altogether &quot;practical&quot; when prospecting. It is a
+mistake to neglect to prospect visions.</p>
+
+<div class="sidenote">Have a Leader</div>
+
+<p>When the master salesman prospects, he uses very effectively a &quot;leader&quot;
+idea. You know how <a name="Page_177" id="Page_177" />aggressive stores advertise leaders that draw trade
+in other things. Your prospecting of your various capabilities should
+enable you to decide which of your qualifications will make the most
+effective leader in the case of a certain employer. Do not expect him to
+perceive <em>all</em> your merits immediately. Concentrate his attention and
+interest on <em>one or two elements</em> of your fitness to fill his especial
+needs. Prospect to make sure which of your possible leaders would be
+most likely to influence him in your favor. Then <em>use these selected
+elements of your character very prominently</em> to open the door of your
+initial chance. Countless successes have been founded on well chosen
+leaders.</p>
+
+<p>A little bake shop in Chicago competes successfully to-day with a great
+chain-store company that has an immense establishment directly across
+the street. The shop sells as its leaders home-made English tarts that
+no chain-store could supply. These draw buyers for groceries and other
+goods the chain-store sells much cheaper, but which the purchasers of
+tarts order with their pastry rather than cross the street and divide
+their marketing.</p>
+
+<div class="sidenote">Summary</div>
+
+<p>Now let us summarize &quot;Your Prospects.&quot; They are not far away nor far
+ahead in time. They are in your own hands right now. You <em>cannot fail</em>
+in life if you recognize and use most effectively all the opportunities
+available to you at present. You suffer from no lack of chances to
+succeed. You <a name="Page_178" id="Page_178" />only need to open your physical eyes and the eyes of your
+mind to <em>see</em> fine prospects every day. Then if you <em>imaginatively
+relate your abilities to what you perceive, and plan how you can fit
+yourself into a chosen place of real service</em>, you will have begun the
+selling process successfully. At the outset of your career it is
+possible for you to reduce difficult obstacles to temporary set-backs
+that you can get around or overcome.</p>
+
+<div class="sidenote">Success A Matter Of Fractions</div>
+
+<p>There is only a narrow margin of difference between success and failure.
+<em>Success is a matter of fractions and decimals, not of big units</em>. A few
+thousand American soldiers and marines turned the tide of German victory
+at Chateau Thierry. &quot;It is the last straw that breaks the camel's back.&quot;</p>
+
+<p>If you <em>begin</em> the selling process by the finest prospecting, and <em>keep
+on</em> with equal effectiveness throughout all the following steps of
+salesmanship, you will gain so many more chances than you otherwise
+could get that <em>your success in the end will be assured</em>. The master
+salesman works with <em>certainty</em> that he will secure his quota of orders.
+He knows in advance that he will succeed; <em>because he knows sure ways to
+sell</em>.</p>
+
+<p>Good prospecting is just a natural process, intelligently comprehended.
+It is neither mysterious nor hard. It is one of the preliminary,
+understandable ways to make success not only <em>sure</em>, but <em>easy</em> to
+attain.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_VI" id="CHAPTER_VI" /><a name="Page_179" id="Page_179" />CHAPTER VI<br />
+
+<em>Gaining Your Chance</em></h2>
+
+
+<div class="sidenote">Getting Inside The Door</div>
+
+<p>We will assume that you have qualified yourself to succeed; that you
+have developed your best capabilities in knowledge, in manhood, and in
+sales skill; that you have completed the general preparation necessary
+to assure your success in marketing your particular qualifications; and
+that you also have learned how to find and to make the most of your
+prospects. After these preliminaries you are ready to take the next step
+in the selling process, and to begin putting your capabilities, and what
+you have learned from preparation and prospecting, to <em>specific use in
+actual selling</em>.</p>
+
+<p>In order to succeed, you must not only be <em>qualified</em> for some
+<em>particular</em> service work, but you also need <em>chances to demonstrate</em>
+your capabilities and preparedness for effective service. If you stand
+all your life in complete readiness for success but outside the door of
+opportunity, you will be a failure despite your exceptional
+qualifications and preparations for handling chances to succeed. <em>It is
+necessary that you get inside the door.</em> We will study now the <em>sure</em>
+ways and means of entrance.</p>
+
+<div class="sidenote"><a name="Page_180" id="Page_180" />The Salesman's Advantage Over the Buyer</div>
+
+<p>One great advantage the skillful salesman has over even the best buyer
+is that he can <em>plan</em> completely <em>what</em> he will do and <em>how</em> he will do
+it to accomplish his selling purpose. The prospect is unable to
+anticipate who will call upon him next; so it is impossible for him to
+avoid being taken <em>unawares</em> by each salesman. He can make only general
+and hasty preparations at the moment to deal with the particular
+individual who comes intent on securing his order.</p>
+
+<p>The good salesman, however, works out in advance the most effective ways
+and means to present his proposition. Each move in the process of
+selling his ideas to a prospect is carefully studied and practiced
+beforehand. The effects of different words and tones and acts are
+exactly weighed. When the thoroughly prepared salesman calls on a
+possible buyer, he has in mind a flexible program of procedure with
+which he is perfectly familiar and which he can adapt skillfully to
+various conditions that his imagination has enabled him to anticipate.
+Hence the master salesman usually is able to <em>control the situation</em>, no
+matter how shrewd the prospect may be; because the salesman's chance to
+plan assures him a great advantage over the unprepared or incompletely
+prepared other party to the sale.</p>
+
+<div class="sidenote"><a name="Page_181" id="Page_181" />Dominate The Interview with Confidence</div>
+
+<p>If you would likewise &quot;dominate&quot; the man to whom you want to sell your
+capabilities, prepare &quot;plans of approach&quot; to his interest before calling
+on him; in order to make sure of presenting your qualifications most
+strongly. He can oppose your salesmanship with but comparatively weak
+resistance; because <em>he has had no such opportunity as you to get all
+ready for this interview</em>. The skillful salesman is confident that he
+can control the selling process he begins. When you seek a selected
+chance for the success you desire, you should feel similar assurance of
+ability to sell your services. You will possess this feeling if you
+prepare your &quot;plan of approach&quot; as the master salesman gets ready for
+his interview with a prospective buyer.</p>
+
+<div class="sidenote">The Two Entrances</div>
+
+<p>You have to make two distinct &quot;entrances&quot; in order to gain your desired
+chance to succeed. You need to get <em>yourself</em> into the <em>presence</em> of the
+employer you have selected. Then it is essential that you get the <em>true
+idea</em> of your capabilities and preparedness into his <em>mind</em>. Your
+&quot;approach&quot; to his attention and interest, therefore, involves a <em>double</em>
+process. It is important that you plan intelligently the most skillful
+ways and means of making the <em>two</em> entrances; through the <em>physical</em> and
+the <em>mental</em> closed doors that now shut you out from the opportunities
+you have prospected and desire to gain.</p>
+
+<p><a name="Page_182" id="Page_182" />No master salesman would call on an important prospect before planning
+in his own mind how to take the successive steps of the interview
+expected. Nor would a master salesman neglect to think out in advance
+several specific methods of getting past any physical barriers he might
+encounter between the outer door of the general office and the inner
+sanctum of the man he must meet face to face in order to close a sale.</p>
+
+<div class="sidenote">Ordinary Way Of Getting Job</div>
+
+<p>But when the <em>unskilled</em> salesman of his own capabilities seeks a
+situation, he usually neglects to make careful, detailed plans to reach
+his prospect in the most effective way. He does not prepare to create
+the particular impressions that would be most apt to assure him the
+attention and interest of the employer upon whom he calls. Nearly always
+when a man out of a job answers an advertisement or follows up a clue to
+a possible opening for his services, he thinks the most important thing
+is to &quot;get there first.&quot; The only advantage he hopes to gain over other
+applicants is a position at the head of the line.</p>
+
+<p>Have you ever stopped to analyze the mental attitude of an employer
+toward the half dozen, dozen, or score of men who answer his
+advertisement for the services of one man? He thinks, &quot;Here are a lot of
+fellows out of jobs. Probably most of them are no good, or they wouldn't
+be out of jobs. They are competing for this place. Each <a name="Page_183" id="Page_183" />sees there are
+plenty of others who will be glad to have it. Therefore it is likely
+that I can get a man without paying him much to start with, and he
+probably won't be very independent for a while after I hire him. I'll
+take my pick of the lot, and keep the names and addresses of two or
+three others in case he doesn't make good.&quot;</p>
+
+<div class="sidenote">Shearing The Sheep</div>
+
+<p>Then the employer calls in the applicants as if they were so many sheep
+to be sheared by sharp cross-examination. Practically every candidate
+enters the private office with a considerable degree of sheepishness in
+his feelings, whether he tries to appear at ease or not. The employer
+first eyes him in keen appraisal. He then proceeds briskly to clip off
+facts about him. The man sitting behind the desk absolutely dominates
+the situation. He finishes his questioning, and disposes of the
+applicant as he pleases.</p>
+
+<p>What chance to gain the desired opportunity for service does each
+candidate have in such an uncontrolled process of getting a job? He has
+one-sixth, or one-twelfth, or one-twentieth of a chance for success;
+according to whether there are six or a dozen or a score of applicants.
+Also, practically without exception, men who come seeking a position and
+find that it has been filled make no further efforts to secure the
+opportunity for which they have applied; though the successful candidate
+may not make good and the position may soon be <a name="Page_184" id="Page_184" />vacant again. Your own
+experience and observation have made familiar to you this common way of
+looking for jobs. You know that in such cases the employer has all the
+advantage. Certainly the applicants who try to gain a chance to work by
+this method use no <em>salesmanship</em> at all.</p>
+
+<div class="sidenote">The Salesman's Method</div>
+
+<p>How would a &quot;salesman&quot; candidate for such a situation proceed? First, he
+would avoid the mistake of presenting himself as <em>merely one of a crowd</em>
+of competing applicants. He would <em>make his particular personality stand
+out</em>. Before calling, he would do some prospecting to discover just what
+capabilities were needed to fill the position advertised. Then he would
+plan different ways of tackling the prospective employer. When all
+ready, but not before, he would go to the address.</p>
+
+<p>If he should find a crowd there, he would not merge with it. He would
+avoid stating his business immediately in the outer office, rather than
+identify himself with the other candidates waiting. He would have a plan
+to get an interview later, after the dispersal of the crowd. If he
+should be told then that the position had been filled, he would go right
+ahead with his selling program regardless of the rebuff. He would
+proceed to sell the boss the idea that <em>he</em> was an especially well
+fitted man for the job. He would assume that no one else could give such
+satisfaction.</p>
+
+<p><a name="Page_185" id="Page_185" />Nevertheless the employer might feel that he had no place open for the
+latest candidate. In this event the applicant would demonstrate with
+salesmanship that he was the sort of person it is worth while for any
+business man to keep track of. Such a real &quot;salesman&quot; of his own
+capabilities, if put off for the time being, would be reasonably sure to
+get his desired chance the next time that employer might require such
+services as he could supply.</p>
+
+<div class="sidenote">A Salesman Cost Clerk</div>
+
+<p>A young acquaintance of mine wanted to secure a chance in the office of
+a prominent manufacturing corporation, under a certain executive whom he
+regarded as the most capable business man in the city. The company had
+advertised for a minor clerk in the cost department, which was managed
+by the particular executive. My acquaintance called, and found seven
+other applicants waiting in the general office. He did not join them,
+but sent in his card to the busy head of the cost department with the
+penciled request, &quot;May I see you for twenty seconds in order to make a
+personal inquiry?&quot; He was promptly admitted to the private office, and
+then stated his purpose in calling. He was careful to be extremely
+brief.</p>
+
+<p>&quot;My name is James A. Ward. I believe, Mr. Blank, I am the man you want
+for the clerkship in your cost section. In order to save your time, may
+I have permission to make some inquiries of the chief clerk in that
+department, to learn just what <a name="Page_186" id="Page_186" />qualifications are required and what the
+work is? Then when you talk with me, it will be unnecessary for you to
+explain details.&quot;</p>
+
+<div class="sidenote">Securing A Stand-in</div>
+
+<p>Taken unawares, the executive was not prepared to refuse the courteous
+request. Moreover, he was impressed with the distinctive attitude of the
+young man. He instructed that the candidate be taken to the cost
+department. There my acquaintance made an excellent impression on the
+cost accountant and several clerks. Thus in advance of any other
+applicant he secured a &quot;stand-in&quot; with a number of persons who might
+influence the judgment of their chief in selecting a new man. When he
+had learned the nature of the work to be done, Ward did not make the
+mistake of thrusting himself again into the sanctum. Instead, he wrote a
+note to the executive on whom he had called first.</p>
+
+<div class="blockquot"><p class="noindent">&quot;Dear Mr. Blank:</p>
+
+<p>     I know now exactly what the job in the cost department is, and that
+     I can fill it. But I should like to think over the best ways to
+     give you complete satisfaction, before talking with you about it.
+     Please telephone to me at Main 4683 when it will be convenient for
+     you to see me.</p>
+
+<p class="quotsig">     Respectfully,<br />
+
+        James A. Ward.&quot;</p></div>
+
+<p>The young man sent his note into the private office and left at once.
+There now were nine applicants on the anxious seat in the reception
+<a name="Page_187" id="Page_187" />room. Ward did not wish to be asked to wait his turn. He felt sure the
+executive would inquire of the costs manager about him, and he got away
+from the office quickly so that there would be an opportunity for his
+chosen prospective employer to receive the full effect of the good
+impression made in the cost department.</p>
+
+<div class="sidenote">Giving Opportunity A Chance to Catch Up</div>
+
+<p>My acquaintance was not at all worried lest some other candidate be
+chosen in his absence. The measures of salesmanship he had taken made it
+practically certain that the executive would not employ any one else
+before talking to him. Ward went to his room and waited for the
+telephone call he was sure would come. While he sat expecting it, he
+used the time to think out the best ways to approach the big man with
+whom he wanted to work.</p>
+
+<p>The salesman candidate was summoned in about an hour. None of the
+applicants ahead of him had come prepared with any definite plans.
+Therefore my acquaintance, who knew in advance just what the conditions
+were and who had decided exactly how he would present his particular
+capabilities, found it easy to secure the chance he desired. He is
+earning a salary of four thousand dollars a year now, and is on his way
+up to a five-or-six-figure job. He will get there, &quot;as sure as
+shooting.&quot; A salesman like that cannot be kept down.</p>
+
+<div class="sidenote"><a name="Page_188" id="Page_188" />Turning Failure Into Success</div>
+
+<p>I asked Ward one day what he would have done if the telephone call he
+expected had not come. He replied that he would have gone to see the
+executive next morning anyhow, and that he had planned carefully how he
+would approach him.</p>
+
+<p>&quot;I'd have sent in a note that I was ready to report some ideas I had
+worked out regarding his cost-keeping as a result of the thinking I had
+done since learning his system. He wouldn't have refused to see me, even
+if he had hired some one else meanwhile. Then I'd have told him the very
+things that got me the job. They would have assured me a chance in his
+office, whether he had a place for me right then or not,&quot; Ward asserted
+positively. &quot;If that plan of mine hadn't succeeded,&quot; he amended, &quot;I'd
+have known he wasn't the kind of man I wanted to work for, after all.
+But it turned out exactly as I knew it would,&quot; my friend ended with a
+grin.</p>
+
+<p>Can you imagine a man of such sales ability failing to get a chance
+almost anywhere? Yet Ward did only what any one, with a little
+forethought, might have done in the circumstances. Analyze the selling
+process he used, and you will perceive that there was nothing marvelous
+about it&mdash;it was all perfectly natural. Is there any good reason why
+<em>you</em> cannot employ similar methods to gain the chance you want?</p>
+
+<div class="sidenote"><a name="Page_189" id="Page_189" />Service Purpose is Essence of Salesmanship</div>
+
+<p>Let us dig into what Ward did, and find the &quot;essence&quot; of his
+salesmanship in the ways and means he employed to assure his two
+&quot;entrances,&quot; to the presence and into the mind of the executive. <em>He was
+successful principally because he made the impression that he had come
+with a purpose of rendering real service to the other man.</em> His plan of
+approach assured him the opportunity he wanted because it was designed
+to serve the head of the department in his need for particular
+capabilities. <em>Very rarely will any one refuse a needed service.</em> So,
+coming with a purpose of service, Ward made certain in advance that he
+would be welcomed to his opportunity. The essence of a successful plan
+of approach to the mind of any prospect is <em>a carefully thought-out idea
+of how to supply him with exactly what he lacks</em>.</p>
+
+<p>Just as the service purpose well planned is the key to the door of a
+man's <em>mind</em>; so is it the &quot;Open Sesame&quot; to his <em>presence</em>. Plan how to
+bring to the attention of a prospect your real service motive in coming
+to him, and how at the same time you can indicate to him your
+capabilities; then you will be as sure as was my ingenious acquaintance
+that no office door will long remain closed to you. <em>You only need to
+use the processes of the master salesman to gain any chance you want.</em>
+You will succeed almost always in your immediate object; and if you are
+unsuccessful in your first or second sales <a name="Page_190" id="Page_190" />attempt you will be
+absolutely certain to get some other good opportunity very soon.</p>
+
+<div class="sidenote">Make a &quot;Vacancy&quot; For Yourself</div>
+
+<p>It is not necessary to wait until the employer for whom you have chosen
+to work advertises a job. You should plan ways and means of gaining an
+entrance into his business organization, regardless of any &quot;vacancy&quot; he
+may have in mind. Plan exactly how you can serve him. Prospect for a
+need that he may not realize himself. Afterward work out a particular
+method of showing him clearly <em>what he lacks</em>, and that <em>you are the
+man</em> to fill the vacancy you yourself have discovered and revealed to
+him.</p>
+
+<p>An elderly man who was down on his luck and who, on account of his grey
+hair, had been unable to get various kinds of work he had sought,
+devised a novel plan of approach that gained him a coveted chance in a
+big department store. He came to the main office and reached the sales
+manager without difficulty by appearing to be just a customer of the
+store. Then he whisked from under his coat a pasteboard sign on which he
+had printed, PORTER WANTED&mdash;TO KEEP SIDEWALK CLEAN.</p>
+
+<p>&quot;I'm after that job, sir,&quot; he explained his presence.</p>
+
+<p>The sales manager waved the old man away.</p>
+
+<p>&quot;You're in the wrong place,&quot; he said curtly. &quot;Employment office is on
+the top floor.&quot;</p>
+
+<p>&quot;<a name="Page_191" id="Page_191" />I made the sign myself,&quot; the applicant declared, standing his ground.
+&quot;The employment manager&mdash;you&mdash;no one in this store has realized, I
+think, how filthy your sidewalk is. If you will come down with me and
+look at it, I'm sure you will want to have it cleaned and will instruct
+that I be given the chance. It is hurting your sales, as it is now. Kept
+clean, as I would keep it, it would be a fine advertisement of the
+store's policies, and would help sales.&quot;</p>
+
+<p>The old man's plan of entrance gained him his initial opportunity. He
+swept the sidewalk only two weeks. Then the sales manager made a place
+for him behind a counter, where he is serving customers with
+satisfaction to-day.</p>
+
+<div class="sidenote">Distinguishing Characteristic Of Masterly Salesmanship</div>
+
+<p>You will recall that in a previous chapter the <em>ability to discriminate</em>
+was stated as the <em>distinguishing characteristic</em> of masterly
+salesmanship. The ability to perceive differences, and skill in
+emphasizing them, will <em>assure</em> success in selling either ideas or
+goods.</p>
+
+<p>The discriminative-restrictive study of anything is certain to give one
+a much clearer and more definite understanding of it than could be
+secured by a study of its likeness to something else. If, when
+describing two people, you <em>compare</em> their points of <em>resemblance</em>, you
+do not paint a clear picture of either. But if you <em>restrict</em> your
+com<a name="Page_192" id="Page_192" />ments to the <em>differences</em> in their features, you will portray a
+pretty definite mental image of each.</p>
+
+<div class="sidenote">&quot;Different&quot; Ways Win</div>
+
+<p>You have been given several examples of ways and means to gain an
+entrance into the presence and into the mind of an employer. You will
+note that each applicant <em>restricted</em> his plans of approach to
+methods that were entirely <em>different</em> from those ordinarily used
+in getting a job. The purpose of the salesman in every case was to
+bring out the difference between him and competing candidates for the
+situation. The selling processes described were successful because
+<em>discriminative-restrictive principles of skill were employed to bring
+to the attention and interest of the prospect the service capabilities
+of the one applicant, in distinction from all others</em>.</p>
+
+<p>When you plan to gain the chance you most want, you can assure yourself
+of success if you will work out in your own mind how to do <em>something
+effective that is different</em> from the methods commonly used in attempts
+to gain opportunities, and that will impress your <em>real service purpose</em>
+in applying for your chance.</p>
+
+<p>First think out clearly <em>what the other man needs</em>. Distinguish exactly
+in your thoughts between what is <em>lacking</em> in his organization, and what
+he <em>already has</em>. Then when planning to gain an entrance to the presence
+and the mind of your prospect, restrict your thoughts to ways and means
+of <a name="Page_193" id="Page_193" />indicating and suggesting that <em>you know precisely what service is
+wanted</em>. Prepare to show him that you don't have merely a vague,
+indefinite idea of a job <em>like</em> other jobs. Plan to indicate that you
+are not just about the <em>same</em> as ordinary men who apply for positions.
+Be ready to make the first impression that you are <em>a particular man
+with individual ideas and distinctive capability</em>. If you can prove
+that, you will be certain to gain your chance through good salesmanship
+of the true idea of your qualifications.</p>
+
+<div class="sidenote">Plan Approach To Fit the Particular Man</div>
+
+<p>When planning his approach, the master salesman combines his earlier
+work of preparation and his prospecting. He re-organizes in his mind all
+the information he previously has gained for his own benefit. Now he
+reviews his knowledge <em>from the standpoint of the prospect</em>. He plans to
+use what he has learned in the ways that seem to him most likely to fit
+the mentality, impulses, feelings, conditions, and real needs of the man
+he wants to influence to accept his proposition.</p>
+
+<p>Having thus planned to <em>fit his knowledge to an individual prospect</em>,
+the skillful salesman arranges constructively in his own mind
+<em>particular, definite points of contact</em> with the mind of this one other
+man. He plans restrictively. That is, he works out only the approach
+ideas that are likely to fit the characteristics of the certain man on
+whom he <a name="Page_194" id="Page_194" />intends to call. He also discards ways and means that are not
+<em>especially adapted</em> to this prospect.</p>
+
+<div class="sidenote">Different Effects on Different People</div>
+
+<p>Of course the master salesman purposes to make the best possible
+impression always; but he recognizes that words, tones, and actions
+which would create a favorable impression on one prospect might make an
+opposite impression on another. For instance, a jolly manner and
+expression help in gaining an entrance to the friendly consideration of
+a good-natured man, but would be likely to affect a cynical dyspeptic
+disagreeably.</p>
+
+<p>The intelligence and skill used by the master professional salesman of
+goods in planning ways and means to gain his sales chances, can be used
+in the same way just as effectively by <em>you</em> when planning <em>your</em>
+approach to the presence and mind of any one related to your
+opportunities for success. Before you apply for the job you want, or
+before you present your qualifications for promotion or an increased
+salary, <em>make in advance a discriminative selection of ideas that will
+be likely to prove most effective in accomplishing your purpose</em> with
+your employer prospect. Then, when you interview him, <em>restrict</em> your
+presentation of your case to these discriminatively selected strong
+points of your particular capability.</p>
+
+<div class="sidenote">Contrast Selfish and Service Purposes</div>
+
+<p>You should suggest contrasts between yourself and ordinary job seekers
+or employees. When you present your qualifications for a promotion or
+for <a name="Page_195" id="Page_195" />a raise, you will be <em>sure</em> of succeeding if you are able to get
+across to your employer's mind the true idea that your services in the
+future may be <em>different and deserving of more reward</em> than the services
+for which you have previously been paid.</p>
+
+<p>When an employee asks for more money because other men are being paid
+higher wages in the same office, or because he has prospects of better
+pay elsewhere, or even because of increased costs of living, he makes an
+<em>unfavorable</em> impression on the man from whom he requests a raise. His
+purpose in presenting his claims is evidently selfish. He appears to be
+looking out only for Number One, and the employer naturally looks out
+for <em>his</em> Number One when responding. By using methods that suggest a
+wholly selfish purpose, the applicant decreases his chances of gaining
+what he desires. Yet most employees ask for raises in just this way.</p>
+
+<div class="sidenote">The Quid Pro Quo</div>
+
+<p>Contrast the impression made when an employee approaches the boss with a
+carefully planned demonstration of his <em>capability for increased
+service</em>, as the basis of a proposal that he be promoted or given a
+higher salary. He comes into &quot;the old man's&quot; office with an attitude
+that produces a <em>favorable</em> impression. When he explains exactly what he
+is doing, or can do if permitted, that is deserving of more reward than
+he has been receiving, he presents the idea of a &quot;quid pro quo&quot; to his
+&quot;prospect,&quot; just as the salesman of goods <a name="Page_196" id="Page_196" />presents the idea of <em>value</em>
+in fair exchange for <em>price</em>.</p>
+
+<p>If the service now being rendered by the employee, or the new service he
+wishes permission to render, is really worth more money to the employer,
+the applicant for a raise is practically certain to get it, provided he
+has chosen a fair boss. And, of course, a good salesman of himself does
+not go to work in the first place until he has prospected the squareness
+and fair-mindedness of the employer.</p>
+
+<div class="sidenote">The Saleswoman Secretary</div>
+
+<p>A young woman was employed in a secretarial capacity shortly before the
+world war began. In the course of the next two years her salary was
+voluntarily doubled by her employer. But her necessary expenses
+increased in proportion; so she was able to save no more money (in
+purchasing power) than it would have been possible for her to put in the
+bank if there had been no increase either in her earnings or in the cost
+of living. That is, if the war had not happened, and she had continued
+at work for two years without any raise at all, she would have been
+practically as well off at the end of that time as she actually found
+herself with her doubled pay.</p>
+
+<p>As the months of her employment passed, she had made herself
+progressively much more valuable to her employer. She was rendering
+him now a very large amount of high-grade service. But in <a name="Page_197" id="Page_197" />effect she
+was being paid no more money than when she was engaged. The young
+woman knew her employer intended to be fair with her. Undoubtedly he
+felt he had treated her well by voluntarily doubling her salary in two
+years. If she had gone to him and had asked for more pay in the manner
+of the ordinary applicant for a raise; if she had stated her request
+without skillfully showing the difference between actual conditions and
+his misconception of the facts; she likely would have made an unfavorable
+impression. But she was a good saleswoman of her ideas. She made a
+discriminative-restrictive plan of approach to gain her object, and used
+first-class selling skill to get into her employer's mind a true
+conception of her worth to him.</p>
+
+<div class="sidenote">Opening the Boss's Eyes</div>
+
+<p>She compiled from her budget the exact amount of increased living costs.
+The comparative figures of two years showed that her necessary expenses
+were approximately double what they had been before the war. Then she
+used the percentage ratio to demonstrate in neat typewriting that
+approximately all of her salary increases had gone to some one else, and
+had not remained in her hands. On another sheet she typed a summary of
+the most important business responsibilities she carried for her
+employer at present, but which she had not been qualified nor trusted to
+bear when she was first engaged. The secretary brought the <a name="Page_198" id="Page_198" />two exhibits
+to the desk of the business man, laid them before him with brief
+explanations of what they represented, and concluded with a simple
+personal statement which she worded most carefully.</p>
+
+<div class="sidenote">The Approach That Commands Respect</div>
+
+<p>&quot;Mr. Blank, I know you mean to be perfectly square with me. So I want
+you to realize what has been the actual purchasing power of the salary I
+have received, and what I have done with it. This percentage slip shows
+that my additional pay was all used for additional expenses. I have been
+unable to increase my savings. I really have been paid only for the same
+kind of services I was able to render when you employed me. Now I know
+how to do all these additional things.&quot; She pointed to the list typed on
+the second sheet of paper. &quot;In effect, I haven't been paid anything for
+them, you see. I am sure you have not appreciated the difference between
+the increased service I have rendered, and the buying power of the
+raises you have meant to give me but which have all gone to some one
+else. Please study these lists. I believe you will feel that I am
+earning a larger salary and really am worth more to you than two years
+ago.&quot;</p>
+
+<p>Her &quot;different&quot; approach gained the secretary not only an immediate
+increase of fifty per cent in her salary; but five hundred dollars back
+pay that her fair-minded employer was convinced she should have
+received.</p>
+
+<p><a name="Page_199" id="Page_199" />Such an approach commands the respect of the prospect. It is the
+approach of an equal, not of an inferior. <em>So greatly does it reduce the
+chances of failure that the salesman is practically certain to succeed
+in his purpose.</em></p>
+
+<div class="sidenote">Initiative Is Yours</div>
+
+<p>Recognize that the <em>initiative</em> in gaining your chance should be in your
+own hands. Do not wait for any opportunity to come to you. &quot;Go to it.&quot;
+Go prepared to control the situation you have planned to create, but be
+ready also to meet <em>unexpected possibilities</em>. The object of the master
+salesman in his preparation is not only to make the selling process
+<em>easy</em>, but also to meet any <em>difficulties</em> he can foresee that may
+arise to block him. He is ready to take full advantage of favorable
+conditions he has planned to meet, and is equally ready for turn-downs.
+If you use the discriminative-restrictive method to gain admission to
+the presence and into the mind of your prospect, it is altogether
+unlikely that you will be denied the chance you seek. Nevertheless <em>go
+loaded for refusals</em>. Be ready with the quick come-back to every
+turn-down you can imagine.</p>
+
+<p>A clerk in a real estate office wanted an opportunity to prove that he
+was capable of selling. Times were very hard, and the firm had flatly
+announced that it would not promote anybody or grant any raises. But
+this clerk, who had made up his mind to secure a salesman's job,
+carefully <a name="Page_200" id="Page_200" />prepared a plan of approach before he went to the president's
+office. His ostensible purpose was to get a raise; so he had worked out
+an ingenious reply to every objection he could imagine his employer
+might make to paying him more money. But he really wanted a different
+job, not just a larger salary.</p>
+
+<div class="sidenote">Come-backs To Turn Downs</div>
+
+<p>He tackled the &quot;old man&quot; at a selected time when he knew the president
+would not be busy. One after another, in quick succession, he came back
+at every reason given for turning him down on his application for
+additional pay. Finally the cornered employer stated frankly that the
+clerk was entitled to a raise, but as frankly said it could not be
+granted because of general business conditions. The applicant, having
+gained his immediate object by proving his worth, then switched to the
+second part of his plan of approach.</p>
+
+<p>&quot;I didn't expect more money for my clerical work, but haven't I proved
+to you by the way I handle turn-downs that I possess the qualifications
+of a salesman? It would be just as hard for a prospect to say 'No' to me
+as it has been for you. I don't want a raise. I want a chance at selling
+real estate. Give me a drawing account equal to my present salary, and
+I'll earn it in commissions. I'm going to make it hard for anybody to
+get away from me after I tackle him to buy a lot or a house.&quot;</p>
+
+<p>Of course the clerk got his chance.</p>
+
+<div class="sidenote"><a name="Page_201" id="Page_201" />Touch Tender Spots</div>
+
+<p>Another important detail of good salesmanship in planning to approach
+opportunities to succeed, is <em>touching the tender spots of the
+subordinates</em> in the office of the big man you want to reach. Also plan
+to touch tender spots in <em>him</em>. You can do it with a courteous bow, or
+with the tone of respect. Employ the <em>personal appeal</em>&mdash;that is, make
+<em>contact</em> between <em>your personality</em> and the personality of the <em>other
+party</em> you desire to influence. There is no better way than by
+manifesting your <em>real friendliness</em>. One who comes as a friend is able
+to feel and to appear <em>at ease</em>. The bearing of perfect ease makes the
+excellent impression of <em>true equality in manhood</em>, and helps very
+greatly in gaining for one a chance to succeed.</p>
+
+<div class="sidenote">Strength and Resourcefulness</div>
+
+<p>Sometimes self-respect will require you to use very forceful methods to
+secure the opportunity you desire. A snippy clerk may refuse you
+admittance to the private office. The big man himself may send out word
+that he will not receive you, or perhaps he will attempt to dismiss you
+brusquely after you are granted an audience. So be prepared to manifest
+your <em>strength</em>, as well as your <em>resourcefulness</em>, should such <em>force</em>
+of personality be needed in any imaginable situation. If you have
+planned exactly how you will show your strength, you will make the
+impression when you manifest it actually that you are strong in fact,
+and not just <a name="Page_202" id="Page_202" />a bluffer. Often you can prove your strength by looking
+another person fearlessly in the eye.</p>
+
+<div class="sidenote">Four Essentials of Good Approach</div>
+
+<p>It is evident from what has already been outlined that to make a
+successful approach one needs particular qualifications. There are four
+essentials: First, <em>mental alertness in perceiving</em>; Second, <em>good
+memory for retaining the impressions received</em>; Third, <em>constructive
+imagination</em> in planning the approach; Fourth, <em>friendly courage</em> in
+securing an audience and in making the actual approach to the mind of
+the other man.</p>
+
+<p>All your senses must be <em>wide awake</em> if you are to <em>perceive every point
+of difference</em> that can be used effectively to sell your particular
+ideas in contrast with ordinary ideas.</p>
+
+<p>It is necessary not only that you <em>see</em> distinctions clearly, but that
+you be able to <em>remember them instantly</em>, when you need to use them in
+selling your ideas.</p>
+
+<p>You cannot make any certainly successful plan to deal with a future
+possible chance unless you <em>cultivate your power of imagination by
+working out in advance every conceivable situation that may be
+anticipated</em>.</p>
+
+<p>And all your other capabilities in gaining your chance will be of no
+avail if your purpose meets resistance; unless you are equipped
+beforehand with friendly courage, the <em>kind of real bravery that is
+likable</em>.</p>
+
+<div class="sidenote"><a name="Page_203" id="Page_203" />Genius</div>
+
+<p>It is highly important to your success that you be able to make the
+impression that you are a person of <em>genius</em>. Genius, analyzed, is no
+more than the exceptional application of natural ability to doing work.
+Application demands complete attention. Attention leads to
+discrimination. Discrimination concentrates, of course, upon the
+recognition of differences. And differentiation depends principally upon
+sense training in alertness. Unless a sense is very keen, it cannot make
+distinctions sharply. <em>So we get back to the primary necessity of
+developing all your senses and of keeping them wide awake to perceive
+and act upon chances for success</em>.</p>
+
+<div class="sidenote">Memory</div>
+
+<p>Your discriminative power of perception will be well-nigh valueless to
+you, however, if you are unable to recall whenever needed, all the
+points of difference possible to utilize in your salesmanship. Therefore
+you should <em>train your memory</em>. We will not enlarge just now upon this
+factor of the process of making success certain; because in previous
+chapters and also in the companion book, &quot;The Selling Process,&quot; the
+right methods of developing a good memory are indicated.</p>
+
+<div class="sidenote">Constructive Imagination</div>
+
+<p>The value of <em>constructive imagination</em>, not only in planning your
+entrance to the physical presence and into the mind of the prospect, but
+all through your salesmanship, cannot be over emphasized. If <a name="Page_204" id="Page_204" />you are to
+gain your chance with another man, <em>you must be able to see imaginary
+future situations, through his eyes</em>. In advance of your interview it is
+necessary that you imagine yourself in his place when a caller like
+yourself is received.</p>
+
+<p>Some so-called &quot;realists&quot; condemn imagination. They say it is apt to
+make men visionary and unable to recognize and meet successfully the
+every-day problems of life. But the <em>big</em> men of finance, industry, and
+politics have become pre-eminent because of the fertility and
+productiveness of their imaginations. What the &quot;hard-headed&quot; man
+condemns is not imagination, but <em>inability to use it constructively</em>.
+He deprecates imagination not carried into <em>action</em>. Constructive
+imagination, however, has always been man's greatest aid in making
+progress.</p>
+
+<div class="sidenote">Four Ways to Re-construct Ideas</div>
+
+<p>In order to develop your constructive imagination most effectively you
+must follow certain laws with regard to the re-adjustment of parts,
+qualities, or attributes of things you know. You can re-construct an
+idea; (1) by merely <em>enlarging</em> an old mental image; or (2) by
+<em>diminishing</em> the size of the previous image; or (3) by <em>separating</em> a
+composite image into its parts; or (4) by imaging <em>each part as a
+whole</em>.</p>
+
+<p>Let us illustrate how these laws of constructive imagination might be
+applied effectively in planning the approach to a prospective employer.</p>
+
+<div class="sidenote"><a name="Page_205" id="Page_205" />Using Constructive Imagination</div>
+
+<p>He perhaps has an idea that the possibilities of the job you want are
+limited. You should plan to <em>enlarge</em> the picture of your possible
+service and to show that you could do more things than he is likely to
+expect of you.</p>
+
+<p>So you can <em>diminish</em> his idea of the salary you want, by planning to
+show him that in proportion to the enlarged service you purpose to
+render, the pay you ask is not really big.</p>
+
+<p>In order to make him appreciate better just what your contemplated job
+means, you can <em>separate</em> it into the different functions you will
+perform. The mere fact that the job has a great many parts will be
+effective in impressing him with the idea that it is worth more pay.</p>
+
+<p>Then you can take each part or function of your job and show it as a
+<em>whole</em> opportunity. For instance, if you are a correspondent, you might
+demonstrate just how letters of different length could be spaced on the
+stationery to develop a uniformly artistic impression that would help to
+get more business by mail.</p>
+
+<p>All your imaginative powers can be made to work <em>together</em> to accomplish
+the one certain result you desire. &quot;Constructive imagination is always
+characterized by a definite purpose, which never is lost sight of until
+the image is complete.&quot;</p>
+
+<div class="sidenote"><a name="Page_206" id="Page_206" />Friendly Courage</div>
+
+<p>Thousands of men have failed, after getting right up to the door of
+opportunity, because they had to turn away in order to screw up their
+<em>courage</em>. No one can hope to succeed if he lacks <em>the quality of
+bravery necessary to gain chances</em>.</p>
+
+<p>True bravery is not cockiness or swaggering. It is simply a <em>kindly
+self-confidence</em> that makes no impression of a threat to others, and
+gives no suggestion that the man who has it feels there is the slightest
+reason for being afraid of anybody else.</p>
+
+<div class="sidenote">No One To Fear</div>
+
+<p>Really, if you have planned just how to approach each prospect with a
+true service purpose, there is no one in the world you need to fear.
+Lack of courage is usually due to lack of preparation for what might be
+anticipated. Sometimes a man is fearful of another because of his own
+consciousness that he has come to that other man principally for the
+purpose of <em>taking something away from him</em>. This consciousness causes a
+guilty feeling, which undermines courage. If through imaginative
+planning you know in advance about what to expect, and if you feel your
+intentions toward your prospect are absolutely square, you will not be
+afraid to seek your chance anywhere. Your courage will not ooze.</p>
+
+<div class="sidenote">&quot;Right is Might&quot;</div>
+
+<p>True courage is based on a <em>permanent consciousness of right feeling and
+thinking, coupled with the sense of power</em> that is expressed in the
+maxim, &quot;Right is might.&quot; Such courage can be developed <a name="Page_207" id="Page_207" />by the
+discriminative-restrictive process with absolute certainty, as is
+explained in the companion book, &quot;The Selling Process.&quot;</p>
+
+<div class="sidenote">Big Mental Outlook</div>
+
+<p>Our study of plans of approach would be incomplete without emphasizing
+the prime necessity for a <em>big mental outlook</em>. To assure your success
+in gaining the chances you want it is necessary that you vision
+imaginary situations of the future and fit into them the facts you know
+now or may be able to learn.</p>
+
+<p>However, you cannot develop maximum skill in gaining your chances if you
+are unable to learn anything except through personal experience.
+Personal experience is valuable, no doubt. But you must develop the
+ability to <em>think out the significance of other men's experiences</em>, and
+must be capable of <em>applying what you learn to your own imaginary use</em>.</p>
+
+<p>The big view-point, the ability to learn from observation as well as
+from experience, will develop in you broad and varied conceptions of
+other men. It will make you tolerant of characteristics that differ
+widely from your own. You will respect the view-point of the other
+fellow, and will recognize that he may be perfectly fair in his attitude
+and opinions, however widely he may differ from your ideas. Your big
+mental outlook should make you feel friendly toward him as your
+<a name="Page_208" id="Page_208" />prospect, and you can make the approach of <em>courage that is friendly</em>.</p>
+
+<div class="sidenote">The Sentry And the Password</div>
+
+<p>Perhaps you will meet opposition to your entrance when you come to gain
+your chance. It is likely that some sentry in the outer office of your
+prospect, or the sentry of his own mind when you reach his presence, may
+halt you at the portal of opportunity with the challenge, &quot;Who goes
+there?&quot;</p>
+
+<p>Your answer should be spoken confidently, &quot;A friend.&quot;</p>
+
+<p>The test will then be made by the sentry, &quot;Advance, friend, and give the
+countersign.&quot;</p>
+
+<p><em>The secret pass-word to Opportunity is, &quot;Service.&quot;</em></p>
+
+<p>Prove you know the countersign, speak it with courage, and you will find
+yourself no longer an object of suspicion, no longer regarded as a
+possible enemy.</p>
+
+<p><em>You have nothing to fear if you plan to approach your prospect as a
+true friend who has come with a carefully thought out, intelligent offer
+of service that he lacks.</em></p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_VII" id="CHAPTER_VII" /><a name="Page_209" id="Page_209" />CHAPTER VII<br />
+
+<em>Knowledge of Other Men</em></h2>
+
+
+<div class="sidenote">Unlocking The Other Man's Heart And Mind</div>
+
+<p>We have seen how you can make certain of <em>gaining</em> your introductory
+chance. Now we are to consider the first step in the <em>most effective
+use</em> of this opportunity to begin building your own success.</p>
+
+<p>Let us say that you have chosen a particular man as the sort of employer
+with whom you want to work. Your prospecting has convinced you that in
+his business you have found the right market for your present services
+and a promising field for the future big success you are ambitious to
+achieve. Therefore you wish to sell him a true idea of your best
+capabilities. We will assume that you have passed the threshold of his
+private office, but your object in calling upon him has not yet entered
+<em>his thoughts and feelings</em>.</p>
+
+<p>Before you state the ideas and service intention you have brought, make
+certain of the best possible reception from him. You need to take every
+practicable precaution against being rebuffed. You want to assure
+yourself of a welcome. Having gained this chance to start the sale of
+your capabilities, it is of vital importance not to take the next step
+in the selling process <em>blindly</em>, lest you stumble.<a name="Page_210" id="Page_210" /> Hence you should
+<em>size up</em> the other man before you announce your purpose in calling.
+What you may learn from reading his character correctly will help you to
+gain admittance into his mind for your ideas. It should assure a welcome
+from his heart for your sincere desire to serve him.</p>
+
+<div class="sidenote">Skeleton Key Unavailing</div>
+
+<p>Golden opportunities to succeed in a particular business cannot be
+unlocked with a skeleton key of knowledge about human nature. Knowledge
+of <em>all</em> men supplies merely the shaft and general shape of the key
+blank, which must then be notched and filed to fit the characteristics
+of the individual whose mind and heart you wish to open for the
+admission of your ideas and feelings. Unless you can get into that <em>one</em>
+mind and that <em>one</em> heart with your service purpose, you will be shut
+out from the opportunity you want. It is important that you know the
+traits of men in general, of course. Such knowledge, however, should be
+supplemented by a <em>specific</em> and true conception of the particular man
+through whom you hope to reach your chance to succeed.</p>
+
+<p>Do not confuse in your present thoughts the process of <em>prospecting</em> the
+characteristics of a man <em>before</em> meeting him, with the later process of
+<em>sizing him up at the time of the interview</em>. It is highly important to
+accumulate in advance as much knowledge as possible of your prospect's
+individual traits. But what you learned about your chosen future
+employer before you gained the chance to present <a name="Page_211" id="Page_211" />your ideas to him in
+his office should be used <em>merely as a guide</em> in sizing him up on the
+spot.</p>
+
+<div class="sidenote">Stop, Look, Listen</div>
+
+<p>Take nothing for granted now. Through your personal, specific
+observation either confirm or disprove every item of information that
+has come to you from other people previous to meeting this man face to
+face. Your informants may or may not have had correct conceptions of his
+characteristics. It would be unwise, even unsafe, for you to rely
+implicitly on <em>their</em> judgment of him. You need to <em>be certain you know
+him as he really is</em>; so that you can present your purpose with the
+confidence a skilled salesman feels when he is sure he understands the
+principal traits of the prospect he is addressing. In reaching this man
+you have gained your first chance. You cannot afford to risk losing it
+by haste. <em>Do not advance farther in the selling process until you have
+made certain of the ground you are to tread.</em> It is very bad
+salesmanship to begin introducing ideas and feelings to a mind and heart
+that are unknown to you except from hearsay.</p>
+
+<p>&quot;But,&quot; you say, &quot;I'm not a mind reader. And I can't look into another
+man's heart.&quot;</p>
+
+<p>True. Yet you should be able to read the <em>signs</em> of his thoughts; which
+he manifests in his words, tones, and acts. And you need not see into
+<em>his</em> heart to know what it contains; since fundamentally <em>all</em> men are
+much alike at heart. Just look clearly into your own heart at its best.
+You will <a name="Page_212" id="Page_212" />find there the basic emotions and feelings that civilized men
+have in common everywhere.</p>
+
+<div class="sidenote">Character Analysis by Types Not Reliable</div>
+
+<p>Character analysis by &quot;types&quot; is unreliable. I believe as little in
+phrenology as in palm-reading. I have directed thousands of men in
+business. Personal experience has proved to me that the <em>permanent</em>
+structure of a particular human body is not an invariably true index to
+the characteristics of the inner, or ego man who owns that body.</p>
+
+<p>He has had no control over the color of his hair or eyes. He cannot
+reshape the bones of his face, nor alter the bumps on his head. To
+believe that such permanent structural details of the &quot;natural&quot; <em>outer</em>
+man determine or denote the peculiar aptitudes of the <em>inner</em> man is to
+credit the exploded doctrine of fore-ordination.</p>
+
+<p>Therefore, when you have gained the chance to present your capabilities
+for sale to a chosen prospect with whom you believe you will have the
+best opportunities to succeed, and when you are swiftly shaping your
+presentation plans to fit his personality, don't size up merely the
+factors of his make-up with which he was born. You will be apt to
+mistake his true character if you have come to his office with the
+delusion that the blonde type of man is fundamentally different <em>in
+nature</em> from the brunette type. Get out of your head any misconception
+that a man is foredoomed to practically certain failure in a particular
+career because he has a big nose, sloping brow, and receding chin; and
+that <a name="Page_213" id="Page_213" />another man with a snub nose, bulging forehead, and protruding jaw
+is destined almost surely to succeed if he selects a certain vocation.
+No &quot;mind man&quot; with a normal, healthy body is limited in his
+possibilities of success by being born with red, or black, or tow hair;
+or because the bones of his head happen to be shaped in a particular
+way. The ego is the master, not the slave, of the body.</p>
+
+<div class="sidenote">True Signs of Character</div>
+
+<p><em>The true signs of character are to be read only in the words, tones,
+and movements</em> of a man&mdash;and in his muscle structure <em>as he has
+developed it</em> or has left it <em>undeveloped</em>. We already have seen in a
+previous chapter how a mind center and its co-ordinated set of muscles
+develop each other. So the positive characteristics of the inner man are
+revealed clearly by the muscle structure built up by his habits of
+thinking and feeling and action. On the other hand, his deficiency in
+certain mental and emotional development is indicated negatively by his
+lack of the muscle structure that naturally would be co-ordinate with
+such development.</p>
+
+<p>The relation of muscular development to mental development, as explained
+in an earlier chapter, suggests the one <em>sure</em> way to judge a man's
+habits of thinking. <em>Observe discriminatingly his various muscle
+structures, and his muscle activities in detail.</em> The development of
+certain sets of <em>muscles</em> proves a co-ordinate development of the <em>mind
+centers</em> most directly connected with these muscle structures.<a name="Page_214" id="Page_214" />
+Similarly the <em>mental action</em> of a man is indicated by his <em>physical
+manifestations</em> with his muscles in movements.</p>
+
+<p>Hence if you learn to read the <em>mental significance of particular muscle
+structures and of particular muscle actions</em>, you will be able to size
+up both the <em>habits</em> of thought (individual characteristics) of a man,
+and what he happens to be thinking <em>at the time</em> you come to present
+your services or ideas for sale.</p>
+
+<div class="sidenote">Recapitulation</div>
+
+<p>Before going on with our study of the subject of this chapter, let us
+summarize the preceding pages to make sure that we know thoroughly the
+somewhat difficult but very important ground we have gone over thus far.</p>
+
+<p>You chose a certain man as your prospective employer because you believe
+that if you succeed in associating yourself with him you will have the
+best opportunities to achieve your ambition. You are now standing in his
+presence. You need to size up his true character quickly in order that
+you may be sure of presenting your capabilities in the particular way
+that is likely to be most effective with him. You wish to impress this
+one man with right ideas of your qualities and their value. You want him
+to perceive that he lacks and requires just such services as you purpose
+to offer for sale. You realize it is unsafe for you to jump at
+conclusions about his characteristics. You pause briefly to size <a name="Page_215" id="Page_215" />him up
+before presenting your proposition, rather than to proceed blindly in
+ignorance of his habits of thought, and with no clue to what he happens
+to be thinking at the time you call. You must know all it is possible to
+find out on the spot regarding him.</p>
+
+<div class="sidenote">What Has He Done with His Birthright?</div>
+
+<p>You cannot be certain of his characteristics if you judge him solely by
+what Nature forced on him. But you can be absolutely sure if you size
+him up by observing <em>what he has done with his birthright</em>, and if you
+are then able to <em>interpret</em> correctly what you <em>perceive</em>. Your
+prospect has had nothing to do with the shape and size of his head. His
+fair or dark complexion is inherited. He is utterly unable to control
+the color of his hair or eyes. His <em>muscle structure</em>, however, is a
+<em>development</em> that he has accomplished himself. If he has a firm jaw,
+the jaw <em>muscles</em>, not the jaw <em>bone</em>, signify the characteristics of a
+firm mentality. <em>Judge the physical man he has made by his habits of
+living under the government of his mind.</em> Disregard such physical
+details of his appearance as he cannot help. The <em>made</em> man is the true
+image of the ego. It is this <em>ego</em> of your prospective employer you need
+to know, for your chance to succeed in your purpose with him depends on
+the <em>inner</em> man you must convince and persuade. Therefore restrict your
+size-up to the discriminative observation of the <em>muscle signs of his
+mind habits and mind actions</em>.</p>
+
+<div class="sidenote"><a name="Page_216" id="Page_216" />Recall Burbank Method</div>
+
+<p>Recall now, or re-read the second chapter of this book. There you
+studied the principles of restrictive-discriminative growth&mdash;the Burbank
+method of developing selected qualities of manhood. That chapter related
+to your cultivation of particular characteristics within <em>yourself</em>. The
+same principles will guide you with equal certainty in acquiring
+knowledge of <em>other men</em>.</p>
+
+<p>Every <em>mental</em> characteristic of your prospect about which you need to
+know has <em>physical indications that can be perceived, and translated
+into certain knowledge of details of his character</em>. You have studied
+the co-relation of <em>your</em> mind and body in mutual development. You may
+be sure that similar processes of development have produced like effects
+in the case of the man you have come to see. You know exactly how to
+grow particular qualities within yourself, by using your muscles to
+develop corresponding mind centers and vice versa. You can read another
+man's mind by observing <em>his</em> muscle structure and muscle action, and by
+then interpreting the mental significance of what you perceive.</p>
+
+<div class="sidenote">Men are Alike At Heart, But Differ in Mind</div>
+
+<p>To repeat and emphasize again what already has been said about knowing
+the <em>heart</em> of another man&mdash;you need but look into your own breast to
+find there the finest basic characteristics of the human heart in
+general. As Kipling wrote, &quot;The Colonel's lady and Judy O'Grady are
+sisters under their skins.&quot; All men are fundamentally alike at the
+<a name="Page_217" id="Page_217" />bottoms of their hearts, however much they may differ in the individual
+traits they have grafted upon their common root of human nature.</p>
+
+<p>So when you are sizing up your prospect, you should comprehend that <em>the
+most effective way to get to his heart is through such an appeal as
+would reach the heart of every man</em>. Know your own heart surely, then,
+in order to be certain of knowing his. All human hearts respond
+similarly to manifestations of courage, nobility, love, faith, honor,
+and the like. We laugh and cry at the same humor and pathos. Our
+<em>feelings</em> are closely akin. We differ from one another only in our
+<em>minds</em>. Our individual, acquired habits of thought affect but the
+<em>degrees</em> of our several heart responses to the gamut of fundamental
+emotional appeals.</p>
+
+<div class="sidenote">Exhaustive Prolonged Analysis Unnecessary</div>
+
+<p>Knowledge of another man, then, involves first, comprehension that he is
+<em>like</em> every other man in his <em>emotions</em>, and <em>unlike</em> all other men in
+the way he <em>thinks</em>. To a trained observer his habits of thought are
+clearly indicated by his muscle structure and muscle action. Exhaustive
+prolonged analysis is unnecessary. You can learn to read quickly the
+mental significance of the comparatively small number of details of
+muscle structure and action that constitute a fairly complete index to
+his character. Then you will be able to judge with certainty practically
+all the traits of which you need to be sure in order to make the most
+effective presentation of your services for sale to this particular
+man.</p>
+
+<div class="sidenote"><a name="Page_218" id="Page_218" />Value of Size-up</div>
+
+<p>The value of such a dependable size-up can scarcely be over-estimated.
+It is not easy to gain the <em>initial</em> chance to present your capabilities
+to the one man with whom you have chosen to be associated. But it would
+be tremendously harder to win a <em>second</em> opportunity to sell your
+services after <em>failing</em> the first time. By sizing him up aright while
+you are presenting your qualifications for his consideration, you will
+be able to <em>avoid making unfavorable impressions</em>. You can also adapt
+your salesmanship to <em>creating the best possible impression</em> of your
+capabilities and their fitness to his <strong>especial needs</strong>.</p>
+
+<div class="sidenote">The Gruff Reception</div>
+
+<p>Sometimes a man seeking to gain the big chance that he believes would
+open the door to success fails to secure his opportunity because he is
+disconcerted by a gruff reception that he misconstrues as personal to
+him. He wrongly interprets <em>natural</em> self-defense as a sign of habitual
+crabbedness.</p>
+
+<p>A big man often thinks he is &quot;hunted&quot; by people who want to make him the
+prey of their own purposes. The employer you have chosen as the means of
+reaching the goal of your ambition may feel suspicious of your object in
+approaching him. He is likely to assume an attitude of extreme reserve,
+or even of icy indifference. Possibly his manner will be curt and sharp.
+Size up such a reception as just his way of protecting himself against
+impositions. His treatment of you is merely <a name="Page_219" id="Page_219" />a superficial manifestation
+of the instinct for self-preservation. It indicates nothing more than
+that he is wary of any one who calls on him with an unknown purpose.</p>
+
+<p>His object in being cold or brusque is to get rid of people who might
+annoy him or waste his time. He would not assume his repelling pose if
+he knew <em>you</em> had come with a purpose of <em>true service</em>, after full
+preparation of yourself and your selling plans to interest him. Though
+he does not realize it yet, you will neither pester him nor fritter away
+his precious minutes.</p>
+
+<div class="sidenote">Melting Ice And Smoothing Roughness</div>
+
+<p>Therefore if your size-up convinces you that the cold, brusque manner
+is only <em>assumed</em>, you need not deal with it as if it were
+<em>characteristic</em>. It indicates no more than the habit of wariness. You
+should proceed confidently with your selling process, undeterred by the
+bearing of your prospect. Do not attempt to mollify his assumed
+harshness. It will take but a few moments for you to <em>sell him the idea
+that you have brought him something he really needs</em>. When he first
+glimpses your service purpose, his icy pose will begin to melt and his
+rough tones will be smoothed.</p>
+
+<p>A great public-utility corporation with thousands of branch offices
+throughout the United States had as its purchasing agent for many years
+an old gorgon. He was &quot;a holy terror&quot; to new salesmen, but became a
+staunch customer when once his confidence was deservedly gained. And
+every <a name="Page_220" id="Page_220" />employee in the office of this tartar loved him for his true
+kindness of heart.</p>
+
+<div class="sidenote">Don't Flinch Or Retreat</div>
+
+<p>You may have occasion to call on such an eccentric big man. If you are
+rebuffed fiercely, don't let it &quot;get your goat.&quot; He can have no possible
+reason for disliking you personally, especially before he comprehends
+your purpose in coming to him. So disregard his ferocious pose. Though
+he may treat you as an unwelcome intruder, proceed calmly to the
+statement of your business. You know that your intention to render him a
+true service justifies you in taking his time. Therefore his assumed
+fierce manner should be powerless to disconcert you.</p>
+
+<p><em>Do not retreat</em> from a chosen prospective employer; <em>do not even
+flinch</em> from him, however ill-tempered and repellant he may appear. You
+cannot possibly lose so much by standing your ground as you would
+forfeit by running away from this chance to demonstrate your
+salesmanship. Countless thousands of men have failed because at the
+first sign of antagonism they surrendered even more than they might have
+lost if they had been utterly beaten after the hardest kind of a fight
+for victory. <em>They gave up without a struggle, not only all their
+chances for success, but their self-respect as well.</em></p>
+
+<p>Suppose the man you have selected as your future employer does snap at
+you viciously when you call on him; his ferocity signifies no more than
+that you must approach and handle him carefully.<a name="Page_221" id="Page_221" /> Your prospecting and
+your size-up should have convinced you that he is not in fact the crab
+he tries to appear. Real, thorough cranks are so rare they can be
+considered as non-existent. It is safe to conclude that any man who acts
+as if he were sore all the way through all the time is just <em>acting</em>.
+Ignore the irrascibility of the &quot;Everett Trues&quot; you meet. <em>Superficial</em>,
+<em>assumed</em> indications will not help you to comprehend the <em>inner</em> man
+you want to influence. <em>Restrict your size-up to the signs of that inner
+man.</em> While the old gorgon you face is brow-beating you, he may be
+planning in the back of his head an act of gentle kindness to some one.
+If he is <em>habitually</em> kind, there will be physical indications of that
+characteristic; in his <em>tones</em> and <em>acts</em> if not in his <em>words</em>. Look
+for these signs beneath his harsh manner, which is merely a disguise he
+has put on. &quot;Everett True&quot; behaves like a domineering tyrant, but he
+really is characterized by an acute sensitiveness to what is right and
+just.</p>
+
+<div class="sidenote">Judge By Unconscious Appearance And Actions</div>
+
+<p>When sizing up a man, depend principally upon details of his
+<em>appearance</em> and <em>actions</em>. Translate whatever you see or hear into
+definite discriminative judgments regarding him. His muscle structure
+and movements indicate certain traits. Of course you should also observe
+and size up the significance of the words and tones he uses. But a man
+employs his speech with the conscious intention of making impressions.
+Therefore it is not safe to rely on a size-up based on what he says.<a name="Page_222" id="Page_222" />
+Your prospect may be using his words and tones to hide, rather than to
+reveal, his inner self.</p>
+
+<p>However, if you know how to separate and classify <em>details of muscle
+structure and action</em>, you can depend safely on specific conclusions
+based on these indications. The muscle structure of a man is the result
+of his habits of living, or of his predominant characteristics. He
+builds it up unconsciously and is unable to disguise it. It can be
+interpreted as certain proof that he has particular traits. Most of his
+movements, too, are made without his realizing exactly what they denote
+of his character and present thoughts. He just &quot;acts natural.&quot; Therefore
+if you read indications of the inner man by analytically observing his
+<em>physique</em> and <em>actions</em>, you will gain reliable information about him.
+He will not know that he is revealing his traits and what he is
+thinking.</p>
+
+<div class="sidenote">Your Opinions About People</div>
+
+<p>From your earliest childhood to this moment you have been forming
+first-hand opinions of other people by observing and interpreting their
+words, tones, and movements. Sizing up men is not a new process to you.
+But in order to be a certainly successful salesman of yourself you
+should <em>observe more intelligently and discriminatively</em> hereafter.
+Instead of making up your mind about people without knowing just how or
+why you arrive at your judgments, classify your intuitions
+scientifically. Know the reasons for your opinions. You can be sure
+about the conclusions you reach as a result of <a name="Page_223" id="Page_223" />your <em>specific, exact
+observation of details</em>. The study and analysis of words, tones, and
+acts, coupled with a little painstaking practice, will make you an
+expert judge of other men.</p>
+
+<div class="sidenote">Study Character Unobserved</div>
+
+<p>Do not seem to make an effort to observe the person you are sizing up,
+for that would impress him disagreeably. Without indicating that you are
+watching him, mentally note and interpret his muscle structure, his
+manner of speaking, his gestures, the rate of his physical activity, the
+way his actions respond to his ideas, the type and tensity of his
+movements. <em>Each item you analyze and translate should indicate to you
+clearly some fact about the inner man.</em></p>
+
+<p>Of course you will not be able to read your prospect thoroughly in the
+first few moments after you meet him. It is possible to make only a
+partial size-up then. No one would reveal <em>all</em> his characteristics in
+such a brief time. <em>But each indication you perceive and interpret
+correctly will aid you to attribute to him certain other, related
+traits.</em> For instance, if the actions of a man indicate the
+characteristic of evasion, you may judge safely that he lacks courage,
+the highest sense of honor, some of the elements of perfect squareness
+and trustworthiness. If he has a habit of under-estimating or
+&quot;knocking,&quot; and manifests this characteristic in something he says or
+does, you may feel certain he is not an idealist. He is likely to be
+pretty<a name="Page_224" id="Page_224" /> &quot;practical&quot; in his views, and cannot be won by appeals to rosy
+visions.</p>
+
+<div class="sidenote">Elements of Character are Consistent</div>
+
+<p>Analysis of a man's true character usually shows that its elements are
+thoroughly consistent. A human being is not a bundle of contradictions,
+but an aggregation of likenesses. Every man differs from every <em>other</em>
+man; yet, generally speaking, one element of his character is not apt to
+differ radically from another detail of <em>himself</em>. There are exceptions,
+but in most cases the seeming contradictions in an individual are only
+apparent opposites. Supposed inconsistencies cause surprise because the
+true fundamental traits of the person observed are not discerned. The
+<em>outer</em> man often seems to contradict himself. But nearly always the
+<em>inner</em> man is consistent in his various characteristics. This is the
+reason why your size-up should be <em>restricted to discriminative
+observation of indications of the ego</em>.</p>
+
+<div class="sidenote">Application of Theory</div>
+
+<p>Perhaps you have been thinking, &quot;The <em>theory</em> seems to be all right, but
+exactly how is it <em>applied?</em>&quot; So we shall turn our attention next to
+specific details of sizing up the characteristics of the inner man. We
+shall see just how his thoughts and feelings may be discerned at a
+particular time.</p>
+
+<p>We assumed previously that you have called upon the man to whom you want
+to sell your services. You believe the way to your success lies through
+association with him. <em>Your faculties of observation should be trained
+to size up at a glance what<a name="Page_225" id="Page_225" />ever traits are suggested by his bearing,
+his clothes, his manner, his actions, his surroundings</em>. Whether he is
+standing or sitting, it is possible for you to perceive and interpret
+his pose and poise. You can learn much from his walk if he steps forward
+to greet you. His handshake may tell volumes about his true character.
+The different ways that men clasp palms are especially significant of
+their individual traits. You should have a scientific knowledge of
+handshakes.</p>
+
+<div class="sidenote">Traits Suggested By Nods</div>
+
+<p>Should your prospect merely nod on your entrance, note discriminatively
+the movement he makes. There are many kinds of nods. The quick, sharp
+tipping of the head indicates unhesitating, clean-cut decisions. Such
+judgments on the spur of the moment are not always right, but they are
+apt to be pretty conclusive. Irregular, jerky nods are signs of
+irritability, of rash or very impulsive decisions, and often of
+unreasoning prejudice. The nod made directly forward signifies
+frankness, dignity, and straight thinking. The tilting of the head a
+little to one side suggests a habit of indirectness and a tendency to
+&quot;stall.&quot;</p>
+
+<div class="sidenote">Learn to Analyze Smiles</div>
+
+<p>How much of a man's character is illumined by his smile! Ability to
+analyze smiles <em>correctly</em> will enable you to size up the dissembled
+traits of character behind the <em>false</em> smile. Such analytical ability
+will also show you how to turn to your best advantage the smile of
+<em>true</em> friendliness.</p>
+
+<p><a name="Page_226" id="Page_226" />It is possible to judge from the physical aspect, from the facial
+expressions, from the movements, and from the voice of a man whether he
+is nervous or phlegmatic, active or passive, healthy or lacking in vigor
+and strength. A skillful size-up will determine that he is either
+eccentric or well balanced mentally, that he is thrifty or extravagant,
+that he is disposed to take comprehensive views or is inclined to give
+undue attention to trifles and details. He will indicate to a keen
+observer real intellect or mere intelligence. His emotions also may be
+read. He reveals himself as generous or selfish; as an optimist or as a
+skeptic. He shows that he is responsive to heart appeals or is hard
+hearted, moral or immoral, artistic or lacking in appreciation of art,
+cultured or boorish.</p>
+
+<div class="sidenote">Discriminative Restrictive Process</div>
+
+<p>To know the significance of your prospect's different <em>words, tones, and
+movements&mdash;the only means he has for the expression of his ideas and
+feelings</em>, just apply to <em>his</em> case whatever you have learned in
+studying <em>yourself</em>. Adapt your previous discriminative knowledge to the
+prospect you are sizing up. Restrict your conclusions about him to the
+significance of details you observe in his appearance, actions, and
+speech.</p>
+
+<p>After considerable practice in sizing up you will become familiar with
+the indications of many different traits. <em>But in most cases it will be
+sufficient if you can observe swiftly and interpret in a<a name="Page_227" id="Page_227" /> flash only a
+few of the commonest character signs</em>. We will touch briefly upon some
+of these.</p>
+
+<div class="sidenote">Facial Muscles</div>
+
+<p>Tense jaw muscles, whether large or small, denote the characteristic of
+persistence. But loose, flabby cheek muscles do not necessarily prove
+the habit of over-eating, or of sensuality. They may mean that the man
+who has them does not habitually allow his feelings to show in his face.
+When the muscles of facial expression are flabby they prove only that
+they are slightly used. Therefore when you encounter a man with loose
+cheeks read his characteristics from other muscle-structure signs, and
+from his actions. Do not misjudge the heavy face as a sign of grossness.</p>
+
+<div class="sidenote">Courage And Bluff</div>
+
+<p>If a man holds his head up easily, and moves it in this upright position
+without stiffness or effort, you may be sure his back neck and shoulder
+muscles are strongly developed. Such strong development suggests that he
+is courageous, for these muscles are directly co-ordinated with the mind
+center of bravery. Therefore the head and shoulders easily held back and
+up; not a high chest, signify courage. The bulging chest often indicates
+no more than pouter-pigeon bluff temporarily put on.</p>
+
+<div class="sidenote">Indications Of Intellect And Power</div>
+
+<p>A man's high chest, however, is a sign that his predominant
+characteristics are intellectual; because his chest has been developed
+by the student's habit of upper-lung breathing. The nerves running from
+the upper part of the lungs are directly connected with the brain
+centers of <em>intellect</em>. On the contrary <a name="Page_228" id="Page_228" />the nerves that lead from the
+lower portions of the lungs center first in the plexus through which are
+manifested the <em>vital emotions</em> and the emotions of <em>sex</em>. Hence the man
+who breathes deeply by habit indicates a great deal of vitality and has
+marked &quot;he-man&quot; traits. He is not of the intellectual type so markedly
+as he is a man of <em>power</em>. The man who breathes only from the upper part
+of his lungs is not a man of power, but may have a fine intellect.</p>
+
+<div class="sidenote">Significance Of Postures</div>
+
+<p>The postures of the body are significant of characteristics. If your
+prospect stands with his feet wide apart and his arms folded
+conspicuously across his high-held chest, he probably has a habit of
+bluffing. His widely spread feet indicate that he has to prop himself in
+that physical posture; so it is unnatural to him. Similarly he has had
+to prop himself in his mental posture. <em>Push your ideas hard and he will
+lose his mental balance;</em> just as he would lose his physical balance if
+you were to jolt him. He is obliged to prop himself. He is bluffing. You
+can make him quit. The folded arms and expanded chest of the bluffer
+mean no more than the high-arched back of a cat. Stroke &quot;Tom&quot;
+soothingly, and he stops bristling. Stroke the human bluffer tactfully
+with persuasion, and he will not act pugnacious for long.</p>
+
+<div class="sidenote">The Balanced Body</div>
+
+<p>But if, when making a statement, your prospect stands or walks about
+easily with his feet close together; if he balances his body without
+difficulty <a name="Page_229" id="Page_229" />or artificial postures&mdash;it is certain that he has a good
+deal of determination in his make-up. You cannot influence him to change
+his mind by making emotional appeals to him. In order to secure the
+favorable decision of such a man, you will need to use the most
+conclusive, solid evidence of your capabilities.</p>
+
+<div class="sidenote">Wavering Minds</div>
+
+<p>Suppose your prospect shifts his feet continually and rather jerkily.
+While you are talking with him, he frequently changes his weight from
+one foot to the other. He is suggesting that he has little confidence in
+his own judgment, that he is not sure of his own thoughts. <em>Take the
+lead strongly with such a man.</em> Do his thinking for him. It is up to you
+to bring his vacillating mind to definite conclusions, following your
+lead. First make it clear to him that your proposal is really to his
+interest. Then proceed with a manner of absolute assurance, as if you
+did not question his doing what you wish. With your skillful
+salesmanship you can stop his wavering and induce him to act as you
+indicate.</p>
+
+<div class="sidenote">Quick Thinkers</div>
+
+<p>The <em>rate</em> of one's <em>muscular</em> activity is directly associated with the
+rate of one's <em>mental</em> activity. The man who <em>moves</em> slowly by habit is
+also a plodder in his <em>thoughts</em>. On the contrary, quick actions
+indicate quick thinking; which, however, may be mistaken. Only the quick
+motion that is <em>under perfect control</em> suggests an <em>unerring</em> conclusion
+reached swiftly. The man who snatches up a <a name="Page_230" id="Page_230" />pencil with sure fingers,
+and without fumbling it begins to write at once, demonstrates that he
+has an electrically fast mind perfectly harnessed to his purpose. When
+another man reaches swiftly for a pencil but misses his sure grasp at
+the first attempt; or when the dash of his hand to the paper is followed
+by a momentary delay for adjustment of the pencil in his fingers or by
+hesitation before he begins to write, he denotes mere impulsiveness.</p>
+
+<div class="sidenote">Self-Control</div>
+
+<p>Sometimes a quick thinker will purposely develop the habit of making
+very deliberate motions. This trait is the result of his determined
+repression of a recognized inclination to act on impulse. He has
+accomplished perfect self-control in order to guard against the danger
+of making up his mind too quickly on his first thoughts. But his
+slowed-down movements will be so <em>precise</em> and <em>certain</em> as to indicate
+his characteristic of self-control and that his mind has moved in
+advance of his acts.</p>
+
+<p>If you have occasion to size up such a man, you should perceive that the
+movements of his muscles do not correspond with the rate of his mental
+activity, as a superficial observer might mistakenly conclude. If your
+prospect sits or stands immobile; or if his actions give no indication
+of what he is thinking, watch his eyes and his facial muscles of
+expression. Eyes that fairly dart from one object to another,
+expressions that flash on and off the face; prove swift mental activity,
+no matter how quietly the body may be held. For instance, a <a name="Page_231" id="Page_231" />strong,
+quick thinker may have his muscles under such perfect control that he
+will pick up a pencil very deliberately because he has trained himself
+to repress his impulses. But when he has finished using the pencil, he
+will drop it cleanly and not let it slip slowly from his fingers. His
+self-training in precaution applies only to what he does <em>before</em> acting
+on a purpose. The moment he is done writing, he also is done with the
+pencil. His hand does not linger with it over the paper. Unconsciously
+his characteristic quickness manifests itself in his inclination to get
+rid at once of the tool he has finished using.</p>
+
+<div class="sidenote">Tightened Thoughts</div>
+
+<p>Any indication of <em>muscular tensity</em> suggests a <em>tightening of the mind</em>
+on thoughts. It is often a sign of mental resistance or of persistency.
+If, when talking to a man you observe that his muscles seem taut, avoid
+forcing the idea you want him to accept, for his mind is opposing it
+strongly just then. Perhaps he has a persistent thought of his own, at
+variance with yours. Either give him a chance to express his idea in
+words, so you can dispose of it, or switch him away from it by changing
+the trend of the conversation. When you perceive that his muscles are
+normally relaxed, you may safely return to the postponed point. You will
+encounter lessened mental resistance. Very likely he will then have no
+impulse to persist in the thought he previously had fixed in his mind.</p>
+
+<div class="sidenote"><a name="Page_232" id="Page_232" />What a Man's Walk Shows</div>
+
+<p>Note how your prospect walks forward to meet you, or how he moves about
+his office. If his stride is long and free and easy, it proves that the
+back muscles of his thighs are strong. Those muscles function in direct
+co-ordination with the mental action of <em>willing</em>. Therefore when a man
+walks easily with a long, free stride he indicates that he has a strong
+will. He may be sized up confidently as a fighter for his rights, as a
+man with a great deal of resolution once he makes up his mind.</p>
+
+<div class="sidenote">Determine Mental Speed</div>
+
+<p>It is very important when sizing up a man to determine the <em>degree of
+his mental speed</em>. If you have brought your best capabilities for sale
+to a prospective employer, you need to know whether or not he is getting
+clearly all the ideas you present. It is necessary for you to make sure
+on the one hand that you are not presenting ideas too fast for his mind
+to comprehend each point fully. On the other hand, you wish to avoid
+harping on details after he understands them. It will aid you very much
+in your salesmanship if you know <em>just how quickly</em> the mind of your
+prospect acts. There is no better way to find out than by noting the
+speed of his <em>muscle</em> response to test ideas. Since the rate of <em>muscle</em>
+activity is directly indicative of the rate of <em>mental</em> activity, you
+can often learn from observing the <em>movements</em> of your prospect <em>how
+quickly his mind takes in</em> points you state or suggest.</p>
+
+<p><a name="Page_233" id="Page_233" />You might test him by asking that he write a name or set down some
+figures you give him. If without hesitation he reaches for a pencil, you
+may be sure his mind responds quickly to your ideas. But should there be
+a moment or two of delay before he picks up the pencil, his <em>slower
+physical response</em> to your request is to be read as an <em>indication that
+his mind does not grasp ideas at once</em>.</p>
+
+<div class="sidenote">Keep Mental Pace</div>
+
+<p>After making your size-up of the degree of his mental speed, you can
+govern your presentation by what you have learned. If you are dealing
+with a mind that acts slowly, give your prospect plenty of time to get
+each idea you want to impress upon him. But proceed briskly from point
+to point with the man whose mind grasps ideas instantly. You would make
+a poor impression on him were you to go at a lagging pace.</p>
+
+<p>It is not necessary, however, to make special or artificial tests to
+learn how quickly your ideas are being grasped. Observe the facial
+expressions of your prospect, which will indicate how soon your thought
+is appreciated after it is presented. Should you say something with a
+touch of humor, the time it takes him to smile or twinkle his eyes will
+measure the speed of his mind in catching ideas.</p>
+
+<div class="sidenote">Head and Eye Movements</div>
+
+<p>The movements of the head and of the eyes, according to which are
+predominant in the case of an individual, tell much of his character.
+The villain on the stage habitually looks out of the<a name="Page_234" id="Page_234" /> corners of his
+eyes. So does the mischievous ingenue. But the hero turns his whole head
+when he looks about. And the look of innocence in the eyes of the
+heroine is straightforward; her head is pointed directly in line with
+her gaze. <em>Apply the principle in your salesmanship.</em> When you observe a
+man who turns his head freely and easily for a square look at a person
+who comes into his presence, size him up as one who is not afraid to
+face either facts or people. If you note that another prospect glances
+obliquely at persons or objects, or that he habitually turns his eyes to
+one side or the other while keeping his head still, judge him to lack
+the characteristic of frankness. He is likely to be evasive and shifty
+in his dealings. Perhaps the sign you have perceived indicates no more
+than that your prospect is &quot;stalling.&quot; It is evidence, nevertheless,
+that his mind is not meeting your ideas squarely. You will need to
+compel his attention to come back to your point, time and again perhaps.</p>
+
+<div class="sidenote">Strength Of Mind</div>
+
+<p>The full-arm movement denotes strength, and bigness of conceptions. A
+mere wrist gesture suggests littleness, flippancy, weak traits.
+Similarly if a man walks from his hips, he suggests the characteristic
+of strong personal opinion. If he walks principally from the knees, or
+over-uses his ankles and minces along, he indicates that his mind is not
+certain and that he holds his opinions weakly.</p>
+
+<p><a name="Page_235" id="Page_235" />A straight gesture denotes pure <em>mentality</em>. A single-curved movement
+indicates some <em>emotion</em>, rather than only a thought. Action in a double
+curve suggests <em>power</em> behind the expression.</p>
+
+<div class="sidenote">Honor and Straightforwardness</div>
+
+<p>A gesture outward from the chest and on the <em>same level</em> denotes the
+qualities of honor and straightforwardness. If your prospect makes such
+a motion in response to some idea you present, he is thinking on the
+same man-level as yourself&mdash;he is treating you as his equal.</p>
+
+<p>A characteristic movement of the arm <em>above</em> the shoulders signifies
+vivid imagination, or impracticability. It may be read as an indication
+of lightness of character or of a tendency to go off on a tangent.
+Conversely, gestures outward from the <em>lower</em> part of the body denote
+power, or an inclination to depreciate values.</p>
+
+<div class="sidenote">Selfishness</div>
+
+<p>If a man gestures <em>toward</em> himself, he indicates limited conceptions, or
+selfishness, with a tendency to materialize everything. Movements in any
+direction <em>away from</em> the trunk of the body and on its level denote
+assertiveness, sincerity, creative ability, or willingness to cooperate
+in thought.</p>
+
+<div class="sidenote">Affirmation And Denial</div>
+
+<p><em>Vertical</em> movements suggest the <em>life</em> of ideas, and symbolize
+<em>affirmation</em>. <em>Horizontal</em> gestures accompany the <em>denial</em> of ideas and
+the <em>death</em> of interest. The <em>diagonal upward</em> curve indicates
+<em>idealism</em>. A similar curve <em>downward</em> is a sign that an idea presented
+to the imagination is <em>concretely realized</em>.</p>
+
+<div class="sidenote"><a name="Page_236" id="Page_236" />Frankness and Dodging</div>
+
+<p>The person who gestures <em>directly in front</em> of himself proves he is
+<em>willing to meet you face to face</em> regarding the idea presented. But
+when a man gestures <em>slightly</em> to one side or the other, he is not
+dodging. His movement denotes only that he is <em>thinking seriously</em>.
+However, if you present ideas to a man who gestures <em>far</em> to the right
+or left, you may feel certain that he is not giving his thoughts in
+harmony with yours, but probably is trying to get your ideas out of his
+mind.</p>
+
+<div class="sidenote">Study Tones</div>
+
+<p>While we have emphasized that &quot;muscular indications&quot; are of principal
+importance in making a certain size-up, the tones and words of the
+prospect should not be altogether neglected. Often a man will
+unintentionally reveal in his tones the very things he means his words
+to conceal. You would not depend on the words of a person if they were
+contradicted by his acts and tones.</p>
+
+<p>Mental, emotive, and power characteristics are signified by various tone
+pitches. <em>The degree of a man's determination</em> and his <em>persistence in
+thought</em> are denoted by the <em>number of tone units</em> he habitually employs
+when speaking. The <em>genuineness</em> of a statement is suggested or
+disproved by the tone <em>intervals</em> in the statement. &quot;Yes&quot; spoken in one
+unit without inflection means unqualified assent. &quot;Y-es&quot; in two tones
+may mean doubtful assent, or false agreement, or even a contradiction.
+The <em>middle-of-the-mouth</em> tone proves a <em>well bal<a name="Page_237" id="Page_237" />anced</em> mind, in
+contrast with the <em>unreliable</em> mind that is denoted by the <em>lip</em> tone,
+and the <em>secretive</em> mind which is suggested by the tone that comes from
+<em>far back</em> in the mouth.</p>
+
+<p>In a five minute conversation an alert observer who has studied a few of
+the elemental principles of tone analysis can size up a great many of
+the most pronounced characteristics of a prospect.</p>
+
+<div class="sidenote">Don't Offend By Scrutiny</div>
+
+<p>It is better to make no size-up at all than to <em>strain</em> in observing the
+other man and make him aware of your close scrutiny. Such an inartistic
+size-up impresses a prospect disagreeably. He feels that you are prying
+into his personal characteristics. Therefore <em>teach yourself to observe
+without seeming to look closely at the object of your size-up</em>. Learn to
+observe unobserved; especially to perceive details without looking
+<em>sharply</em>. Your eyes and ears can take in specific points about your
+prospect without making their keen activity apparent.</p>
+
+<div class="sidenote">Two Parts of Sizing-up Process</div>
+
+<p>When you have learned how to see and hear many details clearly at the
+same time, <em>unsuspected by your prospect</em>, you will be a master of the
+first essential of skillful character reading. The second necessary
+element of proficiency in sizing up men is the <em>relation or association
+of each detail observed, with the particular characteristic it denotes</em>.
+To begin with, <em>perceive points</em> about your prospect. Then ask yourself
+about each, &quot;<em>What does this mean?</em>&quot;</p>
+
+<div class="sidenote"><a name="Page_238" id="Page_238" />Practice Makes Perfect</div>
+
+<p>Of course you will not become an expert judge of other men at once. But
+get the habit of seeing and hearing <em>specific indications of
+characteristics</em> wherever you go. You will soon find that your mind has
+been opened to new, clear ideas of people.</p>
+
+<p>It is possible for anyone to become a mind reader. It is necessary only
+to <em>note</em> and <em>think out</em> the meaning of character signs and thoughts.
+Trained specific observation will read and interpret these signs. When
+you become skillful in sizing up other men, this art will help you very
+much in gaining the best possible receptions everywhere you go. Also, if
+you are able to read your prospect's thoughts and character, you can
+avoid antagonizing his ideas.</p>
+
+<div class="sidenote">Remove Unnecessary Difficulties</div>
+
+<p>Gain knowledge of other men in order to make it easy to sell them true
+ideas of your best capabilities. It is not <em>hard</em> to succeed if you take
+the <em>unnecessary</em> difficulties out of the process of gaining your
+chances.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_VIII" id="CHAPTER_VIII" /><a name="Page_239" id="Page_239" />CHAPTER VIII<br />
+
+<em>The Knock At The Door Of Opportunity and The Invitation To Come In</em></h2>
+
+
+<div class="sidenote">Selling is Not a Mechanical Process</div>
+
+<p>The process of selling ideas comprises several steps, part or all of
+which the salesman may need to take in order to close a particular sale
+successfully. In our study we are considering step after step in regular
+order, but the actual selling process cannot be reduced to such
+exactitude and routine. Before we begin our analysis of this
+&quot;presentation&quot; step, it should be clearly understood that success in
+selling ideas is not achieved by going through a <em>machine-like</em> process.
+We follow a regular sequence in these chapters, but it is unlikely that
+you will ever complete a sale of your services by taking the various
+steps of the selling process in the precise order of our study.</p>
+
+<div class="sidenote">Be a Fully Equipped Salesman</div>
+
+<p>You may need to use them all in order to succeed in a specific instance.
+Again, without taking many of the steps here analyzed, you might be able
+to gain the success opportunity you most desire. <em>The object of this
+book is to fit you for any and every condition you are likely to meet</em>
+in your efforts to gain opportunities for your ambition. It is
+improbable that in order to get your desired <a name="Page_240" id="Page_240" />chance and to make the
+most of it you will have to <em>use</em> all you learn of the secret of certain
+success. You cannot afford, however, to run an <em>avoidable risk</em> of being
+at a loss regarding what to do at any stage of the process of selling to
+a selected prospect true ideas of your best capability. You need to know
+the most effective ways to deal with situations that may never happen,
+but which, on the contrary, <em>might</em> be encountered. You cannot start
+<em>confidently</em> on your quest for success unless you are <em>fully</em> equipped.</p>
+
+<div class="sidenote">Reducing the Odds Against You</div>
+
+<p>If you believed it would be necessary for you to do everything contained
+in this book in order to gain the opportunities you desire, you likely
+would feel very skeptical about succeeding. You might think, &quot;A single
+little slip and I'd lose out. It's a thousand to one against me.&quot; The
+fact is that the odds on the side of failure are very heavy in the case
+of an <em>ordinary</em> man. If you can <em>reduce</em> them only a little <em>in your
+own case</em>, you will get a start towards success because of the slight
+lessening of your handicap.</p>
+
+<div class="sidenote">Value of Knowing a Single Step</div>
+
+<p>I recall a man who mastered but three principles of <em>prospecting needs</em>.
+With this limited knowledge of salesmanship he was able to induce a
+great financier to open the door of opportunity and take him into a
+field of rich chances to earn a fortune. Another friend of mine got his
+start solely from knowledge of a manufacturer's principal hobby.<a name="Page_241" id="Page_241" /> What
+he knew about the &quot;single tax&quot; enabled him to plan a sure approach to
+the mind of the factory owner. A young lawyer in Chicago seized upon a
+chance for fame and wealth in his first meeting with a poor, seemingly
+unsuccessful inventor. In each of these instances a single step of the
+selling process, taken correctly, carried the salesman through the door
+of opportunity and brought him within reach of the beginnings of
+success.</p>
+
+<div class="sidenote">Get Ready for Imaginable Happenings</div>
+
+<p><em>You</em> may not need to knock at that door, nor wait for an invitation to
+come in. In <em>your</em> case, perhaps, the door stands open, with a &quot;Welcome&quot;
+mat just outside. Yet if you <em>do need</em> to knock with your ideas for
+admittance to another man's mind, and if it ever becomes <em>necessary</em> for
+you to win a welcome, this chapter will prove valuable reading. You will
+be helped to gain your desired chance, and the danger of your failure
+will be minimized, if you <em>know how</em> to knock and exactly <em>what to do</em>
+to assure your welcome.</p>
+
+<p>Even the master salesman can never be absolutely certain of the
+reception he will have from any prospect. Therefore he &quot;goes loaded&quot; for
+all imaginable contingencies. You, the salesman of yourself, should be
+likewise prepared with knowledge of how each and every step in the
+selling process may be taken most effectively. Whatever emergency
+arises, you must be ready to take the fullest advantage of a favorable
+turn, and equally <a name="Page_242" id="Page_242" />ready to reduce as much as possible any disadvantage
+you encounter.</p>
+
+<div class="sidenote">Knocking and Getting In</div>
+
+<p>Of course it will avail you nothing if you succeed only in <em>reaching</em>
+the particular man through whom you have planned to gain success. And
+after you meet him it will do you no material good to <em>size him up</em>
+correctly; if you are then unable to hold his <em>attention</em> to your
+presentation of ideas. Your preliminary skillful salesmanship would all
+be wasted. Evidently, in order that you may continue the process of
+gaining your chance, it is necessary that you should know how to knock
+on the door of his mind in such an <em>agreeable but compelling</em> way that
+he will be <em>forced</em> to let his attention come out <em>pleasantly</em> to you
+and your purpose. Hence right knocking at the door of opportunity
+immediately follows the size-up as an essential part of the process of
+making success certain.</p>
+
+<p>It is necessary next for you to know how to prevent a turn-down on the
+front porch of your prospect's mind, and how to insure <em>the admission of
+your ideas to his thoughts</em>. You can compel your prospect to open the
+door of his attention, but in order to get <em>inside</em> his mind and secure
+his <em>interest</em> in your purpose, you must win his <em>willing invitation</em>
+for your ideas to enter his thoughts and make themselves at home there.</p>
+
+<div class="sidenote"><a name="Page_243" id="Page_243" />Certain Success Methods</div>
+
+<p>We have seen how you can make certain of gaining your chance to reach
+the door of opportunity. You can size up surely your prospect's dominant
+characteristics and what he is thinking. Likewise you can guarantee to
+yourself, first the attention, and second the interest of the man you
+have come to see. It is necessary only that you use the methods of the
+master salesman to <em>compel</em> the opening of the door and to <em>induce</em> the
+extension of welcome to your ideas.</p>
+
+<div class="sidenote">Our Old Acquaintance Again</div>
+
+<p>Here again we meet our old acquaintance, the discriminative-restrictive
+method. You must <em>discriminate</em> between the process of knocking at the
+door of opportunity and the process of securing the invitation to come
+in. Then, in <em>practicing</em> these related but different steps of the
+selling process, it is necessary that when you knock you <em>restrict</em>
+yourself to the use of the methods that are most effective in gaining
+<em>attention</em>. Similarly you should restrict yourself to using the very
+<em>different</em> methods of securing <em>interest</em>, when you work to get an
+invitation for your ideas to come inside the other man's mind and make
+themselves at home there.</p>
+
+<div class="sidenote">Process of Compelling Attention</div>
+
+<p>Psychologists define &quot;Attention&quot; as &quot;that act of the mind which holds to
+a given object perceived by one or more senses, to the <em>exclusion</em> of
+all other objects that might be perceived at that time by the same or
+other senses.&quot; A knock at a door attracts <a name="Page_244" id="Page_244" />attention because it
+temporarily diverts the previous attentiveness of the mind to other
+things, and concentrates it on a new object of attention. The sense of
+hearing is <em>struck</em>. Whether or not the mind is <em>willing</em> to hear, it
+<em>cannot help perceiving</em> the sudden new sound. Its attention is
+<em>forced</em>. The instant the knock is heard, the mind is compelled to drop
+or suspend what it has been thinking about; though this <em>exclusive</em> new
+attention to the knock may last but a fraction of a second.</p>
+
+<p>Our <em>senses</em> function under the control of the sub-conscious mind. It is
+futile for us to <em>will</em> that we <em>won't</em> hear, or see, or taste, etc. We
+<em>have</em> to take in sense impressions, whether we want to do so or not.
+Therefore, if you employ restrictively the <em>sense-hitting</em> method, you
+can force the man upon whom you call to give his <em>attention</em> to you or
+to the presentation of your ideas.</p>
+
+<div class="sidenote">Inducing Interest</div>
+
+<p>It is necessary to discriminate, however, between the use of the avenues
+to reach the mind center of <em>attention</em>, and the use of very <em>different</em>
+ways into the mind center of <em>interest</em>. If you start wrong, there is
+very little chance that you will arrive at the right destination. The
+center of interest is wholly under the control of the <em>conscious</em> mind.
+Your prospect can refuse to be interested, if he chooses, despite your
+determination to interest him. <em>His interest must be induced</em>. Any
+attempt to <em>compel</em><a name="Page_245" id="Page_245" /> it is apt to have a fatal result. Nearly always
+such an effort to force interest develops antagonism, instead.</p>
+
+<p>But there are methods of <em>inducing</em> interest that are just as sure to
+succeed as are the sense-hitting methods by which attention may be
+compelled. This <em>double step</em> in the process of selling the true idea of
+your best capabilities in the right market can be taken with absolute
+<em>certainty</em> of success if you know and practice the principles in
+accordance with which the master salesman sells his ideas of goods to
+prospects. We are to study these principles now, as applied to the sale
+of your qualifications for success in the field you have selected.</p>
+
+<div class="sidenote">Exclusive Agreeable Attention</div>
+
+<p>When you enter the office of your prospect&mdash;your chosen future employer,
+for example&mdash;he will be giving his attention to <em>something</em>. No one,
+while he is awake, can be wholly <em>non</em>-attentive. Your function, at this
+stage of the selling process, is to compel him to stop paying attention
+to something or somebody <em>else</em>, and to give <em>you and your ideas</em> his
+exclusive attention.</p>
+
+<div class="sidenote">Avoid Making Unfavorable Impressions</div>
+
+<p>Of course good salesmanship makes it advisable also to avoid creating a
+<em>disagreeable</em> impression while forcing yourself and your ideas upon the
+attention of your prospect. The <em>conscious</em> mind governs a man's likes
+and dislikes. So if you knock compellingly at the door of <em>that</em> mind to
+gain <a name="Page_246" id="Page_246" />attention, you may arouse very <em>unfavorable</em> attention. For
+illustration, a boisterous greeting of your prospect, or a very noisy
+entrance into his office, would doubtless compel his attention by the
+direct hammering on his senses. But the attraction of his attention to
+you would affect the operations of both his conscious and sub-conscious
+minds, and his conscious mind would be disagreeably impressed. His
+compelled attention, therefore, might result in your being thrown out.</p>
+
+<div class="sidenote">Gaining Both Attention And Interest</div>
+
+<p>However, you can knock at the <em>sense</em> doors of the <em>sub-conscious</em> mind
+with such unobjectionable sense-hitting methods that while agreeable
+<em>attention</em> will be <em>compelled</em> thereby, you can also be sure that a
+favorable impression on the conscious mind of the prospect will be
+<em>induced</em>. For illustration, if your prospect is evidently busy at his
+desk when you are admitted to his office, you might compel his attention
+by entering very quietly and by standing in silence without interrupting
+him until he has had an opportunity to finish what he is doing. His
+sound sense would be struck, paradoxically, by your exceptional
+quietness. His sense of equilibrium would also be affected by your
+perfect poise while waiting. Your whole attitude would impress him so
+favorably that his especial interest in you would be induced. His
+greeting would be pleasant.</p>
+
+<p><a name="Page_247" id="Page_247" />Suppose your prospect looks up from his work when you enter his
+presence, and you approach close to his desk; if you are immaculate in
+dress and body, you will appeal agreeably to his olfactory sense. The
+law of the association of ideas will then begin to work in your favor.
+Your prospect will get subconsciously a conscious impression of your
+clean character.</p>
+
+<p>You might wear a fresh flower in your buttonhole and so strike several
+of his senses pleasantly. But unless the flower is inconspicuous and in
+good taste it would make an unfavorable impression.</p>
+
+<div class="sidenote">Good Impressions</div>
+
+<p>Let us assume now that when you enter the office of your prospect, he is
+disgruntled about something. You can take some of the heat out of his
+ill temper by your appearance of cool self-confidence and good nature.</p>
+
+<p>There are many more such <em>favorable sense impressions</em> which you could
+make by simply standing in manly erectness while waiting to receive the
+exclusive attention of your prospect. You might employ all the
+sense-hitting features of bearing and manner referred to above. The
+effect of the sum of these would be the <em>forced agreeable attention</em> of
+your prospect. He simply could not help noticing the various items that
+would strike his different senses; nor could he help being agreeably
+impressed; though he might not give you any indication of the effect you
+had compelled.</p>
+
+<div class="sidenote"><a name="Page_248" id="Page_248" />Continual Attention Necessary</div>
+
+<p>It is highly important that you should be able first to <em>gain</em> the
+favorable attention of your prospect, and second to <em>hold</em> it until his
+interest is aroused. It may also be necessary for you to <em>regain</em> his
+attention if it is temporarily lost and diverted to some other object.
+The master salesman realizes it is essential to have the attention of
+his prospect <em>continually centered</em> upon the ideas presented,
+<em>throughout the selling process</em>. Only a poor salesman of ideas would go
+right on talking, even though it might be clearly evident that he did
+not have the exclusive attention of the man addressed.</p>
+
+<div class="sidenote">Regaining Attention</div>
+
+<p>When you proffer your capabilities for purchase by a prospective
+employer, do not make the mistake of continuing to present your best
+selling points if you have any doubt that his attention is exclusively
+yours. <em>Stop your selling process if his attention wanders or is
+diverted</em>. Use the sense-hitting method to compel it to <em>come back</em> to
+you and your ideas. If some one should enter his office while you are
+talking to him, or if his telephone should ring, stop short in your
+presentation. (Your sudden silence, in itself, will be attention
+compelling.) Do not go on with your sales presentation until the
+interruption is over. Then use some sense-hitting method of making sure
+that his attention is again concentrated on you and your ideas.</p>
+
+<div class="sidenote"><a name="Page_249" id="Page_249" />Sense Hitting</div>
+
+<p>An acquaintance of mine who had especially fitted himself for business
+correspondence, typed striking paragraphs taken from form letters he had
+devised and pasted the slips of paper on stiff filing cards. He carried
+with him to his interview with the president of a large corporation
+about thirty-five or forty of these cards. His prospecting had indicated
+that in the course of the half hour he had planned to take up with a
+presentation of his capabilities this executive would be interrupted
+often by telephone calls and the entrance of subordinates. The
+salesman's size-up also revealed that his prospect's attention was
+likely to wander to the things on his desk. From time to time when the
+correspondent was presenting his ideas the president reached out his
+hand and picked up a paper. Evidently he was inclined to give but
+flighty attention to his caller.</p>
+
+<div class="sidenote">Striking More Than One Sense</div>
+
+<p>The salesman, however, had &quot;come loaded&quot; for exactly this situation. He
+had worked out his selling plan in detail. As he developed idea after
+idea, he used a device for regaining attention by hitting at the
+prospect's senses of <em>sight</em> and <em>hearing</em>. Just as soon as the
+president's hand wandered to a paper, the salesman ruffled the cards he
+held, quickly selected one, and clicked it down on the desk top before
+his prospect. He had to do this perhaps a dozen times before he felt
+confident he <a name="Page_250" id="Page_250" />had clinched the interest of the executive. If the
+salesman had used words merely, what, he said in presenting his ideas to
+the prospect might have gone in one ear and out the other. But his
+action of ruffling the cards struck the president's senses of sight and
+hearing compellingly; as did the clicking of the card on the desk top
+when it was presented for reading. Repeatedly the return of the
+prospect's wandering attention was forced subconsciously; yet no
+disagreeable impression was made on his conscious mind. In the course of
+half an hour the correspondent succeeded in selling his services at a
+very satisfactory salary.</p>
+
+<div class="sidenote">&quot;Come Loaded&quot;</div>
+
+<p>If you similarly &quot;come loaded&quot; for sense-hitting, you will be able to
+get your prospect's attention originally, and to regain it whenever it
+is temporarily lost. In advance of your call on the man to whom you want
+to sell your services, think out things you can do that will strike one
+or more of his senses forcibly, without making disagreeable impressions.
+You can take with you to the interview specimens of your work, or
+testimonials; and hold them in your hand where they will attract notice.
+Or you might plan to use attention-compelling gestures.</p>
+
+<div class="sidenote">Tone Variations</div>
+
+<p>Changes of tone will make the other man &quot;perk up his ears&quot; if his
+attention wanders; so plan to introduce variety into your manner of
+speaking.<a name="Page_251" id="Page_251" /> Don't just open the spigot of your mind and let your ideas
+run out in a monotone. Variety of voice is pleasing, as well as
+attention-compelling.</p>
+
+<p>I know a salesman who is in the habit of using a spotlessly clean big
+handkerchief to help him keep the prospect's mind concentrated on the
+proposition being presented. Whenever the other man's attention is
+diverted, this salesman whisks his handkerchief from his pocket and
+touches his lips with it. The flash of white hits the sight-sense of the
+prospect and brings back his wandering attention to the salesman.</p>
+
+<div class="sidenote">Sense Hitting Should Help The Sale</div>
+
+<p>But such devices are superficial. <em>The best sense-hitting means of
+compelling attention, directly relates some sense effect to the
+salesman's purpose.</em></p>
+
+<p>The correspondent who ruffled his cards and clicked them down on the
+prospect's desk would not have been so successful if on each card he had
+not pasted a specimen of his work as an efficient letter writer. If he
+had brought a pack of blank cards, for example, the repeated use of his
+device for getting attention might have irritated the other man. To
+analyze the illustration further; if the correspondent had brought the
+specimens of his work on letter paper, not pasted on stiff cards, they
+would have been much less effective. He could not have ruffled them, and
+would have been unable to make the clicking sound he used to hit the
+other man's ears.</p>
+
+<div class="sidenote"><a name="Page_252" id="Page_252" />Suggesting Capability</div>
+
+<p>Suppose you apply for a situation as a bookkeeper or an accountant. One
+of the best sense-hitting devices you could use to compel attention to
+your ability would be a collection of complicated tabulations in your
+handwriting, made neatly without a correction or an erasure. Such an
+exhibit of painstaking workmanship, if complemented by a neat,
+attractive personal appearance, would <em>force</em> the employer to <em>notice</em>
+you and the proofs of your qualifications. You certainly would make a
+most favorable impression. Your prospect would imagine his books and
+records as you would keep them. When presenting the evidences of your
+capability as an accountant, you could suggest other qualities than
+those mentioned&mdash;such as the proper pride of a good workman, serious
+earnestness, dignity, keen intelligence, etc. Such <em>suggestions made
+with the aid of sense-hitting devices</em> would help you to complete the
+sale of your services.</p>
+
+<div class="sidenote">Make Your Qualities Stand Out</div>
+
+<p>Perhaps you wish particularly to impress your qualities of alertness,
+energy, love of work, and physical stamina. Then sit or stand easily
+erect when you call on your prospect. If you should slump or loll in
+your chair, you would suggest that you lacked the very characteristics
+on which you are depending to get the job.</p>
+
+<p><a name="Page_253" id="Page_253" /><em>Make your best qualities stand out noticeably</em> in your bearing. Should
+you apply for a position of great trust, requiring the exercise of the
+finest discretion, be sure to look the other man frankly in the face and
+let him see into your eyes. Also modulate your tones to the pitch of
+discretion and confidence. Your manner, your expressions, your voice
+will all draw attention to your fitness for the chance you want.</p>
+
+<div class="sidenote">Original Methods</div>
+
+<p>Such illustrations as have been given above should be understood as
+merely suggestive of ways to use the sense-hitting method of compelling
+attention. <em>Do not copy</em> the suggestions offered. <em>Think out for your
+individual use a collection of sense-hitting devices of your own.</em> Then
+you will be able to select various ways to gain and to re-gain attention
+when you are in the presence of a prospect. No matter what may be your
+ability and ambition, <em>there are features of your character and your
+service capacity that you can utilize to make direct sense appeals</em>.
+Find out for yourself what they are, and plan how to use them most
+effectively. If you cannot gain attention to your qualifications, or if
+you are unable to recall wandering attention, you may lose the chance
+you have succeeded in getting. <em>Insure yourself</em> against the possibility
+of such a disaster; so that your previous good salesmanship in securing
+an interview will not all go for naught.</p>
+
+<div class="sidenote"><a name="Page_254" id="Page_254" />Out-of-the-Ordinary Things</div>
+
+<p>If you do something <em>out of the ordinary</em>, the force of your
+sense-hitting will be much greater than if you employ only common
+devices for gaining attention. It is better to <em>do</em> something that
+compels attention to your recommendations than to <em>say</em> &quot;I want to call
+your attention to these letters.&quot;</p>
+
+<div class="sidenote">Danger of Distracting Attention</div>
+
+<p>However, there is always the danger that in gaining attention by
+<em>unusual</em> means you may attract too much attention to the <em>device</em> you
+use, and so distract notice from the <em>proposition</em> you are presenting
+for sale. Therefore be sure that whatever extraordinary thing you do to
+compel attention <em>contributes directly to your main purpose</em> and does
+not lead your prospect off on a <em>side track</em> of thought.</p>
+
+<p>A business house once got out an advertising novelty and had samples
+distributed by the salesmen as gifts to their principal customers.
+The novelty was an ingenious mechanical device. It attracted so much
+attention to itself that when a salesman put it on the desk of a
+prospect before beginning his sales talk, the attention of the other
+man was drawn from what the salesman was saying and was given to the
+novelty. The prospect would pick up and examine the advertising device
+while the salesman was presenting ideas regarding his standard line
+of goods. As a result, many of the best points of the sales talks
+were unnoticed. The advertising novelty was a detriment. The sales
+<a name="Page_255" id="Page_255" />volume fell off while it was being distributed. The slump was traced
+directly to the mistake of having the <em>salesmen</em> pass out the
+attention-compelling device <em>which was not related to the staples of
+the house line</em>.</p>
+
+<div class="sidenote">The Remedy</div>
+
+<p>The distribution was made by mail thereafter, in advance of the
+salesman's call. It was effective then as an introduction for the
+traveler; because by the time he came to see the prospect, the novelty
+of the advertising device had worn off. It was no longer an
+attention-distracter.</p>
+
+<div class="sidenote">Three Ways To Compel Attention</div>
+
+<p>Remember that the attention of your prospect is always given to
+<em>something</em>. If another object of attention is more compelling than
+<em>your</em> means of forcing his notice, your attempt will fail. Therefore be
+sure that your attention-getting device has at least one of three points
+of superiority.</p>
+
+<p>(1) It can be <em>stronger</em> than the other appeal to the same sense. If
+your prospect's attention to what you are saying wanders because a
+phonograph starts to play in the next room, you can recall it to your
+presentation by slapping your hands together to emphasize a point, or
+you can change your tone suddenly. His sense of hearing will be struck
+compellingly by your device.</p>
+
+<p>(2) Your appeal for attention can be made to <em>more</em> senses than are
+being reached by the distraction. The phonograph music hits only the
+ears of your prospect. Besides slapping your hands <a name="Page_256" id="Page_256" />together or changing
+your tone, you can supplement such appeals to his tone sense by an
+appeal to his sense of sight. You can make a gesture, or display a
+letter for him to read just at that moment.</p>
+
+<p>(3) Your appeal can hit the senses of your prospect more <em>insistently</em>
+than the other. If the phonograph music proves very attractive to him,
+you will need to <em>keep hammering</em> at him with forceful changes of voice,
+with gestures, by touching him, or by doing something else to make his
+attention to the music &quot;let go.&quot;</p>
+
+<div class="sidenote">Summary</div>
+
+<p>To summarize the most effective method of gaining attention&mdash;<em>hit each
+sense to which you appeal as strongly as you can, without making a
+disagreeable impression, strike as many senses as possible, and keep on
+using your sense-hitting device as long as necessary to get or to
+recover exclusive favorable attention</em>.</p>
+
+<p>Many a man has gained success because he first gained attention. He
+stood out from the crowd, or was able to make his qualities noticeable.
+When one is fully qualified for success, he may need only to attract
+attention to his capabilities; then he is likely to be given the chance
+he wants.</p>
+
+<div class="sidenote">&quot;I'm Not Interested&quot;</div>
+
+<p>Often, however, the salesman is discomfited after he gains attention.
+The prospect halts the selling process by declaring, &quot;I'm not
+interested.&quot; Suppose you are able to compel your prospective employer to
+notice you favorably, but he balks <a name="Page_257" id="Page_257" />there and shows no inclination to
+buy your services. He has listened attentively to all you have said. He
+has concentrated his mind upon you, and has not wandered in thought to
+other subjects. Yet you perceive that he is inclined to put you off or
+to turn you down. Evidently, in order to prevent such a contretemps, you
+need to resort now to a <em>different selling step</em>, which you have not
+taken previously.</p>
+
+<p>It is necessary that you have at your command a way to induce interest.
+This interest-inducing means must be as <em>sure</em> in its effects as the
+sense-hitting method of compelling attention. Otherwise you could not be
+certain of success with the selling process. If the effectiveness of
+every step cannot be assured in advance, you will not rely confidently
+on salesmanship to achieve your ambition.</p>
+
+<div class="sidenote">Discriminate Between Attention And Interest</div>
+
+<p>Probably you have never worked out in your mind exactly <em>the reasons why
+you are interested</em> in particular things and in certain people. Let us
+make an analysis. Your <em>attention</em> might be attracted so strongly to a
+vicious criminal that for the time being you could think of no one else.
+Yet his fate might be a matter of such indifference to you that you
+would have absolutely no <em>interest</em> in the man. But suppose you should
+see in his face, or in an expression of his eyes, something that haunted
+your memory appealingly. It would induce you to read the newspaper
+accounts of his trial. You would <a name="Page_258" id="Page_258" />feel a little sorry for him, on
+learning that he had been sentenced to a long term in prison. Very
+likely you would say to yourself, &quot;I suppose he is a mighty tough
+character, but I believe there is something in him that isn't altogether
+bad.&quot; Your intuition would tell you he possessed undefined traits that
+you like. In <em>your own liking</em> for these characteristics that you
+vaguely discerned in him when you saw him, <em>is the key to the interest
+he induced</em>.</p>
+
+<div class="sidenote">What and Whom We Like</div>
+
+<p>What do we like? Whom do we like?</p>
+
+<p>Things that are <em>like</em> our own ideas. People who are <em>like</em> the ideas we
+have about likable people. Interest is all a matter of recognizing
+points of likeness.</p>
+
+<p>In order to draw your prospect beyond the attention stage of the selling
+process, and to induce his interest in your &quot;goods,&quot; you must impress on
+him suggestions of the similarity of your ideas to ideas already in his
+own mind. <em>He will like your ideas in proportion to their resemblance to
+his own way of thinking</em> on the same subjects. So you should express
+yourself as nearly as possible in his terms, and attract his interest by
+making him feel that your mind and his are much alike.</p>
+
+<div class="sidenote">Non-Interest</div>
+
+<p>One day I was sitting in the private office of a very wealthy
+philanthropist. A salesman presented a letter of introduction to the
+millionaire, who in <a name="Page_259" id="Page_259" />turn introduced me to his caller. The newcomer
+thereupon proceeded to present most attractively a business proposal. He
+offered my friend an excellent opportunity to make a good deal of money
+by joining an underwriting syndicate. The millionaire at once declared
+he was not interested. &quot;I have all the money I want,&quot; he said, and bowed
+the salesman out. The ideas that had been presented to him were
+altogether <em>different</em> from his own financial motives.</p>
+
+<div class="sidenote">Interest</div>
+
+<p>That same afternoon another promoter called upon my friend with a
+project for investment in a house-building corporation. This second
+salesman evidently had prospected the philanthropist and had planned
+just how to interest him. He did not stress the profits to be made from
+investment in the stock of his corporation, but referred to them in a
+minor key. He emphasized the need of the city for more homes, and cited
+instances of distress due to the housing shortage.</p>
+
+<p>My friend was thoroughly interested. He took home the salesman's
+prospectus for further study. Since he was a good business man, he
+satisfied himself that the investment would be profitable. But he
+subscribed for fifty thousand dollars worth of securities principally
+because they represented a project <em>like his own ideas</em> of the way money
+should be put to work for human happiness.</p>
+
+<div class="sidenote"><a name="Page_260" id="Page_260" />Know Prospect's Likes and Dislikes</div>
+
+<p>When you call on the man you have selected as your future employer, go
+equipped with all the prospecting knowledge regarding him that you have
+been able to get. Be sure you know his strongest likes and dislikes.
+Size him up on the spot, for the purpose of supplementing what you have
+previously learned about him. Hit his attention with sense-appeals
+related to his peculiarities. Then, in order to make sure of his
+interest, present some idea that is of the kind <em>he</em> especially likes.
+He will open his mind and welcome your idea at once.</p>
+
+<div class="sidenote">The Man of Quick Decisions</div>
+
+<p>Suppose he has a reputation for brusqueness and quick decisions, and is
+impatient about any waste of time. You probably would help your cause by
+looking him straight in the eye and saying bluntly something like this:</p>
+
+<p>&quot;I want to work for you because you are my kind of a man. Ask me any
+questions you want, now. You won't have to call me on the carpet for
+information about my work after you hire me. Pay me two hundred dollars
+a month, and I won't be back in this office to get a raise until you
+send for me.&quot;</p>
+
+<p>I know a young man who secured a good job from an &quot;old crab&quot; in just
+that way, within three minutes after they first met.</p>
+
+<p>Two men sought the position of office manager of an automobile company.
+The owners of the business were thorough mechanics who had <a name="Page_261" id="Page_261" />designed
+their own car, but who were comparatively unfamiliar with office
+operations. They were not at home outside their factory.</p>
+
+<div class="sidenote">Mistake of Speaking Different Language</div>
+
+<p>The first candidate for the vacant position brought the finest
+recommendations of his qualifications for office management. The other
+applicant had had much less experience, and was not nearly so well
+qualified. But the first man was a poor salesman of his capabilities. He
+failed to recognize, when he explained his ideas to the partners, that
+he was talking to a pair of mechanics. They did not understand the
+language he used. His presentation of his qualifications as an office
+manager would have impressed an employer accustomed to sitting at a
+desk. But the partners were intuitively prejudiced against the capable
+candidate who was so very <em>unlike themselves</em> in all respects.</p>
+
+<div class="sidenote">Speaking the Same Language</div>
+
+<p>The other applicant was shrewd. He used salesmanship in presenting his
+lesser qualifications for the position. He talked in terms borrowed from
+the language of shop practice. He compared the plans he suggested for
+the office supplies stock room, with the &quot;tool crib&quot; in the factory. He
+explained his idea of office organization by using as a model a chart of
+the plant departments. He compared office expenses with factory
+overhead.</p>
+
+<p>The owners of the business understood very little about the subjects he
+discussed, but he used words and expressions that were familiar to them.
+So his <a name="Page_262" id="Page_262" />ideas, as he presented them, impressed the partners as <em>like
+their own way of looking at things</em>. The better salesman, who knew how
+to interest his prospects, got the five-figure job; though he was a less
+capable office executive than the disappointed applicant.</p>
+
+<div class="sidenote">Fitting Ideas To Prospect's Mind</div>
+
+<p>Do not try to sell another man particular ideas because <em>you</em> like them.
+You are not the buyer. Sell him ideas that <em>he</em> likes. Fit the ideas you
+bring him to the characteristics of his mind.</p>
+
+<p>If you judge him to be a quick thinker, do not hesitate in indecision a
+moment longer than is necessary for you to make up your mind
+confidently. On the other hand, should he be a deliberate thinker, be
+careful not to make an impression that you are rash or impulsive in your
+decisions.</p>
+
+<div class="sidenote">Clothes and Interest</div>
+
+<p>If he is inclined to be finical about his dress, or over-particular
+regarding orderliness, he will be interested if your garb is
+punctiliously correct and if you suggest to him the habits of precision.
+I read a little while ago the story of a young man who lost the chance
+to become the confidential assistant of a noted financier. The young man
+missed his opportunity because he made the mistake of wearing a soft
+collar when he called for the final interview with the financier.</p>
+
+<div class="sidenote">Avoid False Pretense of Interest</div>
+
+<p><em>Do not, of course, put on false pretenses</em>, to make your prospect like
+you and your ideas. Remember that you must <em>live up</em> to a first good
+impression.<a name="Page_263" id="Page_263" /> So appear nothing, say nothing, do nothing that is untrue
+to your best self. But without any dishonesty you can indicate that your
+way of thinking has points of similarity to the slant of the other man's
+mind. If he is a Republican, while you are a Democrat, and the subject
+of politics comes up, do not pretend to be an elephant worshiper. Admit
+your party allegiance casually, and remark that you are not hide-bound
+in your political faith, but open-minded. Maybe he will employ you with
+the hope of converting you to Republicanism.</p>
+
+<div class="sidenote">Few Direct Opposites</div>
+
+<p>There are few ideas regarding which honest men are diametrically opposed
+on principle. You can suggest to your prospective employer the idea that
+you are in accord with his way of thinking; though you may differ widely
+in many respects. You need not emphasize the <em>degree</em> of your likeness
+in mind. Certainly it would be very poor policy to stress your
+differences of opinion.</p>
+
+<div class="sidenote">Like Breeds Like</div>
+
+<p><em>Any likeness of your suggestions to the ideas of the other man will
+impress him agreeably.</em> He will be pleased to find the points of
+resemblance, and they will help to gloss over a possible prejudice in
+his mind against you. The association of your similar ideas on a subject
+will suggest to him imaginative pictures of your association with him in
+his business. &quot;Like breeds like.&quot; He will place you mentally in a
+situation where the likable qualities <a name="Page_264" id="Page_264" />he has found in you might be
+employed to his satisfaction.</p>
+
+<div class="sidenote">Inside the Door</div>
+
+<p>Then you will be safely <em>inside the door</em> of his interest. Without
+realizing it, your prospect would like to bring about the condition he
+has imagined. He is beginning to want you in his employ; though as yet
+he has no deep-seated desire for your services. Objections to you may
+spring up in his mind, but you certainly have been successful throughout
+the processes of getting his response to your knock, and of securing for
+your ideas his invitation to come into his thoughts for a better
+acquaintance with your purpose.</p>
+
+<div class="sidenote">Unwelcome Guests</div>
+
+<p>After admitting your ideas to his mind, he may wish he had not welcomed
+them. He may find objectionable things in you or in your proposal.
+Sometimes a man responds to a knock on his door, and becomes
+sufficiently interested in the caller to invite him to enter the house;
+but regrets afterward that he extended the welcome. This change of heart
+and mind is usually due to something done by the visitor after his
+admittance. However, we are not considering just now any step of the
+selling process beyond winning a welcome. In later chapters we will
+study how to make the most effective use of hospitality and the things
+to avoid that might impress the host as abuses of the privileges of a
+guest.</p>
+
+<div class="sidenote"><a name="Page_265" id="Page_265" />Furniture of The Mind</div>
+
+<p>Ideas have been called &quot;the furniture of the mind.&quot; We have already seen
+that they are the developments of <em>repeated sense impressions</em>. A
+particular mind center is partly or wholly furnished with ideas in
+proportion to the man's use of his sense avenues to bring in ideas from
+outside himself. The doors of the mind swing inward most readily when
+the new mental furniture brought along a sense avenue matches the ideas
+already in the mind center. Doubtless the young man who lost the
+interest of a great financier by wearing a soft collar would have been
+able to hold it if he had dressed according to his prospect's ideas.</p>
+
+<div class="sidenote">One Likable Thing Helps</div>
+
+<p><em>If there is one thing about you that another man dislikes, it
+disproportionately tinges his entire attitude of mind toward you. On the
+other hand, if you have one especially likable feature, it tends to
+lessen the disagreeable impression of things about you that the other
+man does not like.</em></p>
+
+<p>So, when you come to a prospect as a salesman of your best self and have
+gained his attention, avoid making disagreeable suggestions to his mind,
+and have at your command a number of sense appeals you are sure he will
+like. You certainly will secure his interest if you follow this selling
+process.</p>
+
+<p>To win his interest you need not induce your prospect to like you <em>all
+through</em> or in <em>every respect</em>. If he likes but one thing about you at
+first, he will <a name="Page_266" id="Page_266" />be interested enough to give you the chance to develop
+more interest. <em>The interest that produces the fruit of acceptance is
+often a growth from only one seed sown by the salesman of ideas</em>.</p>
+
+<div class="sidenote">Avoid Over-Emphasis</div>
+
+<p>At this stage of the selling process it is not wise to plunge ahead
+fast. Do not go to the <em>extreme</em> on any subject that you find is
+interesting to your prospect. His interest may be mild, and he might be
+prejudiced if you seem to display excessive concern about something that
+he considers of minor importance. I recall the experience of a man who
+was complimented on keeping an appointment to the minute. He
+<em>over-emphasized</em> the virtue of punctuality and irritated his prospect,
+who was not always on time himself. The job went to another applicant.</p>
+
+<div class="sidenote">Moderate Attitude</div>
+
+<p><em>Be moderate</em> in your attitude when you work to secure the beginning of
+interest, lest you raise an obstacle in your path. Until you are sure
+you have won a considerable degree of interest, you cannot lead strongly
+in any direction without running the risk of losing some of the
+advantages you have gained. Therefore at the interest stage proceed
+warily. &quot;Watch your step.&quot;</p>
+
+<div class="sidenote">Hobbies</div>
+
+<p>Be especially careful not to gush over a hobby of your prospect, in
+which his interest may not be so great as you suppose. <em>Hobbies are
+dangerous</em>. Don't harp on one. It requires consummate art to <a name="Page_267" id="Page_267" />show
+enthusiasm about another man's hobby without arousing his suspicions
+regarding your sincerity.</p>
+
+<div class="sidenote">Art of Knocking and Winning a Welcome</div>
+
+<p>Throughout the various steps of the selling process, salesmanship is an
+<em>art</em>. The art of knocking at the door of opportunity and of winning the
+invitation to come in lies in <em>making favorable out-of-the-ordinary
+impressions in unusual ways</em>. The salesman himself, his methods of
+presenting his services for sale, and his qualifications&mdash;all should
+stand out distinctly, and make impressions of his individuality. He
+should not seem like a common applicant for a position, but should
+suggest to the prospective employer that he is a man of uncommon
+characteristics and especial capability.</p>
+
+<div class="sidenote">The Process And Effects</div>
+
+<p>That is the way to make a good impression. Such an impression of an
+extraordinary personality first affords pleasure, then excites a degree
+of admiration, and next arouses a certain amount of curiosity that is
+nearly akin to interest. If you please your prospect in your initial
+impression on him, he will like you and begin to feel <em>personal concern</em>
+about your application.</p>
+
+<div class="sidenote">Analyze, Discriminate, Restrict</div>
+
+<p>In order to qualify yourself for taking this step of the selling process
+effectively hereafter, analyze the impressions you make now.
+Discriminatively select the good and bad details. Then restrict your
+future practice in perfecting the art of inducing interest, to the
+development and use of your pleasing qualities only.</p>
+
+<div class="sidenote"><a name="Page_268" id="Page_268" />The Interesting Opening</div>
+
+<p>Most men begin an interview with a prospective employer indefinitely or
+in merely general terms. Naturally they confront a wall of non-interest.
+You have come, remember, on a mission of service. Please at once by
+presenting the idea that you know a particular service which is lacking
+and which you can supply. Break the ice of strangeness between you and
+your prospect by an appeal first to his human side through a smile of
+<em>genuine friendliness</em> and by looking straight into his eyes so that he
+can see into your heart.</p>
+
+<p>Then in a business-like way get right down to business without
+hesitation. Show enthusiasm, which is contagious if not overdone. Base
+your enthusiasm on real optimism. Indicate temperamental youthfulness in
+vigor and courage. Say something original&mdash;something strong, maybe a
+little startling; but it must be self-evidently true. By all means avoid
+anything that suggests parrot talk or indefinite thought. Do not expect
+the other man to listen with interest to a statement proceeding from
+premise to conclusion.</p>
+
+<div class="sidenote">Headlines</div>
+
+<p><em>Use headlines prominently and often</em> to summarize the body of your
+proposal. Headlines attract your attention and induce your interest in
+particular newspaper items. Employ headline statements for the same
+purpose in selling the idea of your capabilities; just as surely you
+will get attention and interest.</p>
+
+<p><a name="Page_269" id="Page_269" />A noted sales manager who had been earning a large salary made up his
+mind that satisfying success for him was to be gained only through a
+business in which he would be partly an owner instead of just an
+employee. He called together a group of financiers and introduced his
+purpose by saying to them, &quot;Gentlemen, I have an idea in which I have so
+much confidence that I will resign my $75,000 a year job to develop it.
+I want to explain it to you and to have your co-operation in financing a
+project I have worked out.&quot; His headline statement secured instant
+interest, of course.</p>
+
+<p><em>There is something about yourself or your capabilities that you can put
+into headlines.</em> In forcible, vivid language you can strike some senses
+of your prospects. Think of headline statements about your services.
+Write them out in advance. You may be certain they will produce the same
+psychological effect as headlines in the newspapers.</p>
+
+<div class="sidenote">Sense Doors Always Open</div>
+
+<p><em>Use the sense avenues</em> to introduce agreeable suggestions into your
+prospect's mind centers of attention and interest. Then you will be
+employing the <em>unusual</em> methods of a master salesman, who devises ways
+of using every possible sense appeal.</p>
+
+<p><em>The sense doors are always open. They are held open by the subconscious
+mind. If you understand your way through them there will be no doubt
+about the effectiveness of your knock at the door of opportunity, or
+about getting an invitation for your ideas to enter the mind of the
+other man.</em></p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_IX" id="CHAPTER_IX" /><a name="Page_270" id="Page_270" />CHAPTER IX<br />
+
+<em>Getting Yourself Wanted</em></h2>
+
+
+<div class="sidenote">Show a Need For Your Services</div>
+
+<p>A great many salesmen mistakenly believe that if they can interest a
+prospect thoroughly in their goods, he is almost sure to buy. When this
+stage is reached, they think they only need to keep his interest growing
+to close the sale. If, instead, it drags on interminably, they are
+utterly at a loss regarding what <em>more</em> they should do to secure the
+order.</p>
+
+<p>Do not fall into a similar error when selling true ideas of your best
+capabilities. Not only is it necessary that you induce your prospective
+employer's <em>interest</em> in your personal qualifications, but you need to
+make him realize there is a <em>present lack</em> in his business which you can
+fill to his satisfaction. <em>You must get yourself wanted.</em></p>
+
+<p>You might make an excellent first impression on the man you have chosen
+as your future chief. He might listen attentively to your presentation
+of ideas, and question you so interestedly that you would expect him to
+say at any moment, &quot;All right. The job is yours.&quot; Then, instead of
+engaging your services, he might remark, &quot;I'll keep your name on file.&quot;
+Or he might say, &quot;I know <a name="Page_271" id="Page_271" />a man who probably could use you. I'll give
+you a note to him.&quot; You would win a cordial farewell handshake from your
+prospect, but not an acceptance of your proposal to work with him. You
+would leave without the job. <em>Your failure would be due to your
+inability to get yourself sufficiently wanted</em>.</p>
+
+<div class="sidenote">See Yourself Through Your Prospect's Eyes</div>
+
+<p>Now imagine yourself in the place of this employer. See your application
+through his eyes. Unless you can look at yourself from the prospect's
+viewpoint, you may not comprehend your deficiency in salesmanship.</p>
+
+<p>The employer upon whom you called said to himself while you were trying
+to sell your services, &quot;Here is a very attractive man. He presents an
+interesting proposition. But I have no real need for such an employee;
+therefore it would be poor business for me to engage him, much as I
+should like to do so. I am sorry that at present I have no place for him
+in my organization. He's a man I'd like to keep track of, so I'll file
+his name and address for possible future reference. Meanwhile I'll give
+him a note to my friend Smith. I hate to turn him down cold; he's such a
+fine man.&quot;</p>
+
+<p>Evidently the employer did not feel a <em>lack</em> in his own business. You
+failed to make him realize any <em>need</em> for your services.</p>
+
+<div class="sidenote"><a name="Page_272" id="Page_272" />Proving A Need</div>
+
+<p>Contrast with this illustration the case of an efficiency engineer who
+secured his chance to overhaul a factory by demonstrating to a
+manufacturer that he needed a new order-checking system. The engineer
+&quot;beat&quot; the old system and brought to the manufacturer's office a lot of
+goods he had secured that could not be checked. His salesmanship
+compelled attention, induced thorough interest, and proved there was a
+hole that should be filled. When the lack was shown convincingly, the
+manufacturer wanted it satisfied. The sale of the engineer's services
+was quickly closed.</p>
+
+<div class="sidenote">Getting Yourself Wanted Is Only One Step Ahead</div>
+
+<p>Do not jump to the conclusion that you are sure of the job you desire,
+just as soon as you get yourself wanted. You are not yet at the end of
+the selling process. The prospect has only been conducted successfully
+another step forward toward your goal. <em>The moment after he realizes the
+lack in his business, he is apt to question most critically your
+qualifications for filling it.</em></p>
+
+<div class="sidenote">Analysis Naturally Follows Desire</div>
+
+<p><em>As soon as a man begins to feel a real tug of desire for anything, he
+examines it with new, increased interest to make sure there isn't
+something the matter with it.</em> The suit of clothes that only induces his
+interest in a shop window is passed by after a look. However, if he says
+to himself, &quot;That's the kind of suit I want,&quot; he goes in and examines
+the workmanship and the cloth, in search <a name="Page_273" id="Page_273" />of faults. The salesman may
+need to overcome certain objections of his prospect before the order can
+be secured.</p>
+
+<p>But we have not reached the objections stage of the uncompleted sale.
+That is the subject of the next chapter. Let us retrace our steps to
+study the essence of the art of getting yourself wanted.</p>
+
+<div class="sidenote">Two-part Process of Getting Yourself Wanted</div>
+
+<p>There are two parts to the process. First, you must show the prospect
+what he lacks; that in his business there is <em>an unoccupied opportunity
+for such services as you believe you are capable of rendering to his
+benefit and satisfaction</em>. Second, you need to <em>picture yourself filling
+the place and giving the service</em>; to show him imaginatively <em>your
+qualifications at work in his business</em>.</p>
+
+<div class="sidenote">Sincerity Of Service Purpose</div>
+
+<p>Of course it is primarily necessary that you believe in your own
+capability, and in the value to the other man of the qualities you have
+brought to him for sale. Unless you have this feeling yourself, you will
+not be likely to draw out his reciprocating desire for your services.
+You are not dealing now with his mind. <em>Desire proceeds from the heart.
+It is emotional, not mental</em>. The least suspicion of your insincerity
+would check your prospect's feeling that he wants you as an employee.
+You must feel that you have come with a purpose of genuine service, and
+you must draw out his similar feeling.</p>
+
+<div class="sidenote"><a name="Page_274" id="Page_274" />Desire Comes Out of the Heart</div>
+
+<p>When you knocked at the door of your prospect's mind, and when you
+sought to induce his welcome for your ideas, your object was to get him
+to take your thoughts <em>into</em> his head. The line of action is <em>reversed</em>
+at the desire stage of the selling process. Until now <em>you</em> have been
+the moving party. You have been getting yourself and your ideas into his
+consciousness. But while attention and interest are <em>receptive</em>
+processes, the emotion of genuine desire starts with an <em>outward moving
+impulse from the prospect</em>. It isn't enough that he open his heart and
+let you enter, as he has admitted your ideas to his mind. <em>If he really
+wants you, his feeling of desire will come out after you</em>.</p>
+
+<div class="sidenote">Service Value is Appreciated</div>
+
+<p>You have revealed to your prospect a lack in his business, and have
+pictured yourself filling it to his satisfaction. You have done him a
+double service. It is human nature to <em>appreciate</em> such a genuine
+service, and to <em>want more</em> like it. The first service is accepted with
+appreciation, but when the square man wants more <em>he makes a move to get
+it, and expects to pay for it</em>. As soon as you have shown the lack and
+your ability to fill it, and have pictured yourself &quot;on the job,&quot; it
+will be natural for your prospect to want you there in fact.</p>
+
+<p>The colored porter who washed the windows and scrubbed floors in the
+general offices of a manufacturing corporation was ambitious to rise in
+the social scale and to earn a larger salary. One even<a name="Page_275" id="Page_275" />ing he went to
+the private office of the president, and presented for sale an idea of
+his capability for a different job.</p>
+
+<div class="sidenote">Official Welcomer Wanted</div>
+
+<p>&quot;Boss,&quot; he began, &quot;You-all ain't got nobody dere to de front doah to
+make folks feel welcome-like when dey comes in heah. Down in Virginny my
+ol' gran-pap useter weah a dress suit ever' day an' jist Stan' in de
+front hall of his ol' massa's house, a-waitin' to bow an' smile to
+comp'ny whad'd come in. If you'll jist rent me one o' dem dar suits,
+Boss, I could stan' out in the front office an' make folks feel we wuz
+glad to see 'um, lak' mah gran'pap did. When ennybody comes heah now,
+dey ain't nobody pays much 'tention to 'um. You'd orter git somebody on
+dat job, Boss; an' I reckon I'm jist 'bout cut out foh it, suh.&quot;</p>
+
+<p>The colored man compelled attention by presenting himself at the door of
+the sanctum. He induced interest in his proposal. Then, in addition, <em>he
+pointed out a lack and that he could fill it</em>. Immediately the president
+<em>visioned</em> the old darkey as an official welcomer, and <em>wanted</em> him. <em>He
+reached right out for the service offered</em>. The sale was closed at once,
+and the colored man shone in his new glories within a week.</p>
+
+<div class="sidenote">Conflict of Heart and Mind</div>
+
+<p>Often a man desires with his heart things that his mind does not
+approve. Therefore when you work to get yourself wanted, <em>appeal to the
+heart of your prospect, rather than to his mind</em>. Then if<a name="Page_276" id="Page_276" /> <em>his</em> mind
+raises objections to his desire for your services, <em>your</em> mind at a
+later stage of the selling process will overcome or get around his
+mental opposition. When the time for that step arrives, <em>his heart</em> will
+already have been won as <em>your ally</em>, and will help you dispose of the
+objections <em>his mind</em> has raised.</p>
+
+<div class="sidenote">Get Yourself Liked</div>
+
+<p>As a preliminary to getting yourself wanted, get yourself <em>liked</em>. Make
+such an impression, do and say such things, as will draw out of the
+heart of your prospect <em>a friendly feeling</em> for you. You know of people
+who have been boosted to notable successes because influential men took
+personal interest in their advancement.</p>
+
+<p>I recall an office boy who was always ready to perform little extra
+services. He held his employer's overcoat one day, and the boss rather
+absent-mindedly handed him a tip. The boy shook his head and declined
+the dime.</p>
+
+<p>&quot;I didn't do that for a tip. You always treat me fine, and I just like
+to show you I appreciate it.&quot;</p>
+
+<p>The boy's <em>heart had spoken</em>, and the employer's <em>heart responded at
+once with an especial liking</em> for the lad. The seed of personal interest
+having been planted in the heart of the president, his liking grew. The
+boy was advanced to better and better positions. He made good on his
+merits, but he was helped very much because his employer <em>wanted</em> him to
+succeed.</p>
+
+<div class="sidenote"><a name="Page_277" id="Page_277" />The Common Heart of Man</div>
+
+<p>Reference has previously been made to the fundamental likeness of all
+men at heart and to their differences in mind. Send out with your voice
+an appeal to only the <em>minds</em> of your audience&mdash;read a table of
+statistics, for example&mdash;and it will affect all your hearers
+<em>differently, depending on the mental characteristics of each
+individual</em>. But tell a story of great courage, of self-sacrifice, of
+love&mdash;<em>the same fundamental effect</em> will be produced on all the <em>hearts</em>
+in the audience; though, of course, the various individuals will respond
+with <em>different degrees of emotional intensity</em>.</p>
+
+<p>As has been said before, in order to look into the heart of another man
+you need but see clearly into your own. There you will find all the
+emotions of human nature, no matter how you may differ from other men in
+mentality. Hence if you would prompt the heart of another man to want
+your services, just <em>do the things he would need to do to win your
+liking for him</em>. Imagine the cases reversed, and be guided in your
+selling process by what you see.</p>
+
+<div class="sidenote">Popular Men</div>
+
+<p>To look at this step from another angle&mdash;<em>if you would be likable, you
+must find other men likable</em>. If you like people only within a limited
+range, you will similarly narrow your own likableness. If, however, you
+genuinely like all men&mdash;like them for their faults and frailties as well
+as for their merits&mdash;you will appeal to the intuitive heart of any other
+<a name="Page_278" id="Page_278" />man. You will draw out his liking for you because <em>the magnetic power
+of your own heart will not be restricted</em> to pulling your way the
+friendly feelings of only a few people. Instead, you will be a &quot;popular&quot;
+man, a man who is <em>generally</em> well liked.</p>
+
+<p>You meet certain men whom you like at sight. You desire further
+acquaintance, or friendship with them. But these men have not prepared
+themselves to suit <em>you</em> in particular. Most <em>other</em> people who meet
+them have the <em>same feeling</em> toward them that you experience. The men
+you like at sight, and who make friends wherever they go have developed
+in themselves <em>feelings of friendliness for all men</em>. As like breeds
+like, liking draws liking.</p>
+
+<div class="sidenote">Artificial Methods Never Deceive The Heart</div>
+
+<p>If you try to develop particular traits, only because you believe they
+will attract other men to you, you will not make your nature likable.
+Such <em>artificial methods</em> of making yourself attractive <em>never deceive
+heart intuitions</em>. You will not become popular by proceeding
+<em>selfishly</em>. But if you develop within yourself a heartfelt interest in
+your fellow men, if you are full of genuine desire to serve them with
+your friendship, <em>you will attract the liking of nearly all the people
+you meet</em>. They will want to know you better and to be your friends.</p>
+
+<div class="sidenote">No Insulation Against Human Magnetism</div>
+
+<p>There is &quot;no sich critter&quot; as a natural grouch. A man who has that
+reputation is <em>repressing his natural emotions</em>&mdash;that is all. He does
+not express his true feelings. He attempts to deny that he has <a name="Page_279" id="Page_279" />them.
+<em>But they are inside him, and you can pull them toward you</em> if you bring
+your likableness to bear upon his heart. He will feel the tug, and will
+be drawn to you by your magnetic power. <em>There is no insulation that can
+prevent the pull of human magnetism</em>. So treat the crab with a feeling
+of real liking for the human nature inside, and don't be discouraged by
+his shell. Be more than ordinarily likable when you have to deal with a
+surly prospect. Exert all the magnetism you have. He will feel drawn to
+you. You will get yourself wanted.</p>
+
+<p>J. Pierpont Morgan, Senior, was noted for being unapproachable. But it
+is said that he took a great liking to a certain newsboy who never acted
+afraid of him and who treated him as an ordinary mortal. This gamin
+always had a cheery word for everybody. That he made no exception in Mr.
+Morgan's case won the heart of the austere financier, who helped the boy
+to get an education and to start in business.</p>
+
+<div class="sidenote">Do Not Over-sell Likability</div>
+
+<p>The emphasis placed on the importance of likableness as the <em>principal</em>
+factor in getting yourself wanted may have made you forget the <em>primary</em>
+necessity of showing your prospect <em>a real lack in his business, and
+that you are capable of filling it</em>. It is possible to attract an
+employer's liking for you, whether he has a place for you or not. But
+his liking will do you no good unless you can also make him see he has a
+need for you.</p>
+
+<p><a name="Page_280" id="Page_280" /><em>Success is not to be won by getting in where you are not wanted,
+however likable you may be</em>. You must sell the idea of your service
+<em>value</em> as well as the ideas that your services would be <em>liked</em>. You
+<em>cannot over-develop</em> the quality of likableness, but you <em>can
+over-sell</em> it, to the detriment of your own best interest.</p>
+
+<div class="sidenote">A Winning Personality Sometimes Fails</div>
+
+<p>One of the most conspicuous failures I know is a man who has &quot;a winning
+personality.&quot; Times without number his genuine agreeableness has won him
+fine chances to succeed, but in the positions he has held he has never
+studied the needs of his employers for other qualities than likability.
+Consequently he has fallen down on all his big chances. Today he is just
+a popular door man for a big department store. His intelligence and his
+physical ability are so evident that he is an object of pity and wonder
+as he smiles and bows to customers of the store. Undoubtedly if he had
+studied the different opportunities he has had, and had fitted himself
+into all the requirements of a particular situation, his winning
+personality would have helped him higher and higher toward the mountain
+peaks of success instead of leaving him on an ant hill.</p>
+
+<div class="sidenote">Three Impressions Necessary</div>
+
+<p>Of course the mind of your prospective employer acts in co-ordination
+with his heart when you attract him so much that he really wants the
+service you proffer. He imagines you rendering that service. He thinks
+what &quot;might <a name="Page_281" id="Page_281" />be&quot; if you were associated with his business. He paints
+mental pictures that please him, and he wishes his vision to come true.
+But when he begins to imagine you rendering service, the picture of your
+agreeable personality will not be pleasant to him if he sees that he
+doesn't really need you. <em>In order to get yourself wanted it is
+necessary that you show him the lack, and that you can fill it, and that
+you would be likable when filling it</em>. If you make these three
+impressions on the mind and heart of your prospect, your success in your
+purpose will be assured. You will not fail to get yourself wanted.</p>
+
+<div class="sidenote">Desire is Turning Point Of the Sale</div>
+
+<p>In salesmanship &quot;desire is the determinant of the sale.&quot; By this is
+meant that <em>when the salesman sufficiently stimulates a real desire in
+his prospect, he has climbed the highest grade of difficulty</em>. If he is
+skillful, the selling process from then on should be comparatively easy
+sledding. You realize that if you can get yourself wanted by an
+employer, the matter of landing a job in his business should not be
+hard. We therefore are considering now <em>the turning point in the process
+of selling the true idea of your best capabilities in the right field</em>.
+After you get yourself wanted, the odds are no longer against you, but
+grow increasingly in your favor. If, having succeeded in getting
+yourself wanted, you then fail in your ultimate purpose, you should
+blame no one but yourself.</p>
+
+<div class="sidenote"><a name="Page_282" id="Page_282" />The Use of Tactful Suggestion</div>
+
+<p>A very skillful use of <em>tact and diplomacy</em> is necessary to success in
+pointing out to a prospect something that he lacks, and your capability
+for filling that lack. A man is apt to resent your &quot;picking flaws&quot; in
+his business. He is likely to regard you as an egotist if you <em>assert</em>
+that he needs you. You will not get yourself wanted if you make the
+impression that you are a critical fault-finder with &quot;the big-head.&quot;
+Rather, you should pattern after the example of the professional
+salesman of goods. In the processes of persuasion and creating desire he
+employs the arts of <em>suggestion in preference to making direct
+statements</em>. He is a tactful diplomat. Learn from his methods, as
+explained in &quot;The Selling Process.&quot;</p>
+
+<p>You have come to a chosen employer, with a real service purpose; but be
+careful not to <em>offend</em> in your presentation. Do not bring him your idea
+for improving his business as if it were a great discovery you have
+made. He won't like it if you open his eyes to his lacks in that
+fashion. You might better suggest that while you have perceived what he
+needs, you have no doubt he either has seen it already or would have
+perceived it if his time and attention had not been engrossed by other
+things. You will be liked if you so present a picture of the lack and of
+yourself satisfying it.</p>
+
+<div class="sidenote"><a name="Page_283" id="Page_283" />Rubbing the Prospect the Wrong Way</div>
+
+<p><em>You are apt to get yourself cordially disliked if you rub your
+prospect's pride in his business the wrong way</em>.</p>
+
+<p>An accountant sought an opportunity to become the auditor for a
+manufacturing corporation. He had gained considerable &quot;inside knowledge&quot;
+of the company's lax business methods. But when talking to the president
+he exaggerated the relative importance of these defects. In his
+eagerness to impress the executive with the need for an auditor, he
+over-drew the danger from leaks in the company's accounting system. The
+president was exasperated. His pride was stung. What had been said
+reflected on his capability as an executive. So he turned savagely on
+the accountant.</p>
+
+<p>&quot;If we're so rotten as all that,&quot; he snarled, &quot;how could we make money
+and pay dividends? No doubt you are right in your criticisms of our
+methods. But if I had a man like you around here, continually finding
+fault and picking everybody and everything to pieces, the whole business
+would be demoralized. The ideas you have brought to me are worth a
+thousand dollars, and I'll give you my check for that, but no crepe
+hanger can work for me.&quot;</p>
+
+<div class="sidenote">Avoid Teaching</div>
+
+<p>When you present your capabilities for sale, don't suggest that you
+think your prospect's business will go to the &quot;demnition bow-wows&quot; if
+your services are not engaged. <em>Understate the lack and your fit<a name="Page_284" id="Page_284" />ness to
+fill it</em>. You may be sure the employer will appreciate fully the value
+of the new ideas you bring, and the worth of your services.</p>
+
+<div class="sidenote">Pope's Rule</div>
+
+<p>None of us really like &quot;teachers.&quot; Nowadays the most successful
+educational methods follow the rule laid down by Alexander Pope, &quot;Men
+must be taught as if you taught them not; and things unknown proposed as
+things forgot.&quot; Do not suggest that you are a &quot;know it all.&quot; Much less
+make the impression that the other man does not know. Communicate to him
+the idea that you believe he has overlooked the lack to which you call
+his attention. With modest confidence present your capabilities. You
+need not assert in words that you will fill the bill. Your prospect can
+see that. In everything you suggest and say, show that you genuinely
+like him and his business. Manifest sincere admiration. <em>Make him feel
+that you have come to his office because you especially want to work
+there. That will make him want you in his service</em>. Use suggestion to
+increase his desire for you.</p>
+
+<div class="sidenote">Reduce Resistance By Suggestion</div>
+
+<p><em>Direct</em> presentation of ideas indicates an intention to inform, to
+teach, to direct the mind of the other man. Every human individual,
+whether a child or a centenarian, <em>re-acts in opposition</em> to such an
+effort at instruction. There is something in all of us alike which makes
+us wish to think and decide for ourselves. Hence the value of the art of
+suggestion in getting yourself wanted.</p>
+
+<p><a name="Page_285" id="Page_285" />Ideas you <em>suggest</em> enter the mind of the other man so unobtrusively
+that <em>he does not realize you originated them</em>. He has no feeling that
+you intend to influence his mind. Consequently he makes no resistance to
+the suggested ideas. <em>It never pays to reason when selling an idea;
+because reasoning invariably brings out a reaction of opposition</em>. You
+will not create a desire for your services by presenting them
+<em>logically</em>, or by making an <em>argument</em> regarding your capabilities. One
+of the greatest students of the human mind assures us that &quot;most persons
+never perform an act of pure reasoning; but all their acts are the
+results of imitation, habit, suggestion, or some related form of
+thinking.&quot;</p>
+
+<div class="sidenote">Three Reasons For Using Suggestion</div>
+
+<p>Suggestion is remarkably effective in persuading and in arousing desire
+because:</p>
+
+<p>First, <em>every &quot;suggested&quot; idea is accepted as absolutely true unless it
+is contradicted by other ideas already in the mind of the prospect</em>.
+This is because the prospect thinks a <em>suggested</em> idea is his. He adopts
+it and makes it his own. That is, his mind takes the suggestion and
+interprets it in terms of his own thoughts. Of course he believes what
+he himself thinks. <em>Say</em> to a prospective employer that you would
+particularly like to work in association with him, and he may believe
+you are &quot;shooting hot air.&quot; He will have no such feeling if you tell him
+details about his business that have especially interested you. <em>Show</em>
+him that you have been studying <a name="Page_286" id="Page_286" />and observing his methods. Give him to
+understand that you have also investigated other businesses. Thus
+without <em>saying</em> it, you <em>suggest</em> to his mind that you have come to his
+office because you really would prefer to be employed there. He will
+believe the suggested idea; though he might have scoffed at the
+statement.</p>
+
+<div class="sidenote">Suggestion Avoids Contradiction</div>
+
+<p>Second, <em>suggestion is effective in persuasion and in arousing desire
+because suggested ideas which include no comparisons or criticisms very
+seldom arouse contradictory attitudes of mind</em>. The suggested idea
+enters the mind of the other man quietly, unaccompanied by a blare of
+the trumpet &quot;I Tell You.&quot; Opposing ideas are not aware of its presence
+until it has supplanted them. <em>Suggest</em> to a chosen employer that he
+<em>means</em> to be up-to-date, and he agrees. If you <em>say</em> his methods are
+behind the times, he will be apt to defend them instead of following
+your lead along the line of suggested improvements.</p>
+
+<div class="sidenote">Suggested Ideas Tend to Action</div>
+
+<p>Third, <em>every suggested idea of action tends to result in the action
+itself; whereas a direct attempt to secure action is almost sure to
+result in opposition</em>. Human nature works that way. Your prospect, being
+unconscious that a particular idea of action is suggested to him, does
+not have his will stimulated to prevent that action. If you come to your
+prospective employer and <em>ask</em> for the job you <a name="Page_287" id="Page_287" />want, he will be on the
+<em>defensive</em>. But if you <em>suggest</em> to him that he wants you&mdash;that he
+lacks and needs such services as you present&mdash;<em>he will be impelled to
+the affirmative action of offering you the job</em>.</p>
+
+<div class="sidenote">Selling Henry Ford</div>
+
+<p>When I was originally engaged by Henry Ford, it was in the capacity of a
+public accountant, for an audit of the business of the Ford Motor
+Company, and later for the installation of an accounting system that
+would tell accurately every month &quot;where they were at.&quot; Back in
+1904-1905 the Ford Motor Company was not showing any more profits than
+many other motor car manufacturers organized on similar lines. After I
+completed my work as an accountant, Mr. Ford talked with me about taking
+a permanent position with the Company in the capacity of &quot;Commercial
+Manager.&quot; That title covered responsibility for the distribution of
+products, advertising, collections, selection of branch managers and
+their corps of assistants, operation of branch houses, appointment and
+direction of agents, employment and control of the entire sales force,
+etc., etc. The position was much broader than that of Sales Manager, as
+it included also the accounting and organizing of nearly every
+department of the business.</p>
+
+<p>For several years prior to that time I had sold my services as a public
+accountant and organizer to many large concerns throughout the country,
+<a name="Page_288" id="Page_288" />including twenty-eight different automobile companies. I believed in my
+ability, not only to organize a selling and distributing force for
+successfully marketing a standard product, but also to extend that force
+over a world field and to control it in all the details of its
+operations, from opening the mail to the declaration and payment of
+dividends, more efficiently than the average sales or commercial
+manager. So I had no hesitancy in undertaking the Ford job, which, even
+at that early date, I visualized as culminating in a big one.</p>
+
+<p>When I finally engaged my services with the Ford Motor Company on a
+permanent basis, the business was represented by only a few hundred
+scattered, unorganized, uncontrolled, and non-directed dealers. My work
+during the following twelve years was concentrated on developing and
+enlarging yearly this small hit-or-miss distributing aggregation into a
+compact force of thousands of well-trained, highly efficient sales and
+service representatives of the Ford Motor Company. They were all Ford
+&quot;boosters,&quot; and by their loyalty and intensive co-operation they &quot;put
+across the Ford&quot; in the big way that today makes the little car so
+conspicuous everywhere throughout the world.</p>
+
+<div class="sidenote">Statement Avoided Suggestion Used</div>
+
+<p>Note that while my experience with the Ford Motor Company as a public
+accountant convinced me that what the business needed then was a
+commercial manager and sales organizer, and I believed <a name="Page_289" id="Page_289" />myself fitted
+for the position, I did not make that statement to Mr. Ford; because it
+would have been poor salesmanship. He might have thought me entirely
+qualified to deal with figures, but not so capable of handling sales
+agents and dealers.</p>
+
+<p>So I never <em>said</em> to him that I was the man he needed. But I <em>suggested</em>
+it by presenting my ideas of how the job should be done. He accepted my
+ideas as good, and was influenced by the natural suggestion that
+resulted from them. He told me that he wanted me to become Commercial
+and Sales Manager. It was the opportunity for success that I most
+desired. I got myself <em>wanted</em> without having to overcome any
+<em>resistance</em> in the mind of the man with whom I had chosen to work.</p>
+
+<div class="sidenote">Negative Suggestions</div>
+
+<p>You recognize how true to human nature are incidents of this sort. You
+know how powerful is the force of <em>affirmative</em> suggestion. But have you
+appreciated how surely desire is killed by <em>negative</em> suggestions? If
+you make <em>displeasing</em> impressions, you will get yourself <em>not</em> wanted.
+Therefore you must <em>be careful to avoid certain things your prospect
+would not like, just as you should be careful in doing things that are
+likable</em>.</p>
+
+<div class="sidenote">Speak the Prospect's Language</div>
+
+<p>If your prospecting and sizing up of an employer indicate that he is
+very painstaking, suggest to him how particular you have been to prepare
+yourself in knowledge of his needs. If he is a man who <a name="Page_290" id="Page_290" />weighs ideas
+carefully, suggest to him your qualities of judgment and decision.
+Perhaps he is characterized by a marked constructive imagination.
+Suggest that you, too, have imaginative power. Bring out conspicuously
+the particular elements of your qualifications that are most likely to
+<em>suggest ideas akin to his own</em>. Speak those phrases of the language of
+suggestion which he best understands, and that are most likely to
+impress him with <em>the idea that you and he think alike</em>.</p>
+
+<div class="sidenote">Deceptive Suggestions</div>
+
+<p>A caution is necessary here. In any suggestion that you make, <em>convey
+neither more nor less than the actual truth</em> regarding your
+capabilities. <em>Avoid any possibility of deception</em>.</p>
+
+<p>I recall the case of a young man who quite won the heart of a dignified
+bank president whose tastes were very quiet. The young man studiously
+avoided the slightest appearance of flashiness in his dress and manner.
+He spoke in modulated tones. His movements were subdued. He had exactly
+the quiet pose that suited his prospective employer. The banker stressed
+his appreciation of the characteristics manifested by the applicant, and
+the young man &quot;overdid it&quot; by suggesting that he was <em>always</em> decorous
+in his manner.</p>
+
+<p>The bank president had occasion to entertain a visiting financier who
+wanted to go to the ball game.<a name="Page_291" id="Page_291" /> A few seats away the young man whose
+application was being considered rooted boisterously for the home team,
+unconscious of the contradiction he presented to the suggestions he had
+made in the banker's private office. The new impression was made more
+disagreeable because the boisterous behavior suggested to the banker
+that the young man had not conveyed a true idea of himself previously.
+When he came next morning for the answer to his application, he received
+a cold &quot;No.&quot;</p>
+
+<p>The young man really was not boisterous except on the rare occasions
+when he let off steam, as at a ball game. If he had conveyed the
+<em>truthful</em> impression that he was <em>nearly always</em> quiet, and had taken
+pains to admit that <em>occasionally</em> he &quot;let loose,&quot; but only in proper
+surroundings, he would not have killed his chances by the negative
+suggestion of untruthfulness.</p>
+
+<div class="sidenote">Motive of Suggestion</div>
+
+<p>After all it is your <em>motive</em> that determines the right or wrong use of
+suggestion in getting yourself wanted. If you keep carefully in mind a
+purpose to <em>suggest less instead of more than the truth</em> about your
+capabilities, you need not fear that you will offend by over-drawing the
+picture of your real self.</p>
+
+<p>If <em>your</em> motive is wrong, it will lower the quality of <em>your</em> manhood.
+If you suggest a wrong motive to the <em>other</em> man, the effect is to lower
+<em>his</em> manhood <a name="Page_292" id="Page_292" />qualities in considering you. <em>It is particularly
+important not to stimulate a motive that may afterward operate to your
+detriment</em>.</p>
+
+<div class="sidenote">Over-Suggestion of Ability</div>
+
+<p>I know a young man who was so eager to show his willingness to work that
+he suggested absolute tirelessness. His employer, though he appreciated
+what this young man did, kept overloading him. Finally the employee
+broke down and made a serious mistake. He was unjustly dismissed from
+service because <em>he had encouraged his employer to depend on him
+altogether too much, and disappointment resulted</em>.</p>
+
+<p>Do not pretend a higher degree of ability than you possess. Attempt no
+more than you can do well. You will succeed in getting yourself wanted
+if you <em>manifest promise of growth</em> in capability. If you are a sapling,
+do not pose as a full grown tree of knowledge.</p>
+
+<div class="sidenote">Selling Out To Competitor</div>
+
+<p>Sometimes it happens that a man can present his capabilities for sale
+and appear especially desirable to another man because he possesses
+certain knowledge the employer would like to have. Maybe you have sought
+to gain your chance by carrying to a competitor of your former employer
+the latter's secrets. If you come with the suggestion that you will sell
+out, you are offering a service that does not command full respect, and
+you are appealing only to the <em>lower motives</em> of your prospect. You do
+not thereby get <em>yourself</em> wanted. He wants <em>what you<a name="Page_293" id="Page_293" /> know</em>. What you
+have learned fairly by working for one man, you have a right to sell
+fairly to another man, of course. But do not suggest that this special
+knowledge is the <em>principal element</em> of your desirability. Suggest,
+rather, that it is <em>only incidental to your all-around fitness</em> for the
+job you want.</p>
+
+<div class="sidenote">Self-Respect</div>
+
+<p>Use what you know without pandering to the lower motives of your new
+employer. Impel him to like you for what you <em>are</em>, and not merely for
+what you <em>bring</em>. Open his eyes to your <em>better</em> nature, not to the
+<em>worst</em> side of you. <em>He will see in you the better qualities of himself
+and appreciate them</em>. Have your own motives right; then there will be no
+danger that you will appeal to the wrong motives of the other man.</p>
+
+<p>Of course you must have the highest respect for your own motives. This
+necessitates high character. <em>You must be honest in the very structure
+of your being</em>. You need, too, <em>absolute faith in yourself and in your
+proposition</em>, and faith in the <em>desirability</em> of your service to the
+other man. Finally, you must be <em>consecrated</em> to the motive of rendering
+him <em>service</em>.</p>
+
+<div class="sidenote">Postpone Criticism Until Desire Is Stimulated</div>
+
+<p>It is poor salesmanship to let your prospect begin to analyze your
+faults <em>until you have made yourself thoroughly pleasing</em> to him. Before
+you complete the selling process you should admit your own faults,
+rather than let him discover them. <em>But<a name="Page_294" id="Page_294" /> skillfully postpone this step
+until you get yourself wanted.</em> Then your prospect will be inclined to
+<em>co-operate</em> in disposing of objections to you; whereas <em>if criticisms
+arise too soon in the selling process they may prevent him from liking
+you thoroughly, and may check your purpose before you get yourself
+wanted</em>.</p>
+
+<div class="sidenote">Right Time to &quot;Face The Music&quot;</div>
+
+<p>A merchant received an application for employment in his private office
+from a young man who created so pleasing an impression that the employer
+decided to make him his secretary. He outlined his ideas to the
+applicant, who entered into them most enthusiastically; thereby
+increasing the liking of his prospective employer for him. Then the
+young man sat up straight in his chair, looked the merchant squarely in
+the eye, and said, &quot;No one in this city knows it, but when I was
+eighteen years old I stole ten dollars and was sentenced to the reform
+school. That was seven years ago. I never have done anything dishonest
+since, and I never will again. But you have a right to know my whole
+record before you employ me in a position of such trust.&quot; If the
+candidate had confessed his blemished record <em>before</em> making himself
+thoroughly desirable, it is practically certain that he would not have
+won the place. He got it because <em>he handled the objection after instead
+of before creating the desire</em> for his services.</p>
+
+<div class="sidenote"><a name="Page_295" id="Page_295" />Concentrate On Suggesting Qualifications</div>
+
+<p>We shall consider in the next chapter how to meet and handle objections,
+how to deal with your faults. But as we postpone our study of that step
+in the selling process; so should you postpone consideration of your
+faults and shortcomings, until you get yourself wanted. Do not dodge
+direct questions, but courteously request that you be permitted to
+answer them a little later. <em>At this stage</em> of selling the true idea of
+your best capabilities <em>concentrate upon the moderate, truthful
+suggestion of your qualifications</em>.</p>
+
+<div class="sidenote">Gaining Prospect's Confidence</div>
+
+<p>The first result to be desired in selling is the <em>confidence of the
+buyer</em>. Use all your manly qualities to win this confidence
+<em>deservedly</em>. Then when you honestly admit your faults and shortcomings,
+you will be aided to win out in the end by the confidence you have
+already inspired in the other man.</p>
+
+<p>Very often the applicant for a position fails to get it because he
+merely presents the <em>abstract</em> idea that his services are for sale. <em>He
+does not picture himself in actual service</em>. The presentation of
+abstract ideas is an appeal only to the <em>interest</em> or mind side of the
+other man. The presentation to his imagination must go <em>beyond</em> his
+interest, if his <em>heart desire</em> for the services is to be secured.
+Therefore it is highly important to your success in getting yourself
+wanted that you plan how you actually <a name="Page_296" id="Page_296" />would serve on the job, and when
+you are talking with your prospective employer, <em>speak as if you were at
+work</em>.</p>
+
+<div class="sidenote">Picture Yourself At Work</div>
+
+<p>If you imagine yourself fitted into a particular job, and <em>show yourself
+there to the mind's eye</em> of your prospect, he will have to go through
+the mental process of <em>getting you out</em> of the imaginary job. That will
+be much harder for him than it would have been to <em>keep you out</em> in the
+first place. If you merely present the services you <em>could</em> render, and
+don't picture yourself as <em>actually rendering</em> them, you haven't won
+even the imaginary job. <em>But if you do paint yourself into a chosen
+place, and can make your prospect see you in that position, the
+suggestion will impel him to copy imagination with actuality. He will
+consider you as if you were on the job.</em> Evidently when you have won
+this advantage, he will be inclined to want to keep you at work, unless
+you do something or manifest some quality that makes you undesirable.</p>
+
+<div class="sidenote">No Doubt About Success</div>
+
+<p><em>Getting yourself wanted is a process that can be brought to a
+successful conclusion with absolute certainty.</em> It is not difficult to
+understand human nature if you are willing to see clearly into yourself.
+It is only necessary, then, that you subordinate your personality to the
+personality of the other man. <em>Learn what he wants, and avoid showing
+him that you want something from him. Show him instead<a name="Page_297" id="Page_297" /> that you can
+supply what he lacks</em>. Complete and round out the process by suggesting
+the particular qualities in yourself that your prospecting and size-up
+have indicated to be the qualities <em>he especially likes</em>. He will want
+you then. He can't help it.</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_X" id="CHAPTER_X" /><a name="Page_298" id="Page_298" />CHAPTER X<br />
+
+<em>Obstacles In Your Way</em></h2>
+
+
+<div class="sidenote">Mountain Climbing</div>
+
+<p>There is no great mountain in the world that has a natural, smooth road
+with an easy grade all the way to the top. Mountain climbing requires
+some hard work. It involves getting around, or going over, or removing
+many obstacles that block the path upward.</p>
+
+<p>You will encounter similar difficulties, obstacles, and resistance on
+your way to success. <em>If you cannot pass them, your ambition will be
+defeated.</em> You will quit the climb, discouraged; or will be driven back,
+a failure. In order to <em>assure</em> your success you must now ascertain
+dependable ways to conquer obstacles. This advance knowledge will make
+them seem less formidable. Since you will have definite plans for
+dealing with the difficulties that may obstruct your path, you will not
+feel hopelessly blocked when you face them.</p>
+
+<div class="sidenote">Knowing How</div>
+
+<p>No great mountain has ever been scaled by a novice ignorant of the
+science, and unskilled in the art of climbing to supreme heights. But an
+expert mountaineer learns from mastering one peak something about how to
+climb others. He develops ability to conquer any and all obstacles he
+may <a name="Page_299" id="Page_299" />meet. He proves repeatedly that what would be impossible to a
+novice is a <em>certainty</em> to him. He starts the most difficult ascent with
+absolute confidence that he will gain the top.</p>
+
+<div class="sidenote">Obstacles and Resistance</div>
+
+<p><em>You likewise can feel sure of your ability to reach the highest peaks
+of success</em>. In preceding chapters you have been shown how to take
+advantage of the <em>easiest</em> way up by following the guide marks of
+salesmanship at every step. Now we are to study the obstacles you will
+encounter, in particular the objections the prospect may raise to
+frustrate your purpose. At this stage of the selling process you will be
+like a mountaineer fighting in the Alps. It will probably be necessary
+that you overcome or evade considerable human resistance while you are
+climbing toward your goal.</p>
+
+<p>Let us assume that you have already gained a chance to sell your
+capabilities to the particular man through whom you expect to succeed.
+He has heeded your knock and welcomed you into his interest. You have
+made such a presentation of your desirability and service value that he
+wants you to be associated with him. But now it will be natural for him
+to begin a critical analysis, seeking whatever faults he can discover or
+imagine in you or your proposition. <em>Your success or failure in your
+ultimate purpose is likely to depend on how you handle the criticisms he
+raises.</em> Therefore it is of vital importance that you learn in advance<a name="Page_300" id="Page_300" />
+<em>sure ways to gain your goal despite normal opposition.</em></p>
+
+<div class="sidenote">Objections Are Natural</div>
+
+<p>Recognize first that it is <em>natural</em> for your prospect to raise
+objections, whether he is favorably impressed or not. His resistance to
+your purpose may be only a <em>precaution</em>. Perhaps it does not indicate
+<em>opposition</em> at all. He may want you to convince him you are all right;
+so that he will feel entire confidence in his own judgment when he
+finally does as you wish. Or he may object for no other purpose than to
+test you thoroughly. If this is the case, his sympathies will all be
+with you while you are dealing with the obstacles he puts in your way.</p>
+
+<p><em>Evidently objections of this sort should not be handled the same as the
+objections of opposition.</em> It is necessary that you distinguish between
+the two kinds and that <em>when dealing with each specific objection you
+determine in your own mind what is its source</em>. There should be nothing
+in your method of handling the obstacle that might <em>antagonize</em> your
+prospect. You should take fullest advantage of his every inclination to
+<em>cooperate</em> with you in his thoughts and feelings. He may be &quot;pulling
+for&quot; you strongly when he seems to be &quot;bucking&quot; the hardest.</p>
+
+<div class="sidenote">Objection is Favorable Sign</div>
+
+<p><em>An objection really is a favorable sign.</em> If you call upon a
+prospective employer who, after hearing your presentation, begins to
+find fault with it and <a name="Page_301" id="Page_301" />with you, or tries to evade your proposal, you
+may be sure that you have carried him along a considerable distance
+toward the accomplishment of your purpose. <em>He objects or evades because
+he is on the defensive.</em> &quot;You have him going.&quot; He is wary, and so takes
+measures for self-protection. <em>The moment your prospect begins to raise
+objections in your way, he indicates that he is not entirely comfortable
+in his own mind about escaping from your salesmanship.</em> He has felt the
+tug of desire; but he does not feel sure yet that you deserve his
+confidence, or else he has a pretty positive idea that in this matter of
+your possible employment his interests and yours are different. He is
+looking out for himself.</p>
+
+<div class="sidenote">Welcome Opportunity To Strengthen Yourself</div>
+
+<p>However, you have come with a <em>true service</em> purpose. You believe he
+<em>needs</em> you; that you can <em>satisfy a lack</em> in his business. You feel
+your interests and his are alike, not different. You know that you have
+no intention &quot;to put anything over on him.&quot; You want your prospect to be
+absolutely satisfied with what you propose. Therefore you should welcome
+every chance to convince his mind and win his confidence. <em>An objection
+affords you an opportunity to overcome it, and so both to strengthen
+your proposition and to weaken his resistance.</em></p>
+
+<div class="sidenote"><a name="Page_302" id="Page_302" />Don't Set Up Straw Men to Knock Down</div>
+
+<p><em>You</em> should not, however, bring up objections that the <em>prospect</em> has
+not raised in his own mind. That would be putting up a straw man and
+knocking him down, which is profitless and unconvincing. Of course you
+must clear the path when there is no other way to proceed, but do not
+block it yourself. Sometimes it will not be advisable to clear the path.
+If you can get around a difficulty you see, without attracting your
+prospect's attention to it, you will be wise to go some indirect way to
+your goal.</p>
+
+<p>Suppose, for example, that you know the salary you want is higher than
+your prospect has been accustomed to pay. It will be good salesmanship
+for you not to refer to the amount you have in mind, until after you
+have carried him along with you to consider the profits he will make
+from engaging your services. Since you plan to show him that these
+profits will pay your salary, you will be wise to avoid the matter of
+your compensation until you have approached nearer to the successful
+conclusion of your selling process.</p>
+
+<div class="sidenote">Avoid Troubles by Forethought</div>
+
+<p><em>Almost every difficulty and opposition you are likely to encounter can
+be anticipated.</em> Don't wait until you come face to face with an
+obstruction in the way of success. Let forethought carry you
+imaginatively into just such a situation. <em>Think yourself out of a
+possible difficulty before you actually get into it.</em> Then you can win
+the respect <a name="Page_303" id="Page_303" />of your prospect by proving on the spot that you are not a
+man who can be dodged or blocked, or cornered. <em>Every time you pass an
+obstacle, you will be a long step nearer to success</em> in selling your
+services.</p>
+
+<p>Suppose an employer says to you, &quot;You are too young. You have had no
+experience in this line of work.&quot; You cannot <em>deny</em> your youth and you
+should not <em>defend</em> it as if it were a fault. Nor can you claim
+experience you have not had. But it is unnecessary for you to indicate
+any feeling that inexperience is a demerit. An ordinary applicant might
+be discomfited by such resistance to his purpose. If you are a skillful
+salesman, you will be prepared to deal with this very obstacle and will
+turn it to good account. You can say at once:</p>
+
+<div class="sidenote">Value of Adaptability</div>
+
+<p>&quot;Because I am young, I am adaptable to your methods, instead of being
+set in ways that might differ from yours. True, I am not experienced.
+Therefore, I haven't any wrong ideas to unlearn. Think of me as raw
+material that won't have to be re-made, and that can be easily shaped as
+you want to form it. I realize it will take some work on your part, <em>but
+the product will be satisfactory to you when it is done</em>. It seems to me
+that the only question involved is whether or not I would make it worth
+your while to do the work on me. The fact that I have come to you of my
+own choice proves I really want to be employed here. I assure <a name="Page_304" id="Page_304" />you now
+that I will make my services worth any pains you take to teach me your
+methods, and I will be just as eager to remain as I am to start.&quot;</p>
+
+<div class="sidenote">Use Objection As a Sales Help</div>
+
+<p>Analyze this method of dealing with any particular obstacle. <em>Plan to
+get rid of the obstruction completely, leaving the way ahead smoothed.</em>
+When the objection of the prospect is so skillfully disposed of, his
+<em>desire</em> for your services is stimulated. He <em>wants you more, because he
+likes you better</em> now that you have cleared away the obstacle. Thus you
+have utilized the objection as a <em>help</em> in selling yourself
+successfully. Just so a mountain climber uses the rocks he encounters as
+holding places to help him climb higher.</p>
+
+<p>Your prospect may say that he has no need for such services as you
+offer. He may state reasons why you are not needed in his Business. <em>But
+if you have prepared yourself thoroughly, each disclaimer of his lack,
+every suggestion of an objection, will give you an opportunity to prove
+in some specific way your service value to him.</em></p>
+
+<p>The president of a manufacturing company had an ironclad rule that all
+positions in his business were to be filled by promotion. He never hired
+a new employee except to start at the bottom. A competent young office
+man applied for a situation. He was turned down flatly. The company's
+policy was quoted as the reason. He met this obstacle in a new way.<a name="Page_305" id="Page_305" /></p>
+
+<div class="sidenote">Making an Exception</div>
+
+<p>&quot;One of the principal reasons I came to you, Mr. Blank, is that I hope
+to benefit from your rule myself. I want to get into a company where I
+will know that the way to advancement is sure without going outside for
+my chance. But by my experience in other employment I have developed
+certain capabilities that would warrant you in making an exception to
+your rule, in my case.</p>
+
+<p>&quot;You do not audit your own books. Yet you have been self-auditing your
+methods of office operation. Another thought I want to suggest. You know
+that in the royal families of Europe the stock runs down because they
+don't get in fresh blood. I would not advocate a change in your general
+policy. But you have already made an exception to your rule in having
+your books checked by a public accountant whom you engage by the year
+for that purpose.</p>
+
+<p>&quot;I propose to bring in the outside viewpoint for the study of your
+office system, with the expectation of suggesting possible improvements.
+I want to introduce fresh blood, and yet to become part of your
+organization family. It is sound business for you to engage me because I
+am from the outside. You need an auditor of your operations as much as
+an auditor of your accounts.&quot;</p>
+
+<p>This view of the matter had never been presented before to the employer.
+It won him over to the <a name="Page_306" id="Page_306" />proposal. The new man broke in where every
+preceding applicant had failed.</p>
+
+<div class="sidenote">Apparent Objections</div>
+
+<p>Thus far we have considered <em>actual</em> obstructions, <em>real</em> blocks in the
+salesman's way. Now let us turn our attention briefly to obstacles that
+are only <em>apparent</em>, to resistance that is but a <em>feint</em>.</p>
+
+<p>Your prospect may try to put you off. Or perhaps he will attempt to
+evade uttering a downright refusal, and instead will make some sort of
+an excuse for not doing what you wish. If you dignify these <em>artificial</em>
+or merely <em>apparent</em> obstacles by treating them as <em>real obstructions</em>,
+you will hinder your own progress toward success.</p>
+
+<div class="sidenote">Danger of Losing Ground Gained</div>
+
+<p>You have secured your chance to present your services for purchase. You
+have made real progress toward the successful accomplishment of your
+ultimate purpose. <em>Nearly always if you let yourself be put off for any
+reason, without making a definite advance toward your final goal, you
+will lose some of the ground already gained.</em> When your prospect
+attempts to evade the issue by making an excuse or by postponing further
+consideration of the subject, <em>he tacitly admits that your position is
+strong</em>. But if you have to start the selling process all over again at
+another time, if you let him put you off when your position is strong,
+<em>you will be weaker when you attempt to resume your sale</em>.<a name="Page_307" id="Page_307" /></p>
+
+<div class="sidenote">Do One of Two Things</div>
+
+<p>Should you be put off, do one of two things. <em>Either disregard the
+evasion entirely and go straight ahead with your selling process</em>; or,
+if you consent to the postponement or evasion, <em>take advantage of your
+strategical position of strength to make a definite advance toward the
+accomplishment of your purpose</em>. For examples of the two methods let us
+consider suppositious cases.</p>
+
+<div class="sidenote">Driving Ahead</div>
+
+<p>Your prospective employer might say, &quot;I'll think over your application.
+Come in next week and I'll let you know my decision.&quot; You can handle
+this evasion effectively by going directly ahead and proposing, &quot;I am
+perfectly willing that you should think over my usefulness to you, but
+during the week you are considering me for future employment, let me
+actually work on the job. If you decide that you don't want to keep me,
+tell me so at the end of the week and there will be no charge for my
+time.&quot; <em>You will be driving straight toward your goal, not even pausing
+when he attempts to put you off.</em></p>
+
+<div class="sidenote">Strengthening Position</div>
+
+<p>This effort at evasion or postponement might be handled in a different
+way. You could say to the prospective employer, &quot;Very well. I will
+return in a week for your decision. Meanwhile I will submit some
+additional references as to my character and energy. I ask also that you
+permit me to save a week instead of wasting it. I should like your
+permission to spend this next week in <a name="Page_308" id="Page_308" />your office, studying the job.
+Then if you decide to employ me, as I believe you will, I will be
+already broken in.&quot; Such a proposal is hard to refuse. While you would
+consent to the postponement or evasion of decision, <em>you would be
+strengthening your own position</em>.</p>
+
+<div class="sidenote">Make Progress</div>
+
+<p><em>In one way or the other you can make progress.</em> Either you can brush
+the evasion aside and carry your prospect through to the closing stage
+of the sale of your services, or you can close an intermediate sale on
+the spot, as in the second illustration.</p>
+
+<div class="sidenote">Forcing Real Objection</div>
+
+<p><em>Do not, therefore, treat evasions and postponements as real obstacles.</em>
+Even in case you cannot induce your prospect to go ahead with you, or
+close an intermediate sale, <em>you can avoid being blocked</em> by his attempt
+to put you off. When he sees that he cannot get rid of you by his
+subterfuge, he will be forced to make a <em>real</em> objection. He will not
+give you another weak excuse after you have disposed of his first
+attempt to evade. When he tries to block you by making a real objection,
+after the failure of his excuse or postponement, he will fall right into
+your plan of the sale. <em>You will be all ready for the objection he
+states.</em> You will know exactly how to handle it and turn it to good
+account so that his opposition will be weakened and you will add to your
+strength.<a name="Page_309" id="Page_309" /></p>
+
+<p>Let us suppose your prospect comes out with the flat statement, after
+you prevent him from putting you off, &quot;No, I have made up my mind not to
+add any new employees for the present.&quot; He thinks that settles the
+question. In reality it affords you a sales opening. You retort, &quot;Your
+attitude is perfectly right. You do not want to add to expense. I should
+feel the same way myself, were I in your position. However, I am not
+going to be an <em>expense</em>. I shall be a <em>money-maker.</em> I know you have no
+objections to increasing your profits.&quot; His opposition would have given
+you your lead.</p>
+
+<div class="sidenote">Unsound Objection</div>
+
+<p>A man applied for a position in a bank. Business in general was dull; so
+the president tried to put him off. The position sought offered any one
+filling it opportunities to develop increased business for the bank
+along certain lines. Thus the objection of dull times was plainly
+<em>unsound</em>. The applicant felt, however, that it would be a mistake to
+urge very strongly his ideas about increasing the business. He believed
+the president would not accept them if fully stated. So the young man
+met the attempted evasion by drawing the banker on to a step that
+committed him only to the <em>beginning</em> of the program outlined.</p>
+
+<p>&quot;I appreciate that business is not rushing at present,&quot; he said.
+&quot;Therefore you will have time <a name="Page_310" id="Page_310" />to study how I propose to develop some
+new business. If you were very busy, you would not be able to
+investigate my plan thoroughly. You may not care to put it into effect
+just now, but while you have comparative leisure let me give you an
+illustration of ways in which my idea can be worked out.</p>
+
+<p>&quot;It is unnecessary to discuss salary or a definite engagement at
+present, if you prefer to wait awhile. But with your permission I should
+like to come in here for a month and demonstrate a few of my ideas in
+actual practice. At the end of that time I will show you a chart of the
+results.&quot;</p>
+
+<div class="sidenote">Evasion Turned to Selling Aid</div>
+
+<p><em>The evasion was turned into a selling aid</em>. The banker, naturally
+desirous of making additional profits, could not very well turn down
+such a proposal. He would have felt a little ashamed to accept services
+without paying for them. Therefore he gave the applicant a chance and
+agreed to pay him a moderate salary from the beginning. The new man went
+to work immediately, and very soon demonstrated such value that his
+compensation was increased to an entirely satisfactory amount.</p>
+
+<div class="sidenote">Don't Fight Back</div>
+
+<p>Already in this chapter you have been warned against handling an
+objection in such a way that the natural antagonism of the man who makes
+it will be increased by your method of dealing with his opposition. When
+he resists you, or puts obstructions in your way, you of course must
+take <a name="Page_311" id="Page_311" />the measures that are necessary to enable you to proceed with your
+purpose, notwithstanding the obstacles he raises. <em>But if he acts
+antagonistic, be careful not to appear to fight back.</em> Avoid making the
+impression that you regard him as an <em>opponent</em>. Your difficulty in
+closing the sale will be lessened if you keep him from feeling at any
+time that he needs to adopt measures of <em>self-protection</em> against you.</p>
+
+<div class="sidenote">Diplomacy And Tact</div>
+
+<p><em>When your progress is obstructed, it is necessary that you use a very
+high degree of diplomacy and tact.</em> This will carry you much farther
+toward your purpose than any manifestation of naked force. Of course you
+must meet many objections squarely. You will encounter obstructions that
+cannot be avoided, opposition that will not step aside. There will be
+occasions when it will be necessary for you to employ force. But you can
+always conceal &quot;the iron hand in the velvet glove&quot; if you exert your
+force in <em>tones</em> and with <em>gestures</em> or <em>movements</em>, rather than by
+making <em>word</em> statements. <em>The art of suggestion can be employed as
+effectively at the objection stage as at any other step of the selling
+process.</em></p>
+
+<p>Let us assume that you are a greenhorn. But you believe yourself capable
+of filling a certain position. You apply for it. Your prospective
+employer questions your capability because you lack experience. He
+refuses your application, and declares he <a name="Page_312" id="Page_312" />is unwilling to run the risk
+of having you make mistakes that might be expensive to him.</p>
+
+<div class="sidenote">Using Suggestion Instead of Statement</div>
+
+<p>You know that you are very careful, and that you would not take any
+important action on your own responsibility if you were in doubt whether
+or not you were right. You feel that his objection is unsound; that he
+is exaggerating caution. But it would certainly be a mistake for you to
+say, &quot;Nonsense!&quot; That would make him bristle.</p>
+
+<p>Of course you want to show him that you do not take his objections
+seriously. You can make the right impression by smiling at his
+statement. You can reinforce the effect of your smile by making a
+horizontal gesture with your hand. If you shake your head slightly,
+force will be added to your denial of incapacity or rashness. It may not
+be necessary for you to <em>say</em> anything. Possibly your suggestion will be
+stronger if you simply ignore the point he has raised against you.
+Usually, however, in such a case it is best to employ a few quiet words
+in disposing of the objection; <em>though chief reliance should be placed
+on the suggested meaning behind the statement</em>.</p>
+
+<div class="sidenote">Your Stake In Your Opportunities</div>
+
+<p>I recall the case of a man who handled an objection of that sort by
+first smiling while shaking his head and making a gesture of negation,
+and then said, &quot;I could not lose much for <em>you</em>, but if I were reckless
+or irresponsible I certainly would lose for <em>myself</em> this opportunity
+that you see I want very <a name="Page_313" id="Page_313" />much. I have a great deal more at stake than
+you. You may be sure I shall not risk losing my chance to succeed, by
+causing you any losses.&quot; The tone used was the heart pitch of sincerity,
+with the final assurance in the deeper tones of power. The tone and the
+manner of the applicant for the position indicated such strength that
+the prospect felt the weakness of his objection and did not persist in
+it.</p>
+
+<div class="sidenote">Direct and Qualified Admissions</div>
+
+<p>When you make a <em>direct admission</em> of the point the prospect raises
+against you, <em>have a strong answer ready and give it to him at once</em>.
+Otherwise you will not rid his mind entirely of the objection. In most
+cases it is preferable to make only an <em>indirect</em> or <em>qualified</em>
+admission of the point raised. Then the objection, not having been
+strengthened by your full confirmation, can be overcome without the use
+of much force or power.</p>
+
+<div class="sidenote">Straight-out Agreement With the Objection</div>
+
+<p>If your prospective employer says to you, &quot;We are not making any money.
+I do not intend to put on a new man,&quot; diplomacy requires you to admit
+unequivocally the truth of his assertion that his business is not
+profitable. He may be exaggerating a temporary condition, but he would
+take offense if you should question his blunt statement. Therefore agree
+with him, and having prepared the opening with your tact, <em>introduce to
+his mind agreeable ideas of satisfying his want for profits</em>. You might
+say, &quot;I realize business is poor. That is one of the reasons I come to
+you just now. If you were <a name="Page_314" id="Page_314" />making plenty of money, you would not
+appreciate the value of my ideas for increasing your profits. The
+results of the work I propose to do might not be sufficiently
+conspicuous among other large earnings to attract your especial notice.
+This period of depression gives me the very opportunity I need to prove
+to you that I would be a money-maker, and not an expense to you. Surely
+you would like to have me demonstrate that. All I ask is a chance to
+convince you. Judge me by the results.&quot;</p>
+
+<p>Analyze this unequivocal admission of the validity of the objection.
+Such cases can often be handled most effectively by granting the point
+raised, directly and without any reservations, and then answering the
+objection in such a way that it is completely removed as an obstruction.
+This is good salesmanship.</p>
+
+<div class="sidenote">Indirect Admission</div>
+
+<p>Suppose, however, you feel the objection of poor business is unsound.
+Let us assume that this prospective employer you are interviewing has a
+dull season every year. Therefore the condition of which he complains is
+simply normal, and his objection is put forward as an excuse for
+rejecting your application. <em>In such a case you do not want to make the
+obstruction more formidable by fully admitting its validity. Yet tact
+forbids you to deny its soundness.</em> It will be better salesmanship to
+recognize indirectly the point raised than it would be to give your full
+agreement with the objection, <a name="Page_315" id="Page_315" />as in the above example of an unequivocal
+admission. You might use such an answer as this:</p>
+
+<div class="sidenote">&quot;That is True, But&quot;</div>
+
+<p>&quot;I notice, Mr. Blank, that you are making some extensive repairs on your
+factory. Though this involves additional expense in your dullest season,
+you are having the work done now because this is your slackest time.
+True, your profit showing at present will not be so good as it would be
+if you did not make the repairs. But the earnings of your business will
+be improved during your busiest season and you will avoid the extra
+expense of interrupting your production when it is at the maximum. This,
+of course, is the time to have your repair work done. It would not be
+good business to put it off.</p>
+
+<p>&quot;My proposal that you engage me now is directly along the line of your
+own policies. What I would do in your office might be called repair
+work. Your dull season is the time to have it done. I can introduce my
+efficiency ideas now without disorganizing your operations. Then, when
+you are busiest, the new system will be in perfect working order, for
+your service.&quot;</p>
+
+<div class="sidenote">Adapt Solutions To Your Own Problems</div>
+
+<p>When you study illustrations of the application of basic principles, do
+not give them merely superficial consideration. <em>Examples are of slight
+value unless they suggest to you how you should use your imagination to
+make illustrations of your own in actual practice of the principles.</em>
+Whatever your <a name="Page_316" id="Page_316" />need for help in selling your services, and whatever
+difficulties you may have to overcome or get around, you will find in
+the pages of these books <em>cues</em> to the methods of certain success.
+Evidently, however, the scope of the series of chapters must be somewhat
+limited. None of the answers to the major problems of salesmanship are
+omitted from the contents, <em>but you must apply and fit the given
+solutions to your individual necessities</em>.</p>
+
+<div class="sidenote">Two Bases of Objections</div>
+
+<p>Turn your thought now to the different bases of objections. It is of the
+utmost importance that you know whether the obstruction is raised by the
+<em>mind</em> or by the <em>heart</em> of your prospect. <em>Mental</em> resistance can be
+met and overcome by <em>ideas</em>, by points introduced by <em>your</em> mind into
+the <em>mind</em> of the <em>other</em> man. His <em>heart</em> may not be involved. But if
+there is &quot;feeling&quot; in his opposition, it is necessary that you displace
+it with a different <em>feeling</em> toward you and your proposal. The heart of
+your prospect must be turned from antagonism to friendliness, if it is
+involved in an objection. Therefore when a point is made against you,
+<em>decide from the evidence whether the obstacle raised has an emotional
+or a mental basis</em>. Treat it accordingly. Use your own <em>mind</em>
+principally in dealing with the purely <em>mental</em> objection of the
+prospect. But depend on drawing out <em>his heart with yours if his
+emotions are involved</em> in his opposition.</p>
+
+<div class="sidenote"><a name="Page_317" id="Page_317" />Mental Basis</div>
+
+<p>Suppose you have a plan about engaging in a certain business. You have
+worked it out carefully and are confident that it is &quot;a winner.&quot; But you
+need financial backing. So you go to a man who has money, and apply to
+him for a loan. He listens to your plan. When you finish explaining, he
+refuses your request. He uses the mental tone of cold business when he
+states his reason. &quot;You offer me no security. I am not in the habit of
+lending money without it.&quot; His words and manner indicate that he has
+listened to your plan without the slightest feeling of sympathy for your
+purpose. His <em>emotions</em> have not been stirred. He is turning you down
+simply because his <em>mind</em> is opposed to the form of investment you
+propose for his money. It would be futile for you to make an <em>emotional</em>
+appeal to this man, in the hope of getting rid of his <em>mental</em>
+objection. He would be disagreeably impressed were you to attempt to
+stir his heart. You cannot offer him the security he has in mind, but
+you need not be balked for that reason. It is possible for you to make
+an appeal to his mind only, and to suggest to him ideas of security that
+he has not considered.</p>
+
+<p>&quot;Mr. J.P. Morgan,&quot; you might remind him, &quot;when asked the basis upon
+which he loaned money, replied, 'Character, principally.' I offer you
+the security that Mr. Morgan considered most <a name="Page_318" id="Page_318" />important. You know my
+reputation is good. You perceive that my plan is sound, and that I have
+thought it out thoroughly. You do not expect me to lose money. I have
+proposed to protect you as fully as possible by agreeing in advance that
+I will take no step until after your approval has been given. Therefore,
+in addition to my character, I am offering you the security of your own
+mature, sound judgment on all operations.</p>
+
+<div class="sidenote">A New Idea Of Security</div>
+
+<p>&quot;Don't you believe that my squareness, guided by your advice, would
+secure you? I have applied for a loan of only ten thousand dollars. You
+will absolutely control the expenditure of the money. You know,
+therefore, that at the worst I could not have a large loss. I have
+offered you life insurance to protect you against the possibility of my
+death within the next five years. It is altogether improbable that I
+should have a loss of as much as a thousand dollars in the new business.
+Certainly you have sufficient confidence in my ability and integrity to
+believe that I could and would repay you a thousand dollars with
+interest before the expiration of five years. I expect, and you expect,
+that my venture will prove successful. I have planned a sound business
+enterprise, free from the dangers of speculation. With the cooperation
+of your judgment, your loan would be a secure investment. I believe you
+are now convinced of that.&quot;</p>
+
+<div class="sidenote"><a name="Page_319" id="Page_319" />Reaching Heart Through Mind</div>
+
+<p>Notice that the objection is dealt with powerfully; yet there is no
+appeal that is aimed away from the prospect's <em>mind</em>. For this very
+reason his sympathy with the proposal is likely to be stimulated. <em>Such
+salesmanship often has the effect of enlisting the heart of the other
+man after removing the objection of his mind.</em></p>
+
+<div class="sidenote">Objection on Emotional Basis</div>
+
+<p>Let us assume now that the prospect refuses to make the loan to you
+because he has been imposed upon before by some one he has backed. He
+may really want to lend you the money, but his heart has been so
+embittered by his previous experience that he turns a deaf ear to your
+proposition. His opposition is based chiefly on feeling. His heart, not
+his mind, is at the bottom of his refusal of your request for a loan. He
+would not be reached by the appeal that would be effective with the man
+in the first example. This second prospect should be addressed something
+like this:</p>
+
+<p>&quot;The experiences you have had hurt you, principally because they have
+made you lose faith in men. This, not the money involved, was your
+greatest loss. So long as you have only those experiences to think
+about, you will be unable to get back your former belief in human
+nature. You would like to recover it. You would be happy to feel that
+the men who abused your confidence were exceptions, and not the rule.</p>
+
+<div class="sidenote"><a name="Page_320" id="Page_320" />Selling a New Feeling</div>
+
+<p>&quot;If you will lend me ten thousand dollars, and I make good my promises
+to you, your new experience with me will go a long way toward restoring
+your lost faith in men. It is natural that you should feel embittered,
+but the taste in your mouth is unpleasant. Back me up. I will help you
+get rid of your bitterness, and will replace it with a glow of
+satisfaction. You cannot doubt that I will make good. You should not let
+your old prejudice stand in the way of the gratified feeling you will
+have when I prove to you that all men are not unworthy of trust. After I
+justify your confidence you will be happier for the rest of your life.&quot;</p>
+
+<p>In the illustration the objection is dealt with <em>emotionally; because
+its basis is feeling</em>. No <em>mental</em> appeal is made. The salesmanship in
+this example is the direct converse of that in the previous
+illustration.</p>
+
+<div class="sidenote">The Best Rule</div>
+
+<p>Usually, however, it is best to counteract objections by making appeals
+to <em>both the heart and the mind</em> of the objector. In most cases it is
+safe to assume that his mental opposition involves his feelings to some
+degree, and it rarely happens that an objection is so purely emotional
+that the mind of the prospect does not take part in it at all. So the
+rule of masterly salesmanship is to use neither the appeal to mentality
+nor the appeal to feeling <em>exclusively</em>, but rather to <em>stress one or
+the other, while using both</em>. If the objection appears to be <a name="Page_321" id="Page_321" />based
+<em>principally</em> on opposition of <em>mind</em>, it is more important to reach
+into the prospect's <em>mind</em> with the answer than it is to draw out his
+<em>heart</em>; and vice versa.</p>
+
+<div class="sidenote">Emotional and Mental Tones</div>
+
+<p>If the thought behind the objection arises principally from <em>feeling</em>,
+it will nearly always be expressed in an <em>emotive tone</em>. By this pitch
+of the prospect's voice you can determine whether he is speaking chiefly
+from his heart or from his mind. Conversely, of course, the <em>mental</em>
+objection will be pitched in the high &quot;head&quot; tone. One of the most
+difficult features of dealing with opposition from the other man is
+uncertainty as to <em>how much he means</em> of what he says and does. It would
+be a mistake to take his resistance too seriously or too lightly.
+Therefore it will aid your salesmanship a great deal if you are able to
+discriminate between the mental and the emotional tones in which
+opposition is expressed. You can reply accordingly.</p>
+
+<div class="sidenote">The Power Pitch</div>
+
+<p>It is almost as important that you recognize <em>the pitch of power</em> when
+it reenforces the words of objection, and that on the other hand you
+note when the power tone is <em>lacking</em>. In the first case you will need
+to reply with considerable force, whether you appeal to the mind or the
+heart of the prospect. But when his objection is stated in a powerless
+tone, even though it may be accompanied by curtness or bluster, you need
+not waste much <a name="Page_322" id="Page_322" />force on your answering appeal to his mentality or his
+emotions.</p>
+
+<div class="sidenote">Keep Ears Alert</div>
+
+<p>The mental tone, as we recall from previous study, is pitched higher
+than either the tone of feeling or the tone of power. The medium, heart
+tone is vibrant. It rings with sincerity. The power tone is deep, and
+most sonorous of the three. <em>Keep your ears alert for these indications</em>
+your prospect will give you unconsciously when he opposes your purpose.
+The discriminative reading of the tones of objections will greatly
+reduce the danger of &quot;getting your wires crossed&quot; when you reply.</p>
+
+<div class="sidenote">Suggest Strength Without Antagonism</div>
+
+<p>If you have to deal with opposition expressed in the tone of power or
+with gestures of force, you will be safe in concluding that considerable
+<em>feeling</em> is behind the objection. Therefore it will be necessary for
+you to put <em>both feeling and power</em> into your answer. You should be
+careful, however, when you meet such resistance, not to make the
+impression that you are engaged in a contest of power with your
+prospect. <em>Throughout the selling process avoid any suggestion that you
+are fighting back.</em> Use the tone of force, not to indicate that your
+strength of purpose is greater than the strength of the resistance, but
+just to <em>emphasize the basic soundness</em> of your proposition. Thus you
+can suggest that you are sure of your ground, while <a name="Page_323" id="Page_323" />you do not dispute
+the force and sincerity of the other man in making his objection.</p>
+
+<p>Suppose, for example, you apply for a situation in a wealthy firm, and
+one of the partners turns you down most emphatically by saying that they
+can't afford to engage any new men at present. You realize the firm may
+be losing money temporarily, but you believe that your services in the
+capacity you have outlined will be valuable to the partners. You can
+come back firmly and not retreat an inch from your position. You need
+not <em>antagonize</em> by manifesting your determination to have the merits of
+your proposal given due consideration. You know your prospect feels
+pretty strongly on the matter of increasing his payroll while business
+is unprofitable, but you should make him recognize that you believe so
+thoroughly in your earning capacity that you feel you would justify him
+in disregarding the temporary depression, while he considers your
+service worth.</p>
+
+<div class="sidenote">Units of Tone</div>
+
+<p>As we have noted previously, it is important to know, at the time an
+objection is put in your way, <em>whether or not it is really meant</em>. When
+deciding in your mind on the right answer to this problem, you will be
+helped very much if you size up not only the tone pitch of the
+objection, but also the <em>units</em> of tone employed by the prospect in his
+expression of opposition. If he refuses your application, but uses just
+<em>one</em> tone, you may be sure <a name="Page_324" id="Page_324" />his negative is not strong. If you do not
+strengthen it to stubbornness by antagonizing him, but use tact to get
+rid of his resistance, you will not find it difficult to melt away the
+obstruction.</p>
+
+<p>However, should the &quot;No&quot; be spoken in two or more tones, with increased
+stress at the end, your prospect certainly means his rejection to be
+final. His mind is fully made up for the time being. It would be poor
+salesmanship to butt your head against his fixed idea, just as it would
+be foolish to tackle a strong opponent when he stands most formidably
+braced to resist attack. But the two or three toned negative does not
+mean that the idea behind it is fixed in the prospect's mind <em>forever</em>.
+Any one is prone to change his mind, <em>unless he is kept so busy
+supporting a position taken that he has no chance to alter his opinion</em>.</p>
+
+<div class="sidenote">Preventing Stubborness</div>
+
+<p>Therefore leave alone at first the rock you encounter. Get behind the
+boulder by taking a roundabout path. Then quietly dig the support from
+under the negative idea. If you make no fuss while you are undermining
+the obstacle, it will be likely to topple over and roll from your path
+without your prospect's noticing that it has disappeared. If his
+interest is diverted from it, there is no reason why he should turn his
+mind back to a stubborn insistence on his objection. Should he be
+conscious that the rock of his earlier opposition has rolled away, he
+will probably think it lost its <a name="Page_325" id="Page_325" />balance. He will not realize that you
+subtly undermined it and got rid of it by your skillful salesmanship.</p>
+
+<p>A salesman of an encyclopedia met a prospect who refused to give
+favorable attention to him and his proposition.</p>
+
+<p>&quot;No sir-e-e!&quot; declared this objector, shaking his head emphatically. &quot;No
+more book agents can work me. The last slick one that tried to swindle
+me is in ja-a-il now, and I put him the-ere!&quot;</p>
+
+<p>He gloated in two or three tones.</p>
+
+<div class="sidenote">Turning Back A Turn-down</div>
+
+<p>&quot;Good for you!&quot; praised the undaunted salesman, who had come prepared
+for adamantine obstacles in his path. &quot;If more book buyers would see
+that such rascals get what's coming to them, the rest of us salesmen,
+who represent square publishers squarely, would not have to prove so
+often that we are not crooks like some fellows who have happened to
+precede us in a territory. Please tell me the name of the man who
+swindled you. He might hit my publishers for a job after he gets out of
+jail, and I want to warn the boss against him. Sometimes those slick
+rascals pull the wool over our eyes, too. We are always on the lookout
+to avoid getting tangled up with them.&quot;</p>
+
+<p>The salesman pulled out his note book and pencil. When the name was
+given, he wrote it down painstakingly. He asked the prospect to spell it
+for him; so that he would be sure to get it right. Then <a name="Page_326" id="Page_326" />he thanked the
+man who had said he would have nothing more to do with book agents.
+Having &quot;got around&quot; the objector, the salesman proceeded with his
+selling talk on the encyclopedia, as if he had not been turned down
+flatly to begin with. In less than half an hour he had secured the
+signature of the prospect to a contract for the finest edition.</p>
+
+<div class="sidenote">Be Ready for Opposition</div>
+
+<p>If this salesman had not been thoroughly prepared to meet the strongest
+kind of mental and emotional opposition, he could not have come back so
+quickly with the appropriate answer that undermined the obstacle. You
+should be likewise ready for the &quot;tough customers&quot; one hears about.
+<em>Practice in anticipation various ways of handling every imaginable
+objection.</em> Then, when you face an actual difficulty, you will either
+have on the tip of your tongue a solution of the problem, or your
+forethought will assist you to devise on the spur of the moment the way
+to work out the right answer. Again we observe the importance of full
+preparation, in assuring successful salesmanship.</p>
+
+<div class="sidenote">Two Essentials Of Resourcefulness</div>
+
+<p>No quality is more important to the salesman than <em>resourcefulness</em>. Its
+first requisite is <em>knowledge</em>, particularly advance knowledge of the
+points that are likely to come up in the course of the selling process.
+The second is a <em>mind trained to act quickly and effectively in using</em>
+its knowledge. If you have these two essentials of resourcefulness, no
+objection will ever catch you napping. It will <a name="Page_327" id="Page_327" />do you no good to look
+up the right answer <em>after you leave the prospect</em>. Nothing can be more
+exasperatingly worthless than an idea of something you &quot;might have said&quot;
+but could not think of until <em>too late</em>. Have all your facts on tap. And
+be practiced in making use of them in every imaginable way. Rare indeed
+will be cases that you are not prepared to handle successfully.</p>
+
+<div class="sidenote">Practicing &quot;Come-backs&quot;</div>
+
+<p>I know a salesman who trained himself in resourcefulness by typing on
+about fifty cards all the objections to his goods or proposition that he
+could imagine. For ten or fifteen minutes every evening he played
+solitaire with these cards. He would shuffle them, held face down, and
+then deal off, face up, objection after objection. He never could tell
+which was coming next. In a few weeks he had trained himself to give an
+answer instantly to each objection, and to utilize it as a help instead
+of a hindrance in his selling. Thereafter opposition and criticism from
+prospects had no terrors for this salesman. He was able to get rid of
+objections so swiftly, surely, and completely that they never had time
+to grow formidable in the mind of the other man.</p>
+
+<div class="sidenote">Adaptive Originality</div>
+
+<p>Only a little less important than resourcefulness in meeting objections,
+is <em>adaptive originality in answering them</em>. The &quot;pat, new&quot; reply is
+always very effective. But do not unduly stress the value of the factor
+of <em>originality</em> alone. It must be <a name="Page_328" id="Page_328" />coupled with <em>adaptation to the
+particular viewpoint of the other man</em>. You must speak his language, if
+you would be sure of making him understand you perfectly.</p>
+
+<div class="sidenote">Use Prospect's Language</div>
+
+<p>For example, suppose you apply to a watch manufacturer for a position in
+his office. He seems inclined to question your dependability. You will
+make a hit with him if you quote a detail from one of his own ads and
+say, &quot;I have a seventeen jewel movement,&quot; and then particularize that
+number of good points about yourself. Such a reference preceding a
+specification of your qualities would be adaptive originality. <em>It would
+be an expression exactly fitted to the way this prospect thinks.</em> So it
+would be more effective than an ordinary answer to the objection.
+Adaptive originality in disposing of objections is a manifestation of
+tact and diplomacy&mdash;the fine art of letting the other man down with a
+shock absorber instead of jolting him to your way of thinking.</p>
+
+<div class="sidenote">Keep Train of Thought on Main Track</div>
+
+<p>When your prospect starts objecting, it is up to you to prevent him from
+wandering far afield. At the objections stage, as at every other step in
+the selling process, <em>you should dominate the other man</em>. Tactfully keep
+him concentrated on the subject and on your application. If he starts to
+grumble that some man he has engaged previously was &quot;no good,&quot; you can
+smile and reply, &quot;You would not give <em>me credit</em> for <em>anybody else's</em>
+fine work, and of <a name="Page_329" id="Page_329" />course you do not <em>blame me</em> for what <em>that</em> fellow
+did.&quot;</p>
+
+<p>You know what points are relevant to the subject you have come to
+discuss, and what are not. <em>Discriminate, and make the prospect follow
+you.</em> Restrict your treatment of his objections to points, means, and
+methods that will keep his ideas from switching onto side-tracks of
+thought. <em>When he wanders away from the subject, do not ramble with
+him.</em> Promptly and diplomatically run his mind back on the main line of
+your purpose. <em>You are operating a through train to success. You must
+not be diverted into picking either daisies or thistles by the right of
+way while your salesmanship engine stands idle.</em></p>
+
+<div class="sidenote">Patience and Calmness</div>
+
+<p>Tact and diplomacy include the qualities of <em>patience</em> and <em>calmness</em>.
+You cannot deal successfully with opposition if you are impatient or
+flustered. Patience understands the other man and avoids giving him
+offense; because it comprehends his way of thinking and is considerate
+of his right to his opinions. <em>Calmness denotes a consciousness of
+strength. Hence it inspires admiration.</em> Keep your patience open-eyed.
+See ahead. Do not chafe restlessly because the present moment is not
+propitious. A better chance for you is coming. Because of your vision
+have faith in your power to <em>make</em> it come. Whatever may happen, be
+self-possessed when you meet it. You can give no more <a name="Page_330" id="Page_330" />impressive proof
+of your bigness. Your calmness will win the confidence of the other man.
+It will help in making the impression of courageous truth. Only an
+honest purpose can meet attack with quiet fearlessness.</p>
+
+<div class="sidenote">Win Admiration by Keeping Upper Hand</div>
+
+<p><em>The chief danger to the salesman at the objections stage is that he may
+lose control of the selling process.</em> Be on your guard to prevent the
+other man from dominating you by his opposition. You have the advantage
+at the start. He cannot be so well prepared to make objections as you
+should be to dispose of them effectively. <em>Keep the upper hand.</em> If you
+have not antagonized his feelings, your prospect will admire you when he
+sees that he cannot dominate you and realizes that you will not let him
+have his own way. You will build up in him a favorable opinion of your
+manhood, intelligence, and power. <em>He cannot help appreciating your art
+in handling him.</em></p>
+
+<div class="sidenote">Make Desire Grow</div>
+
+<p>Dispose of each objection in such a way that you will get yourself
+wanted more and more as you remove or get around the obstacles
+encountered. <em>The prospect's desire for your services should grow in
+proportion as you overcome his opposition.</em> It is possible to use
+objections, or rather their answers, to strengthen your salesmanship so
+greatly that it will be easy to gain your object&mdash;- the job or the
+promotion you seek.</p>
+
+<div class="sidenote"><a name="Page_331" id="Page_331" />Hard Climb Leads to Supreme Heights</div>
+
+<p>Therefore do not quail from the obstacles you meet. Recognize in each an
+opportunity to succeed in demonstrating your capability; a chance to
+increase the respect, confidence, and liking of your prospective
+employer. <em>Remember, if there were no difficult, steep mountains to
+scale, the supreme heights of success could not be gained.</em> So, with
+shining face, climb on and up undaunted!</p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_XI" id="CHAPTER_XI" /><a name="Page_332" id="Page_332" />CHAPTER XI<br />
+
+<em>The Goal of Success</em></h2>
+
+
+<div class="sidenote">&quot;Nearly Succeeded&quot; Means &quot;Failed&quot;</div>
+
+<p>After an applicant for a position seems to have the coveted opportunity
+almost in his grasp, he is sometimes unable to <em>clinch</em> the sale of his
+services. He does not get the job. His failure is none the less
+<em>complete</em> because he <em>nearly</em> succeeded. <em>No race was ever won by a man
+who could not finish.</em> However successful you may have been in the
+earlier stages of the selling process, if your services are finally
+declined by the prospective employer you have interviewed, your sales
+effort has ended in failure.</p>
+
+<p>When one has made a fine presentation of his capability, and therefore
+feels confident of selling his services, it shocks and disheartens him
+to have his application rejected. &quot;It takes the starch out of a man.&quot; He
+is apt to feel limp in courage when he turns his back on the lost chance
+to make good, and faces the necessity of starting the selling process
+all over again with another prospect. It is harder to lose a race in the
+shadow of the goal than to be disqualified before the start. The
+prospect who seems on the point of saying, &quot;Yes,&quot; but finally <a name="Page_333" id="Page_333" />shakes
+his head is the heart-breaker to the salesman.</p>
+
+<div class="sidenote">Making the Touch Down</div>
+
+<p>Of course, as you have been reminded, even the best salesman cannot get
+<em>all</em> the orders he tries to secure. <em>But he seldom fails to &quot;close&quot; a
+real prospect whom he has conducted successfully through the preliminary
+steps of a sale.</em> Each advance he makes increases his confidence that he
+will get the order. The master salesman does not falter and fall down
+just before the finish. He is at the top of his strength as he nears the
+goal. All his training and practice have had but one ultimate object&mdash;a
+successfully <em>completed</em> sale. He knows that <em>nothing else counts</em>. He
+does not lose the ball on the one-yard line. He pushes it over for a
+touchdown. He cannot be held back when he gets that close to the goal
+posts. You must be like him if you would make the &quot;almost sure&quot; victory
+a <em>certainty.</em></p>
+
+<div class="sidenote">Don't Fear To Take Success</div>
+
+<p>Perhaps the commonest cause of the failures that occur at the closing
+stage is the salesman's <em>fear of bringing the selling process to a
+head</em>. He is in doubt whether the prospect will say &quot;Yes&quot; or &quot;No.&quot; His
+lack of courageous confidence makes him falter when he should bravely
+put his fortune to the test of decision. He does not &quot;strike while the
+iron is hot,&quot; but hesitates until the prospect's desire cools. Many an
+applicant for a position has talked an employer into the idea of
+engaging his <a name="Page_334" id="Page_334" />services, and then has gone right on talking until he
+changed the other man's mind. He is the worst of all failures. Though he
+has won the prize, he lets it slip through his fingers because he lacks
+the nerve to tighten his hold.</p>
+
+<div class="sidenote">Keep Control At the Close</div>
+
+<p>Doubt and timidity at the closing stage, after the earlier steps have
+been taken successfully, are paradoxes. Surely each <em>preliminary</em>
+advance the salesman makes should add to his confidence that he can
+<em>complete</em> the sale. His proved ability to handle objections and to
+overcome resistance should have developed all the courage he needs to
+<em>finish</em> the selling process. Closing requires less bravery and staunch
+faith than one must have when making his approach. Now he knows his man,
+and that this prospect's mind and heart can be favorably influenced by
+salesmanship. Is it not a contradiction of good sense to weaken at the
+finish instead of pressing the advantages already gained and crowning
+the previous work with ultimate success? Yet there are salesmen who seem
+so afraid of hearing a possible &quot;No&quot; that they dare not prompt an almost
+certain &quot;Yes.&quot;</p>
+
+<p>When you have presented to your prospective employer a thoroughly good
+case for yourself, <em>do not slow down or stop the selling process</em>.
+Especially avoid letting <em>him</em> take the reins. Thus far <em>you</em> have
+controlled the sale. <em>Keep final developments in your own hands.</em> Go
+ahead. Smile. Be <a name="Page_335" id="Page_335" />and appear entirely at ease. Look the other man in the
+eye. Ask him, &quot;When shall I start work?&quot; <em>Suggest</em> that you believe he
+is favorable to your application. <em>Even speak his decision for him</em>, as
+though it were a matter-of-course. If the previous trend of the
+interview justifies you in assuming that he has almost made up his mind
+to employ you, pronounce his probable thought as if he had announced it
+as his final conclusion. <em>He will not be likely to reverse the decision
+you have spoken for him.</em> His mental inclination will be to <em>follow your
+lead</em>, and to accept as his own judgment what you have assumed to be
+settled in his mind.</p>
+
+<div class="sidenote">Reversing a Negative Decision</div>
+
+<p>A stubborn merchant made a dozen objections to hiring a new clerk. The
+young man cleared them all away, one after another, as soon as each was
+raised. But the employer leaned back obstinately in his chair and
+declared, &quot;Just the same, I don't need any more clerks.&quot; This was but a
+repetition of an objection already disposed of. The applicant concluded,
+therefore, that he had his man cornered. The salesman smiled broadly at
+the indication of his success. He stood up and took off his overcoat.</p>
+
+<p>&quot;Well,&quot; he said, &quot;you certainly need one less than you did, now that I'm
+ready to begin work. I understand why you have been putting me off. You
+wanted to test my stick-to-it-ive-ness. I'm sure I have convinced you on
+that point. You needn't worry about my staying on the job. Shall I
+report <a name="Page_336" id="Page_336" />to the superintendent, or will you start me yourself?&quot;</p>
+
+<p>The merchant drew a deep breath; then emptied his lungs with a burst of
+astonishment mixed with relief. He could not help laughing.</p>
+
+<p>&quot;I meant to turn you down, but you say I've made up my mind to hire you.
+I didn't know it myself, but you're right. I believe you are the sort of
+clerk I always want.&quot;</p>
+
+<div class="sidenote">Expect the Prospect to Say &quot;Yes&quot;</div>
+
+<p>Remember, when you face your prospect at the closing stage, the <em>motive</em>
+that brought you to him. You came with the intention of rendering him
+<em>services from which he will profit</em>. You want your capability to be a
+&quot;good buy&quot; for him. Your consciousness that your motive is <em>right</em>
+should give you strengthened <em>faith</em> in yourself and in the successful
+outcome of your salesmanship. It should fill you with the courage
+necessary to close the sale.</p>
+
+<p><em>Neither hesitate nor flinch. Confidently prompt the decision</em> in your
+favor. Believe that you <em>have</em> won and you will not be intimidated by
+fears of failure. Your prospect is unlikely to say &quot;No&quot; <em>if you really
+expect to hear &quot;Yes.&quot;</em> Even if he speaks the negative, still <em>believe in
+your own faith</em>. I know a man who, a minute after his application was
+flatly rejected, won the position he wanted. Unrebuffed, he came back
+with, &quot;Eventually, why not now?&quot; His evident conviction that he was
+<em>needed</em> gained the victory when his chance seemed lost.</p>
+
+<div class="sidenote"><a name="Page_337" id="Page_337" />Don't Be Afraid to Pop The Question</div>
+
+<p>We all laugh at the young swain who courts a girl devotedly for months
+and uses every art he knows to sell her the idea that he would make her
+happy as his wife; but who turns pale, then red, and chokes whenever he
+has a chance to pop the question. Often the girl must go half way with
+prompting. When, thus encouraged, he finally stammers out his appeal for
+her decision, she accepts him so quickly that he feels foolish. Women
+are reputed to be better &quot;closers&quot; of such sales than men.</p>
+
+<p>You smile at the comparison of courting with salesmanship. Yet the
+selling process is as effective in making good impressions of the sort
+of husband one might be as in impressing an employer with the idea that
+one's services in business would prove desirable.</p>
+
+<div class="sidenote">Selling a Future Husband</div>
+
+<p>The young man bent on marriage needs to prospect for the right girl, to
+secure an audience, to compel her attention, to regain it when diverted
+to other admirers, and to develop her curiosity about him into interest.
+He must size up her likes and dislikes; then adapt his salesmanship to
+her tastes, tactfully subordinating his own preferences to hers. If she
+is athletic, he will play tennis or go on tramps with her, however tired
+he feels after his work. If she is sentimental, he will take her
+canoeing and read poetry to her, though he may prefer detective yarns.
+Throughout his courtship <a name="Page_338" id="Page_338" />he will do his utmost to stimulate in her a
+desire to have him as a life partner. Whatever objections she makes to
+him, he will get rid of or overcome.</p>
+
+<p>Suppose he has taken all these preliminary selling steps successfully,
+and at last the time comes for pinning the girl down to a definite
+answer to the all-important question, is there any likelihood that it
+will be a refusal? Of course not! If his earlier salesmanship has been
+masterly, the reasons why she will be inclined to accept him in the end
+are of much greater weight and number than any causes for rejection that
+she may have thought of previously.</p>
+
+<div class="sidenote">Never Weaken At the Finish</div>
+
+<p>He should not fear to close the sale. He has been &quot;going strong&quot; until
+now; why should he weaken at the finish? The master salesman does not
+quaver then, or doubt his success. He asks his prospect's decision
+bravely and with confidence, or he assumes it as a matter of course and
+kisses the girl. His heart beats faster than usual, but he is not afraid
+of hearing &quot;No.&quot;</p>
+
+<p><em>You should feel the same way</em> after leading your prospective employer
+successfully through the preliminary stages of the process of selling
+your services to him. Do not falter now. <em>Promptly emphasize the idea
+that the weight, amount, and quality of your merits are fully worth the
+compensation previously discussed.</em> If you are <em>sure</em> of that, if you
+have valued your services from <em>his</em><a name="Page_339" id="Page_339" /> standpoint, and not just from
+<em>your own</em>, you will feel no doubts about the acceptance of your
+application. You will put your prospective employer through the process
+of decision as courageously and confidently as you first entered his
+presence.</p>
+
+<div class="sidenote">Getting the Decision Pronounced</div>
+
+<p>Sometimes a prospect will be convinced, but will not express what is in
+his thoughts. Therefore <em>it is not enough to bring about a favorable
+conclusion of mind</em>. Until this has been <em>pronounced or signified</em>, it
+may easily be changed. Hence the <em>effective process of decision includes
+both the mental action of judgment and its perceptible indication</em>.
+Often a prospect who is <em>thinking</em> &quot;Yes&quot; will not <em>say</em> it until he is
+prompted by the salesman.</p>
+
+<div class="sidenote">A Lawyer Sums Up the Case</div>
+
+<p>When a lawyer is trying a case, he endeavors to bring out the evidence
+in favor of his client and to make the jury see every point clearly. He
+shows also the fallacies and falsities of opposing testimony. But after
+all the evidence has been given, the case is not turned over
+<em>immediately</em> to the jury for decision. If that were done the lawyer
+would miss his best chance to influence the jurors to make up their
+minds in his favor. They are not so familiar as he with the facts and
+their significance. They would be apt to attach more importance to some
+details of testimony, and less to others, than the circumstances
+warrant. So, to assist the jurors in arriving at their verdict on the
+evidence, the lawyer <em>sums up the case</em>. He lays before their <a name="Page_340" id="Page_340" />minds his
+views, and tries with all his power and art to convince them that his
+word pictures are true reproductions of the facts in their relation and
+proportion to all the circumstances surrounding the issue.</p>
+
+<div class="sidenote">Preponderance Of Evidence</div>
+
+<p>The <em>object</em> of the lawyer when he addresses the jury is to make the
+convincing impression that <em>the testimony in favor of his client far
+outweighs the evidence on the other side</em>. He adjures the twelve men
+before him to &quot;weigh the evidence carefully.&quot; He declares the judge will
+instruct them that in a lawsuit the verdict should be given to the party
+who has a &quot;preponderance&quot; or greater weight of proof on his side. <em>At
+this closing stage of the case the lawyer acts as a weighmaster.</em> He
+wants to make the jurors feel that he has handled the scales <em>fairly</em>,
+that he has taken into consideration the evidence <em>against</em> him as well
+as the facts <em>in his favor</em>; and that the preponderance of weight <em>is as
+he has shown it</em>&mdash;so that they will accept <em>his</em> view and gave him the
+verdict. If he feels a sincere conviction that he is right in asking for
+a decision on his side, he makes his closing address with the ring of
+confidence. He looks the jurors in the eye and asks for the verdict in
+his favor as a matter of <em>right</em>. He does not beg, but claims what the
+weight of the evidence <em>entitles</em> him to receive.</p>
+
+<div class="sidenote"><a name="Page_341" id="Page_341" />Treat Your Prospects As Jurors</div>
+
+<p>The jury that will decide on your application when you apply for a
+position will usually consist of but one man, or will be composed of a
+committee or board of directors. Treat him or them <em>as a jury</em>.
+Remember that your capabilities and your deficiencies are <em>on trial</em>.
+Close your case with the same process the skillful lawyer uses when he sums
+up the evidence and weighs it before the minds of the jurors. Do what
+he does <em>as a weighmaster</em>. Avoid making any impression that you
+are not weighing your <em>demerits</em> fairly, though you <em>minimize their
+importance</em>; also miss no chance to impress the <em>full weight</em> of your
+<em>qualifications</em>. The essence of good salesmanship at this stage of the
+process is <em>skillful, but honest weighing</em>. That means using <em>both
+sides</em> of the scale, to convince the prospect that <em>the balance tips in
+your favor</em>. He will not believe in the correctness of the &quot;Yes&quot; weight
+unless you show the lesser weight of &quot;No&quot; <em>in contrast</em>. Then he cannot
+help <em>seeing</em> which is the heavier. <em>Decision on the respective weights
+is only a process of perception.</em></p>
+
+<div class="sidenote">The Process Of Perception</div>
+
+<p>Let us suppose the employer has asserted the objections that you are not
+sufficiently experienced to earn the salary you want, and that you don't
+know enough yet to fill the job. It would be poor salesmanship to try to
+convince him that you have had a good deal of experience. If you
+exaggerate <a name="Page_342" id="Page_342" />the importance of the things you have learned, he almost
+surely will judge you to be an unfair weighman of yourself. So you
+should tacitly admit your inexperience and treat the value of experience
+lightly by reminding him that his business is unlike any other. Then
+bear down hard on your eagerness to learn his ways and to work for him.
+Thus you can make him perceive the two sides of the scale <em>as you view
+them</em>.</p>
+
+<div class="sidenote">Tipping the Balances Your Way</div>
+
+<p>It is possible for you so to tip the balances in your favor, though
+previously the mind's eye of your prospective employer may have been
+seeing the greater weight on the unfavorable side. <em>It is legitimate
+salesmanship to influence the decision of the other man in this way.</em>
+Your weighing is entirely honest; though you sharply reverse the
+balances. Certainly you have the right to estimate the full worth of
+your services, to depreciate the significance of points against you, and
+to picture your desirability to the prospect as you see it, however that
+view may differ from his previous conception. <em>If your picture of the
+respective weights is attractive and convincing, the other man will
+adopt it as his own and discard his former opinions about you.</em> Not only
+will he accept the idea of your capabilities that you make him perceive;
+he also will see that your deficiencies are much less important than he
+had before considered them.</p>
+
+<div class="sidenote"><a name="Page_343" id="Page_343" />Serving Hash For Dessert</div>
+
+<p>Beware of a mistake commonly made by applicants for positions who do not
+understand the art of successfully closing the sale of one's services.
+When they try to clinch the final decision, <em>they just repeat strongly
+all their best points. They make no mention of their shortcomings.</em> For
+dessert, in other words, they serve a hash of the best dishes of
+previous courses. Is it any wonder that such a close takes away any
+appetite the prospect may have had?</p>
+
+<p>What would you think of a lawyer who had closed his case by simply
+reading to the jury all the testimony that had been given on his side,
+but who had made no reference to the opposing evidence? If you were a
+juror, would you vote for a verdict in favor of the side so summed up?
+Of course you would have heard the testimony of both parties to the
+case, but <em>you would not feel that the lawyer who ignored the evidence
+against his client had helped you to arrive at the conclusion that he
+had the preponderance of proof on his side</em>. On the contrary, you
+probably would be inclined to attach to the opposing evidence <em>greater
+weight than the facts justified</em>, and would discount whatever the lawyer
+claimed for his client. You, yourself, would act as weighmaster; and
+would give the other party to the suit the benefit of any doubt in your
+mind as to the contrasting weights of the testimony pro and con. <em>The
+lawyer's failure to<a name="Page_344" id="Page_344" /> weigh all the evidence before your eyes would make
+the impression on you that his view of the case was unfair to his
+opponent.</em> If you felt at all doubtful, you would be likely to vote
+against him in order to make sure that the other side received a square
+deal.</p>
+
+<div class="sidenote">Weigh Both Pros and Cons Before Jury</div>
+
+<p><em>The jury that is to decide favorably or unfavorably on your application
+for a position will feel similarly inclined to reach a negative
+conclusion if in closing you omit the process of weighing the pros and
+cons, and emphasize only your strong points.</em> It is good salesmanship to
+stress these at the finishing stage, but they should be pictured <em>in
+contrast with lighter objections</em> to your employment. In order to
+<em>convince</em> the prospect that the reasons for employing you outweigh the
+reasons for turning you down, you must show his mind <em>both sides of the
+scale</em>. If you fail to do this, his own imagination will do the weighing
+and is certain to bear down with prejudice on every point against you.
+It will also depreciate your view of the points in your favor. The other
+man will make sure that <em>he</em> is getting a square deal on the weights,
+since he will believe <em>you</em>, too, are looking out only for Number One.</p>
+
+<div class="sidenote">To Make Certain Do The Weighing Yourself</div>
+
+<p>The <em>certain</em> way to make your prospect perceive that the reasons for
+accepting your proposal are of greater weight than any causes for
+turning down your application is to <em>do the weighing yourself</em>.<a name="Page_345" id="Page_345" /> First
+be sure the heavier weight <em>is</em> on your side. When you fully believe
+that, use all the arts of salesmanship to <em>make the other man see the
+balances as you view them</em>. Then he can come to but one conclusion, that
+the &quot;preponderance&quot; is on your side. <em>Just as soon as you make the
+respective weights clear to his perception, he will be convinced.</em> He
+cannot deny what his own mind's eye has been made to see.</p>
+
+<div class="sidenote">Get Prospect Committed</div>
+
+<p>Therefore bringing about a favorable <em>mental conclusion</em> is not at all
+difficult. The judgment that your services would be desirable is no
+harder to gain than a decision that the weight of one side of a scale is
+greater than the other. Any one who looks at the balances sees at once
+which way they tip. The rub is not in getting the decision <em>made</em> but in
+getting it <em>pronounced</em>. The sale is not completed until the prospect
+has <em>committed</em> himself.</p>
+
+<div class="sidenote">Now is the Acceptance Time</div>
+
+<p>He feels that his mental processes are his own secret, which you cannot
+read; so he will not guard against the conclusion of his <em>mind</em> that you
+would be a desirable employee. But for some reason he may be unwilling
+to <em>express</em> his thoughts to you just then, however thoroughly he is
+convinced. He naturally prefers not to say &quot;Yes&quot; at once; so that he may
+change his mind if he wishes. <em>You will endanger your chances of success
+if you let him put off action on his decision.</em> To-morrow he is likely
+to see the weights in a different light and to <a name="Page_346" id="Page_346" />imagine less on your
+side and more against you. <em>Now</em> is the time to close the sale, when he
+cannot help seeing things <em>your way</em>.</p>
+
+<div class="sidenote">Two Stages Of Closing</div>
+
+<p>You know that sometimes a juror will be convinced in his own mind,
+yet cannot bring himself actually to vote according to his mental
+conclusion. Perhaps he is a &quot;wobbler&quot; by nature. So a girl may decide
+in her thoughts that a certain suitor would make a good husband, yet
+she may hesitate to accept him just because that step is <em>final</em>.
+These illustrations impress the importance of <em>discriminating between
+the two stages of closing a sale</em>. The success of the salesman is
+made certain only by his knowledge and skillful use, first of the art of
+<em>vivid weighing</em>, and second of the art of <em>prompting the prospect
+to action on his perception of the difference in the balances</em>. At the
+closing stage we have encountered again our old acquaintance, &quot;the
+discriminative-restrictive process.&quot;</p>
+
+<div class="sidenote">Closing a Procrastinator</div>
+
+<p>A friend of mine who has an advertising agency wanted to secure the
+business of a prominent manufacturer who was inclined to vacillation.
+The prospect was always timid about acting and had the reputation of a
+chronic procrastinator. My friend went ahead with the selling process in
+ordinary course until he had proved the desirability of his service and
+had shown that there was no really weighty reason why the contract
+should not <a name="Page_347" id="Page_347" />be given to him. He knew he was entitled to the decision
+then, but he did not wait for the timid man to pronounce it. The
+advertising agent knew the characteristics of the prospect and had
+planned just how he would handle the finishing stage of the selling
+process so as to get the order promptly.</p>
+
+<div class="sidenote">The Clincher Held in Reserve</div>
+
+<p>He held in reserve a closing method that a less skillful salesman
+probably would have used earlier in the sale instead of reserving it
+especially for the end. As soon as he had completed the weighing process
+my friend took from his pocket a sheet of copy he had prepared for a
+first advertisement along the line he had proposed. This had been worked
+out carefully in advance, just as if the order had already been given
+for the advertising service. My friend laid the sheet of copy before the
+prospect, who was taken completely by surprise.</p>
+
+<p>&quot;I knew you would want this service as soon as I explained it to you,&quot;
+said the salesman. &quot;Therefore I prepared this ad for the first
+publication under the plan I have submitted, and which I am sure you
+approve. There is no question that you will get much better results from
+this copy than you have been receiving from the advertising you are
+doing now. Naturally you want to begin benefiting from my service as
+soon as possible. I'm all ready to deliver the goods. Just pencil your
+O.K. on the corner of this copy. I'll do the rest.&quot;</p>
+
+<div class="sidenote"><a name="Page_348" id="Page_348" />From Pencil To Pen</div>
+
+<p>With a smile of confidence the salesman held out a soft lead pencil.
+<em>The moment the other man involuntarily obeyed the suggestion by
+accepting the tendered pencil, he was started on the purely muscular
+process of pronouncing his approval of the proposition likewise tendered
+for his acceptance.</em> The informality of the off-hand request that he
+&quot;pencil his O.K.&quot; kept him from being scared off. He did not feel that
+he had yet committed himself fully. Probably, with characteristic
+timidity, he would have shied from signing a formal contract at that
+moment. But he hesitated only slightly before he scribbled his initials
+on the corner of the proposed ad. Then he handed the pencil back to the
+salesman. The advertising agent picked up the approved copy, and at once
+laid before the prospect a formal contract. Simultaneously he tendered
+his fountain pen. <em>He had started the advertiser to writing his name,
+and did not let the process stop.</em></p>
+
+<p>&quot;Now just O.K. this, too,&quot; he directed, &quot;and the whole matter will be
+settled to your complete satisfaction.&quot; Then, to prevent the
+procrastinator from backing up, the salesman reached for the telephone
+on the advertiser's desk. &quot;With your permission, I'll call up
+the&mdash;&mdash;magazine and reserve choice space for this ad. It won't cost any
+more and by getting in early we'll make the ad most effective.&quot;</p>
+
+<div class="sidenote"><a name="Page_349" id="Page_349" />Decide For, Then Commit The Prospect</div>
+
+<p>My friend manifested complete confidence that the sale was <em>closed</em>. By
+continuing the process of affirming the decision, he prevented the
+prospect from backing up after making his pencilled O.K. Being thus
+committed informally, the usually vacillating advertiser could not well
+avoid using the pen put into his hand to sign the formal contract laid
+before him. Without speaking to him, the salesman pointed to the dotted
+line while he called the telephone number he wanted. <em>The prospect wrote
+his name before he had time to stop the impulse that the advertising
+agent had started.</em> The salesman had both <em>induced</em> the mental
+<em>decision</em> in his favor, and <em>impelled</em> its <em>pronouncement</em>. Really he
+first <em>made up the prospect's mind for him</em>, and then <em>committed him to
+the decision so made</em> without the other man's volition.</p>
+
+<div class="sidenote">Both Processes In Right Sequence</div>
+
+<p><em>Only by performing both processes in right sequence at the closing
+stage can a sale be finished under the control of the salesman.</em> If the
+<em>favorable conclusion</em> as to the respective weights of negative and
+affirmative is not first worked out before the mind's eye of the
+prospect, anything done to <em>commit</em> him to a decision will likely kill
+the salesman's chances for success. The prospect whose mind is not yet
+made up favorably, who does not clearly perceive that the preponderance
+is on the &quot;Yes&quot; side of the scale, will almost surely say &quot;No&quot; if his
+decision is <em>prematurely</em> impelled.</p>
+
+<div class="sidenote"><a name="Page_350" id="Page_350" />Discriminate And Restrict</div>
+
+<p>Hence it is important that the salesman discriminate between the two
+closing stages, and that he restrict his selling methods at each stage
+to the selling processes that are effective then. He must not get &quot;the
+cart before the horse,&quot; as the ignorant or unskillful closer is apt to
+do. The poor closer does not understand the &quot;discriminative-restrictive&quot;
+process. He lacks comprehension of the distinction that should be drawn
+between the methods he <em>previously</em> has used and what is now required to
+<em>finish</em> the sale. Let us be sure we know how to discriminate; so that
+our work at the closing stage may be restricted to the processes that
+are required to assure success in taking the particular step necessary.</p>
+
+<div class="sidenote">New Process Necessary To Close</div>
+
+<p>Throughout the series of selling steps that precede the closing stage,
+the continuing purpose of the salesman is to make the prospect <em>see</em> the
+proposal in the true light, as the salesman himself views it. When the
+selling process draws to a conclusion, the purpose of the salesman
+changes. Now he wants the prospect to <em>decide</em> and then <em>act upon</em> what
+has been shown to his mind's eye. If the salesman is to control the
+close, he must do something <em>new</em> to prompt decision and to actuate its
+pronouncement.</p>
+
+<p>The unskillful closer, instead of changing his previous sales tactics,
+nearly always devotes his final efforts to making the prospect <em>see
+more<a name="Page_351" id="Page_351" /> clearly</em> the pictures already laid before his mind. He tries to
+impress the prospect with a <em>re-hash of perception</em>, by emphasizing more
+strongly than before the favorable points brought out clearly at earlier
+stages. Of course it is important that at the close of the sale the
+prospect have all these points in view, but it is not good salesmanship
+to emphasize only the appeal to his <em>perceptive</em> faculties. The guest
+who has had a good dinner does not need to be told just afterward what
+he has eaten, or reminded of the courses by having them brought in
+again.</p>
+
+<div class="sidenote">Logic and Reason Won't Win</div>
+
+<p>As it is a mistake to serve at the close of a sale only a re-hash of
+favorable points; so is it bad salesmanship to rely on a dessert of
+&quot;logic and reason&quot; for the finishing touch. <em>Logic and reason provoke
+antagonism. They are ineffective in bringing about either a favorable
+conclusion of mind or action on such a decision.</em></p>
+
+<p>If you have presented your capabilities fully to a prospective employer,
+do not wind up by marshalling reasons why he should engage you. Avoid
+the use of the &quot;major premise, minor premise, argument, and logical
+conclusion.&quot; <em>You cannot debate yourself into a job</em>, for the judge is
+made antagonistic by your method, which puts him on the defensive. It is
+human nature to resist a decision that logic tries to force. No man
+arrives at his conclusions of mind by putting himself through a
+<a name="Page_352" id="Page_352" />reasoning process. A normal person does not need to reason about things
+he knows. <em>He knows without reasoning.</em> He attempts to use logic only
+when he is <em>uncertain</em> what to think. If logic is used by the salesman
+to convince the other man, it will be ineffective because it is an
+unnatural means that the prospect almost never employs to convince
+himself, and of which he is suspicious.</p>
+
+<div class="sidenote">Why Reasoning is Futile</div>
+
+<p>A major premise is but an assumption unless it is already known. If it
+is known, why should it be proved? Since the correctness of the
+conclusion depends entirely upon the validity of the premise, it is
+evidently absurd to attempt to prove a truth from the basis of an
+admitted assumption. The reasoning process that starts from a truth
+already known, and arrives at a truth that must similarly have been
+known, is utterly useless and a waste of time. Hence, <em>if you use the
+reasoning process you will either fail to convince your prospect by
+starting from a premise that he does not know, or you will irritate and
+unfavorably impress him by seeming to reflect on his intelligence when
+you prove to him something he already knows</em>. That is the wrong way to
+bring your man to a &quot;Yes&quot; decision.</p>
+
+<p>If the whole process of the sale could be summed up in just one logical
+statement at closing, it might occasionally be practical for the
+salesman to apply reasoning with good effect to help him secure the
+<a name="Page_353" id="Page_353" />decision. But the four steps, first and second premise, argument, and
+conclusion, must be applied to every point that is made with reasoning.
+Since the force of the conclusion is largely lost unless the major
+premise is an absolute truth recognized by everybody, there is danger of
+confusion, and no possibility of convincing the prospect by such
+methods. Besides, a multitude of reasoning processes would be necessary
+to cover all the points presented by the salesman and all the objections
+raised by the prospect. Moreover, as we have seen, the whole procedure
+of &quot;a logical close&quot; falls back upon itself unless everything the
+salesman hopes to prove was known and admitted to be true before he
+began to reason it out.</p>
+
+<div class="sidenote">Favorable Decision Defined</div>
+
+<p><em>Favorable decision is the prospect's mental conclusion that it is
+better to buy than not to buy; better to accept than to refuse.</em> The
+process of securing decision is not complex; it is very simple. As has
+been said, the salesman needs only to weigh before the mind's eye of the
+prospect the favorable and unfavorable ideas of the proposal. <em>Any
+weighing of two mental images always results in a judgment as to which
+is preferable, or that one course of action would be better than the
+other.</em> The mind is never so exactly balanced between contrasting ideas
+that it does not tip at all either way.</p>
+
+<div class="sidenote"><a name="Page_354" id="Page_354" />Weighing Ideas of A Steak</div>
+
+<p>The skill of the salesman weighmaster, used legitimately before the
+mind's eye of the prospect to tip the scales of decision to the
+favorable side, is illustrated in the story of a butcher who had been
+asked by a woman customer to weigh a steak for her. He knew that the
+weighing process <em>in her mind</em> included more than the balancing of a
+certain number of pounds and ounces on the scale. Against the reasons
+for her evident inclination to take the selected steak, she would weigh
+its cost, her personal ideas of its value, and other factors of the high
+cost of living.</p>
+
+<div class="sidenote">Skillful Close of The Sale</div>
+
+<p>The butcher wished to bring her quickly to a favorable decision. He
+wanted to make up the customer's mind for her in such a conclusive way
+that she would be prevented from hesitating over the purchase. As a
+weighman of pounds and ounces he only wanted to show the prospect that
+he was honest. But in order to tip <em>the buying scales in her mind</em> he
+put into the balances, on the side opposite the cost of the steak, the
+heavier weight of buying inducements. First he did the actual weighing
+of the steak; then he added on the &quot;Yes&quot; side of the scales of decision
+<em>ideas of the excellence and desirability of the meat</em>. He followed
+immediately with a <em>suggestion of action that would commit the prospect
+to buying</em>.</p>
+
+<p>&quot;Two pounds and five ounces, ma'am! Only a dollar and forty-three cents.
+It's the very choicest <a name="Page_355" id="Page_355" />part of the loin. You couldn't get a cut any
+tenderer than that, or with less bone. Would you like to have a little
+extra suet wrapped up with it?&quot;</p>
+
+<div class="sidenote">Three Effects Produced</div>
+
+<p>The butcher thus combined in his close <em>three effects</em>. He brought about
+<em>judgment of the prospect's intellect</em>, plus <em>increased desire</em> for the
+goods, plus the <em>impulse to carry the desire into action</em>.</p>
+
+<p>First, by emphasizing, &quot;Two pounds and five ounces!&quot; in a <em>heavy</em> tone,
+and by depreciating the cost, &quot;Only a dollar and forty-three cents,&quot;
+spoken <em>lightly</em>, he implied that the <em>value</em> of the steak far
+outweighed the <em>price</em>. Thus judgment of the prospect's intellect was
+effected.</p>
+
+<p>Second, to stimulate increased desire for the steak, the butcher
+skillfully put on the favorable side of the scales of decision the
+weight of <em>a suggestion of excellence</em>. He said temptingly, &quot;It's the
+very choicest part of the loin.&quot; At this point he also employed
+<em>contrast</em>, to make the prospect's desire stronger still. &quot;You couldn't
+get a cut any tenderer than this, or with less bone.&quot;</p>
+
+<p>Third, this skillful salesman prompted <em>the immediate committal of his
+customer to a favorable decision</em>. He impelled her to this affirmative
+action by suggesting, &quot;Would you like to have a little extra suet
+wrapped up with it?&quot; He put a question that was <em>easy</em> for the prospect
+to answer with &quot;Yes.&quot; Once she accepted the suet offered free, she
+tacitly accepted the steak at the price stated.<a name="Page_356" id="Page_356" /> <em>It is skillful
+salesmanship to make it easy for the buyer to say &quot;Yes&quot; or to imply the
+favorable decision indirectly</em>. The butcher might have been answered
+with &quot;No&quot; if he had asked, &quot;Will you take this steak?&quot; But he himself
+nodded when he made the proposal that he wrap up the extra suet. The
+woman was thus impelled to nod with him. The sale was closed,
+artistically, in a few seconds.</p>
+
+<p>When you plan how you will close a sale of true ideas of your best
+capability, <em>work out in advance a similar weighing process, followed at
+once by an indirect prompting of acceptance of the decision you
+suggest</em>. Shape and re-shape your intended &quot;close&quot; in your mind until it
+includes the three effects the butcher produced.</p>
+
+<div class="sidenote">Put a &quot;Kick&quot; Into the Close</div>
+
+<p>Put a &quot;kick&quot; into your stimulation of desire at the closing stage.
+<em>Paint the points in your favor brightly and glowingly, though in true
+colors. Conversely paint all objections to your employment
+unattractively.</em></p>
+
+<p>Suppose you are applying for a secretarial position. It would be good
+&quot;painting&quot; to close something like this:</p>
+
+<p>&quot;I am going to learn to do things <em>your</em> way. You would not want a man
+in the position who was <em>experienced</em>; because he would do things some
+one else's way, not yours. My inexperience really means I am adaptable
+to your methods. I'd become exactly the sort of secretary <em>you</em> want.
+For <a name="Page_357" id="Page_357" />instance, how do you prefer to have your mail brought to you&mdash;just
+as it is opened, or with previous correspondence and notations
+attached?&quot;</p>
+
+<p>Such an alternative question, <em>answered either way</em>, leads the prospect
+through the stage of favorable decision and implies his committal to
+acceptance of the services offered. It can be followed by the direct
+proposal, &quot;All, right, I'll bring your mail that way.&quot; <em>Such a close is
+practically sure to succeed</em>.</p>
+
+<div class="sidenote">Using the Negative Positively</div>
+
+<p>A man who was not at all prepossessing applied to me one day for a job.
+He conducted the sale of himself very skillfully, but I meant to put him
+off. It was our dull season, and his looks didn't make a hit with me
+anyway. However, he realized there was a good deal on the negative side
+of the scale, and he weighed his disqualifications honestly; though he
+depreciated the importance of his unprepossessing appearance. Then, in
+contrast to the negative side, he showed me very weighty and attractive
+reasons for employing him. He started by grinning good-humoredly.</p>
+
+<p>&quot;I'm not a prize beauty,&quot; he remarked. &quot;But the other day I was reading
+about Abraham Lincoln, and the book made me feel encouraged about
+myself. I don't believe I'm any homelier or any more awkward than he
+was. I don't expect to be a parlor salesman, anyhow, or to rely on my
+good looks to get orders. I plan to succeed by work. I'm <a name="Page_358" id="Page_358" />going to be on
+the job early and late and every minute between. I'll believe in what
+I'm selling&mdash;down to the very bottom of my heart. I'll make anybody see
+I'm in dead earnest. I look honest, and I am. I'll be square with
+customers and with you. I guess that out in the field a reputation for
+always being willing to help, and for telling the truth straight, will
+count more than anything else. I know I'm inexperienced, but that's a
+fault I can cure mighty soon.&quot; He grinned again. &quot;I'll start right away
+to get the greenness off, if you'll tell me where to hang up my hat.&quot;</p>
+
+<p>His good nature warmed me into smiling with him. I could not help
+feeling inclined to try this man. I decided to give him his chance at
+once. He started my impulse to accept his services, and I pronounced the
+decision in his favor that he prompted. Of course he made good. That was
+a foregone conclusion. He had mastered the selling process, and was an
+especially fine closer. He succeeded in getting more than his quota of
+orders the first year. Selling never seemed to be hard work for him.</p>
+
+<div class="sidenote">Two Ways To Prompt Pronouncement</div>
+
+<p>The pronouncement of the prospect's decision can be prompted, his
+favorable action can be brought about, in <em>two ways</em>. First, as we have
+seen, <em>the salesman can suggest, directly or indirectly, the action he
+wants the other man to take</em>.<a name="Page_359" id="Page_359" /> Second, <em>the salesman himself can do
+something</em> that the prospect will be impelled to <em>imitate</em>.</p>
+
+<div class="sidenote">Impelling Imitation Of Action</div>
+
+<p>For example, when you apply for a position, and have completed the
+process of weighing the points in your favor in contrast with the less
+weighty reasons for not employing you, lean forward slightly in an
+attitude of easy expectancy. <em>The prospect's mind will be inclined to
+imitate your physical act</em>. He will lean toward acceptance of your
+services. Your act will tend to bring you together. Your magnetism will
+draw his.</p>
+
+<p>Or you might extend your hand. He will have an impulse to reach out his
+in turn. It is natural for a man to take a hand that is courteously
+offered. The moment after you reach toward the prospect say, &quot;Let's
+shake hands on it.&quot; Once his fingers start moving toward yours in
+imitation of your action, it will be easy for him to commit himself.</p>
+
+<div class="sidenote">Five Essentials Of Good Close</div>
+
+<p>Now let us review the essentials of good salesmanship in closing, which
+we have been analyzing. We can summarize under five divisions the entire
+process of completing a sale most effectively and with the practical
+assurance of success.</p>
+
+<p>First, <em>the salesman must have definite, certain knowledge that the mind
+of the prospect has reached the closing stage</em>; that it is time to <em>end</em>
+the &quot;testimony&quot; and to <em>begin</em> weighing the evidence. If the salesman
+has kept control of the selling process throughout all the preceding
+stages, he will know <a name="Page_360" id="Page_360" />when the selling point is reached, <em>for he will be
+there himself</em>, with the prospect he has &quot;safely conducted&quot; thus far.</p>
+
+<p>Second, at this &quot;right time&quot; it is necessary to <em>change former sales
+tactics promptly</em>, and to <em>start contrasting</em> the affirmative and
+negative ideas that have previously been brought out.</p>
+
+<p>Third, the salesman should weigh these contrasting ideas so <em>vividly</em>
+that the mind's eye of the prospect will <em>see</em> the scales and <em>perceive</em>
+the greater weight on the &quot;Yes&quot; side, <em>as the salesman pictures it</em>.</p>
+
+<p>Fourth, it is important that the salesman <em>color</em> the affirmative
+ideas very <em>alluringly</em>, and increase the contrast by painting
+<em>unattractively</em> everything on the negative side of the scale; so
+that &quot;No,&quot; besides appearing much <em>lighter</em> than &quot;Yes,&quot; will seem
+<em>uninviting</em>.</p>
+
+<p>Fifth, the selling process should be brought to a climax by the
+salesman's <em>suggestion</em> or <em>imitation</em> of some <em>act</em> designed to
+<em>commit</em> the prospect to <em>acceptance</em> in an <em>easy</em> way.</p>
+
+<div class="sidenote">Unbalancing The Process</div>
+
+<p>Nothing so <em>unbalances</em> the process of securing a favorable decision and
+its pronouncement as any indication of fear, doubt, or hesitancy in the
+attitude of the salesman. Therefore, even though you may be uncertain as
+to the outcome of your selling efforts, <em>do not show it</em>. Long before
+you came to the decision point, you passed the worst dangers <a name="Page_361" id="Page_361" />on the
+road to the end of the sale. Surely your courage should be <em>strongest</em>
+at the closing stage.</p>
+
+<div class="sidenote">Light Dissipates Fear and Doubt</div>
+
+<p>Fear usually arises from something <em>unknown</em>; it is due only to
+<em>darkness</em>. Since you <em>know</em> now just what closing involves, and <em>light</em>
+has been shed on the problems of getting the prospect's &quot;Yes,&quot; your
+fears and doubts should be dissipated. <em>You should not hesitate to end
+the sale you have controlled successfully throughout previous stages</em>.
+Our analysis has revealed that closing is no more difficult than winning
+attention to your proposition in the first place. As a result, your
+present attitude toward closing is <em>positive</em>. Your courage and
+self-confidence have been built up. You realize just <em>how</em> success in
+finishing a well-conducted sale can be made practically <em>sure</em>.</p>
+
+<div class="sidenote">Negatives Must be Avoided</div>
+
+<p>Certain <em>negative</em> attitudes at the closing stage should be avoided.
+Especially do not throw into the scales of decision any little pleas for
+<em>personal favor</em>, with the hope that in so doing you will increase the
+weight on the &quot;Yes&quot; side. Such tactics almost invariably tend to tip the
+balance <em>un</em>favorably. A plea of this sort is equivalent to an admission
+that the ideas you have presented <em>for</em> buying do not <em>themselves</em>
+outweigh the prospect's images <em>against</em> buying. You suggest to him that
+you are trying to push the balance down on your side by putting your
+finger on it, by &quot;weighing in <a name="Page_362" id="Page_362" />your hand,&quot; as unfair butchers sometimes
+do with a chicken they hold on the scales by the legs.</p>
+
+<div class="sidenote">&quot;As a Personal Favor to Me&quot;</div>
+
+<p>The prospect will instantly perceive your action. <em>His mind, acting on
+the principle of the gyroscope, will resist by greater opposition any
+push of the personal plea</em>. If you ask a decision as a personal favor,
+your prospect will lose confidence in the true weight of the ideas on
+your side that you have already registered in his mind. You are much
+more likely to hurt than to help your chances for success by making a
+personal plea. Even if it should prove effective, what you get that way
+would be alms given to a beggar, and not the earned prize of good
+salesmanship. <em>Never buy success at the cost of self-respect</em>. To be a
+successful <em>beggar</em> is nothing to feel proud of.</p>
+
+<div class="sidenote">&quot;Treating&quot; At Close</div>
+
+<p>Do not attempt to &quot;<em>treat&quot;</em> your prospect by flattering him at the
+closing stage. Such &quot;treating&quot; is a tacit admission that your goods of
+sale, your best qualifications, have not sufficient merit to sell at
+their intrinsic value. Or you practically confess that you are not good
+enough salesman to win out with just your goods and your ability to sell
+yourself for what you claim to be worth. <em>Flattery is a call for help</em>.
+It is like the bad salesmanship of trying to buy an order with cigars or
+a dinner. Never &quot;treat&quot; at the closing stage, for to do so is to admit
+<em>weakness</em> when you should be your <em>strongest</em>.</p>
+
+<div class="sidenote"><a name="Page_363" id="Page_363" />&quot;No&quot; Seldom Is Final</div>
+
+<p>Of course you should not take a first or second &quot;No&quot; as a <em>final</em>
+answer. Even if the prospect indicates that he is inclined to decide
+against you, <em>continue confidently to heap images in favor of buying on
+the &quot;Yes&quot; side of the scale until you have used all the honest weight
+you have to put in the balance</em>. He will not respect you as a salesman
+if you quit at his first &quot;No.&quot; <em>It is up to you to tip the scales of
+decision your way</em>. Remember that you should not bring the other man to
+the judgment point <em>until after you have aroused and intensified his
+desire to a very great degree</em>. If you have made him want you at all,
+you will disappoint him if you then fail to put enough weight on the
+&quot;Yes&quot; side of the scale to win his decision to employ you.</p>
+
+<p>When you receive a &quot;No,&quot; understand it to mean, &quot;No, that is not yet
+enough ideas for buying your services.&quot; Keep right on putting weight
+into the &quot;Yes&quot; side of the balance until it tips your way. <em>Do not
+consider any &quot;No&quot; final until you have run out of both contrasting
+weight and attractive colors; so that you cannot change the scales</em>.</p>
+
+<div class="sidenote">Stick it Out Here and Now</div>
+
+<p>If it is possible for you to &quot;stick,&quot; don't be put off when you come to
+the closing stage. <em>All the weighing you do at the present time will be
+valueless lost effort unless you complete the selling process here and
+now</em>. When your prospect tries to put you off, he tacitly admits your
+weights are right.<a name="Page_364" id="Page_364" /> Otherwise he would say &quot;No&quot; and be done with you.
+You really have won his mental decision. A continuance of skillful
+salesmanship will enable you to get him to act favorably without delay
+or further evasion.</p>
+
+<div class="sidenote">Entertainment In Court Room Out of Place</div>
+
+<p>Some salesmen make the mistake of mixing <em>entertainment</em> with the
+closing process. Earlier in the sale you may be able to secure excellent
+results by entertaining the prospect with clean jokes and good stories.
+But the close is the stage at which he arrives at his mental conclusion
+as to the &quot;preponderance&quot; of the evidence. <em>Jests and light conversation
+are out of place when the judge is performing his functions in the
+courtroom of the mind.</em> An amusing remark or a witty quip at this
+juncture would suggest that the scales of decision in the salesman's own
+mind were somewhat unbalanced. Your attitude when you are weighing &quot;Yes&quot;
+and &quot;No&quot; before the prospect should be <em>pleasant</em>, but <em>quiet</em> and
+<em>serious, as is becoming to a convincing weighman</em>.</p>
+
+<p>When you work to secure a favorable decision, you are weighing evidence
+with the purpose of impelling the prospect to take your judgment or to
+weigh the evidence just as you do. It is necessary all through the
+process that he be made to feel you realize you are aiding in the
+performance of a <em>judicial</em> function. He must have complete confidence
+in your intention and ability to handle the <a name="Page_365" id="Page_365" />scales honestly and with
+serious pains to determine what is the right judgment about your
+proposition. Your levity at the closing stage would lessen the effect of
+honest, serious, painstaking weighing of the images for buying in
+contrast with the images against buying. So get the funny stories out of
+your system before you come to the decision step of the sale, or else
+keep them bottled up inside you and don't pull the cork until you are
+safely at the celebration stage.</p>
+
+<div class="sidenote">Tones and Acts When Weighing</div>
+
+<p>Do not forget when closing to add <em>force</em> to your words by <em>tones and
+gestures that emphasize ideas of the contrast in weights</em> between the
+two sides of the scale. By your light tone you can indicate the
+triviality of objections to your proposition. With the heavier tone of
+power you can suggest the great weight of the favorable ideas. If you
+use <em>broad gestures of your whole hand and full arm</em>, you can seem to
+pile a large heap of points on your side of the scale. Conversely you
+can indicate the smallness of objections by moving <em>your fingers only</em>,
+as if you were picking up a tiny object. Demolish unfavorable points
+with a strong gesture of negation, as by sweeping your arm horizontally.
+Give life to the ideas on the favorable side of the scale by
+accompanying your words with up and down gestures that signify
+vitality.</p>
+
+<div class="sidenote"><a name="Page_366" id="Page_366" />Do Not Show That Closing Is Hard Work</div>
+
+<p>Your physical condition or outward appearance will help or harm your
+chances for success at the closing stage. You should not manifest the
+least indication that you are under a strain of anxiety as to the
+outcome, or that you lack the strength to control the completion of the
+selling process. Why should you not have a feeling of ease when you
+reach the close? <em>If your bearing suggests your self-confidence, it will
+give the other man confidence in your capabilities.</em> When a salesman has
+to &quot;sweat blood&quot; to finish a sale, he indicates that it is usually
+mighty hard work for him to get what he wants. This impression suggests
+to the other man that there must be something wrong with the proposition
+or it wouldn't take so much effort of the salesman to put it across.
+<em>Any element of doubt at the final stage will almost surely delay or
+kill the salesman's chances to close successfully.</em></p>
+
+<div class="sidenote">Make Sure of A Good Batting Average</div>
+
+<p>Recall once more that the measure of success in selling is not 100% of
+closed sales; every possible order secured and none lost. <em>Success is
+made certain when failures are reduced to the minimum and successes are
+increased to the maximum of practicability.</em> There can be no question
+that if you use the <em>right processes</em> in closing, your chances for
+success will be so greatly increased that your batting average of actual
+sales should take you far above the failure line. Your career as a
+salesman <a name="Page_367" id="Page_367" />involves <em>continual</em> selling. You must make sale after sale.
+However skillfully you employ the right process at the closing stage,
+you may not accomplish your purpose the first time you try. <em>But if you
+keep on selling your services in the right way, you will be as
+absolutely certain to succeed as the master salesman of &quot;goods&quot; is sure
+of closing his quota every year he works.</em></p>
+
+
+
+<hr style="width: 65%;" />
+<h2><a name="CHAPTER_XII" id="CHAPTER_XII" /><a name="Page_368" id="Page_368" />CHAPTER XII<br />
+
+<em>The Celebration Stage</em></h2>
+
+
+<div class="sidenote">What Are You Going to Do With Success?</div>
+
+<p>You know now the <em>certain</em> way to get your chance to succeed in the
+vocation of your choice. You are convinced that a <em>good salesman</em> can
+create and control his opportunities in any field, can bring himself to
+good luck in the right market for his services. You are resolved to
+master the art of selling, and so to insure your future against any
+possibility of failure. You feel confident of success; because you are
+willing to earn it by the diligent study and practice of salesmanship.
+There is no doubt in your mind that when you become a skillful salesman
+of your best capabilities, you can get a chance to succeed. <em>Now what
+are you going to do with success after you gain it?</em></p>
+
+<p>Suppose you had sold yourself into the very opportunity you want,
+suppose you had won the coveted job or promotion, <em>how would you
+celebrate</em>? It has been said that a man shows his real self either in
+the moment of his failure or in the moment of his success. Let us assume
+that you have reached your present objective. You stand at the goal, a
+winner. Does your victory <em>intoxicate</em>, <a name="Page_369" id="Page_369" />or does it <em>sober</em> you with the
+realization that you have but opened the way to limitless fields of
+bigger service ahead? Has success gone to your <em>hands</em> and made them
+tingle with eagerness to grasp more chances to succeed, or has it gone
+to your <em>head</em>?</p>
+
+<div class="sidenote">The Stepping-Stone to More Sales</div>
+
+<p><em>The celebration stage of the selling process should be the first
+stepping-stone leading to another successful sale.</em> Often it proves to
+be a stumbling block that marks the beginning of a downfall to failure.
+Rare is the man who is not spoiled a little by achievement. <em>Success is
+the severest test of salesmanship.</em></p>
+
+<div class="sidenote">Spoiled by Success</div>
+
+<p>I recall a chief clerk who worked more than a year for promotion to the
+position of assistant manager. He earned the better job, and was
+assigned to the desk toward which he had been looking longingly for
+sixteen months. Then he &quot;celebrated&quot; by starting to take life easy. He
+developed a manner of superiority. He acted as if the little foothill he
+had climbed was a big mountain. He sunned himself on the top, basking in
+complacency because he had risen above his former clerkship.</p>
+
+<p>One day he was called into the manager's office. He came out chop-fallen
+and took his personal belongings from the assistant's desk. Another man
+was promoted to the place he had failed to fill. He went back to his
+clerk's stool and is roosting there today.</p>
+
+<div class="sidenote"><a name="Page_370" id="Page_370" />Egotism's Downfall</div>
+
+<p>I know a salesman who closed so many orders the first time he covered
+his territory that he came back to headquarters with an inflated idea of
+his importance. He strutted into the president's room and boasted of
+what he had done. The delighted head of the business gave him a cigar
+and invited him to tell the story. The salesman betrayed such egotism
+that his employer was disgusted. The president was plain-spoken. He
+warned the successful salesman against getting a &quot;swelled head.&quot;</p>
+
+<p>The egotist felt insulted. He resigned his position, arrogantly
+declaring that he would not work for a house where results were so
+little appreciated. He was cocksure of himself. However, when he offered
+his services to a competing firm, his application was turned down. The
+rebuff stunned him. He did not realize that his egotism disgusted the
+second executive as much as the first. The salesman's spirit was broken.
+He has never since been more than a fair peddler.</p>
+
+<div class="sidenote">Giant and Pigmy Successes</div>
+
+<p>Think of &quot;successful&quot; men you know. <em>Compare them as they are now with
+the men they used to be before they succeeded.</em> As they rose did they
+loom bigger and bigger in your respect, or grow smaller and smaller in
+admirable qualities? There are so-called successful men whose characters
+seem to be dwarfed by the mountain tops they attain. Other men grow to
+be giants and overshadow any eminences they climb. The littleness of the
+last<a name="Page_371" id="Page_371" /> Kaiser and Crown Prince of Germany was only emphasized by their
+elevation above the common people. On the other hand the bigness of
+Lincoln and Roosevelt was so tremendous that their personalities towered
+above even the highest honor in the world.</p>
+
+<div class="sidenote">Breaking Training</div>
+
+<p><em>When football players are fighting</em> for the championship of the season,
+they are governed by rigid rules of living. <em>They keep themselves fit</em>
+by strict diet, by the avoidance of all dissipations, by hardening
+exercise, and by recuperative rest. But after the &quot;big game&quot; is won,
+they break training. They stuff themselves with rich food until their
+bodies and minds are sluggish. Then they celebrate their victory by some
+sort of jollification that lasts half the night. <em>The next day a
+second-rate team could beat the champions.</em></p>
+
+<p>A man who has kept himself lean, hard-muscled, and healthy all the way
+to the achievement of his ambition is apt to take on flabby flesh and
+gout when he succeeds. The celebration of Thanksgiving is an ordeal from
+which one does not recover for weeks. Turkey and mince pie immoderately
+eaten are poisons. Our annual Feast Day is more deadly than the Fourth
+of July.</p>
+
+<div class="sidenote">Rusting in Self-Satisfaction</div>
+
+<p>A great many people &quot;break training&quot; mentally as well as physically at
+the celebration stage. <em>Their minds and muscles turn flabby after they
+succeed. They are so proud of their accomplishments that<a name="Page_372" id="Page_372" /> they rust in
+self-satisfaction.</em> Then, usually too late for remedy, they find
+themselves afflicted by the rheumatic twinges of deep-seated discontent
+with what they have done.</p>
+
+<p>We are all familiar with the tragedies of the farmer who sells his acres
+and moves into town &quot;so that he can take life easy,&quot; and of the business
+man who retires from his &quot;daily grind&quot; to enjoy the fortune of success.
+So long as they remained at work they were vigorous in mind and body.
+But nearly always men who give up their accustomed activities begin to
+develop mental and physical ailments soon afterward. They age and break
+down in a few years. <em>In order to stay well, one must keep going. It is
+far less wearying to walk than to stand still. Normal fatigue of mind
+and body are not so exhaustive of mental and physical energy as torpid
+idleness.</em></p>
+
+<div class="sidenote">Advance or You Will Slip Back</div>
+
+<p>Probably you do not think of quitting work for a long time. You look at
+your future retirement as a remote possibility. Very likely you feel it
+is premature to consider &quot;your declining years&quot; now, when you are in the
+full vigor of ambition. <em>But if you stop advancing, in order to
+celebrate your progress thus far, you have quit working your way ahead.
+If you stay contented with what you have done, even for a little while,
+you have temporarily retired from the game of success and are in danger
+of rusting into a partial failure. If you do not<a name="Page_373" id="Page_373" /> continue moving ever
+upward, you will slip into a decline without realizing that you are
+going back and down.</em></p>
+
+<div class="sidenote">The Zest for Work</div>
+
+<p>The successful salesman thrives on his work, and pines for it when he
+&quot;lays off.&quot; He welcomes the end of his annual vacation with more zest
+than its beginning. He celebrates each order gained by planning at once
+how he will get another. He is like Alexander, who sighed only when
+there were no more worlds to conquer. He is as perennially tireless as
+Edison, the wizard who is never weary. <em>To the true salesman there is no
+enjoyment equal to selling.</em> He often declares that he &quot;would rather
+sell than eat.&quot;</p>
+
+<div class="sidenote">Pattern after Master Salesmen</div>
+
+<p>You know the importance of being a <em>good salesman</em>. You have studied the
+methods he uses throughout the selling process. Now at the celebration
+stage pattern after the <em>masters</em> of the profession. Do not get into the
+bad habits of the <em>mediocre fellows who slacken their efforts after each
+success</em>, and who need the spur of necessity to make them do their
+utmost.</p>
+
+<p>When a good salesman has booked an order, and has taken pains to make a
+fine last impression on his customer, he does not go to his hotel and
+play Kelly pool, or otherwise spend the rest of the day just loafing
+around. Only the poor salesman celebrates in such a way; <em>thereby
+showing that his successes are so rare he is not used to them</em>.</p>
+
+<div class="sidenote"><a name="Page_374" id="Page_374" />Starting After The Next Chance</div>
+
+<p>The good salesman looks at his watch the moment he is out of his
+customer's sight. He makes a swift calculation of the time it will take
+him to reach and sell the next man on his list. If he has no other
+prospect nearby, he starts looking for one that minute. His keen eyes
+catch every name on the business signs he passes. <em>His imaginative mind
+is planning how he can use the order he just has closed, to influence
+some other buyer to make a contract.</em> If there are no additional
+customers for his line in the town, he sprints to the station to catch
+the first train up the road. <em>He does not waste a minute getting to his
+next selling opportunity</em>.</p>
+
+<div class="sidenote">Pepper and Poppies</div>
+
+<p>Some pretty good salesmen never win the grand quota prize in a sales
+contest <em>because they take so much time out for celebrating the big
+orders they close</em>. If they land a fine contract in the morning, they
+don't try to do much selling that afternoon. The prize-winning salesman,
+too, is delighted to secure a big order. But he doesn't say to himself,
+&quot;That will put me 'way ahead on the sales record for today.&quot; Instead he
+grins and thinks, &quot;This is <em>my day</em>. I'm going to fatten up my batting
+average while I'm going good.&quot; <em>Success is pepper to him, not the poppy
+drug that slackens energy.</em></p>
+
+<div class="sidenote">Continual Accumulation</div>
+
+<p>You have worked hard to get the chance you now have. You have paid for
+it with your best efforts. <em>It represents an accumulation of your
+salesmanship.</em> The good job or the promotion you have gained <a name="Page_375" id="Page_375" />is like a
+savings account. Let us compare it with the first hundred dollars a
+thrifty man puts into the bank for a rainy day. Would he celebrate the
+accumulation of that moderate amount of money, the first evidence of his
+ability to save, by quitting the practice of spending less than his
+earnings? Would he then say to himself, &quot;I am now successful as a
+saver&quot;? Would he stop putting a few dollars in the bank every Saturday,
+just because he already had a hundred?</p>
+
+<div class="sidenote">The Building Process is Gradual</div>
+
+<p>No. He would <em>continue</em> to save until he had enough &quot;units of thrift,&quot;
+enough hundreds of dollars, to take a <em>longer</em> step toward success. He
+would invest his accumulated savings in a lot, or house. Perhaps he
+would start a business of his own. After his investment he still would
+continue to save. So he would <em>build</em> his success.</p>
+
+<p><em>All building is a gradual, continual process</em>. The bricks are laid <em>one
+after another</em>. It takes many to complete the structure. <em>Likewise a
+series of minor successes must be built into a major accomplishment.</em> It
+does not rise all at once.</p>
+
+<p>If you are tempted to pause where you are in order to celebrate, ask
+yourself, &quot;<em>Is this really the celebration stage</em>?&quot; Probably you will
+find you have only laid the corner-stone, or made an excavation for the
+foundation of your success. You would not think of having a housewarming
+because <a name="Page_376" id="Page_376" />you had finished the basement walls. Nor would you consider it
+an occasion for especial jollification the day you erected the
+scantlings around the first floor joists. Not until the walls are up and
+the roof is on, not until the house is plastered and papered and
+painted, not until it is finished would you think of standing on the
+sidewalk to look it over pride fully and exult, &quot;I did that. It's a good
+job.&quot;</p>
+
+<div class="sidenote">Repeated Building</div>
+
+<p>But if you complete <em>one</em> house, you will not only feel the satisfaction
+of accomplishment, you will also want to build <em>another</em> that would be a
+great improvement on the one just finished. You will be <em>healthily
+dissatisfied with what you have already done</em>. Very likely you will sell
+the first house at a profit, and straightway start to put up a better
+building on another lot. In time you will sell that, too. You will
+continue the procedure until you become a master builder of houses, and
+continually achieve more and more success.</p>
+
+<p>We have assumed that you now are successfully in possession of an
+opportunity. You have sold yourself into the very job you want, or into
+a better position that you believe will afford you fine chances to
+advance. <em>Do not slump or relax in salesmanship. Do not think back, or
+spend much time contemplating your present success. Look ahead to your
+next sale</em> of true ideas of your best capabilities.<a name="Page_377" id="Page_377" /> <em>The successful
+salesman is a quick repeater.</em> He counts his accomplishments in
+<em>totals</em>, not by units. He has successful &quot;<em>years</em>,&quot; each made up of
+about three hundred successful working days. He plans in <em>campaigns</em>; so
+he is not inclined to over-celebrate the winning of a battle.</p>
+
+<div class="sidenote">Make Each Goal a New Starting Point</div>
+
+<p>Samuel McRoberts, vice-president of the great National City Bank of New
+York, started working for Armour &amp; Company at a small salary in the
+early nineties. He was a young man who was always <em>healthily ambitious
+to keep moving ahead</em>. He &quot;ate up&quot; the minor work assigned to him, and
+celebrated the completion of each task by asking at once, &quot;What next?&quot;</p>
+
+<p>In a few years he had risen by successive promotions to the position of
+treasurer of Armour &amp; Company. But that wasn't a <em>goal</em> to McRoberts. It
+seemed to him only a <em>good starting point</em> to bigger successes in the
+financial world. He became a director of several banks, an officer in
+important railroad and other corporations. <em>He continually enlarged his
+service value</em> until he was called to New York's greatest bank, and took
+his place among the masters of American finance.</p>
+
+<p>He did not loll back in his chair then and start taking it easy. <em>He
+packed more and more accomplishments into every day.</em> When the war
+began, he went to Washington to take executive charge of <a name="Page_378" id="Page_378" />the job of
+procuring ordnance for the fighters. He held a post analogous to that of
+Lloyd-George when he was Minister of Munitions for Great Britain.
+McRoberts made good as a brigadier general, and after the war resumed
+his success in business. Whatever he did, wherever he worked, Samuel
+McRoberts <em>smiled welcomes to more opportunities for service, and
+reached out his ready hands to grasp them</em>.</p>
+
+<div class="sidenote">Celebrate by Tackling the Job Ahead</div>
+
+<p><em>That is the way to celebrate&mdash;by tackling the job ahead. There is no
+end to the selling process. One sale should lead directly to another</em>.
+The good salesman celebrates only the opportunity to get the next order
+in prospect. He may chuckle to himself over the sale just closed, but he
+does his rejoicing on his way to a new selling chance.</p>
+
+<div class="sidenote">Dynamic Confidence Static Complacency</div>
+
+<p>You haven't &quot;arrived&quot; yet. You are just well started. <em>Keep moving, and
+you will never &quot;see your finish.&quot;</em> Your successes thus far should have
+developed a considerable degree of <em>self-confidence.</em> Be careful not to
+let that <em>dynamic</em> quality change into the <em>static</em> element of
+<em>self-complacency.</em> Never be satisfied with what you have done. <em>Always
+have the zest of appetite for more to do</em>. Add every day to your success
+chances.</p>
+
+<p>Do not lose either your self-respect, or the respect of the men with
+whom you are associated, by <em>ceasing to grow. Do more than you are paid
+for, and pretty soon your job will be unable to hold all<a name="Page_379" id="Page_379" /> your earning
+capacity</em>. You will be promoted to bigger opportunities. <em>If you shrink
+in the place you occupy now, your future chances will shrivel to fit
+your smaller size</em>. The way to get a better-paying job, to win a bigger,
+more profitable field for your salesmanship, is to <em>crowd your present
+position with your capabilities</em>. Burst out of your limited territory
+and spread over more ground.</p>
+
+<div class="sidenote">Serving Friends</div>
+
+<p>Render your utmost possible service to other people. Celebrate each
+opportunity to form a friendship. <em>Make some one like you for what you
+are willing to do for him</em>. Hold your friends, once they are made. As
+Emerson advised, &quot;Be concerned for other people and their welfare. Put
+their interests sometimes ahead of your own. You can love your fellow
+men so much that you will never trample on their rights; and while you
+yourself keep climbing, raise as many of them as you can along with you.
+That is the way to make friends.&quot;</p>
+
+<p>Celebrate the good fortune of your business associates, rather than your
+own. When a big contract is closed by your employer, be as tickled over
+it as he feels. Genuinely rejoice in his success. <em>Have no envy of the
+man above you, then when you rise to a higher level the men below you
+will not be likely to feel jealous</em>.</p>
+
+<div class="sidenote"><a name="Page_380" id="Page_380" />Ford and Schwab</div>
+
+<p>Why has Henry Ford won so unique a place in the personal regard of the
+everyday man? Ford is one of the richest men in the world; yet he is not
+hated. What is the reason for his general popularity? He is not an
+idler. He has celebrated each success by taking on another job. And he
+always has given a hand-up to the other fellow instead of kicking him
+down so that he might climb higher because of his failure. He has
+understood and sympathized with the hopes and viewpoint of people who
+work. As a result countless men and women, most of whom never have seen
+him, think of Henry Ford as their friend. His finest success is not
+signified by the millions of money he has accumulated, but by the
+millions of friendships he enjoys.</p>
+
+<p>Charles M. Schwab, too, is popular. He is a man whom people like.
+Because he was so successful in winning friends, rather than for his
+generally recognized business ability, he was made the head of the
+Government's ship-building program in the war. Other men were eager to
+work with and for Charles M. Schwab. The co-operation of thousands of
+friendships, new and old, more than anything else enabled him to succeed
+in his big, patriotic job. How much more he has to celebrate in his
+wealth of good will than in his great fortune of dollars! Schwab has
+been called the most successful salesman in the world, which is another
+way <a name="Page_381" id="Page_381" />of saying that he has no equal in ability to make other people both
+trust and like him.</p>
+
+<div class="sidenote">The Truest Wealth</div>
+
+<p>You may never accumulate millions of dollars. <em>That in itself is not
+success. Many wealthy men are failures in life. But with the aid of
+masterly salesmanship you can so enrich yourself with friendships and
+the opportunities they bring that making all the money you want will be
+merely incidental to your real success</em>. Let every accomplishment be a
+stimulus to better selling of your service. Celebrate successful sales
+of your ideas by undertaking to sell more true ideas about your best
+capabilities in a larger field of usefulness.</p>
+
+<div class="sidenote">The Revolving Door</div>
+
+<p>The good salesman goes from opportunity to opportunity through a
+revolving door. As it closes on one selling chance, it opens on another.
+He steps directly from a finished sale into the prospect of getting an
+order elsewhere. So he never stops selling.</p>
+
+<p>You have sold yourself some knowledge of salesmanship. Do not rest
+contented with what you have already learned. These chapters should but
+whet your appetite for more opportunities to master the principles and
+methods of selling true ideas of your best capabilities. So as you close
+this book, reach out your hand to open another. You cannot over-study
+the subject of salesmanship. <em>Never be satisfied with what you know</em>.
+Continue <a name="Page_382" id="Page_382" />to search for more golden knowledge, and make it yours by
+practicing everything you learn.</p>
+
+<div class="sidenote">Failure Impossible to The Good Salesman</div>
+
+<p>It is impossible to fail in life if you become a master salesman of the
+best that is in you. You will be sure to succeed. So here is Good Luck
+to you! Keep on making it for yourself, and you never will run out.
+CERTAIN SUCCESS WILL BE YOURS.</p>
+
+<hr style='width: 45%;' />
+
+<div class="poem"><div class="stanza">
+<p>It is you that you offer for sale,</p>
+<p class="i2">With your traits ranged like goods on a shelf,</p>
+<p>And the first thing to do, without fail,</p>
+<p class="i2">Is to make a success of yourself.</p>
+
+<p class="citation">EDGAR A. GUEST.</p>
+</div></div>
+
+
+
+
+
+
+
+
+
+<pre>
+
+
+
+
+
+End of the Project Gutenberg EBook of Certain Success, by Norval A. Hawkins
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+</body>
+</html>
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+The Project Gutenberg EBook of Certain Success, by Norval A. Hawkins
+
+This eBook is for the use of anyone anywhere at no cost and with
+almost no restrictions whatsoever.  You may copy it, give it away or
+re-use it under the terms of the Project Gutenberg License included
+with this eBook or online at www.gutenberg.org
+
+
+Title: Certain Success
+
+Author: Norval A. Hawkins
+
+Release Date: January 4, 2005 [EBook #14589]
+
+Language: English
+
+Character set encoding: ASCII
+
+*** START OF THIS PROJECT GUTENBERG EBOOK CERTAIN SUCCESS ***
+
+
+
+
+Produced by Audrey Longhurst, Karina Aleksandrova and the PG Online
+Distributed Proofreading Team
+
+
+
+
+
+
+[Illustration]
+
+CERTAIN SUCCESS
+
+_by_
+
+Norval A. Hawkins
+
+_Author of "The Selling Process"_
+
+
+
+THIRD EDITION
+
+1920
+DETROIT, MICHIGAN
+
+
+
+
+Contents
+
+CHAPTER                                        PAGE
+
+      TO BEGIN WITH . . . . . . . . . . . . . .   9
+      HOW TO STUDY. . . . . . . . . . . . . . .  24
+   I. THE UNIVERSAL NEED FOR SALES KNOWLEDGE. .  29
+  II. THE MAN-STUFF YOU HAVE FOR SALE . . . . .  63
+ III. SKILL IN SELLING YOUR BEST SELF . . . . . 108
+  IV. PREPARING TO MAKE YOUR SUCCESS CERTAIN. . 137
+   V. YOUR PROSPECTS. . . . . . . . . . . . . . 156
+  VI. GAINING YOUR CHANCE . . . . . . . . . . . 179
+ VII. KNOWLEDGE OF OTHER MEN. . . . . . . . . . 209
+VIII. THE KNOCK AT THE DOOR OF OPPORTUNITY
+        AND THE INVITATION TO COME IN . . . . . 239
+  IX. GETTING YOURSELF WANTED . . . . . . . . . 270
+   X. OBSTACLES IN YOUR WAY . . . . . . . . . . 298
+  XI. THE GOAL OF SUCCESS . . . . . . . . . . . 332
+ XII. THE CELEBRATION STAGE . . . . . . . . . . 368
+
+
+
+
+_To Begin With--_
+
+
+[Sidenote: Salesmanship Essential to Assure Success]
+
+There are particular characteristics one can have, and particular things
+one can do, that will make _failure_ in life _certain_.
+
+Why, then, should not the possession of particular opposite
+characteristics, and the doing of particular opposite things, result as
+_certainly_ in _success_, which is the antithesis of failure?
+
+That is a logical, common-sense question. The purpose of this book and
+its companion volume, "The Selling Process," is to answer it
+convincingly for you.
+
+Success _can_ be made certain; not, however, by the mere _possession_ of
+particular characteristics, nor by just _doing_ particular things.
+
+_Your_ success in life can be _assured_; but only if you supplement your
+qualifications and make everything you do most effective _by using
+continually, whatever your vocation, the art of salesmanship_.
+
+       *       *       *       *       *
+
+[Sidenote: Why Are Some Men Failures Who Deserve to Succeed?]
+
+Life can hold nothing but _failure_ for the ill-natured, unsociable,
+disgusting tramp who is known to be ignorant, lazy, shiftless, a
+spendthrift, a liar, and an all-around crook. Such a worthless man will
+make a complete failure of life because he is so _dis_-qualified to
+succeed.
+
+On the other hand certain success ought to be achieved by the
+good-natured, intelligent, reliable man who continually wins friends;
+the truthful man who has a fine reputation for thrift, honesty,
+neatness, and love for his work. He seems entirely worthy of success.
+Yet for reasons that baffle himself and his friends it sometimes happens
+that such a man is unsuccessful.
+
+The defeat in life of one who appears so deserving of victory seems to
+prove that success cannot be _assured_ by the development of individual
+characteristics and by doing specific things. But such a wholly negative
+conclusion would be wrong. When a worthy man fails, he loses out because
+he lacks an essential _positive_ factor of certain success--the ability
+to _sell_ his capabilities. _By mastering the selling process this
+failure can turn himself into a success_.
+
+[Sidenote: Self-advertised Disqualifications Unrecognized Capabilities]
+
+We are sure of the failure of the man who is utterly disqualified to
+succeed; not because he _has_ particular faults, but because they
+_self-advertise and sell the idea_ of his disqualifications for success.
+His characteristics and actions make on our minds an impression of his
+general worthlessness. Defects are apt to attract attention, while
+perfection often passes unnoticed.
+
+Millions of worthy men, otherwise qualified for success, have failed
+solely because their merits were not appreciated and rewarded as they
+would have been if recognized. Capabilities, like goods, are
+_profitless_ until they are _sold_. Therefore the man who deserves to
+win out in life can make his victory _sure_ only by learning and
+practicing with skill the certain success methods of the master
+salesman.
+
+       *       *       *       *       *
+
+[Sidenote: The Duty to Succeed]
+
+Down through all the ages has come the _duty_ to succeed. It was
+enjoined in the Parable of the Talents. No one has the right to do less
+than his best. Then only can he claim full justification for his
+existence. The Creator accepts no excuses for failure. Every personal
+quality, and every opportunity to succeed that a man has, must be used,
+to entitle him to the rewards of success. He owes not only to himself
+and to his fellows, but also to God, the obligation of developing his
+_utmost capability_. If he does not pay dividends on the divine
+investment in him, his dereliction is justly punished by failure in
+life. Sometimes he even forfeits the right to live.
+
+[Sidenote: Success Cannot be Copied]
+
+Many ambitious people, who recognize their duty to succeed but do not
+know how to go about it, make a common mistake in thinking. They believe
+the secret of certain success can be learned from _examples_; that
+success can be _copied_. So men who have succeeded conspicuously are
+often asked to state and explain their rules, for the benefit of other
+men who regard them as oracles.
+
+[Sidenote: Other Men's Formulas]
+
+Doubtless you have read much about Marshall Field, J. Pierpont Morgan,
+Charles M. Schwab, and similar outstanding business men. You have
+studied their principles of success. You have tried to practice their
+methods. But somehow the most careful following of their directions has
+not made you a multi-millionaire, nor can you see riches as a prospect.
+Naturally you are both disappointed and puzzled. Perhaps you have tested
+faithfully for years various formulas of success extracted from the
+advice of successful men. Yet _you_ have failed, or have achieved only
+partial and unsatisfying success. You have been unable to solve the
+problem that you once felt so sure could be worked out by the rules you
+mastered.
+
+Maybe you have become discouraged and have given up, in disgust, your
+ambition for achievement. Very likely you have said to yourself,
+"Success is so much a matter of luck and circumstances, there's no way
+to make sure of it. I've done everything that Marshall Field, J.
+Pierpont Morgan, and Charles M. Schwab have counseled; but I'm still
+plugging along on an ordinary salary. Rules for certain success are
+bunk. Luck has to break right for a man."
+
+[Sidenote: The Element of Luck]
+
+Unquestionably good luck _has_ brought success to some men who would
+have failed without its aid. It is equally beyond doubt that bad luck
+has prevented other men from achieving their ambitions. Of course _such_
+successes and failures do not fall within any rules. They are altogether
+exceptional, and neither prove nor disprove general principles.
+
+Eliminating the factor of luck, good or bad, the success of any normal,
+deserving man _can_ be made certain _to the extent of his individual
+capacity_. Some men have different or bigger capacities than others;
+hence not all successes will be of the same kind, or alike in extent.
+But any normal, deserving man can assure himself as great a success as
+he is fitted to achieve. It is necessary, however, that he do more than
+_develop his utmost capability_. He must learn to employ skillful
+salesmanship, in order to _market_ his "goods of sale," or personal
+qualifications, _most profitably_.
+
+[Sidenote: Sales Skill Necessary]
+
+Each of us has to make _his own pattern_ of success. "The individual
+should develop his individuality," instead of attempting to imitate
+anybody else. It is even more necessary for him to _use_ most
+effectively all the natural powers he builds up.
+
+A man can assure his success only if he learns how to utilize his
+personal qualifications _so as to create and control his opportunities_
+to succeed. He should be able to _bring himself to good luck_, and not
+expect anybody or any event to bring good luck to him.
+
+One cannot make the most effective use of his capabilities, he cannot
+create and control his chances to succeed, until he develops skill in
+salesmanship, which is necessary to market his qualifications
+profitably. He must practice "selling himself" until the habit of using
+sales skill in everything he does and says becomes second nature to him.
+Sales skill is the _dynamic_ factor of success. It transforms potential
+powers into actual accomplishments. It enables the qualified man to turn
+his individual capabilities to best account.
+
+       *       *       *       *       *
+
+[Sidenote: Opportunity A Constant Companion]
+
+Sometimes a man says, as an excuse for his failure, "I never had a
+chance." The truth is that Opportunity is a constant companion to every
+man. Each of us has _within himself_ limitless wealth. All normal people
+are rich in ability. It is possible for anyone to become more
+prosperous. _He need only turn his possibilities into realities._ When a
+man capable of accumulating riches continues poor, he is like the
+shipwrecked discoverer of a bonanza gold mine on an uncharted island. He
+cannot exchange his potential wealth for the things he desires; because
+he is unable to market his raw gold.
+
+Similarly you who have not yet succeeded are _potentially_ rich. If you
+possess the generally recognized fundamentals of success; such as
+characteristic honesty, intelligence, energy, etc., you are not
+handicapped for want of a market. Even though you now may seem to lack
+some of the essential qualifications, you are capable of succeeding.
+Every necessary characteristic of the successful man is _latent_ in your
+nature and can be brought out by development. You have not yet done your
+utmost with the best that is in you.
+
+[Sidenote: Your Market Not Lacking]
+
+First you should resolve to make yourself completely _worthy_ to
+succeed. Meanwhile you should be learning how to sell your "goods." On
+every hand there are markets in which qualities like yours are being
+sold successfully by other men. Undoubtedly there will be a purchaser
+for the best that is in you when you bring it out; provided you present
+your "goods of sale" in the most skillful way. All about you are highly
+prosperous people with no more innate merits than you have. Certainly
+the market for your particular abilities is within reach. Golden
+opportunities of which you have not taken the fullest advantage surround
+you and touch your daily activities. If you have not grasped your
+chance, it was because you did not _know how_ to reach out with all your
+capabilities. In other words, possessing the fundamental qualifications
+for success, you have stood in the midst of the world's need for such
+capabilities as yours, _but you have not gone through the selling
+process_.
+
+You have failed thus far to achieve your ambition, simply because _you
+have been an unsuccessful salesman of yourself_ to the world.
+
+Perhaps you never have thought of yourself as a salesman. You may not
+have realized the importance _to you_ of knowing and practicing the
+principles of skillful selling. Only one per cent of the people in the
+United States _call_ themselves salesmen or saleswomen. Yet in order to
+succeed, each of us must sell his or her particular qualifications. Your
+knowledge and use of the selling process are essential to assure your
+success in life.
+
+       *       *       *       *       *
+
+[Sidenote: Master Salesmen Made, Not Born]
+
+The best commercial executives agree that the most effective selling
+representative of a house is not the "natural born" salesman, but the
+salesman who is _made_ highly efficient by training. So every big,
+successful business conducts a course in salesmanship. Thorough tests
+have proved that particular principles and methods of selling are sure
+to produce the highest average of orders. Therefore these principles and
+methods are followed as _standard practice_ in the sales department.
+
+That is, in order to _assure_ the success of an individual salesman, he
+is required and aided to develop particular qualifications and to do
+certain things that master executives have learned will get the orders
+and hold the trade of buyers. The qualified professional salesman is
+drilled thoroughly in tested principles and methods of selling. He is
+trained to use this standard sales knowledge skillfully. As a result he
+works in the field with complete confidence.
+
+Why should he doubt that he will succeed? He knows his own limitations
+and capabilities; knows the true worth of his line; knows there is a
+market in his territory; knows how to sell in the ways that have been
+proved most effective; and knows that practice of right salesmanship
+will make him skillful in getting and holding business. Verily such
+"knowledge is power."
+
+       *       *       *       *       *
+
+[Sidenote: Certain Success With the Selling Process]
+
+_Your_ success in selling _yourself_ can be made as certain as is a
+successful career to the first-class professional salesman. This book
+and its companion volume will explain in detail salesmanship ways to
+develop your best capabilities most effectively. You will be given the
+principles and methods employed by the expert salesman in marketing any
+kind of right goods. You will also be shown how to sell yourself by
+adapting his practices to your "goods of sale."
+
+When you comprehend, and employ as second nature, the usages of the
+finest sales art, your success in life, like that of the master
+professional salesman, will be _certain_.
+
+[Sidenote: Ideas of Goods Not the Goods Themselves Are Sold]
+
+If you have not _called_ yourself a salesman, perhaps you doubt the
+value to you of skill in selling. All you have to market is the best
+that is in yourself. Your ambition may be to succeed as a doctor, or
+lawyer, or preacher, or clerk, or mechanic, or farmer, or banker. You do
+not see how salesmanship could assure _your_ success, however much it
+might help some one with commercial ambitions.
+
+If you think it would not be worth while for you to master the selling
+process, since you do not expect to engage in the _profession_ of
+selling, you misconceive the functions and work of the salesman. You
+have thought he sells "_goods_;" and that as you do not deal in
+commodities, you would have no practical use for the selling process he
+employs to assure his success. But even the shoe salesman, or grocery
+salesman, or real estate salesman, or insurance salesman does not really
+sell _goods_. He sells _ideas about_ goods. Similarly you sell ideas
+about yourself in order to succeed.
+
+[Sidenote: When the Goods and the Ideas Are Different]
+
+A sale is often completed in business without any inspection of the
+actual "goods" by the purchaser; as when a quantity of standard sheet
+copper is specified, or when the salesman describes a piece of machinery
+or shows a picture of it with a catalogue number. The "goods" are to be
+delivered later. However, the _selling process is finished;_ though only
+the mind's eye of the buyer has seen what he anticipates getting on his
+order. The salesman has presented nothing except _certain ideas_ to the
+mental vision of the prospect. But these ideas have been sold so
+realistically to the imagination of the purchaser that he gives his
+order for what he _expects_.
+
+Suppose the goods delivered later do not correspond with the particular
+ideas about them that have been sold. For example, the sheet copper
+furnished is not as specified in the contract, or the machine shipped is
+not the same as the salesman pictured when he got the order for it. Then
+there has been _no sale_ of the different "goods." The intending
+purchaser bought _particular ideas_. He will not accept the delivery of
+_goods unlike the ideas sold_ to him.
+
+[Sidenote: Know Your Prospect's Idea]
+
+Another illustration. A real estate salesman describes a bungalow to a
+prospect for a home. He shows plans and specifications, with accurate
+dimensions; there is no misrepresentation of any detail. The salesman
+especially emphasizes, what is his own belief, that the bungalow would
+make a "cozy" home. The prospect decides to buy the property. He says,
+"If it is as you describe it, I'll take that place." _The sale to his
+mind has been completed._ All that remains is delivery of a bungalow
+corresponding to the ideas sold. The delighted salesman escorts the
+buyer to the "cozy home." But the empty rooms do not confirm the idea
+emphasized to the prospect. The salesman cannot furnish them
+convincingly with his imaginative "cozy" word pictures. He has made the
+mistake of omitting to learn the other man's conception of a cozy home
+before selling the expectation of coziness. He is shocked when the sale
+is declared annulled with the prospect's contradiction of his
+description, "There's nothing cozy about this place." The intending
+buyer of a home feels there has been a misrepresentation; though the
+bungalow is exactly like the plans and specifications shown to him. He
+was sold an idea that "the goods" have not delivered; so he declares the
+sale off. A sale is a success only when _true ideas_ are sold, and
+afterward are delivered by _the goods_.
+
+[Sidenote: Selling Ideas About Yourself]
+
+If you "have the goods" and would succeed _certainly_ in your chosen
+vocation, you must _sell_ to the world or to individual buyers _true
+ideas_ about your particular qualifications for success--true ideas
+regarding _your best capabilities_ and the _value_ of your services.
+Your "goods of sale" may be your muscular power; your brain energy; your
+talents, skill, integrity, and knowledge in this capacity or in that.
+Whatever qualities you possess, it is necessary that some one be sold
+the idea of their full worth, or you cannot succeed. No matter how
+valuable your services _might_ be, they have only potential worth until
+another man, or some business, or the world at large _perceives
+desirable possibilities in you and buys the expectation that you will
+"deliver the goods_."
+
+Probably you have said to yourself, "If I had the chance, I know I could
+deliver the goods." We will grant that you are able to make delivery.
+However, _before you will be given a chance_ you must get across to the
+mind of some prospective buyer of muscular power, or brain energy, or
+other capabilities such as you could supply, the true idea that _you
+have_ "the goods" he needs and that your qualifications would be a
+satisfactory purchase _for him_.
+
+In other words, it is necessary that you use _the selling process_
+effectively, with thorough scientific knowledge and a high degree of
+art, _in order to make certain of gaining your opportunity_ for success.
+You have no doubt that you can succeed if you get the chance. But you
+have not realized, perhaps, that _you can make yourself the master of
+your own destiny by first learning and then practicing until it becomes
+second nature to you the sure, salesmanship way to gain the
+opportunities you deserve_. After you _comprehend_ the sure process, you
+can soon develop _skill in actually selling_ to other men true ideas of
+the best that is in you.
+
+[Sidenote: The Secret of Certain Success]
+
+The secret of _certain success_ in life for you, then, _whatever your
+vocation or ambition_, lies in knowing HOW to sell true ideas of your
+best capability in the right market or field of service. The chapters of
+the present book, supplemented by the contents of the companion volume,
+"The Selling Process," should reveal to you clearly every principal
+detail of this secret.
+
+[Sidenote: No 100% Salesmen]
+
+Before you proceed further with the study of successful salesmanship as
+analyzed in these pages, avoid a possible misconception of masterly
+selling. Even the most efficient salesman does not get _all_ the orders
+for which he tries. By his knowledge and skill his average of failures
+is minimized; therefore everybody recognizes him as a great success.
+
+So, however well you comprehend the selling process, and however
+skillfully you use it in your career, you will not _always_ accomplish
+the particular purpose to which you apply your salesmanship. But you
+will markedly lessen the number and importance of your failures to do
+the things you attempt. You will also increase to an extraordinary
+degree the quantity, quality, and profitable results of your successful
+efforts. You will make a grand average so high that you will feel you
+are a real success. Others, too, will so regard you.
+
+[Sidenote: The Master Key]
+
+Therefore, whatever your life ambition, study the selling process until
+you understand it thoroughly; then perfect your skill by daily practice
+in selling your ideas, and ideas about yourself, to other people. When
+you know HOW to sell true ideas of your best capability in your chosen
+market or field of service, and have become expert in _applying_ what
+you have learned, you can use salesmanship continually in your everyday
+work. You should feel _absolute assurance_ that with its aid you can
+open the treasure house of your desires.
+
+_This universal master key that fits all locks now between you and
+success can be made by your own hands and head. You have begun to shape
+it for your future use._
+
+
+
+
+_How to Study Certain Success with The Selling Process_
+
+
+[Sidenote: Suggestion To Salesmen]
+
+The professional salesman or saleswoman who undertakes the thorough
+study of both this book and its companion volume, might better read
+first "The Selling Process," the chapters of which apply especially to
+his or her vocation.
+
+If you are a "salesman," therefore, begin your study with the
+introduction to that book. When you have read "The Selling Process"
+once, start "Certain Success" and master it. Then re-read the other book
+in the light of the new ideas that will have been shed upon its contents
+by the present text.
+
+The practical value of "Certain Success" and "The Selling Process" to
+you as a salesman will be multiplied a hundredfold if both are kept
+handy for _continual reference_. The marginal index should enable you to
+find quickly any point regarding which you want to refresh your
+recollection. This set of books was not written to collect dust on a
+library shelf. No salesman can get the full worth out of the pages
+unless he _uses_ "Certain Success" and "The Selling Process" _as working
+tools_.
+
+[Sidenote: If Your Vocation Is Not Selling]
+
+If you are not engaged in selling as a vocation, and have not realized
+before that you must be a good salesman or saleswoman in order to
+achieve your life ambition, commence mastering the secret of certain
+success with the selling process by reading thoroughly the book now in
+your hands. This preliminary study will increase your ability to read
+intelligently the more technical contents of "The Selling Process." Do
+not skip or slight any portion of either book. You cannot afford to miss
+a single bit of information regarding the sure way to succeed.
+
+       *       *       *       *       *
+
+[Sidenote: Purpose and Scope of the Two Books]
+
+This is the first publication of "Certain Success," but five large
+editions of "The Selling Process" were required in 1919 and 1920 to
+supply the demand from all over the world. The two books, each complete
+in itself, now are issued together under the double title, CERTAIN
+SUCCESS WITH THE SELLING PROCESS; though either "Certain Success" or
+"The Selling Process" may be ordered alone.
+
+My chief purpose in preparing this set has been to stimulate each
+reader's comprehension of the value of skillful salesmanship _to him_.
+All of us who are ambitious to make the most of the best that is in us
+need to be first-class salesmen, whether we market "goods" or our
+personal capabilities. As has been emphasized repeatedly in this
+preface, _every one who would succeed in life must know HOW to sell his
+qualifications to the highest advantage_. Poor salesmanship is
+responsible for most of the failures of people who really _deserve_ to
+succeed. It is almost surely fatal to ambitious hopes in any trade,
+profession, or business.
+
+CERTAIN SUCCESS WITH THE SELLING PROCESS covers in outline the whole
+subject of Salesmanship. But the scope of this set does not afford room
+to give here a minutely detailed exposition of the special processes of
+making sales in particular businesses. I have compiled for you, rather,
+the _general principles_ of effective selling that may be _universally
+applied_. "Certain Success" and "The Selling Process" are handbooks of
+fundamental ideas which each reader, by his individual thinking, should
+amplify and fit to his own work or ambition.
+
+       *       *       *       *       *
+
+[Sidenote: Real Study Required]
+
+The fine art of successful salesmanship cannot be mastered in a few
+hours of casual reading. You will not be able, immediately after
+glancing through these books, to unlock every long-desired golden
+opportunity with absolute assurance. CERTAIN SUCCESS WITH THE SELLING
+PROCESS must be _studied out_. You should keep them always at hand like
+your bank books, and draw on the contents for your salesmanship needs
+from day to day.
+
+You will get only a smattering of the secret of certain success if you
+just skim over the chapters, and skip whatever requires you to think
+hard in order to comprehend it all. But if you dig into the meaning of
+each sentence for the full idea, you will enrich yourself with
+constantly increasing power and skill in selling. _So you will surely
+become a real success_.
+
+       *       *       *       *       *
+
+[Sidenote: Tested Working Tools]
+
+The principles and methods of successful salesmanship summarized in
+these companion books, though they will be new to most readers, are not
+mere personal theories. They all have been demonstrated and tested in
+actual practice during my twelve years experience as Commercial and
+General Sales Manager of the Ford Motor Company. Under my direction in
+the course of that period Ford sales were multiplied one hundred
+thirty-two times--from 6,181 to 815,912 cars a year. The fundamental
+principles and methods that I have tested and proved to be most
+successful in selling automobiles and good will should work equally well
+in any profession, or business, or trade; and for any normal,
+intelligent man or woman who uses them continually.
+
+[Sidenote: Dollars and Cents Value]
+
+Since the first publication of "The Selling Process" thousands of
+enthusiastic readers of the book have voluntarily borne witness to its
+practical, dollars-and-cents value to them in their daily work.
+Preachers, doctors, lawyers, bank officials, clerks, book-keepers,
+mechanics, laborers; as well as business executives and sales managers
+and salesmen--men and women in scores of widely different
+vocations--unite in testifying to their increased earning power and
+fuller satisfaction in living and working. They credit these results to
+their study and continued use of "The Selling Process." The value of
+that book will be at least doubled by the supplemental reading of
+"Certain Success." Therefore the two are now published as a set of
+working tools for any ambitious man or woman who is resolved to _earn_
+success.
+
+NORVAL A. HAWKINS
+
+Majestic Building,
+Detroit, Michigan.
+
+
+
+
+CHAPTER I
+
+_The Universal Need For Sales Knowledge_
+
+
+[Sidenote: Analysis of Secret of Certain Success]
+
+The Secret of Certain Success has four principal elements. It comprises:
+
+(1) Knowing how to sell
+
+(2) The true idea
+
+(3) Of one's best capabilities
+
+(4) In the right market or field of service.
+
+_Your_ success will be in direct proportion to your thorough knowledge
+and continual use of _all four parts_ of the whole secret. No matter how
+great your effort, an entire lack of one or more of these principal
+elements of Certain Success will cause partial or utter failure in your
+life ambition. You will be like a man who tries to open a safe with a
+four-combination lock, though he knows only two or three of the numbers.
+
+No one, however well fitted for success elsewhere, can succeed in the
+_wrong field_, or in rendering services for which _he_ is not qualified.
+Nor is complete success attainable by a man unless he develops the
+_best_ that is in him. Even if he brings to the right market his utmost
+ability, he may fail miserably by making a _false impression_ that he
+is unfitted for the opportunity he wants. Or he may be overlooked
+because he does not make the _true_ impression of his fitness.
+
+Evidently, in order to gain a _chance_ to succeed, anyone must first
+_sell_ to the fullest advantage the idea that he is _the_ man for the
+opportunity already waiting or for the new opening he makes for himself.
+Of course he cannot do this _surely_ unless he _knows how_. Therefore
+sales knowledge is _universally needed_ to complement the three other
+principal elements of the complete secret of certain success.
+
+[Sidenote: Reasons for Failures]
+
+When we try to explain the failure of any man who seems worthy to have
+succeeded, we nearly always say, in substance, one of three things about
+his case:
+
+"He is a square peg in a round hole;" by which we usually mean he is a
+right man in the wrong place.
+
+Or, "He is capable of filling a better position;" a more polite way of
+saying that a man has outgrown his present job but has not developed
+ability to get a bigger one.
+
+Oftenest, probably, we declare, "He isn't appreciated."
+
+Very rarely is a worthy man's failure in life ascribed to the commonest
+cause--_his personal inefficiency in selling_ to the world comprehension
+of his especial qualifications for success.
+
+[Sidenote: What Failures Realize]
+
+If a man is a square peg in a round hole, he should realize that his
+particular qualities must be fitted into the right field for them before
+he can succeed. A natural "organizer" cannot achieve his ambitions if he
+works alone at a routine task.
+
+No sensible man would aspire to fill a better position than he holds,
+unless he had developed a capacity beyond the limitations of his present
+work. The shipping clerk who craves the higher salary of a correspondent
+knows he cannot hope for the desired promotion if he has not learned to
+write good business letters.
+
+However deserving of advancement a man may be, he realizes he has but a
+slim chance to succeed if his worth is unrecognized. So he wants
+appreciation from his chief. He knows that unless his worth is perceived
+and truly valued, some one else, who may be less qualified, is apt to be
+selected for the "Manager's" job he desires. Such "injustices" have
+poisoned countless disappointed hopes with bitterest resentment.
+
+The deserving man who fails because he is a misfit in his particular
+position, the worthy man who is limited to a small career because the
+work he does lacks scope for the use of all his ability; the third good
+man who has been kept down for the reason that his chief is blind to his
+qualifications for promotion--all three of these failures understand
+pretty clearly the reasons for their non-success.
+
+[Sidenote: When Lack of Salesmanship Causes Failure]
+
+It is very different in the case of the capable man who fails because he
+has been _inefficient in selling true impressions_ of his qualifications
+for success. A private secretary, for illustration, might be thoroughly
+competent for managerial duties; but by his self-effacement in his
+present job he might make the false impression that he was wanting in
+executive capacity. He would be given a chance as manager if he were
+effective in creating a true impression of his administrative ability.
+Such a capable man, if he has little or no scientific knowledge of the
+selling _process_ is apt also to lack comprehension of the value _to
+him_ of knowing _how to sell ideas_. He does not happen to call himself
+a salesman. Therefore he has never studied with personal interest the
+fine art of selling. He does not realize that _ignorance of
+salesmanship_, and _consequent non-use of the selling process, almost
+always are responsible for the merely partial success or the downright
+failure in life of the man who deserves to win, but who loses out_.
+
+[Sidenote: Who Is To Blame for Failure]
+
+One may feel able to "deliver the goods," were he given the chance. He
+may know where his best capability is greatly needed and would be highly
+appreciated if recognized. Yet the door of opportunity may not open to
+his deserving hand, however hard he tries to win his way in. His failure
+seems to him altogether unfair, the rankest injustice from Fortune.
+
+If a man knows he is completely fitted to fill a higher position, he
+feels considerable self-confidence when he first applies for it. But his
+real ability may not be recognized by his chief. The ambitious man may
+be denied the coveted chance to take the step upward to the bigger
+opportunities for which he rightly believes himself qualified. If his
+deserts and his utmost efforts do not win the promotion he desires, he
+grows discouraged. He loses the taste of zest for his work. His earlier
+optimism oozes away. After awhile his ambition slumps. Then he resigns
+himself sullenly to the conviction that he is a failure _but is not to
+blame_.
+
+[Sidenote: Dynamic Quality Lacking]
+
+Leaving out of consideration most exceptional, unpreventable bad luck,
+the worthy man who fails in life _is_ to blame. He is not, as he thinks,
+a victim of circumstances or ill-fate. His failure is due to his
+ignorance of the first of the four principal factors of the secret of
+certain success. _Potentially_ qualified to succeed, he does not have
+the absolutely necessary _dynamic_ element. He lacks an essential
+characteristic of the self-made successful man, a characteristic which
+any one of intelligence can learn how to develop--_a high degree of
+capability in gaining his own opportunities to succeed_.
+
+He does not know _how to sell true ideas about himself_; though he may
+realize the importance of making the best impression possible. So,
+however, he tries, he cannot get his deserved chances to succeed. He
+could secure them _easily_ if he comprehended the selling process of the
+master salesman, and used it with skill. This process of masterly
+selling is the key to certain success for the fully qualified man in any
+vocation.
+
+[Sidenote: Making and Governing One's Own Good Luck]
+
+A capable applicant will invariably be given a chance to succeed, if he
+takes the best that is in him to a man who has need of such services as
+he could render, and then _sells the true idea of his ability_. He has
+mastered _all four principal elements of the complete secret of certain
+success_. Consequently he is able to create and to control his
+opportunities to succeed. He makes and governs his own good luck.
+
+Everywhere the most desirable positions in the business world are in
+need of men who can fill them. Only the poorer jobs are crowded. But
+when Opportunity has to seek the man, the _right_ one is often
+overlooked. The golden chance is gained by another--less qualified and
+less worthy, perhaps; but _a better salesman of himself_. The fully
+competent man, however, can _assure_ his success by becoming proficient
+in selling true ideas of his best capability in the right market or
+field of service. The master salesman of himself makes his own chances
+to succeed, and therefore runs no risk of being overlooked by
+Opportunity.
+
+[Sidenote: Success Way Is Charted]
+
+Master salesmen of ideas about "goods" use _particular selling
+processes_ to get their ideas across _surely_ to the minds of
+prospective buyers. The professional salesman, therefore, has plainly
+charted the way to certain success in any vocation, for the man who has
+developed the best that is in him. If you are a candidate for a
+position, do not let a prospective employer _buy_ your services at _his_
+valuation, for he is certain to under-estimate you. _Sell_ him true
+ideas of your merits. Set a fair price on your _worth_, and _get_ across
+to his mind the true idea that you would be worth that much _to him_.
+Such skillful salesmanship used by an applicant for a position can be
+depended on to make the best possible impression of his desirability;
+just as the practiced art of the professional salesman enables him to
+present the qualities and values of his goods in the most favorable
+light. The _masterly selling process_ is not very difficult to learn.
+Proficiency in its use can be gained gradually by any one who practices
+consciously every day the actual sale of ideas in the artistic way.
+
+[Sidenote: Knowledge of Salesmanship Develops Confidence]
+
+As was stated in the Introduction to this book, it has been proved
+conclusively in business that particular principles and methods of
+selling are certain to produce the highest average of closed orders. In
+other words, success for the professional salesman is _assured_ if he
+develops certain qualifications, and if he does certain things; all
+within the capacity of any normal, intelligent man. Scientific sales
+executives know positively, as the result of comparative tests, that the
+salesman who develops these personal qualifications, and who does these
+things, should get his quota of business and hold it. Hence, as has been
+said, specific training is given in the sales schools of the most
+successful businesses, along the lines of best selling practice.
+
+[Sidenote: Practical Principles]
+
+When the individual salesman who has been so trained commences work in
+his territory, he learns in his experiences with buyers that the
+principles and methods he has been taught are actually _most effective_.
+Assuming that he has developed his _best capabilities_ pretty fully, and
+that he has become fairly _skillful_ in using what he knows about how to
+sell his line, he works with continually growing confidence that he will
+succeed. Why should he doubt his complete selling power? He knows there
+is a _field for his goods_ in this territory. He knows clearly and
+vividly _what ideas_ he wants to get across to the minds of prospective
+buyers. He knows--most important of all--_just how_ to make convincing
+and attractive impressions of the desirability and true value of what he
+presents for purchase. He comprehends the _most effective ways_ to show
+prospects both their _need_ for his goods and that he has come, with a
+real purpose of service, to _satisfy_ that need.
+
+You, the non-professional salesman of yourself, will sell _your_ "goods
+of sale" with similar complete confidence in your power to gain and to
+control your opportunities for success--if you, too, use the right
+selling process.
+
+This set of books explains and demonstrates in detail the principles and
+methods of _the successful salesman of ideas_. The Introduction and
+twelve Chapters of the present series apply the selling process
+especially to _the sale of ideas about one's self_, with particular
+relation to _self-advancement_ in the world. "The Selling Process,"
+companion book to "Certain Success," shows the master _professional_
+salesman at work, getting orders with _assurance_.
+
+[Sidenote: Hard Study Necessary]
+
+The fact that you have proceeded thus far in reading "Certain Success"
+proves you have an earnest purpose to make the most of your present
+opportunity to learn _how_ to succeed with certainty. We will assume
+that you have developed your individual ability pretty fully, and that
+you know where there is a field for such services as you are sure you
+could render if afforded the chance. Surely, then, your ambition in
+life, whatever it may be, is a sufficient incentive to the most thorough
+study of the principles and methods of successful salesmanship. Do not
+merely _read_ this set of books. MASTER "Certain Success" and "The
+Selling Process" to make yourself the master of your own destiny.
+
+Again and again, lest at any time while you study you might fall below
+100% in _absolute assurance_, you will read in these chapters the
+assertion that your success can be made _certain_. This statement is not
+an exaggeration. It is necessary that you accept it literally throughout
+your reading of this set of books. Do not take it "with a grain of
+salt." The taste of the declaration that the selling process makes
+success sure will become familiar after these many repetitions. Realize
+when you come upon the repeated idea as you proceed with your study that
+your continued reading should frequently be reenforced by a steadily
+growing conviction that you _are_ mastering the sure way to succeed. You
+believe in yourself more than you did when you began to read this book.
+This increasing faith should develop to complete confidence when you
+have dug _into_ the text of both "Certain Success" and "The Selling
+Process," and have dug _out_ every idea in the twenty-four chapters.
+
+[Sidenote: Salesmanship Not a Science But an Art]
+
+At the outset of your present study comprehend that salesmanship is not
+a _science_. Rather, it is an _art_. Like every other art, however, it
+has a _related_ science. Selling is a _process. Knowledge about the
+principles and methods_ that make the process most effective is the
+related _science_. But such knowledge supplies only the best foundation
+for building success by the _actual practice_ of most effective
+salesmanship. The master salesman practices the scientific principles
+and methods he has learned until the _skillful use_ of his knowledge in
+every-day selling becomes _second nature_ to him. Thus, and thus only,
+is his _art_ perfected.
+
+You will gain _knowledge_ from these books about _how_ to sell with
+assurance the true idea of your best capabilities--about _how_ to sell
+any "goods of sale" unfailingly. But you can develop the _skill_
+necessary to the _actual achievement_ of certain success only if you
+_continually use_ what you learn about the selling process. You must
+perfect your selling _art_ by the intelligent employment of every _word_
+and _tone_ and _act_ of your life to attract other men to you, and to
+impress on them convincingly true ideas of your particular ability.
+
+[Sidenote: Be a Salesman Every Minute]
+
+The master professional salesman is "always on the job" with his three
+means of self-expression, to get across to prospects true ideas of the
+desirability and value of his goods. He is a salesman _every minute_,
+and in _everything_ he does or says. You can become as efficient as he,
+in selling ideas about _your_ "goods of sale," if your proficiency
+becomes as _easy and natural_ as his. Such ease is the _sure_ result of
+sufficient right practice.
+
+You have countless opportunities daily to make use of the selling
+process. In each expression of yourself--in your every word, tone, and
+act--you convey _some_ idea of your particular character and ability.
+You should _know how_ to make _true, attractive_ impressions of your
+_best_ self; and how to avoid making _untrue_ and _unfavorable_
+impressions by what you do and say. Then, when you have _learned_ the
+most effective _way_ to sell ideas about yourself that you want other
+people to have, it is necessary that you _use_ the selling process
+consciously all the time until you grow into the habit of using it
+unconsciously, as your second nature. Once you are accustomed to _acting
+the salesman continually_, it will be no more difficult for _you_ to be
+"always on the job" selling right ideas of your qualifications for
+success, than it is for the _professional_ user of the selling process
+to be a salesman "every minute."
+
+[Sidenote: Your "Goods of Sale"]
+
+As already has been emphasized, "the goods of sale" in your case are
+your _best_ capabilities. You need first of all to _know_ your true
+self, before you can sell true ideas about your qualifications for
+success. Your _true_ self is your _best_ self. You are untrue to
+yourself, you balk your own ambition to succeed, unless you develop to
+the _utmost of your capacity_ your particular salable qualities.
+
+You do not need qualities _you_ now wholly lack. You should not attempt
+to "salt" the gold mine in yourself with the characteristics of _other_
+men who have succeeded by the development and use of capabilities that
+were natural to _them_, but that would be unnatural to _you_. It is
+worse than futile--it is foolish for you to imitate anybody else. Just
+be _your_ best self. Make the most of what _you_ have that is salable.
+You require no more to assure your success.
+
+[Sidenote: Selling the Truth About Your Best Self]
+
+Every individual has distinct characteristics, and is capable of doing
+particular things, of which he may be genuinely proud if he fully
+develops and uses his personal qualifications. _When all the truth about
+his best possible self is skillfully made known to others_, chances for
+success are certain to be opened to the ambitious man. If he lacks the
+salesmanship key, the doors of opportunity may always remain closed,
+however well he deserves to be welcomed.
+
+_You_ possess "goods of sale" that have real _quality_, that are
+_durable_, that will render _service_ and afford pleasurable
+satisfaction to others. _Your_ goods can be sold as _surely_ as quality
+phonographs, durable automobile tires, serviceable clothes, or pleasing
+books.
+
+Maybe you can "deliver the goods" with smiles, or hearty tones, or ready
+acts of kindness. Any one can easily be friendly. But have you developed
+_all your ability_ to smile genuinely? Have you cultivated the hearty
+tone of real kindness so that now it is _unnatural_ for you ever to
+speak in any other way? Do you perform friendly acts of consideration
+for others on _every_ occasion, as second nature?
+
+If your honest answers to such questions must be negative, you are not
+a good salesman of your best self all the time.
+
+[Sidenote: Your Salable Qualities]
+
+Your most salable quality may be dependability, rather than quick
+thinking. If this is the case, concentrate your salesmanship on making
+impressions of the true idea of _your reliability_. Your greatest
+success will be achieved in some field of service where dependableness
+is a primary essential. You may be _naturally unfitted_ to make a star
+reporter, but _peculiarly qualified_ to develop into the cashier of a
+bank.
+
+Should you happen to be unattractive in features, your job is to
+transform your homeliness into a _likable_ quality--not to try to make
+yourself appear handsome. If you are wholly inexperienced, that need not
+be a detriment to your success in the field you want to enter. When you
+have mastered the selling process, your very greenness can be presented
+before the mind of a prospective employer as the best of reasons for
+engaging you. You will be able to make yourself appear desirable because
+you _are_ green in that field, and therefore have no wrong ideas to
+"unlearn."
+
+[Sidenote: Know All of Yourself]
+
+You can greatly improve your chances to get the job for which you are
+best adapted, if you use the reciprocal selling process employed by the
+professional salesman when he sells his services to a house. He meets
+the head of the concern as his man-equal, and does not just offer
+himself "for hire." Such a consciousness of your man-equality when you
+are face to face with a prospective employer can result only from
+certain, analytical _knowledge of your best self_, complemented by
+_knowing how to sell_ the true idea of your particular desirability and
+worth.
+
+Very likely you think you are seriously _handicapped_ in many ways.
+Having made no detailed analysis of yourself from a salesman's
+view-point, you do not appreciate fully the number and the market value
+of the _advantages_ you might have. Probably some of your best, most
+salable qualities are latent or but partly developed.
+
+[Sidenote: Chart Necessary]
+
+List _your_ particular "goods of sale." Put down on a chart, not only
+the qualities you have now, but all the additional ones you feel
+_capable of developing_. Then you will realize vividly that you possess
+many abilities, some undeveloped yet, which are always needed in the
+world. You know that such qualities _should_ be readily salable, to the
+mutual benefit of yourself and of buyers. You are learning the selling
+process in order to make certain that _you can_ sell the best that is in
+_you_, as other men are selling themselves successfully.
+
+Complete your chart by listing your various _defects_. Then study out
+ways to use even _your particular faults_ differently than you have been
+handling them; so that they will help you, instead of being hindrances
+to your success. Think of some people you know, and of how they have
+turned their physical "liabilities" into "assets" of popularity.
+
+The very first sales knowledge you need is of exactly what _you_ have to
+sell. You cannot see _all_ of yourself, your good and bad
+points--yourself as you _are_, and as you _might be_--unless you make a
+detailed chart of your "goods of sale." One of the most important
+immediate effects of such a self-analysis will be increased
+self-respect. Your handicaps will shrink, and the peculiar advantages
+you have will grow before your eyes. You should feel new confidence in
+your own ability.
+
+[Sidenote: Man-Equality]
+
+With this confidence will come a feeling that you are not the inferior
+of another man who has achieved a larger measure of success than you
+have gained. When you start the sale of true ideas of your best self to
+an employer-buyer of such services as you are capable of rendering, you
+will have an innate consciousness of your man-equality with him. You
+should realize that this sale of yourself, like all other true sales, is
+to be a transaction of reciprocal benefits, and should be conducted on
+the basis of mutual respect.
+
+It is your right to take pains that the prospective buyer of your
+services shall sell himself to you as the boss you want to work with.
+Expect him to sell himself to you as a desirable employer just as
+thoroughly and satisfyingly as you intend to sell yourself to him as a
+worthy applicant for an opportunity in his business. When you have
+definite, sure knowledge of your capability and service value, you
+certainly should not be willing to take "any old job."
+
+There is no better way to make the impression of _your desirability_ as
+an employee than to demonstrate that you are _choosing_ your employment
+intelligently. In explaining your choice, give specific reasons for your
+selection of this particular opening. Show that you comprehend _what is
+to be done_. Give some indication of your ability to do it _efficiently_
+and _satisfactorily_. Suggest the _worth_ of your services when you
+shall have proved your fitness.
+
+[Sidenote: Require Employer to Sell You the Job]
+
+The ordinary man who applies for a job in the ordinary way is accepted
+or turned down wholly at the discretion of the employer. If you use the
+selling process skillfully, you will suggest that _you_ are out of the
+ordinary class. Of course, you should demonstrate in your salesmanship
+that you are not over-rating your ability. The other man must be made to
+feel you have sound reasons for your bearing of equality and
+self-confidence when you seek to make sure that in his business you will
+have your best chance to succeed. By showing him that you are taking
+intelligent precautions against making a mistake in your employment, you
+indicate conclusively that you are not merely a "floater," but that you
+have a purpose "to stick and make good."
+
+In the same measure that you require proof of a desirable personality in
+an employer, you should make sure that the work is exactly what you
+expect. See that your prospective "new boss" sells you the job at the
+same time you are selling him your services. If he perceives in you the
+one man who best fits his needs, he will put forth every effort to buy
+your services. Every employer will respect the man who states, with
+salesmanship, a sound reason for selecting and seeking connection with a
+business house; since such a man gives promise of making the sort of
+dependable, loyal worker that every business values and appreciates.
+
+[Sidenote: Sell to Satisfy Real Needs]
+
+The true salesman sells to satisfy _a real need_ of the buyer.
+Therefore, when you have charted your salable qualities, select the
+field of service in which such capability as you possess is needed.
+That, you may be sure, is _your_ right market--the field where you are
+_certain_ to succeed. Enter it, and no other field. Apply there for a
+place of opportunity to serve; with the absolute confidence of a good
+salesman come to satisfy a want, and conscious of his individual fitness
+"to deliver the goods."
+
+You may not get just what you desire at the first attempt. The best
+professional salesman often has to make _repeated_ efforts to close
+orders. But in the end, if you "have the goods," that are needed where
+you bring them, _and you know how to sell true ideas of your best self_
+(as you _will_ know after mastering the selling process) you will be
+sure of getting sufficient opportunities to succeed. You will be as
+certain about getting enough chances as the first-class professional
+salesman is certain of attaining his full quota of business despite some
+turn-downs. _Success is a matter of making a good batting average_.
+
+[Sidenote: Parts of Complete Process]
+
+Remember as you read that you are studying _a completed process_. An
+unfinished sales effort is not _a sale_ at all. You will not be a
+_certainly successful_ salesman until you perfect your knowledge and
+skill in _all the steps_ of salesmanship. You can learn only a single
+part of sales efficiency at a time. The relative significance of each
+point, its full importance in the entire selling process, will not be
+comprehended until you have read at least once all there is in this set
+of books. When you re-study the successive chapters, the details you may
+at first understand but vaguely in a disconnected way will be clear. You
+will comprehend them as various elements of salesmanship which must be
+fitted together to complete the process of selling.
+
+Thus far in the present chapter we have been considering principally the
+"goods of sale." We have been looking at our subject from the
+_material_ aspect. Now let us turn our attention to the mental view of
+sales.
+
+[Sidenote: Mental Nature of Selling Process]
+
+In the effective selling process the skilled salesman is able to be the
+_controlling_ party. _He makes the other man think as he thinks_. As has
+been stated repeatedly, he sells _ideas_, not goods. So the _real
+nature_ of any sale is mental, not material. You must "deliver the
+goods" to the _mind_ of the man to whom you wish to sell your best
+capabilities. You should use the same process as the professional
+salesman, who works to control the _thoughts_ of his prospect regarding
+the line of goods presented. Hence when you plan to make sure of getting
+a desired position, it is necessary that you know _exactly how_ to put
+true ideas about yourself into the head of the person whom you have
+chosen as your prospective employer. Further, you need to know
+_precisely what_ psychological effects you can secure with certainty by
+using skillful salesmanship.
+
+[Sidenote: Three Sales Mediums]
+
+Ideas of your best capability may be sold through three
+mediums--advertising, correspondence, and personal selling. Take
+advantage of all three, wherever and whenever possible, to gain your
+chance for success. Use these mediums with _real salesmanship_.
+
+[Sidenote: Advertising]
+
+If you advertise for a position, think out in detail the impression of
+your true best self that you wish to make on the minds of readers. Put
+_your personality_ into the advertising medium in such carefully
+selected language as will reach _the needs of particular employers_, and
+will not appear to be just a broadside of words shot into the air
+without aim. Indicate clearly that _you_ are not seeking "any old job so
+long as the salary is good." Analyze and know _just what_ you suggest
+about yourself in print. Many a successful business man has sold himself
+through the door of his initial big opportunity by real salesmanship in
+his advertisement of his capabilities.
+
+[Sidenote: Correspondence]
+
+Each letter you write should be regarded as "a sales letter." It makes
+an impression, true or false, of _you_. Take the greatest pains to have
+that impression what you want it to be. Never be slovenly or careless in
+writing to _anyone on any subject_. Put genuine salesmanship into all
+your letters _consciously_; instead of conveying ideas unwittingly,
+without realizing what the reader is likely to think of you and the
+things you write. You can scatter impressions of your best self
+broadcast over the earth by using your ordinary correspondence as a
+medium of salesmanship. So you can open both nearby and far distant
+opportunities for the future; even while you still are training yourself
+to make the most of these chances you hope to gain.
+
+Good sales letters are so rare that the ability to write them has
+erroneously been called "a gift." It is not. Any one of educated
+intelligence can write his ideas; _provided he has clear, definite
+thought-images in his own mind_. But cloudy thinking reflects only a
+blur on paper.
+
+[Sidenote: Using Sales Letters]
+
+A letter that plainly conveys true ideas is a sales letter; for it gets
+across to the mind of the recipient a clear, definite mental impression
+of the writer's real personality and thoughts.
+
+In all your correspondence, throughout the period of preparation for
+your chosen life career, send out true ideas of your best capability. If
+you do, you doubtless will find the door of your desired opportunity
+open by the time you are fully prepared to knock. Successful business is
+always ready in advance to welcome "comers;" whenever and wherever they
+are sighted. Therefore project your personality far and wide through
+your letters. Employ the medium of correspondence, with salesmanship
+knowledge and skill, even when you write the most ordinary messages to
+your acquaintances or to strangers. That is, _think out certain ways to
+sell particular ideas about yourself_; then incorporate these bits of
+salesmanship in your letters.
+
+A young man in his senior year at college selected a large corporation
+as his prospective employer. He did not know any of the executives of
+the company, but he worked out a plan to get acquainted through letters.
+He was especially desirous of entering the field of foreign trade, and
+had made a fairly comprehensive study of the export business. He wrote
+to the president of the corporation, gave a brief outline of articles
+and books he had read; then complimented the great company by declaring
+that he realized the knowledge he had acquired was theoretical and
+abstract, and that he wished to gain practical, concrete ideas by
+studying the methods of the corporation. He enclosed with his letter ten
+cents in postage stamps, and requested that he be sent any forms,
+instruction sheets, sales bulletins, etc., the president was willing to
+let him have for study.
+
+[Sidenote: Getting A Future Chance]
+
+His letter was referred to the vice-president in charge of sales, who in
+turn passed it on to a department manager with instructions to supply
+the matter requested. In the course of a week the college student
+received a bulky package. Meanwhile a letter had been sent from the
+department head which stated that the vice-president in charge of sales
+had referred to him the request for forms, instruction sheets, etc., and
+that they would be forwarded under separate cover.
+
+The student took advantage of the three opportunities opened to conduct
+correspondence with the executives of the corporation. He first wrote
+courteous, carefully worded "thank-you" letters to the president,
+vice-president, and department head. These were all in his own hand, so
+that his good penmanship might make an individual impression. After
+these letters were dispatched the student mastered the material that
+had been sent to him. Then he wrote three supplemental letters of
+appreciation, and made concise comments on some of the methods of the
+corporation, with comparisons from his previous reading of books and
+articles on foreign trade. He stated that he intended to make further
+investigation along these particular lines and that if he learned
+anything he thought might be interesting to the company he would write
+what he found out. In the course of a month he sent a letter which
+detailed his investigations. This he addressed to the department head
+only. But he also penned brief letters to the president and
+vice-president, in which he informed them that he had written in detail
+to the department head.
+
+[Sidenote: Effect of Follow-up Letters]
+
+The correspondence continued throughout the remainder of the student's
+senior year at college. The letters from the business men soon evidenced
+more than formal courtesy. They grew personal and indicated real
+interest. A month before his graduation the student was invited to call
+at the company's office after Commencement. He went, made an excellent
+impression in interviews with the vice-president in charge of sales and
+the department head, and though the ink on his sheepskin was not yet
+dry, he gained his object. He was engaged by the corporation and began
+training as a prospective representative of the company in foreign
+territory.
+
+Thus through the correspondence medium of salesmanship a young man who
+had no advantage of personal influence or acquaintance secured exactly
+the chance he wanted. Similar opportunities are open to any one.
+
+[Sidenote: Personal Selling]
+
+_Every moment of your life when you are in the presence of other people,
+you have chances to sell true ideas about the best that is in you._ You
+will not need to seek such opportunities for personal salesmanship.
+Chances come to you continually to make good impressions on the minds of
+the men and women you meet from day to day.
+
+Be a skillful salesman of true ideas about yourself always, even in the
+most casual relations you have with other people. Sell the best possible
+impressions of yourself to passers-by on the street, to your fellow
+riders in cars, to clerks and customers of stores you visit, to your
+home and business associates. Put selling skill, as second nature, into
+each word, tone, and action of your social and business life.
+
+Realize that in whatever you do or say, consciously or unconsciously,
+you _are_ selling ideas about your capability or your incapacity. You
+are making more or less definite impressions--you are affecting your
+opportunities to succeed, and are forming good or bad habits--all the
+time. _Control the effects of your words, tones, and acts by saying and
+doing, consciously and intelligently, only what will aid in selling
+true ideas of your best capabilities._.
+
+[Sidenote: Practical Psychology]
+
+Of course you already know that each word and tone and act of your life
+makes _some_ impression on the people who hear or see you. But probably
+you have not realized fully that _particular ways_ of saying and doing
+things have _distinct and different effects_, each governed by an exact
+law of psychology. You perhaps do not know now _just what_ impression is
+made by a certain word, or tone, or act. To be a master salesman of
+yourself you need to study the science of mind sufficiently to acquire
+_working knowledge_ of common mental actions and reactions. Familiarity
+with at least the general principles of psychology is of the utmost
+importance in using the selling process effectively.
+
+Do not shy from study of the science of mind because it is an "ology"
+and therefore may seem hard. _You are a psychologist already_. You know
+that certain things you do and say make agreeable or unfavorable
+impressions on other people. In a _general_ way you know _why_. It is
+necessary only that you analyze _specifically_ what you realize now
+rather indefinitely. If you do not care to study a _book_ on psychology,
+just use your own mind as your psychological laboratory for continual
+self-analysis.
+
+Answer for yourself such questions as, "Exactly what effect will this
+particular word, or tone, or act have--and just why?" You can work out
+pretty well the _practical knowledge of psychology_ you must have in
+order to sell ideas about your capabilities most effectively. You simply
+need to apply _purposeful intelligence_ in everything you do and say;
+instead of making impressions without comprehending that by each word
+and tone and act of daily living you are influencing, favorably or
+adversely, your chances to succeed.
+
+[Sidenote: Three Factors of Selling Process]
+
+Think of yourself as one of the _three factors_ of the selling process.
+The _goods of sale_ are your best capabilities, of course. The second
+factor is the _prospective buyer_, the man who has need of such
+qualities or services as you could supply. The _agent of sale_, or third
+factor, is yourself. If you will keep in mind always the conception of
+yourself as _the uniting link_ between your "goods of sale" and the
+prospective buyer, you can be a salesman of yourself every minute. At
+any moment except when you are alone you may encounter and influence a
+possible buyer of your best capabilities. You are continually within
+sight and hearing of people whose impressions of you might affect your
+chances to succeed in life. Therefore always be alert to grasp every
+sales opportunity within your reach.
+
+[Sidenote: Twelve Steps]
+
+It will be essential, also, that you have knowledge of the successive
+_steps_ of the selling process, as well as knowledge of your goods of
+sale and knowledge of practical mind science. Otherwise you might omit
+inadvertently to use some round of the ladder to certain success, and
+tumble to failure. These steps are so important to understand that the
+last nine chapters of the companion book are devoted to them
+exclusively. It will suffice here just to state what they are.
+
+ 1. Preparation For Selling;
+ 2. Prospecting;
+ 3. The Plan Of Approach;
+ 4. Securing An Audience;
+ 5. Sizing Up The Buyer;
+ 6. Gaining Attention;
+ 7. Awakening Interest;
+ 8. The Creation Of Desire;
+ 9. Handling Objections;
+10. The Process Of Decision;
+11. Obtaining Signature or Assent;
+12. The Get-Away That Leads To Future Orders.
+
+[Sidenote: Five Degrees of Effort]
+
+Another element of necessary knowledge about the selling process is the
+classification of sales according to the five degrees of effort required
+to close them.
+
+1. A sale completed by response to the mere demand of the buyer.
+
+_Example_--While a street car strike is on you are driving, an
+automobile down town. A man in a hurry to catch a train stops you and
+says, "I'll give you two dollars to take me to the station." You
+transport him in response to his call for your services.
+
+[Sidenote: Distinguish Degrees of Effort]
+
+2. A sale completed by the buyer's acceptance on presentation only.
+
+_Example_--A man is walking along a country road in the summer time. He
+sees a sign in the door-yard of a farmhouse; BERRY PICKERS WANTED. He
+presents himself as a candidate and the farmer at once engages his
+services.
+
+3. A sale completed immediately after a desire of the buyer has been
+created by a definite, intentional effort of the salesman.
+
+_Example_--A man out of work wants a job that will employ his physical
+strength. He encounters three men who are struggling to load a very
+heavy box onto a truck. He takes off his coat and proves his strength by
+the ease with which the box is lifted when he helps. He inquires which
+of the three men is the truck boss; and asks for a job. He is hired
+because he has made the boss want the aid of his strength in handling
+heavy loads.
+
+4. A sale completed only after persuasion of the buyer.
+
+_Example_--Assume that the truck boss in the next preceding illustration
+refuses at first to hire the applicant who has demonstrated his
+strength. It is necessary then for the man out of a job to talk his
+prospective boss into the idea that he needs a fourth man in his gang.
+
+5. A sale completed only after a decision by the buyer as to the
+comparative benefits of purchasing or of not buying.
+
+_Example_--You and another candidate apply for the same position in an
+office. You appear to be about equal in capability. The employer "weighs
+you in the balance" against the other applicant. This is a sale
+requiring the fifth degree of effort. Manifestly you will need to use a
+very high quality of skill to get into the mind of the prospective buyer
+of services the idea that you are likely to be of more value as an
+employee than your competitor for the place. Then you must skillfully
+prompt him to accept your application.
+
+[Sidenote: Difficult Sales Most Worth Making]
+
+When you appreciate exactly how sales differ in the degrees of effort
+necessary to close them, you will realize the wisdom of preparing to
+sell your particular qualities and services _with full comprehension of
+all the difficulties commonly met_ by candidates for desirable
+positions.
+
+Countless men have died failures because they used throughout their
+lives only the first or second degrees of effort. Consequently all their
+attempts to get good jobs were futile. The non-success of millions of
+other worthy men has been due to their use of no more than the third or
+fourth degrees of selling effort.
+
+[Sidenote: Sales of The Fifth Degree of Difficulty]
+
+Sales of the fifth degree of difficulty sometimes demand knowledge and
+skillful use of the entire selling process. _They are the sales most
+worth making._ The applicant for a new position or for a promotion is
+_certain to succeed_ in his purpose if he knows how to complete a sale
+of the true idea of his best capabilities. In order to do this he must
+control the _weighing process_ of the buyer; and be skillful in
+_prompting acceptance_ of his "goods of sale."
+
+When you _master_ and reduce to _every-day practice_ the fundamental
+principles you can learn from this set of books, you will be assured of
+making a successful average in handling sales of the fifth degree of
+effort.
+
+They are sales of the kind the _professional_ salesman makes with
+complete confidence every day. _His_ methods, applied to the marketing
+of _your_ goods of sale, will work such wonders for you that you soon
+should build up self-confidence equal to the matter-of-fact assurance of
+the master salesman of clothing, insurance, and other _materials_ of
+sale. He _knows_ when he begins a season or starts on a trip that he
+will make a good batting average.
+
+[Sidenote: Desired Results In Selling]
+
+Comprehend, further, exactly what _results_ are desired by the skilled
+salesman whose work is based on scientific principles.
+
+The _immediate_ results desired are:
+
+First, _confidence_;
+
+Second, _acceptance_ of the ideas brought by the salesman.
+
+One who is unfamiliar with the scientific principles underlying the
+skillful practice of the right selling process is unlikely to realize
+that the _first_ sales effort should be concentrated on _winning the
+prospective buyer's confidence in the salesman and in the goods of
+sale_. Failures in selling are often due to the fault of the salesman
+who works primarily for but the _second_ of the immediate results to be
+desired; the acceptance of his proposition--the acceptance of his
+personal capabilities and services, for instance. He neglects, as a
+_preliminary_ to securing acceptance, to gain the _confidence_ of the
+other man. When you undertake to sell your particular good qualities and
+your services to a prospective employer, do not make the mistake in
+salesmanship of omitting the process of first winning his _belief_ in
+you.
+
+[Sidenote: Repeat Sales]
+
+Besides the two _immediate_ results desired by the skillful salesman,
+there is a _permanent_ result to be worked for--an enduring consequence
+desired from the present gains made. That permanent result wanted is
+_the opening of other opportunities for future sales_.
+
+_Complete success in life_ is not assured when the _original_ sale of
+one's best capabilities is closed successfully. Gaining the _initial_
+desired chance does not make it certain that one will succeed in his
+_entire career_. The first sale is faulty if it does not include a lead
+to future opportunities "to deliver the goods."
+
+The right selling process is continuous. Where one sale ends, another
+should be already started. A great many failures of capable men can be
+ascribed to short-sighted concentration on immediate chances. _One who
+would make certain of the success of his whole life must ever look ahead
+to the next possible opportunity for the sale of the true idea of his
+best capabilities, meanwhile making the most of his present chance._
+
+[Sidenote: Service Purpose In Selling]
+
+In order to get the right viewpoint for further study of the selling
+process, you, _the salesman of yourself_, need to comprehend clearly the
+fundamental _purpose_ of all true salesmanship. _It should be the
+service of the buyer in satisfying his real needs._
+
+Few salesmen _know_ what sales service _is_, and _how_ it should be
+rendered. Service is the very soul of the certain success selling
+process. Service must be studied _as a purpose_ until the principles
+underlying the fullest satisfaction of the buyer's real needs are
+mastered, and all false misconceptions of service are cleared away from
+the salesman's idea of his obligation to the purchaser of his goods of
+sale.
+
+[Sidenote: Sales Knowledge Universally Needed]
+
+This brief summary of the principal essentials of sales knowledge has
+been outlined in order to impress on you the practically _universal need
+for a better understanding of the selling process_. Certainly you are
+convinced now that it will pay _you_ to know HOW to sell. Then let us
+look next at _yourself_ in a different light--as a subject of study in
+sales-_man_-ship.
+
+
+
+
+CHAPTER II
+
+_The Man-Stuff You Have For Sale_
+
+
+[Sidenote: The Man Sales-Man Ship]
+
+Your _knowledge_ of sales principles and methods, and your _skill_ in
+selling ideas must be combined with right sales-_manhood_ if your
+_complete_ success in sales-man-ship is to be made certain. Particular
+_man_ qualities are necessary to make you a master _salesman_ in your
+chosen field. "A good man obtaineth favor." So we will study now the
+elements of character required for the most effective sales-_man_-ship,
+and how to develop them.
+
+We shall not consider "Man" in the abstract, nor exceptional ideals of
+manhood. Our thought of the sales _man_ will be concentrated on
+qualities _you_ have or can develop, that are necessary to make _you_
+most efficient in selling ideas about _yourself_.
+
+Some radical _changes_ in your present character may be required. But
+you will need principally to _grow_ in order to attain the full stature
+of sales manhood that is necessary to gain complete success. If your
+manliness is dwarfed now, you cannot succeed largely in selling true
+ideas of your best and biggest capabilities, until you rid yourself of
+the character faults that are stunting your growth as a sales _man_.
+
+[Sidenote: The Little Man Out-of-Date]
+
+Realize at the outset that the time has passed forever when the _little_
+man, with the narrowly selfish outlook for "Number One," might succeed.
+The demand of the future will be, however, not so much for BIG men as
+for big MEN. The world no longer looks up to Kaisers and Czars. Success
+has ceased to be merely a towering figure. Hereafter the one sure way to
+succeed will lead through the door of _brotherly understanding of the
+other fellow_, into the _common heart of mankind_. Only sales_man_ship
+can open that door with certainty.
+
+We are entering a new business era, where the old individualistic
+methods of attaining so-called "success" will be worse than useless.
+Many of them even now are forbidden by law. All the practices of the
+"profiteer" and his ilk are discountenanced by far-seeing people. Men of
+vision perceive that the size of To-morrow's Success will be measured in
+direct proportion to its quality of _human service_.
+
+"SERVICE" is the motto of the highest salesmanship. Therefore, in
+shaping your plans to succeed, start with the resolve to make yourself a
+truly big sales MAN. Do not copy the little, selfish models of
+Yesterday. Study the signs of the times. To be out-of-date is equivalent
+to being a failure.
+
+[Sidenote: Pint and Bushel Men]
+
+You will need to be big in ability, in imagination, in energy, in your
+ideals--but most of all you must be big in MANHOOD. If you are little
+and selfish in your life purpose, you cannot be certain of success in
+selling to a truly BIG man the idea that you are fully qualified for his
+service. Before making any attempt to sell yourself into a desirable
+position, take pains to develop as much _man quality_ as characterizes
+your prospective employer. You cannot comprehend him if you fall short
+of his standard of manhood. To-day the biggest buyers of brains and
+brawn recognize their obligations of human brotherhood. If you are
+little and self-centered, how can you reach into the mind and heart and
+soul of another man who is genuinely BIG? How can you impel him to think
+as you wish?
+
+The little man even doubts the existence of big manhood. He cannot
+comprehend such size. A pint measure, however much it is stretched, is
+utterly unable to contain a bushel. But the larger measure easily holds
+either a pint or a bushel. Similarly if you are big in _manhood_, you
+can comprehend alike the little man and the big man. You will be able to
+deal successfully with both.
+
+[Sidenote: The Clothing Of Manhood]
+
+It is not sufficient, however, that you grow to the full stature of your
+biggest man possibilities. It is necessary also that you be _clothed in
+the characteristics of manhood_ in order to be _recognized_ as a man.
+When you were only an infant, you were safety-pinned into a square of
+cloth once doubled triangularly. You graduated to rompers at a year and
+a half or two. Then you put on knee-pants, and afterward youth's long
+trousers. Now you wear the clothes of a full-grown man. You would not
+think of dressing in knickerbockers, or rompers, or--something younger,
+to present your qualities and services for sale. Yet your outer garb is
+much less important to the success of your salesmanship than is your
+_clothing of manhood._
+
+[Sidenote: What is Your Man Power?]
+
+If you hope to assure yourself of man's-size success in life, plan that
+wherever you are you will make the instant impression that you are
+"every inch a man," not just an overgrown baby or boy. Follow the
+example of Paul, that incomparably great salesman of the new ideas of
+Christianity. He wrote in his powerful first sales letter to the
+Corinthian field, "When I became a man, I put away childish things."
+_Compel respect_ by your sound virility. Have a well-founded
+consciousness that in manhood you are the equal of any other man, and
+you can make everybody you meet feel you are a man _all through_.
+
+What is your size as a sales _man_ now?
+
+Ask yourself this question, and answer it frankly. In order to make sure
+of selling yourself into the opportunities you want, you must take your
+own measure and fit your manhood to the selling process you have begun
+to learn. Beyond a doubt you are now a sales man of _some_ size. You are
+selling your physical or mental powers, your services of this kind or
+that, with a degree of efficiency directly proportionate to your
+man-power.
+
+[Sidenote: The 1/4 m.p. Man]
+
+If you are only a 1/4 m.p. salesman at present, you lack three-fourths of
+the man capacity needed to handle with certain success all the
+opportunities of full-size manhood. You were not limited by Nature to 1/4
+m.p. size. You were born with _full man capacity_. You are like a
+gasoline motor developing but a quarter of the power it was designed to
+produce--not because of any structural fault in the engine, but simply
+for the reason that it does not function _now_ as it was intended to
+operate, and as it can be made to work _in the future_ if it is
+overhauled and put in perfect condition. The full power capacity
+originally built _into_ the motor needs to be brought _out_. Likewise
+_your_ man-power plant requires to be made as efficient as possible, in
+order to assure you of full man-capability for achieving success.
+
+Maybe your chief fault is poor fuel, and what you most need is good
+"gas." You have not been filling up your mind with the right ideas. Or,
+perhaps, your piston rings leak; and you lack the high compression of
+determined persistence. Another fault might be in your carburetor--you
+are not a good "mixer." Or your spark of enthusiasm may be weak. It is
+possible, too, that your fine points are caked over by the carbon of
+accumulated bad habits. Maybe you have a cracked cylinder--your health
+is partly broken down. The fault is in your timer, perhaps. You are not
+"on the job" when you should be.
+
+[Sidenote: Your Manhood Can Be Re-built]
+
+No matter what ails your particular engine, _it can be repaired or
+rebuilt into a full one-manpower motor of efficiency_. If you limp and
+pound along with but a quarter of your capability, it is your own fault
+for not overhauling your power plant. Don't continue as a 1/4 m.p. man and
+blame anybody else, or curse your bad luck because you can't make speed
+and carry the load necessary to succeed. _Stop trying to go on crippled
+or clogged in manhood_. Run yourself into the repair shop right away and
+"get fixed."
+
+You can make your manhood over.
+
+There is full-man capability in you. You can get it all out and put it
+to work for your success.
+
+You have the ability to re-make your _character_ entirely, without
+changing _your individual nature_.
+
+You must accomplish transformation into _your best self_ before you can
+make the most of your opportunities to sell your abilities and services.
+It will not suffice that you just are _willing_, or _desire,_ to become
+a first-class salesman of your particular "goods of sale." Merely
+acquiring information or _knowledge_ of the selling process is not
+enough to assure your success in life. Even the most skillful _practice_
+of all the sales principles and methods you learn will be insufficient
+to guarantee your success--if you do not develop your full _man
+capacity_ for sales-man-ship.
+
+[Sidenote: Essentials of the Master Sales Man]
+
+The result of the necessary changes and growth in _your_ manhood will be
+an enlarged conception of _all_ men--your greater capacity to understand
+and to handle _any one else_ successfully.
+
+It is entirely possible for you to develop and cultivate every essential
+quality of the master sales-_man_, and still to be just _yourself_.
+
+[Sidenote: Good Appearance]
+
+The high grade professional salesman makes the best _appearance_ of
+which he is capable. Surely you can do that, too. You can train yourself
+to grace and ease in your bearing. However unsatisfactory your features
+may be, you certainly are capable of looking pleasant, and therefore of
+being attractive. It is possible for you to have well-kept hands and
+hair; to wear suitable, clean clothes; to be neat.
+
+[Sidenote: Physical Capacity]
+
+First-class salesmanship requires, too, a high degree of _physical
+capacity_ for the most effective performance of the selling process. You
+need health, virility, energy, liveliness, and endurance, in order to
+sell effectively _the idea that you are physically able_ to fill the job
+you want most. Physical incapacity is a handicap in almost any vocation.
+It can be remedied. It _must_ be remedied as fully as possible in your
+case. You may not be very robust naturally, _but you can make the most
+of the constitution you have_, with certain success as the incentive
+for your fullest possible physical development. Few of us are as well as
+we _might_ be.
+
+[Sidenote: Mental Equipment]
+
+Whatever your physical shortcomings, there can be no doubt that you are
+capable of developing all the essential _mental_ equipment of the
+successful salesman. You only need to comprehend a few elemental laws of
+mind science; and then to _train_ yourself to the utmost of your
+particular ability--in perceptive power, alertness, accuracy,
+punctuality, memory, imagination, concentration, adaptability to
+circumstances, stability, self-control, determination, tact, diplomacy,
+and good judgment.
+
+Does this seem like a long list of difficult accomplishments? Examine
+the items, and realize how easy it is to develop these mental qualities
+of masterly sales_man_ship.
+
+Perception is simply looking at things with your mind as well as with
+your eyes.
+
+Alertness is no more than mental sharp ears.
+
+Accuracy results from taking pains to be right.
+
+Punctuality is a habit of mind that anyone can develop.
+
+Memory is acquired by practice in remembering things.
+
+You use _some_ imagination every day--use _all_ your imaginative power.
+
+Likewise you occasionally concentrate your thoughts. More exercise in
+concentration will develop this mental characteristic.
+
+You adapt yourself to circumstances when necessary, or when you choose.
+You can train yourself so that you will be prepared to meet anything
+that may happen.
+
+You have a degree of stability of character, otherwise you never would
+accomplish anything. Increase your steadfastness by sticking to more
+purposes.
+
+Similarly determination, self-control, tact, diplomacy, and good
+judgment are merely the natural results of _continual practice_ to
+develop these mental qualities.
+
+[Sidenote: Emotional Qualities]
+
+The principal _emotional_ or _heart_ qualities required in masterly
+selling are ambition, hopefulness, optimism, enthusiasm, cheerfulness,
+self-confidence, courage, persistence, patience, earnestness, sympathy,
+frankness, expressiveness, humor, loyalty, and love of others. Think of
+these one by one, and realize how many of them you already possess to a
+considerable degree.
+
+You may not be optimistic; perhaps you lack self-confidence, or maybe
+you are wanting in courage. But with the possible exception of these
+three "heart" qualities of the master salesman, you are not deficient
+now in the emotional essentials of successful salesmanship. You need
+only a _higher degree_ of each.
+
+Develop all your capability in the other qualities, and you will find
+you have become an optimist. Your self-confidence, too, will grow as
+fast as you increase your ability. When you are full of optimism and
+self-confidence, you will not find it difficult to create courage within
+yourself. _Then you will have the complete emotional equipment of a
+master salesman._ The exact way to develop courage with certainty is
+explained in the second chapter of "The Selling Process," with especial
+reference to the professional salesman, who _must_ meet his prospects
+courageously in all circumstances if he would succeed.
+
+[Sidenote: Ethical Essentials]
+
+Nor is it hard for you to qualify yourself _ethically_ for mastery of
+the selling process. Surely your intentions are right. You mean to be
+honest and truthful. You can be of good moral character. You expect to
+be reliable. It should be easy for you to love your chosen work.
+
+[Sidenote: Spiritual Capacity]
+
+There remains, finally, the essential of _spiritual capacity_ for
+selling. It comprises idealism, vision, faith, desire to serve, ability
+to understand other men. Perhaps you are deficient in some of these
+spiritual qualities now. But with idealism all about you in the spirit
+of the world cannot you, too, lift your eyes to higher purposes than the
+satisfaction of merely selfish desires? Are you not able to look
+broadly, instead of narrowly at life? You know you must have faith--that
+you cannot make sure of success if you doubt. Your mission as a true
+salesman of yourself should be to serve your prospects by satisfying
+their real needs for the abilities you have. Love of others results from
+serving them with what you can supply that they lack.
+
+In no respect, then, from personal good appearance to spiritual
+capacity, need you be other than _your best possible self_ to qualify
+for certain success with the selling process.
+
+[Sidenote: Change and Growth Necessary]
+
+Reference has been made repeatedly in these pages to the necessity for
+_change_ and _growth_ in your man character before you can become a
+master salesman of your full capability for success. Of course you
+cannot change your _nature_ into a different _nature_; any more than one
+form of life can be transformed into an entirely distinct form of life.
+It is impossible to develop a carrot into a calla, or to make a dog of a
+pig. But the _elements_ of any particular form of life may be altered,
+most radically.
+
+[Sidenote: Develop Use, Activity and Quality Of Elements]
+
+So you can develop: (1) the _use_; (2) the _degree of activity_; (3) the
+_quality_, of any element in your present salesman equipment.
+
+For example, it is generally recognized that suitable clothes help to
+create a good impression. Therefore you should _use_ to the _highest
+degree of activity_ and of _quality_ what you know about the effect of
+dress in helping to create a good impression. But, to particularize, do
+you (_use_ your knowledge) polish your shoes, even if it is no more than
+flicking off the dust with your handkerchief, every chance (_highest
+degree of activity_) you get when they need it? And when you polish your
+shoes in the morning preparatory to starting your day's work, do you
+just give them "a lick and a promise," or do you "make 'em shine?"
+(Highest degree of _quality_.)
+
+[Sidenote: Animal Training]
+
+The "stupid" pig can be taught to do as phenomenal tricks as the
+"intelligent" dog. It is possible to train a pig so that he will appear
+to be able to discriminate among colors, to tell time, even to perform
+simple operations in arithmetic. At the circus or vaudeville we sit in
+wonder while the "educated" stupid pig, alertly afraid of the trainer's
+whip, performs stunts of seeming _intelligence_. Under the stimulus of
+fear he acts like a quick-thinking dog. In truth he _has_ been changed
+by training, from the _pig characteristic_ of utter stupidity to the
+_dog characteristic_ of rudimentary intelligence. But in _nature and
+form_ he remains just a pig. If you should see him among other pigs in a
+pen, you never would mistake the "educated" pig for a fat puppy.
+
+In the trained pig the _use_ of his pig mind is developed to an unusual
+degree of _activity_ and of _quality_ to save himself from punishment
+and to gain the tidbits that reward his performance of tricks. The
+purpose of the trainer is accomplished by changing and developing the
+_mind functioning_ of the pig. No trainer would attempt to change the
+_nature_ of a pig--to develop a pig into an elephant, a different
+_creature_. Only _characteristics_ can be changed or developed.
+
+[Sidenote: Plant Development]
+
+Luther Burbank has accomplished with plants even more extraordinary
+changes and developments in characteristics than have been achieved by
+the most expert trainers of animals. He could not make a carrot into a
+calla; but he did take the dwarf natural calla plant and develop it into
+a splendid lily that bears flowers measuring a foot across the petal. He
+also multiplied the characteristic colors of the natural calla and has
+evolved great blossoms of a score of shades, from pure white to jet
+black.
+
+The noted plant wizard developed, too, the naturally small, hard, dry,
+sour prune and transformed it into a juicy, sweet fruit that is bigger
+and more delicious than our common plum.
+
+He also succeeded in altering radically an element of the natural
+walnut, which had a characteristic covering skin of bitter tannin over
+the meat inside the nut shell. For countless centuries walnut trees had
+been in the habit of covering the meat of their nuts with this tannin
+skin. Luther Burbank trained selected walnut trees to give up this fixed
+bad habit, and to produce nuts the meats of which were not enveloped in
+bitter coverings.
+
+[Sidenote: Man Making]
+
+Since expert trainers have been able to accomplish such marvelous
+changes and developments in the characteristics of lower animals and
+plants--not changes in the form of life, but alterations so nearly
+miraculous that they seem almost to be changes in nature--is there the
+least doubt that you, a _man_, excelling every other animal, and every
+plant in consciousness and intelligence, are capable of the most
+radical, elemental changes in your present self?
+
+Cannot _you_, then, certainly develop and _use_ to a much higher degree
+of _activity_ and _quality_ the MAN characteristics you now possess? Of
+course you can! You need but to learn the _science of yourself_--to get
+full knowledge of what you are and of what you might be--by studying the
+_big, best qualities in you_. After that you will need _to make the
+most_ of what you learn about your true self. Intensive self-study will
+reveal to you all the possibilities of your enlarged and bettered
+personality. When you know you have developed your biggest, best
+manhood, you certainly will feel increased power to sell your "goods."
+
+Of all living creatures, Man is the most adaptable, is capable of the
+greatest development, and responsive in the highest degree to desires
+from within and to influences from outside himself. Only a stupidly
+ignorant man would hold to the belief that the elements of his character
+cannot be radically changed and developed. At present you may be
+handicapped with what you have considered "natural disqualifications"
+for success. Then _study_ yourself thoroughly, _one detail at a time_.
+Follow this self-analysis by intelligent practice in the active use of
+your best qualities, and determine to _change_ your "disqualifications"
+into _salable characteristics_ that will help you to succeed.
+
+[Sidenote: No Normal Man Lacks Qualifications For Success]
+
+Certainly a slouch can straighten up, wash his dirty hands and face,
+dress neatly, and suggest proper regard for his appearance. The physical
+weakling is able to build considerable strength into himself. Dullards,
+unless their brains are stunted, may develop surprising intellectual
+keenness. Careless men can train themselves to painstaking accuracy.
+Individuals who are habitually late may become models of punctuality.
+The man of flighty thoughts can concentrate. It is possible to control a
+quick, bad temper. Tact, diplomacy, and good judgment can be learned and
+used efficiently by the countless thousands of people who now are
+tactless, undiplomatic, and characterized by poor judgment.
+
+So it is with the principal emotional, ethical, and spiritual qualities
+of the master salesman. _You_ have them _all_, elementally. _Certainly
+you can develop any selected element to higher activity and use it_ to
+help you sell true ideas of your best capabilities.
+
+Maybe you have fought long and vainly for self-confidence, for courage,
+for will power. Perhaps you have realized for years that you are slow in
+perception, and have struggled to make yourself take mental snap-shots
+of details and conditions. You have wished and willed and worked to be
+agreeable and courteous; yet perhaps you lose friends by your
+characteristic disagreeableness and lack of courtesy. If, in spite of
+all you so far have done to improve yourself, you have been unable to
+get rid of your faults and defects, you are apt to question the
+statement that you _certainly can_ develop such qualities as you most
+desire.
+
+[Sidenote: Decision Will Power Hard Work Insufficient]
+
+No doubt you have _decided_, probably you have _willed_, very likely you
+have made a _persistent struggle_ to change your characteristics. You
+honestly have tried hard to grow, and to increase your man capacity.
+Consequently your failure may have left you rather hopeless about ever
+succeeding as you once expected to succeed. Perhaps you have given up
+your case as "too tough a job." We will assume that you are not so young
+as you wish you were, and that you have committed to memory the
+fatalistic, hoary lie, "You can't teach an old dog new tricks." But
+recall the fixed habit of bitterness the walnut had for centuries, the
+color and size of the natural calla, the sour taste of the little wild
+prune, which the plant wizard changed most radically without using any
+"wizardry" at all. He just _applied scientific knowledge_ in his
+training of walnut trees and callas and prunes and other forms of
+vegetable life. Have you tried his method of development? Do you know
+exactly what he did?
+
+If Luther Burbank had merely _desired_ and _willed_ that the walnut
+should give up its old bad habit, he never could have accomplished the
+job of development. He might have _insisted persistently_ for a
+life-time that the little, sour, dry prune should become more luscious
+and larger than the plum; but it would have remained the same in size
+and other characteristics as it always had been, despite his continued
+determination. Desire, will, and persistence were but preliminary steps
+toward the complete accomplishment of his purpose with the prune.
+
+[Sidenote: Luther Burbank's Method]
+
+Burbank worked out in his mind and by actual experiments _distinctive
+methods_ of development--_development and changes along particular,
+definite lines._ He selected for the prune he _wanted to produce,_ (an
+imagined, ideal prune) certain desirable qualities of the plum--the best
+plum characteristics. He studied _what produced these particular
+qualities in plums_. Then with his exact, scientific knowledge of the
+_similarity in nature_ of the plum and the prune, and his equally
+definite knowledge of the _differences in their characteristics_,
+supplemented by his knowledge of _exactly what produced_ the difference
+in the two fruits, he started his experiments with natural prune trees.
+
+He led specimens through a pre-determined scientific process of
+training. He succeeded in getting his experimental prune trees to
+develop discriminatively, almost as if they had the power of choice,
+_particular plum qualities in preference to others._ But the result was
+not a transformation of the prune trees into plum trees. The fruit of
+the tree he evolved was just a _perfected_ prune. He simply developed
+_all the capability_ the prune had originally to be _like_ a plum in
+deliciousness.
+
+[Sidenote: Natural Growth Without Struggle]
+
+Note just here one very important feature of the Burbank method of plant
+development and change. It did not involve any _struggle_ or _hard work_
+on the part of his trees. He merely provided _natural_, but
+scientifically _selected_ conditions and food; knowing that his prunes
+then would grow naturally in the particular ways he wanted them to
+develop, and in no other ways at variance with his plan.
+
+Perhaps the primary fault in your ineffective effort to develop yourself
+into the man you want to be, is that it has been a _struggle_. _Natural_
+growth always is _easy_. Growth involves a struggle only when one or
+more of the _means_ of natural growth are lacking. Luther Burbank wished
+his prune trees to develop certain selected qualities of the plum.
+Therefore he provided his wild prunes with the same means he had used
+effectively _with plums_ to increase _their_ lusciousness. He knew these
+means should have a _similar_ effect on _prunes_. When he had provided
+the natural means of discriminative development, he left the rest to the
+_natural growth_ of his prune trees. They began to develop the selected
+plum qualities _easily_, and generation after generation became more and
+more like plums.
+
+[Sidenote: Two Bases Of Growth Mind and Body]
+
+Now let us consider briefly: first, the _bases_ of natural, easy growth
+of selected man qualities; second, the _processes_ that take place in
+the development of desired man qualities, some of which may not have
+seemed to exist previous to the evolutionary training; third, the
+training _methods_ that should be employed to make these processes most
+effective and to produce the particular results wanted and no others.
+
+There are _two bases of development in every one_--the inner and the
+outer man. The _real himself_ is the inner man, which psychologists call
+the "Ego." But there is something else in the make-up of every man, his
+_body_. Each of us recognizes his body--not as _himself_, not as his
+ego--but as _belonging to_ the real, or inner himself. A man thinks and
+says, "_my_ body" just as he considers and refers to anything else that
+is his.
+
+The discrimination between the two parts of "_You_" must be understood
+at the very start of your self-development. All your plans for the
+growth of the characteristics you need to assure your success should be
+based on comprehension of your _duality_. The two "You's" in yourself
+not only are distinctly _different_, but they are also very intimately
+_related_ in all their functions. Neither your "ego" nor your body is
+independent of the other part of your duality. So, of course, both must
+co-operate fully in every _process_ of your self-development; and your
+_training methods_ should be planned for the bettered growth of your
+inner and outer man _as a team_.
+
+[Sidenote: Team-work Processes]
+
+You understand now that your growth should be on a dual basis; that you
+have two different men to develop, not just one; and that they must be
+handled _discriminatively_, but _together_.
+
+Next it is necessary that you know in _exactly what ways_ the activities
+of the mind man, or ego, are related to the activities of his body, or
+the physical man. Otherwise you cannot comprehend the team-work
+processes by which any desired qualities of manhood can be developed
+from their rudiments. Perhaps the reason you have not yet succeeded
+fully is that you have been a "one-horse" man and have not trained your
+dual self to be an effective _mind-and-body_ team pulling together. It
+takes both mind and body to bring to market successfully all the "best
+capability" of a man.
+
+[Sidenote: Training Methods]
+
+Evidently, as a pre-requisite to self-development, one should have
+knowledge of the particular processes that result _surely_ in natural,
+easy, rapid growth. Otherwise he would be more than likely to employ a
+wrong or only partly right _method of training_. So as a student of
+yourself you need to start with comprehension of your two _bases_ of
+development, mind and body. It is necessary next that you acquire
+scientific knowledge of the distinct but related _processes_ of
+developing your two selves severally to work together as a team. Then
+you must learn the particular _methods_ of cooeperative mental and
+physical training that are most effective in accomplishing the man
+growth you desire.
+
+[Sidenote: Neither Mind Nor Body A Unit]
+
+Not only have you two selves, but neither "You" is a _single unit_. Your
+mind, as well as your body, is made up of distinctly different but very
+intimately related and associated _parts_. Your "mind" cannot be
+developed as a _whole_. Its parts must be severally bettered and
+strengthened in coordination, just as the physical man is developed by
+training his various muscles.
+
+You know you have _distinct sets of muscles_ which all together make up
+your _composite body_. Perhaps, however, you have not realized before
+that your _mind_ is not a _unit_, but is made up of innumerable distinct
+"mind centers," each of which functions as independently of the others
+as your set of eye muscles operates independently of the set of muscles
+governing the movements of one of your fingers. And possibly you do not
+know that each _mind_ center has a distinct _brain_ center, which
+functions for that _particular part alone_ of your whole mind. _Each
+associated mind-and-brain center_ also has direct, distinct nerve
+connections _with only one set of muscles_.
+
+In fact, you are "a many-minded, many-bodied" man--a collection of
+mental and physical _parts_, a composite man rather than a man unit.
+These several parts are in large measure practically _independent_ of
+one another. One set of body parts "belongs to" only its particular
+associated set of mind parts, or mind center.
+
+[Sidenote: Independent Mind and Body Centers]
+
+If you were constituted otherwise, your life would be very precarious;
+for the injury or destruction of even a minor part of your body would be
+fatal to the whole unit. As it is, you can lose a finger without
+affecting your eye-sight in the least. So you might suffer a localized
+brain injury that would completely paralyze a finger, without impairing
+your sight at all. Either the mind center that governs a finger, or the
+set of muscles in that finger can be affected without necessarily
+reacting upon any _other_ mind center or any _other_ set of muscles.
+
+[Sidenote: Interrelation Of the Ego And Physical Man]
+
+_But if the mind center that governs a certain set of muscles is
+affected, that set of muscles also is directly affected and at once.
+Likewise if anything happens to a particular set of muscles, the
+reaction is instantly transmitted to its associated mind center through
+the "direct wire" nerves and brain center which particularly serve that
+part of the mind_.
+
+Great scientists have studied mental and physical phenomena in
+inter-relation and have learned certain facts. For example, it is known
+that "the mind" not only affects the general functions of "the body,"
+but also the rate of bodily activity and the chemistry of body tissues.
+Long-continued hard thinking actually does "wear a man out." It consumes
+blood and brain tissue. It "slows him up." It may impair his digestion
+and appetite. We all know these things, but the scientists know just
+_why_ we feel _physically_ tired after using only our _minds_.
+
+They have learned also that every activity of the _mind_ has a direct
+effect on the _brain substance._ That is, each mind operation _through_
+the brain _changes_ its physical structure in some degree. Mental effort
+or relaxation increases or decreases the amount of blood in the brain.
+When you have been using your mind very hard, your head "feels heavy,"
+and it _is_ unusually heavy then on account of the extra amount of blood
+weight. Even the temperature of the brain, particularly of that portion
+of the brain which is especially functioning at a given moment, is
+changed with every mental effort.
+
+[Sidenote: Slow Muscles Slow Mind]
+
+There is abundant scientific proof that the quality and quantity of
+muscle, brain, and nerve (_physical_) activity in a particular
+individual are accompanied by corresponding qualities and quantities of
+_mental_ activity. That is, when a person's muscle action, nerve
+response, and brain action are sluggish, his _mind_ also develops a
+characteristic of slow action. And vice versa.
+
+We say of a certain acquaintance that he has an alert mind. But his
+"ego," or mental self, could not act quickly and alertly if his _brain_,
+the physical instrument of his _mind_, did not receive and transmit
+impressions swiftly to his mentality. The _brain_ does not _think_. It
+is as purely physical as any other part of the body. It just _handles_,
+or transmits in and out, to and from the _mind_, the various impressions
+sent _in_ by different sense muscles, and the mental reflexes or
+impulses sent _out_ by the innumerable mind centers. Your mind works
+_through_ your brain. Of course, therefore, the quality and quantity of
+mental work _you_ are capable of doing are limited by the degree of
+handling-or-transmitting _efficiency_ characteristic of _your_
+particular brain structure.
+
+[Sidenote: Value of Practical Psychology]
+
+Any interference with the _brain_ quality or quantity of an individual
+naturally interferes with his normal _mental_ functioning. If a
+particular part of a man's brain is injured, the associated mind center
+is harmed likewise and his mental _quality_ is affected in proportion.
+Should a certain portion of his brain be cut out, the total _quantity_
+of his mental powers would be correspondingly reduced. We all know these
+things about the brain and the mind. But only a few scientists are
+familiar with many _details_ of the _inter-relation of mind and brain
+and muscles_, which should be known to all people who want to make the
+most of themselves. The salesman of himself needs to understand his
+"goods" thoroughly; so as we study the selling process that completes
+the secret of certain success, we dig into _practical psychology_ a
+little way now in order to stimulate in you a desire for further
+exploration of that gold mine of opportunities.
+
+[Sidenote: Physical Manifestations of Ideas]
+
+The mind depends on the brain, in coordination with the nerves and
+muscles, to _express_ thoughts. That is how your _inner_ or "ego"
+sales-man gets his ideas _out_ of your physical salesman, and _shows
+them_ to the minds of prospective buyers. You can make another person
+conscious of your thoughts only by some _perceptible physical
+manifestation_ of the idea you wish to convey to him. Evidently, then,
+in order to succeed in developing your big sales manhood and in making
+effective impressions of it on others, you must learn both _how to
+think the ideas of big manhood into your own mind_ most effectively and
+how to _show them outwardly_ with masterly skill. The first process is
+man development; the second is sales-_man_-ship, or _manhood
+self-expression for the purpose of controlling the ideas of other men_.
+
+[Sidenote: Selling A Thought]
+
+There is but one way to indicate or express what is going on in your
+mind. Your thoughts can be physically shown only by _muscular action_ of
+some kind. Brain and nerve action are hidden, but muscle action can be
+perceived. If your _muscular action_ expresses exactly the _idea_ you
+desire and will and use it to manifest, your mind is able to get its
+_thought_ across to another mind--_to sell_ the idea.
+
+Conversely, if your muscle action--your outer, perceptible
+self--expresses something _different_ from your thought intention, your
+mind has failed to make the true impression of your idea. It may be that
+an impression directly contradictory to your thought has been made by
+your muscles working at cross purposes. So the truth in your mind won't
+get across to the other man's mind--not because your _idea_ was untrue,
+but because it has not been _physically interpreted_ by your muscles as
+you _intended_. For example, you might stand so much in awe of a man you
+greatly admire that you would avoid speaking to him, and in consequence
+would appear to him indifferent or cold. Your physical appearance would
+belie your intentions.
+
+Perhaps, if you have failed in life or have only partially succeeded,
+despite the qualifications you possess for complete success, your
+_muscles_ may be principally to blame. The parts of your idea-selling
+equipment that _can be perceived in action_ probably have not "delivered
+the goods" of sale correctly.
+
+[Sidenote: How Knowledge is Accumulated]
+
+Not only is your mind absolutely dependent on the muscular system of
+your body for any true _expression_ of the real _you_ inside; it
+likewise must depend on the activity of your various sets of muscles to
+get all the _incoming_ sense impressions that make up whatever
+_knowledge_ you have.
+
+Have you realized how your present fund of information was accumulated?
+Everything you know came into your conscious mind originally through
+impressions first made on your various "sense" muscles, and then
+transmitted by nerve telegraph to directly connected brain centers,
+which in turn passed on to their associated mind centers these original
+impressions of new ideas. Many repetitions of similar sense impressions
+were needed to register permanently in your mind your first conceptions
+of different colors, scents, etc. Thus you learned to think. The process
+was _started_--not by your _mind_--but by your various "sense" muscles.
+These received from your environment impressions of heat, cold,
+softness, hardness, etc., and passed them in to associated brain-mind
+centers, which thus commenced to collect knowledge about the world which
+you entered with a mind _absolutely empty of_ ideas.
+
+If a child might be born with a good brain, but with his general
+muscular system completely paralyzed, _he could learn nothing at all_
+regarding the world. He would have no conscious mind. No sense
+impression of smell, light, taste, sound, or feeling could be received
+by the brain of such a child; for no original perceptions of any kind
+could be taken in. He would be like a complete telegraph system with
+every branch office closed. No intelligence would be transmitted; since
+no message could be even filed for sending. Because of the paralysis of
+the sensory muscles, the child's conscious mind would remain blank.
+
+[Sidenote: Each Mind-Center Must Be Developed Specifically]
+
+Recall now that you have a _multiplex_, not a single brain. That is,
+your so-called "brain" is made up of innumerable, distinct "brain
+centers" which function quite independently of one another. No
+particular unit requires help from any of the others in order to do its
+especial work with full efficiency. _Each center attends only to its
+specific business in your life_. It rests, or relaxes from activity,
+when it has nothing to do; or when the particular muscles it governs are
+not in use. And, of course, when a certain _brain_ center rests or is
+inactive, its associated _mind_ center also rests or is inactive.
+
+As already has been stated, the mind of a man is built up, _through_ the
+brain instrument, by the _sense impressions_ transmitted to his
+consciousness. In other words, _all he knows with his mind first came
+into his mental capacity from outside impressions of things and ideas_.
+The fewer the impressions that come into the mind through the brain, the
+less does a man know. And only the impressions that come into a
+_particular_ mind center develop _that_ center. (For example, the
+development of keenest eyesight by many _optical_ impressions would not
+affect at all a man's ability to discriminate among the tones of music,
+would not give him "a good _ear_.")
+
+[Sidenote: Weak or Undeveloped Centers]
+
+It is evident, therefore, that if a _particular brain center_
+temporarily or permanently is deprived of right and sufficient exercise
+in transmitting sense impressions, _its coordinated mind center_ will be
+stunted in its growth or starved for lack of mental food. This is why a
+man is awkward in using his native tongue when he returns to the country
+of his birth after a long residence among people of a different nation
+where that language was not spoken. But a little exercise of his brain
+in transmitting again the sound of his native tongue will quickly
+stimulate his mind with the renewed supply of this particular mental
+food to which it formerly was accustomed. In a few weeks he will use
+the old language naturally; whereas another man, who never had spoken
+it, would require years to build up such full knowledge from a start of
+complete ignorance of the language.
+
+Evidently, too, a _weak_, undeveloped brain center would be incapable of
+receiving _strong_ mental impulses from its coordinated mind center, and
+of transmitting them in full strength to the particular muscles governed
+by that mind center. This is why, if a man's _brain center_ of courage
+is undeveloped, even the most courageous _thoughts_ will not make his
+body _act_ bravely. His legs may run away against his will to fight. The
+physical instrument of his mind (his brain), and also certain associated
+sets of muscles, must be sufficiently exercised in the _action_ of
+courage to build up within him the _physical structure_ of fearlessness
+that will be instantly responsive to a _mental attitude_ of bravery.
+
+[Sidenote: Right Exercise for Development]
+
+If for any reason the brain instrument is weak or undeveloped, it can
+handle only weakly either in-coming messages to the ego from the senses,
+or out-going impulses from the mind to the muscles. So, because of this
+undeveloped brain instrument, the full capability of neither the inner
+nor the outer man can be built up and put to use. Obviously, therefore,
+if one is ambitious to succeed, he needs to know and to practice the
+_coordinated mind-brain-muscle exercises_ that will increase the
+quantity and better the quality of his man capacity. Since he is a
+"many-minded, many-bodied" man, _general_ physical and mental exercise
+will not develop the _particular_ qualities required to assure his
+success. Each and every mind-brain-muscle set must be built up
+individually by _specific_ exercises which strengthen _that particular
+unit_ of the multiplex man. Then, of course, all his units should be
+taught to work _together_ to make his success certain with his
+all-around capability fully developed and coordinated.
+
+[Sidenote: The Discriminative-Restrictive Method]
+
+Luther Burbank worked out "discriminative-restrictive" methods of growth
+that may be applied as successfully to men as to plants. He could not
+have built up the ability of a prune tree to produce _delicious_ fruit
+if he had not fed into the tree structure, or instrument of production,
+a sufficient quantity and high quality of the _particular plant foods of
+deliciousness_. He restricted his experimental prune trees to the
+development of specific delicious qualities, by giving them no food
+except that _discriminatively_ selected for his purpose. That is, he
+made them develop in one way and in one way only, when he was making a
+particular test.
+
+Similarly, as has been stated before, you can develop the specific _man_
+qualities you need to succeed. You must _feed_ to a particular mind
+center, through the related brain center, _selected sense impressions_.
+These can come only from the coordinated set of _muscles_ governed by
+that mind-brain center. Then you should _exercise_ the specific brain
+center and set of muscles in the production of mental reflexes, or the
+mind fruit. Acts of courage, for example, are the fruit of brave
+thoughts.
+
+[Sidenote: Brain Development]
+
+A particular brain center, of course, will be strengthened both by the
+_food_ of sense impressions it is given, and by the _exercise_ of
+handling messages to and from the mind. The brain, or physical
+instrument of the mind, is like an intermediary or go-between of the ego
+and the body. It is of the utmost importance that it should do its work
+efficiently. Otherwise the full capability of neither the outer nor the
+inner man can be utilized.
+
+If Brown passes something to Jones, who passes it along to Smith; then
+Smith passes it back to Jones to be re-passed to Brown--Jones, the
+middle agent of transmission or handling instrument, whom we are
+comparing to the brain, might be so awkward, slow, and inefficient as a
+go-between that the possible ability of Brown and Smith in passing would
+be nullified or greatly hampered. But if the inefficiency of Jones is
+blamable to his inexperience, it evidently can be changed to efficiency
+by _sufficient right exercise_ in passing. The more of that sort of work
+he does, in either direction, the better passer will Jones become.
+
+His exercise, however, must be _in passing_ things, if _passing_
+capability is to be developed. He would not become a better and quicker
+_passer_ by any amount of exercise in taking things apart, or in
+inspecting things--wholly dissimilar functions.
+
+[Sidenote: Training in Passing]
+
+Moreover, Jones would not become an expert passer of _glassware_ as a
+result of practice in passing _bricks_, for the two kinds of things are
+not handled alike. Indeed, the man accustomed to passing bricks might be
+more likely to break glassware than another man who previously had no
+particular skill in passing anything. The expert brick-passer would be
+apt to forget sometimes that he was passing glass. His muscles might
+treat the fragile ware with the rough habit acquired in passing bricks.
+
+Plainly, discriminative-restrictive methods of training are required to
+perfect capability in any _particular_ kind of physical passing; however
+much skill in _general_ passing may have been developed. If Jones should
+become expert in passing pails of liquid, he would nevertheless need to
+train himself anew in order to pass frozen liquid efficiently in the
+form of cakes of ice. And, to particularize still more, it would be
+necessary for him to learn how to pass different liquids. Water and
+thick molasses in pails should not be handled alike.
+
+Similarly the various brain centers, as passers of different sense
+impressions and mental reflexes in and out, require, each of them--like
+Jones--the _specific_ exercises that will develop _their several
+particular_ abilities. The _individual brain unit_ (as of courage,
+memory, judgment, etc.) is strengthened only by handling the in and out
+business of _its_ coordinated muscles and mind center. Also, while a
+particular set of muscles and coordinate mind center are strengthening
+their brain center by the exercise they give _it_, they are both being
+developed by the same exercise of passing along sense impressions and
+thoughts to each other through the brain--like Smith and Brown.
+
+[Sidenote: The Process Of Growth]
+
+Returning to the comparison of Burbank's methods with man development,
+we perceive again how the principle of discriminative-selective training
+is applied to accomplish the growth of certain characteristics needed
+to assure a man's success. The plant wizard in his initial tests gave
+to his undeveloped prune trees particular food and conditions and
+treatment selected for the purpose of imparting specific qualities of
+deliciousness. A prune _somewhat improved_ in deliciousness was
+the first result. Then from the product of that _improved_ prune
+he started _another_ cycle of development. He fed the selected food
+of deliciousness to the improved prune tree, and a fruit _more_
+delicious resulted. His work was simply plant breeding by the
+discriminative-restrictive method. Brain breeding is a similar process
+of _particularized, cumulative_ development.
+
+[Sidenote: Begin With Specific Training of The Outer Man]
+
+All the foregoing rather complicated explanation of "psychological
+processes" has seemed necessary to make a clear impression of the _right
+training methods_ for building within you any quality you need to assure
+your success. You must begin by training your _outer_ man.
+
+You can develop a particular mind-brain center (such as the center of
+courage) only by the discriminative-restrictive training of those
+portions of your _body_ which are directly related in activity and
+responsiveness to that mind-brain unit of the multiplex YOU. Training of
+_any other_ set of muscles will not develop the particular mind-brain
+center you want to build up, and would be a wrong procedure.
+
+You should _begin_ with specific training of particular sets of _sensory
+muscles_ because, as we have seen, that is the _natural_ order of the
+process of growth. It is how you began to learn everything you know. You
+can increase and improve your present limited, conscious knowledge most
+effectively by taking into your mind from your _trained_ particular
+senses _more and better_ impressions than you ever have taken in before.
+
+[Sidenote: Developing Persistence]
+
+Suppose your success has been hindered by your lack of persistence. You
+need to develop _that quality_ in particular. Let us see how the
+discriminative-restrictive principle should be applied specifically to
+assure you of building _persistence_ within yourself.
+
+First it is necessary that you discriminate between _this one_ quality
+and _all others_; especially between it and the quality of
+_determination_. Very _different_ training methods are required to
+develop persistence and determination respectively. When you are just
+"determined" to do a thing, your jaw muscles, your arm and back muscles,
+perhaps all your commonly known muscles, will be hardened _as long as
+you remain determined, but no longer_. They will relax when the occasion
+for determination has passed. The habit of instantly tensing your
+muscles temporarily whenever you need to be determined will very greatly
+strengthen and improve the efficiency of your brain-mind center of
+_determination._ But that _temporary_ hardening of your muscles will
+only slightly affect the development in you of _characteristic
+persistence_.
+
+[Sidenote: Developing Determination]
+
+Hence the training of your muscles for building the habit of
+determination within you should be concentrated on exercise in _changing
+swiftly_ from comparative laxity to _muscular tension_. That is, in
+order to accustom your _mind_ to hardening with _determined thoughts_
+whenever determination is needed, you should train your _muscles_ to
+harden _in coordination_, and thus to support your mental determination
+by the complementary _physical suggestion_ of the same quality.
+
+You do not need to use determination _all the time_; so it will be
+sufficient if your muscles are taught to be _quickly responsive_ to
+determination of mind on any occasion. (You know it helps you to carry
+out a resolution if you stiffen your body at the moment you make up your
+mind to do a thing, but _continued_ stiffness of the body in
+determination would be a strain likely to weaken your power of action
+unless backed by a tremendous, stored-up reserve strength of muscles.)
+Begin your practice for the development of determination, then, by
+training your muscles to tauten the instant you think determinedly. Your
+brain-mind center of determination will also be strengthened by the
+exercise that builds up the supporting habit of muscle action in
+coordination. Millions of men have failed in life because their
+determined thoughts were not reenforced by stiffened backbones.
+
+[Sidenote: Discrimination Between Determination and Persistence]
+
+Now let us discriminate between muscle training to develop the
+characteristic of _persistence_ and the training already described for
+the building of determination. In order to strengthen your persistence,
+you must transmit through the distinct brain center of persistence to
+the corresponding mind center, the impression of muscles _permanently
+developed in firmness_, not just capable of temporary hardening on
+occasion.
+
+The _characteristically persistent_ man has gradually developed his
+lax-muscled, sagging, baby chin into a jaw that is habitually firm,
+whether or not he happens to be determined to do anything at a given
+moment. His muscles do not sag utterly, even when he is asleep. He
+probably wakes up in the morning with his teeth clenched. So, whenever
+his coordinated brain-mind center perceives that the quality of
+persistence is required, and starts to apply it, the _mental impulse_ to
+persist is backed by a _permanent firm muscle structure_ that can stand
+up as long as the mind needs the physical support.
+
+[Sidenote: A Slump in Determination]
+
+In contrast, the man who is only characteristically _determined_, but
+who lacks _persistence_ in his determination, has developed just the
+habit of hardening his muscles _for the time_ he is determined on doing
+a particular thing. That does not exercise his muscles sufficiently to
+make them firm _all_ the time, whether under tension or not.
+Consequently his determination is likely to slump if his resolution is
+subjected to a long strain. He does not possess muscular structure
+sufficiently strong to support persistence in his determination.
+
+_Habitual lack_ of firmness in the jaw muscles, as you know, results in
+a sagging chin; which detrimentally affects the brain-mind center of
+persistence. A man whose jaw habitually hangs loose may be capable of
+great _determination_ for a while, but he is not _persistent in
+character_. He might clench his teeth, stiffen his body, and plunge into
+the surf to rescue a drowning person; but his first resolution to
+effect the rescue would be weakened by the cold water and by fear. He
+lacks the quality of the bulldog that will die rather than loose its
+teeth from another dog's throat.
+
+[Sidenote: Muscles Express and Impress Ideas]
+
+The coordinated muscles _express_ the mental attitude, as we have
+perceived; and equally they _impress_ the mind with _their_ attitude. If
+you have a sagging chin, you are incapable of the mental bulldog grip of
+persistence. So _tighten up your jaw muscles, and never let them hang
+utterly loose_, if you are resolved to develop the characteristic of
+"stick-to-it-iveness." _Begin_ with _muscle_ training, for your muscles
+must be utilized to start the process of building up your brain-mind
+center of persistence.
+
+[Sidenote: Developing Perception]
+
+When you train the particular sense muscles that transmit external
+_impressions_ to a particular brain-mind unit (the same muscles that
+reflexively _express_ the ideas of that one part of your multiplex ego)
+you may be absolutely _sure_ of developing a particular related
+characteristic. For example, if you want to sharpen your _perceptive_
+faculties so that you will see with the _eyes of your mind_ much more
+than the _ordinary_ man perceives, exercise your _physical_ eyes in
+taking snap-shots that you can see clearly in detail _with your
+imagination_ when you look away from an object after a glance at it. Try
+glancing at the furnishings of your room, then shut your eyes and
+construct a mental picture. When this is definitely clear to you, open
+your eyes. The reality will be very different from your imagined
+picture. But _sharpen your perceptive faculties_, develop a "camera
+eye;" then the reality will be exactly impressed on your mind. Witnesses
+in court often contradict one another, in all honesty, simply because
+their ability to perceive actualities is not highly developed. In
+consequence, they get false mental impressions of happenings or things
+they severally have seen.
+
+[Sidenote: Three Processes Of Mental Development]
+
+There are but three _processes_ of mental development:
+
+The first process comprises _getting information_ from a _sense_ to its
+associated _brain center_, which then makes the _mind_ center conscious
+that particular information has been transmitted to it.
+
+The second process is _organizing_ the information in the mind center,
+with relation to _other_ information _previously_ brought to the mind.
+
+In the third process the mind center directs its co-related brain center
+to send out certain _impulses of action_ to the corresponding muscular
+structure.
+
+Let us analyze an illustration of these three processes of mental
+development. Suppose first you _hear_ something that concerns a
+particular prospect for your "goods of sale." Second, you comprehend the
+_significance_ to you of what you have heard. Third, your mind directs
+your muscles to make a particular _use_ of what you have comprehended.
+The original mental impression has been _fully developed_ because you
+employed all three processes. If you had not completed the cycle of
+development, you would have given your mind only partial exercise with
+what you heard.
+
+In order to become a master salesman, you must _take in_ many
+impressions, perceive their _significance to you_ and how you can make
+use of them, then _act_ on your comprehension of what you have learned.
+There are countless failures in the world who might have been successes
+if they had not stopped their possible mental development at the first
+or second stages.
+
+A man might know an encyclopedia of facts, but be a failure.
+
+He might comprehend how to use his knowledge, and still be a failure.
+
+_Success comes only to the man who acts most effectively on what he
+knows_.
+
+[Sidenote: Right Practice Of the Three Processes]
+
+In order to secure quick and effective results, the _practice_ of the
+three necessary processes of development should be:
+
+First, _definitely conscious_. You need to _know just what_ quality you
+want to develop in yourself.
+
+Second, _discriminative_. You must learn the _differences_ between what
+you _want_, and what you _don't want_ to develop in particular.
+
+Third, _restrictive_. It is necessary that in your training to develop a
+certain quality, you _concentrate_ your practice on the respects in
+which this particular quality differs from other qualities.
+
+Most of us are pretty _definitely conscious_ of what we want. We know
+just the qualities we would like to have. But very few people employ
+most effectively the _discriminative-restrictive methods of training_ in
+their processes of development.
+
+[Sidenote: Importance of Differentiation]
+
+It is impossible to develop a particular quality fully if you only
+recognize its _likenesses_ to other qualities. _Real mental development
+is accomplished only as a result of the recognition of differences_.
+After studying twins for a year, you still might be unable to tell them
+apart if you were impressed solely with their remarkable similarity to
+each other. Another man, with a mind discriminatively and restrictively
+trained to recognize differences, would learn in five minutes to
+distinguish the individualities of the twins.
+
+Almost phenomenal development can be attained by use of the
+discriminative-restrictive training method. The minutest distinctions
+can be perceived if one concentrates his practice for mental growth on
+the recognition of _differences only_. Individuals who have lost one
+or more senses become extraordinarily adept in detecting contrasts with
+their other senses. A normal man, possessed of all his senses, is
+capable of even greater development of his powers of differentiation.
+
+You know how remarkably a blind man learns to "see" with his fingers
+and ears. But need you lose the sense of sight before you can comprehend
+the lesson of his example to you? You realize that you appear to lack
+many essential qualities of success. Know now that these are all merely
+_dormant_ in you. They can be awakened and developed to an
+extraordinary degree if you train yourself consciously in the
+discriminative-restrictive use of all your sense tools. You would do it
+if you were blind. It certainly should be much easier to accomplish the
+desired transformation with your eyes open to aid your other senses.
+
+[Sidenote: Whatever You Lack Now You Can Develop]
+
+The significance of all this is that you need not be permanently
+handicapped in your sales-_man_-ship by any present lack of particular
+qualifications for success. _It makes no difference what you happen to
+be short of now_. By properly coordinating your brain-mind-muscle sets
+or centers, and by using all three in the processes of your development,
+_you can make yourself over almost miraculously_. Will power, courage,
+exact and wise judgment, persistence, patience, rapid thinking,
+constructive imagination--_any and all qualities you want_ CAN be
+developed in you, even though they now seem not to exist.
+
+Your development is limited only by the practically limitless number of
+unawakened cells in your brain. Most of your potential mind centers are
+asleep yet. _You can wake up the slumberers with your various sense
+muscles, and vigorously exercise them into activity for your success_.
+You have been handicapped because you have been carrying so many
+"dead-heads" that ought to be working or paying their way.
+
+_Remember that growth of any brain-mind center can be begun and
+continued only by the exercise of the coordinated set of sense muscles
+in transmitting impressions from outside yourself and in expressing your
+thoughts_.
+
+[Sidenote: Your Limitless Brain Capacity]
+
+The number of cells in the human brain has been estimated at from six
+hundred millions to two billions. The greatest genius who ever lived
+doubtless had scores of millions of brain cells that remained more or
+less idle, if not sound asleep, all his life. Nature has furnished you
+with a plentiful surplus of grey matter in your head. Do not be afraid
+that you will exhaust or tire out your brains by your self-development.
+_Put into your work all the brains you can waken with your various
+senses. And keep the alarm clocks wound up_.
+
+William James, the great psychologist, wrote, "Compared with what we
+ought to be, we are only half awake. Our fires are damped; our drafts
+are checked. We are making use of only a small part of our physical and
+mental resources. There are in every one potential forms of activity
+that actually are shunted from use. Part of the imperfect vitality under
+which we labor can thus be easily explained. One part of our mind dams
+up--even damns up--the other part."
+
+[Sidenote: Growth Can Be Assured And Success Made Certain]
+
+Can you become a big sales MAN? Of course! You have all the necessary
+tools to make yourself over in any way you will--your muscles, nerves,
+brain, and mind. Use them cooperatively, as they were meant to be used,
+_in their respective sets_--not as if you were a mental-physical unit.
+_To develop your sales manhood you need only to apply real thinking in
+the processes of your daily life_. Study out the reasons and effects of
+all your acts and expressions. Your experimental psychological
+laboratory should be yourself, undergoing at your hands the
+transformation from what you are to what it is possible for you to
+become. Begin making your man-stuff over. Each successive step will be
+easier to take. _Your growth, when you employ the right processes and
+methods, is certain_. Therefore your success in making yourself a big
+sales man can be _assured_.
+
+
+
+
+CHAPTER III
+
+_Skill In Selling Your Best Self_
+
+
+[Sidenote: Practice Of the Art]
+
+If you have developed real capability and first-class manhood, you have
+"the goods" that are always salable. But you realize now that the mere
+_possession_ of these basic qualifications for success will not insure
+you against failure in life. You cannot be _certain_ of succeeding
+unless you _know how to sell_ true ideas of your best self in the right
+market or field of service, and until you develop _sales skill_ by
+continual correct practice.
+
+We will assume that you have had little or no selling experience. You
+are conscious that you entirely lack sales art. Therefore, though in
+other ways you feel qualified to succeed in life, you may be dubious
+about your future. Perhaps you realize that _skill in selling_ true
+ideas of your best capabilities is all you need to make your success
+certain. But you question, "Can I be _sure_ of becoming a skillful
+salesman of myself?" You have no doubt of your ability to _learn_ the
+selling process, but very likely you do not believe you ever could
+_practice_ it with the art of a master salesman. Consequently you are
+not yet convinced of the certainty of your success.
+
+[Sidenote: Success Proportionate To Sales Skill]
+
+Of course success cannot be absolutely assured in advance unless _every
+element_ of the secret we have analyzed can be mastered. Hence it is
+necessary that you now be shown _certain ways_ to sell ideas--ways that
+_cannot fail_, that are adaptable to the sale of _any_ right "goods,"
+and that _you_ surely can master. You need to feel absolutely confident
+that _if you follow specific principles and use particular methods, you
+can impress on any other man true ideas of your best capabilities_. When
+you become skillful in making good impressions, you certainly will be
+able to sell yourself into such chances to succeed as fit your
+individual qualifications.
+
+_Your success with the best that is in you can be made directly
+proportionate to your skill as a salesman of "your goods_." Mastery of
+the art of selling will enable you to cut down to the minimum the
+possibilities of failure in whatever you undertake. Remember that
+_success does not demand perfection._ There never was a 100% salesman.
+To be a success, you need only _make a good batting average in your
+opportunities_ to sell. It is not necessary to hit 1000 to be a champion
+batsman in the game of life. Ty Cobb led his league a dozen years with
+an average under .400.
+
+[Sidenote: Technique And Tools]
+
+The _foundation_ of sales art is _knowledge of selling technique_. So
+the first step in the process of developing your skill as a salesman of
+yourself is the study of the _right tools_ for making impressions of
+"true ideas of your best capabilities." You must know, also, the
+scientific rules that govern the _most effective use_ of these right
+tools. Technique, however, is only the _basic element_ of salesmanship.
+On the foundation of your sales _knowledge_ it is necessary to build
+sales _skill_ that will completely cover up your technique. Your
+perfected sales art should seem, and really be _second nature_ to you.
+
+Your salesmanship probably will be crude until you overcome the
+awkwardness of handling unfamiliar tools, or familiar tools in ways that
+are new to you. But "practice makes perfect." The use of the right
+technique in selling true ideas about your best self will soon become
+natural.
+
+[Sidenote: Making Success Easy]
+
+The _skillful_ sale of ideas is accomplished _without waste of time or
+energy in the selling process_. The unskillful, would-be salesman not
+only fritters away his own time and effort, he also wastes the patience
+and power of the man to whom he wants to sell his "goods." The sales
+artist, however, gets his ideas into the mind of a prospect _quickly_,
+with the least possible _wear and tear_ on either party to the sale. No
+one appreciates a fine salesman so thoroughly as the best buyer. Skill
+in selling true ideas about your particular qualifications will not only
+_assure_ your success, but will make it _easy_ for you to succeed.
+
+[Sidenote: Docking Your Sales-man-ship]
+
+The skillful salesman is the captain of his own sales-man-ship. But in
+order to make certain of landing his cargo of right impressions he takes
+aboard the pilot Science to begin with, and then concentrates on four
+factors of the art of selling ideas:
+
+First, _discovering and traversing_ the best channel into the prospect's
+mind;
+
+Second, _locating the particular point of interest_ upon which the
+salesman's cargo can be most effectively unloaded;
+
+Third, _maneuvering alongside_ this center of the buyer's interest;
+
+Fourth, _securely tying to_ the interest pier so that the shipload of
+ideas may be fully discharged.
+
+The primary aim of the skillful salesman _when making port_ is to get
+safely to the right landing place as soon as possible and with the least
+danger of failure in his _ultimate purpose_ of completing the sale. At
+this initial stage of the selling process, however, he concentrates his
+thoughts on the _skillful docking_ of his sales-man-ship. The _nature of
+the cargo_ a sailor ship captain brings to port has little or nothing to
+do with the art of reaching and tying up to the pier. Similarly,
+whatever his "goods of sale," the skillful _salesman_ uses the same
+principles and methods to dock his salesman-shipload of ideas most
+effectively in the harbor of the prospect's mind. So the _art_ you are
+studying is _standardized_. When you master it, you can apply it
+successfully to the sale of your best self or any other "goods of sale."
+
+[Sidenote: Reasoning And Argument Are Wrong]
+
+Before considering the methods of selling that are most effective, it
+will be well to get rid of a mistaken idea that is all too common. A
+great many people regard reasoning power, or the force of pure logic, as
+an important selling tool. There are so-called salesmen who attempt to
+"argue" prospects into buying. Unthinking sales executives sometimes
+instruct their representatives to employ certain "selling arguments."
+But the methods and language of the debater have no place in the
+repertory of a _truly artistic_ salesman or sales manager.
+
+One debater never _convinces_ the other. At best he only can _defeat_
+his antagonist. In a skillfully finished sale, however, there should be
+neither victor nor vanquished. The selling process is not a battle of
+minds. There is no room in it for any spirit of antagonism on the part
+of the salesman. So in your self-training to sell true ideas of your
+best capabilities, do not emphasize especially the value of logic and
+reasoning. If you use them at all in selling yourself, disguise their
+character most skillfully. _Never suggest that you are debating or
+arguing your qualifications_ with prospective buyers of your mental or
+physical capacity for service. You cannot browbeat your way into
+opportunities to succeed.
+
+Most employers buy the expected services of men and women in order to
+satisfy their own _desires_ for particular capabilities. Few will buy
+against their wishes. In order to sell your qualifications with certain
+success, you first must make the other man genuinely _want_ what you
+offer. Almost always _mind vision_ and _heart hunger_ must be stimulated
+to produce desire. Therefore the most skillful salesman of himself does
+not use the words, tones, and actions of argument. In preference to cold
+reason and logic he employs the arts of _mental suggestion_ and
+_emotional persuasion_.
+
+[Sidenote: The Force of Suggestion]
+
+Suggestion is especially effective in producing desire; because an idea
+that is merely _suggested_, and not stated, is unlikely to provoke
+antagonism or resistance. A suggestion is given ready access to the mind
+of the other man. Usually it gets in without his realizing that a
+_strange_ thought has entered his head from outside. When he becomes
+conscious of the presence in his mind of an idea that has been only
+_suggested_ to him, he is apt to treat it _as one of his own family of
+ideas_ and not as an intruder. Naturally he is little inclined to oppose
+a desire that he thinks is _prompted by his own thoughts_. However, he
+would be disposed to resist the same wish if he realized it had been
+_injected_ into his consciousness.
+
+All of us know the great force of suggestion; but there are very few
+people who so use words, tones, and movements as to make the _most_ of
+their power of _suggesting_ ideas in preference to _stating_ them.
+Probably no tool of salesmanship will be of more help in _assuring_ your
+success than fully developed ability in suggestion, which is the
+skillful process of getting your ideas into the minds of others
+_unawares_.
+
+[Sidenote: Words Are Doubted]
+
+The _words_ we use are intended to convey pretty definite meanings to
+listeners. If we are entirely honest in our words, we expect whatever we
+say to be taken at its face value as the truth. Yet each of us knows
+that his own mind seldom accepts without question the statements of
+other men, however well informed and honest they are reputed to be. You
+and I mentally reserve the right to believe or to doubt the written or
+spoken _words_ of someone else; because they always enter our minds
+_consciously_. We know that the words we hear or read come from _outside
+ourselves_.
+
+The skillful salesman proceeds on the assumption that his words will be
+stopped at the door of the prospect's mind and examined with more or
+less suspicion of their sincerity and truth. Therefore the selling
+artist employs words principally for one purpose--to communicate to the
+other man information about such _facts_ as cannot be introduced to his
+consciousness otherwise. Some facts can be told only in words. But a
+master of the selling process uses as few words as possible to convey
+his meaning. He depends on his _suggestive tones_ more than on what he
+says. He reenforces his speech with accompanying _movements_ and
+muscular _expressions_, to get into the mind of the other man by
+_suggestive action_ the true _ideas behind the words_ used.
+
+Similarly when you bring your full capability to the market of your
+choice, you should not rely upon a mere _declaration_ of your
+qualifications; and upon _word_ proof, written or spoken, that you are
+_the_ man for the job. Your words are unlikely to be taken at their face
+value. Any claims you have a right to make will be discounted heavily if
+you _say_ very much about your own ability. You run the risk of being
+judged a braggart and egotist when you _talk_ up your good points;
+though you may be telling no more than the plain truth.
+
+[Sidenote: Tones and Acts Are Believed]
+
+However, if your _tones_ of sincerity and self-confidence denote really
+big manhood; and if your every _act and expression_ indicate to a
+prospective employer that you are entirely capable of filling the job
+for which you apply, he probably will consider himself very shrewd in
+sizing you up. Really _you_ have suggested to him every idea he has
+about you, but he will think _he_ has _found_ in you the very
+qualifications he desires in an employee. You can do more to sell
+yourself by the way you walk into a man's office than you could
+accomplish by bringing him the finest letters of introduction or by
+"giving him the smoothest line of talk about yourself." He is able to
+read the principal characteristics of the real You in your poise and
+movements and in the manner of your speech. _He will believe absolutely
+any characteristic he himself finds in you_. _What_ you say to him may
+have little real influence on his judgment of you. But be sure that he
+will note _how_ you speak; and will make up his mind about you from your
+tones and actions, rather than from your words. He will think the ideas
+you suggest to him are _his own original discoveries_.
+
+[Sidenote: Suggestion By Tones And Acts]
+
+Evidently, before you attempt to achieve success, it is very important
+that you study the _art of suggestion_ by tones and actions. When you
+know the principles, you should practice this art until you make
+yourself a master of skillful suggestion.
+
+You need to know precisely the _effects_ of tone _variations_, the exact
+_significance_ of the _various_ tones you can use. It is necessary also
+for you to comprehend not only that "Every little movement has a meaning
+all its own," but _just what that meaning is_. When you are equipped
+with thorough knowledge of _how_ to suggest particular ideas through
+tones and motions, you should practice using the principles and methods
+of suggestive expression you have learned, until it becomes second
+nature _always to speak and act with selling art_. Then you will be a
+skillful salesman, sure of your power to sell true ideas of your best
+capability wherever you are. Your success will have been made certain
+through your sales _art_ built on the foundation of your sales
+_knowledge_ by your fully developed sales _manhood_.
+
+[Sidenote: Discriminative Selective Method]
+
+Your increased selling _skill_ will result _naturally_, just as we have
+seen that you will _grow_ naturally in sales _manhood_, if you employ
+the discriminative-selective method when training your human nature in
+the art of suggesting your best self. You need first to recognize the
+exact _differences_ of significance among the various tones and
+movements at your command. Then your self-training in suggestive
+expression should be concentrated on the _particular ways_ of speaking
+and acting that will best demonstrate your qualifications for success.
+Of course it is equally important to _eliminate all tones and movements
+that might suggest unfavorable ideas_ about you. To make sure of your
+success, be certain that everything you do and say tells "the truth, the
+whole truth, and nothing but the truth" about your capabilities. It is
+necessary to make sure no word, tone, or movement carries the least
+suggestion that might possibly leave a false impression of the real You.
+
+Let us make a brief analysis now of words, tones, and acts--_the three
+means of suggestive expression which are the natural equipment of every
+man for conveying his ideas to the minds of others_. You cannot employ
+the discriminative-restrictive method to develop your selling skill
+unless you know very definitely just _what_ your different tools of
+expression are, and the almost infinite variety of _uses_ to which they
+can be put.
+
+[Sidenote: Four Rules About Words]
+
+For the reasons already explained, words are of much less value than
+tones and movements in suggesting ideas the other man will admit to his
+mind unawares. But the sales efficiency of words can be very much
+increased if they are chosen with intelligent _discrimination_, and if
+the choice is _restricted_ to words that have four qualifications.
+
+First, they should be _common_ words.
+
+Second, _short_ words are more forceful than long words.
+
+Third, words of _definite meanings_ are preferable to mere
+generalizations.
+
+Fourth, words that make _vivid_ impressions are most effective in
+suggesting ideas.
+
+[Sidenote: Common Words]
+
+When you employ words to sell true ideas of your best capability, choose
+words that everybody understands. Do not "air your knowledge" in
+uncommon language. Unless you are seeking a position as a philologist in
+a college, restrict yourself to every-day common speech when selling
+your personal qualifications. An important element in the skillful sale
+of ideas is making them as _easy_ as possible for the other man to
+comprehend. If you use unfamiliar words, it sometimes will be hard for
+him to understand what you mean. _The truly artistic salesman avoids
+introducing any unnecessary element of difficulty into the selling
+process_. So you should discriminate against all unusual expressions and
+restrict yourself to the _common_ words that are easy for any man to
+comprehend.
+
+[Sidenote: Short Words]
+
+A long word or phrase may convey your idea clearly, but _force_ is lost
+in the drawn-out process. Remember that your _words_ will meet the
+intuitive resistance of the other man's mind before they are admitted to
+his full belief. You cannot afford to sacrifice the driving-in power of
+the _short_ word. Therefore, when your opinion is asked, it will be
+better salesmanship to say, "I think" so and so than "It is my
+impression--"
+
+[Sidenote: Definite Words]
+
+The _definite_ word conveys a _particular meaning_ to the mind of the
+other man, not merely a vague or general idea. Never say, when you apply
+for a position, "I can do anything." That tells the prospective employer
+simply _nothing_ about your ability. Particularize.
+
+[Sidenote: Vivid Words]
+
+It is of the utmost importance to make _vivid impressions_ with your
+speech. You should employ words skillfully to produce in the mind of the
+other man _distinct and lifelike_ mental images. He may not credit the
+words themselves, taken literally and alone. But he will believe in _the
+pictures the words paint in his mind_; because he will think he himself
+is the mental artist. He will not be suspicious of his own work. If you
+apply for a situation in a bank, and the cashier seeks to learn whether
+or not you are safely conservative in your views, you can suggest in
+vivid words that you have the qualification he requires. You will make
+the desired impression if you say to him, "I always carry an umbrella
+when it looks like rain."
+
+[Sidenote: Tone Meanings]
+
+Our analysis of the three means of self-expression turns now to _tones_.
+Rightly selected words are tremendously augmented in selling power when
+they are _rightly spoken_. Most men employ but a small part of their
+complete tonal equipment, and are ignorant of the _full sales value_ of
+the portion they use. The master salesman, however, practices the gamut
+of his natural tones, and utilizes each to produce particular effects.
+Thus he supplements his mere statements with _suggestive shades of
+meaning_. The _way_ he says a thing has more effect than the words
+themselves.
+
+Conversely tone _faults_ may have a disastrous effect on one's chances
+to succeed. For illustration, ideas of mind, of feeling, and of power
+can be correctly expressed by the discriminative use of particular
+_pitches_ of tone. But a wrong pitch, though the words employed might be
+identical, would convey a directly opposite and false impression.
+
+[Sidenote: Mental Pitch]
+
+Suppose you are appealing only to the _mind_ of your prospective
+employer--as when you quote figures to him--you should restrict your
+tone temporarily to the mental pitch. You are just conveying facts now.
+Therefore the "matter-of-fact" tone best suits the ideas expressed.
+Since it fits what you are saying, the way you speak impresses the other
+man with the suggestion that _your tone and words are consistent_.
+Therefore his mind has no inclination to resist the mental pitch on this
+occasion. He admits your figures to his conscious belief more readily
+than he would credit them if spoken in an emotive or power tone. Such
+tone pitches would strike him as out of place in a mere statement of
+fact.
+
+[Sidenote: Tone Faults]
+
+If your prospective employer asks how old you are, and how many years of
+experience you have had, and you reply in a tone vibrant with emotion or
+in a deep tone of sternness, the wrong pitch certainly will make a bad
+impression on him. By employing an inconsistent pitch when stating
+facts, you might "queer" your chances for the position you most desire.
+The tone fault in your salesmanship would lie about your real character.
+The man addressed would think you were foolish to use such a pitch in
+merely imparting a bit of _information_ to his mind. He would expect you
+to employ for _that_ purpose simply a _head_ tone, not a chest tone nor
+an abdominal tone. The head tone, when used to convey matters of _fact_,
+aids in convincing the _mind_ of the other man because _it is the pitch
+that fits bare facts_--the tone of pure mentality.
+
+[Sidenote: When Mental Tone Should Be Used]
+
+This mental, or head tone, is most effective in gaining _attention_, in
+conveying _information_, in arousing the _perceptive faculties_ of
+another mind. _Restrict its use to these purposes only._ The mental tone
+is not pleasing to the ear. It is pitched high. It suggests arguments
+and disputes. It is the provocative tone of quarrels. So it should be
+employed most carefully, with every precaution against giving offense by
+its _insistence_.
+
+Avoid its use for long at a time. Its very monotony is apt to irritate.
+The high pitch suggests a mental challenge to the mind of the other man,
+and hence arouses his mental tendency to opposition. The unskillful
+_over-use_ of head tones may ruin a salesman's best opportunity to gain
+a coveted object.
+
+There are times, however, when it is necessary that you should
+insist--briefly. If you do so _artistically_, and do not persist in the
+high, mental, rasping tone; but change to the lower, emotive, chest tone
+very soon after your insistence on the other man's attention, you will
+not hurt your chances. It is the _continued_ use of the head tone that
+is to be avoided.
+
+[Sidenote: Emotive Pitch]
+
+The _emotive_ (chest or heart) pitch dissipates opposition as naturally
+as the mind tone provokes a quarrel. Even a hot argument can be ended
+without any lasting ill-feeling if the disputants conclude with hearty
+expressions of good will for one another. The same words spoken in head
+tones would increase the antagonism by suggesting sarcasm or
+insincerity. The resonant chest tone suggests that it comes from the
+speaker's heart. The _hearer's_ heart makes _his_ mind believe the heart
+message conveyed by the emotional pitch of the other man's voice.
+
+Therefore if you want your ideas to penetrate a man's _heart_, don't aim
+your tone _high_ at his head. _Lower_ it to the pitch of true
+friendliness, of comradeship, of human brotherhood. Aim at _his_ breast
+with _your_ breast tone. Do not fawn or plead, however, when selling
+ideas of yourself. You can persuade best by suggesting that you have
+brought all your manhood to render the other man a real service. This
+suggestion will induce a feeling of _respect_ for you, which will
+certainly be followed by willingness of the prospect to let you show him
+you are able "to deliver the goods."
+
+[Sidenote: Danger of Over-using Head Tone]
+
+Some people suggest by the over-use of head tones that they depend
+altogether on what they _know_ to achieve success. They make the
+impression that they expect their high degree of _mentality_ to open
+chances for them to succeed. "They know they know" their business; so
+when they secure opportunities to demonstrate their capabilities, they
+emphasize too much what they _know_. They are apt to use the mental tone
+continually. Perhaps the prospective employer needs a man of exactly
+such knowledge as is possessed by the candidate he is interviewing. But
+if when presenting his qualifications the applicant rasps the ears of
+his hearer for a long time with high-pitched head tones, the listener
+intuitively becomes prejudiced. He is impressed with the suggestion that
+the speaker is a "know-it-all" fellow. The employer is likely to turn
+down his application because of the unskilled tone pitch in which it is
+made.
+
+[Sidenote: Sing-Song Parrot Talk]
+
+When a man has talked glibly and fast about superior qualifications he
+knows he possesses, it dazes him if his exceptional capabilities fail to
+win him the job for which he is particularly fitted. He cannot
+comprehend why another applicant who plainly is not so well qualified
+should be chosen. But his voice has suggested to the employer that
+everything he said was just "parrot talk." Thousands of bright "parrots"
+remain failures all their lives for no other reason than their utter
+inability to get inside the _hearts_ of other men. The ordinary
+canvasser who trudges from house to house with his "sing-song" patter
+has grown into the bad habit of using head tones almost exclusively. As
+a natural reflex of the unpleasant impression he makes with his voice,
+it is a common experience to have a door slammed in his face.
+
+[Sidenote: Getting Around Mental Barrier]
+
+The master salesman comprehends that the _mentality_ of a prospect is a
+barrier to his _emotional_ expression. That is, the mind is an alert
+sentinel on guard to protect the _heart_ from its own impulses to
+unthinking action. So the skillful salesman when making his "approach"
+_goes around_ the mind side of the prospect to the emotional side, where
+there is no hostile guard. He knows that "the hearts of all men are
+akin," and that "the hardest heart has soft spots." He realizes it is
+bad salesmanship to challenge the sentinel mind of the prospect in a
+mental tone. So the salesman artist makes _his_ tone resonant with chest
+vibrations that stimulate the direct response of the _other_ man's
+heart. _He works at first to draw out fellow feeling, not to drive his
+ideas into the head of the prospect._
+
+[Sidenote: Talking Like a Brother]
+
+The mere presentation of _thoughts_, or _mental pictures_ of goods, is
+not enough to induce a prospect to buy. The master salesman comprehends
+that he has to deal with the _dual personality_ of the individual he
+plans to sell. Therefore from the very beginning of his interview he
+works to open the mind of the other man by first establishing a unity of
+human feeling between his own heart and the heart of his prospect. He
+uses the _emotive_ tone. He "talks like a brother." Of course he is
+careful not to exaggerate this show of fellow feeling. He uses a
+"hearty" tone without appearing in the least degree hypocritical. When
+their _hearts_ are in accord, the other man is prepared to agree
+_mentally_ with the salesman.
+
+[Sidenote: Power Pitch]
+
+The third pitch of your voice as a salesman is the _power_ tone. It can
+be used skillfully to suggest that you have the force required to
+succeed. It is the pitch that comes from deep down and that calls into
+play the powerful abdominal muscles. It is not necessarily a loud tone,
+however. Often it is low, with a suggestion of immense reserve strength
+behind it. With the power pitch you can _command_ in a simple request
+which, spoken in a higher tone, might be refused because it would lack
+the suggestion of force. In order to succeed, you sometimes must employ
+power. When a situation requires a demonstration of your strong
+personality, augment the force of your words and acts by using the tone
+pitch that suggests the power of the big muscles of your waist.
+
+[Sidenote: When to Use Power Tone]
+
+Employ the emotive tone to convey ideas of your truthfulness and honor.
+Show your courtesy and kindness with the heart pitch; use it to manifest
+your real desire to be of service to your prospect. But suggest your
+solidity and capacity for good judgment by employing the pitch of power.
+With its aid you can convince your prospect of the enduring quality of
+your best characteristics; you can deny disparagement or doubt of your
+ability; you will be able to brush aside unfounded objections; you can
+compel respect.
+
+[Sidenote: Tone Units]
+
+The discriminative use of various _units_ of tone is as helpful in
+making suggestive impressions as is the employment of character pitches.
+The one-tone voice does not augment the force of words. "Yes" said with
+but one tonal unit is not nearly so powerful as "Y-es" in two tones, the
+second pitched low. A two-tone "Y-es" with the second unit high-pitched
+suggests the very opposite of plain "Yes." It implies "No," or a
+question instead of an affirmation. Sometimes it is advisable to suggest
+"No" when the word itself if spoken bluntly would give offense. You can
+convey the idea of skepticism or denial by using two tone units
+skillfully pitched in saying "Y-es."
+
+While you ordinarily can double the effectiveness of your tone by using
+two units, and you may treble the effect if you employ three (as in the
+exclamation A-ha-a!), if you attempted to use more than three units of
+tone in any ordinary circumstances you would be likely to appear odd or
+fantastic, if not foolish. So be careful not to over-do the employment
+of multiple tone units to stress your meaning.
+
+[Sidenote: Placing Tones]
+
+There is selling value, too, in the _placing_ of tones in your mouth. A
+tone placed far forward indicates lack of thought and instability. It is
+the tone we associate with "lip judgments." On the contrary, hidden
+thoughts, unwillingness to tell all you know, are suggested by tones
+placed far back in your mouth. The middle-of-the-mouth tone makes the
+impression that the voice is properly balanced, and suggests the
+associated idea of mind balance. Avoid the extremes in placing your
+tones, if you would make certain of the most effective use of your voice
+in selling ideas. Convince and persuade by employing the secure,
+trustworthy tone of the "happy medium."
+
+[Sidenote: Bad Habits]
+
+_Undoubtedly you have little bad habits that tell lies about
+you_--habits in the use of words, habits of tone, and especially habits
+of action. When you fully understand the significance of _what_ you say,
+and of _how_ you say it, and of the things you _do_--the effects
+produced on other men--you will _start changing your bad characteristics
+into good factors_ that will certainly help you to succeed. So study
+yourself most carefully, in order to learn what your habits are, and
+their meanings.
+
+[Sidenote: Significance Of Movements]
+
+Ordinarily a man is conscious of his words and tones, but he often
+_does_ things unconsciously. Probably you realize only vaguely or not at
+all just what your various _actions_ suggest to people who observe you.
+Therefore it is of the greatest importance that you study the
+significance of _discriminated movements, gestures, and facial
+expressions_ as aids or hindrances to the making of true impressions of
+your best capabilities. You should _restrict yourself to acts that make
+the best impressions._
+
+Movements, and their results, may be analyzed under three heads: _Poise,
+Pose_, and _Action_.
+
+[Sidenote: Poise]
+
+It is a phenomenon of psychology that the balancing of the body suggests
+mental balance. Conversely, if the body is out of balance, there is the
+suggestion that the mind is no better poised. That is, if a man cannot
+keep his balance physically, we have an intuition that he is mentally
+off his equilibrium. Correct poise of course involves correct body
+support, and suggests a rightly supported mind. _Hence you can make the
+impression, merely by the way you stand and walk, that you are a person
+of well-poised judgment_. You may hurt your chances very much if it
+seems necessary for you to prop your body with your legs. The man who
+stands with his feet wide apart is out of balance, and is easily tipped
+over. The impression made by the incorrect poise is that such a man must
+be unable to stand by himself like normal men. The law of the
+association of ideas then immediately suggests that his thoughts are
+similarly unable to stand unless propped.
+
+Incorrect poise of the body has another bad effect in the sale of ideas.
+It makes the impression of _abnormality_. Being unusual, it distracts
+attention from the salesman and his capabilities, and turns it to his
+lack of balance. You realize that in order to sell your ideas
+effectively you need the _concentrated attention_ of your prospect. It
+will help you to succeed in life if you perfect yourself in the
+skillful poising of your body and its members so that you will be able
+to appear perfectly balanced in any normal position.
+
+If you teeter from side to side, or rock back and forth on your heels
+when you are talking to a man whom you want to impress with your
+stability of character, you will undermine everything you _say_ by what
+you _do_. Of course you should not stand stiffly. Your leg posts are
+designed to serve as a flexible pedestal for your body. Your ability to
+shift your weight from one foot to the other easily without losing your
+balance suggests associated capability of your mind to keep your
+judgment in balance. If you have a correctly poised mind, it _can_
+balance your body.
+
+[Sidenote: Pose]
+
+The _poses_ of your body, too, are suggestive of ideas about your mental
+make-up. The quiet pose aids in making impressions of the qualities of
+solidity of purpose, of calmness, of confidence, etc. The active pose is
+suggestive of enthusiasm, force, hustling, and the like. Your pose
+should be suited to the vocation you have chosen. In a bank, for
+instance, the quiet pose of assured efficiency perfectly suits the
+atmosphere of safety and security. In a factory, on the other hand, you
+are likely to make a better impression with a much more active pose that
+matches the energy and speed of manufacturing operations.
+
+You should not, however, take any pose as a _pretense_. Whatever poses
+you employ to augment the things you say should be used as _means for
+the better communication of truth, not to falsify_ in any degree. And
+you will need to be extremely careful lest you over-do a particular pose
+and suggest affectation. Doubtless you have characteristic poses.
+Analyze yourself. _Determine what your habits of pose mean to other
+people_. Then make such changes in your characteristic poses as will
+signify only the best traits you have.
+
+[Sidenote: Action]
+
+Next we will make a brief study of _actions_ from four viewpoints.
+
+First, the _lines_ of action;
+
+Second, the _directions_ of action;
+
+Third, the _planes_ of action;
+
+Fourth, the _tension_ or the _laxity_ of action.
+
+[Sidenote: Lines of Action]
+
+All movements are in straight, single curved, or multiple curved _lines
+of action_. Each of these classes of movements creates a _particular
+impression_ when it is perceived--an impression very different from that
+produced by movements of either of the other classes. It will help you
+greatly in your ambition to succeed if you understand the _exact
+significance_ of your every action along the various lines, and if you
+employ intelligently the right movements to suggest the particular ideas
+you wish to convey.
+
+The straight gesture always indicates an appeal to mentality. Use it to
+aim ideas at the other man's _mind_.
+
+The single curve, or wave movement, invariably denotes feeling. Employ
+it to reach into the breast of the other man and influence his _heart_.
+
+The gesture of double curves signifies power. It should be employed to
+_dominate_ both the mind and actions of the prospect--to _make_ him
+_think_ and _do_ the things you will.
+
+[Sidenote: Directions Of Actions]
+
+The different _directions_ of actions also suggest various ideas. Your
+selling purpose is to get ideas over from your mind to the mind of the
+other man. It is especially important that the direction of your
+gestures should conform to your sales intention. Every movement you make
+to aid your purpose should suggest your mental action _toward_ the
+prospect, or _away from_ yourself. It should signify that you are taking
+something out of your mind and offering it to his. Of course you don't
+_break into_ his head with your idea and force him to receive it. You
+just bring it to the front porch of his mind. Then, if you have been
+skillful in your salesmanship, _he_ will open the door of interest after
+_you_ ring the bell of attention, and will permit your idea to enter his
+thoughts. But he is unlikely to admit it unless by some indication
+_from_ you _to_ him he knows what is expected of him.
+
+If you gesture toward yourself when expressing your thoughts, you do not
+suggest to the other man that he take in your ideas. Instead you
+concentrate his attention on your selfishness and your individual
+opinion. The characteristic gestures of the typical old peddler are
+displeasing because they are made in the wrong _direction_. He holds his
+arms close to his body and gesticulates toward himself. He makes the
+impression that he does not have your interest at heart in the least,
+but only his own.
+
+[Sidenote: Affirmation And Denial]
+
+An up-and-down movement suggests something standing. It has the
+associated significance of vitality or life. Conversely, a side-to-side
+gesture suggests similarity to things lying down, lack of vitality, or
+the death of ideas. By holding yourself erect you make a very different
+impression of your energy than would be made were you to lean to one
+side. You can affirm a statement by an up-and-down movement of your hand
+or by a nod of your head. You deny suggestively with a horizontal
+gesture or by shaking your head from side to side.
+
+[Sidenote: Levels of Action]
+
+The significance of action on different _planes_ or _levels_ is seldom
+appreciated. The level of eye action is of especial importance in
+suggesting particular ideas.
+
+When you look another person in the eye, you convey to him the idea of
+direct mental energy. You suggest the straight action of your mind in
+team-work with his. Your eye action on the same level indicates to him
+that you are thinking on the _practical_ plane.
+
+[Sidenote: Lifting Prospect's Thoughts]
+
+But if your eyes repeatedly focus above the level of the other man's
+eyes, you make the impression that you are an _idealist_ rather than a
+practical person. What you say will not seem to him to apply directly to
+his case. He will not feel the personal, or man-to-man contact of your
+thoughts. Sometimes, however, it is important to lift your eyes when
+talking to a prospect, in order to suggest that he lift his thoughts
+from the level of mere selfishness. By your suggestive eye action on the
+upper plane you may stimulate in him a higher vision of possibilities or
+an insight into the future, if he seems inclined to take a strictly
+practical view of his present needs only.
+
+When you look below the eye level of the other man, you indicate (1)
+modesty, if the movement is directly down; (2) shame, if the movement is
+a little to one side and downward; (3) disgust, if your eyes look far
+down and far to the side.
+
+[Sidenote: Tensity and Laxness]
+
+The _tensity_ or _laxness_ of your muscles when you are in the presence
+of a prospect will suggest to him very diverse ideas. Both tensity and
+laxity of muscles can be used to good effect in selling. Your muscles
+should appear somewhat tense when you are _presenting_ ideas, in order
+to make the impression that your mind is fully active. Conversely, by
+normal relaxation of your muscles when you are _listening_, you suggest
+the receptivity of your mind and your entire readiness to take in ideas
+from outside. When you show your muscles are relaxed, you also indicate
+that you are perfectly at ease and unafraid of objections or criticism.
+If you were to sit tense under criticism, you would suggest that you
+felt the necessity of fighting back. But you disarm disparagement of
+your capabilities when you appear entirely at ease while you listen.
+
+[Sidenote: Introduction To Study of Sales Art]
+
+The brief outline in this chapter of fundamental principles of selling
+_skill_, and of the methods by which ideas may be conveyed through
+artistic suggestion, is just an introduction to your study and
+comprehension of the successive steps of salesmanship practice which are
+to be analyzed in the remaining chapters of this book. The limitations
+of our present space have made it impossible to do more than summarize
+here the chief factors of art in selling ideas. You will need to master
+the remainder of the book in order to amplify and to apply most
+effectively in practice the general principles and methods that have
+been outlined.
+
+Surely you now are convinced that skill in selling is not a vague
+mystery, not a natural gift, not something impossible for _you_ to
+attain. Every element of sales art can be analyzed in detail. You are
+learning _exactly how_ to sell the true ideas of your best capability.
+Practice of what you learn will perfect your salesmanship.
+
+[Sidenote: Success Certain]
+
+There is absolutely no doubt that you can master the right principles
+and methods. By continual practice you surely can become skillful in
+their daily use. When you make yourself adept in the art, you
+_certainly_ will be able to sell your particular qualifications
+successfully.
+
+
+
+
+CHAPTER IV
+
+_Preparing to Make Your Success Certain_
+
+
+[Sidenote: Be Ready When Your Chance Comes]
+
+Thousands of men have failed in life because they were not ready when
+their best chances for success came. Some of these golden opportunities
+slipped away unrecognized. Others, though perceived, could not be
+grasped. The men to whom they were presented had not prepared to hold
+and use such chances whenever they might arrive.
+
+_If you would make your success a certainty, you must get all ready for
+it in advance_. Then you will not be taken unawares when you find your
+big chance. If you are thoroughly prepared, you will sight it quickly,
+realize its full value, and seize it with complete confidence in your
+ability to make the most of it.
+
+Before you seek it, be sure of your entire readiness for the opportunity
+you especially want. You can much better afford to wait a little while
+for _certain_ success than to rush, unready, into the field of your
+choice, risking the likelihood of failure that could be guarded against
+by intelligent preparation to succeed.
+
+[Sidenote: Do Not Start Unprepared]
+
+A young man was offered a position of fine opportunity with a great
+banking house. His ambition was to build his career in that particular
+organization. But when the duties of the proffered situation were
+explained to him, he declined to undertake them at once; though he
+risked the chance that he might not get another such opportunity for
+employment by the financial institution of his choice.
+
+"I am sorry," he said to the cashier, "but I do not know enough about
+accounting to fill that job now. It will take six months of hard work
+evenings to train myself to fit your needs. Please give me other
+employment in the bank meanwhile, so I'll be able to study the job at
+close range while getting ready for it."
+
+This was excellent salesmanship. The candidate suggested in his words,
+tones, and actions that he recognized a real opportunity, that he
+comprehended all it involved, that he was willing to prepare himself
+adequately, and that he felt certain of his ability to fill the place
+after completing the necessary preparation.
+
+The bank, however, was in immediate need of his services in the position
+offered to him. So the cashier, who had been very well impressed by the
+young man's attitude, told him to take the place, and offered to supply
+him with an accountant aide for six months.
+
+[Sidenote: Keeping the Opportunity Open]
+
+"I would rather not," the applicant persisted in declining. "I mean to
+keep on climbing toward the top in this bank, once I get started; and I
+don't want to begin as a cripple. I couldn't give thorough satisfaction
+now, even with an assistant on the accounting. It is not good business
+for me to start by making a poor impression. I'd prefer that you do not
+think of me as a man for whom excuses need to be made. I wish to
+commence my work in that job, when I am ready, with your complete
+confidence that I can handle it--not as a weak sister." He smiled
+winningly.
+
+The failure of so skillful a salesman of ideas was simply _impossible_.
+There is no getting away from such a high quality of salesmanship. The
+cashier bought the present and prospective services of the young man who
+had demonstrated _at the outset_ his comprehension of the _first
+importance of preparation._ The opportunity was kept open six months for
+the applicant in training, while he fitted himself for his future job.
+This successful salesman of true ideas of his best capabilities is now a
+vice-president of the great financial institution.
+
+"But," you say, "suppose the cashier had been unable to wait, would not
+the young man's over-emphasis of his attitude on preparation have
+_prevented_ him from succeeding in his ambition?"
+
+No! A single turn-down cannot cause the failure of a successful
+salesman. If that cashier had not appreciated the worth of the
+candidate, an officer of some other bank certainly would have had a
+clearer vision of his value. The applicant might have been balked
+temporarily in his ambition. The best salesman occasionally has to try
+and try again. But a successful career for that young man was assured in
+advance. From the very start he was "certain to get there."
+
+On the other hand, if he had risked making a disappointing impression in
+his new job, he might have taken the first step toward failure. Suppose
+he had begun the work for which he was unprepared, and then had made
+serious mistakes due to his unfitness. His record would have been
+blemished. His ability might have been questioned. He prevented such
+possibilities by _making sure his preparation was adequate_ before he
+accepted his big chance.
+
+[Sidenote: Preparation Should Be Two-fold]
+
+Your preparation for certain success must be two-fold. You need to
+prepare yourself in ability first _to perceive_; then _to appreciate the
+full value_ of what you see. Golden opportunities are all about you. If
+you do not recognize them, or if you perceive but slight value in the
+signs of rich chances to succeed, you will fail because of your
+unreadiness.
+
+Many a farmer in Oklahoma cursed his "bad luck" after he sold a farm on
+which a gusher was later discovered. But the oil had been there all the
+time. The "luckless" farmer simply did not _perceive_ the indications of
+wealth under his plodding feet; or, if he saw signs of oil, he did not
+realize that they _denoted_ the possibility of millions.
+
+[Sidenote: Developing Perception]
+
+Perception can be broadened almost immeasurably. The physical eye, if
+normal and thoroughly trained, is fitted to be "all seeing." _So can
+your mind be made capable of widest vision over all the fields of
+possible opportunity_. Some are within your present mental view, others
+you can see only after going farther or climbing higher in knowledge.
+The biggest possibilities of success cannot be comprehended in their
+entirety by narrowed mental sight.
+
+The first essential of preparation to succeed is that you _open your
+eyes fully, and look all around you_ for the opportunities within range
+of your vision. There are so many _close at hand_ that your search would
+better begin right where you are. Even if eventually you seek far for
+the best chance to succeed, do so with thorough knowledge of what is
+near by. Before you leave your present environment, have an intelligent
+conviction that you are capable of a bigger or different success than is
+to be found within your immediate reach.
+
+Also see and comprehend the especial _difficulties_ you will find close
+at hand. It does not always pay to remain in "the old home town." Often
+a young man needs to go to a community of strangers to gain
+appreciation of his ability. It is likely to be hard for him to win
+success among people who knew him as a boy and who still regard him as
+immature. He may find it much easier to succeed in a neighboring town.
+
+It is possible to make the greatest success turn aside from beaten
+paths, leave the accustomed haunts of the successful, and go to a place
+where no such success ever before has been established. The Mayo
+brothers compelled their success as world renowned surgeons to come to
+them at the little city of Rochester, Minnesota. Elbert Hubbard brought
+fame to East Aurora, New York, by founding there his school of
+philosophy and the Roycrofters.
+
+[Sidenote: Over-specialized Preparation]
+
+Almost as common as the mistake of first looking far afield for success
+opportunities, is the error of _over-particularizing_ one's original
+preparation. If you think now that you want to be a lawyer, you should
+prepare yourself especially by studying law, of course. But you should
+not exclude preparation for other vocations. Judge Gary was thoroughly
+prepared for legal practice. Doubtless when he began his studies of law
+he expected to continue in his chosen profession. But he did not neglect
+to prepare himself in general business capability. So when his biggest
+chance came, he was ready to step out of his law practice and into a
+manufacturing industry. There he fitted himself for the position of
+chief executive in the immense United States Steel Corporation.
+
+The ability of a _master_ salesman is not limited to getting orders for
+just one line of goods, or to selling only to certain buyers. He has
+_all-around_ sales knowledge and skill. Though he naturally sells to
+better advantage in some fields than in others, he can attain a high
+degree of efficiency in selling anything meritorious, because of his
+_broad and diversified preparation_.
+
+[Sidenote: Varied and Adaptable Preparation]
+
+Your preparation for all the possibilities of success you may be able to
+reach hereafter should be similarly _varied_ and _adaptable_; though you
+will be wise to specialize, in addition, by making more detailed
+preparation for the vocation of your choice. At twenty the average man
+cannot _know_ for what he is best fitted. He may not be sure even at
+thirty. The start toward eventual success has often been delayed until
+middle life. To cite my own case, I prepared myself especially for the
+career of a certified public accountant, but found my greatest success
+in the profession of selling. I was able to grasp my biggest opportunity
+in the sales field because, though I had been devoting my time and
+energies chiefly to accountancy, I had studied and practiced
+salesmanship for years in order to market my own services most
+effectively.
+
+_While preparing yourself for success, keep your mental eyes wide open_.
+Perceive any and all chances about you, however much you specialize in
+your preparation for a selected career.
+
+[Sidenote: Preparation In Salesmanship]
+
+Comprehend that preparation in _salesmanship_ is necessary, whatever
+vocation you choose. Mastery of the selling process is absolutely
+essential if you would assure your success in _any_ field of ambition.
+Not only must you _perceive_ opportunities to succeed, but you also must
+know how to _sell yourself into the chances_ you see. No matter how much
+particularized knowledge you may acquire in preparation for a selected
+career, your success will not be _assured_ until you are able to sell
+your capabilities to the best advantage. You can neither perceive all
+your possible selling opportunities, nor make the most of them when
+seen, unless you learn the selling process and develop skill in the
+actual sale of the best that is in you.
+
+Broad, varied knowledge is required as the foundation for certain
+success. It cannot be built on a narrow or limited base. Evidently,
+however, exactly the same amount of knowledge possessed by two men would
+not make them equally successful. As already has been emphasized,
+success is not assured by the mere possession of knowledge, _but by the
+effective ways in which elements of knowledge are fitted to
+opportunities_.
+
+[Sidenote: Abstract And Applied Knowledge]
+
+Your abstract knowledge may be valueless. In order to succeed certainly
+_you must connect the things you have learned with particular people in
+particular fields of activity_. When you have developed the power of
+relating your individual ability to every imaginable _use_, your mental
+eyes will be opened to many opportunities for success that you otherwise
+might never perceive. Such an association of _what you know and can do_
+with the various ways your capabilities might be utilized will
+tremendously augment your self-confidence. When you realize in how many
+ways it is possible to use your especial talents, you will not be likely
+to doubt your own _worth_. You will offer your qualifications for sale
+with complete faith in their value to prospective buyers.
+
+[Sidenote: Insurance Against Undervaluation]
+
+Thorough preparation in _comprehension of values_ is the salesman's best
+protection against a personal inclination, or an outside temptation, to
+cut prices. If your preparation for your chosen career has been limited
+to _gaining knowledge_, and you have not studied its true _worth_ to
+every imaginable prospective buyer, you will be apt often to offer your
+services for far less than their full value. Conversely sometimes you
+will be likely to think your services are worth more than they really
+are. You may fail to close sales because your price is too high. A
+pre-requisite of good salesmanship is the _right_ price. _If your
+preparation for selling your services has been thorough, you will
+realize the exact worth of your knowledge and skill_. You will neither
+suggest inferior value by quoting a cut price on your capabilities, nor
+demand so much as to indicate the characteristics of displeasing egotism
+or greed. _If you know what you are truly worth, you will make the right
+price on your real value._ Then your self-confidence in your worth will
+lend you power to convince the other man that your services would be a
+good "buy" for him.
+
+[Sidenote: Seeing Into Opportunities]
+
+If you can imagine _all the various uses to which your ability might be
+put_, you will appreciate the full value of every opportunity you
+perceive. Not only will you see the chances for success that are all
+about you, but you will _see into_ them. When your mind _catches sight_
+of success chances, they will look _familiar_ to you because of their
+similarity to opportunities you _previously had thought about_ and
+connected with your own qualifications. If you are prepared to perceive
+and to appreciate fully each indication of a success opportunity that
+comes within the range of your mental vision, you will promptly begin
+working a chance "for all it is worth," as if it were a newly discovered
+gold mine.
+
+[Sidenote: Service Purpose In Preparation]
+
+Possibly what you have read has unduly impressed you with the idea that
+the salesman's motive in his preparation is selfish. So perhaps it is
+well to pause here for the reminder that your primary salesmanship
+purpose should be true _service_. You are preparing yourself thoroughly
+in knowledge of your full sales value, _as a measure of success
+insurance and self-protection._ It is not true sales service to give a
+buyer value greatly in excess of the price quoted. It is right for you
+to make sure in advance about your full worth. However, the obligation
+to render service is the principal element of right salesmanship, and
+should come before the objective of a good price. _Prepare then
+primarily to serve your prospect._ Demonstrate your true service
+purpose, and he will give secondary consideration to the cost of
+engaging your qualifications for his business.
+
+[Sidenote: Pleasing Character]
+
+You can serve best if you _please_ in rendering service. Therefore
+prepare your _self_, your _knowledge_, and all your _methods_ so that
+from the moment you make your first impression on a prospective
+employer, you will please him. Do not prepare for the interview with the
+purpose of pleasing yourself. What _you_ like may be distasteful to the
+man you want to impress.
+
+Since you cannot tell in advance when or where you may encounter a
+prospective buyer of your services, you will not be safeguarding every
+possible chance to succeed unless you wear your "company manners" all
+the time. You always should dress carefully, act with painstaking
+courtesy, and conduct yourself as if you might meet a rich relation at
+any moment. You certainly can expect more wealth from "making yourself
+solid" with Opportunity than you ever are likely to be willed by a
+millionaire uncle. It will pay you much better to please Opportunity in
+general than to ingratiate yourself with any person in particular.
+
+[Sidenote: Please Everybody Everywhere Always]
+
+"Company manners" that are just "put on" temporarily may be left off on
+the very occasion when you would want to appear at your best if you only
+knew that "The Golden Chance" was to be met. Therefore prepare to be
+_characteristically_ pleasing to _everybody, everywhere, and all the
+time._ Then, no matter where or when or in what guise you come upon
+Opportunity, you will be sure to please with your _genuineness_.
+
+Innumerable great successes have begun with the making of a pleasing
+impression on some one whose presence and notice were unknown. You
+realize that your success is practically impossible if you displease.
+Preparation to please is of first importance in getting ready to
+succeed. Your success in the field of your especial ambition will be
+assured if you win your first chance there by making an _initial_
+pleasing impression and then _keep right on pleasing_.
+
+Cultivate grace in your movements--for grace is pleasing to everyone.
+Carry your body naturally, especially your head; with such a bearing
+that total strangers will feel pleasure when they look at you. _Be a
+person who pleases at sight._ It is not difficult. No matter what sort
+of face you have, if it expresses habitually your pleasure in living, it
+will look pleasant. A look of pleasure is pleasing to others. You like
+to see some one else enjoying himself thoroughly. Everybody feels the
+same way. Our own faces brighten when we come upon radiant happiness
+anywhere.
+
+[Sidenote: Details That Please]
+
+Please others with your smile. It should not be just an affected smirk,
+but a smile of _genuine friendliness for all the world_. Please by
+wearing inconspicuous clothes that are faultless in taste, fit, and
+cleanliness; and of a quality suited to your vocation. Show also that
+you take good care of what you wear, for that makes a pleasing
+impression. _You can please in your dress without arraying yourself in
+expensive clothes._ Indeed, an over-dressed man is more displeasing to
+Opportunity than is one poorly dressed. There can be no excuse for
+foppishness, but a shabby neat appearance may be due to a good reason.
+Please with the suggestion in your manner that you are getting along
+well. Do not pretend false prosperity, of course; but _indicate that you
+feel successful_. Any one finds it unpleasant to be in the company of a
+failure. _If you would succeed hereafter, avoid making the impression
+that you have not already succeeded._ "Success breeds success."
+
+[Sidenote: Courtesy And Politeness]
+
+Be courteous invariably. Learn and observe the rules of politeness.
+Please by acting the gentleman always. Practice courtesy and politeness
+in your own home to perfect yourself in these pleasing characteristics.
+Then you will show them everywhere. Remember that the rest of the world
+is made up of "somebody else's folks." Courtesy and politeness are not
+natural attributes. In order to make yourself a master salesman you need
+to _develop_ them to an unusually high degree. You may _intend_ to be
+courteous and polite always, but only the development of the _fixed
+habit_ will fully support your intention.
+
+You cannot be polite, however courteous you mean to be, unless you take
+pains to prepare yourself with knowledge of the usages of polite people.
+In order to be polite, it is necessary that you do not only the
+courteous thing, but the _correct thing_. Your courtesy might displease
+if it were unsuited to the circumstances. It would not be polite, for
+example, to invite an orthodox Jew to dinner and then to serve him with
+a pork tenderloin. Your intention to be a courteous host would not
+lessen your offense against good manners. Your guest would be incensed
+by your impoliteness, not pleased by your courteous intention.
+
+[Sidenote: Virility Pleases]
+
+No quality you have is more generally pleasing than virility--_your man
+stuff_. Therefore on all occasions show yourself "every inch a man."
+Moreover, act like a _he_-man. Never appear "sissyfied" in even the
+slightest degree. Swing your legs from the hips when you walk; don't
+mince along. The stride of a he-man is strong and free. If yours lacks
+the qualities of virility, change your habit of walking.
+
+When you make gestures, move your whole arm. A wrist movement suggests
+effeminacy. It is important, too, that you _train your voice to ring
+with manliness_. Even a squeaky, weak tone can be made to suggest man
+stuff if the words are spoken crisply, and the sentences are cleanly
+cut. Do things with the _ease_ that indicates a man's strength, not with
+evident effort. Perhaps you have not realized that by cultivating grace
+in your movements you can make impressions of your man power. _Grace
+means the least possible expenditure of energy in efficient action._ A
+man can accomplish things with ease and grace that a child or a woman
+would make hard work of and do awkwardly.
+
+[Sidenote: Pleasing Tones]
+
+A pleasing tone helps to assure one's success. You may think your voice
+is a heavy handicap. Perhaps it is high pitched and squeaky; or, on the
+other hand, a "growly" bass suggestive of ill-nature. Again it may be
+faltering or hoarse. Such faults are not serious to a master salesman.
+_If your vocal equipment is physically normal, your voice can be made
+pleasing._ In order to make your tones agreeable, learn to vibrate them
+naturally through your _nose_. A mouth tone is displeasing. The
+so-called "nasal twang" that sounds so unpleasant is a mouth tone
+_prevented_ from free vibration through the nose. Humming, as you know,
+both _indicates_ pleasure and is a pleasant _sound_. It is produced with
+the mouth closed, by a vibration of the bone structure of the face and
+of the nasal cavities. Certainly, even if you have a disagreeable voice,
+you can make your tones _hum_, and thereby render them more pleasing.
+Adenoids that could be removed--even failure to keep the nose clean--may
+prevent a man from succeeding. _Whatever hinders the free vibration of
+tones makes displeasing impressions of the speaker_. When a man has a
+bad cold in his head that blocks the nasal passages, his voice rasps the
+ears of a hearer.
+
+[Sidenote: Avoid Giving Displeasure]
+
+Not only please by _doing_ things that give _pleasure_; also _avoid_
+doing _displeasing_ things. For example, when you say or suggest
+anything to another person you want to influence, remember to be a
+_salesman_ of your ideas. Do not make the impression that you are
+_teaching_. No adult human being really enjoys being _taught_. Any grown
+person likes to be treated as an equal, and to have new thoughts
+conveyed to him without that suggestion of superior intelligence which
+is characteristic of many teachers when dealing with pupils. Perhaps you
+have heard Burton Holmes lecture. His enunciation is a delight in its
+perfection, but he talks "according to the dictionary" so naturally
+that his correctness does not sound a bit affected. You feel at home
+with him. His diction is attractive to you. Another speaker practicing
+the same exactness of pronunciation, but less artistic in selling his
+ideas with words, might displease you by his scholarly accents.
+
+[Sidenote: Tact]
+
+Sometimes it is tactful to speak incorrectly, as a courtesy to the other
+man. If in the course of your interview with a prospective employer he
+should mispronounce a word, you would be undiplomatic to emphasize the
+correct pronunciation in speaking that word yourself. It is not
+dishonest, but truly polite to reply "My ad'dress is"--instead of
+pronouncing the word correctly. Do not suggest by over-emphasis of right
+speech that you wish to pose as one who is _conscious_ of his
+superiority, however well you may realize that you are on a higher plane
+of intellectuality. We all like a genuinely great man who does not hold
+himself aloof.
+
+[Sidenote: Prepare For All Kinds Of Men]
+
+Prepare to meet not only strong men, but weak men; cautious men; very
+proud men; greedy men. Be ready for reckless men, humble men, men who
+live to serve others. Be aware in advance of the differences in their
+_buying motives_. They will not all have the same reasons for giving or
+for refusing you a chance. _Hence be prepared to adapt your salesmanship
+to the characteristics of the various kinds of men you are likely to
+meet_. Though you never should pander to an unworthy motive, study
+different types of character and _learn how to fit your ability to the
+peculiar or distinctive traits of possible buyers_ of such services as
+you have for sale. Perhaps an easy-going employer will appreciate your
+"pep" as much as would a hustler, but he won't like it if you seem to
+prod _him_ with your energy. On the other hand, the employer who is a
+hustler himself might be keenly pleased should you keep him on the jump
+to stay even with you.
+
+[Sidenote: Success Insurance]
+
+Be thorough in _preparing_ to sell your capabilities; so that your
+success may be _insured_. You ride on a first-class railroad with
+confidence, feeling that every precaution for your safety has been
+taken. You are at ease when you begin your trip; for you know that
+track, train, and men in charge all are dependable. Because of the
+complete readiness of the railroad for your journey, you count on
+arriving safely at your destination. You have no fears that you may be
+wrecked en route.
+
+Similarly you should make the most thorough preparation before starting
+out as a salesman of the best that is in you. You have to grade your own
+roadbed, and must yourself lay the rails over which your ideas in trains
+of thought will be carried to the minds of other men. You are fireman,
+engineer, brakeman, and conductor of this Twentieth Century Limited.
+_Your destiny as a salesman of yourself is in the hands of no one
+else_. Before you travel any farther, take all practicable measures to
+assure your safe arrival, without delay, at the station of Success.
+
+[Sidenote: Start Confidently]
+
+When you are thoroughly prepared to sell true ideas of your best
+capabilities, you should start with confidence that you will reach the
+end of the line safely and on time. Don't attempt to "get there" before
+making adequate preparation for success. Remember that a railroad does
+not commence operating through trains until the track is finished.
+
+If you are prepared now for the actual start in salesmanship--if you are
+packed up and ready to leave for your field of opportunity--ALL ABOARD!
+
+
+
+
+CHAPTER V
+
+_Your Prospects_
+
+
+[Sidenote: Meaning of "Prospects"]
+
+If you were to be asked, "What are your prospects for success?" you
+probably would answer by stating the things you _expect_ or _hope may
+happen_. We commonly say that a certain man isn't rich, but he has
+"prospects;" because he has a wealthy aunt who is very fond of him, or
+he is employed by a business that is growing fast, or he owns property
+which seems sure to increase in value, or some other good fortune is
+likely to befall him. The literal meaning of "prospect" is "looking
+forward." So most of us have come to think of our prospects as just
+possible occurrences in the future, to the happening of which we may
+look ahead with considerable hopefulness.
+
+"Prospects," in salesmanship has a very different meaning. The master
+salesman does not regard himself as merely a "prospect_ee_," but as a
+prospect_or_. He thinks of "prospecting" as the gold miner uses the word
+to describe his activities when he searches for valuable mineral
+deposits. "Prospects" do not just "happen" in the selling process of
+achieving success. They do not result from circumstances merely, but
+_must be accumulated by the activity of the salesman_.
+
+[Sidenote: Making Good Luck]
+
+"Your Prospects," as the subject of this chapter, does not mean your
+fondest _hopes_, or confident _expectations_. We are studying the _ways
+to assure_ your success. If your prospects depended on mere happenings,
+they would be highly uncertain; because what you hope and expect may
+occur, may never take place in fact. The master salesman does not depend
+on such prospects. _He makes his own luck_ to a very large extent by
+skillful prospecting; as the trained prospector for gold tremendously
+increases his chances of discovering a rich lode by thoroughly and
+intelligently investigating a mining region. We are to consider now the
+prospects you are capable of _controlling_, the opportunities you can
+bring within reach by your own exploration of possible fields of
+success.
+
+We will study _particular things you can do, and exactly how to do
+them_, to increase the number and quality of your chances to succeed. A
+trained prospector for gold has more chances to strike it rich than a
+greenhorn because he knows the indications of valuable minerals, and is
+skilled in the use of that knowledge. So your opportunities for success
+will certainly be increased if you know how to search for, to discern,
+and to make the right use of your prospects.
+
+[Sidenote: Prospecting Not Gambling]
+
+Do not think, because we have compared prospecting in mining and in
+selling, that the success of the salesman prospector, _your_ success,
+must be largely a "gamble" anyway, as is the case with the explorer for
+gold. However experienced and skillful in prospecting the miner may be,
+he is very uncertain of discovering a bonanza. He cannot be absolutely
+sure there _is_ gold in the region he explores, in paying quantities and
+practicable for mining. Though he has every reason to feel confident of
+the richness of a particular field, he may nevertheless be so
+unfortunate as not to discover the gold lode or profitable placer
+deposit. He is helpless to control the _existence_ of the indications of
+success. They are predetermined by nature. By no effort of his own is he
+able to increase or decrease the fixed quantity and quality of the
+golden chances about him. He can only increase his _likelihood of
+discovering_ gold. Even the most intelligent, skillful prospecting will
+not make a miner's success certain.
+
+You, the salesman prospector for opportunities to succeed, are not so
+limited. There are particular things you can do, and particular ways of
+doing them, that will _assure your finding chances_ to make sales of the
+best that is in you. If you learn the scientific principles of
+prospecting for opportunities, if you make yourself highly skillful in
+looking for and digging into the success chances that surround you
+always, there will be nothing uncertain about your prospects to succeed.
+You will know _surely_ that you _have_ prospects, just _what_ and
+_where_ they are, and their _full worth_ to you.
+
+Of course, prospecting is only _part_ of the selling process; so your
+knowledge and skill as a prospector will not suffice to guarantee your
+_complete_ success. However, at this preliminary stage you can be
+certain that your search for rich chances to succeed will not be a
+barren quest.
+
+The present chapter will help you to make sure of gaining for yourself
+such opportunities as lead to complete success in the field of your
+choice. We will observe and understand how the skillful salesman
+prospects for the purpose of increasing his sales efficiency. We will
+study the principles and methods of prospecting he uses successfully;
+for his practices, applied to your job of selling yourself, will
+certainly improve your chances to succeed. We will see also how your
+very best prospects can be _created_ by masterly salesmanship.
+
+[Sidenote: Hard Work Necessary]
+
+At the outset comprehend that no other step in the selling process
+involves so much _hard work_ as you will need to do in order to find all
+your possible chances of success and to make the most of them. It is
+necessary that you look _intelligently_, most _earnestly_, and
+_constantly_. You must expect to spend a great deal of time and energy
+in your quest for prospects. So it is essential to your success as a
+prospector that the investigation of your field of opportunity be
+carefully _planned_ in order to make the most effective use of the time
+you spend prospecting. It is vitally important, too, that you develop
+sufficient physical stamina to do a tremendous amount of hard work. The
+gold miner has little chance to discover the bonanza he seeks if he
+searches only a few days or weeks, or if he lacks the strength and
+endurance required for making a thorough exploration of the mineral
+region. Similarly it may take a master salesman months of unremitting
+toil to prospect a sale that he then is able to close in an hour or two.
+
+[Sidenote: The Food of Salesmanship]
+
+_Prospecting supplies the food of salesmanship._ The salesman thrives if
+his prospecting is sufficient and good. He grows thin and weak to the
+point of failure if it is bad, or inadequate in quantity. Every salesman
+should realize that prospecting furnishes the nourishment for
+salesmanship, but some so-called salesmen do practically nothing to
+ensure themselves an abundant food supply. They merely absorb the tips
+that come their way. Like sponges they sop up the limited quantity of
+selling chances they happen to get. That is not the way to feed one's
+ambition with opportunities.
+
+Comprehend that you must _seek actively_ for your best prospects. You
+should not stop searching until you find what you are looking for.
+Myriads of men have failed because they did not make _an earnest, hard
+effort to discover chances_ to succeed, or because they _did not persist
+in the exploration_ of their fields of opportunity. You know that other
+men no more capable than you are succeeding all about you. Certainly,
+then, _your_ chance _exists_. Seek it in your own thoughts and in the
+circumstances of your every-day living. Put a great deal of time and
+toil into your search. You cannot afford to loaf on this preliminary
+job.
+
+[Sidenote: Prospect Continually Act Quickly]
+
+_Every moment you are awake should be used in prospecting_; unless it is
+required for some other part of the process of assuring your success.
+There is no keener pleasure than the eager, continual search of a miner
+for gold and of a master salesman for possible big buyers. It is
+necessary that you feel their thrilling zest for discovery; that you
+develop their unflagging energy; that you be fired by their ardor for
+the quest. In order to be a highly successful prospector you will need
+especially a quality they have in common--"pep."
+
+How eagerly the miner prospector drinks in every bit of news he hears
+about a new strike! How alertly the master salesman listens to casual
+gossip that holds a clue which may lead to a sale! But the miner and the
+salesman prospectors would not benefit in any degree by what they learn
+through their perception of prospects if they did not then _act_
+intelligently upon the clues secured. Not only should you keep your
+eyes and ears open for indications of opportunities to succeed, but you
+should be ready in advance _to take instant advantage_ of any you may
+discover. What a fool a miner would be if, after finding rich prospects
+of gold, he were to lose his chance to someone else because he did not
+know how to file a mining claim! Could there be a greater failure in
+salesmanship than learning about a big contract to be let, and being
+unprepared to bid on it? Before doing any _outside_ prospecting, be sure
+you know what you have _in you_. Make certain of your ability to take
+full advantage of your chances to succeed when you come upon them.
+
+[Sidenote: Little Doors To Big Success]
+
+Prospects that seem at first glance to be hardly worth following may
+lead to other prospects. Merely because your ambitions are _big_, do not
+neglect a chance to make a _little_ success. Investigate completely
+every minor prospect you find. Until you look into it thoroughly, you
+cannot be sure of all that a clue holds. The indication of an
+opportunity that seems of slight importance may possibly lead straight
+to the bonanza lode.
+
+An elevator boy in an office building made up his mind to rise
+permanently in the world; to get out of the vocation in which he was
+just going up and down all the time without arriving anywhere in
+particular. He prospected the tenants of the building, learned all he
+could about them, and determined who were the biggest men. He studied
+the directory, asked questions, and finally selected the one big
+business man to whom he was resolved to sell his capabilities.
+
+[Sidenote: Persistent Effort After Prospecting]
+
+This man was known to be unapproachable. So, instead of attempting to
+interview him, the elevator boy prospected to discover his
+characteristics. He found out exactly what qualities were most likely to
+please his intended employer. Then he cultivated the tone, manner, and
+habits of action that he felt certain would impress the difficult
+prospect most favorably. It took the resolute elevator boy nearly a year
+of continual, skillful work to make the big business man notice him and
+distinguish him from the other elevator boys. Six months more were
+required to develop the big man's attention into thorough interest. But
+at the end of a year and a half of faithful prospecting, the ambitious
+youth gained his selected, self-created opportunity to succeed. There
+was no stopping him after he got his start. In less than a decade he had
+sold his qualifications so successfully to a group of powerful
+financiers that he, too, had become a multi-millionaire.
+
+This illustration of persistent effort to gain a desired chance should
+help to keep you from becoming discouraged about your prospects for
+success. Bear in mind the old, familiar motto, "If at first you don't
+succeed, try, try again." Stick to your prospecting when you know you
+are on the right lead. It has been estimated that the busy bee inserts
+its proboscis into flowers 3,600,000 times to obtain a single pound of
+honey. But the bee is the only insect, remember, that _lives on honey_.
+
+[Sidenote: No Poor Territory For Success]
+
+The poor salesman is apt to complain that his territory is poor. _The
+good salesman makes any territory good._ So in prospecting your field of
+immediate opportunities, make the best, not the worst, of your present
+circumstances. The star base-ball player does not refuse to play on the
+small-town team because it isn't good enough for him. The great Ty Cobb
+first made them "sit up and take notice" in a bush league. Undoubtedly
+he felt then that he was fit for better company, but he put in his best
+licks and played big-city ball on the small-town team. That was
+excellent prospecting for the chance he wanted with the best clubs. From
+the very beginning of his career, Ty Cobb has used masterly salesmanship
+to get across to the world true ideas of his best capabilities in his
+chosen field.
+
+_To-day there is no poor territory for success._ Telegraph and telephone
+and wireless methods of communication, electric light and power,
+railroads and inter-urban car service, farm tractors, passenger
+automobiles, motor trucks, and the airplane have so revolutionized the
+inter-relations of men that all the former great distances of different
+locations and view-points have been shortened almost to nothingness.
+The whole world lives now in a single community of interest. The great
+war has taught us that each individual is close to everyone else. In
+your prospecting for success you are not limited by any narrow boundary
+of opportunities. Wherever you are, newspapers and magazines bring to
+your door chances for big success. If you search for prospects in
+everything you read you should be able to reach out all over the earth
+with your capability. An ambitious man I never had heard of before wrote
+to me at one time from South Africa to secure a selected territory for
+the sale of automobiles in a western city of the United States. From a
+distance of nearly half the circumference of the earth he got his chance
+to succeed.
+
+[Sidenote: The Fields of Opportunity Are Broad]
+
+A clerk in a Los Angeles real estate office received a letter from an
+acquaintance in Chicago who had spent his summer vacation in Michigan.
+The Chicago man wrote that the farmers of the Traverse Bay region were
+made rich by a bumper crop of potatoes just harvested. The Californian
+saw a chance for success in this bit of information. He worked out his
+idea and talked it over with his employers. He sold them on it. They
+sent him East loaded with facts about "the glorious West" and brim-full
+of Los Angeles peptimism. Aided by cold weather in Michigan that winter,
+the western real estate man eventually sold California irrigated
+ranches to a score of Michigan farmers who suddenly had made sufficient
+money to retire from potato raising, and who were old enough to be
+strongly attracted by the idea of owning and cultivating land in a more
+genial climate. Thus a sentence in a letter led straight to the success
+of the clerk who perceived his prospects and knew how to make the most
+of them.
+
+[Sidenote: Know Local Conditions]
+
+While distances have been bridged by modern swift means of communication
+and transportation, every locality has opportunities for success that
+are peculiar to it alone. Conversely every locality is handicapped in
+certain ways. Therefore in your prospecting for success _study the
+conditions in your especial field_. As a salesman of yourself, you
+should know your "territory," its advantages and disadvantages in
+particular respects. Men are doing business in your town. There is no
+better way to gain a prospect to succeed with a house in your home
+community than to demonstrate to the head of the concern that you
+comprehend just what he is "up against" on the one hand, and on the
+other what "edge" he has on businesses in the same line located
+elsewhere. You could make no worse mistake, you could injure your own
+prospects no more, than by showing ignorance of local conditions, or
+inappreciation of the circumstances in which your prospect's business is
+being conducted.
+
+[Sidenote: Turn to Account What You Learn]
+
+Not only should you know as many facts as possible regarding
+opportunities in your chosen field; it is even more important that, by
+the use of your _imagination_ you relate these facts to _practical ways
+of turning them to account_ for your benefit. In order to derive the
+maximum of benefit from your prospecting, you must make the _best use_
+of every item of knowledge you gain. Sometimes the mere _possession_ of
+particular knowledge will increase your chances to succeed. But almost
+invariably you can multiply the value of what you learn if you _prospect
+in your own mind for ideas_ about putting the facts to the most
+profitable use.
+
+Do not forget that the primary object of true salesmanship is service to
+the other fellow. Therefore _prospect your own thoughts with the purpose
+of making what you know especially valuable to some one else_, your
+intended employer for instance. In every step of the selling process you
+should think first of how you can serve your prospect with something
+that he lacks and needs.
+
+[Sidenote: Prospect Needs]
+
+Surprisingly few young men who go into business prospect their fields of
+opportunity to learn what is most wanted there. The great majority take
+up special professions or enter selected industries just because _they_
+wish to do chosen things. The master salesman, however, _adapts himself
+to the circumstances and requirements of his customers_, even at the
+sacrifice of his personal inclinations. He could not succeed if he sold
+only what he wanted to sell, or if he confined his salesmanship efforts
+to a limited number of buyers because he liked them and disliked others.
+In order to assure your success, _you must learn to like to do what is
+most needed to be done, and learn to like to serve whoever lacks what
+you can supply_. Therefore prospect your fields of opportunity to learn
+what capabilities are principally needed. If you would make your success
+as easy as possible, look about you first to determine the demand for
+such services as you are able to render.
+
+[Sidenote: Sometimes Go The Round-About Way]
+
+Perhaps your prospecting will indicate that it is advisable for you to
+go a round-about way to your goal of ambition; because the direct route
+is beset with great difficulties. A young doctor wished to specialize in
+bacteriology. He realized that it would take the savings of a great many
+years of general medical practice to equip a complete laboratory of his
+own. Accordingly he discontinued the practice of his profession; though
+he went on with his studies. He engaged in business for five years. Thus
+in a comparatively short time he earned the money he needed to enable
+him to devote the rest of his life to bacteriological research.
+
+[Sidenote: Racial Characteristics]
+
+Different territories or fields of opportunity have _various
+characters_, like different people. It is important to study especially
+the racial types you are likely to encounter. Many a man has attained
+success by accumulating discriminative knowledge regarding the national
+peculiarities of the Latin peoples, Slavs, Teutons, Anglo-Saxons,
+Magyars, etc.
+
+The Italian has strong likes and dislikes in colors and patterns of
+goods. To be a good salesman in dealing with him, you should know his
+preferences and prejudices. If you learn what colors and patterns are
+most favored in the "Little Italy" of your city, you may be able to
+employ this bit of knowledge to help you very much in influencing your
+fellow-residents of Italian descent.
+
+You are aware of the effect produced on the majority of Irishmen by the
+color green. But take care to learn whether the Irishmen whose political
+help you would like to win are from the South or the North of the
+Emerald Isle. They may be Orangemen, and you might "queer" your
+prospects by going among them wearing a green necktie.
+
+_Learn your facts with discrimination; then use them restrictively in
+the circumstances where they will be most effective in promoting your
+success._
+
+[Sidenote: Temporary Conditions]
+
+Prospect to learn not only permanent conditions in your field of
+opportunity, but also any _temporary_ conditions that might affect your
+chances to succeed. Mental and emotional "waves" sweep over the country
+and over local communities at times. Billy Sunday's revivals in various
+great cities brought success opportunities to particular businesses,
+but had injurious effects on others. You should take such factors into
+account when studying your prospects.
+
+The manufacturers of that successful innovation, the "Service Flag,"
+took advantage of the sudden demand for such an emblem. When war came,
+they saw into the future and perceived a new lack. But the need for
+Service Flags was temporary. Before the war ended they were displayed
+everywhere. To-day none are seen.
+
+Now there has come into existence The American Legion, which seems
+certain to be a great political and social power in the United States
+for generations, as was the G.A.R. after the civil war. Any man who
+hopes for political success in the course of the next thirty or forty
+years must prospect the thoughts and feelings of the veterans of
+1917-18.
+
+[Sidenote: Analyze Individuals]
+
+You will have _specific_ as well as general prospects. Hence it is
+essential that you supplement your study of conditions with the
+_analysis of individuals_. Study men with the greatest care, especially
+the one man or group of men upon whom you want to impress ideas of your
+capabilities. Learn all you can regarding the personal characteristics
+of the individual to whom you hope to sell your services or "goods."
+Your knowledge of his traits and peculiarities, your familiarity with
+his life purposes and hobbies, may assure you a chance to succeed with
+him that otherwise you could not get. A friend of mine is the president
+of a big ice company, but he is not so much interested in cooling
+people's food as in warming their hearts with his genuine brotherhood
+for all men. There isn't much prospect for anybody to sell him "a cold
+business proposition," even though he is a dealer in ice.
+
+[Sidenote: Hobbies]
+
+Do not, however, make a "hobby of hobbies." Only the _big_ hobbies of
+your man are worth especial study. Never harp on any of his little
+idiosyncracies. He may be sensitive about being eccentric. It is bad
+salesmanship to _pretend_ an interest in another person's whims. You
+cannot use his hobbies to help your prospects _unless you share his
+feelings_ to a considerable degree. My friend who believes and practices
+the doctrine that all men are brothers would be sure to detect quickly a
+false humanitarian bent on a selfish purpose to exploit his hobby.
+
+As already has been emphasized, the object of the good salesman when
+prospecting is to discover the lacks of men who might benefit from the
+things he has to sell. If you are looking for your prospects with that
+_service_ purpose, you have taken a long preparatory step in the process
+of selling your qualifications. Find the employer who _needs_ your best
+ability, and your success will be assured the moment you get into his
+mind the true idea that you are the man he has been looking for.
+
+[Sidenote: Prospect Lacks]
+
+Undoubtedly you know men to whom success has come because they made
+other men realize they fitted into particular needs. A young
+acquaintance of mine foresaw that a manufacturer would want an assistant
+within a year or two; though the executive himself was unaware that he
+was developing such a need. My acquaintance got a minor job under him in
+order to make a good impression in advance. Long before the head of the
+business realized that he was breaking in a confidential assistant, the
+young man had qualified for the position he had perceived in prospect.
+
+Your chosen employer may not know of the lack that you have prospected
+in his business. He may not have the least idea that he wants you.
+Prospecting his needs is part of _your_ job as a salesman of yourself.
+
+An expert accountant sold himself into a fine position as the auditor of
+a great corporation by anticipating that the Company would need to have
+its system of book-keeping revolutionized in order to prepare for the
+Federal income tax. He prospected what was coming to that business; then
+sold the president comprehension that he lacked an expert accountant he
+was going to need badly before long.
+
+One of my own experiences as an accountant illustrates the value of
+specific prospecting. When I was studying accountancy, I bought every
+authoritative publication on the subject. For one set of forty books I
+had to send to London. Each volume related to the peculiar accounts,
+terms, etc. of one business. There was a book on brewery accounting,
+another on commission house accounting, and so on through the list of
+forty businesses. To each volume I afterward owed at least one client.
+For instance, I got a commission to make a cost survey for a tobacco
+company, largely because I was able to convince the president that I
+knew a good deal about the tobacco business. I talked intelligently to
+him regarding the processes of his industry.
+
+[Sidenote: Reasons Behind Habits]
+
+When you prospect an individual's personal qualities, traits, or
+hobbies, do not stop after learning the facts. Study out the _reasons
+behind_ habits and opinions. It may help you only a little to know that
+your intended employer is a Republican or a Democrat; that he is
+conservative or radical in his social opinions. But your chances of
+success in dealing with him will be greatly increased if you know
+exactly _why_ he belongs to one or the other political party, and the
+_reason_ he is a "stand-patter" or a "progressive." Use knowledge of
+why's and wherefore's with the skill of a salesman bent on securing an
+order from a prospective buyer. But be sure you get the _fundamental
+facts_, for often "appearances are deceiving."
+
+[Sidenote: Your Personal Responsibility]
+
+When you look for prospects in your selected field of
+service-opportunities recognize your _personal responsibility_ for the
+successful development of the chances you find. Before you begin
+prospecting, realize that _what you make of your opportunities is solely
+up to you_. Assume all the responsibility for your own success; then you
+will have no excuse to blame any one else if you fail. Should things not
+go as you wish, say "It's my own fault," and feel that way. _The true
+salesman never apologizes to himself._ So if you have not found your
+prospects, or if you have not made the best use of the chances you have
+discovered, kick at the man who is responsible. Don't get sore on the
+world at large.
+
+[Sidenote: Follow-ups]
+
+Perhaps what has been said thus far has over-emphasized the process of
+prospecting for the _first_ chance to succeed. Maybe it suggests to you
+that if one can get an opening, the hardest part of the effort to assure
+success will have been accomplished. But a successful career in
+salesmanship is not built on single orders closed. The master salesman
+keeps on selling the same buyer and develops him into a steady customer.
+He continues all the while to prospect the needs of that buyer, just as
+thoroughly as if he were planning his first approach.
+
+_Your initial success should be completed by after-service._ In order to
+continue progressing toward your goal, you must "deliver the goods"
+right along. You cannot keep your success growing unless you prospect
+unremittingly for more and better opportunities to render service. Give
+satisfaction in larger amount and improved quality from month to month,
+and year after year. If you would continue to succeed, look ahead always
+for more prospects and _seek in each of them new chances to broaden your
+usefulness_.
+
+[Sidenote: The Art of Prospecting]
+
+If you prospect _skillfully_ (with art), your chances to find what you
+seek will be remarkably increased. So look for your prospects
+_cheerily_. Be _frank_ and _expressive_ in your quest. Show your
+_sympathetic_ side, and thus appeal to the _kinder_ tendencies of other
+people. The best way to avoid the world's coldness is by _warming_
+everybody you meet with your own cordiality. Be _courteous_. Especially
+cultivate the art of talking _with_ people instead of _at_ them. Use
+_tact_ and _judgment_ in dealing with your prospects.
+
+Thousands of men are shut away from the open minds and hearts of others
+by doors of concealment and reserve. You need to open such doors. You
+can do it only by frankness on your own part, which will induce people
+to feel like telling you their secrets. Frank expression of your
+opinion, provided it has a sound foundation, will often draw out the
+hidden opinions of others and reveal to you prospects that you might
+never discover unaided. Do not, however, be dogmatic or arbitrary in
+saying what you think. Speak your beliefs casually. Then you will not
+discourage those honest differences of opinion that enlighten one's own
+ideas.
+
+Rid your face of sharpness if you would be a good prospector for your
+best chances to succeed. Avoid "the cutting edge" in your voice and
+manner when you make inquiries about opportunities you seek. You are
+likely to be most effective in prospecting if you _cultivate an easy
+attitude of friendliness_. The master salesman does not set his jaw when
+prospecting. He uses curved, instead of straight line gestures to
+supplement his words. He suggests a "ball-bearing" disposition, not
+"corners."
+
+[Sidenote: Sympathetic Attitude]
+
+Be a good mixer when looking for your prospects. Learn the art of
+_companionship_. The first essential is fellow feeling. Therefore do not
+go about with a chip on your shoulder, but with your face a-smile and
+your palms open to offer and to receive hand-clasps. Sympathize with the
+ambitions of other men, with their hopes and dreams. Remember that each
+part of every work of man, however substantial and enduring it now may
+be, was once no more than a figment of the imagination of some one's
+mind. So do not be altogether "practical" when prospecting. It is a
+mistake to neglect to prospect visions.
+
+[Sidenote: Have a Leader]
+
+When the master salesman prospects, he uses very effectively a "leader"
+idea. You know how aggressive stores advertise leaders that draw trade
+in other things. Your prospecting of your various capabilities should
+enable you to decide which of your qualifications will make the most
+effective leader in the case of a certain employer. Do not expect him to
+perceive _all_ your merits immediately. Concentrate his attention and
+interest on _one or two elements_ of your fitness to fill his especial
+needs. Prospect to make sure which of your possible leaders would be
+most likely to influence him in your favor. Then _use these selected
+elements of your character very prominently_ to open the door of your
+initial chance. Countless successes have been founded on well chosen
+leaders.
+
+A little bake shop in Chicago competes successfully to-day with a great
+chain-store company that has an immense establishment directly across
+the street. The shop sells as its leaders home-made English tarts that
+no chain-store could supply. These draw buyers for groceries and other
+goods the chain-store sells much cheaper, but which the purchasers of
+tarts order with their pastry rather than cross the street and divide
+their marketing.
+
+[Sidenote: Summary]
+
+Now let us summarize "Your Prospects." They are not far away nor far
+ahead in time. They are in your own hands right now. You _cannot fail_
+in life if you recognize and use most effectively all the opportunities
+available to you at present. You suffer from no lack of chances to
+succeed. You only need to open your physical eyes and the eyes of your
+mind to _see_ fine prospects every day. Then if you _imaginatively
+relate your abilities to what you perceive, and plan how you can fit
+yourself into a chosen place of real service_, you will have begun the
+selling process successfully. At the outset of your career it is
+possible for you to reduce difficult obstacles to temporary set-backs
+that you can get around or overcome.
+
+[Sidenote: Success A Matter Of Fractions]
+
+There is only a narrow margin of difference between success and failure.
+_Success is a matter of fractions and decimals, not of big units_. A few
+thousand American soldiers and marines turned the tide of German victory
+at Chateau Thierry. "It is the last straw that breaks the camel's back."
+
+If you _begin_ the selling process by the finest prospecting, and _keep
+on_ with equal effectiveness throughout all the following steps of
+salesmanship, you will gain so many more chances than you otherwise
+could get that _your success in the end will be assured_. The master
+salesman works with _certainty_ that he will secure his quota of orders.
+He knows in advance that he will succeed; _because he knows sure ways to
+sell_.
+
+Good prospecting is just a natural process, intelligently comprehended.
+It is neither mysterious nor hard. It is one of the preliminary,
+understandable ways to make success not only _sure_, but _easy_ to
+attain.
+
+
+
+
+CHAPTER VI
+
+_Gaining Your Chance_
+
+
+[Sidenote: Getting Inside The Door]
+
+We will assume that you have qualified yourself to succeed; that you
+have developed your best capabilities in knowledge, in manhood, and in
+sales skill; that you have completed the general preparation necessary
+to assure your success in marketing your particular qualifications; and
+that you also have learned how to find and to make the most of your
+prospects. After these preliminaries you are ready to take the next step
+in the selling process, and to begin putting your capabilities, and what
+you have learned from preparation and prospecting, to _specific use in
+actual selling_.
+
+In order to succeed, you must not only be _qualified_ for some
+_particular_ service work, but you also need _chances to demonstrate_
+your capabilities and preparedness for effective service. If you stand
+all your life in complete readiness for success but outside the door of
+opportunity, you will be a failure despite your exceptional
+qualifications and preparations for handling chances to succeed. _It is
+necessary that you get inside the door._ We will study now the _sure_
+ways and means of entrance.
+
+[Sidenote: The Salesman's Advantage Over the Buyer]
+
+One great advantage the skillful salesman has over even the best buyer
+is that he can _plan_ completely _what_ he will do and _how_ he will do
+it to accomplish his selling purpose. The prospect is unable to
+anticipate who will call upon him next; so it is impossible for him to
+avoid being taken _unawares_ by each salesman. He can make only general
+and hasty preparations at the moment to deal with the particular
+individual who comes intent on securing his order.
+
+The good salesman, however, works out in advance the most effective ways
+and means to present his proposition. Each move in the process of
+selling his ideas to a prospect is carefully studied and practiced
+beforehand. The effects of different words and tones and acts are
+exactly weighed. When the thoroughly prepared salesman calls on a
+possible buyer, he has in mind a flexible program of procedure with
+which he is perfectly familiar and which he can adapt skillfully to
+various conditions that his imagination has enabled him to anticipate.
+Hence the master salesman usually is able to _control the situation_, no
+matter how shrewd the prospect may be; because the salesman's chance to
+plan assures him a great advantage over the unprepared or incompletely
+prepared other party to the sale.
+
+[Sidenote: Dominate The Interview with Confidence]
+
+If you would likewise "dominate" the man to whom you want to sell your
+capabilities, prepare "plans of approach" to his interest before calling
+on him; in order to make sure of presenting your qualifications most
+strongly. He can oppose your salesmanship with but comparatively weak
+resistance; because _he has had no such opportunity as you to get all
+ready for this interview_. The skillful salesman is confident that he
+can control the selling process he begins. When you seek a selected
+chance for the success you desire, you should feel similar assurance of
+ability to sell your services. You will possess this feeling if you
+prepare your "plan of approach" as the master salesman gets ready for
+his interview with a prospective buyer.
+
+[Sidenote: The Two Entrances]
+
+You have to make two distinct "entrances" in order to gain your desired
+chance to succeed. You need to get _yourself_ into the _presence_ of the
+employer you have selected. Then it is essential that you get the _true
+idea_ of your capabilities and preparedness into his _mind_. Your
+"approach" to his attention and interest, therefore, involves a _double_
+process. It is important that you plan intelligently the most skillful
+ways and means of making the _two_ entrances; through the _physical_ and
+the _mental_ closed doors that now shut you out from the opportunities
+you have prospected and desire to gain.
+
+No master salesman would call on an important prospect before planning
+in his own mind how to take the successive steps of the interview
+expected. Nor would a master salesman neglect to think out in advance
+several specific methods of getting past any physical barriers he might
+encounter between the outer door of the general office and the inner
+sanctum of the man he must meet face to face in order to close a sale.
+
+[Sidenote: Ordinary Way Of Getting Job]
+
+But when the _unskilled_ salesman of his own capabilities seeks a
+situation, he usually neglects to make careful, detailed plans to reach
+his prospect in the most effective way. He does not prepare to create
+the particular impressions that would be most apt to assure him the
+attention and interest of the employer upon whom he calls. Nearly always
+when a man out of a job answers an advertisement or follows up a clue to
+a possible opening for his services, he thinks the most important thing
+is to "get there first." The only advantage he hopes to gain over other
+applicants is a position at the head of the line.
+
+Have you ever stopped to analyze the mental attitude of an employer
+toward the half dozen, dozen, or score of men who answer his
+advertisement for the services of one man? He thinks, "Here are a lot of
+fellows out of jobs. Probably most of them are no good, or they wouldn't
+be out of jobs. They are competing for this place. Each sees there are
+plenty of others who will be glad to have it. Therefore it is likely
+that I can get a man without paying him much to start with, and he
+probably won't be very independent for a while after I hire him. I'll
+take my pick of the lot, and keep the names and addresses of two or
+three others in case he doesn't make good."
+
+[Sidenote: Shearing The Sheep]
+
+Then the employer calls in the applicants as if they were so many sheep
+to be sheared by sharp cross-examination. Practically every candidate
+enters the private office with a considerable degree of sheepishness in
+his feelings, whether he tries to appear at ease or not. The employer
+first eyes him in keen appraisal. He then proceeds briskly to clip off
+facts about him. The man sitting behind the desk absolutely dominates
+the situation. He finishes his questioning, and disposes of the
+applicant as he pleases.
+
+What chance to gain the desired opportunity for service does each
+candidate have in such an uncontrolled process of getting a job? He has
+one-sixth, or one-twelfth, or one-twentieth of a chance for success;
+according to whether there are six or a dozen or a score of applicants.
+Also, practically without exception, men who come seeking a position and
+find that it has been filled make no further efforts to secure the
+opportunity for which they have applied; though the successful candidate
+may not make good and the position may soon be vacant again. Your own
+experience and observation have made familiar to you this common way of
+looking for jobs. You know that in such cases the employer has all the
+advantage. Certainly the applicants who try to gain a chance to work by
+this method use no _salesmanship_ at all.
+
+[Sidenote: The Salesman's Method]
+
+How would a "salesman" candidate for such a situation proceed? First, he
+would avoid the mistake of presenting himself as _merely one of a crowd_
+of competing applicants. He would _make his particular personality stand
+out_. Before calling, he would do some prospecting to discover just what
+capabilities were needed to fill the position advertised. Then he would
+plan different ways of tackling the prospective employer. When all
+ready, but not before, he would go to the address.
+
+If he should find a crowd there, he would not merge with it. He would
+avoid stating his business immediately in the outer office, rather than
+identify himself with the other candidates waiting. He would have a plan
+to get an interview later, after the dispersal of the crowd. If he
+should be told then that the position had been filled, he would go right
+ahead with his selling program regardless of the rebuff. He would
+proceed to sell the boss the idea that _he_ was an especially well
+fitted man for the job. He would assume that no one else could give such
+satisfaction.
+
+Nevertheless the employer might feel that he had no place open for the
+latest candidate. In this event the applicant would demonstrate with
+salesmanship that he was the sort of person it is worth while for any
+business man to keep track of. Such a real "salesman" of his own
+capabilities, if put off for the time being, would be reasonably sure to
+get his desired chance the next time that employer might require such
+services as he could supply.
+
+[Sidenote: A Salesman Cost Clerk]
+
+A young acquaintance of mine wanted to secure a chance in the office of
+a prominent manufacturing corporation, under a certain executive whom he
+regarded as the most capable business man in the city. The company had
+advertised for a minor clerk in the cost department, which was managed
+by the particular executive. My acquaintance called, and found seven
+other applicants waiting in the general office. He did not join them,
+but sent in his card to the busy head of the cost department with the
+penciled request, "May I see you for twenty seconds in order to make a
+personal inquiry?" He was promptly admitted to the private office, and
+then stated his purpose in calling. He was careful to be extremely
+brief.
+
+"My name is James A. Ward. I believe, Mr. Blank, I am the man you want
+for the clerkship in your cost section. In order to save your time, may
+I have permission to make some inquiries of the chief clerk in that
+department, to learn just what qualifications are required and what the
+work is? Then when you talk with me, it will be unnecessary for you to
+explain details."
+
+[Sidenote: Securing A Stand-in]
+
+Taken unawares, the executive was not prepared to refuse the courteous
+request. Moreover, he was impressed with the distinctive attitude of the
+young man. He instructed that the candidate be taken to the cost
+department. There my acquaintance made an excellent impression on the
+cost accountant and several clerks. Thus in advance of any other
+applicant he secured a "stand-in" with a number of persons who might
+influence the judgment of their chief in selecting a new man. When he
+had learned the nature of the work to be done, Ward did not make the
+mistake of thrusting himself again into the sanctum. Instead, he wrote a
+note to the executive on whom he had called first.
+
+     "Dear Mr. Blank:
+
+     I know now exactly what the job in the cost department is, and that
+     I can fill it. But I should like to think over the best ways to
+     give you complete satisfaction, before talking with you about it.
+     Please telephone to me at Main 4683 when it will be convenient for
+     you to see me.
+
+               Respectfully,
+
+                           James A. Ward."
+
+The young man sent his note into the private office and left at once.
+There now were nine applicants on the anxious seat in the reception
+room. Ward did not wish to be asked to wait his turn. He felt sure the
+executive would inquire of the costs manager about him, and he got away
+from the office quickly so that there would be an opportunity for his
+chosen prospective employer to receive the full effect of the good
+impression made in the cost department.
+
+[Sidenote: Giving Opportunity A Chance to Catch Up]
+
+My acquaintance was not at all worried lest some other candidate be
+chosen in his absence. The measures of salesmanship he had taken made it
+practically certain that the executive would not employ any one else
+before talking to him. Ward went to his room and waited for the
+telephone call he was sure would come. While he sat expecting it, he
+used the time to think out the best ways to approach the big man with
+whom he wanted to work.
+
+The salesman candidate was summoned in about an hour. None of the
+applicants ahead of him had come prepared with any definite plans.
+Therefore my acquaintance, who knew in advance just what the conditions
+were and who had decided exactly how he would present his particular
+capabilities, found it easy to secure the chance he desired. He is
+earning a salary of four thousand dollars a year now, and is on his way
+up to a five-or-six-figure job. He will get there, "as sure as
+shooting." A salesman like that cannot be kept down.
+
+[Sidenote: Turning Failure Into Success]
+
+I asked Ward one day what he would have done if the telephone call he
+expected had not come. He replied that he would have gone to see the
+executive next morning anyhow, and that he had planned carefully how he
+would approach him.
+
+"I'd have sent in a note that I was ready to report some ideas I had
+worked out regarding his cost-keeping as a result of the thinking I had
+done since learning his system. He wouldn't have refused to see me, even
+if he had hired some one else meanwhile. Then I'd have told him the very
+things that got me the job. They would have assured me a chance in his
+office, whether he had a place for me right then or not," Ward asserted
+positively. "If that plan of mine hadn't succeeded," he amended, "I'd
+have known he wasn't the kind of man I wanted to work for, after all.
+But it turned out exactly as I knew it would," my friend ended with a
+grin.
+
+Can you imagine a man of such sales ability failing to get a chance
+almost anywhere? Yet Ward did only what any one, with a little
+forethought, might have done in the circumstances. Analyze the selling
+process he used, and you will perceive that there was nothing marvelous
+about it--it was all perfectly natural. Is there any good reason why
+_you_ cannot employ similar methods to gain the chance you want?
+
+[Sidenote: Service Purpose is Essence of Salesmanship]
+
+Let us dig into what Ward did, and find the "essence" of his
+salesmanship in the ways and means he employed to assure his two
+"entrances," to the presence and into the mind of the executive. _He was
+successful principally because he made the impression that he had come
+with a purpose of rendering real service to the other man._ His plan of
+approach assured him the opportunity he wanted because it was designed
+to serve the head of the department in his need for particular
+capabilities. _Very rarely will any one refuse a needed service._ So,
+coming with a purpose of service, Ward made certain in advance that he
+would be welcomed to his opportunity. The essence of a successful plan
+of approach to the mind of any prospect is _a carefully thought-out idea
+of how to supply him with exactly what he lacks_.
+
+Just as the service purpose well planned is the key to the door of a
+man's _mind_; so is it the "Open Sesame" to his _presence_. Plan how to
+bring to the attention of a prospect your real service motive in coming
+to him, and how at the same time you can indicate to him your
+capabilities; then you will be as sure as was my ingenious acquaintance
+that no office door will long remain closed to you. _You only need to
+use the processes of the master salesman to gain any chance you want._
+You will succeed almost always in your immediate object; and if you are
+unsuccessful in your first or second sales attempt you will be
+absolutely certain to get some other good opportunity very soon.
+
+[Sidenote: Make a "Vacancy" For Yourself]
+
+It is not necessary to wait until the employer for whom you have chosen
+to work advertises a job. You should plan ways and means of gaining an
+entrance into his business organization, regardless of any "vacancy" he
+may have in mind. Plan exactly how you can serve him. Prospect for a
+need that he may not realize himself. Afterward work out a particular
+method of showing him clearly _what he lacks_, and that _you are the
+man_ to fill the vacancy you yourself have discovered and revealed to
+him.
+
+An elderly man who was down on his luck and who, on account of his grey
+hair, had been unable to get various kinds of work he had sought,
+devised a novel plan of approach that gained him a coveted chance in a
+big department store. He came to the main office and reached the sales
+manager without difficulty by appearing to be just a customer of the
+store. Then he whisked from under his coat a pasteboard sign on which he
+had printed, PORTER WANTED--TO KEEP SIDEWALK CLEAN.
+
+"I'm after that job, sir," he explained his presence.
+
+The sales manager waved the old man away.
+
+"You're in the wrong place," he said curtly. "Employment office is on
+the top floor."
+
+"I made the sign myself," the applicant declared, standing his ground.
+"The employment manager--you--no one in this store has realized, I
+think, how filthy your sidewalk is. If you will come down with me and
+look at it, I'm sure you will want to have it cleaned and will instruct
+that I be given the chance. It is hurting your sales, as it is now. Kept
+clean, as I would keep it, it would be a fine advertisement of the
+store's policies, and would help sales."
+
+The old man's plan of entrance gained him his initial opportunity. He
+swept the sidewalk only two weeks. Then the sales manager made a place
+for him behind a counter, where he is serving customers with
+satisfaction to-day.
+
+[Sidenote: Distinguishing Characteristic Of Masterly Salesmanship]
+
+You will recall that in a previous chapter the _ability to discriminate_
+was stated as the _distinguishing characteristic_ of masterly
+salesmanship. The ability to perceive differences, and skill in
+emphasizing them, will _assure_ success in selling either ideas or
+goods.
+
+The discriminative-restrictive study of anything is certain to give one
+a much clearer and more definite understanding of it than could be
+secured by a study of its likeness to something else. If, when
+describing two people, you _compare_ their points of _resemblance_, you
+do not paint a clear picture of either. But if you _restrict_ your
+comments to the _differences_ in their features, you will portray a
+pretty definite mental image of each.
+
+[Sidenote: "Different" Ways Win]
+
+You have been given several examples of ways and means to gain an
+entrance into the presence and into the mind of an employer. You will
+note that each applicant _restricted_ his plans of approach to
+methods that were entirely _different_ from those ordinarily used
+in getting a job. The purpose of the salesman in every case was to
+bring out the difference between him and competing candidates for the
+situation. The selling processes described were successful because
+_discriminative-restrictive principles of skill were employed to bring
+to the attention and interest of the prospect the service capabilities
+of the one applicant, in distinction from all others_.
+
+When you plan to gain the chance you most want, you can assure yourself
+of success if you will work out in your own mind how to do _something
+effective that is different_ from the methods commonly used in attempts
+to gain opportunities, and that will impress your _real service purpose_
+in applying for your chance.
+
+First think out clearly _what the other man needs_. Distinguish exactly
+in your thoughts between what is _lacking_ in his organization, and what
+he _already has_. Then when planning to gain an entrance to the presence
+and the mind of your prospect, restrict your thoughts to ways and means
+of indicating and suggesting that _you know precisely what service is
+wanted_. Prepare to show him that you don't have merely a vague,
+indefinite idea of a job _like_ other jobs. Plan to indicate that you
+are not just about the _same_ as ordinary men who apply for positions.
+Be ready to make the first impression that you are _a particular man
+with individual ideas and distinctive capability_. If you can prove
+that, you will be certain to gain your chance through good salesmanship
+of the true idea of your qualifications.
+
+[Sidenote: Plan Approach To Fit the Particular Man]
+
+When planning his approach, the master salesman combines his earlier
+work of preparation and his prospecting. He re-organizes in his mind all
+the information he previously has gained for his own benefit. Now he
+reviews his knowledge _from the standpoint of the prospect_. He plans to
+use what he has learned in the ways that seem to him most likely to fit
+the mentality, impulses, feelings, conditions, and real needs of the man
+he wants to influence to accept his proposition.
+
+Having thus planned to _fit his knowledge to an individual prospect_,
+the skillful salesman arranges constructively in his own mind
+_particular, definite points of contact_ with the mind of this one other
+man. He plans restrictively. That is, he works out only the approach
+ideas that are likely to fit the characteristics of the certain man on
+whom he intends to call. He also discards ways and means that are not
+_especially adapted_ to this prospect.
+
+[Sidenote: Different Effects on Different People]
+
+Of course the master salesman purposes to make the best possible
+impression always; but he recognizes that words, tones, and actions
+which would create a favorable impression on one prospect might make an
+opposite impression on another. For instance, a jolly manner and
+expression help in gaining an entrance to the friendly consideration of
+a good-natured man, but would be likely to affect a cynical dyspeptic
+disagreeably.
+
+The intelligence and skill used by the master professional salesman of
+goods in planning ways and means to gain his sales chances, can be used
+in the same way just as effectively by _you_ when planning _your_
+approach to the presence and mind of any one related to your
+opportunities for success. Before you apply for the job you want, or
+before you present your qualifications for promotion or an increased
+salary, _make in advance a discriminative selection of ideas that will
+be likely to prove most effective in accomplishing your purpose_ with
+your employer prospect. Then, when you interview him, _restrict_ your
+presentation of your case to these discriminatively selected strong
+points of your particular capability.
+
+[Sidenote: Contrast Selfish and Service Purposes]
+
+You should suggest contrasts between yourself and ordinary job seekers
+or employees. When you present your qualifications for a promotion or
+for a raise, you will be _sure_ of succeeding if you are able to get
+across to your employer's mind the true idea that your services in the
+future may be _different and deserving of more reward_ than the services
+for which you have previously been paid.
+
+When an employee asks for more money because other men are being paid
+higher wages in the same office, or because he has prospects of better
+pay elsewhere, or even because of increased costs of living, he makes an
+_unfavorable_ impression on the man from whom he requests a raise. His
+purpose in presenting his claims is evidently selfish. He appears to be
+looking out only for Number One, and the employer naturally looks out
+for _his_ Number One when responding. By using methods that suggest a
+wholly selfish purpose, the applicant decreases his chances of gaining
+what he desires. Yet most employees ask for raises in just this way.
+
+[Sidenote: The Quid Pro Quo]
+
+Contrast the impression made when an employee approaches the boss with a
+carefully planned demonstration of his _capability for increased
+service_, as the basis of a proposal that he be promoted or given a
+higher salary. He comes into "the old man's" office with an attitude
+that produces a _favorable_ impression. When he explains exactly what he
+is doing, or can do if permitted, that is deserving of more reward than
+he has been receiving, he presents the idea of a "quid pro quo" to his
+"prospect," just as the salesman of goods presents the idea of _value_
+in fair exchange for _price_.
+
+If the service now being rendered by the employee, or the new service he
+wishes permission to render, is really worth more money to the employer,
+the applicant for a raise is practically certain to get it, provided he
+has chosen a fair boss. And, of course, a good salesman of himself does
+not go to work in the first place until he has prospected the squareness
+and fair-mindedness of the employer.
+
+[Sidenote: The Saleswoman Secretary]
+
+A young woman was employed in a secretarial capacity shortly before the
+world war began. In the course of the next two years her salary was
+voluntarily doubled by her employer. But her necessary expenses
+increased in proportion; so she was able to save no more money (in
+purchasing power) than it would have been possible for her to put in the
+bank if there had been no increase either in her earnings or in the cost
+of living. That is, if the war had not happened, and she had continued
+at work for two years without any raise at all, she would have been
+practically as well off at the end of that time as she actually found
+herself with her doubled pay.
+
+As the months of her employment passed, she had made herself
+progressively much more valuable to her employer. She was rendering
+him now a very large amount of high-grade service. But in effect she
+was being paid no more money than when she was engaged. The young
+woman knew her employer intended to be fair with her. Undoubtedly he
+felt he had treated her well by voluntarily doubling her salary in two
+years. If she had gone to him and had asked for more pay in the manner
+of the ordinary applicant for a raise; if she had stated her request
+without skillfully showing the difference between actual conditions and
+his misconception of the facts; she likely would have made an unfavorable
+impression. But she was a good saleswoman of her ideas. She made a
+discriminative-restrictive plan of approach to gain her object, and used
+first-class selling skill to get into her employer's mind a true
+conception of her worth to him.
+
+[Sidenote: Opening the Boss's Eyes]
+
+She compiled from her budget the exact amount of increased living costs.
+The comparative figures of two years showed that her necessary expenses
+were approximately double what they had been before the war. Then she
+used the percentage ratio to demonstrate in neat typewriting that
+approximately all of her salary increases had gone to some one else, and
+had not remained in her hands. On another sheet she typed a summary of
+the most important business responsibilities she carried for her
+employer at present, but which she had not been qualified nor trusted to
+bear when she was first engaged. The secretary brought the two exhibits
+to the desk of the business man, laid them before him with brief
+explanations of what they represented, and concluded with a simple
+personal statement which she worded most carefully.
+
+[Sidenote: The Approach That Commands Respect]
+
+"Mr. Blank, I know you mean to be perfectly square with me. So I want
+you to realize what has been the actual purchasing power of the salary I
+have received, and what I have done with it. This percentage slip shows
+that my additional pay was all used for additional expenses. I have been
+unable to increase my savings. I really have been paid only for the same
+kind of services I was able to render when you employed me. Now I know
+how to do all these additional things." She pointed to the list typed on
+the second sheet of paper. "In effect, I haven't been paid anything for
+them, you see. I am sure you have not appreciated the difference between
+the increased service I have rendered, and the buying power of the
+raises you have meant to give me but which have all gone to some one
+else. Please study these lists. I believe you will feel that I am
+earning a larger salary and really am worth more to you than two years
+ago."
+
+Her "different" approach gained the secretary not only an immediate
+increase of fifty per cent in her salary; but five hundred dollars back
+pay that her fair-minded employer was convinced she should have
+received.
+
+Such an approach commands the respect of the prospect. It is the
+approach of an equal, not of an inferior. _So greatly does it reduce the
+chances of failure that the salesman is practically certain to succeed
+in his purpose._
+
+[Sidenote: Initiative Is Yours]
+
+Recognize that the _initiative_ in gaining your chance should be in your
+own hands. Do not wait for any opportunity to come to you. "Go to it."
+Go prepared to control the situation you have planned to create, but be
+ready also to meet _unexpected possibilities_. The object of the master
+salesman in his preparation is not only to make the selling process
+_easy_, but also to meet any _difficulties_ he can foresee that may
+arise to block him. He is ready to take full advantage of favorable
+conditions he has planned to meet, and is equally ready for turn-downs.
+If you use the discriminative-restrictive method to gain admission to
+the presence and into the mind of your prospect, it is altogether
+unlikely that you will be denied the chance you seek. Nevertheless _go
+loaded for refusals_. Be ready with the quick come-back to every
+turn-down you can imagine.
+
+A clerk in a real estate office wanted an opportunity to prove that he
+was capable of selling. Times were very hard, and the firm had flatly
+announced that it would not promote anybody or grant any raises. But
+this clerk, who had made up his mind to secure a salesman's job,
+carefully prepared a plan of approach before he went to the president's
+office. His ostensible purpose was to get a raise; so he had worked out
+an ingenious reply to every objection he could imagine his employer
+might make to paying him more money. But he really wanted a different
+job, not just a larger salary.
+
+[Sidenote: Come-backs To Turn Downs]
+
+He tackled the "old man" at a selected time when he knew the president
+would not be busy. One after another, in quick succession, he came back
+at every reason given for turning him down on his application for
+additional pay. Finally the cornered employer stated frankly that the
+clerk was entitled to a raise, but as frankly said it could not be
+granted because of general business conditions. The applicant, having
+gained his immediate object by proving his worth, then switched to the
+second part of his plan of approach.
+
+"I didn't expect more money for my clerical work, but haven't I proved
+to you by the way I handle turn-downs that I possess the qualifications
+of a salesman? It would be just as hard for a prospect to say 'No' to me
+as it has been for you. I don't want a raise. I want a chance at selling
+real estate. Give me a drawing account equal to my present salary, and
+I'll earn it in commissions. I'm going to make it hard for anybody to
+get away from me after I tackle him to buy a lot or a house."
+
+Of course the clerk got his chance.
+
+[Sidenote: Touch Tender Spots]
+
+Another important detail of good salesmanship in planning to approach
+opportunities to succeed, is _touching the tender spots of the
+subordinates_ in the office of the big man you want to reach. Also plan
+to touch tender spots in _him_. You can do it with a courteous bow, or
+with the tone of respect. Employ the _personal appeal_--that is, make
+_contact_ between _your personality_ and the personality of the _other
+party_ you desire to influence. There is no better way than by
+manifesting your _real friendliness_. One who comes as a friend is able
+to feel and to appear _at ease_. The bearing of perfect ease makes the
+excellent impression of _true equality in manhood_, and helps very
+greatly in gaining for one a chance to succeed.
+
+[Sidenote: Strength and Resourcefulness]
+
+Sometimes self-respect will require you to use very forceful methods to
+secure the opportunity you desire. A snippy clerk may refuse you
+admittance to the private office. The big man himself may send out word
+that he will not receive you, or perhaps he will attempt to dismiss you
+brusquely after you are granted an audience. So be prepared to manifest
+your _strength_, as well as your _resourcefulness_, should such _force_
+of personality be needed in any imaginable situation. If you have
+planned exactly how you will show your strength, you will make the
+impression when you manifest it actually that you are strong in fact,
+and not just a bluffer. Often you can prove your strength by looking
+another person fearlessly in the eye.
+
+[Sidenote: Four Essentials of Good Approach]
+
+It is evident from what has already been outlined that to make a
+successful approach one needs particular qualifications. There are four
+essentials: First, _mental alertness in perceiving_; Second, _good
+memory for retaining the impressions received_; Third, _constructive
+imagination_ in planning the approach; Fourth, _friendly courage_ in
+securing an audience and in making the actual approach to the mind of
+the other man.
+
+All your senses must be _wide awake_ if you are to _perceive every point
+of difference_ that can be used effectively to sell your particular
+ideas in contrast with ordinary ideas.
+
+It is necessary not only that you _see_ distinctions clearly, but that
+you be able to _remember them instantly_, when you need to use them in
+selling your ideas.
+
+You cannot make any certainly successful plan to deal with a future
+possible chance unless you _cultivate your power of imagination by
+working out in advance every conceivable situation that may be
+anticipated_.
+
+And all your other capabilities in gaining your chance will be of no
+avail if your purpose meets resistance; unless you are equipped
+beforehand with friendly courage, the _kind of real bravery that is
+likable_.
+
+[Sidenote: Genius]
+
+It is highly important to your success that you be able to make the
+impression that you are a person of _genius_. Genius, analyzed, is no
+more than the exceptional application of natural ability to doing work.
+Application demands complete attention. Attention leads to
+discrimination. Discrimination concentrates, of course, upon the
+recognition of differences. And differentiation depends principally upon
+sense training in alertness. Unless a sense is very keen, it cannot make
+distinctions sharply. _So we get back to the primary necessity of
+developing all your senses and of keeping them wide awake to perceive
+and act upon chances for success_.
+
+[Sidenote: Memory]
+
+Your discriminative power of perception will be well-nigh valueless to
+you, however, if you are unable to recall whenever needed, all the
+points of difference possible to utilize in your salesmanship. Therefore
+you should _train your memory_. We will not enlarge just now upon this
+factor of the process of making success certain; because in previous
+chapters and also in the companion book, "The Selling Process," the
+right methods of developing a good memory are indicated.
+
+[Sidenote: Constructive Imagination]
+
+The value of _constructive imagination_, not only in planning your
+entrance to the physical presence and into the mind of the prospect, but
+all through your salesmanship, cannot be over emphasized. If you are to
+gain your chance with another man, _you must be able to see imaginary
+future situations, through his eyes_. In advance of your interview it is
+necessary that you imagine yourself in his place when a caller like
+yourself is received.
+
+Some so-called "realists" condemn imagination. They say it is apt to
+make men visionary and unable to recognize and meet successfully the
+every-day problems of life. But the _big_ men of finance, industry, and
+politics have become pre-eminent because of the fertility and
+productiveness of their imaginations. What the "hard-headed" man
+condemns is not imagination, but _inability to use it constructively_.
+He deprecates imagination not carried into _action_. Constructive
+imagination, however, has always been man's greatest aid in making
+progress.
+
+[Sidenote: Four Ways to Re-construct Ideas]
+
+In order to develop your constructive imagination most effectively you
+must follow certain laws with regard to the re-adjustment of parts,
+qualities, or attributes of things you know. You can re-construct an
+idea; (1) by merely _enlarging_ an old mental image; or (2) by
+_diminishing_ the size of the previous image; or (3) by _separating_ a
+composite image into its parts; or (4) by imaging _each part as a
+whole_.
+
+Let us illustrate how these laws of constructive imagination might be
+applied effectively in planning the approach to a prospective employer.
+
+[Sidenote: Using Constructive Imagination]
+
+He perhaps has an idea that the possibilities of the job you want are
+limited. You should plan to _enlarge_ the picture of your possible
+service and to show that you could do more things than he is likely to
+expect of you.
+
+So you can _diminish_ his idea of the salary you want, by planning to
+show him that in proportion to the enlarged service you purpose to
+render, the pay you ask is not really big.
+
+In order to make him appreciate better just what your contemplated job
+means, you can _separate_ it into the different functions you will
+perform. The mere fact that the job has a great many parts will be
+effective in impressing him with the idea that it is worth more pay.
+
+Then you can take each part or function of your job and show it as a
+_whole_ opportunity. For instance, if you are a correspondent, you might
+demonstrate just how letters of different length could be spaced on the
+stationery to develop a uniformly artistic impression that would help to
+get more business by mail.
+
+All your imaginative powers can be made to work _together_ to accomplish
+the one certain result you desire. "Constructive imagination is always
+characterized by a definite purpose, which never is lost sight of until
+the image is complete."
+
+[Sidenote: Friendly Courage]
+
+Thousands of men have failed, after getting right up to the door of
+opportunity, because they had to turn away in order to screw up their
+_courage_. No one can hope to succeed if he lacks _the quality of
+bravery necessary to gain chances_.
+
+True bravery is not cockiness or swaggering. It is simply a _kindly
+self-confidence_ that makes no impression of a threat to others, and
+gives no suggestion that the man who has it feels there is the slightest
+reason for being afraid of anybody else.
+
+[Sidenote: No One To Fear]
+
+Really, if you have planned just how to approach each prospect with a
+true service purpose, there is no one in the world you need to fear.
+Lack of courage is usually due to lack of preparation for what might be
+anticipated. Sometimes a man is fearful of another because of his own
+consciousness that he has come to that other man principally for the
+purpose of _taking something away from him_. This consciousness causes a
+guilty feeling, which undermines courage. If through imaginative
+planning you know in advance about what to expect, and if you feel your
+intentions toward your prospect are absolutely square, you will not be
+afraid to seek your chance anywhere. Your courage will not ooze.
+
+[Sidenote: "Right is Might"]
+
+True courage is based on a _permanent consciousness of right feeling and
+thinking, coupled with the sense of power_ that is expressed in the
+maxim, "Right is might." Such courage can be developed by the
+discriminative-restrictive process with absolute certainty, as is
+explained in the companion book, "The Selling Process."
+
+[Sidenote: Big Mental Outlook]
+
+Our study of plans of approach would be incomplete without emphasizing
+the prime necessity for a _big mental outlook_. To assure your success
+in gaining the chances you want it is necessary that you vision
+imaginary situations of the future and fit into them the facts you know
+now or may be able to learn.
+
+However, you cannot develop maximum skill in gaining your chances if you
+are unable to learn anything except through personal experience.
+Personal experience is valuable, no doubt. But you must develop the
+ability to _think out the significance of other men's experiences_, and
+must be capable of _applying what you learn to your own imaginary use_.
+
+The big view-point, the ability to learn from observation as well as
+from experience, will develop in you broad and varied conceptions of
+other men. It will make you tolerant of characteristics that differ
+widely from your own. You will respect the view-point of the other
+fellow, and will recognize that he may be perfectly fair in his attitude
+and opinions, however widely he may differ from your ideas. Your big
+mental outlook should make you feel friendly toward him as your
+prospect, and you can make the approach of _courage that is friendly_.
+
+[Sidenote: The Sentry And the Password]
+
+Perhaps you will meet opposition to your entrance when you come to gain
+your chance. It is likely that some sentry in the outer office of your
+prospect, or the sentry of his own mind when you reach his presence, may
+halt you at the portal of opportunity with the challenge, "Who goes
+there?"
+
+Your answer should be spoken confidently, "A friend."
+
+The test will then be made by the sentry, "Advance, friend, and give the
+countersign."
+
+_The secret pass-word to Opportunity is, "Service."_
+
+Prove you know the countersign, speak it with courage, and you will find
+yourself no longer an object of suspicion, no longer regarded as a
+possible enemy.
+
+_You have nothing to fear if you plan to approach your prospect as a
+true friend who has come with a carefully thought out, intelligent offer
+of service that he lacks._
+
+
+
+
+CHAPTER VII
+
+_Knowledge of Other Men_
+
+
+[Sidenote: Unlocking The Other Man's Heart And Mind]
+
+We have seen how you can make certain of _gaining_ your introductory
+chance. Now we are to consider the first step in the _most effective
+use_ of this opportunity to begin building your own success.
+
+Let us say that you have chosen a particular man as the sort of employer
+with whom you want to work. Your prospecting has convinced you that in
+his business you have found the right market for your present services
+and a promising field for the future big success you are ambitious to
+achieve. Therefore you wish to sell him a true idea of your best
+capabilities. We will assume that you have passed the threshold of his
+private office, but your object in calling upon him has not yet entered
+_his thoughts and feelings_.
+
+Before you state the ideas and service intention you have brought, make
+certain of the best possible reception from him. You need to take every
+practicable precaution against being rebuffed. You want to assure
+yourself of a welcome. Having gained this chance to start the sale of
+your capabilities, it is of vital importance not to take the next step
+in the selling process _blindly_, lest you stumble. Hence you should
+_size up_ the other man before you announce your purpose in calling.
+What you may learn from reading his character correctly will help you to
+gain admittance into his mind for your ideas. It should assure a welcome
+from his heart for your sincere desire to serve him.
+
+[Sidenote: Skeleton Key Unavailing]
+
+Golden opportunities to succeed in a particular business cannot be
+unlocked with a skeleton key of knowledge about human nature. Knowledge
+of _all_ men supplies merely the shaft and general shape of the key
+blank, which must then be notched and filed to fit the characteristics
+of the individual whose mind and heart you wish to open for the
+admission of your ideas and feelings. Unless you can get into that _one_
+mind and that _one_ heart with your service purpose, you will be shut
+out from the opportunity you want. It is important that you know the
+traits of men in general, of course. Such knowledge, however, should be
+supplemented by a _specific_ and true conception of the particular man
+through whom you hope to reach your chance to succeed.
+
+Do not confuse in your present thoughts the process of _prospecting_ the
+characteristics of a man _before_ meeting him, with the later process of
+_sizing him up at the time of the interview_. It is highly important to
+accumulate in advance as much knowledge as possible of your prospect's
+individual traits. But what you learned about your chosen future
+employer before you gained the chance to present your ideas to him in
+his office should be used _merely as a guide_ in sizing him up on the
+spot.
+
+[Sidenote: Stop, Look, Listen]
+
+Take nothing for granted now. Through your personal, specific
+observation either confirm or disprove every item of information that
+has come to you from other people previous to meeting this man face to
+face. Your informants may or may not have had correct conceptions of his
+characteristics. It would be unwise, even unsafe, for you to rely
+implicitly on _their_ judgment of him. You need to _be certain you know
+him as he really is_; so that you can present your purpose with the
+confidence a skilled salesman feels when he is sure he understands the
+principal traits of the prospect he is addressing. In reaching this man
+you have gained your first chance. You cannot afford to risk losing it
+by haste. _Do not advance farther in the selling process until you have
+made certain of the ground you are to tread._ It is very bad
+salesmanship to begin introducing ideas and feelings to a mind and heart
+that are unknown to you except from hearsay.
+
+"But," you say, "I'm not a mind reader. And I can't look into another
+man's heart."
+
+True. Yet you should be able to read the _signs_ of his thoughts; which
+he manifests in his words, tones, and acts. And you need not see into
+_his_ heart to know what it contains; since fundamentally _all_ men are
+much alike at heart. Just look clearly into your own heart at its best.
+You will find there the basic emotions and feelings that civilized men
+have in common everywhere.
+
+[Sidenote: Character Analysis by Types Not Reliable]
+
+Character analysis by "types" is unreliable. I believe as little in
+phrenology as in palm-reading. I have directed thousands of men in
+business. Personal experience has proved to me that the _permanent_
+structure of a particular human body is not an invariably true index to
+the characteristics of the inner, or ego man who owns that body.
+
+He has had no control over the color of his hair or eyes. He cannot
+reshape the bones of his face, nor alter the bumps on his head. To
+believe that such permanent structural details of the "natural" _outer_
+man determine or denote the peculiar aptitudes of the _inner_ man is to
+credit the exploded doctrine of fore-ordination.
+
+Therefore, when you have gained the chance to present your capabilities
+for sale to a chosen prospect with whom you believe you will have the
+best opportunities to succeed, and when you are swiftly shaping your
+presentation plans to fit his personality, don't size up merely the
+factors of his make-up with which he was born. You will be apt to
+mistake his true character if you have come to his office with the
+delusion that the blonde type of man is fundamentally different _in
+nature_ from the brunette type. Get out of your head any misconception
+that a man is foredoomed to practically certain failure in a particular
+career because he has a big nose, sloping brow, and receding chin; and
+that another man with a snub nose, bulging forehead, and protruding jaw
+is destined almost surely to succeed if he selects a certain vocation.
+No "mind man" with a normal, healthy body is limited in his
+possibilities of success by being born with red, or black, or tow hair;
+or because the bones of his head happen to be shaped in a particular
+way. The ego is the master, not the slave, of the body.
+
+[Sidenote: True Signs of Character]
+
+_The true signs of character are to be read only in the words, tones,
+and movements_ of a man--and in his muscle structure _as he has
+developed it_ or has left it _undeveloped_. We already have seen in a
+previous chapter how a mind center and its co-ordinated set of muscles
+develop each other. So the positive characteristics of the inner man are
+revealed clearly by the muscle structure built up by his habits of
+thinking and feeling and action. On the other hand, his deficiency in
+certain mental and emotional development is indicated negatively by his
+lack of the muscle structure that naturally would be co-ordinate with
+such development.
+
+The relation of muscular development to mental development, as explained
+in an earlier chapter, suggests the one _sure_ way to judge a man's
+habits of thinking. _Observe discriminatingly his various muscle
+structures, and his muscle activities in detail._ The development of
+certain sets of _muscles_ proves a co-ordinate development of the _mind
+centers_ most directly connected with these muscle structures.
+Similarly the _mental action_ of a man is indicated by his _physical
+manifestations_ with his muscles in movements.
+
+Hence if you learn to read the _mental significance of particular muscle
+structures and of particular muscle actions_, you will be able to size
+up both the _habits_ of thought (individual characteristics) of a man,
+and what he happens to be thinking _at the time_ you come to present
+your services or ideas for sale.
+
+[Sidenote: Recapitulation]
+
+Before going on with our study of the subject of this chapter, let us
+summarize the preceding pages to make sure that we know thoroughly the
+somewhat difficult but very important ground we have gone over thus far.
+
+You chose a certain man as your prospective employer because you believe
+that if you succeed in associating yourself with him you will have the
+best opportunities to achieve your ambition. You are now standing in his
+presence. You need to size up his true character quickly in order that
+you may be sure of presenting your capabilities in the particular way
+that is likely to be most effective with him. You wish to impress this
+one man with right ideas of your qualities and their value. You want him
+to perceive that he lacks and requires just such services as you purpose
+to offer for sale. You realize it is unsafe for you to jump at
+conclusions about his characteristics. You pause briefly to size him up
+before presenting your proposition, rather than to proceed blindly in
+ignorance of his habits of thought, and with no clue to what he happens
+to be thinking at the time you call. You must know all it is possible to
+find out on the spot regarding him.
+
+[Sidenote: What Has He Done with His Birthright?]
+
+You cannot be certain of his characteristics if you judge him solely by
+what Nature forced on him. But you can be absolutely sure if you size
+him up by observing _what he has done with his birthright_, and if you
+are then able to _interpret_ correctly what you _perceive_. Your
+prospect has had nothing to do with the shape and size of his head. His
+fair or dark complexion is inherited. He is utterly unable to control
+the color of his hair or eyes. His _muscle structure_, however, is a
+_development_ that he has accomplished himself. If he has a firm jaw,
+the jaw _muscles_, not the jaw _bone_, signify the characteristics of a
+firm mentality. _Judge the physical man he has made by his habits of
+living under the government of his mind._ Disregard such physical
+details of his appearance as he cannot help. The _made_ man is the true
+image of the ego. It is this _ego_ of your prospective employer you need
+to know, for your chance to succeed in your purpose with him depends on
+the _inner_ man you must convince and persuade. Therefore restrict your
+size-up to the discriminative observation of the _muscle signs of his
+mind habits and mind actions_.
+
+[Sidenote: Recall Burbank Method]
+
+Recall now, or re-read the second chapter of this book. There you
+studied the principles of restrictive-discriminative growth--the Burbank
+method of developing selected qualities of manhood. That chapter related
+to your cultivation of particular characteristics within _yourself_. The
+same principles will guide you with equal certainty in acquiring
+knowledge of _other men_.
+
+Every _mental_ characteristic of your prospect about which you need to
+know has _physical indications that can be perceived, and translated
+into certain knowledge of details of his character_. You have studied
+the co-relation of _your_ mind and body in mutual development. You may
+be sure that similar processes of development have produced like effects
+in the case of the man you have come to see. You know exactly how to
+grow particular qualities within yourself, by using your muscles to
+develop corresponding mind centers and vice versa. You can read another
+man's mind by observing _his_ muscle structure and muscle action, and by
+then interpreting the mental significance of what you perceive.
+
+[Sidenote: Men are Alike At Heart, But Differ in Mind]
+
+To repeat and emphasize again what already has been said about knowing
+the _heart_ of another man--you need but look into your own breast to
+find there the finest basic characteristics of the human heart in
+general. As Kipling wrote, "The Colonel's lady and Judy O'Grady are
+sisters under their skins." All men are fundamentally alike at the
+bottoms of their hearts, however much they may differ in the individual
+traits they have grafted upon their common root of human nature.
+
+So when you are sizing up your prospect, you should comprehend that _the
+most effective way to get to his heart is through such an appeal as
+would reach the heart of every man_. Know your own heart surely, then,
+in order to be certain of knowing his. All human hearts respond
+similarly to manifestations of courage, nobility, love, faith, honor,
+and the like. We laugh and cry at the same humor and pathos. Our
+_feelings_ are closely akin. We differ from one another only in our
+_minds_. Our individual, acquired habits of thought affect but the
+_degrees_ of our several heart responses to the gamut of fundamental
+emotional appeals.
+
+[Sidenote: Exhaustive Prolonged Analysis Unnecessary]
+
+Knowledge of another man, then, involves first, comprehension that he is
+_like_ every other man in his _emotions_, and _unlike_ all other men in
+the way he _thinks_. To a trained observer his habits of thought are
+clearly indicated by his muscle structure and muscle action. Exhaustive
+prolonged analysis is unnecessary. You can learn to read quickly the
+mental significance of the comparatively small number of details of
+muscle structure and action that constitute a fairly complete index to
+his character. Then you will be able to judge with certainty practically
+all the traits of which you need to be sure in order to make the most
+effective presentation of your services for sale to this particular
+man.
+
+[Sidenote: Value of Size-up]
+
+The value of such a dependable size-up can scarcely be over-estimated.
+It is not easy to gain the _initial_ chance to present your capabilities
+to the one man with whom you have chosen to be associated. But it would
+be tremendously harder to win a _second_ opportunity to sell your
+services after _failing_ the first time. By sizing him up aright while
+you are presenting your qualifications for his consideration, you will
+be able to _avoid making unfavorable impressions_. You can also adapt
+your salesmanship to _creating the best possible impression_ of your
+capabilities and their fitness to his *especial needs*.
+
+[Sidenote: The Gruff Reception]
+
+Sometimes a man seeking to gain the big chance that he believes would
+open the door to success fails to secure his opportunity because he is
+disconcerted by a gruff reception that he misconstrues as personal to
+him. He wrongly interprets _natural_ self-defense as a sign of habitual
+crabbedness.
+
+A big man often thinks he is "hunted" by people who want to make him the
+prey of their own purposes. The employer you have chosen as the means of
+reaching the goal of your ambition may feel suspicious of your object in
+approaching him. He is likely to assume an attitude of extreme reserve,
+or even of icy indifference. Possibly his manner will be curt and sharp.
+Size up such a reception as just his way of protecting himself against
+impositions. His treatment of you is merely a superficial manifestation
+of the instinct for self-preservation. It indicates nothing more than
+that he is wary of any one who calls on him with an unknown purpose.
+
+His object in being cold or brusque is to get rid of people who might
+annoy him or waste his time. He would not assume his repelling pose if
+he knew _you_ had come with a purpose of _true service_, after full
+preparation of yourself and your selling plans to interest him. Though
+he does not realize it yet, you will neither pester him nor fritter away
+his precious minutes.
+
+[Sidenote: Melting Ice And Smoothing Roughness]
+
+Therefore if your size-up convinces you that the cold, brusque manner
+is only _assumed_, you need not deal with it as if it were
+_characteristic_. It indicates no more than the habit of wariness. You
+should proceed confidently with your selling process, undeterred by the
+bearing of your prospect. Do not attempt to mollify his assumed
+harshness. It will take but a few moments for you to _sell him the idea
+that you have brought him something he really needs_. When he first
+glimpses your service purpose, his icy pose will begin to melt and his
+rough tones will be smoothed.
+
+A great public-utility corporation with thousands of branch offices
+throughout the United States had as its purchasing agent for many years
+an old gorgon. He was "a holy terror" to new salesmen, but became a
+staunch customer when once his confidence was deservedly gained. And
+every employee in the office of this tartar loved him for his true
+kindness of heart.
+
+[Sidenote: Don't Flinch Or Retreat]
+
+You may have occasion to call on such an eccentric big man. If you are
+rebuffed fiercely, don't let it "get your goat." He can have no possible
+reason for disliking you personally, especially before he comprehends
+your purpose in coming to him. So disregard his ferocious pose. Though
+he may treat you as an unwelcome intruder, proceed calmly to the
+statement of your business. You know that your intention to render him a
+true service justifies you in taking his time. Therefore his assumed
+fierce manner should be powerless to disconcert you.
+
+_Do not retreat_ from a chosen prospective employer; _do not even
+flinch_ from him, however ill-tempered and repellant he may appear. You
+cannot possibly lose so much by standing your ground as you would
+forfeit by running away from this chance to demonstrate your
+salesmanship. Countless thousands of men have failed because at the
+first sign of antagonism they surrendered even more than they might have
+lost if they had been utterly beaten after the hardest kind of a fight
+for victory. _They gave up without a struggle, not only all their
+chances for success, but their self-respect as well._
+
+Suppose the man you have selected as your future employer does snap at
+you viciously when you call on him; his ferocity signifies no more than
+that you must approach and handle him carefully. Your prospecting and
+your size-up should have convinced you that he is not in fact the crab
+he tries to appear. Real, thorough cranks are so rare they can be
+considered as non-existent. It is safe to conclude that any man who acts
+as if he were sore all the way through all the time is just _acting_.
+Ignore the irrascibility of the "Everett Trues" you meet. _Superficial_,
+_assumed_ indications will not help you to comprehend the _inner_ man
+you want to influence. _Restrict your size-up to the signs of that inner
+man._ While the old gorgon you face is brow-beating you, he may be
+planning in the back of his head an act of gentle kindness to some one.
+If he is _habitually_ kind, there will be physical indications of that
+characteristic; in his _tones_ and _acts_ if not in his _words_. Look
+for these signs beneath his harsh manner, which is merely a disguise he
+has put on. "Everett True" behaves like a domineering tyrant, but he
+really is characterized by an acute sensitiveness to what is right and
+just.
+
+[Sidenote: Judge By Unconscious Appearance And Actions]
+
+When sizing up a man, depend principally upon details of his
+_appearance_ and _actions_. Translate whatever you see or hear into
+definite discriminative judgments regarding him. His muscle structure
+and movements indicate certain traits. Of course you should also observe
+and size up the significance of the words and tones he uses. But a man
+employs his speech with the conscious intention of making impressions.
+Therefore it is not safe to rely on a size-up based on what he says.
+Your prospect may be using his words and tones to hide, rather than to
+reveal, his inner self.
+
+However, if you know how to separate and classify _details of muscle
+structure and action_, you can depend safely on specific conclusions
+based on these indications. The muscle structure of a man is the result
+of his habits of living, or of his predominant characteristics. He
+builds it up unconsciously and is unable to disguise it. It can be
+interpreted as certain proof that he has particular traits. Most of his
+movements, too, are made without his realizing exactly what they denote
+of his character and present thoughts. He just "acts natural." Therefore
+if you read indications of the inner man by analytically observing his
+_physique_ and _actions_, you will gain reliable information about him.
+He will not know that he is revealing his traits and what he is
+thinking.
+
+[Sidenote: Your Opinions About People]
+
+From your earliest childhood to this moment you have been forming
+first-hand opinions of other people by observing and interpreting their
+words, tones, and movements. Sizing up men is not a new process to you.
+But in order to be a certainly successful salesman of yourself you
+should _observe more intelligently and discriminatively_ hereafter.
+Instead of making up your mind about people without knowing just how or
+why you arrive at your judgments, classify your intuitions
+scientifically. Know the reasons for your opinions. You can be sure
+about the conclusions you reach as a result of your _specific, exact
+observation of details_. The study and analysis of words, tones, and
+acts, coupled with a little painstaking practice, will make you an
+expert judge of other men.
+
+[Sidenote: Study Character Unobserved]
+
+Do not seem to make an effort to observe the person you are sizing up,
+for that would impress him disagreeably. Without indicating that you are
+watching him, mentally note and interpret his muscle structure, his
+manner of speaking, his gestures, the rate of his physical activity, the
+way his actions respond to his ideas, the type and tensity of his
+movements. _Each item you analyze and translate should indicate to you
+clearly some fact about the inner man._
+
+Of course you will not be able to read your prospect thoroughly in the
+first few moments after you meet him. It is possible to make only a
+partial size-up then. No one would reveal _all_ his characteristics in
+such a brief time. _But each indication you perceive and interpret
+correctly will aid you to attribute to him certain other, related
+traits._ For instance, if the actions of a man indicate the
+characteristic of evasion, you may judge safely that he lacks courage,
+the highest sense of honor, some of the elements of perfect squareness
+and trustworthiness. If he has a habit of under-estimating or
+"knocking," and manifests this characteristic in something he says or
+does, you may feel certain he is not an idealist. He is likely to be
+pretty "practical" in his views, and cannot be won by appeals to rosy
+visions.
+
+[Sidenote: Elements of Character are Consistent]
+
+Analysis of a man's true character usually shows that its elements are
+thoroughly consistent. A human being is not a bundle of contradictions,
+but an aggregation of likenesses. Every man differs from every _other_
+man; yet, generally speaking, one element of his character is not apt to
+differ radically from another detail of _himself_. There are exceptions,
+but in most cases the seeming contradictions in an individual are only
+apparent opposites. Supposed inconsistencies cause surprise because the
+true fundamental traits of the person observed are not discerned. The
+_outer_ man often seems to contradict himself. But nearly always the
+_inner_ man is consistent in his various characteristics. This is the
+reason why your size-up should be _restricted to discriminative
+observation of indications of the ego_.
+
+[Sidenote: Application of Theory]
+
+Perhaps you have been thinking, "The _theory_ seems to be all right, but
+exactly how is it _applied?_" So we shall turn our attention next to
+specific details of sizing up the characteristics of the inner man. We
+shall see just how his thoughts and feelings may be discerned at a
+particular time.
+
+We assumed previously that you have called upon the man to whom you want
+to sell your services. You believe the way to your success lies through
+association with him. _Your faculties of observation should be trained
+to size up at a glance whatever traits are suggested by his bearing,
+his clothes, his manner, his actions, his surroundings_. Whether he is
+standing or sitting, it is possible for you to perceive and interpret
+his pose and poise. You can learn much from his walk if he steps forward
+to greet you. His handshake may tell volumes about his true character.
+The different ways that men clasp palms are especially significant of
+their individual traits. You should have a scientific knowledge of
+handshakes.
+
+[Sidenote: Traits Suggested By Nods]
+
+Should your prospect merely nod on your entrance, note discriminatively
+the movement he makes. There are many kinds of nods. The quick, sharp
+tipping of the head indicates unhesitating, clean-cut decisions. Such
+judgments on the spur of the moment are not always right, but they are
+apt to be pretty conclusive. Irregular, jerky nods are signs of
+irritability, of rash or very impulsive decisions, and often of
+unreasoning prejudice. The nod made directly forward signifies
+frankness, dignity, and straight thinking. The tilting of the head a
+little to one side suggests a habit of indirectness and a tendency to
+"stall."
+
+[Sidenote: Learn to Analyze Smiles]
+
+How much of a man's character is illumined by his smile! Ability to
+analyze smiles _correctly_ will enable you to size up the dissembled
+traits of character behind the _false_ smile. Such analytical ability
+will also show you how to turn to your best advantage the smile of
+_true_ friendliness.
+
+It is possible to judge from the physical aspect, from the facial
+expressions, from the movements, and from the voice of a man whether he
+is nervous or phlegmatic, active or passive, healthy or lacking in vigor
+and strength. A skillful size-up will determine that he is either
+eccentric or well balanced mentally, that he is thrifty or extravagant,
+that he is disposed to take comprehensive views or is inclined to give
+undue attention to trifles and details. He will indicate to a keen
+observer real intellect or mere intelligence. His emotions also may be
+read. He reveals himself as generous or selfish; as an optimist or as a
+skeptic. He shows that he is responsive to heart appeals or is hard
+hearted, moral or immoral, artistic or lacking in appreciation of art,
+cultured or boorish.
+
+[Sidenote: Discriminative Restrictive Process]
+
+To know the significance of your prospect's different _words, tones, and
+movements--the only means he has for the expression of his ideas and
+feelings_, just apply to _his_ case whatever you have learned in
+studying _yourself_. Adapt your previous discriminative knowledge to the
+prospect you are sizing up. Restrict your conclusions about him to the
+significance of details you observe in his appearance, actions, and
+speech.
+
+After considerable practice in sizing up you will become familiar with
+the indications of many different traits. _But in most cases it will be
+sufficient if you can observe swiftly and interpret in a flash only a
+few of the commonest character signs_. We will touch briefly upon some
+of these.
+
+[Sidenote: Facial Muscles]
+
+Tense jaw muscles, whether large or small, denote the characteristic of
+persistence. But loose, flabby cheek muscles do not necessarily prove
+the habit of over-eating, or of sensuality. They may mean that the man
+who has them does not habitually allow his feelings to show in his face.
+When the muscles of facial expression are flabby they prove only that
+they are slightly used. Therefore when you encounter a man with loose
+cheeks read his characteristics from other muscle-structure signs, and
+from his actions. Do not misjudge the heavy face as a sign of grossness.
+
+[Sidenote: Courage And Bluff]
+
+If a man holds his head up easily, and moves it in this upright position
+without stiffness or effort, you may be sure his back neck and shoulder
+muscles are strongly developed. Such strong development suggests that he
+is courageous, for these muscles are directly co-ordinated with the mind
+center of bravery. Therefore the head and shoulders easily held back and
+up; not a high chest, signify courage. The bulging chest often indicates
+no more than pouter-pigeon bluff temporarily put on.
+
+[Sidenote: Indications Of Intellect And Power]
+
+A man's high chest, however, is a sign that his predominant
+characteristics are intellectual; because his chest has been developed
+by the student's habit of upper-lung breathing. The nerves running from
+the upper part of the lungs are directly connected with the brain
+centers of _intellect_. On the contrary the nerves that lead from the
+lower portions of the lungs center first in the plexus through which are
+manifested the _vital emotions_ and the emotions of _sex_. Hence the man
+who breathes deeply by habit indicates a great deal of vitality and has
+marked "he-man" traits. He is not of the intellectual type so markedly
+as he is a man of _power_. The man who breathes only from the upper part
+of his lungs is not a man of power, but may have a fine intellect.
+
+[Sidenote: Significance Of Postures]
+
+The postures of the body are significant of characteristics. If your
+prospect stands with his feet wide apart and his arms folded
+conspicuously across his high-held chest, he probably has a habit of
+bluffing. His widely spread feet indicate that he has to prop himself in
+that physical posture; so it is unnatural to him. Similarly he has had
+to prop himself in his mental posture. _Push your ideas hard and he will
+lose his mental balance;_ just as he would lose his physical balance if
+you were to jolt him. He is obliged to prop himself. He is bluffing. You
+can make him quit. The folded arms and expanded chest of the bluffer
+mean no more than the high-arched back of a cat. Stroke "Tom"
+soothingly, and he stops bristling. Stroke the human bluffer tactfully
+with persuasion, and he will not act pugnacious for long.
+
+[Sidenote: The Balanced Body]
+
+But if, when making a statement, your prospect stands or walks about
+easily with his feet close together; if he balances his body without
+difficulty or artificial postures--it is certain that he has a good
+deal of determination in his make-up. You cannot influence him to change
+his mind by making emotional appeals to him. In order to secure the
+favorable decision of such a man, you will need to use the most
+conclusive, solid evidence of your capabilities.
+
+[Sidenote: Wavering Minds]
+
+Suppose your prospect shifts his feet continually and rather jerkily.
+While you are talking with him, he frequently changes his weight from
+one foot to the other. He is suggesting that he has little confidence in
+his own judgment, that he is not sure of his own thoughts. _Take the
+lead strongly with such a man._ Do his thinking for him. It is up to you
+to bring his vacillating mind to definite conclusions, following your
+lead. First make it clear to him that your proposal is really to his
+interest. Then proceed with a manner of absolute assurance, as if you
+did not question his doing what you wish. With your skillful
+salesmanship you can stop his wavering and induce him to act as you
+indicate.
+
+[Sidenote: Quick Thinkers]
+
+The _rate_ of one's _muscular_ activity is directly associated with the
+rate of one's _mental_ activity. The man who _moves_ slowly by habit is
+also a plodder in his _thoughts_. On the contrary, quick actions
+indicate quick thinking; which, however, may be mistaken. Only the quick
+motion that is _under perfect control_ suggests an _unerring_ conclusion
+reached swiftly. The man who snatches up a pencil with sure fingers,
+and without fumbling it begins to write at once, demonstrates that he
+has an electrically fast mind perfectly harnessed to his purpose. When
+another man reaches swiftly for a pencil but misses his sure grasp at
+the first attempt; or when the dash of his hand to the paper is followed
+by a momentary delay for adjustment of the pencil in his fingers or by
+hesitation before he begins to write, he denotes mere impulsiveness.
+
+[Sidenote: Self-Control]
+
+Sometimes a quick thinker will purposely develop the habit of making
+very deliberate motions. This trait is the result of his determined
+repression of a recognized inclination to act on impulse. He has
+accomplished perfect self-control in order to guard against the danger
+of making up his mind too quickly on his first thoughts. But his
+slowed-down movements will be so _precise_ and _certain_ as to indicate
+his characteristic of self-control and that his mind has moved in
+advance of his acts.
+
+If you have occasion to size up such a man, you should perceive that the
+movements of his muscles do not correspond with the rate of his mental
+activity, as a superficial observer might mistakenly conclude. If your
+prospect sits or stands immobile; or if his actions give no indication
+of what he is thinking, watch his eyes and his facial muscles of
+expression. Eyes that fairly dart from one object to another,
+expressions that flash on and off the face; prove swift mental activity,
+no matter how quietly the body may be held. For instance, a strong,
+quick thinker may have his muscles under such perfect control that he
+will pick up a pencil very deliberately because he has trained himself
+to repress his impulses. But when he has finished using the pencil, he
+will drop it cleanly and not let it slip slowly from his fingers. His
+self-training in precaution applies only to what he does _before_ acting
+on a purpose. The moment he is done writing, he also is done with the
+pencil. His hand does not linger with it over the paper. Unconsciously
+his characteristic quickness manifests itself in his inclination to get
+rid at once of the tool he has finished using.
+
+[Sidenote: Tightened Thoughts]
+
+Any indication of _muscular tensity_ suggests a _tightening of the mind_
+on thoughts. It is often a sign of mental resistance or of persistency.
+If, when talking to a man you observe that his muscles seem taut, avoid
+forcing the idea you want him to accept, for his mind is opposing it
+strongly just then. Perhaps he has a persistent thought of his own, at
+variance with yours. Either give him a chance to express his idea in
+words, so you can dispose of it, or switch him away from it by changing
+the trend of the conversation. When you perceive that his muscles are
+normally relaxed, you may safely return to the postponed point. You will
+encounter lessened mental resistance. Very likely he will then have no
+impulse to persist in the thought he previously had fixed in his mind.
+
+[Sidenote: What a Man's Walk Shows]
+
+Note how your prospect walks forward to meet you, or how he moves about
+his office. If his stride is long and free and easy, it proves that the
+back muscles of his thighs are strong. Those muscles function in direct
+co-ordination with the mental action of _willing_. Therefore when a man
+walks easily with a long, free stride he indicates that he has a strong
+will. He may be sized up confidently as a fighter for his rights, as a
+man with a great deal of resolution once he makes up his mind.
+
+[Sidenote: Determine Mental Speed]
+
+It is very important when sizing up a man to determine the _degree of
+his mental speed_. If you have brought your best capabilities for sale
+to a prospective employer, you need to know whether or not he is getting
+clearly all the ideas you present. It is necessary for you to make sure
+on the one hand that you are not presenting ideas too fast for his mind
+to comprehend each point fully. On the other hand, you wish to avoid
+harping on details after he understands them. It will aid you very much
+in your salesmanship if you know _just how quickly_ the mind of your
+prospect acts. There is no better way to find out than by noting the
+speed of his _muscle_ response to test ideas. Since the rate of _muscle_
+activity is directly indicative of the rate of _mental_ activity, you
+can often learn from observing the _movements_ of your prospect _how
+quickly his mind takes in_ points you state or suggest.
+
+You might test him by asking that he write a name or set down some
+figures you give him. If without hesitation he reaches for a pencil, you
+may be sure his mind responds quickly to your ideas. But should there be
+a moment or two of delay before he picks up the pencil, his _slower
+physical response_ to your request is to be read as an _indication that
+his mind does not grasp ideas at once_.
+
+[Sidenote: Keep Mental Pace]
+
+After making your size-up of the degree of his mental speed, you can
+govern your presentation by what you have learned. If you are dealing
+with a mind that acts slowly, give your prospect plenty of time to get
+each idea you want to impress upon him. But proceed briskly from point
+to point with the man whose mind grasps ideas instantly. You would make
+a poor impression on him were you to go at a lagging pace.
+
+It is not necessary, however, to make special or artificial tests to
+learn how quickly your ideas are being grasped. Observe the facial
+expressions of your prospect, which will indicate how soon your thought
+is appreciated after it is presented. Should you say something with a
+touch of humor, the time it takes him to smile or twinkle his eyes will
+measure the speed of his mind in catching ideas.
+
+[Sidenote: Head and Eye Movements]
+
+The movements of the head and of the eyes, according to which are
+predominant in the case of an individual, tell much of his character.
+The villain on the stage habitually looks out of the corners of his
+eyes. So does the mischievous ingenue. But the hero turns his whole head
+when he looks about. And the look of innocence in the eyes of the
+heroine is straightforward; her head is pointed directly in line with
+her gaze. _Apply the principle in your salesmanship._ When you observe a
+man who turns his head freely and easily for a square look at a person
+who comes into his presence, size him up as one who is not afraid to
+face either facts or people. If you note that another prospect glances
+obliquely at persons or objects, or that he habitually turns his eyes to
+one side or the other while keeping his head still, judge him to lack
+the characteristic of frankness. He is likely to be evasive and shifty
+in his dealings. Perhaps the sign you have perceived indicates no more
+than that your prospect is "stalling." It is evidence, nevertheless,
+that his mind is not meeting your ideas squarely. You will need to
+compel his attention to come back to your point, time and again perhaps.
+
+[Sidenote: Strength Of Mind]
+
+The full-arm movement denotes strength, and bigness of conceptions. A
+mere wrist gesture suggests littleness, flippancy, weak traits.
+Similarly if a man walks from his hips, he suggests the characteristic
+of strong personal opinion. If he walks principally from the knees, or
+over-uses his ankles and minces along, he indicates that his mind is not
+certain and that he holds his opinions weakly.
+
+A straight gesture denotes pure _mentality_. A single-curved movement
+indicates some _emotion_, rather than only a thought. Action in a double
+curve suggests _power_ behind the expression.
+
+[Sidenote: Honor and Straightforwardness]
+
+A gesture outward from the chest and on the _same level_ denotes the
+qualities of honor and straightforwardness. If your prospect makes such
+a motion in response to some idea you present, he is thinking on the
+same man-level as yourself--he is treating you as his equal.
+
+A characteristic movement of the arm _above_ the shoulders signifies
+vivid imagination, or impracticability. It may be read as an indication
+of lightness of character or of a tendency to go off on a tangent.
+Conversely, gestures outward from the _lower_ part of the body denote
+power, or an inclination to depreciate values.
+
+[Sidenote: Selfishness]
+
+If a man gestures _toward_ himself, he indicates limited conceptions, or
+selfishness, with a tendency to materialize everything. Movements in any
+direction _away from_ the trunk of the body and on its level denote
+assertiveness, sincerity, creative ability, or willingness to cooperate
+in thought.
+
+[Sidenote: Affirmation And Denial]
+
+_Vertical_ movements suggest the _life_ of ideas, and symbolize
+_affirmation_. _Horizontal_ gestures accompany the _denial_ of ideas and
+the _death_ of interest. The _diagonal upward_ curve indicates
+_idealism_. A similar curve _downward_ is a sign that an idea presented
+to the imagination is _concretely realized_.
+
+[Sidenote: Frankness and Dodging]
+
+The person who gestures _directly in front_ of himself proves he is
+_willing to meet you face to face_ regarding the idea presented. But
+when a man gestures _slightly_ to one side or the other, he is not
+dodging. His movement denotes only that he is _thinking seriously_.
+However, if you present ideas to a man who gestures _far_ to the right
+or left, you may feel certain that he is not giving his thoughts in
+harmony with yours, but probably is trying to get your ideas out of his
+mind.
+
+[Sidenote: Study Tones]
+
+While we have emphasized that "muscular indications" are of principal
+importance in making a certain size-up, the tones and words of the
+prospect should not be altogether neglected. Often a man will
+unintentionally reveal in his tones the very things he means his words
+to conceal. You would not depend on the words of a person if they were
+contradicted by his acts and tones.
+
+Mental, emotive, and power characteristics are signified by various tone
+pitches. _The degree of a man's determination_ and his _persistence in
+thought_ are denoted by the _number of tone units_ he habitually employs
+when speaking. The _genuineness_ of a statement is suggested or
+disproved by the tone _intervals_ in the statement. "Yes" spoken in one
+unit without inflection means unqualified assent. "Y-es" in two tones
+may mean doubtful assent, or false agreement, or even a contradiction.
+The _middle-of-the-mouth_ tone proves a _well balanced_ mind, in
+contrast with the _unreliable_ mind that is denoted by the _lip_ tone,
+and the _secretive_ mind which is suggested by the tone that comes from
+_far back_ in the mouth.
+
+In a five minute conversation an alert observer who has studied a few of
+the elemental principles of tone analysis can size up a great many of
+the most pronounced characteristics of a prospect.
+
+[Sidenote: Don't Offend By Scrutiny]
+
+It is better to make no size-up at all than to _strain_ in observing the
+other man and make him aware of your close scrutiny. Such an inartistic
+size-up impresses a prospect disagreeably. He feels that you are prying
+into his personal characteristics. Therefore _teach yourself to observe
+without seeming to look closely at the object of your size-up_. Learn to
+observe unobserved; especially to perceive details without looking
+_sharply_. Your eyes and ears can take in specific points about your
+prospect without making their keen activity apparent.
+
+[Sidenote: Two Parts of Sizing-up Process]
+
+When you have learned how to see and hear many details clearly at the
+same time, _unsuspected by your prospect_, you will be a master of the
+first essential of skillful character reading. The second necessary
+element of proficiency in sizing up men is the _relation or association
+of each detail observed, with the particular characteristic it denotes_.
+To begin with, _perceive points_ about your prospect. Then ask yourself
+about each, "_What does this mean?_"
+
+[Sidenote: Practice Makes Perfect]
+
+Of course you will not become an expert judge of other men at once. But
+get the habit of seeing and hearing _specific indications of
+characteristics_ wherever you go. You will soon find that your mind has
+been opened to new, clear ideas of people.
+
+It is possible for anyone to become a mind reader. It is necessary only
+to _note_ and _think out_ the meaning of character signs and thoughts.
+Trained specific observation will read and interpret these signs. When
+you become skillful in sizing up other men, this art will help you very
+much in gaining the best possible receptions everywhere you go. Also, if
+you are able to read your prospect's thoughts and character, you can
+avoid antagonizing his ideas.
+
+[Sidenote: Remove Unnecessary Difficulties]
+
+Gain knowledge of other men in order to make it easy to sell them true
+ideas of your best capabilities. It is not _hard_ to succeed if you take
+the _unnecessary_ difficulties out of the process of gaining your
+chances.
+
+
+
+
+CHAPTER VIII
+
+_The Knock At The Door Of Opportunity and The Invitation To Come In_
+
+
+[Sidenote: Selling is Not a Mechanical Process]
+
+The process of selling ideas comprises several steps, part or all of
+which the salesman may need to take in order to close a particular sale
+successfully. In our study we are considering step after step in regular
+order, but the actual selling process cannot be reduced to such
+exactitude and routine. Before we begin our analysis of this
+"presentation" step, it should be clearly understood that success in
+selling ideas is not achieved by going through a _machine-like_ process.
+We follow a regular sequence in these chapters, but it is unlikely that
+you will ever complete a sale of your services by taking the various
+steps of the selling process in the precise order of our study.
+
+[Sidenote: Be a Fully Equipped Salesman]
+
+You may need to use them all in order to succeed in a specific instance.
+Again, without taking many of the steps here analyzed, you might be able
+to gain the success opportunity you most desire. _The object of this
+book is to fit you for any and every condition you are likely to meet_
+in your efforts to gain opportunities for your ambition. It is
+improbable that in order to get your desired chance and to make the
+most of it you will have to _use_ all you learn of the secret of certain
+success. You cannot afford, however, to run an _avoidable risk_ of being
+at a loss regarding what to do at any stage of the process of selling to
+a selected prospect true ideas of your best capability. You need to know
+the most effective ways to deal with situations that may never happen,
+but which, on the contrary, _might_ be encountered. You cannot start
+_confidently_ on your quest for success unless you are _fully_ equipped.
+
+[Sidenote: Reducing the Odds Against You]
+
+If you believed it would be necessary for you to do everything contained
+in this book in order to gain the opportunities you desire, you likely
+would feel very skeptical about succeeding. You might think, "A single
+little slip and I'd lose out. It's a thousand to one against me." The
+fact is that the odds on the side of failure are very heavy in the case
+of an _ordinary_ man. If you can _reduce_ them only a little _in your
+own case_, you will get a start towards success because of the slight
+lessening of your handicap.
+
+[Sidenote: Value of Knowing a Single Step]
+
+I recall a man who mastered but three principles of _prospecting needs_.
+With this limited knowledge of salesmanship he was able to induce a
+great financier to open the door of opportunity and take him into a
+field of rich chances to earn a fortune. Another friend of mine got his
+start solely from knowledge of a manufacturer's principal hobby. What
+he knew about the "single tax" enabled him to plan a sure approach to
+the mind of the factory owner. A young lawyer in Chicago seized upon a
+chance for fame and wealth in his first meeting with a poor, seemingly
+unsuccessful inventor. In each of these instances a single step of the
+selling process, taken correctly, carried the salesman through the door
+of opportunity and brought him within reach of the beginnings of
+success.
+
+[Sidenote: Get Ready for Imaginable Happenings]
+
+_You_ may not need to knock at that door, nor wait for an invitation to
+come in. In _your_ case, perhaps, the door stands open, with a "Welcome"
+mat just outside. Yet if you _do need_ to knock with your ideas for
+admittance to another man's mind, and if it ever becomes _necessary_ for
+you to win a welcome, this chapter will prove valuable reading. You will
+be helped to gain your desired chance, and the danger of your failure
+will be minimized, if you _know how_ to knock and exactly _what to do_
+to assure your welcome.
+
+Even the master salesman can never be absolutely certain of the
+reception he will have from any prospect. Therefore he "goes loaded" for
+all imaginable contingencies. You, the salesman of yourself, should be
+likewise prepared with knowledge of how each and every step in the
+selling process may be taken most effectively. Whatever emergency
+arises, you must be ready to take the fullest advantage of a favorable
+turn, and equally ready to reduce as much as possible any disadvantage
+you encounter.
+
+[Sidenote: Knocking and Getting In]
+
+Of course it will avail you nothing if you succeed only in _reaching_
+the particular man through whom you have planned to gain success. And
+after you meet him it will do you no material good to _size him up_
+correctly; if you are then unable to hold his _attention_ to your
+presentation of ideas. Your preliminary skillful salesmanship would all
+be wasted. Evidently, in order that you may continue the process of
+gaining your chance, it is necessary that you should know how to knock
+on the door of his mind in such an _agreeable but compelling_ way that
+he will be _forced_ to let his attention come out _pleasantly_ to you
+and your purpose. Hence right knocking at the door of opportunity
+immediately follows the size-up as an essential part of the process of
+making success certain.
+
+It is necessary next for you to know how to prevent a turn-down on the
+front porch of your prospect's mind, and how to insure _the admission of
+your ideas to his thoughts_. You can compel your prospect to open the
+door of his attention, but in order to get _inside_ his mind and secure
+his _interest_ in your purpose, you must win his _willing invitation_
+for your ideas to enter his thoughts and make themselves at home there.
+
+[Sidenote: Certain Success Methods]
+
+We have seen how you can make certain of gaining your chance to reach
+the door of opportunity. You can size up surely your prospect's dominant
+characteristics and what he is thinking. Likewise you can guarantee to
+yourself, first the attention, and second the interest of the man you
+have come to see. It is necessary only that you use the methods of the
+master salesman to _compel_ the opening of the door and to _induce_ the
+extension of welcome to your ideas.
+
+[Sidenote: Our Old Acquaintance Again]
+
+Here again we meet our old acquaintance, the discriminative-restrictive
+method. You must _discriminate_ between the process of knocking at the
+door of opportunity and the process of securing the invitation to come
+in. Then, in _practicing_ these related but different steps of the
+selling process, it is necessary that when you knock you _restrict_
+yourself to the use of the methods that are most effective in gaining
+_attention_. Similarly you should restrict yourself to using the very
+_different_ methods of securing _interest_, when you work to get an
+invitation for your ideas to come inside the other man's mind and make
+themselves at home there.
+
+[Sidenote: Process of Compelling Attention]
+
+Psychologists define "Attention" as "that act of the mind which holds to
+a given object perceived by one or more senses, to the _exclusion_ of
+all other objects that might be perceived at that time by the same or
+other senses." A knock at a door attracts attention because it
+temporarily diverts the previous attentiveness of the mind to other
+things, and concentrates it on a new object of attention. The sense of
+hearing is _struck_. Whether or not the mind is _willing_ to hear, it
+_cannot help perceiving_ the sudden new sound. Its attention is
+_forced_. The instant the knock is heard, the mind is compelled to drop
+or suspend what it has been thinking about; though this _exclusive_ new
+attention to the knock may last but a fraction of a second.
+
+Our _senses_ function under the control of the sub-conscious mind. It is
+futile for us to _will_ that we _won't_ hear, or see, or taste, etc. We
+_have_ to take in sense impressions, whether we want to do so or not.
+Therefore, if you employ restrictively the _sense-hitting_ method, you
+can force the man upon whom you call to give his _attention_ to you or
+to the presentation of your ideas.
+
+[Sidenote: Inducing Interest]
+
+It is necessary to discriminate, however, between the use of the avenues
+to reach the mind center of _attention_, and the use of very _different_
+ways into the mind center of _interest_. If you start wrong, there is
+very little chance that you will arrive at the right destination. The
+center of interest is wholly under the control of the _conscious_ mind.
+Your prospect can refuse to be interested, if he chooses, despite your
+determination to interest him. _His interest must be induced_. Any
+attempt to _compel_ it is apt to have a fatal result. Nearly always
+such an effort to force interest develops antagonism, instead.
+
+But there are methods of _inducing_ interest that are just as sure to
+succeed as are the sense-hitting methods by which attention may be
+compelled. This _double step_ in the process of selling the true idea of
+your best capabilities in the right market can be taken with absolute
+_certainty_ of success if you know and practice the principles in
+accordance with which the master salesman sells his ideas of goods to
+prospects. We are to study these principles now, as applied to the sale
+of your qualifications for success in the field you have selected.
+
+[Sidenote: Exclusive Agreeable Attention]
+
+When you enter the office of your prospect--your chosen future employer,
+for example--he will be giving his attention to _something_. No one,
+while he is awake, can be wholly _non_-attentive. Your function, at this
+stage of the selling process, is to compel him to stop paying attention
+to something or somebody _else_, and to give _you and your ideas_ his
+exclusive attention.
+
+[Sidenote: Avoid Making Unfavorable Impressions]
+
+Of course good salesmanship makes it advisable also to avoid creating a
+_disagreeable_ impression while forcing yourself and your ideas upon the
+attention of your prospect. The _conscious_ mind governs a man's likes
+and dislikes. So if you knock compellingly at the door of _that_ mind to
+gain attention, you may arouse very _unfavorable_ attention. For
+illustration, a boisterous greeting of your prospect, or a very noisy
+entrance into his office, would doubtless compel his attention by the
+direct hammering on his senses. But the attraction of his attention to
+you would affect the operations of both his conscious and sub-conscious
+minds, and his conscious mind would be disagreeably impressed. His
+compelled attention, therefore, might result in your being thrown out.
+
+[Sidenote: Gaining Both Attention And Interest]
+
+However, you can knock at the _sense_ doors of the _sub-conscious_ mind
+with such unobjectionable sense-hitting methods that while agreeable
+_attention_ will be _compelled_ thereby, you can also be sure that a
+favorable impression on the conscious mind of the prospect will be
+_induced_. For illustration, if your prospect is evidently busy at his
+desk when you are admitted to his office, you might compel his attention
+by entering very quietly and by standing in silence without interrupting
+him until he has had an opportunity to finish what he is doing. His
+sound sense would be struck, paradoxically, by your exceptional
+quietness. His sense of equilibrium would also be affected by your
+perfect poise while waiting. Your whole attitude would impress him so
+favorably that his especial interest in you would be induced. His
+greeting would be pleasant.
+
+Suppose your prospect looks up from his work when you enter his
+presence, and you approach close to his desk; if you are immaculate in
+dress and body, you will appeal agreeably to his olfactory sense. The
+law of the association of ideas will then begin to work in your favor.
+Your prospect will get subconsciously a conscious impression of your
+clean character.
+
+You might wear a fresh flower in your buttonhole and so strike several
+of his senses pleasantly. But unless the flower is inconspicuous and in
+good taste it would make an unfavorable impression.
+
+[Sidenote: Good Impressions]
+
+Let us assume now that when you enter the office of your prospect, he is
+disgruntled about something. You can take some of the heat out of his
+ill temper by your appearance of cool self-confidence and good nature.
+
+There are many more such _favorable sense impressions_ which you could
+make by simply standing in manly erectness while waiting to receive the
+exclusive attention of your prospect. You might employ all the
+sense-hitting features of bearing and manner referred to above. The
+effect of the sum of these would be the _forced agreeable attention_ of
+your prospect. He simply could not help noticing the various items that
+would strike his different senses; nor could he help being agreeably
+impressed; though he might not give you any indication of the effect you
+had compelled.
+
+[Sidenote: Continual Attention Necessary]
+
+It is highly important that you should be able first to _gain_ the
+favorable attention of your prospect, and second to _hold_ it until his
+interest is aroused. It may also be necessary for you to _regain_ his
+attention if it is temporarily lost and diverted to some other object.
+The master salesman realizes it is essential to have the attention of
+his prospect _continually centered_ upon the ideas presented,
+_throughout the selling process_. Only a poor salesman of ideas would go
+right on talking, even though it might be clearly evident that he did
+not have the exclusive attention of the man addressed.
+
+[Sidenote: Regaining Attention]
+
+When you proffer your capabilities for purchase by a prospective
+employer, do not make the mistake of continuing to present your best
+selling points if you have any doubt that his attention is exclusively
+yours. _Stop your selling process if his attention wanders or is
+diverted_. Use the sense-hitting method to compel it to _come back_ to
+you and your ideas. If some one should enter his office while you are
+talking to him, or if his telephone should ring, stop short in your
+presentation. (Your sudden silence, in itself, will be attention
+compelling.) Do not go on with your sales presentation until the
+interruption is over. Then use some sense-hitting method of making sure
+that his attention is again concentrated on you and your ideas.
+
+[Sidenote: Sense Hitting]
+
+An acquaintance of mine who had especially fitted himself for business
+correspondence, typed striking paragraphs taken from form letters he had
+devised and pasted the slips of paper on stiff filing cards. He carried
+with him to his interview with the president of a large corporation
+about thirty-five or forty of these cards. His prospecting had indicated
+that in the course of the half hour he had planned to take up with a
+presentation of his capabilities this executive would be interrupted
+often by telephone calls and the entrance of subordinates. The
+salesman's size-up also revealed that his prospect's attention was
+likely to wander to the things on his desk. From time to time when the
+correspondent was presenting his ideas the president reached out his
+hand and picked up a paper. Evidently he was inclined to give but
+flighty attention to his caller.
+
+[Sidenote: Striking More Than One Sense]
+
+The salesman, however, had "come loaded" for exactly this situation. He
+had worked out his selling plan in detail. As he developed idea after
+idea, he used a device for regaining attention by hitting at the
+prospect's senses of _sight_ and _hearing_. Just as soon as the
+president's hand wandered to a paper, the salesman ruffled the cards he
+held, quickly selected one, and clicked it down on the desk top before
+his prospect. He had to do this perhaps a dozen times before he felt
+confident he had clinched the interest of the executive. If the
+salesman had used words merely, what, he said in presenting his ideas to
+the prospect might have gone in one ear and out the other. But his
+action of ruffling the cards struck the president's senses of sight and
+hearing compellingly; as did the clicking of the card on the desk top
+when it was presented for reading. Repeatedly the return of the
+prospect's wandering attention was forced subconsciously; yet no
+disagreeable impression was made on his conscious mind. In the course of
+half an hour the correspondent succeeded in selling his services at a
+very satisfactory salary.
+
+[Sidenote: "Come Loaded"]
+
+If you similarly "come loaded" for sense-hitting, you will be able to
+get your prospect's attention originally, and to regain it whenever it
+is temporarily lost. In advance of your call on the man to whom you want
+to sell your services, think out things you can do that will strike one
+or more of his senses forcibly, without making disagreeable impressions.
+You can take with you to the interview specimens of your work, or
+testimonials; and hold them in your hand where they will attract notice.
+Or you might plan to use attention-compelling gestures.
+
+[Sidenote: Tone Variations]
+
+Changes of tone will make the other man "perk up his ears" if his
+attention wanders; so plan to introduce variety into your manner of
+speaking. Don't just open the spigot of your mind and let your ideas
+run out in a monotone. Variety of voice is pleasing, as well as
+attention-compelling.
+
+I know a salesman who is in the habit of using a spotlessly clean big
+handkerchief to help him keep the prospect's mind concentrated on the
+proposition being presented. Whenever the other man's attention is
+diverted, this salesman whisks his handkerchief from his pocket and
+touches his lips with it. The flash of white hits the sight-sense of the
+prospect and brings back his wandering attention to the salesman.
+
+[Sidenote: Sense Hitting Should Help The Sale]
+
+But such devices are superficial. _The best sense-hitting means of
+compelling attention, directly relates some sense effect to the
+salesman's purpose._
+
+The correspondent who ruffled his cards and clicked them down on the
+prospect's desk would not have been so successful if on each card he had
+not pasted a specimen of his work as an efficient letter writer. If he
+had brought a pack of blank cards, for example, the repeated use of his
+device for getting attention might have irritated the other man. To
+analyze the illustration further; if the correspondent had brought the
+specimens of his work on letter paper, not pasted on stiff cards, they
+would have been much less effective. He could not have ruffled them, and
+would have been unable to make the clicking sound he used to hit the
+other man's ears.
+
+[Sidenote: Suggesting Capability]
+
+Suppose you apply for a situation as a bookkeeper or an accountant. One
+of the best sense-hitting devices you could use to compel attention to
+your ability would be a collection of complicated tabulations in your
+handwriting, made neatly without a correction or an erasure. Such an
+exhibit of painstaking workmanship, if complemented by a neat,
+attractive personal appearance, would _force_ the employer to _notice_
+you and the proofs of your qualifications. You certainly would make a
+most favorable impression. Your prospect would imagine his books and
+records as you would keep them. When presenting the evidences of your
+capability as an accountant, you could suggest other qualities than
+those mentioned--such as the proper pride of a good workman, serious
+earnestness, dignity, keen intelligence, etc. Such _suggestions made
+with the aid of sense-hitting devices_ would help you to complete the
+sale of your services.
+
+[Sidenote: Make Your Qualities Stand Out]
+
+Perhaps you wish particularly to impress your qualities of alertness,
+energy, love of work, and physical stamina. Then sit or stand easily
+erect when you call on your prospect. If you should slump or loll in
+your chair, you would suggest that you lacked the very characteristics
+on which you are depending to get the job.
+
+_Make your best qualities stand out noticeably_ in your bearing. Should
+you apply for a position of great trust, requiring the exercise of the
+finest discretion, be sure to look the other man frankly in the face and
+let him see into your eyes. Also modulate your tones to the pitch of
+discretion and confidence. Your manner, your expressions, your voice
+will all draw attention to your fitness for the chance you want.
+
+[Sidenote: Original Methods]
+
+Such illustrations as have been given above should be understood as
+merely suggestive of ways to use the sense-hitting method of compelling
+attention. _Do not copy_ the suggestions offered. _Think out for your
+individual use a collection of sense-hitting devices of your own._ Then
+you will be able to select various ways to gain and to re-gain attention
+when you are in the presence of a prospect. No matter what may be your
+ability and ambition, _there are features of your character and your
+service capacity that you can utilize to make direct sense appeals_.
+Find out for yourself what they are, and plan how to use them most
+effectively. If you cannot gain attention to your qualifications, or if
+you are unable to recall wandering attention, you may lose the chance
+you have succeeded in getting. _Insure yourself_ against the possibility
+of such a disaster; so that your previous good salesmanship in securing
+an interview will not all go for naught.
+
+[Sidenote: Out-of-the-Ordinary Things]
+
+If you do something _out of the ordinary_, the force of your
+sense-hitting will be much greater than if you employ only common
+devices for gaining attention. It is better to _do_ something that
+compels attention to your recommendations than to _say_ "I want to call
+your attention to these letters."
+
+[Sidenote: Danger of Distracting Attention]
+
+However, there is always the danger that in gaining attention by
+_unusual_ means you may attract too much attention to the _device_ you
+use, and so distract notice from the _proposition_ you are presenting
+for sale. Therefore be sure that whatever extraordinary thing you do to
+compel attention _contributes directly to your main purpose_ and does
+not lead your prospect off on a _side track_ of thought.
+
+A business house once got out an advertising novelty and had samples
+distributed by the salesmen as gifts to their principal customers.
+The novelty was an ingenious mechanical device. It attracted so much
+attention to itself that when a salesman put it on the desk of a
+prospect before beginning his sales talk, the attention of the other
+man was drawn from what the salesman was saying and was given to the
+novelty. The prospect would pick up and examine the advertising device
+while the salesman was presenting ideas regarding his standard line
+of goods. As a result, many of the best points of the sales talks
+were unnoticed. The advertising novelty was a detriment. The sales
+volume fell off while it was being distributed. The slump was traced
+directly to the mistake of having the _salesmen_ pass out the
+attention-compelling device _which was not related to the staples of
+the house line_.
+
+[Sidenote: The Remedy]
+
+The distribution was made by mail thereafter, in advance of the
+salesman's call. It was effective then as an introduction for the
+traveler; because by the time he came to see the prospect, the novelty
+of the advertising device had worn off. It was no longer an
+attention-distracter.
+
+[Sidenote: Three Ways To Compel Attention]
+
+Remember that the attention of your prospect is always given to
+_something_. If another object of attention is more compelling than
+_your_ means of forcing his notice, your attempt will fail. Therefore be
+sure that your attention-getting device has at least one of three points
+of superiority.
+
+(1) It can be _stronger_ than the other appeal to the same sense. If
+your prospect's attention to what you are saying wanders because a
+phonograph starts to play in the next room, you can recall it to your
+presentation by slapping your hands together to emphasize a point, or
+you can change your tone suddenly. His sense of hearing will be struck
+compellingly by your device.
+
+(2) Your appeal for attention can be made to _more_ senses than are
+being reached by the distraction. The phonograph music hits only the
+ears of your prospect. Besides slapping your hands together or changing
+your tone, you can supplement such appeals to his tone sense by an
+appeal to his sense of sight. You can make a gesture, or display a
+letter for him to read just at that moment.
+
+(3) Your appeal can hit the senses of your prospect more _insistently_
+than the other. If the phonograph music proves very attractive to him,
+you will need to _keep hammering_ at him with forceful changes of voice,
+with gestures, by touching him, or by doing something else to make his
+attention to the music "let go."
+
+[Sidenote: Summary]
+
+To summarize the most effective method of gaining attention--_hit each
+sense to which you appeal as strongly as you can, without making a
+disagreeable impression, strike as many senses as possible, and keep on
+using your sense-hitting device as long as necessary to get or to
+recover exclusive favorable attention_.
+
+Many a man has gained success because he first gained attention. He
+stood out from the crowd, or was able to make his qualities noticeable.
+When one is fully qualified for success, he may need only to attract
+attention to his capabilities; then he is likely to be given the chance
+he wants.
+
+[Sidenote: "I'm Not Interested"]
+
+Often, however, the salesman is discomfited after he gains attention.
+The prospect halts the selling process by declaring, "I'm not
+interested." Suppose you are able to compel your prospective employer to
+notice you favorably, but he balks there and shows no inclination to
+buy your services. He has listened attentively to all you have said. He
+has concentrated his mind upon you, and has not wandered in thought to
+other subjects. Yet you perceive that he is inclined to put you off or
+to turn you down. Evidently, in order to prevent such a contretemps, you
+need to resort now to a _different selling step_, which you have not
+taken previously.
+
+It is necessary that you have at your command a way to induce interest.
+This interest-inducing means must be as _sure_ in its effects as the
+sense-hitting method of compelling attention. Otherwise you could not be
+certain of success with the selling process. If the effectiveness of
+every step cannot be assured in advance, you will not rely confidently
+on salesmanship to achieve your ambition.
+
+[Sidenote: Discriminate Between Attention And Interest]
+
+Probably you have never worked out in your mind exactly _the reasons why
+you are interested_ in particular things and in certain people. Let us
+make an analysis. Your _attention_ might be attracted so strongly to a
+vicious criminal that for the time being you could think of no one else.
+Yet his fate might be a matter of such indifference to you that you
+would have absolutely no _interest_ in the man. But suppose you should
+see in his face, or in an expression of his eyes, something that haunted
+your memory appealingly. It would induce you to read the newspaper
+accounts of his trial. You would feel a little sorry for him, on
+learning that he had been sentenced to a long term in prison. Very
+likely you would say to yourself, "I suppose he is a mighty tough
+character, but I believe there is something in him that isn't altogether
+bad." Your intuition would tell you he possessed undefined traits that
+you like. In _your own liking_ for these characteristics that you
+vaguely discerned in him when you saw him, _is the key to the interest
+he induced_.
+
+[Sidenote: What and Whom We Like]
+
+What do we like? Whom do we like?
+
+Things that are _like_ our own ideas. People who are _like_ the ideas we
+have about likable people. Interest is all a matter of recognizing
+points of likeness.
+
+In order to draw your prospect beyond the attention stage of the selling
+process, and to induce his interest in your "goods," you must impress on
+him suggestions of the similarity of your ideas to ideas already in his
+own mind. _He will like your ideas in proportion to their resemblance to
+his own way of thinking_ on the same subjects. So you should express
+yourself as nearly as possible in his terms, and attract his interest by
+making him feel that your mind and his are much alike.
+
+[Sidenote: Non-Interest]
+
+One day I was sitting in the private office of a very wealthy
+philanthropist. A salesman presented a letter of introduction to the
+millionaire, who in turn introduced me to his caller. The newcomer
+thereupon proceeded to present most attractively a business proposal. He
+offered my friend an excellent opportunity to make a good deal of money
+by joining an underwriting syndicate. The millionaire at once declared
+he was not interested. "I have all the money I want," he said, and bowed
+the salesman out. The ideas that had been presented to him were
+altogether _different_ from his own financial motives.
+
+[Sidenote: Interest]
+
+That same afternoon another promoter called upon my friend with a
+project for investment in a house-building corporation. This second
+salesman evidently had prospected the philanthropist and had planned
+just how to interest him. He did not stress the profits to be made from
+investment in the stock of his corporation, but referred to them in a
+minor key. He emphasized the need of the city for more homes, and cited
+instances of distress due to the housing shortage.
+
+My friend was thoroughly interested. He took home the salesman's
+prospectus for further study. Since he was a good business man, he
+satisfied himself that the investment would be profitable. But he
+subscribed for fifty thousand dollars worth of securities principally
+because they represented a project _like his own ideas_ of the way money
+should be put to work for human happiness.
+
+[Sidenote: Know Prospect's Likes and Dislikes]
+
+When you call on the man you have selected as your future employer, go
+equipped with all the prospecting knowledge regarding him that you have
+been able to get. Be sure you know his strongest likes and dislikes.
+Size him up on the spot, for the purpose of supplementing what you have
+previously learned about him. Hit his attention with sense-appeals
+related to his peculiarities. Then, in order to make sure of his
+interest, present some idea that is of the kind _he_ especially likes.
+He will open his mind and welcome your idea at once.
+
+[Sidenote: The Man of Quick Decisions]
+
+Suppose he has a reputation for brusqueness and quick decisions, and is
+impatient about any waste of time. You probably would help your cause by
+looking him straight in the eye and saying bluntly something like this:
+
+"I want to work for you because you are my kind of a man. Ask me any
+questions you want, now. You won't have to call me on the carpet for
+information about my work after you hire me. Pay me two hundred dollars
+a month, and I won't be back in this office to get a raise until you
+send for me."
+
+I know a young man who secured a good job from an "old crab" in just
+that way, within three minutes after they first met.
+
+Two men sought the position of office manager of an automobile company.
+The owners of the business were thorough mechanics who had designed
+their own car, but who were comparatively unfamiliar with office
+operations. They were not at home outside their factory.
+
+[Sidenote: Mistake of Speaking Different Language]
+
+The first candidate for the vacant position brought the finest
+recommendations of his qualifications for office management. The other
+applicant had had much less experience, and was not nearly so well
+qualified. But the first man was a poor salesman of his capabilities. He
+failed to recognize, when he explained his ideas to the partners, that
+he was talking to a pair of mechanics. They did not understand the
+language he used. His presentation of his qualifications as an office
+manager would have impressed an employer accustomed to sitting at a
+desk. But the partners were intuitively prejudiced against the capable
+candidate who was so very _unlike themselves_ in all respects.
+
+[Sidenote: Speaking the Same Language]
+
+The other applicant was shrewd. He used salesmanship in presenting his
+lesser qualifications for the position. He talked in terms borrowed from
+the language of shop practice. He compared the plans he suggested for
+the office supplies stock room, with the "tool crib" in the factory. He
+explained his idea of office organization by using as a model a chart of
+the plant departments. He compared office expenses with factory
+overhead.
+
+The owners of the business understood very little about the subjects he
+discussed, but he used words and expressions that were familiar to them.
+So his ideas, as he presented them, impressed the partners as _like
+their own way of looking at things_. The better salesman, who knew how
+to interest his prospects, got the five-figure job; though he was a less
+capable office executive than the disappointed applicant.
+
+[Sidenote: Fitting Ideas To Prospect's Mind]
+
+Do not try to sell another man particular ideas because _you_ like them.
+You are not the buyer. Sell him ideas that _he_ likes. Fit the ideas you
+bring him to the characteristics of his mind.
+
+If you judge him to be a quick thinker, do not hesitate in indecision a
+moment longer than is necessary for you to make up your mind
+confidently. On the other hand, should he be a deliberate thinker, be
+careful not to make an impression that you are rash or impulsive in your
+decisions.
+
+[Sidenote: Clothes and Interest]
+
+If he is inclined to be finical about his dress, or over-particular
+regarding orderliness, he will be interested if your garb is
+punctiliously correct and if you suggest to him the habits of precision.
+I read a little while ago the story of a young man who lost the chance
+to become the confidential assistant of a noted financier. The young man
+missed his opportunity because he made the mistake of wearing a soft
+collar when he called for the final interview with the financier.
+
+[Sidenote: Avoid False Pretense of Interest]
+
+_Do not, of course, put on false pretenses_, to make your prospect like
+you and your ideas. Remember that you must _live up_ to a first good
+impression. So appear nothing, say nothing, do nothing that is untrue
+to your best self. But without any dishonesty you can indicate that your
+way of thinking has points of similarity to the slant of the other man's
+mind. If he is a Republican, while you are a Democrat, and the subject
+of politics comes up, do not pretend to be an elephant worshiper. Admit
+your party allegiance casually, and remark that you are not hide-bound
+in your political faith, but open-minded. Maybe he will employ you with
+the hope of converting you to Republicanism.
+
+[Sidenote: Few Direct Opposites]
+
+There are few ideas regarding which honest men are diametrically opposed
+on principle. You can suggest to your prospective employer the idea that
+you are in accord with his way of thinking; though you may differ widely
+in many respects. You need not emphasize the _degree_ of your likeness
+in mind. Certainly it would be very poor policy to stress your
+differences of opinion.
+
+[Sidenote: Like Breeds Like]
+
+_Any likeness of your suggestions to the ideas of the other man will
+impress him agreeably._ He will be pleased to find the points of
+resemblance, and they will help to gloss over a possible prejudice in
+his mind against you. The association of your similar ideas on a subject
+will suggest to him imaginative pictures of your association with him in
+his business. "Like breeds like." He will place you mentally in a
+situation where the likable qualities he has found in you might be
+employed to his satisfaction.
+
+[Sidenote: Inside the Door]
+
+Then you will be safely _inside the door_ of his interest. Without
+realizing it, your prospect would like to bring about the condition he
+has imagined. He is beginning to want you in his employ; though as yet
+he has no deep-seated desire for your services. Objections to you may
+spring up in his mind, but you certainly have been successful throughout
+the processes of getting his response to your knock, and of securing for
+your ideas his invitation to come into his thoughts for a better
+acquaintance with your purpose.
+
+[Sidenote: Unwelcome Guests]
+
+After admitting your ideas to his mind, he may wish he had not welcomed
+them. He may find objectionable things in you or in your proposal.
+Sometimes a man responds to a knock on his door, and becomes
+sufficiently interested in the caller to invite him to enter the house;
+but regrets afterward that he extended the welcome. This change of heart
+and mind is usually due to something done by the visitor after his
+admittance. However, we are not considering just now any step of the
+selling process beyond winning a welcome. In later chapters we will
+study how to make the most effective use of hospitality and the things
+to avoid that might impress the host as abuses of the privileges of a
+guest.
+
+[Sidenote: Furniture of The Mind]
+
+Ideas have been called "the furniture of the mind." We have already seen
+that they are the developments of _repeated sense impressions_. A
+particular mind center is partly or wholly furnished with ideas in
+proportion to the man's use of his sense avenues to bring in ideas from
+outside himself. The doors of the mind swing inward most readily when
+the new mental furniture brought along a sense avenue matches the ideas
+already in the mind center. Doubtless the young man who lost the
+interest of a great financier by wearing a soft collar would have been
+able to hold it if he had dressed according to his prospect's ideas.
+
+[Sidenote: One Likable Thing Helps]
+
+_If there is one thing about you that another man dislikes, it
+disproportionately tinges his entire attitude of mind toward you. On the
+other hand, if you have one especially likable feature, it tends to
+lessen the disagreeable impression of things about you that the other
+man does not like._
+
+So, when you come to a prospect as a salesman of your best self and have
+gained his attention, avoid making disagreeable suggestions to his mind,
+and have at your command a number of sense appeals you are sure he will
+like. You certainly will secure his interest if you follow this selling
+process.
+
+To win his interest you need not induce your prospect to like you _all
+through_ or in _every respect_. If he likes but one thing about you at
+first, he will be interested enough to give you the chance to develop
+more interest. _The interest that produces the fruit of acceptance is
+often a growth from only one seed sown by the salesman of ideas_.
+
+[Sidenote: Avoid Over-Emphasis]
+
+At this stage of the selling process it is not wise to plunge ahead
+fast. Do not go to the _extreme_ on any subject that you find is
+interesting to your prospect. His interest may be mild, and he might be
+prejudiced if you seem to display excessive concern about something that
+he considers of minor importance. I recall the experience of a man who
+was complimented on keeping an appointment to the minute. He
+_over-emphasized_ the virtue of punctuality and irritated his prospect,
+who was not always on time himself. The job went to another applicant.
+
+[Sidenote: Moderate Attitude]
+
+_Be moderate_ in your attitude when you work to secure the beginning of
+interest, lest you raise an obstacle in your path. Until you are sure
+you have won a considerable degree of interest, you cannot lead strongly
+in any direction without running the risk of losing some of the
+advantages you have gained. Therefore at the interest stage proceed
+warily. "Watch your step."
+
+[Sidenote: Hobbies]
+
+Be especially careful not to gush over a hobby of your prospect, in
+which his interest may not be so great as you suppose. _Hobbies are
+dangerous_. Don't harp on one. It requires consummate art to show
+enthusiasm about another man's hobby without arousing his suspicions
+regarding your sincerity.
+
+[Sidenote: Art of Knocking and Winning a Welcome]
+
+Throughout the various steps of the selling process, salesmanship is an
+_art_. The art of knocking at the door of opportunity and of winning the
+invitation to come in lies in _making favorable out-of-the-ordinary
+impressions in unusual ways_. The salesman himself, his methods of
+presenting his services for sale, and his qualifications--all should
+stand out distinctly, and make impressions of his individuality. He
+should not seem like a common applicant for a position, but should
+suggest to the prospective employer that he is a man of uncommon
+characteristics and especial capability.
+
+[Sidenote: The Process And Effects]
+
+That is the way to make a good impression. Such an impression of an
+extraordinary personality first affords pleasure, then excites a degree
+of admiration, and next arouses a certain amount of curiosity that is
+nearly akin to interest. If you please your prospect in your initial
+impression on him, he will like you and begin to feel _personal concern_
+about your application.
+
+[Sidenote: Analyze, Discriminate, Restrict]
+
+In order to qualify yourself for taking this step of the selling process
+effectively hereafter, analyze the impressions you make now.
+Discriminatively select the good and bad details. Then restrict your
+future practice in perfecting the art of inducing interest, to the
+development and use of your pleasing qualities only.
+
+[Sidenote: The Interesting Opening]
+
+Most men begin an interview with a prospective employer indefinitely or
+in merely general terms. Naturally they confront a wall of non-interest.
+You have come, remember, on a mission of service. Please at once by
+presenting the idea that you know a particular service which is lacking
+and which you can supply. Break the ice of strangeness between you and
+your prospect by an appeal first to his human side through a smile of
+_genuine friendliness_ and by looking straight into his eyes so that he
+can see into your heart.
+
+Then in a business-like way get right down to business without
+hesitation. Show enthusiasm, which is contagious if not overdone. Base
+your enthusiasm on real optimism. Indicate temperamental youthfulness in
+vigor and courage. Say something original--something strong, maybe a
+little startling; but it must be self-evidently true. By all means avoid
+anything that suggests parrot talk or indefinite thought. Do not expect
+the other man to listen with interest to a statement proceeding from
+premise to conclusion.
+
+[Sidenote: Headlines]
+
+_Use headlines prominently and often_ to summarize the body of your
+proposal. Headlines attract your attention and induce your interest in
+particular newspaper items. Employ headline statements for the same
+purpose in selling the idea of your capabilities; just as surely you
+will get attention and interest.
+
+A noted sales manager who had been earning a large salary made up his
+mind that satisfying success for him was to be gained only through a
+business in which he would be partly an owner instead of just an
+employee. He called together a group of financiers and introduced his
+purpose by saying to them, "Gentlemen, I have an idea in which I have so
+much confidence that I will resign my $75,000 a year job to develop it.
+I want to explain it to you and to have your co-operation in financing a
+project I have worked out." His headline statement secured instant
+interest, of course.
+
+_There is something about yourself or your capabilities that you can put
+into headlines._ In forcible, vivid language you can strike some senses
+of your prospects. Think of headline statements about your services.
+Write them out in advance. You may be certain they will produce the same
+psychological effect as headlines in the newspapers.
+
+[Sidenote: Sense Doors Always Open]
+
+_Use the sense avenues_ to introduce agreeable suggestions into your
+prospect's mind centers of attention and interest. Then you will be
+employing the _unusual_ methods of a master salesman, who devises ways
+of using every possible sense appeal.
+
+_The sense doors are always open. They are held open by the subconscious
+mind. If you understand your way through them there will be no doubt
+about the effectiveness of your knock at the door of opportunity, or
+about getting an invitation for your ideas to enter the mind of the
+other man._
+
+
+
+
+CHAPTER IX
+
+_Getting Yourself Wanted_
+
+
+[Sidenote: Show a Need For Your Services]
+
+A great many salesmen mistakenly believe that if they can interest a
+prospect thoroughly in their goods, he is almost sure to buy. When this
+stage is reached, they think they only need to keep his interest growing
+to close the sale. If, instead, it drags on interminably, they are
+utterly at a loss regarding what _more_ they should do to secure the
+order.
+
+Do not fall into a similar error when selling true ideas of your best
+capabilities. Not only is it necessary that you induce your prospective
+employer's _interest_ in your personal qualifications, but you need to
+make him realize there is a _present lack_ in his business which you can
+fill to his satisfaction. _You must get yourself wanted._
+
+You might make an excellent first impression on the man you have chosen
+as your future chief. He might listen attentively to your presentation
+of ideas, and question you so interestedly that you would expect him to
+say at any moment, "All right. The job is yours." Then, instead of
+engaging your services, he might remark, "I'll keep your name on file."
+Or he might say, "I know a man who probably could use you. I'll give
+you a note to him." You would win a cordial farewell handshake from your
+prospect, but not an acceptance of your proposal to work with him. You
+would leave without the job. _Your failure would be due to your
+inability to get yourself sufficiently wanted_.
+
+[Sidenote: See Yourself Through Your Prospect's Eyes]
+
+Now imagine yourself in the place of this employer. See your application
+through his eyes. Unless you can look at yourself from the prospect's
+viewpoint, you may not comprehend your deficiency in salesmanship.
+
+The employer upon whom you called said to himself while you were trying
+to sell your services, "Here is a very attractive man. He presents an
+interesting proposition. But I have no real need for such an employee;
+therefore it would be poor business for me to engage him, much as I
+should like to do so. I am sorry that at present I have no place for him
+in my organization. He's a man I'd like to keep track of, so I'll file
+his name and address for possible future reference. Meanwhile I'll give
+him a note to my friend Smith. I hate to turn him down cold; he's such a
+fine man."
+
+Evidently the employer did not feel a _lack_ in his own business. You
+failed to make him realize any _need_ for your services.
+
+[Sidenote: Proving A Need]
+
+Contrast with this illustration the case of an efficiency engineer who
+secured his chance to overhaul a factory by demonstrating to a
+manufacturer that he needed a new order-checking system. The engineer
+"beat" the old system and brought to the manufacturer's office a lot of
+goods he had secured that could not be checked. His salesmanship
+compelled attention, induced thorough interest, and proved there was a
+hole that should be filled. When the lack was shown convincingly, the
+manufacturer wanted it satisfied. The sale of the engineer's services
+was quickly closed.
+
+[Sidenote: Getting Yourself Wanted Is Only One Step Ahead]
+
+Do not jump to the conclusion that you are sure of the job you desire,
+just as soon as you get yourself wanted. You are not yet at the end of
+the selling process. The prospect has only been conducted successfully
+another step forward toward your goal. _The moment after he realizes the
+lack in his business, he is apt to question most critically your
+qualifications for filling it._
+
+[Sidenote: Analysis Naturally Follows Desire]
+
+_As soon as a man begins to feel a real tug of desire for anything, he
+examines it with new, increased interest to make sure there isn't
+something the matter with it._ The suit of clothes that only induces his
+interest in a shop window is passed by after a look. However, if he says
+to himself, "That's the kind of suit I want," he goes in and examines
+the workmanship and the cloth, in search of faults. The salesman may
+need to overcome certain objections of his prospect before the order can
+be secured.
+
+But we have not reached the objections stage of the uncompleted sale.
+That is the subject of the next chapter. Let us retrace our steps to
+study the essence of the art of getting yourself wanted.
+
+[Sidenote: Two-part Process of Getting Yourself Wanted]
+
+There are two parts to the process. First, you must show the prospect
+what he lacks; that in his business there is _an unoccupied opportunity
+for such services as you believe you are capable of rendering to his
+benefit and satisfaction_. Second, you need to _picture yourself filling
+the place and giving the service_; to show him imaginatively _your
+qualifications at work in his business_.
+
+[Sidenote: Sincerity Of Service Purpose]
+
+Of course it is primarily necessary that you believe in your own
+capability, and in the value to the other man of the qualities you have
+brought to him for sale. Unless you have this feeling yourself, you will
+not be likely to draw out his reciprocating desire for your services.
+You are not dealing now with his mind. _Desire proceeds from the heart.
+It is emotional, not mental_. The least suspicion of your insincerity
+would check your prospect's feeling that he wants you as an employee.
+You must feel that you have come with a purpose of genuine service, and
+you must draw out his similar feeling.
+
+[Sidenote: Desire Comes Out of the Heart]
+
+When you knocked at the door of your prospect's mind, and when you
+sought to induce his welcome for your ideas, your object was to get him
+to take your thoughts _into_ his head. The line of action is _reversed_
+at the desire stage of the selling process. Until now _you_ have been
+the moving party. You have been getting yourself and your ideas into his
+consciousness. But while attention and interest are _receptive_
+processes, the emotion of genuine desire starts with an _outward moving
+impulse from the prospect_. It isn't enough that he open his heart and
+let you enter, as he has admitted your ideas to his mind. _If he really
+wants you, his feeling of desire will come out after you_.
+
+[Sidenote: Service Value is Appreciated]
+
+You have revealed to your prospect a lack in his business, and have
+pictured yourself filling it to his satisfaction. You have done him a
+double service. It is human nature to _appreciate_ such a genuine
+service, and to _want more_ like it. The first service is accepted with
+appreciation, but when the square man wants more _he makes a move to get
+it, and expects to pay for it_. As soon as you have shown the lack and
+your ability to fill it, and have pictured yourself "on the job," it
+will be natural for your prospect to want you there in fact.
+
+The colored porter who washed the windows and scrubbed floors in the
+general offices of a manufacturing corporation was ambitious to rise in
+the social scale and to earn a larger salary. One evening he went to
+the private office of the president, and presented for sale an idea of
+his capability for a different job.
+
+[Sidenote: Official Welcomer Wanted]
+
+"Boss," he began, "You-all ain't got nobody dere to de front doah to
+make folks feel welcome-like when dey comes in heah. Down in Virginny my
+ol' gran-pap useter weah a dress suit ever' day an' jist Stan' in de
+front hall of his ol' massa's house, a-waitin' to bow an' smile to
+comp'ny whad'd come in. If you'll jist rent me one o' dem dar suits,
+Boss, I could stan' out in the front office an' make folks feel we wuz
+glad to see 'um, lak' mah gran'pap did. When ennybody comes heah now,
+dey ain't nobody pays much 'tention to 'um. You'd orter git somebody on
+dat job, Boss; an' I reckon I'm jist 'bout cut out foh it, suh."
+
+The colored man compelled attention by presenting himself at the door of
+the sanctum. He induced interest in his proposal. Then, in addition, _he
+pointed out a lack and that he could fill it_. Immediately the president
+_visioned_ the old darkey as an official welcomer, and _wanted_ him. _He
+reached right out for the service offered_. The sale was closed at once,
+and the colored man shone in his new glories within a week.
+
+[Sidenote: Conflict of Heart and Mind]
+
+Often a man desires with his heart things that his mind does not
+approve. Therefore when you work to get yourself wanted, _appeal to the
+heart of your prospect, rather than to his mind_. Then if _his_ mind
+raises objections to his desire for your services, _your_ mind at a
+later stage of the selling process will overcome or get around his
+mental opposition. When the time for that step arrives, _his heart_ will
+already have been won as _your ally_, and will help you dispose of the
+objections _his mind_ has raised.
+
+[Sidenote: Get Yourself Liked]
+
+As a preliminary to getting yourself wanted, get yourself _liked_. Make
+such an impression, do and say such things, as will draw out of the
+heart of your prospect _a friendly feeling_ for you. You know of people
+who have been boosted to notable successes because influential men took
+personal interest in their advancement.
+
+I recall an office boy who was always ready to perform little extra
+services. He held his employer's overcoat one day, and the boss rather
+absent-mindedly handed him a tip. The boy shook his head and declined
+the dime.
+
+"I didn't do that for a tip. You always treat me fine, and I just like
+to show you I appreciate it."
+
+The boy's _heart had spoken_, and the employer's _heart responded at
+once with an especial liking_ for the lad. The seed of personal interest
+having been planted in the heart of the president, his liking grew. The
+boy was advanced to better and better positions. He made good on his
+merits, but he was helped very much because his employer _wanted_ him to
+succeed.
+
+[Sidenote: The Common Heart of Man]
+
+Reference has previously been made to the fundamental likeness of all
+men at heart and to their differences in mind. Send out with your voice
+an appeal to only the _minds_ of your audience--read a table of
+statistics, for example--and it will affect all your hearers
+_differently, depending on the mental characteristics of each
+individual_. But tell a story of great courage, of self-sacrifice, of
+love--_the same fundamental effect_ will be produced on all the _hearts_
+in the audience; though, of course, the various individuals will respond
+with _different degrees of emotional intensity_.
+
+As has been said before, in order to look into the heart of another man
+you need but see clearly into your own. There you will find all the
+emotions of human nature, no matter how you may differ from other men in
+mentality. Hence if you would prompt the heart of another man to want
+your services, just _do the things he would need to do to win your
+liking for him_. Imagine the cases reversed, and be guided in your
+selling process by what you see.
+
+[Sidenote: Popular Men]
+
+To look at this step from another angle--_if you would be likable, you
+must find other men likable_. If you like people only within a limited
+range, you will similarly narrow your own likableness. If, however, you
+genuinely like all men--like them for their faults and frailties as well
+as for their merits--you will appeal to the intuitive heart of any other
+man. You will draw out his liking for you because _the magnetic power
+of your own heart will not be restricted_ to pulling your way the
+friendly feelings of only a few people. Instead, you will be a "popular"
+man, a man who is _generally_ well liked.
+
+You meet certain men whom you like at sight. You desire further
+acquaintance, or friendship with them. But these men have not prepared
+themselves to suit _you_ in particular. Most _other_ people who meet
+them have the _same feeling_ toward them that you experience. The men
+you like at sight, and who make friends wherever they go have developed
+in themselves _feelings of friendliness for all men_. As like breeds
+like, liking draws liking.
+
+[Sidenote: Artificial Methods Never Deceive The Heart]
+
+If you try to develop particular traits, only because you believe they
+will attract other men to you, you will not make your nature likable.
+Such _artificial methods_ of making yourself attractive _never deceive
+heart intuitions_. You will not become popular by proceeding
+_selfishly_. But if you develop within yourself a heartfelt interest in
+your fellow men, if you are full of genuine desire to serve them with
+your friendship, _you will attract the liking of nearly all the people
+you meet_. They will want to know you better and to be your friends.
+
+[Sidenote: No Insulation Against Human Magnetism]
+
+There is "no sich critter" as a natural grouch. A man who has that
+reputation is _repressing his natural emotions_--that is all. He does
+not express his true feelings. He attempts to deny that he has them.
+_But they are inside him, and you can pull them toward you_ if you bring
+your likableness to bear upon his heart. He will feel the tug, and will
+be drawn to you by your magnetic power. _There is no insulation that can
+prevent the pull of human magnetism_. So treat the crab with a feeling
+of real liking for the human nature inside, and don't be discouraged by
+his shell. Be more than ordinarily likable when you have to deal with a
+surly prospect. Exert all the magnetism you have. He will feel drawn to
+you. You will get yourself wanted.
+
+J. Pierpont Morgan, Senior, was noted for being unapproachable. But it
+is said that he took a great liking to a certain newsboy who never acted
+afraid of him and who treated him as an ordinary mortal. This gamin
+always had a cheery word for everybody. That he made no exception in Mr.
+Morgan's case won the heart of the austere financier, who helped the boy
+to get an education and to start in business.
+
+[Sidenote: Do Not Over-sell Likability]
+
+The emphasis placed on the importance of likableness as the _principal_
+factor in getting yourself wanted may have made you forget the _primary_
+necessity of showing your prospect _a real lack in his business, and
+that you are capable of filling it_. It is possible to attract an
+employer's liking for you, whether he has a place for you or not. But
+his liking will do you no good unless you can also make him see he has a
+need for you.
+
+_Success is not to be won by getting in where you are not wanted,
+however likable you may be_. You must sell the idea of your service
+_value_ as well as the ideas that your services would be _liked_. You
+_cannot over-develop_ the quality of likableness, but you _can
+over-sell_ it, to the detriment of your own best interest.
+
+[Sidenote: A Winning Personality Sometimes Fails]
+
+One of the most conspicuous failures I know is a man who has "a winning
+personality." Times without number his genuine agreeableness has won him
+fine chances to succeed, but in the positions he has held he has never
+studied the needs of his employers for other qualities than likability.
+Consequently he has fallen down on all his big chances. Today he is just
+a popular door man for a big department store. His intelligence and his
+physical ability are so evident that he is an object of pity and wonder
+as he smiles and bows to customers of the store. Undoubtedly if he had
+studied the different opportunities he has had, and had fitted himself
+into all the requirements of a particular situation, his winning
+personality would have helped him higher and higher toward the mountain
+peaks of success instead of leaving him on an ant hill.
+
+[Sidenote: Three Impressions Necessary]
+
+Of course the mind of your prospective employer acts in co-ordination
+with his heart when you attract him so much that he really wants the
+service you proffer. He imagines you rendering that service. He thinks
+what "might be" if you were associated with his business. He paints
+mental pictures that please him, and he wishes his vision to come true.
+But when he begins to imagine you rendering service, the picture of your
+agreeable personality will not be pleasant to him if he sees that he
+doesn't really need you. _In order to get yourself wanted it is
+necessary that you show him the lack, and that you can fill it, and that
+you would be likable when filling it_. If you make these three
+impressions on the mind and heart of your prospect, your success in your
+purpose will be assured. You will not fail to get yourself wanted.
+
+[Sidenote: Desire is Turning Point Of the Sale]
+
+In salesmanship "desire is the determinant of the sale." By this is
+meant that _when the salesman sufficiently stimulates a real desire in
+his prospect, he has climbed the highest grade of difficulty_. If he is
+skillful, the selling process from then on should be comparatively easy
+sledding. You realize that if you can get yourself wanted by an
+employer, the matter of landing a job in his business should not be
+hard. We therefore are considering now _the turning point in the process
+of selling the true idea of your best capabilities in the right field_.
+After you get yourself wanted, the odds are no longer against you, but
+grow increasingly in your favor. If, having succeeded in getting
+yourself wanted, you then fail in your ultimate purpose, you should
+blame no one but yourself.
+
+[Sidenote: The Use of Tactful Suggestion]
+
+A very skillful use of _tact and diplomacy_ is necessary to success in
+pointing out to a prospect something that he lacks, and your capability
+for filling that lack. A man is apt to resent your "picking flaws" in
+his business. He is likely to regard you as an egotist if you _assert_
+that he needs you. You will not get yourself wanted if you make the
+impression that you are a critical fault-finder with "the big-head."
+Rather, you should pattern after the example of the professional
+salesman of goods. In the processes of persuasion and creating desire he
+employs the arts of _suggestion in preference to making direct
+statements_. He is a tactful diplomat. Learn from his methods, as
+explained in "The Selling Process."
+
+You have come to a chosen employer, with a real service purpose; but be
+careful not to _offend_ in your presentation. Do not bring him your idea
+for improving his business as if it were a great discovery you have
+made. He won't like it if you open his eyes to his lacks in that
+fashion. You might better suggest that while you have perceived what he
+needs, you have no doubt he either has seen it already or would have
+perceived it if his time and attention had not been engrossed by other
+things. You will be liked if you so present a picture of the lack and of
+yourself satisfying it.
+
+[Sidenote: Rubbing the Prospect the Wrong Way]
+
+_You are apt to get yourself cordially disliked if you rub your
+prospect's pride in his business the wrong way_.
+
+An accountant sought an opportunity to become the auditor for a
+manufacturing corporation. He had gained considerable "inside knowledge"
+of the company's lax business methods. But when talking to the president
+he exaggerated the relative importance of these defects. In his
+eagerness to impress the executive with the need for an auditor, he
+over-drew the danger from leaks in the company's accounting system. The
+president was exasperated. His pride was stung. What had been said
+reflected on his capability as an executive. So he turned savagely on
+the accountant.
+
+"If we're so rotten as all that," he snarled, "how could we make money
+and pay dividends? No doubt you are right in your criticisms of our
+methods. But if I had a man like you around here, continually finding
+fault and picking everybody and everything to pieces, the whole business
+would be demoralized. The ideas you have brought to me are worth a
+thousand dollars, and I'll give you my check for that, but no crepe
+hanger can work for me."
+
+[Sidenote: Avoid Teaching]
+
+When you present your capabilities for sale, don't suggest that you
+think your prospect's business will go to the "demnition bow-wows" if
+your services are not engaged. _Understate the lack and your fitness to
+fill it_. You may be sure the employer will appreciate fully the value
+of the new ideas you bring, and the worth of your services.
+
+[Sidenote: Pope's Rule]
+
+None of us really like "teachers." Nowadays the most successful
+educational methods follow the rule laid down by Alexander Pope, "Men
+must be taught as if you taught them not; and things unknown proposed as
+things forgot." Do not suggest that you are a "know it all." Much less
+make the impression that the other man does not know. Communicate to him
+the idea that you believe he has overlooked the lack to which you call
+his attention. With modest confidence present your capabilities. You
+need not assert in words that you will fill the bill. Your prospect can
+see that. In everything you suggest and say, show that you genuinely
+like him and his business. Manifest sincere admiration. _Make him feel
+that you have come to his office because you especially want to work
+there. That will make him want you in his service_. Use suggestion to
+increase his desire for you.
+
+[Sidenote: Reduce Resistance By Suggestion]
+
+_Direct_ presentation of ideas indicates an intention to inform, to
+teach, to direct the mind of the other man. Every human individual,
+whether a child or a centenarian, _re-acts in opposition_ to such an
+effort at instruction. There is something in all of us alike which makes
+us wish to think and decide for ourselves. Hence the value of the art of
+suggestion in getting yourself wanted.
+
+Ideas you _suggest_ enter the mind of the other man so unobtrusively
+that _he does not realize you originated them_. He has no feeling that
+you intend to influence his mind. Consequently he makes no resistance to
+the suggested ideas. _It never pays to reason when selling an idea;
+because reasoning invariably brings out a reaction of opposition_. You
+will not create a desire for your services by presenting them
+_logically_, or by making an _argument_ regarding your capabilities. One
+of the greatest students of the human mind assures us that "most persons
+never perform an act of pure reasoning; but all their acts are the
+results of imitation, habit, suggestion, or some related form of
+thinking."
+
+[Sidenote: Three Reasons For Using Suggestion]
+
+Suggestion is remarkably effective in persuading and in arousing desire
+because:
+
+First, _every "suggested" idea is accepted as absolutely true unless it
+is contradicted by other ideas already in the mind of the prospect_.
+This is because the prospect thinks a _suggested_ idea is his. He adopts
+it and makes it his own. That is, his mind takes the suggestion and
+interprets it in terms of his own thoughts. Of course he believes what
+he himself thinks. _Say_ to a prospective employer that you would
+particularly like to work in association with him, and he may believe
+you are "shooting hot air." He will have no such feeling if you tell him
+details about his business that have especially interested you. _Show_
+him that you have been studying and observing his methods. Give him to
+understand that you have also investigated other businesses. Thus
+without _saying_ it, you _suggest_ to his mind that you have come to his
+office because you really would prefer to be employed there. He will
+believe the suggested idea; though he might have scoffed at the
+statement.
+
+[Sidenote: Suggestion Avoids Contradiction]
+
+Second, _suggestion is effective in persuasion and in arousing desire
+because suggested ideas which include no comparisons or criticisms very
+seldom arouse contradictory attitudes of mind_. The suggested idea
+enters the mind of the other man quietly, unaccompanied by a blare of
+the trumpet "I Tell You." Opposing ideas are not aware of its presence
+until it has supplanted them. _Suggest_ to a chosen employer that he
+_means_ to be up-to-date, and he agrees. If you _say_ his methods are
+behind the times, he will be apt to defend them instead of following
+your lead along the line of suggested improvements.
+
+[Sidenote: Suggested Ideas Tend to Action]
+
+Third, _every suggested idea of action tends to result in the action
+itself; whereas a direct attempt to secure action is almost sure to
+result in opposition_. Human nature works that way. Your prospect, being
+unconscious that a particular idea of action is suggested to him, does
+not have his will stimulated to prevent that action. If you come to your
+prospective employer and _ask_ for the job you want, he will be on the
+_defensive_. But if you _suggest_ to him that he wants you--that he
+lacks and needs such services as you present--_he will be impelled to
+the affirmative action of offering you the job_.
+
+[Sidenote: Selling Henry Ford]
+
+When I was originally engaged by Henry Ford, it was in the capacity of a
+public accountant, for an audit of the business of the Ford Motor
+Company, and later for the installation of an accounting system that
+would tell accurately every month "where they were at." Back in
+1904-1905 the Ford Motor Company was not showing any more profits than
+many other motor car manufacturers organized on similar lines. After I
+completed my work as an accountant, Mr. Ford talked with me about taking
+a permanent position with the Company in the capacity of "Commercial
+Manager." That title covered responsibility for the distribution of
+products, advertising, collections, selection of branch managers and
+their corps of assistants, operation of branch houses, appointment and
+direction of agents, employment and control of the entire sales force,
+etc., etc. The position was much broader than that of Sales Manager, as
+it included also the accounting and organizing of nearly every
+department of the business.
+
+For several years prior to that time I had sold my services as a public
+accountant and organizer to many large concerns throughout the country,
+including twenty-eight different automobile companies. I believed in my
+ability, not only to organize a selling and distributing force for
+successfully marketing a standard product, but also to extend that force
+over a world field and to control it in all the details of its
+operations, from opening the mail to the declaration and payment of
+dividends, more efficiently than the average sales or commercial
+manager. So I had no hesitancy in undertaking the Ford job, which, even
+at that early date, I visualized as culminating in a big one.
+
+When I finally engaged my services with the Ford Motor Company on a
+permanent basis, the business was represented by only a few hundred
+scattered, unorganized, uncontrolled, and non-directed dealers. My work
+during the following twelve years was concentrated on developing and
+enlarging yearly this small hit-or-miss distributing aggregation into a
+compact force of thousands of well-trained, highly efficient sales and
+service representatives of the Ford Motor Company. They were all Ford
+"boosters," and by their loyalty and intensive co-operation they "put
+across the Ford" in the big way that today makes the little car so
+conspicuous everywhere throughout the world.
+
+[Sidenote: Statement Avoided Suggestion Used]
+
+Note that while my experience with the Ford Motor Company as a public
+accountant convinced me that what the business needed then was a
+commercial manager and sales organizer, and I believed myself fitted
+for the position, I did not make that statement to Mr. Ford; because it
+would have been poor salesmanship. He might have thought me entirely
+qualified to deal with figures, but not so capable of handling sales
+agents and dealers.
+
+So I never _said_ to him that I was the man he needed. But I _suggested_
+it by presenting my ideas of how the job should be done. He accepted my
+ideas as good, and was influenced by the natural suggestion that
+resulted from them. He told me that he wanted me to become Commercial
+and Sales Manager. It was the opportunity for success that I most
+desired. I got myself _wanted_ without having to overcome any
+_resistance_ in the mind of the man with whom I had chosen to work.
+
+[Sidenote: Negative Suggestions]
+
+You recognize how true to human nature are incidents of this sort. You
+know how powerful is the force of _affirmative_ suggestion. But have you
+appreciated how surely desire is killed by _negative_ suggestions? If
+you make _displeasing_ impressions, you will get yourself _not_ wanted.
+Therefore you must _be careful to avoid certain things your prospect
+would not like, just as you should be careful in doing things that are
+likable_.
+
+[Sidenote: Speak the Prospect's Language]
+
+If your prospecting and sizing up of an employer indicate that he is
+very painstaking, suggest to him how particular you have been to prepare
+yourself in knowledge of his needs. If he is a man who weighs ideas
+carefully, suggest to him your qualities of judgment and decision.
+Perhaps he is characterized by a marked constructive imagination.
+Suggest that you, too, have imaginative power. Bring out conspicuously
+the particular elements of your qualifications that are most likely to
+_suggest ideas akin to his own_. Speak those phrases of the language of
+suggestion which he best understands, and that are most likely to
+impress him with _the idea that you and he think alike_.
+
+[Sidenote: Deceptive Suggestions]
+
+A caution is necessary here. In any suggestion that you make, _convey
+neither more nor less than the actual truth_ regarding your
+capabilities. _Avoid any possibility of deception_.
+
+I recall the case of a young man who quite won the heart of a dignified
+bank president whose tastes were very quiet. The young man studiously
+avoided the slightest appearance of flashiness in his dress and manner.
+He spoke in modulated tones. His movements were subdued. He had exactly
+the quiet pose that suited his prospective employer. The banker stressed
+his appreciation of the characteristics manifested by the applicant, and
+the young man "overdid it" by suggesting that he was _always_ decorous
+in his manner.
+
+The bank president had occasion to entertain a visiting financier who
+wanted to go to the ball game. A few seats away the young man whose
+application was being considered rooted boisterously for the home team,
+unconscious of the contradiction he presented to the suggestions he had
+made in the banker's private office. The new impression was made more
+disagreeable because the boisterous behavior suggested to the banker
+that the young man had not conveyed a true idea of himself previously.
+When he came next morning for the answer to his application, he received
+a cold "No."
+
+The young man really was not boisterous except on the rare occasions
+when he let off steam, as at a ball game. If he had conveyed the
+_truthful_ impression that he was _nearly always_ quiet, and had taken
+pains to admit that _occasionally_ he "let loose," but only in proper
+surroundings, he would not have killed his chances by the negative
+suggestion of untruthfulness.
+
+[Sidenote: Motive of Suggestion]
+
+After all it is your _motive_ that determines the right or wrong use of
+suggestion in getting yourself wanted. If you keep carefully in mind a
+purpose to _suggest less instead of more than the truth_ about your
+capabilities, you need not fear that you will offend by over-drawing the
+picture of your real self.
+
+If _your_ motive is wrong, it will lower the quality of _your_ manhood.
+If you suggest a wrong motive to the _other_ man, the effect is to lower
+_his_ manhood qualities in considering you. _It is particularly
+important not to stimulate a motive that may afterward operate to your
+detriment_.
+
+[Sidenote: Over-Suggestion of Ability]
+
+I know a young man who was so eager to show his willingness to work that
+he suggested absolute tirelessness. His employer, though he appreciated
+what this young man did, kept overloading him. Finally the employee
+broke down and made a serious mistake. He was unjustly dismissed from
+service because _he had encouraged his employer to depend on him
+altogether too much, and disappointment resulted_.
+
+Do not pretend a higher degree of ability than you possess. Attempt no
+more than you can do well. You will succeed in getting yourself wanted
+if you _manifest promise of growth_ in capability. If you are a sapling,
+do not pose as a full grown tree of knowledge.
+
+[Sidenote: Selling Out To Competitor]
+
+Sometimes it happens that a man can present his capabilities for sale
+and appear especially desirable to another man because he possesses
+certain knowledge the employer would like to have. Maybe you have sought
+to gain your chance by carrying to a competitor of your former employer
+the latter's secrets. If you come with the suggestion that you will sell
+out, you are offering a service that does not command full respect, and
+you are appealing only to the _lower motives_ of your prospect. You do
+not thereby get _yourself_ wanted. He wants _what you know_. What you
+have learned fairly by working for one man, you have a right to sell
+fairly to another man, of course. But do not suggest that this special
+knowledge is the _principal element_ of your desirability. Suggest,
+rather, that it is _only incidental to your all-around fitness_ for the
+job you want.
+
+[Sidenote: Self-Respect]
+
+Use what you know without pandering to the lower motives of your new
+employer. Impel him to like you for what you _are_, and not merely for
+what you _bring_. Open his eyes to your _better_ nature, not to the
+_worst_ side of you. _He will see in you the better qualities of himself
+and appreciate them_. Have your own motives right; then there will be no
+danger that you will appeal to the wrong motives of the other man.
+
+Of course you must have the highest respect for your own motives. This
+necessitates high character. _You must be honest in the very structure
+of your being_. You need, too, _absolute faith in yourself and in your
+proposition_, and faith in the _desirability_ of your service to the
+other man. Finally, you must be _consecrated_ to the motive of rendering
+him _service_.
+
+[Sidenote: Postpone Criticism Until Desire Is Stimulated]
+
+It is poor salesmanship to let your prospect begin to analyze your
+faults _until you have made yourself thoroughly pleasing_ to him. Before
+you complete the selling process you should admit your own faults,
+rather than let him discover them. _But skillfully postpone this step
+until you get yourself wanted._ Then your prospect will be inclined to
+_co-operate_ in disposing of objections to you; whereas _if criticisms
+arise too soon in the selling process they may prevent him from liking
+you thoroughly, and may check your purpose before you get yourself
+wanted_.
+
+[Sidenote: Right Time to "Face The Music"]
+
+A merchant received an application for employment in his private office
+from a young man who created so pleasing an impression that the employer
+decided to make him his secretary. He outlined his ideas to the
+applicant, who entered into them most enthusiastically; thereby
+increasing the liking of his prospective employer for him. Then the
+young man sat up straight in his chair, looked the merchant squarely in
+the eye, and said, "No one in this city knows it, but when I was
+eighteen years old I stole ten dollars and was sentenced to the reform
+school. That was seven years ago. I never have done anything dishonest
+since, and I never will again. But you have a right to know my whole
+record before you employ me in a position of such trust." If the
+candidate had confessed his blemished record _before_ making himself
+thoroughly desirable, it is practically certain that he would not have
+won the place. He got it because _he handled the objection after instead
+of before creating the desire_ for his services.
+
+[Sidenote: Concentrate On Suggesting Qualifications]
+
+We shall consider in the next chapter how to meet and handle objections,
+how to deal with your faults. But as we postpone our study of that step
+in the selling process; so should you postpone consideration of your
+faults and shortcomings, until you get yourself wanted. Do not dodge
+direct questions, but courteously request that you be permitted to
+answer them a little later. _At this stage_ of selling the true idea of
+your best capabilities _concentrate upon the moderate, truthful
+suggestion of your qualifications_.
+
+[Sidenote: Gaining Prospect's Confidence]
+
+The first result to be desired in selling is the _confidence of the
+buyer_. Use all your manly qualities to win this confidence
+_deservedly_. Then when you honestly admit your faults and shortcomings,
+you will be aided to win out in the end by the confidence you have
+already inspired in the other man.
+
+Very often the applicant for a position fails to get it because he
+merely presents the _abstract_ idea that his services are for sale. _He
+does not picture himself in actual service_. The presentation of
+abstract ideas is an appeal only to the _interest_ or mind side of the
+other man. The presentation to his imagination must go _beyond_ his
+interest, if his _heart desire_ for the services is to be secured.
+Therefore it is highly important to your success in getting yourself
+wanted that you plan how you actually would serve on the job, and when
+you are talking with your prospective employer, _speak as if you were at
+work_.
+
+[Sidenote: Picture Yourself At Work]
+
+If you imagine yourself fitted into a particular job, and _show yourself
+there to the mind's eye_ of your prospect, he will have to go through
+the mental process of _getting you out_ of the imaginary job. That will
+be much harder for him than it would have been to _keep you out_ in the
+first place. If you merely present the services you _could_ render, and
+don't picture yourself as _actually rendering_ them, you haven't won
+even the imaginary job. _But if you do paint yourself into a chosen
+place, and can make your prospect see you in that position, the
+suggestion will impel him to copy imagination with actuality. He will
+consider you as if you were on the job._ Evidently when you have won
+this advantage, he will be inclined to want to keep you at work, unless
+you do something or manifest some quality that makes you undesirable.
+
+[Sidenote: No Doubt About Success]
+
+_Getting yourself wanted is a process that can be brought to a
+successful conclusion with absolute certainty._ It is not difficult to
+understand human nature if you are willing to see clearly into yourself.
+It is only necessary, then, that you subordinate your personality to the
+personality of the other man. _Learn what he wants, and avoid showing
+him that you want something from him. Show him instead that you can
+supply what he lacks_. Complete and round out the process by suggesting
+the particular qualities in yourself that your prospecting and size-up
+have indicated to be the qualities _he especially likes_. He will want
+you then. He can't help it.
+
+
+
+
+CHAPTER X
+
+_Obstacles In Your Way_
+
+
+[Sidenote: Mountain Climbing]
+
+There is no great mountain in the world that has a natural, smooth road
+with an easy grade all the way to the top. Mountain climbing requires
+some hard work. It involves getting around, or going over, or removing
+many obstacles that block the path upward.
+
+You will encounter similar difficulties, obstacles, and resistance on
+your way to success. _If you cannot pass them, your ambition will be
+defeated._ You will quit the climb, discouraged; or will be driven back,
+a failure. In order to _assure_ your success you must now ascertain
+dependable ways to conquer obstacles. This advance knowledge will make
+them seem less formidable. Since you will have definite plans for
+dealing with the difficulties that may obstruct your path, you will not
+feel hopelessly blocked when you face them.
+
+[Sidenote: Knowing How]
+
+No great mountain has ever been scaled by a novice ignorant of the
+science, and unskilled in the art of climbing to supreme heights. But an
+expert mountaineer learns from mastering one peak something about how to
+climb others. He develops ability to conquer any and all obstacles he
+may meet. He proves repeatedly that what would be impossible to a
+novice is a _certainty_ to him. He starts the most difficult ascent with
+absolute confidence that he will gain the top.
+
+[Sidenote: Obstacles and Resistance]
+
+_You likewise can feel sure of your ability to reach the highest peaks
+of success_. In preceding chapters you have been shown how to take
+advantage of the _easiest_ way up by following the guide marks of
+salesmanship at every step. Now we are to study the obstacles you will
+encounter, in particular the objections the prospect may raise to
+frustrate your purpose. At this stage of the selling process you will be
+like a mountaineer fighting in the Alps. It will probably be necessary
+that you overcome or evade considerable human resistance while you are
+climbing toward your goal.
+
+Let us assume that you have already gained a chance to sell your
+capabilities to the particular man through whom you expect to succeed.
+He has heeded your knock and welcomed you into his interest. You have
+made such a presentation of your desirability and service value that he
+wants you to be associated with him. But now it will be natural for him
+to begin a critical analysis, seeking whatever faults he can discover or
+imagine in you or your proposition. _Your success or failure in your
+ultimate purpose is likely to depend on how you handle the criticisms he
+raises._ Therefore it is of vital importance that you learn in advance
+_sure ways to gain your goal despite normal opposition._
+
+[Sidenote: Objections Are Natural]
+
+Recognize first that it is _natural_ for your prospect to raise
+objections, whether he is favorably impressed or not. His resistance to
+your purpose may be only a _precaution_. Perhaps it does not indicate
+_opposition_ at all. He may want you to convince him you are all right;
+so that he will feel entire confidence in his own judgment when he
+finally does as you wish. Or he may object for no other purpose than to
+test you thoroughly. If this is the case, his sympathies will all be
+with you while you are dealing with the obstacles he puts in your way.
+
+_Evidently objections of this sort should not be handled the same as the
+objections of opposition._ It is necessary that you distinguish between
+the two kinds and that _when dealing with each specific objection you
+determine in your own mind what is its source_. There should be nothing
+in your method of handling the obstacle that might _antagonize_ your
+prospect. You should take fullest advantage of his every inclination to
+_cooperate_ with you in his thoughts and feelings. He may be "pulling
+for" you strongly when he seems to be "bucking" the hardest.
+
+[Sidenote: Objection is Favorable Sign]
+
+_An objection really is a favorable sign._ If you call upon a
+prospective employer who, after hearing your presentation, begins to
+find fault with it and with you, or tries to evade your proposal, you
+may be sure that you have carried him along a considerable distance
+toward the accomplishment of your purpose. _He objects or evades because
+he is on the defensive._ "You have him going." He is wary, and so takes
+measures for self-protection. _The moment your prospect begins to raise
+objections in your way, he indicates that he is not entirely comfortable
+in his own mind about escaping from your salesmanship._ He has felt the
+tug of desire; but he does not feel sure yet that you deserve his
+confidence, or else he has a pretty positive idea that in this matter of
+your possible employment his interests and yours are different. He is
+looking out for himself.
+
+[Sidenote: Welcome Opportunity To Strengthen Yourself]
+
+However, you have come with a _true service_ purpose. You believe he
+_needs_ you; that you can _satisfy a lack_ in his business. You feel
+your interests and his are alike, not different. You know that you have
+no intention "to put anything over on him." You want your prospect to be
+absolutely satisfied with what you propose. Therefore you should welcome
+every chance to convince his mind and win his confidence. _An objection
+affords you an opportunity to overcome it, and so both to strengthen
+your proposition and to weaken his resistance._
+
+[Sidenote: Don't Set Up Straw Men to Knock Down]
+
+_You_ should not, however, bring up objections that the _prospect_ has
+not raised in his own mind. That would be putting up a straw man and
+knocking him down, which is profitless and unconvincing. Of course you
+must clear the path when there is no other way to proceed, but do not
+block it yourself. Sometimes it will not be advisable to clear the path.
+If you can get around a difficulty you see, without attracting your
+prospect's attention to it, you will be wise to go some indirect way to
+your goal.
+
+Suppose, for example, that you know the salary you want is higher than
+your prospect has been accustomed to pay. It will be good salesmanship
+for you not to refer to the amount you have in mind, until after you
+have carried him along with you to consider the profits he will make
+from engaging your services. Since you plan to show him that these
+profits will pay your salary, you will be wise to avoid the matter of
+your compensation until you have approached nearer to the successful
+conclusion of your selling process.
+
+[Sidenote: Avoid Troubles by Forethought]
+
+_Almost every difficulty and opposition you are likely to encounter can
+be anticipated._ Don't wait until you come face to face with an
+obstruction in the way of success. Let forethought carry you
+imaginatively into just such a situation. _Think yourself out of a
+possible difficulty before you actually get into it._ Then you can win
+the respect of your prospect by proving on the spot that you are not a
+man who can be dodged or blocked, or cornered. _Every time you pass an
+obstacle, you will be a long step nearer to success_ in selling your
+services.
+
+Suppose an employer says to you, "You are too young. You have had no
+experience in this line of work." You cannot _deny_ your youth and you
+should not _defend_ it as if it were a fault. Nor can you claim
+experience you have not had. But it is unnecessary for you to indicate
+any feeling that inexperience is a demerit. An ordinary applicant might
+be discomfited by such resistance to his purpose. If you are a skillful
+salesman, you will be prepared to deal with this very obstacle and will
+turn it to good account. You can say at once:
+
+[Sidenote: Value of Adaptability]
+
+"Because I am young, I am adaptable to your methods, instead of being
+set in ways that might differ from yours. True, I am not experienced.
+Therefore, I haven't any wrong ideas to unlearn. Think of me as raw
+material that won't have to be re-made, and that can be easily shaped as
+you want to form it. I realize it will take some work on your part, _but
+the product will be satisfactory to you when it is done_. It seems to me
+that the only question involved is whether or not I would make it worth
+your while to do the work on me. The fact that I have come to you of my
+own choice proves I really want to be employed here. I assure you now
+that I will make my services worth any pains you take to teach me your
+methods, and I will be just as eager to remain as I am to start."
+
+[Sidenote: Use Objection As a Sales Help]
+
+Analyze this method of dealing with any particular obstacle. _Plan to
+get rid of the obstruction completely, leaving the way ahead smoothed._
+When the objection of the prospect is so skillfully disposed of, his
+_desire_ for your services is stimulated. He _wants you more, because he
+likes you better_ now that you have cleared away the obstacle. Thus you
+have utilized the objection as a _help_ in selling yourself
+successfully. Just so a mountain climber uses the rocks he encounters as
+holding places to help him climb higher.
+
+Your prospect may say that he has no need for such services as you
+offer. He may state reasons why you are not needed in his Business. _But
+if you have prepared yourself thoroughly, each disclaimer of his lack,
+every suggestion of an objection, will give you an opportunity to prove
+in some specific way your service value to him._
+
+The president of a manufacturing company had an ironclad rule that all
+positions in his business were to be filled by promotion. He never hired
+a new employee except to start at the bottom. A competent young office
+man applied for a situation. He was turned down flatly. The company's
+policy was quoted as the reason. He met this obstacle in a new way.
+
+[Sidenote: Making an Exception]
+
+"One of the principal reasons I came to you, Mr. Blank, is that I hope
+to benefit from your rule myself. I want to get into a company where I
+will know that the way to advancement is sure without going outside for
+my chance. But by my experience in other employment I have developed
+certain capabilities that would warrant you in making an exception to
+your rule, in my case.
+
+"You do not audit your own books. Yet you have been self-auditing your
+methods of office operation. Another thought I want to suggest. You know
+that in the royal families of Europe the stock runs down because they
+don't get in fresh blood. I would not advocate a change in your general
+policy. But you have already made an exception to your rule in having
+your books checked by a public accountant whom you engage by the year
+for that purpose.
+
+"I propose to bring in the outside viewpoint for the study of your
+office system, with the expectation of suggesting possible improvements.
+I want to introduce fresh blood, and yet to become part of your
+organization family. It is sound business for you to engage me because I
+am from the outside. You need an auditor of your operations as much as
+an auditor of your accounts."
+
+This view of the matter had never been presented before to the employer.
+It won him over to the proposal. The new man broke in where every
+preceding applicant had failed.
+
+[Sidenote: Apparent Objections]
+
+Thus far we have considered _actual_ obstructions, _real_ blocks in the
+salesman's way. Now let us turn our attention briefly to obstacles that
+are only _apparent_, to resistance that is but a _feint_.
+
+Your prospect may try to put you off. Or perhaps he will attempt to
+evade uttering a downright refusal, and instead will make some sort of
+an excuse for not doing what you wish. If you dignify these _artificial_
+or merely _apparent_ obstacles by treating them as _real obstructions_,
+you will hinder your own progress toward success.
+
+[Sidenote: Danger of Losing Ground Gained]
+
+You have secured your chance to present your services for purchase. You
+have made real progress toward the successful accomplishment of your
+ultimate purpose. _Nearly always if you let yourself be put off for any
+reason, without making a definite advance toward your final goal, you
+will lose some of the ground already gained._ When your prospect
+attempts to evade the issue by making an excuse or by postponing further
+consideration of the subject, _he tacitly admits that your position is
+strong_. But if you have to start the selling process all over again at
+another time, if you let him put you off when your position is strong,
+_you will be weaker when you attempt to resume your sale_.
+
+[Sidenote: Do One of Two Things]
+
+Should you be put off, do one of two things. _Either disregard the
+evasion entirely and go straight ahead with your selling process_; or,
+if you consent to the postponement or evasion, _take advantage of your
+strategical position of strength to make a definite advance toward the
+accomplishment of your purpose_. For examples of the two methods let us
+consider suppositious cases.
+
+[Sidenote: Driving Ahead]
+
+Your prospective employer might say, "I'll think over your application.
+Come in next week and I'll let you know my decision." You can handle
+this evasion effectively by going directly ahead and proposing, "I am
+perfectly willing that you should think over my usefulness to you, but
+during the week you are considering me for future employment, let me
+actually work on the job. If you decide that you don't want to keep me,
+tell me so at the end of the week and there will be no charge for my
+time." _You will be driving straight toward your goal, not even pausing
+when he attempts to put you off._
+
+[Sidenote: Strengthening Position]
+
+This effort at evasion or postponement might be handled in a different
+way. You could say to the prospective employer, "Very well. I will
+return in a week for your decision. Meanwhile I will submit some
+additional references as to my character and energy. I ask also that you
+permit me to save a week instead of wasting it. I should like your
+permission to spend this next week in your office, studying the job.
+Then if you decide to employ me, as I believe you will, I will be
+already broken in." Such a proposal is hard to refuse. While you would
+consent to the postponement or evasion of decision, _you would be
+strengthening your own position_.
+
+[Sidenote: Make Progress]
+
+_In one way or the other you can make progress._ Either you can brush
+the evasion aside and carry your prospect through to the closing stage
+of the sale of your services, or you can close an intermediate sale on
+the spot, as in the second illustration.
+
+[Sidenote: Forcing Real Objection]
+
+_Do not, therefore, treat evasions and postponements as real obstacles._
+Even in case you cannot induce your prospect to go ahead with you, or
+close an intermediate sale, _you can avoid being blocked_ by his attempt
+to put you off. When he sees that he cannot get rid of you by his
+subterfuge, he will be forced to make a _real_ objection. He will not
+give you another weak excuse after you have disposed of his first
+attempt to evade. When he tries to block you by making a real objection,
+after the failure of his excuse or postponement, he will fall right into
+your plan of the sale. _You will be all ready for the objection he
+states._ You will know exactly how to handle it and turn it to good
+account so that his opposition will be weakened and you will add to your
+strength.
+
+Let us suppose your prospect comes out with the flat statement, after
+you prevent him from putting you off, "No, I have made up my mind not to
+add any new employees for the present." He thinks that settles the
+question. In reality it affords you a sales opening. You retort, "Your
+attitude is perfectly right. You do not want to add to expense. I should
+feel the same way myself, were I in your position. However, I am not
+going to be an _expense_. I shall be a _money-maker._ I know you have no
+objections to increasing your profits." His opposition would have given
+you your lead.
+
+[Sidenote: Unsound Objection]
+
+A man applied for a position in a bank. Business in general was dull; so
+the president tried to put him off. The position sought offered any one
+filling it opportunities to develop increased business for the bank
+along certain lines. Thus the objection of dull times was plainly
+_unsound_. The applicant felt, however, that it would be a mistake to
+urge very strongly his ideas about increasing the business. He believed
+the president would not accept them if fully stated. So the young man
+met the attempted evasion by drawing the banker on to a step that
+committed him only to the _beginning_ of the program outlined.
+
+"I appreciate that business is not rushing at present," he said.
+"Therefore you will have time to study how I propose to develop some
+new business. If you were very busy, you would not be able to
+investigate my plan thoroughly. You may not care to put it into effect
+just now, but while you have comparative leisure let me give you an
+illustration of ways in which my idea can be worked out.
+
+"It is unnecessary to discuss salary or a definite engagement at
+present, if you prefer to wait awhile. But with your permission I should
+like to come in here for a month and demonstrate a few of my ideas in
+actual practice. At the end of that time I will show you a chart of the
+results."
+
+[Sidenote: Evasion Turned to Selling Aid]
+
+_The evasion was turned into a selling aid_. The banker, naturally
+desirous of making additional profits, could not very well turn down
+such a proposal. He would have felt a little ashamed to accept services
+without paying for them. Therefore he gave the applicant a chance and
+agreed to pay him a moderate salary from the beginning. The new man went
+to work immediately, and very soon demonstrated such value that his
+compensation was increased to an entirely satisfactory amount.
+
+[Sidenote: Don't Fight Back]
+
+Already in this chapter you have been warned against handling an
+objection in such a way that the natural antagonism of the man who makes
+it will be increased by your method of dealing with his opposition. When
+he resists you, or puts obstructions in your way, you of course must
+take the measures that are necessary to enable you to proceed with your
+purpose, notwithstanding the obstacles he raises. _But if he acts
+antagonistic, be careful not to appear to fight back._ Avoid making the
+impression that you regard him as an _opponent_. Your difficulty in
+closing the sale will be lessened if you keep him from feeling at any
+time that he needs to adopt measures of _self-protection_ against you.
+
+[Sidenote: Diplomacy And Tact]
+
+_When your progress is obstructed, it is necessary that you use a very
+high degree of diplomacy and tact._ This will carry you much farther
+toward your purpose than any manifestation of naked force. Of course you
+must meet many objections squarely. You will encounter obstructions that
+cannot be avoided, opposition that will not step aside. There will be
+occasions when it will be necessary for you to employ force. But you can
+always conceal "the iron hand in the velvet glove" if you exert your
+force in _tones_ and with _gestures_ or _movements_, rather than by
+making _word_ statements. _The art of suggestion can be employed as
+effectively at the objection stage as at any other step of the selling
+process._
+
+Let us assume that you are a greenhorn. But you believe yourself capable
+of filling a certain position. You apply for it. Your prospective
+employer questions your capability because you lack experience. He
+refuses your application, and declares he is unwilling to run the risk
+of having you make mistakes that might be expensive to him.
+
+[Sidenote: Using Suggestion Instead of Statement]
+
+You know that you are very careful, and that you would not take any
+important action on your own responsibility if you were in doubt whether
+or not you were right. You feel that his objection is unsound; that he
+is exaggerating caution. But it would certainly be a mistake for you to
+say, "Nonsense!" That would make him bristle.
+
+Of course you want to show him that you do not take his objections
+seriously. You can make the right impression by smiling at his
+statement. You can reinforce the effect of your smile by making a
+horizontal gesture with your hand. If you shake your head slightly,
+force will be added to your denial of incapacity or rashness. It may not
+be necessary for you to _say_ anything. Possibly your suggestion will be
+stronger if you simply ignore the point he has raised against you.
+Usually, however, in such a case it is best to employ a few quiet words
+in disposing of the objection; _though chief reliance should be placed
+on the suggested meaning behind the statement_.
+
+[Sidenote: Your Stake In Your Opportunities]
+
+I recall the case of a man who handled an objection of that sort by
+first smiling while shaking his head and making a gesture of negation,
+and then said, "I could not lose much for _you_, but if I were reckless
+or irresponsible I certainly would lose for _myself_ this opportunity
+that you see I want very much. I have a great deal more at stake than
+you. You may be sure I shall not risk losing my chance to succeed, by
+causing you any losses." The tone used was the heart pitch of sincerity,
+with the final assurance in the deeper tones of power. The tone and the
+manner of the applicant for the position indicated such strength that
+the prospect felt the weakness of his objection and did not persist in
+it.
+
+[Sidenote: Direct and Qualified Admissions]
+
+When you make a _direct admission_ of the point the prospect raises
+against you, _have a strong answer ready and give it to him at once_.
+Otherwise you will not rid his mind entirely of the objection. In most
+cases it is preferable to make only an _indirect_ or _qualified_
+admission of the point raised. Then the objection, not having been
+strengthened by your full confirmation, can be overcome without the use
+of much force or power.
+
+[Sidenote: Straight-out Agreement With the Objection]
+
+If your prospective employer says to you, "We are not making any money.
+I do not intend to put on a new man," diplomacy requires you to admit
+unequivocally the truth of his assertion that his business is not
+profitable. He may be exaggerating a temporary condition, but he would
+take offense if you should question his blunt statement. Therefore agree
+with him, and having prepared the opening with your tact, _introduce to
+his mind agreeable ideas of satisfying his want for profits_. You might
+say, "I realize business is poor. That is one of the reasons I come to
+you just now. If you were making plenty of money, you would not
+appreciate the value of my ideas for increasing your profits. The
+results of the work I propose to do might not be sufficiently
+conspicuous among other large earnings to attract your especial notice.
+This period of depression gives me the very opportunity I need to prove
+to you that I would be a money-maker, and not an expense to you. Surely
+you would like to have me demonstrate that. All I ask is a chance to
+convince you. Judge me by the results."
+
+Analyze this unequivocal admission of the validity of the objection.
+Such cases can often be handled most effectively by granting the point
+raised, directly and without any reservations, and then answering the
+objection in such a way that it is completely removed as an obstruction.
+This is good salesmanship.
+
+[Sidenote: Indirect Admission]
+
+Suppose, however, you feel the objection of poor business is unsound.
+Let us assume that this prospective employer you are interviewing has a
+dull season every year. Therefore the condition of which he complains is
+simply normal, and his objection is put forward as an excuse for
+rejecting your application. _In such a case you do not want to make the
+obstruction more formidable by fully admitting its validity. Yet tact
+forbids you to deny its soundness._ It will be better salesmanship to
+recognize indirectly the point raised than it would be to give your full
+agreement with the objection, as in the above example of an unequivocal
+admission. You might use such an answer as this:
+
+[Sidenote: "That is True, But"]
+
+"I notice, Mr. Blank, that you are making some extensive repairs on your
+factory. Though this involves additional expense in your dullest season,
+you are having the work done now because this is your slackest time.
+True, your profit showing at present will not be so good as it would be
+if you did not make the repairs. But the earnings of your business will
+be improved during your busiest season and you will avoid the extra
+expense of interrupting your production when it is at the maximum. This,
+of course, is the time to have your repair work done. It would not be
+good business to put it off.
+
+"My proposal that you engage me now is directly along the line of your
+own policies. What I would do in your office might be called repair
+work. Your dull season is the time to have it done. I can introduce my
+efficiency ideas now without disorganizing your operations. Then, when
+you are busiest, the new system will be in perfect working order, for
+your service."
+
+[Sidenote: Adapt Solutions To Your Own Problems]
+
+When you study illustrations of the application of basic principles, do
+not give them merely superficial consideration. _Examples are of slight
+value unless they suggest to you how you should use your imagination to
+make illustrations of your own in actual practice of the principles._
+Whatever your need for help in selling your services, and whatever
+difficulties you may have to overcome or get around, you will find in
+the pages of these books _cues_ to the methods of certain success.
+Evidently, however, the scope of the series of chapters must be somewhat
+limited. None of the answers to the major problems of salesmanship are
+omitted from the contents, _but you must apply and fit the given
+solutions to your individual necessities_.
+
+[Sidenote: Two Bases of Objections]
+
+Turn your thought now to the different bases of objections. It is of the
+utmost importance that you know whether the obstruction is raised by the
+_mind_ or by the _heart_ of your prospect. _Mental_ resistance can be
+met and overcome by _ideas_, by points introduced by _your_ mind into
+the _mind_ of the _other_ man. His _heart_ may not be involved. But if
+there is "feeling" in his opposition, it is necessary that you displace
+it with a different _feeling_ toward you and your proposal. The heart of
+your prospect must be turned from antagonism to friendliness, if it is
+involved in an objection. Therefore when a point is made against you,
+_decide from the evidence whether the obstacle raised has an emotional
+or a mental basis_. Treat it accordingly. Use your own _mind_
+principally in dealing with the purely _mental_ objection of the
+prospect. But depend on drawing out _his heart with yours if his
+emotions are involved_ in his opposition.
+
+[Sidenote: Mental Basis]
+
+Suppose you have a plan about engaging in a certain business. You have
+worked it out carefully and are confident that it is "a winner." But you
+need financial backing. So you go to a man who has money, and apply to
+him for a loan. He listens to your plan. When you finish explaining, he
+refuses your request. He uses the mental tone of cold business when he
+states his reason. "You offer me no security. I am not in the habit of
+lending money without it." His words and manner indicate that he has
+listened to your plan without the slightest feeling of sympathy for your
+purpose. His _emotions_ have not been stirred. He is turning you down
+simply because his _mind_ is opposed to the form of investment you
+propose for his money. It would be futile for you to make an _emotional_
+appeal to this man, in the hope of getting rid of his _mental_
+objection. He would be disagreeably impressed were you to attempt to
+stir his heart. You cannot offer him the security he has in mind, but
+you need not be balked for that reason. It is possible for you to make
+an appeal to his mind only, and to suggest to him ideas of security that
+he has not considered.
+
+"Mr. J.P. Morgan," you might remind him, "when asked the basis upon
+which he loaned money, replied, 'Character, principally.' I offer you
+the security that Mr. Morgan considered most important. You know my
+reputation is good. You perceive that my plan is sound, and that I have
+thought it out thoroughly. You do not expect me to lose money. I have
+proposed to protect you as fully as possible by agreeing in advance that
+I will take no step until after your approval has been given. Therefore,
+in addition to my character, I am offering you the security of your own
+mature, sound judgment on all operations.
+
+[Sidenote: A New Idea Of Security]
+
+"Don't you believe that my squareness, guided by your advice, would
+secure you? I have applied for a loan of only ten thousand dollars. You
+will absolutely control the expenditure of the money. You know,
+therefore, that at the worst I could not have a large loss. I have
+offered you life insurance to protect you against the possibility of my
+death within the next five years. It is altogether improbable that I
+should have a loss of as much as a thousand dollars in the new business.
+Certainly you have sufficient confidence in my ability and integrity to
+believe that I could and would repay you a thousand dollars with
+interest before the expiration of five years. I expect, and you expect,
+that my venture will prove successful. I have planned a sound business
+enterprise, free from the dangers of speculation. With the cooperation
+of your judgment, your loan would be a secure investment. I believe you
+are now convinced of that."
+
+[Sidenote: Reaching Heart Through Mind]
+
+Notice that the objection is dealt with powerfully; yet there is no
+appeal that is aimed away from the prospect's _mind_. For this very
+reason his sympathy with the proposal is likely to be stimulated. _Such
+salesmanship often has the effect of enlisting the heart of the other
+man after removing the objection of his mind._
+
+[Sidenote: Objection on Emotional Basis]
+
+Let us assume now that the prospect refuses to make the loan to you
+because he has been imposed upon before by some one he has backed. He
+may really want to lend you the money, but his heart has been so
+embittered by his previous experience that he turns a deaf ear to your
+proposition. His opposition is based chiefly on feeling. His heart, not
+his mind, is at the bottom of his refusal of your request for a loan. He
+would not be reached by the appeal that would be effective with the man
+in the first example. This second prospect should be addressed something
+like this:
+
+"The experiences you have had hurt you, principally because they have
+made you lose faith in men. This, not the money involved, was your
+greatest loss. So long as you have only those experiences to think
+about, you will be unable to get back your former belief in human
+nature. You would like to recover it. You would be happy to feel that
+the men who abused your confidence were exceptions, and not the rule.
+
+[Sidenote: Selling a New Feeling]
+
+"If you will lend me ten thousand dollars, and I make good my promises
+to you, your new experience with me will go a long way toward restoring
+your lost faith in men. It is natural that you should feel embittered,
+but the taste in your mouth is unpleasant. Back me up. I will help you
+get rid of your bitterness, and will replace it with a glow of
+satisfaction. You cannot doubt that I will make good. You should not let
+your old prejudice stand in the way of the gratified feeling you will
+have when I prove to you that all men are not unworthy of trust. After I
+justify your confidence you will be happier for the rest of your life."
+
+In the illustration the objection is dealt with _emotionally; because
+its basis is feeling_. No _mental_ appeal is made. The salesmanship in
+this example is the direct converse of that in the previous
+illustration.
+
+[Sidenote: The Best Rule]
+
+Usually, however, it is best to counteract objections by making appeals
+to _both the heart and the mind_ of the objector. In most cases it is
+safe to assume that his mental opposition involves his feelings to some
+degree, and it rarely happens that an objection is so purely emotional
+that the mind of the prospect does not take part in it at all. So the
+rule of masterly salesmanship is to use neither the appeal to mentality
+nor the appeal to feeling _exclusively_, but rather to _stress one or
+the other, while using both_. If the objection appears to be based
+_principally_ on opposition of _mind_, it is more important to reach
+into the prospect's _mind_ with the answer than it is to draw out his
+_heart_; and vice versa.
+
+[Sidenote: Emotional and Mental Tones]
+
+If the thought behind the objection arises principally from _feeling_,
+it will nearly always be expressed in an _emotive tone_. By this pitch
+of the prospect's voice you can determine whether he is speaking chiefly
+from his heart or from his mind. Conversely, of course, the _mental_
+objection will be pitched in the high "head" tone. One of the most
+difficult features of dealing with opposition from the other man is
+uncertainty as to _how much he means_ of what he says and does. It would
+be a mistake to take his resistance too seriously or too lightly.
+Therefore it will aid your salesmanship a great deal if you are able to
+discriminate between the mental and the emotional tones in which
+opposition is expressed. You can reply accordingly.
+
+[Sidenote: The Power Pitch]
+
+It is almost as important that you recognize _the pitch of power_ when
+it reenforces the words of objection, and that on the other hand you
+note when the power tone is _lacking_. In the first case you will need
+to reply with considerable force, whether you appeal to the mind or the
+heart of the prospect. But when his objection is stated in a powerless
+tone, even though it may be accompanied by curtness or bluster, you need
+not waste much force on your answering appeal to his mentality or his
+emotions.
+
+[Sidenote: Keep Ears Alert]
+
+The mental tone, as we recall from previous study, is pitched higher
+than either the tone of feeling or the tone of power. The medium, heart
+tone is vibrant. It rings with sincerity. The power tone is deep, and
+most sonorous of the three. _Keep your ears alert for these indications_
+your prospect will give you unconsciously when he opposes your purpose.
+The discriminative reading of the tones of objections will greatly
+reduce the danger of "getting your wires crossed" when you reply.
+
+[Sidenote: Suggest Strength Without Antagonism]
+
+If you have to deal with opposition expressed in the tone of power or
+with gestures of force, you will be safe in concluding that considerable
+_feeling_ is behind the objection. Therefore it will be necessary for
+you to put _both feeling and power_ into your answer. You should be
+careful, however, when you meet such resistance, not to make the
+impression that you are engaged in a contest of power with your
+prospect. _Throughout the selling process avoid any suggestion that you
+are fighting back._ Use the tone of force, not to indicate that your
+strength of purpose is greater than the strength of the resistance, but
+just to _emphasize the basic soundness_ of your proposition. Thus you
+can suggest that you are sure of your ground, while you do not dispute
+the force and sincerity of the other man in making his objection.
+
+Suppose, for example, you apply for a situation in a wealthy firm, and
+one of the partners turns you down most emphatically by saying that they
+can't afford to engage any new men at present. You realize the firm may
+be losing money temporarily, but you believe that your services in the
+capacity you have outlined will be valuable to the partners. You can
+come back firmly and not retreat an inch from your position. You need
+not _antagonize_ by manifesting your determination to have the merits of
+your proposal given due consideration. You know your prospect feels
+pretty strongly on the matter of increasing his payroll while business
+is unprofitable, but you should make him recognize that you believe so
+thoroughly in your earning capacity that you feel you would justify him
+in disregarding the temporary depression, while he considers your
+service worth.
+
+[Sidenote: Units of Tone]
+
+As we have noted previously, it is important to know, at the time an
+objection is put in your way, _whether or not it is really meant_. When
+deciding in your mind on the right answer to this problem, you will be
+helped very much if you size up not only the tone pitch of the
+objection, but also the _units_ of tone employed by the prospect in his
+expression of opposition. If he refuses your application, but uses just
+_one_ tone, you may be sure his negative is not strong. If you do not
+strengthen it to stubbornness by antagonizing him, but use tact to get
+rid of his resistance, you will not find it difficult to melt away the
+obstruction.
+
+However, should the "No" be spoken in two or more tones, with increased
+stress at the end, your prospect certainly means his rejection to be
+final. His mind is fully made up for the time being. It would be poor
+salesmanship to butt your head against his fixed idea, just as it would
+be foolish to tackle a strong opponent when he stands most formidably
+braced to resist attack. But the two or three toned negative does not
+mean that the idea behind it is fixed in the prospect's mind _forever_.
+Any one is prone to change his mind, _unless he is kept so busy
+supporting a position taken that he has no chance to alter his opinion_.
+
+[Sidenote: Preventing Stubborness]
+
+Therefore leave alone at first the rock you encounter. Get behind the
+boulder by taking a roundabout path. Then quietly dig the support from
+under the negative idea. If you make no fuss while you are undermining
+the obstacle, it will be likely to topple over and roll from your path
+without your prospect's noticing that it has disappeared. If his
+interest is diverted from it, there is no reason why he should turn his
+mind back to a stubborn insistence on his objection. Should he be
+conscious that the rock of his earlier opposition has rolled away, he
+will probably think it lost its balance. He will not realize that you
+subtly undermined it and got rid of it by your skillful salesmanship.
+
+A salesman of an encyclopedia met a prospect who refused to give
+favorable attention to him and his proposition.
+
+"No sir-e-e!" declared this objector, shaking his head emphatically. "No
+more book agents can work me. The last slick one that tried to swindle
+me is in ja-a-il now, and I put him the-ere!"
+
+He gloated in two or three tones.
+
+[Sidenote: Turning Back A Turn-down]
+
+"Good for you!" praised the undaunted salesman, who had come prepared
+for adamantine obstacles in his path. "If more book buyers would see
+that such rascals get what's coming to them, the rest of us salesmen,
+who represent square publishers squarely, would not have to prove so
+often that we are not crooks like some fellows who have happened to
+precede us in a territory. Please tell me the name of the man who
+swindled you. He might hit my publishers for a job after he gets out of
+jail, and I want to warn the boss against him. Sometimes those slick
+rascals pull the wool over our eyes, too. We are always on the lookout
+to avoid getting tangled up with them."
+
+The salesman pulled out his note book and pencil. When the name was
+given, he wrote it down painstakingly. He asked the prospect to spell it
+for him; so that he would be sure to get it right. Then he thanked the
+man who had said he would have nothing more to do with book agents.
+Having "got around" the objector, the salesman proceeded with his
+selling talk on the encyclopedia, as if he had not been turned down
+flatly to begin with. In less than half an hour he had secured the
+signature of the prospect to a contract for the finest edition.
+
+[Sidenote: Be Ready for Opposition]
+
+If this salesman had not been thoroughly prepared to meet the strongest
+kind of mental and emotional opposition, he could not have come back so
+quickly with the appropriate answer that undermined the obstacle. You
+should be likewise ready for the "tough customers" one hears about.
+_Practice in anticipation various ways of handling every imaginable
+objection._ Then, when you face an actual difficulty, you will either
+have on the tip of your tongue a solution of the problem, or your
+forethought will assist you to devise on the spur of the moment the way
+to work out the right answer. Again we observe the importance of full
+preparation, in assuring successful salesmanship.
+
+[Sidenote: Two Essentials Of Resourcefulness]
+
+No quality is more important to the salesman than _resourcefulness_. Its
+first requisite is _knowledge_, particularly advance knowledge of the
+points that are likely to come up in the course of the selling process.
+The second is a _mind trained to act quickly and effectively in using_
+its knowledge. If you have these two essentials of resourcefulness, no
+objection will ever catch you napping. It will do you no good to look
+up the right answer _after you leave the prospect_. Nothing can be more
+exasperatingly worthless than an idea of something you "might have said"
+but could not think of until _too late_. Have all your facts on tap. And
+be practiced in making use of them in every imaginable way. Rare indeed
+will be cases that you are not prepared to handle successfully.
+
+[Sidenote: Practicing "Come-backs"]
+
+I know a salesman who trained himself in resourcefulness by typing on
+about fifty cards all the objections to his goods or proposition that he
+could imagine. For ten or fifteen minutes every evening he played
+solitaire with these cards. He would shuffle them, held face down, and
+then deal off, face up, objection after objection. He never could tell
+which was coming next. In a few weeks he had trained himself to give an
+answer instantly to each objection, and to utilize it as a help instead
+of a hindrance in his selling. Thereafter opposition and criticism from
+prospects had no terrors for this salesman. He was able to get rid of
+objections so swiftly, surely, and completely that they never had time
+to grow formidable in the mind of the other man.
+
+[Sidenote: Adaptive Originality]
+
+Only a little less important than resourcefulness in meeting objections,
+is _adaptive originality in answering them_. The "pat, new" reply is
+always very effective. But do not unduly stress the value of the factor
+of _originality_ alone. It must be coupled with _adaptation to the
+particular viewpoint of the other man_. You must speak his language, if
+you would be sure of making him understand you perfectly.
+
+[Sidenote: Use Prospect's Language]
+
+For example, suppose you apply to a watch manufacturer for a position in
+his office. He seems inclined to question your dependability. You will
+make a hit with him if you quote a detail from one of his own ads and
+say, "I have a seventeen jewel movement," and then particularize that
+number of good points about yourself. Such a reference preceding a
+specification of your qualities would be adaptive originality. _It would
+be an expression exactly fitted to the way this prospect thinks._ So it
+would be more effective than an ordinary answer to the objection.
+Adaptive originality in disposing of objections is a manifestation of
+tact and diplomacy--the fine art of letting the other man down with a
+shock absorber instead of jolting him to your way of thinking.
+
+[Sidenote: Keep Train of Thought on Main Track]
+
+When your prospect starts objecting, it is up to you to prevent him from
+wandering far afield. At the objections stage, as at every other step in
+the selling process, _you should dominate the other man_. Tactfully keep
+him concentrated on the subject and on your application. If he starts to
+grumble that some man he has engaged previously was "no good," you can
+smile and reply, "You would not give _me credit_ for _anybody else's_
+fine work, and of course you do not _blame me_ for what _that_ fellow
+did."
+
+You know what points are relevant to the subject you have come to
+discuss, and what are not. _Discriminate, and make the prospect follow
+you._ Restrict your treatment of his objections to points, means, and
+methods that will keep his ideas from switching onto side-tracks of
+thought. _When he wanders away from the subject, do not ramble with
+him._ Promptly and diplomatically run his mind back on the main line of
+your purpose. _You are operating a through train to success. You must
+not be diverted into picking either daisies or thistles by the right of
+way while your salesmanship engine stands idle._
+
+[Sidenote: Patience and Calmness]
+
+Tact and diplomacy include the qualities of _patience_ and _calmness_.
+You cannot deal successfully with opposition if you are impatient or
+flustered. Patience understands the other man and avoids giving him
+offense; because it comprehends his way of thinking and is considerate
+of his right to his opinions. _Calmness denotes a consciousness of
+strength. Hence it inspires admiration._ Keep your patience open-eyed.
+See ahead. Do not chafe restlessly because the present moment is not
+propitious. A better chance for you is coming. Because of your vision
+have faith in your power to _make_ it come. Whatever may happen, be
+self-possessed when you meet it. You can give no more impressive proof
+of your bigness. Your calmness will win the confidence of the other man.
+It will help in making the impression of courageous truth. Only an
+honest purpose can meet attack with quiet fearlessness.
+
+[Sidenote: Win Admiration by Keeping Upper Hand]
+
+_The chief danger to the salesman at the objections stage is that he may
+lose control of the selling process._ Be on your guard to prevent the
+other man from dominating you by his opposition. You have the advantage
+at the start. He cannot be so well prepared to make objections as you
+should be to dispose of them effectively. _Keep the upper hand._ If you
+have not antagonized his feelings, your prospect will admire you when he
+sees that he cannot dominate you and realizes that you will not let him
+have his own way. You will build up in him a favorable opinion of your
+manhood, intelligence, and power. _He cannot help appreciating your art
+in handling him._
+
+[Sidenote: Make Desire Grow]
+
+Dispose of each objection in such a way that you will get yourself
+wanted more and more as you remove or get around the obstacles
+encountered. _The prospect's desire for your services should grow in
+proportion as you overcome his opposition._ It is possible to use
+objections, or rather their answers, to strengthen your salesmanship so
+greatly that it will be easy to gain your object--the job or the
+promotion you seek.
+
+[Sidenote: Hard Climb Leads to Supreme Heights]
+
+Therefore do not quail from the obstacles you meet. Recognize in each an
+opportunity to succeed in demonstrating your capability; a chance to
+increase the respect, confidence, and liking of your prospective
+employer. _Remember, if there were no difficult, steep mountains to
+scale, the supreme heights of success could not be gained._ So, with
+shining face, climb on and up undaunted!
+
+
+
+
+CHAPTER XI
+
+_The Goal of Success_
+
+
+[Sidenote: "Nearly Succeeded" Means "Failed"]
+
+After an applicant for a position seems to have the coveted opportunity
+almost in his grasp, he is sometimes unable to _clinch_ the sale of his
+services. He does not get the job. His failure is none the less
+_complete_ because he _nearly_ succeeded. _No race was ever won by a man
+who could not finish._ However successful you may have been in the
+earlier stages of the selling process, if your services are finally
+declined by the prospective employer you have interviewed, your sales
+effort has ended in failure.
+
+When one has made a fine presentation of his capability, and therefore
+feels confident of selling his services, it shocks and disheartens him
+to have his application rejected. "It takes the starch out of a man." He
+is apt to feel limp in courage when he turns his back on the lost chance
+to make good, and faces the necessity of starting the selling process
+all over again with another prospect. It is harder to lose a race in the
+shadow of the goal than to be disqualified before the start. The
+prospect who seems on the point of saying, "Yes," but finally shakes
+his head is the heart-breaker to the salesman.
+
+[Sidenote: Making the Touch Down]
+
+Of course, as you have been reminded, even the best salesman cannot get
+_all_ the orders he tries to secure. _But he seldom fails to "close" a
+real prospect whom he has conducted successfully through the preliminary
+steps of a sale._ Each advance he makes increases his confidence that he
+will get the order. The master salesman does not falter and fall down
+just before the finish. He is at the top of his strength as he nears the
+goal. All his training and practice have had but one ultimate object--a
+successfully _completed_ sale. He knows that _nothing else counts_. He
+does not lose the ball on the one-yard line. He pushes it over for a
+touchdown. He cannot be held back when he gets that close to the goal
+posts. You must be like him if you would make the "almost sure" victory
+a _certainty._
+
+[Sidenote: Don't Fear To Take Success]
+
+Perhaps the commonest cause of the failures that occur at the closing
+stage is the salesman's _fear of bringing the selling process to a
+head_. He is in doubt whether the prospect will say "Yes" or "No." His
+lack of courageous confidence makes him falter when he should bravely
+put his fortune to the test of decision. He does not "strike while the
+iron is hot," but hesitates until the prospect's desire cools. Many an
+applicant for a position has talked an employer into the idea of
+engaging his services, and then has gone right on talking until he
+changed the other man's mind. He is the worst of all failures. Though he
+has won the prize, he lets it slip through his fingers because he lacks
+the nerve to tighten his hold.
+
+[Sidenote: Keep Control At the Close]
+
+Doubt and timidity at the closing stage, after the earlier steps have
+been taken successfully, are paradoxes. Surely each _preliminary_
+advance the salesman makes should add to his confidence that he can
+_complete_ the sale. His proved ability to handle objections and to
+overcome resistance should have developed all the courage he needs to
+_finish_ the selling process. Closing requires less bravery and staunch
+faith than one must have when making his approach. Now he knows his man,
+and that this prospect's mind and heart can be favorably influenced by
+salesmanship. Is it not a contradiction of good sense to weaken at the
+finish instead of pressing the advantages already gained and crowning
+the previous work with ultimate success? Yet there are salesmen who seem
+so afraid of hearing a possible "No" that they dare not prompt an almost
+certain "Yes."
+
+When you have presented to your prospective employer a thoroughly good
+case for yourself, _do not slow down or stop the selling process_.
+Especially avoid letting _him_ take the reins. Thus far _you_ have
+controlled the sale. _Keep final developments in your own hands._ Go
+ahead. Smile. Be and appear entirely at ease. Look the other man in the
+eye. Ask him, "When shall I start work?" _Suggest_ that you believe he
+is favorable to your application. _Even speak his decision for him_, as
+though it were a matter-of-course. If the previous trend of the
+interview justifies you in assuming that he has almost made up his mind
+to employ you, pronounce his probable thought as if he had announced it
+as his final conclusion. _He will not be likely to reverse the decision
+you have spoken for him._ His mental inclination will be to _follow your
+lead_, and to accept as his own judgment what you have assumed to be
+settled in his mind.
+
+[Sidenote: Reversing a Negative Decision]
+
+A stubborn merchant made a dozen objections to hiring a new clerk. The
+young man cleared them all away, one after another, as soon as each was
+raised. But the employer leaned back obstinately in his chair and
+declared, "Just the same, I don't need any more clerks." This was but a
+repetition of an objection already disposed of. The applicant concluded,
+therefore, that he had his man cornered. The salesman smiled broadly at
+the indication of his success. He stood up and took off his overcoat.
+
+"Well," he said, "you certainly need one less than you did, now that I'm
+ready to begin work. I understand why you have been putting me off. You
+wanted to test my stick-to-it-ive-ness. I'm sure I have convinced you on
+that point. You needn't worry about my staying on the job. Shall I
+report to the superintendent, or will you start me yourself?"
+
+The merchant drew a deep breath; then emptied his lungs with a burst of
+astonishment mixed with relief. He could not help laughing.
+
+"I meant to turn you down, but you say I've made up my mind to hire you.
+I didn't know it myself, but you're right. I believe you are the sort of
+clerk I always want."
+
+[Sidenote: Expect the Prospect to Say "Yes"]
+
+Remember, when you face your prospect at the closing stage, the _motive_
+that brought you to him. You came with the intention of rendering him
+_services from which he will profit_. You want your capability to be a
+"good buy" for him. Your consciousness that your motive is _right_
+should give you strengthened _faith_ in yourself and in the successful
+outcome of your salesmanship. It should fill you with the courage
+necessary to close the sale.
+
+_Neither hesitate nor flinch. Confidently prompt the decision_ in your
+favor. Believe that you _have_ won and you will not be intimidated by
+fears of failure. Your prospect is unlikely to say "No" _if you really
+expect to hear "Yes."_ Even if he speaks the negative, still _believe in
+your own faith_. I know a man who, a minute after his application was
+flatly rejected, won the position he wanted. Unrebuffed, he came back
+with, "Eventually, why not now?" His evident conviction that he was
+_needed_ gained the victory when his chance seemed lost.
+
+[Sidenote: Don't Be Afraid to Pop The Question]
+
+We all laugh at the young swain who courts a girl devotedly for months
+and uses every art he knows to sell her the idea that he would make her
+happy as his wife; but who turns pale, then red, and chokes whenever he
+has a chance to pop the question. Often the girl must go half way with
+prompting. When, thus encouraged, he finally stammers out his appeal for
+her decision, she accepts him so quickly that he feels foolish. Women
+are reputed to be better "closers" of such sales than men.
+
+You smile at the comparison of courting with salesmanship. Yet the
+selling process is as effective in making good impressions of the sort
+of husband one might be as in impressing an employer with the idea that
+one's services in business would prove desirable.
+
+[Sidenote: Selling a Future Husband]
+
+The young man bent on marriage needs to prospect for the right girl, to
+secure an audience, to compel her attention, to regain it when diverted
+to other admirers, and to develop her curiosity about him into interest.
+He must size up her likes and dislikes; then adapt his salesmanship to
+her tastes, tactfully subordinating his own preferences to hers. If she
+is athletic, he will play tennis or go on tramps with her, however tired
+he feels after his work. If she is sentimental, he will take her
+canoeing and read poetry to her, though he may prefer detective yarns.
+Throughout his courtship he will do his utmost to stimulate in her a
+desire to have him as a life partner. Whatever objections she makes to
+him, he will get rid of or overcome.
+
+Suppose he has taken all these preliminary selling steps successfully,
+and at last the time comes for pinning the girl down to a definite
+answer to the all-important question, is there any likelihood that it
+will be a refusal? Of course not! If his earlier salesmanship has been
+masterly, the reasons why she will be inclined to accept him in the end
+are of much greater weight and number than any causes for rejection that
+she may have thought of previously.
+
+[Sidenote: Never Weaken At the Finish]
+
+He should not fear to close the sale. He has been "going strong" until
+now; why should he weaken at the finish? The master salesman does not
+quaver then, or doubt his success. He asks his prospect's decision
+bravely and with confidence, or he assumes it as a matter of course and
+kisses the girl. His heart beats faster than usual, but he is not afraid
+of hearing "No."
+
+_You should feel the same way_ after leading your prospective employer
+successfully through the preliminary stages of the process of selling
+your services to him. Do not falter now. _Promptly emphasize the idea
+that the weight, amount, and quality of your merits are fully worth the
+compensation previously discussed._ If you are _sure_ of that, if you
+have valued your services from _his_ standpoint, and not just from
+_your own_, you will feel no doubts about the acceptance of your
+application. You will put your prospective employer through the process
+of decision as courageously and confidently as you first entered his
+presence.
+
+[Sidenote: Getting the Decision Pronounced]
+
+Sometimes a prospect will be convinced, but will not express what is in
+his thoughts. Therefore _it is not enough to bring about a favorable
+conclusion of mind_. Until this has been _pronounced or signified_, it
+may easily be changed. Hence the _effective process of decision includes
+both the mental action of judgment and its perceptible indication_.
+Often a prospect who is _thinking_ "Yes" will not _say_ it until he is
+prompted by the salesman.
+
+[Sidenote: A Lawyer Sums Up the Case]
+
+When a lawyer is trying a case, he endeavors to bring out the evidence
+in favor of his client and to make the jury see every point clearly. He
+shows also the fallacies and falsities of opposing testimony. But after
+all the evidence has been given, the case is not turned over
+_immediately_ to the jury for decision. If that were done the lawyer
+would miss his best chance to influence the jurors to make up their
+minds in his favor. They are not so familiar as he with the facts and
+their significance. They would be apt to attach more importance to some
+details of testimony, and less to others, than the circumstances
+warrant. So, to assist the jurors in arriving at their verdict on the
+evidence, the lawyer _sums up the case_. He lays before their minds his
+views, and tries with all his power and art to convince them that his
+word pictures are true reproductions of the facts in their relation and
+proportion to all the circumstances surrounding the issue.
+
+[Sidenote: Preponderance Of Evidence]
+
+The _object_ of the lawyer when he addresses the jury is to make the
+convincing impression that _the testimony in favor of his client far
+outweighs the evidence on the other side_. He adjures the twelve men
+before him to "weigh the evidence carefully." He declares the judge will
+instruct them that in a lawsuit the verdict should be given to the party
+who has a "preponderance" or greater weight of proof on his side. _At
+this closing stage of the case the lawyer acts as a weighmaster._ He
+wants to make the jurors feel that he has handled the scales _fairly_,
+that he has taken into consideration the evidence _against_ him as well
+as the facts _in his favor_; and that the preponderance of weight _is as
+he has shown it_--so that they will accept _his_ view and gave him the
+verdict. If he feels a sincere conviction that he is right in asking for
+a decision on his side, he makes his closing address with the ring of
+confidence. He looks the jurors in the eye and asks for the verdict in
+his favor as a matter of _right_. He does not beg, but claims what the
+weight of the evidence _entitles_ him to receive.
+
+[Sidenote: Treat Your Prospects As Jurors]
+
+The jury that will decide on your application when you apply for a
+position will usually consist of but one man, or will be composed of a
+committee or board of directors. Treat him or them _as a jury_.
+Remember that your capabilities and your deficiencies are _on trial_.
+Close your case with the same process the skillful lawyer uses when he sums
+up the evidence and weighs it before the minds of the jurors. Do what
+he does _as a weighmaster_. Avoid making any impression that you
+are not weighing your _demerits_ fairly, though you _minimize their
+importance_; also miss no chance to impress the _full weight_ of your
+_qualifications_. The essence of good salesmanship at this stage of the
+process is _skillful, but honest weighing_. That means using _both
+sides_ of the scale, to convince the prospect that _the balance tips in
+your favor_. He will not believe in the correctness of the "Yes" weight
+unless you show the lesser weight of "No" _in contrast_. Then he cannot
+help _seeing_ which is the heavier. _Decision on the respective weights
+is only a process of perception._
+
+[Sidenote: The Process Of Perception]
+
+Let us suppose the employer has asserted the objections that you are not
+sufficiently experienced to earn the salary you want, and that you don't
+know enough yet to fill the job. It would be poor salesmanship to try to
+convince him that you have had a good deal of experience. If you
+exaggerate the importance of the things you have learned, he almost
+surely will judge you to be an unfair weighman of yourself. So you
+should tacitly admit your inexperience and treat the value of experience
+lightly by reminding him that his business is unlike any other. Then
+bear down hard on your eagerness to learn his ways and to work for him.
+Thus you can make him perceive the two sides of the scale _as you view
+them_.
+
+[Sidenote: Tipping the Balances Your Way]
+
+It is possible for you so to tip the balances in your favor, though
+previously the mind's eye of your prospective employer may have been
+seeing the greater weight on the unfavorable side. _It is legitimate
+salesmanship to influence the decision of the other man in this way._
+Your weighing is entirely honest; though you sharply reverse the
+balances. Certainly you have the right to estimate the full worth of
+your services, to depreciate the significance of points against you, and
+to picture your desirability to the prospect as you see it, however that
+view may differ from his previous conception. _If your picture of the
+respective weights is attractive and convincing, the other man will
+adopt it as his own and discard his former opinions about you._ Not only
+will he accept the idea of your capabilities that you make him perceive;
+he also will see that your deficiencies are much less important than he
+had before considered them.
+
+[Sidenote: Serving Hash For Dessert]
+
+Beware of a mistake commonly made by applicants for positions who do not
+understand the art of successfully closing the sale of one's services.
+When they try to clinch the final decision, _they just repeat strongly
+all their best points. They make no mention of their shortcomings._ For
+dessert, in other words, they serve a hash of the best dishes of
+previous courses. Is it any wonder that such a close takes away any
+appetite the prospect may have had?
+
+What would you think of a lawyer who had closed his case by simply
+reading to the jury all the testimony that had been given on his side,
+but who had made no reference to the opposing evidence? If you were a
+juror, would you vote for a verdict in favor of the side so summed up?
+Of course you would have heard the testimony of both parties to the
+case, but _you would not feel that the lawyer who ignored the evidence
+against his client had helped you to arrive at the conclusion that he
+had the preponderance of proof on his side_. On the contrary, you
+probably would be inclined to attach to the opposing evidence _greater
+weight than the facts justified_, and would discount whatever the lawyer
+claimed for his client. You, yourself, would act as weighmaster; and
+would give the other party to the suit the benefit of any doubt in your
+mind as to the contrasting weights of the testimony pro and con. _The
+lawyer's failure to weigh all the evidence before your eyes would make
+the impression on you that his view of the case was unfair to his
+opponent._ If you felt at all doubtful, you would be likely to vote
+against him in order to make sure that the other side received a square
+deal.
+
+[Sidenote: Weigh Both Pros and Cons Before Jury]
+
+_The jury that is to decide favorably or unfavorably on your application
+for a position will feel similarly inclined to reach a negative
+conclusion if in closing you omit the process of weighing the pros and
+cons, and emphasize only your strong points._ It is good salesmanship to
+stress these at the finishing stage, but they should be pictured _in
+contrast with lighter objections_ to your employment. In order to
+_convince_ the prospect that the reasons for employing you outweigh the
+reasons for turning you down, you must show his mind _both sides of the
+scale_. If you fail to do this, his own imagination will do the weighing
+and is certain to bear down with prejudice on every point against you.
+It will also depreciate your view of the points in your favor. The other
+man will make sure that _he_ is getting a square deal on the weights,
+since he will believe _you_, too, are looking out only for Number One.
+
+[Sidenote: To Make Certain Do The Weighing Yourself]
+
+The _certain_ way to make your prospect perceive that the reasons for
+accepting your proposal are of greater weight than any causes for
+turning down your application is to _do the weighing yourself_. First
+be sure the heavier weight _is_ on your side. When you fully believe
+that, use all the arts of salesmanship to _make the other man see the
+balances as you view them_. Then he can come to but one conclusion, that
+the "preponderance" is on your side. _Just as soon as you make the
+respective weights clear to his perception, he will be convinced._ He
+cannot deny what his own mind's eye has been made to see.
+
+[Sidenote: Get Prospect Committed]
+
+Therefore bringing about a favorable _mental conclusion_ is not at all
+difficult. The judgment that your services would be desirable is no
+harder to gain than a decision that the weight of one side of a scale is
+greater than the other. Any one who looks at the balances sees at once
+which way they tip. The rub is not in getting the decision _made_ but in
+getting it _pronounced_. The sale is not completed until the prospect
+has _committed_ himself.
+
+[Sidenote: Now is the Acceptance Time]
+
+He feels that his mental processes are his own secret, which you cannot
+read; so he will not guard against the conclusion of his _mind_ that you
+would be a desirable employee. But for some reason he may be unwilling
+to _express_ his thoughts to you just then, however thoroughly he is
+convinced. He naturally prefers not to say "Yes" at once; so that he may
+change his mind if he wishes. _You will endanger your chances of success
+if you let him put off action on his decision._ To-morrow he is likely
+to see the weights in a different light and to imagine less on your
+side and more against you. _Now_ is the time to close the sale, when he
+cannot help seeing things _your way_.
+
+[Sidenote: Two Stages Of Closing]
+
+You know that sometimes a juror will be convinced in his own mind,
+yet cannot bring himself actually to vote according to his mental
+conclusion. Perhaps he is a "wobbler" by nature. So a girl may decide
+in her thoughts that a certain suitor would make a good husband, yet
+she may hesitate to accept him just because that step is _final_.
+These illustrations impress the importance of _discriminating between
+the two stages of closing a sale_. The success of the salesman is
+made certain only by his knowledge and skillful use, first of the art of
+_vivid weighing_, and second of the art of _prompting the prospect
+to action on his perception of the difference in the balances_. At the
+closing stage we have encountered again our old acquaintance, "the
+discriminative-restrictive process."
+
+[Sidenote: Closing a Procrastinator]
+
+A friend of mine who has an advertising agency wanted to secure the
+business of a prominent manufacturer who was inclined to vacillation.
+The prospect was always timid about acting and had the reputation of a
+chronic procrastinator. My friend went ahead with the selling process in
+ordinary course until he had proved the desirability of his service and
+had shown that there was no really weighty reason why the contract
+should not be given to him. He knew he was entitled to the decision
+then, but he did not wait for the timid man to pronounce it. The
+advertising agent knew the characteristics of the prospect and had
+planned just how he would handle the finishing stage of the selling
+process so as to get the order promptly.
+
+[Sidenote: The Clincher Held in Reserve]
+
+He held in reserve a closing method that a less skillful salesman
+probably would have used earlier in the sale instead of reserving it
+especially for the end. As soon as he had completed the weighing process
+my friend took from his pocket a sheet of copy he had prepared for a
+first advertisement along the line he had proposed. This had been worked
+out carefully in advance, just as if the order had already been given
+for the advertising service. My friend laid the sheet of copy before the
+prospect, who was taken completely by surprise.
+
+"I knew you would want this service as soon as I explained it to you,"
+said the salesman. "Therefore I prepared this ad for the first
+publication under the plan I have submitted, and which I am sure you
+approve. There is no question that you will get much better results from
+this copy than you have been receiving from the advertising you are
+doing now. Naturally you want to begin benefiting from my service as
+soon as possible. I'm all ready to deliver the goods. Just pencil your
+O.K. on the corner of this copy. I'll do the rest."
+
+[Sidenote: From Pencil To Pen]
+
+With a smile of confidence the salesman held out a soft lead pencil.
+_The moment the other man involuntarily obeyed the suggestion by
+accepting the tendered pencil, he was started on the purely muscular
+process of pronouncing his approval of the proposition likewise tendered
+for his acceptance._ The informality of the off-hand request that he
+"pencil his O.K." kept him from being scared off. He did not feel that
+he had yet committed himself fully. Probably, with characteristic
+timidity, he would have shied from signing a formal contract at that
+moment. But he hesitated only slightly before he scribbled his initials
+on the corner of the proposed ad. Then he handed the pencil back to the
+salesman. The advertising agent picked up the approved copy, and at once
+laid before the prospect a formal contract. Simultaneously he tendered
+his fountain pen. _He had started the advertiser to writing his name,
+and did not let the process stop._
+
+"Now just O.K. this, too," he directed, "and the whole matter will be
+settled to your complete satisfaction." Then, to prevent the
+procrastinator from backing up, the salesman reached for the telephone
+on the advertiser's desk. "With your permission, I'll call up
+the----magazine and reserve choice space for this ad. It won't cost any
+more and by getting in early we'll make the ad most effective."
+
+[Sidenote: Decide For, Then Commit The Prospect]
+
+My friend manifested complete confidence that the sale was _closed_. By
+continuing the process of affirming the decision, he prevented the
+prospect from backing up after making his pencilled O.K. Being thus
+committed informally, the usually vacillating advertiser could not well
+avoid using the pen put into his hand to sign the formal contract laid
+before him. Without speaking to him, the salesman pointed to the dotted
+line while he called the telephone number he wanted. _The prospect wrote
+his name before he had time to stop the impulse that the advertising
+agent had started._ The salesman had both _induced_ the mental
+_decision_ in his favor, and _impelled_ its _pronouncement_. Really he
+first _made up the prospect's mind for him_, and then _committed him to
+the decision so made_ without the other man's volition.
+
+[Sidenote: Both Processes In Right Sequence]
+
+_Only by performing both processes in right sequence at the closing
+stage can a sale be finished under the control of the salesman._ If the
+_favorable conclusion_ as to the respective weights of negative and
+affirmative is not first worked out before the mind's eye of the
+prospect, anything done to _commit_ him to a decision will likely kill
+the salesman's chances for success. The prospect whose mind is not yet
+made up favorably, who does not clearly perceive that the preponderance
+is on the "Yes" side of the scale, will almost surely say "No" if his
+decision is _prematurely_ impelled.
+
+[Sidenote: Discriminate And Restrict]
+
+Hence it is important that the salesman discriminate between the two
+closing stages, and that he restrict his selling methods at each stage
+to the selling processes that are effective then. He must not get "the
+cart before the horse," as the ignorant or unskillful closer is apt to
+do. The poor closer does not understand the "discriminative-restrictive"
+process. He lacks comprehension of the distinction that should be drawn
+between the methods he _previously_ has used and what is now required to
+_finish_ the sale. Let us be sure we know how to discriminate; so that
+our work at the closing stage may be restricted to the processes that
+are required to assure success in taking the particular step necessary.
+
+[Sidenote: New Process Necessary To Close]
+
+Throughout the series of selling steps that precede the closing stage,
+the continuing purpose of the salesman is to make the prospect _see_ the
+proposal in the true light, as the salesman himself views it. When the
+selling process draws to a conclusion, the purpose of the salesman
+changes. Now he wants the prospect to _decide_ and then _act upon_ what
+has been shown to his mind's eye. If the salesman is to control the
+close, he must do something _new_ to prompt decision and to actuate its
+pronouncement.
+
+The unskillful closer, instead of changing his previous sales tactics,
+nearly always devotes his final efforts to making the prospect _see
+more clearly_ the pictures already laid before his mind. He tries to
+impress the prospect with a _re-hash of perception_, by emphasizing more
+strongly than before the favorable points brought out clearly at earlier
+stages. Of course it is important that at the close of the sale the
+prospect have all these points in view, but it is not good salesmanship
+to emphasize only the appeal to his _perceptive_ faculties. The guest
+who has had a good dinner does not need to be told just afterward what
+he has eaten, or reminded of the courses by having them brought in
+again.
+
+[Sidenote: Logic and Reason Won't Win]
+
+As it is a mistake to serve at the close of a sale only a re-hash of
+favorable points; so is it bad salesmanship to rely on a dessert of
+"logic and reason" for the finishing touch. _Logic and reason provoke
+antagonism. They are ineffective in bringing about either a favorable
+conclusion of mind or action on such a decision._
+
+If you have presented your capabilities fully to a prospective employer,
+do not wind up by marshalling reasons why he should engage you. Avoid
+the use of the "major premise, minor premise, argument, and logical
+conclusion." _You cannot debate yourself into a job_, for the judge is
+made antagonistic by your method, which puts him on the defensive. It is
+human nature to resist a decision that logic tries to force. No man
+arrives at his conclusions of mind by putting himself through a
+reasoning process. A normal person does not need to reason about things
+he knows. _He knows without reasoning._ He attempts to use logic only
+when he is _uncertain_ what to think. If logic is used by the salesman
+to convince the other man, it will be ineffective because it is an
+unnatural means that the prospect almost never employs to convince
+himself, and of which he is suspicious.
+
+[Sidenote: Why Reasoning is Futile]
+
+A major premise is but an assumption unless it is already known. If it
+is known, why should it be proved? Since the correctness of the
+conclusion depends entirely upon the validity of the premise, it is
+evidently absurd to attempt to prove a truth from the basis of an
+admitted assumption. The reasoning process that starts from a truth
+already known, and arrives at a truth that must similarly have been
+known, is utterly useless and a waste of time. Hence, _if you use the
+reasoning process you will either fail to convince your prospect by
+starting from a premise that he does not know, or you will irritate and
+unfavorably impress him by seeming to reflect on his intelligence when
+you prove to him something he already knows_. That is the wrong way to
+bring your man to a "Yes" decision.
+
+If the whole process of the sale could be summed up in just one logical
+statement at closing, it might occasionally be practical for the
+salesman to apply reasoning with good effect to help him secure the
+decision. But the four steps, first and second premise, argument, and
+conclusion, must be applied to every point that is made with reasoning.
+Since the force of the conclusion is largely lost unless the major
+premise is an absolute truth recognized by everybody, there is danger of
+confusion, and no possibility of convincing the prospect by such
+methods. Besides, a multitude of reasoning processes would be necessary
+to cover all the points presented by the salesman and all the objections
+raised by the prospect. Moreover, as we have seen, the whole procedure
+of "a logical close" falls back upon itself unless everything the
+salesman hopes to prove was known and admitted to be true before he
+began to reason it out.
+
+[Sidenote: Favorable Decision Defined]
+
+_Favorable decision is the prospect's mental conclusion that it is
+better to buy than not to buy; better to accept than to refuse._ The
+process of securing decision is not complex; it is very simple. As has
+been said, the salesman needs only to weigh before the mind's eye of the
+prospect the favorable and unfavorable ideas of the proposal. _Any
+weighing of two mental images always results in a judgment as to which
+is preferable, or that one course of action would be better than the
+other._ The mind is never so exactly balanced between contrasting ideas
+that it does not tip at all either way.
+
+[Sidenote: Weighing Ideas of A Steak]
+
+The skill of the salesman weighmaster, used legitimately before the
+mind's eye of the prospect to tip the scales of decision to the
+favorable side, is illustrated in the story of a butcher who had been
+asked by a woman customer to weigh a steak for her. He knew that the
+weighing process _in her mind_ included more than the balancing of a
+certain number of pounds and ounces on the scale. Against the reasons
+for her evident inclination to take the selected steak, she would weigh
+its cost, her personal ideas of its value, and other factors of the high
+cost of living.
+
+[Sidenote: Skillful Close of The Sale]
+
+The butcher wished to bring her quickly to a favorable decision. He
+wanted to make up the customer's mind for her in such a conclusive way
+that she would be prevented from hesitating over the purchase. As a
+weighman of pounds and ounces he only wanted to show the prospect that
+he was honest. But in order to tip _the buying scales in her mind_ he
+put into the balances, on the side opposite the cost of the steak, the
+heavier weight of buying inducements. First he did the actual weighing
+of the steak; then he added on the "Yes" side of the scales of decision
+_ideas of the excellence and desirability of the meat_. He followed
+immediately with a _suggestion of action that would commit the prospect
+to buying_.
+
+"Two pounds and five ounces, ma'am! Only a dollar and forty-three cents.
+It's the very choicest part of the loin. You couldn't get a cut any
+tenderer than that, or with less bone. Would you like to have a little
+extra suet wrapped up with it?"
+
+[Sidenote: Three Effects Produced]
+
+The butcher thus combined in his close _three effects_. He brought about
+_judgment of the prospect's intellect_, plus _increased desire_ for the
+goods, plus the _impulse to carry the desire into action_.
+
+First, by emphasizing, "Two pounds and five ounces!" in a _heavy_ tone,
+and by depreciating the cost, "Only a dollar and forty-three cents,"
+spoken _lightly_, he implied that the _value_ of the steak far
+outweighed the _price_. Thus judgment of the prospect's intellect was
+effected.
+
+Second, to stimulate increased desire for the steak, the butcher
+skillfully put on the favorable side of the scales of decision the
+weight of _a suggestion of excellence_. He said temptingly, "It's the
+very choicest part of the loin." At this point he also employed
+_contrast_, to make the prospect's desire stronger still. "You couldn't
+get a cut any tenderer than this, or with less bone."
+
+Third, this skillful salesman prompted _the immediate committal of his
+customer to a favorable decision_. He impelled her to this affirmative
+action by suggesting, "Would you like to have a little extra suet
+wrapped up with it?" He put a question that was _easy_ for the prospect
+to answer with "Yes." Once she accepted the suet offered free, she
+tacitly accepted the steak at the price stated. _It is skillful
+salesmanship to make it easy for the buyer to say "Yes" or to imply the
+favorable decision indirectly_. The butcher might have been answered
+with "No" if he had asked, "Will you take this steak?" But he himself
+nodded when he made the proposal that he wrap up the extra suet. The
+woman was thus impelled to nod with him. The sale was closed,
+artistically, in a few seconds.
+
+When you plan how you will close a sale of true ideas of your best
+capability, _work out in advance a similar weighing process, followed at
+once by an indirect prompting of acceptance of the decision you
+suggest_. Shape and re-shape your intended "close" in your mind until it
+includes the three effects the butcher produced.
+
+[Sidenote: Put a "Kick" Into the Close]
+
+Put a "kick" into your stimulation of desire at the closing stage.
+_Paint the points in your favor brightly and glowingly, though in true
+colors. Conversely paint all objections to your employment
+unattractively._
+
+Suppose you are applying for a secretarial position. It would be good
+"painting" to close something like this:
+
+"I am going to learn to do things _your_ way. You would not want a man
+in the position who was _experienced_; because he would do things some
+one else's way, not yours. My inexperience really means I am adaptable
+to your methods. I'd become exactly the sort of secretary _you_ want.
+For instance, how do you prefer to have your mail brought to you--just
+as it is opened, or with previous correspondence and notations
+attached?"
+
+Such an alternative question, _answered either way_, leads the prospect
+through the stage of favorable decision and implies his committal to
+acceptance of the services offered. It can be followed by the direct
+proposal, "All, right, I'll bring your mail that way." _Such a close is
+practically sure to succeed_.
+
+[Sidenote: Using the Negative Positively]
+
+A man who was not at all prepossessing applied to me one day for a job.
+He conducted the sale of himself very skillfully, but I meant to put him
+off. It was our dull season, and his looks didn't make a hit with me
+anyway. However, he realized there was a good deal on the negative side
+of the scale, and he weighed his disqualifications honestly; though he
+depreciated the importance of his unprepossessing appearance. Then, in
+contrast to the negative side, he showed me very weighty and attractive
+reasons for employing him. He started by grinning good-humoredly.
+
+"I'm not a prize beauty," he remarked. "But the other day I was reading
+about Abraham Lincoln, and the book made me feel encouraged about
+myself. I don't believe I'm any homelier or any more awkward than he
+was. I don't expect to be a parlor salesman, anyhow, or to rely on my
+good looks to get orders. I plan to succeed by work. I'm going to be on
+the job early and late and every minute between. I'll believe in what
+I'm selling--down to the very bottom of my heart. I'll make anybody see
+I'm in dead earnest. I look honest, and I am. I'll be square with
+customers and with you. I guess that out in the field a reputation for
+always being willing to help, and for telling the truth straight, will
+count more than anything else. I know I'm inexperienced, but that's a
+fault I can cure mighty soon." He grinned again. "I'll start right away
+to get the greenness off, if you'll tell me where to hang up my hat."
+
+His good nature warmed me into smiling with him. I could not help
+feeling inclined to try this man. I decided to give him his chance at
+once. He started my impulse to accept his services, and I pronounced the
+decision in his favor that he prompted. Of course he made good. That was
+a foregone conclusion. He had mastered the selling process, and was an
+especially fine closer. He succeeded in getting more than his quota of
+orders the first year. Selling never seemed to be hard work for him.
+
+[Sidenote: Two Ways To Prompt Pronouncement]
+
+The pronouncement of the prospect's decision can be prompted, his
+favorable action can be brought about, in _two ways_. First, as we have
+seen, _the salesman can suggest, directly or indirectly, the action he
+wants the other man to take_. Second, _the salesman himself can do
+something_ that the prospect will be impelled to _imitate_.
+
+[Sidenote: Impelling Imitation Of Action]
+
+For example, when you apply for a position, and have completed the
+process of weighing the points in your favor in contrast with the less
+weighty reasons for not employing you, lean forward slightly in an
+attitude of easy expectancy. _The prospect's mind will be inclined to
+imitate your physical act_. He will lean toward acceptance of your
+services. Your act will tend to bring you together. Your magnetism will
+draw his.
+
+Or you might extend your hand. He will have an impulse to reach out his
+in turn. It is natural for a man to take a hand that is courteously
+offered. The moment after you reach toward the prospect say, "Let's
+shake hands on it." Once his fingers start moving toward yours in
+imitation of your action, it will be easy for him to commit himself.
+
+[Sidenote: Five Essentials Of Good Close]
+
+Now let us review the essentials of good salesmanship in closing, which
+we have been analyzing. We can summarize under five divisions the entire
+process of completing a sale most effectively and with the practical
+assurance of success.
+
+First, _the salesman must have definite, certain knowledge that the mind
+of the prospect has reached the closing stage_; that it is time to _end_
+the "testimony" and to _begin_ weighing the evidence. If the salesman
+has kept control of the selling process throughout all the preceding
+stages, he will know when the selling point is reached, _for he will be
+there himself_, with the prospect he has "safely conducted" thus far.
+
+Second, at this "right time" it is necessary to _change former sales
+tactics promptly_, and to _start contrasting_ the affirmative and
+negative ideas that have previously been brought out.
+
+Third, the salesman should weigh these contrasting ideas so _vividly_
+that the mind's eye of the prospect will _see_ the scales and _perceive_
+the greater weight on the "Yes" side, _as the salesman pictures it_.
+
+Fourth, it is important that the salesman _color_ the affirmative
+ideas very _alluringly_, and increase the contrast by painting
+_unattractively_ everything on the negative side of the scale; so
+that "No," besides appearing much _lighter_ than "Yes," will seem
+_uninviting_.
+
+Fifth, the selling process should be brought to a climax by the
+salesman's _suggestion_ or _imitation_ of some _act_ designed to
+_commit_ the prospect to _acceptance_ in an _easy_ way.
+
+[Sidenote: Unbalancing The Process]
+
+Nothing so _unbalances_ the process of securing a favorable decision and
+its pronouncement as any indication of fear, doubt, or hesitancy in the
+attitude of the salesman. Therefore, even though you may be uncertain as
+to the outcome of your selling efforts, _do not show it_. Long before
+you came to the decision point, you passed the worst dangers on the
+road to the end of the sale. Surely your courage should be _strongest_
+at the closing stage.
+
+[Sidenote: Light Dissipates Fear and Doubt]
+
+Fear usually arises from something _unknown_; it is due only to
+_darkness_. Since you _know_ now just what closing involves, and _light_
+has been shed on the problems of getting the prospect's "Yes," your
+fears and doubts should be dissipated. _You should not hesitate to end
+the sale you have controlled successfully throughout previous stages_.
+Our analysis has revealed that closing is no more difficult than winning
+attention to your proposition in the first place. As a result, your
+present attitude toward closing is _positive_. Your courage and
+self-confidence have been built up. You realize just _how_ success in
+finishing a well-conducted sale can be made practically _sure_.
+
+[Sidenote: Negatives Must be Avoided]
+
+Certain _negative_ attitudes at the closing stage should be avoided.
+Especially do not throw into the scales of decision any little pleas for
+_personal favor_, with the hope that in so doing you will increase the
+weight on the "Yes" side. Such tactics almost invariably tend to tip the
+balance _un_favorably. A plea of this sort is equivalent to an admission
+that the ideas you have presented _for_ buying do not _themselves_
+outweigh the prospect's images _against_ buying. You suggest to him that
+you are trying to push the balance down on your side by putting your
+finger on it, by "weighing in your hand," as unfair butchers sometimes
+do with a chicken they hold on the scales by the legs.
+
+[Sidenote: "As a Personal Favor to Me"]
+
+The prospect will instantly perceive your action. _His mind, acting on
+the principle of the gyroscope, will resist by greater opposition any
+push of the personal plea_. If you ask a decision as a personal favor,
+your prospect will lose confidence in the true weight of the ideas on
+your side that you have already registered in his mind. You are much
+more likely to hurt than to help your chances for success by making a
+personal plea. Even if it should prove effective, what you get that way
+would be alms given to a beggar, and not the earned prize of good
+salesmanship. _Never buy success at the cost of self-respect_. To be a
+successful _beggar_ is nothing to feel proud of.
+
+[Sidenote: "Treating" At Close]
+
+Do not attempt to "_treat"_ your prospect by flattering him at the
+closing stage. Such "treating" is a tacit admission that your goods of
+sale, your best qualifications, have not sufficient merit to sell at
+their intrinsic value. Or you practically confess that you are not good
+enough salesman to win out with just your goods and your ability to sell
+yourself for what you claim to be worth. _Flattery is a call for help_.
+It is like the bad salesmanship of trying to buy an order with cigars or
+a dinner. Never "treat" at the closing stage, for to do so is to admit
+_weakness_ when you should be your _strongest_.
+
+[Sidenote: "No" Seldom Is Final]
+
+Of course you should not take a first or second "No" as a _final_
+answer. Even if the prospect indicates that he is inclined to decide
+against you, _continue confidently to heap images in favor of buying on
+the "Yes" side of the scale until you have used all the honest weight
+you have to put in the balance_. He will not respect you as a salesman
+if you quit at his first "No." _It is up to you to tip the scales of
+decision your way_. Remember that you should not bring the other man to
+the judgment point _until after you have aroused and intensified his
+desire to a very great degree_. If you have made him want you at all,
+you will disappoint him if you then fail to put enough weight on the
+"Yes" side of the scale to win his decision to employ you.
+
+When you receive a "No," understand it to mean, "No, that is not yet
+enough ideas for buying your services." Keep right on putting weight
+into the "Yes" side of the balance until it tips your way. _Do not
+consider any "No" final until you have run out of both contrasting
+weight and attractive colors; so that you cannot change the scales_.
+
+[Sidenote: Stick it Out Here and Now]
+
+If it is possible for you to "stick," don't be put off when you come to
+the closing stage. _All the weighing you do at the present time will be
+valueless lost effort unless you complete the selling process here and
+now_. When your prospect tries to put you off, he tacitly admits your
+weights are right. Otherwise he would say "No" and be done with you.
+You really have won his mental decision. A continuance of skillful
+salesmanship will enable you to get him to act favorably without delay
+or further evasion.
+
+[Sidenote: Entertainment In Court Room Out of Place]
+
+Some salesmen make the mistake of mixing _entertainment_ with the
+closing process. Earlier in the sale you may be able to secure excellent
+results by entertaining the prospect with clean jokes and good stories.
+But the close is the stage at which he arrives at his mental conclusion
+as to the "preponderance" of the evidence. _Jests and light conversation
+are out of place when the judge is performing his functions in the
+courtroom of the mind._ An amusing remark or a witty quip at this
+juncture would suggest that the scales of decision in the salesman's own
+mind were somewhat unbalanced. Your attitude when you are weighing "Yes"
+and "No" before the prospect should be _pleasant_, but _quiet_ and
+_serious, as is becoming to a convincing weighman_.
+
+When you work to secure a favorable decision, you are weighing evidence
+with the purpose of impelling the prospect to take your judgment or to
+weigh the evidence just as you do. It is necessary all through the
+process that he be made to feel you realize you are aiding in the
+performance of a _judicial_ function. He must have complete confidence
+in your intention and ability to handle the scales honestly and with
+serious pains to determine what is the right judgment about your
+proposition. Your levity at the closing stage would lessen the effect of
+honest, serious, painstaking weighing of the images for buying in
+contrast with the images against buying. So get the funny stories out of
+your system before you come to the decision step of the sale, or else
+keep them bottled up inside you and don't pull the cork until you are
+safely at the celebration stage.
+
+[Sidenote: Tones and Acts When Weighing]
+
+Do not forget when closing to add _force_ to your words by _tones and
+gestures that emphasize ideas of the contrast in weights_ between the
+two sides of the scale. By your light tone you can indicate the
+triviality of objections to your proposition. With the heavier tone of
+power you can suggest the great weight of the favorable ideas. If you
+use _broad gestures of your whole hand and full arm_, you can seem to
+pile a large heap of points on your side of the scale. Conversely you
+can indicate the smallness of objections by moving _your fingers only_,
+as if you were picking up a tiny object. Demolish unfavorable points
+with a strong gesture of negation, as by sweeping your arm horizontally.
+Give life to the ideas on the favorable side of the scale by
+accompanying your words with up and down gestures that signify
+vitality.
+
+[Sidenote: Do Not Show That Closing Is Hard Work]
+
+Your physical condition or outward appearance will help or harm your
+chances for success at the closing stage. You should not manifest the
+least indication that you are under a strain of anxiety as to the
+outcome, or that you lack the strength to control the completion of the
+selling process. Why should you not have a feeling of ease when you
+reach the close? _If your bearing suggests your self-confidence, it will
+give the other man confidence in your capabilities._ When a salesman has
+to "sweat blood" to finish a sale, he indicates that it is usually
+mighty hard work for him to get what he wants. This impression suggests
+to the other man that there must be something wrong with the proposition
+or it wouldn't take so much effort of the salesman to put it across.
+_Any element of doubt at the final stage will almost surely delay or
+kill the salesman's chances to close successfully._
+
+[Sidenote: Make Sure of A Good Batting Average]
+
+Recall once more that the measure of success in selling is not 100% of
+closed sales; every possible order secured and none lost. _Success is
+made certain when failures are reduced to the minimum and successes are
+increased to the maximum of practicability._ There can be no question
+that if you use the _right processes_ in closing, your chances for
+success will be so greatly increased that your batting average of actual
+sales should take you far above the failure line. Your career as a
+salesman involves _continual_ selling. You must make sale after sale.
+However skillfully you employ the right process at the closing stage,
+you may not accomplish your purpose the first time you try. _But if you
+keep on selling your services in the right way, you will be as
+absolutely certain to succeed as the master salesman of "goods" is sure
+of closing his quota every year he works._
+
+
+
+
+CHAPTER XII
+
+_The Celebration Stage_
+
+
+[Sidenote: What Are You Going to Do With Success?]
+
+You know now the _certain_ way to get your chance to succeed in the
+vocation of your choice. You are convinced that a _good salesman_ can
+create and control his opportunities in any field, can bring himself to
+good luck in the right market for his services. You are resolved to
+master the art of selling, and so to insure your future against any
+possibility of failure. You feel confident of success; because you are
+willing to earn it by the diligent study and practice of salesmanship.
+There is no doubt in your mind that when you become a skillful salesman
+of your best capabilities, you can get a chance to succeed. _Now what
+are you going to do with success after you gain it?_
+
+Suppose you had sold yourself into the very opportunity you want,
+suppose you had won the coveted job or promotion, _how would you
+celebrate_? It has been said that a man shows his real self either in
+the moment of his failure or in the moment of his success. Let us assume
+that you have reached your present objective. You stand at the goal, a
+winner. Does your victory _intoxicate_, or does it _sober_ you with the
+realization that you have but opened the way to limitless fields of
+bigger service ahead? Has success gone to your _hands_ and made them
+tingle with eagerness to grasp more chances to succeed, or has it gone
+to your _head_?
+
+[Sidenote: The Stepping-Stone to More Sales]
+
+_The celebration stage of the selling process should be the first
+stepping-stone leading to another successful sale._ Often it proves to
+be a stumbling block that marks the beginning of a downfall to failure.
+Rare is the man who is not spoiled a little by achievement. _Success is
+the severest test of salesmanship._
+
+[Sidenote: Spoiled by Success]
+
+I recall a chief clerk who worked more than a year for promotion to the
+position of assistant manager. He earned the better job, and was
+assigned to the desk toward which he had been looking longingly for
+sixteen months. Then he "celebrated" by starting to take life easy. He
+developed a manner of superiority. He acted as if the little foothill he
+had climbed was a big mountain. He sunned himself on the top, basking in
+complacency because he had risen above his former clerkship.
+
+One day he was called into the manager's office. He came out chop-fallen
+and took his personal belongings from the assistant's desk. Another man
+was promoted to the place he had failed to fill. He went back to his
+clerk's stool and is roosting there today.
+
+[Sidenote: Egotism's Downfall]
+
+I know a salesman who closed so many orders the first time he covered
+his territory that he came back to headquarters with an inflated idea of
+his importance. He strutted into the president's room and boasted of
+what he had done. The delighted head of the business gave him a cigar
+and invited him to tell the story. The salesman betrayed such egotism
+that his employer was disgusted. The president was plain-spoken. He
+warned the successful salesman against getting a "swelled head."
+
+The egotist felt insulted. He resigned his position, arrogantly
+declaring that he would not work for a house where results were so
+little appreciated. He was cocksure of himself. However, when he offered
+his services to a competing firm, his application was turned down. The
+rebuff stunned him. He did not realize that his egotism disgusted the
+second executive as much as the first. The salesman's spirit was broken.
+He has never since been more than a fair peddler.
+
+[Sidenote: Giant and Pigmy Successes]
+
+Think of "successful" men you know. _Compare them as they are now with
+the men they used to be before they succeeded._ As they rose did they
+loom bigger and bigger in your respect, or grow smaller and smaller in
+admirable qualities? There are so-called successful men whose characters
+seem to be dwarfed by the mountain tops they attain. Other men grow to
+be giants and overshadow any eminences they climb. The littleness of the
+last Kaiser and Crown Prince of Germany was only emphasized by their
+elevation above the common people. On the other hand the bigness of
+Lincoln and Roosevelt was so tremendous that their personalities towered
+above even the highest honor in the world.
+
+[Sidenote: Breaking Training]
+
+_When football players are fighting_ for the championship of the season,
+they are governed by rigid rules of living. _They keep themselves fit_
+by strict diet, by the avoidance of all dissipations, by hardening
+exercise, and by recuperative rest. But after the "big game" is won,
+they break training. They stuff themselves with rich food until their
+bodies and minds are sluggish. Then they celebrate their victory by some
+sort of jollification that lasts half the night. _The next day a
+second-rate team could beat the champions._
+
+A man who has kept himself lean, hard-muscled, and healthy all the way
+to the achievement of his ambition is apt to take on flabby flesh and
+gout when he succeeds. The celebration of Thanksgiving is an ordeal from
+which one does not recover for weeks. Turkey and mince pie immoderately
+eaten are poisons. Our annual Feast Day is more deadly than the Fourth
+of July.
+
+[Sidenote: Rusting in Self-Satisfaction]
+
+A great many people "break training" mentally as well as physically at
+the celebration stage. _Their minds and muscles turn flabby after they
+succeed. They are so proud of their accomplishments that they rust in
+self-satisfaction._ Then, usually too late for remedy, they find
+themselves afflicted by the rheumatic twinges of deep-seated discontent
+with what they have done.
+
+We are all familiar with the tragedies of the farmer who sells his acres
+and moves into town "so that he can take life easy," and of the business
+man who retires from his "daily grind" to enjoy the fortune of success.
+So long as they remained at work they were vigorous in mind and body.
+But nearly always men who give up their accustomed activities begin to
+develop mental and physical ailments soon afterward. They age and break
+down in a few years. _In order to stay well, one must keep going. It is
+far less wearying to walk than to stand still. Normal fatigue of mind
+and body are not so exhaustive of mental and physical energy as torpid
+idleness._
+
+[Sidenote: Advance or You Will Slip Back]
+
+Probably you do not think of quitting work for a long time. You look at
+your future retirement as a remote possibility. Very likely you feel it
+is premature to consider "your declining years" now, when you are in the
+full vigor of ambition. _But if you stop advancing, in order to
+celebrate your progress thus far, you have quit working your way ahead.
+If you stay contented with what you have done, even for a little while,
+you have temporarily retired from the game of success and are in danger
+of rusting into a partial failure. If you do not continue moving ever
+upward, you will slip into a decline without realizing that you are
+going back and down._
+
+[Sidenote: The Zest for Work]
+
+The successful salesman thrives on his work, and pines for it when he
+"lays off." He welcomes the end of his annual vacation with more zest
+than its beginning. He celebrates each order gained by planning at once
+how he will get another. He is like Alexander, who sighed only when
+there were no more worlds to conquer. He is as perennially tireless as
+Edison, the wizard who is never weary. _To the true salesman there is no
+enjoyment equal to selling._ He often declares that he "would rather
+sell than eat."
+
+[Sidenote: Pattern after Master Salesmen]
+
+You know the importance of being a _good salesman_. You have studied the
+methods he uses throughout the selling process. Now at the celebration
+stage pattern after the _masters_ of the profession. Do not get into the
+bad habits of the _mediocre fellows who slacken their efforts after each
+success_, and who need the spur of necessity to make them do their
+utmost.
+
+When a good salesman has booked an order, and has taken pains to make a
+fine last impression on his customer, he does not go to his hotel and
+play Kelly pool, or otherwise spend the rest of the day just loafing
+around. Only the poor salesman celebrates in such a way; _thereby
+showing that his successes are so rare he is not used to them_.
+
+[Sidenote: Starting After The Next Chance]
+
+The good salesman looks at his watch the moment he is out of his
+customer's sight. He makes a swift calculation of the time it will take
+him to reach and sell the next man on his list. If he has no other
+prospect nearby, he starts looking for one that minute. His keen eyes
+catch every name on the business signs he passes. _His imaginative mind
+is planning how he can use the order he just has closed, to influence
+some other buyer to make a contract._ If there are no additional
+customers for his line in the town, he sprints to the station to catch
+the first train up the road. _He does not waste a minute getting to his
+next selling opportunity_.
+
+[Sidenote: Pepper and Poppies]
+
+Some pretty good salesmen never win the grand quota prize in a sales
+contest _because they take so much time out for celebrating the big
+orders they close_. If they land a fine contract in the morning, they
+don't try to do much selling that afternoon. The prize-winning salesman,
+too, is delighted to secure a big order. But he doesn't say to himself,
+"That will put me 'way ahead on the sales record for today." Instead he
+grins and thinks, "This is _my day_. I'm going to fatten up my batting
+average while I'm going good." _Success is pepper to him, not the poppy
+drug that slackens energy._
+
+[Sidenote: Continual Accumulation]
+
+You have worked hard to get the chance you now have. You have paid for
+it with your best efforts. _It represents an accumulation of your
+salesmanship._ The good job or the promotion you have gained is like a
+savings account. Let us compare it with the first hundred dollars a
+thrifty man puts into the bank for a rainy day. Would he celebrate the
+accumulation of that moderate amount of money, the first evidence of his
+ability to save, by quitting the practice of spending less than his
+earnings? Would he then say to himself, "I am now successful as a
+saver"? Would he stop putting a few dollars in the bank every Saturday,
+just because he already had a hundred?
+
+[Sidenote: The Building Process is Gradual]
+
+No. He would _continue_ to save until he had enough "units of thrift,"
+enough hundreds of dollars, to take a _longer_ step toward success. He
+would invest his accumulated savings in a lot, or house. Perhaps he
+would start a business of his own. After his investment he still would
+continue to save. So he would _build_ his success.
+
+_All building is a gradual, continual process_. The bricks are laid _one
+after another_. It takes many to complete the structure. _Likewise a
+series of minor successes must be built into a major accomplishment._ It
+does not rise all at once.
+
+If you are tempted to pause where you are in order to celebrate, ask
+yourself, "_Is this really the celebration stage_?" Probably you will
+find you have only laid the corner-stone, or made an excavation for the
+foundation of your success. You would not think of having a housewarming
+because you had finished the basement walls. Nor would you consider it
+an occasion for especial jollification the day you erected the
+scantlings around the first floor joists. Not until the walls are up and
+the roof is on, not until the house is plastered and papered and
+painted, not until it is finished would you think of standing on the
+sidewalk to look it over pride fully and exult, "I did that. It's a good
+job."
+
+[Sidenote: Repeated Building]
+
+But if you complete _one_ house, you will not only feel the satisfaction
+of accomplishment, you will also want to build _another_ that would be a
+great improvement on the one just finished. You will be _healthily
+dissatisfied with what you have already done_. Very likely you will sell
+the first house at a profit, and straightway start to put up a better
+building on another lot. In time you will sell that, too. You will
+continue the procedure until you become a master builder of houses, and
+continually achieve more and more success.
+
+We have assumed that you now are successfully in possession of an
+opportunity. You have sold yourself into the very job you want, or into
+a better position that you believe will afford you fine chances to
+advance. _Do not slump or relax in salesmanship. Do not think back, or
+spend much time contemplating your present success. Look ahead to your
+next sale_ of true ideas of your best capabilities. _The successful
+salesman is a quick repeater._ He counts his accomplishments in
+_totals_, not by units. He has successful "_years_," each made up of
+about three hundred successful working days. He plans in _campaigns_; so
+he is not inclined to over-celebrate the winning of a battle.
+
+[Sidenote: Make Each Goal a New Starting Point]
+
+Samuel McRoberts, vice-president of the great National City Bank of New
+York, started working for Armour & Company at a small salary in the
+early nineties. He was a young man who was always _healthily ambitious
+to keep moving ahead_. He "ate up" the minor work assigned to him, and
+celebrated the completion of each task by asking at once, "What next?"
+
+In a few years he had risen by successive promotions to the position of
+treasurer of Armour & Company. But that wasn't a _goal_ to McRoberts. It
+seemed to him only a _good starting point_ to bigger successes in the
+financial world. He became a director of several banks, an officer in
+important railroad and other corporations. _He continually enlarged his
+service value_ until he was called to New York's greatest bank, and took
+his place among the masters of American finance.
+
+He did not loll back in his chair then and start taking it easy. _He
+packed more and more accomplishments into every day._ When the war
+began, he went to Washington to take executive charge of the job of
+procuring ordnance for the fighters. He held a post analogous to that of
+Lloyd-George when he was Minister of Munitions for Great Britain.
+McRoberts made good as a brigadier general, and after the war resumed
+his success in business. Whatever he did, wherever he worked, Samuel
+McRoberts _smiled welcomes to more opportunities for service, and
+reached out his ready hands to grasp them_.
+
+[Sidenote: Celebrate by Tackling the Job Ahead]
+
+_That is the way to celebrate--by tackling the job ahead. There is no
+end to the selling process. One sale should lead directly to another_.
+The good salesman celebrates only the opportunity to get the next order
+in prospect. He may chuckle to himself over the sale just closed, but he
+does his rejoicing on his way to a new selling chance.
+
+[Sidenote: Dynamic Confidence Static Complacency]
+
+You haven't "arrived" yet. You are just well started. _Keep moving, and
+you will never "see your finish."_ Your successes thus far should have
+developed a considerable degree of _self-confidence._ Be careful not to
+let that _dynamic_ quality change into the _static_ element of
+_self-complacency._ Never be satisfied with what you have done. _Always
+have the zest of appetite for more to do_. Add every day to your success
+chances.
+
+Do not lose either your self-respect, or the respect of the men with
+whom you are associated, by _ceasing to grow. Do more than you are paid
+for, and pretty soon your job will be unable to hold all your earning
+capacity_. You will be promoted to bigger opportunities. _If you shrink
+in the place you occupy now, your future chances will shrivel to fit
+your smaller size_. The way to get a better-paying job, to win a bigger,
+more profitable field for your salesmanship, is to _crowd your present
+position with your capabilities_. Burst out of your limited territory
+and spread over more ground.
+
+[Sidenote: Serving Friends]
+
+Render your utmost possible service to other people. Celebrate each
+opportunity to form a friendship. _Make some one like you for what you
+are willing to do for him_. Hold your friends, once they are made. As
+Emerson advised, "Be concerned for other people and their welfare. Put
+their interests sometimes ahead of your own. You can love your fellow
+men so much that you will never trample on their rights; and while you
+yourself keep climbing, raise as many of them as you can along with you.
+That is the way to make friends."
+
+Celebrate the good fortune of your business associates, rather than your
+own. When a big contract is closed by your employer, be as tickled over
+it as he feels. Genuinely rejoice in his success. _Have no envy of the
+man above you, then when you rise to a higher level the men below you
+will not be likely to feel jealous_.
+
+[Sidenote: Ford and Schwab]
+
+Why has Henry Ford won so unique a place in the personal regard of the
+everyday man? Ford is one of the richest men in the world; yet he is not
+hated. What is the reason for his general popularity? He is not an
+idler. He has celebrated each success by taking on another job. And he
+always has given a hand-up to the other fellow instead of kicking him
+down so that he might climb higher because of his failure. He has
+understood and sympathized with the hopes and viewpoint of people who
+work. As a result countless men and women, most of whom never have seen
+him, think of Henry Ford as their friend. His finest success is not
+signified by the millions of money he has accumulated, but by the
+millions of friendships he enjoys.
+
+Charles M. Schwab, too, is popular. He is a man whom people like.
+Because he was so successful in winning friends, rather than for his
+generally recognized business ability, he was made the head of the
+Government's ship-building program in the war. Other men were eager to
+work with and for Charles M. Schwab. The co-operation of thousands of
+friendships, new and old, more than anything else enabled him to succeed
+in his big, patriotic job. How much more he has to celebrate in his
+wealth of good will than in his great fortune of dollars! Schwab has
+been called the most successful salesman in the world, which is another
+way of saying that he has no equal in ability to make other people both
+trust and like him.
+
+[Sidenote: The Truest Wealth]
+
+You may never accumulate millions of dollars. _That in itself is not
+success. Many wealthy men are failures in life. But with the aid of
+masterly salesmanship you can so enrich yourself with friendships and
+the opportunities they bring that making all the money you want will be
+merely incidental to your real success_. Let every accomplishment be a
+stimulus to better selling of your service. Celebrate successful sales
+of your ideas by undertaking to sell more true ideas about your best
+capabilities in a larger field of usefulness.
+
+[Sidenote: The Revolving Door]
+
+The good salesman goes from opportunity to opportunity through a
+revolving door. As it closes on one selling chance, it opens on another.
+He steps directly from a finished sale into the prospect of getting an
+order elsewhere. So he never stops selling.
+
+You have sold yourself some knowledge of salesmanship. Do not rest
+contented with what you have already learned. These chapters should but
+whet your appetite for more opportunities to master the principles and
+methods of selling true ideas of your best capabilities. So as you close
+this book, reach out your hand to open another. You cannot over-study
+the subject of salesmanship. _Never be satisfied with what you know_.
+Continue to search for more golden knowledge, and make it yours by
+practicing everything you learn.
+
+[Sidenote: Failure Impossible to The Good Salesman]
+
+It is impossible to fail in life if you become a master salesman of the
+best that is in you. You will be sure to succeed. So here is Good Luck
+to you! Keep on making it for yourself, and you never will run out.
+CERTAIN SUCCESS WILL BE YOURS.
+
+       *       *       *       *       *
+
+    It is you that you offer for sale,
+      With your traits ranged like goods on a shelf,
+    And the first thing to do, without fail,
+      Is to make a success of yourself.
+
+EDGAR A. GUEST.
+
+
+
+
+
+End of the Project Gutenberg EBook of Certain Success, by Norval A. Hawkins
+
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