CERTAIN SUCCESS

by

Norval A. Hawkins

Author of "The Selling Process"

THIRD EDITION

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.

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.

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.

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.

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."

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.

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.

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.

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.

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.

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.

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."

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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."

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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?

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."

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.

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.

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.

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.

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.

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.

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."

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.

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.

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.

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.

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.

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 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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Comprehend, further, exactly what results are desired by the skilled salesman whose work is based on scientific principles.

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.

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.

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.

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.

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.

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.

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 salesmanship 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.

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.

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?

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.

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.

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.

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.

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 salesmanship.

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.

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.

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.

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.

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.

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.

So you can develop: (1) the use; (2) the degree of activity; (3) the quality, of any element in your present salesman equipment.

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.

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.

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."

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.")

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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—"

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.

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.

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.

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.

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."

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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 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.

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.

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.

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.

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.

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.

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.

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.

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.

"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?"

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

"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.

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."

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.

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.

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.

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.

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!

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.

"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.

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.

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.

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.

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."

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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."

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.

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.

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.

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."

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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?

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.

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."

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.

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.

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.

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.

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.

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.

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.

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.

"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.

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.

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.

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.

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.

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.

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.

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.

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.

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."

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.

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.

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.

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.

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.

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.

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."

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.

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.

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.

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 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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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."

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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 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.

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.

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.

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.

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.

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.

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.

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?"

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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."

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.

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.

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.

(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."

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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."

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

"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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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."

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.

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.

Suggestion is remarkably effective in persuading and in arousing desire because:

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.

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.

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.

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.

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.

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 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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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:

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.

"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."

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.

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.

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.

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.

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.

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.

"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."

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.

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.

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.

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.

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.

"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."

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.

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.

"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."

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.

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.

"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.

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.

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.

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.

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.

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.

"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."

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.

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.

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.

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.

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.

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.

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!

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.

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.

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."

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.

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."

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.

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.

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.

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."

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.

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.

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.

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.

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?

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.

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.

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."

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."

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."

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.

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.

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.

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.

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.

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.

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.

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.

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.

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."

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.

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:

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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?

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.

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.

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.

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.

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.

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."

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.