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 Grasping opportunity; being a series of a 
 
 3 1924 014 002 731 
 
The original of tliis book is in 
 tine Cornell University Library. 
 
 There are no known copyright restrictions in 
 the United States on the use of the text. 
 
 http://www.archive.org/details/cu31924014002731 
 
GRASPING OPPORTUNITY 
 
Grasping Opportunity 
 
 Being a Series of Articles and Dialogues Piesenting the Practice of 
 Those Affirmatives and Negatives Which Together 
 Constitute the Elements of Success in Busi- 
 ness and in All Other Vocations 
 
 BY 
 
 NATHANIEL C. FOWLER, Jr. 
 
 Author of " Getting a Start," " Beginning IVght," " Starting in Life," 
 " How to Sell," " Gumption," etc. 
 
 NEW YORK 
 
 SULLY AND KLEINTEICH 
 
 1917 
 
COPYRISHT, I9I7, BY 
 
 SULLY AND KLEINTEICH 
 
 All rights reserved 
 
He who does and never doesn't 
 is not much better than he who 
 doesn't and never does. 
 
 The positive pole of success 
 would be useless without its 
 negative. 
 
 To do, both do and don't. 
 
CONTENTS 
 
 PAGE 
 
 Introduction i 
 
 A Friendly Talk with an Employee 
 
 About a Raise of Salary . . . s 
 
 What to Do to Gain Promotion . . 13 
 
 Cheerfulness in Business ... 23 
 
 Keeping Busy 30 
 
 The Right and Wrong Ways of Asking 
 
 for More Salary 42 
 
 The Right and Wrong Ways of Applying 
 
 for a Position 55 
 
 The Ethics of the Telephone . . 66 
 
 Appropriate and Inappropriate Business 
 
 Dress 78 
 
 Pacifying Customers .... 90 
 
 The Courteous Turning Down of Caller ioi 
 
 What You Want When You Want It . 112 
 
 The Diplomatic Handling of a Bill Col- 
 lector ....... 125 
 
 On Time 132 
 
 Pacifying a Caller 139 
 
 vii 
 
CONTENTS 
 
 PAGE 
 
 Social Life and Business . . . 147 
 
 Office Morals — The Ungentlemanly 
 Caller 
 
 The Irritable Employer . 
 
 Getting Work Done in Advance 
 
 The Interference of Relatives 
 
 Telephonic Rights and Wrongs 
 
 Knocking 
 
 The Meeting of Emergencies . 
 
 Betraying Business Confidences 
 
 i6t 
 
 175 
 184 
 188 
 200 
 211 
 218 
 227 
 
INTRODUCTION 
 
 'IP HE contents of this book are drawn from 
 ■*■ actual business experience. The author 
 has attempted to occupy common ground, and 
 to avoid the presentation of conditions which 
 are unusual and which are not likely to be 
 met with by the average employee. 
 
 The boy and girl, the young man and 
 young woman, about to begin their life's 
 work, are unfamiliar with the action and 
 with the conditions of business, and they are, 
 therefore, unprepared to meet its exigencies. 
 Because of inexperience, they do not realize 
 that the rules of business are more strenu- 
 ous, more positive, and more definite, than 
 those which have to do with social affairs. 
 They come from homes, and from schools, 
 where, perhaps, they have not been more 
 than passively disciplined, and consequently 
 they do not know that business, like an army, 
 is officered, and that they will be subjected 
 to a control, and to conditions, which do not 
 often obtain in the home, and which are dif- 
 ferent from those to be found in the school. 
 
INTRODUCTION 
 
 It is the province of the school to adapt 
 itself to the wants of the pupil, to assist him, 
 to force him, if need be, to progress even 
 against his will. 
 
 Business plays no favorites. While it will 
 encourage and reward faithfulness and good 
 work, and while it is not always as hard as 
 it is pictured, it has little consideration, and 
 often no mercy, for the laggard or for those 
 who will not do their best and exert them- 
 selves to the utmost of capacity. Unlike 
 the teacher and the parent, the business man 
 cannot take the personal interest in his em- 
 ployees that it is the province of the home 
 and the school to maintain. The employee 
 becomes a part of the business machine. It 
 is for him, more than for his employer, to 
 decide whether or not he will be efficient ; it 
 is for him to exert himself, with or without 
 kindly co-operation. 
 
 It is necessary for me, therefore, to pre- 
 sent business as business is, not as I, and as 
 business men in general, would have it; to 
 draw the curtain and to show upon the pages 
 of this book actual scenes as they are played 
 
INTRODUCTION 
 
 Upon the stage of business, that the reader 
 may view this great drama of commercial 
 activity at the shortest range. 
 
 Not only has every scene in this book been 
 taken from real experience, but many of 
 them have been presented on my Laboratory 
 of Business stages, at Burdett College, Bos- 
 ton and Lynn, where, with the assistance of 
 hundreds of able business men and women, I 
 have enacted real plays, from real business, 
 with real characters, that those about to 
 enter business may not be unfamiliar with 
 coming and inevitable conditions. 
 
 I sincerely hope that the information 
 given — all of which has been tested in the 
 business office or on the stage — will be of 
 benefit to those who are about to begin their 
 life's work and also to those who are now 
 occupying positions. 
 
 This book is written for the employee, 
 rather than for the employer, and I have, 
 therefore, criticised the former more than 
 the latter, notwithstanding the fact that 
 neither is more worthy of praise or more 
 deserving of censure. 
 
 3 
 
INTRODUCTION 
 
 The employee, while in the ranks, must 
 respect his commanding officer ; and, until he 
 occupies a similar position, he must be amen- 
 able to discipline, which may, at times, be 
 hard, if not cruel, and sometimes unfair. He 
 must smilingly ^ccept what is, whether or 
 not it should exist ; he must meet it courage- 
 ously, if he would make his mark in any 
 department of the world's work. 
 
A FRIENDLY TALK WITH AN 
 
 EMPLOYEE ABOUT A 
 
 RAISE OF SALARY 
 
 TWrANY employees are more or less hon- 
 ^'■*' estly of the opinion that they are 
 entitled to a raise of salary at the end of 
 every year, and oftener, if more responsi- 
 bility is thrown upon them or if they are 
 required to do what seems to them to be more 
 difficult or more strenuous work. Because 
 of lack of experience they are not able to 
 differentiate, and they do not always realize 
 that a raise of salary is dependent upon more 
 than one condition. 
 
 Obviously, no one is likely to have his pay 
 increased unless he earns more money; and, 
 secondly, business conditions must be such 
 that the employer is in a position to increase 
 expenses. 
 
 Many a kindhearted employer would 
 gladly raise the salaries of all in his em- 
 ploy if business warranted it. 
 
 Not a few employees overrate the pay- 
 s 
 
A FRIENDLY TALK WITH AN 
 
 raising value of faithfulness in its pure and 
 unaccompanied state. It is impossible to 
 overestimate its importance, because with- 
 out it no success is possible; but mere faith- 
 fulness, by itself alone, is not always suffi- 
 cient to suggest increase of pay or the 
 assumption of greater responsibility. 
 
 Thousands of young men and women, and 
 old ones, too, are prompt, faithful, and trust- 
 worthy, and yet they do not seem to possess 
 those characteristics which enable them to 
 take the initiative, to assume responsibility, 
 or be trusted out of the beaten track of their 
 duties. They are deserving, and yet they 
 are unfortunate. 
 
 Business, from its very nature, must reg- 
 ulate salaries or incomes by results, and it 
 often refuses to promote even those who are 
 doing their best, if they do not possess abil- 
 ity which allows them to accomplish some- 
 thing more than simply clerical or routine 
 work. 
 
 Many a worthy man, of fine character and 
 ideals, rises no higher than a flagman at a 
 railroad crossing, not because he cannot be 
 
 6 
 
EMPLOYEE ABOUT RAISE OF SALARY 
 
 trusted, not because he is not faithful, not 
 because he does not possess a noble char- 
 acter, but because for some reason he can do 
 only what he is told to do. This he does 
 faithfully, and he is allowed to perform 
 menial duties. Unfortunately, many men 
 can be procured of equal trustworthiness, 
 and this fact operates against him, as far as 
 emolument is concerned. 
 
 The following dialogue is a heart-to-heart 
 talk between a faithful and honest employee 
 and his employer : 
 
 Mr. Sears (the employer) : "I sent for you, 
 Mr. Cole, to talk over the matter of an in- 
 crease of salary. Be seated, please. You 
 have been with me ?" 
 
 Mr. Cole: "Five years." 
 
 Mr. Sears: "It is only fair to say at the 
 start that I have the utmost confidence in 
 your integrity and trustworthiness. I always 
 know where you are and what you are doing. 
 I can always depend upon you, and yet I 
 cannot see my way clear to increase your 
 pay." 
 
 7 
 
A FRIENDLY TALK WITH AN 
 
 Mr. Cole : "I'm very sorry. In what do I 
 lack?" 
 
 Mr. Sears : "May I be frank with you?" 
 Mr. Cole: "Certainly. I want you to be." 
 Mr. Sears: "You lack initiative. I have 
 at times attempted to thrust responsibility 
 upon you, and you never seem to meet the 
 requirements. It isn't that you don't try to 
 do your best, for you do; but you actually 
 suffer, my dear Mr. Cole, when I ask you 
 to do anything outside of your routine work. 
 You do not seem to have any confidence in 
 yourself. Perhaps you will recall an inci- 
 dent of a few weeks ago. I gave you a trial. 
 I am bound to say that you exerted yourself 
 to the utmost, but you were nervous and un- 
 happy. You kept running to me, asking for 
 instructions about matters which I had 
 hoped you would be able to handle without 
 any further assistance, relying on your own 
 judgment and sense." 
 
 Mr. Cole : "I wanted to do right. I didn't 
 want to make any mistakes." 
 
 Mr. Sears : "I commend you for that." 
 Mr. Cole : "You see, the work in question 
 
 8 
 
EMPLOYEE ABOUT RAISE OF SALARY 
 
 was a little out of my line, and I was afraid 
 to go very far without consulting you." 
 
 Mr. Sears : "I realize that, and I approve 
 of your caution, but you carried it to excess. 
 I would rather have had you make a few 
 mistakes than trouble me as you did. As 
 a matter of fact, I really did the work for 
 you. You were simply the machine which 
 executed my orders. I expect every man, 
 no matter how able he is, to make some 
 mistakes, but not, of course, to make the 
 same one twice. As a matter of fact, we 
 learn by mistakes as well as by successes." 
 
 Mr. Cole: "I don't quite understand you, 
 sir." 
 
 Mr. Sears : "What I mean — and I will try 
 to make myself plain — is that the man who 
 is valuable to me is the one who assumes 
 responsibility, who uses his judgment as well 
 as mine, who does not keep running to me 
 at all hours of the day for advice and in- 
 structions. While I expect every one of my 
 employees to obey orders, I prefer to have 
 them take their own way of executing them, 
 to some extent, at least, because, you know, 
 
 9 
 
A FRIENDLY TALK WITH AN 
 
 there may be several methods of doing the 
 same thing. If I'm obliged to give detailed 
 instructions for everything, I'll have to use 
 my valuable time when others ought to be as 
 able as I to attend to the matters in question. 
 Let me cite the case of a certain man in 
 my employ. I won't mention his name. I 
 doubled his salary last year. He is no more 
 faithful than you, and he always follows 
 instructions ; but, after I have told him to do 
 a thing, he goes ahead and does it, and he 
 doesn't trouble me with details. Perhaps, at 
 times, I might accomplish what he does to 
 better advantage ; but, on the whole, he does 
 as well as, or better than, I should do. He 
 is master of himself. To an extent, he works 
 for himself as well as for me, always with 
 the interest of the firm at heart. I can trust 
 him, and, more than that, I can depend upon 
 his judgment. A little while ago I asked 
 him to do a certain thing, and suggested a 
 way of accomplishing it. He differed from 
 me, and very frankly told me why. Although 
 I did not agree with him, I allowed him to 
 work it out his way. The results showed 
 
 10 
 
EMPLOYEE ABOUT RAISE OF SALARY 
 
 that his way was better than mine. This 
 man relieves me of a great deal of work, I 
 don't have to give him detailed instructions. 
 I tell him what I want, and he goes ahead 
 and accomplishes results. Now, in your 
 case, I have to lay out a most exact plan, 
 and even then you are constantly coming 
 back to me for further advice." 
 
 Mr. Cole : "I think I understand you now, 
 Mr. Sears. My great trouble has been lack 
 of confidence. Do you suppose that it is 
 possible for me to remedy this fault?" 
 
 Mr. Sears: "I don't know. That's for 
 you, not for me, to determine. I don't con- 
 sider you a hopeless case. I'm going to con- 
 tinue to throw small responsibilities upon 
 you. I think you can learn to assume them, 
 to accomplish by yourself alone, with only 
 general instructions. I admire your integ- 
 rity and faithfulness, and I like you per- 
 sonally. I'm anxious to promote you and 
 to raise your pay. You are certainly de- 
 serving, and I should greatly regret parting 
 with you. See if you can't cultivate self- 
 confidence. See if you can't learn to assume 
 
A FRIENDLY TALK WITH AN 
 
 responsibility. I'm going to give you more 
 opportunity, and, if you succeed, it won't be 
 necessary for you to ask me for an increase 
 of salary." 
 
 Mr. Cole: "Thank you, Mr. Sears. I see 
 that 'it's up to me.' I'll take myself seri- 
 ously in hand. Perhaps I can improve. At 
 any rate, I'll try mighty hard." 
 
 Mr. Sears : "That's all I ask. Your future 
 is in your hands, not in mine. Good 
 morning." 
 
 12 
 
WHAT TO DO TO GAIN PROMOTION 
 
 nPHE subject is a large one, and, obviously, 
 "*■ it cannot be covered in any one chapter. 
 With limited space I can present only a few 
 generalities and cite some specific cases. 
 
 Faithfulness, promptness, the mainte- 
 nance of respectability, willingness, duration 
 of service, and the like, count, but they do 
 little more than prepossess the employer and 
 suggest the annual or usual increase of sal- 
 ary and slight promotion. 
 
 Promotion beyond the ordinary almost in- 
 variably comes from doing something out- 
 side of the routine, from indicating more 
 than a common interest, from showing an 
 ability to assume responsibility, and, espe- 
 cially, from taking the initiative. 
 
 Mere faithfulness is not sufficient, and 
 honesty of purpose will not always reap an 
 adequate reward. 
 
 Bear in mind, however, that great initi- 
 ative, the power to assume responsibility, 
 and the display of extraordinary ability 
 
 13 
 
WHAT TO DO TO GAIN PROMOTION 
 
 are likely to be worthless, commercially and 
 otherwise, unless founded upon honesty and 
 faithfulness. 
 
 Regular duties must be performed first. 
 Unless they are, a leak occurs, and one of the 
 links of the chain is consequently weakened. 
 
 Take a stenographer, for example. She 
 is brilliant, she is rapid, and yet she does 
 not realize that speed without accuracy has 
 less commercial value than accuracy without 
 speed. 
 
 Initiative in itself is likely to have little 
 value unless it is backed by judgment. 
 
 Mere brilliancy is often dangerous. 
 
 One should become perfect in the funda- 
 mentals first and then branch out from them. 
 If this action is a logical sequence of funda- 
 mental training and knowledge, it produces 
 the flush of success. 
 
 Doing what one does not have to do marks 
 a man or a boy, a woman or a girl, for pro- 
 motion; but taking the initiative is of little 
 value unless the regular duties of the day, 
 or of the position, are properly attended to. 
 
 The trouble with most employees is that 
 14 
 
WHAT TO DO TO GAIN PROMOTION 
 
 they are clock men, automatic workers, who 
 perform their duties sometimes satisfactor- 
 ily, but without heart, without putting their 
 minds onto their work, without observation. 
 They do simply what they are told to do, fol- 
 low in the beaten track of routine duty, and 
 they never reach out for an opportunity to 
 accomplish what is not scheduled for them 
 to perform. Consequently, many of them 
 do not receive any increase of salary or pro- 
 motion, and others have their pay raised a 
 dollar, or a few dollars, a week at the end 
 of the year. 
 
 What the business man is looking for 
 to-day is faithfulness combined with initi- 
 ative, judgment, and common sense; and, 
 further, ambition — a desire to excel not only 
 in the work of the day, but to go beyond that 
 duty into greater responsibility. 
 
 Ninety-nine per cent, of all employees, 
 both male and female, do not allow their 
 interest to go beyond their department. 
 They make no effort to grasp the business, 
 and most of them do merely routine work 
 without thought and without the exercise 
 
 IS 
 
WHAT TO DO TO GAIN PROMOTION 
 
 of judgment. If I were the ofifice boy of, say, 
 a cotton house, I should learn the cotton 
 business from the planting of the cottonseed 
 to the finished pi-oduct. I should read the 
 trade papers; I should go to the public 
 library and take out every book devoted to 
 this industry. It is true that I should ab- 
 sorb much of no value to me or to my em- 
 ployer, but I should obtain a general knowl- 
 edge of the business which would enable me 
 to accomplish things impossible without it. 
 I should, further, talk with men in my line 
 in the trade; I should play games of con- 
 versation with both sides winning; I should 
 be constantly on the alert to gain information ; 
 I should not only study the policy of my 
 house, but that of others; I should attempt 
 to obtain the viewpoint of the customer or 
 consumer; and I could do these things even 
 though my regular duties were no more im- 
 portant than filing letters or running errands, 
 sweeping the ofifice or filling inkstands. 
 
 Practically every successful man began to 
 learn the business as a whole even while he 
 was occupying a very subordinate position. 
 
 Nothing impresses the employer more than 
 
 i6 
 
WHAT TO DO TO GAIN PROMOTION 
 
 a desire to learn, and the average employer 
 will help the employee to mutual interest. 
 
 There are a hundred and one things a 
 clerk can do to assist his employer, to make 
 it easier for him; and he can do them with- 
 out being ostentatious, without making a 
 nuisance of himself. 
 
 Perhaps the employer will be slow to 
 notice this additional interest, but sooner 
 or later something will occur which will 
 throw this ambitious employee into the lime- 
 light and mark him for more than ordinary 
 promotion. 
 
 I shall attempt to illustrate this point by 
 the following dialogue : 
 
 A bookkeeper and stenographer were left 
 alone in the office. Business was slack. By 
 noon they had accomplished the duties of 
 the day. There was nothing for them to do 
 along regular lines, but they found some- 
 thing with which to employ themselves. 
 
 The employer enters and seats himself at 
 his desk. 
 
 Bookkeeper: "Are you busy, Mr. Webs- 
 ter?" 
 
 17 
 
WHAT TO DO TO GAIN PROMOTION 
 
 Mr. Webster: "Not particularly. What 
 is it?" 
 
 Bookkeeper : "As there was so little to do 
 this afternoon, I went over the books care- 
 fully, and made up a list of the concerns 
 which have been slow in making payments. 
 Here it is." 
 
 Mr. Webster: "What 'do you propose to 
 do with it?" 
 
 Bookkeeper : "Show it to you first and then 
 make a suggestion." 
 
 Mr. Webster (glancing over the paper) : 
 "Why, I'd no idea so many were in arrears ! 
 There is one concern, the Simpson Company, 
 which I think is a little shaky. They're three 
 months behind. Glad to know of this. I'll 
 push them up a bit. I see the Merriam Com- 
 pany is behind also; but, then, they always 
 are. However, they're perfectly good. 
 What's your suggestion?" 
 
 Bookkeeper : "That I make it a point to 
 furnish you with a schedule every month, 
 and oftener, if necessary." 
 
 Mr. Webster: "Good idea! What made 
 you think of doing this?" 
 
 i8 
 
WHAT TO DO TO GAIN PROMOTION 
 
 Bookkeeper: "Why shouldn't I?" 
 
 Mr. Webster: "That's not an answer to 
 my question. You weren't told to do it." 
 
 Bookkeeper : "I like to employ all my time, 
 and it does seem too bad to let some of these 
 people annoy us by such slow payments. I'm 
 afraid they'll think we're too easy. You 
 see, I'm conceited enough to feel as if I 
 owned a part of the business." 
 
 Mr. Webster : "That's right. I wish every- 
 body felt that way. I've noticed from time 
 to time that you've done little things which 
 I haven't told you to do. You're becoming 
 more valuable to me every day. Business is 
 pretty slack now, but it's going to pick up. 
 As soon as it does, just call my attention to 
 the fact that I've promised you an increase 
 of salary." 
 
 Bookkeeper: "Thank you, Mr. Webster." 
 
 Mr. Webster: "Don't thank me — thank 
 yourself." 
 
 Bookkeeper returns to his desk. 
 
 Stenographer : "Can you spare me a few 
 moments, Mr. Webster?" 
 
 Mr. Webster: "Certainly." 
 19 
 
WHAT TO DO TO GAIN PROMOTION 
 
 Stenographer: "This afternoon, after fin- 
 ishing my work, I thought I'd look through 
 the letter files, and I discovered several let- 
 ters from possible customers, which have 
 been answered once, but evidently haven't 
 been followed up. It occurred to me that it 
 might be worth while to write these people 
 again. I feel sure we could secure some of 
 their trade. Then there are several firms 
 that did business with us years ago, and for 
 some reason their orders seem to have 
 dropped oflf. I think we could get some of 
 them interested again. Here are the 
 letters." 
 
 Mr. Webster: "Dear me! Is it possible? 
 And it's all my fault, too. Now that you've 
 brought the matter to my attention, what 
 would you suggest?" 
 
 Stenographer : "That you give me one or 
 more forms of letters, which I can adapt to 
 each individual case. Then I'll write them." 
 
 Mr. Webster: "I'll do so; but first I wish 
 you'd write out a few forms and submit them 
 to me for approval." 
 
 Stenographer : "I'll try, but, of course, I 
 haven't had much experience." 
 
 20 
 
WHAT TO DO TO GAIN PROMOTION 
 
 Mr. Webster: "No matter. I'd like to 
 have you do it just the same. I want to see 
 if you are as capable as I think you are." 
 
 Stenographer returns to her desk. 
 
 Mr. Webster: "Come back a moment. I 
 want to talk with you. What put it into 
 your head to do this?" 
 
 Stenographer: "I always try to think up 
 something to do in my spare time. I hate 
 to be idle." 
 
 Mr. Webster: "I wish there were more 
 like you. The information you have given 
 me may be worth a great deal to the firm, 
 and it is only fair that you should share in 
 the profits, if there are any. I'll tell you 
 what I'm going to do. I'm not going to raise 
 your salary until the end of the year, but 
 I'm going to send out the letters as you 
 suggest, and also bring the matter to the 
 attention of our traveling men. I wish you 
 would keep track of the results of these 
 letters. If the replies are favorable, I'm 
 going to give you a small percentage on the 
 business which comes to us as a direct result 
 of these letters." 
 
 Stenographer: "Mr. Webster! I dpn't 
 
WHAT TO DO TO GAIN PROMOTION 
 
 know how to thank you. I never dreamed 
 of such a thing." 
 
 Mr. Webster : "That's all right, my dear 
 Miss Wetherbee. There's no occasion for 
 you to express gratitude. Keep on as you're 
 doing, and you'll be appreciated. I don't 
 mind telling you that the Barnes Manufac- 
 turing Company is going to consolidate with 
 Us, and that will mean greatly increased busi- 
 ness and more employees. When it occurs, 
 you will be my private secretary as well as 
 stenographer, and I shall throw much re- 
 sponsibility upon you, if you are as capable 
 of assuming it as I think you are. I've been 
 thinking of it for some time. What you've 
 just done has brought the matter to a head. 
 By the way, this consolidation is confi- 
 dential." 
 
 Stenographer : "I consider everything con- 
 fidential that is said in the office, Mr. 
 Webster." 
 
 Mr. Webster : "Well, I won't say anything 
 more about it now. Give me the sample 
 letters as soon as convenient." 
 
 92 
 
CHEERFULNESS IN BUSINESS 
 
 TVyTANY years ago, when I was editing 
 *-^-*- and publishing a daily newspaper, I 
 noticed with some surprise that my editors 
 often asked the foreman of the composing- 
 room to accompany them to the theatre, 
 using, of course, the press tickets which were 
 provided. 
 
 "Why do you ask John to go with you 
 so often ?" I asked my city editor. 
 
 Instantly he replied: 
 
 "Because he enjoys it so. It's a pleasure 
 to have him with me. He sees all the good 
 of the play and forgets the other side of it. 
 His hearty laugh helps me to enjoy the 
 evening." 
 
 John was the personification of cheerful- 
 ness, optimistic to the extreme — perhaps too 
 much so, for the optimist sometimes rests 
 while the pessimist is working; but, of the 
 two, I should rather be the former than the 
 latter. There is, however, a proper balance, 
 for the well-rounded man is, as a rule, pessi- 
 
 23 
 
CHEERFULNESS IN BUSINESS 
 
 mistic of the present and optimistic of the 
 future. If he were not at times pessimistic, 
 he would be like the cat, basking in the sun- 
 shine, with no thought of the morrow, con- 
 tent in the peace of the day. 
 
 The pessimist, however, need not be 
 morose. He should use his pessirnism in 
 order to comprehend and better hard con- 
 ditions, realizing that personal cheerfulness 
 assists him in overcoming shadows. 
 
 Cheerfulness in business, in spite of all 
 the difficulties which daily arise, will do much 
 to make the road smooth ; and, if used prop- 
 erly, it will not interfere with an apprecia- 
 tion of the future and of conditions which 
 need to be bettered or remedied. 
 
 I have a friend. He is known as "Sunny 
 Sam," and yet he is not wholly optimistic. 
 He is optimistic to a profitable extent; he is 
 cheerful even when things go wrong; he is 
 happy even when in the midst of trials; he 
 attempts to dissolve the shadows by his 
 smile, and he is usually successful. People 
 like to be with him, particularly when they 
 are downcast or ill. He always has some- 
 
 24 
 
CHEERFULNESS IN BUSINESS 
 
 thing pleasant to say, but his cheerfulness 
 does not make one forget that he is a man 
 of independent ideas and strong personality, 
 a power in his field. 
 
 "Sunny Sam" is doing a great deal of 
 good in the world. Without him his friends 
 would not be as happy as they are now, and 
 many of our leading philanthropic move- 
 ments would lack a great and efficient assist- 
 ant and promoter. 
 
 Many an office boy is marked for promo- 
 tion, not wholly because he is always faith- 
 ful, not entirely because he does his duty, 
 not altogether because he is efficient, but 
 because he has a ready smile, a continuous 
 cheerfulness, a willingness to help. 
 
 Among my acquaintances are many men 
 who are morose, who seldom smile, who 
 rarely see the bright side of the shield, who 
 seem to love rain more than sunshine, who 
 live in a perpetual cloud. They are not good 
 company, they are not effective handlers of 
 men, they are not popular; and, although 
 some of them have succeeded, their measure 
 of success is less than it would have been 
 
 25 
 
CHEERFULNESS IN BUSINESS 
 
 had people loved them and wanted to be with 
 them. 
 
 Cheerfulness is an integral part of sales- 
 manship. The smiling salesman is always 
 welcome, and frequently he lands an order 
 which would have been given to another if it 
 had not been for his unfailing courtesy and 
 the cheerfulness which surrounded him. 
 
 It is always good weather when cheerful 
 men get togethei'. 
 
 A smile, especially on a damp day, warms 
 the heart and makes men better able to do 
 their part. 
 
 Be cheerful. Appear to be, even when 
 you are not, for the sake of others as well as 
 for your own. 
 
 The following dialogue is based upon an 
 actual experience. I called at a friend's 
 office, partly for business, but largely because 
 I wanted to see him socially. I found him 
 at his desk, his head in his hands, looking 
 as though he had lost every friend he had in 
 the world. 
 
 "What's the matter, John?" I asked. 
 "Nothing," he replied dismally. 
 26 
 
CHEERFULNESS IN BUSINESS 
 
 "Oh, yes, there is. You wouldn't look like 
 that if there wasn't something the matter." 
 
 "Well, to tell you the truth, old boy," he 
 replied soberly, "everything's going wrong. 
 Business is bad, just lost an order, and I'm 
 worked to death trying to make up." 
 
 "John," I said, "is' business any worse 
 to-day than it was last year at the same 
 time?" 
 
 "No," he admitted. 
 
 "Haven't you lost a number of orders 
 before?" 
 
 "Yes." 
 
 "Then you're no worse off than you were 
 a year ago, no worse off than you probably 
 have been at this season of the year for the 
 last several years." 
 
 John thought a moment and replied : 
 
 "Well, perhaps that's so ; but, hang it all, 
 I'm dead sick of business." 
 
 "Say, old fellow," I exclaimed, slapping 
 him on the back, "come over to the club and 
 have lunch with me. It'll do you good to see 
 the boys and get away from the office for a 
 while." 
 
 "Can't do it," he answered. 
 
 27 
 
CHEERFULNESS IN BUSINESS 
 
 "Oh, yes you can. You've got to eat some- 
 where. You can't go without your meals. 
 Come along." 
 
 John languidly put on his hat and coat and 
 started with me for the door. Before he 
 reached the threshold he turned, threw his 
 hat and gloves on his desk, dropped into a 
 chair, and mournfully said : 
 
 "No use. I honestly haven't the time, and 
 I'm too tired to eat." 
 
 Just at this moment his stenographer, a 
 bright young woman, who is the personifica- 
 tion of sunshine, stepped up to his desk. 
 
 "Mr. White," she said, "I know what is 
 troubling you. You're worrying about that 
 Smith contract. You go out to lunch with 
 Mr. Fowler, and I'll work on it while you're 
 gone. By the time you return it will be fin- 
 ished and ready for you. I'll get my lunch 
 later." 
 
 "Are you sure you have all the facts?" 
 asked John. 
 
 "Absolutely so," replied the stenographer, 
 "and you can't do any real work on it until 
 my part is done. I'll be sure to have it 
 finished when you return from lunch." 
 
 28 
 
CHEERFULNESS IN BUSINESS 
 
 John mechanically picked up his hat and 
 gloves and accompanied me. We met several 
 friends and had a pleasant lunch hour. He 
 returned to his office a new man, ready and 
 willing to take up his work. The clouds had 
 rolled away from his horizon, driven by the 
 pleasant winds of friendship and willing 
 co-operation. His business was in reality in 
 no more serious a condition than it had been 
 before. Ninety-nine out of a hundred of 
 those in the same line were also suffering 
 from the same complaint at this season. He 
 had experienced the same troubles before, 
 and they were what had been anticipated. 
 Yet he was blue, blue for no specific reason, 
 blue because he was blue. AH he needed was 
 a little help from his friends and a cheerful 
 smile. 
 
 "What about the stenographer ? Was she 
 promoted?" 
 
 Yes, and no, according to the way in which 
 you look at it. She is to become Mrs. White 
 next month. 
 
 s^ 
 
KEEPING BUSY 
 
 T RECALL an incident of personal experi- 
 "*■ ence. Some years ago, before the gaso- 
 line engine was in vogue, a friend of mine 
 and I purchased a little steamer. Under the 
 law we were required to carry a licensed 
 engineer, which, of course, we should have 
 done for safety, irrespective of the United 
 States regulations. We discovered after a 
 while that radical changes in the machinery 
 would be to our advantage. The boat was 
 consequently laid up alongside a machine 
 shop while the work progressed, which re- 
 quired two or three weeks. 
 
 The engineer was under salary, and, as the 
 boat had good sleeping accommodations, we 
 requested him to remain on board, as he did 
 when the steamer was in commission. 
 Nothing was specified for him to do, as the 
 machine shop men were under contract. 
 Therefore, any service that he might render 
 would not be to our financial advantage. 
 
 The engineer was not required to do any- 
 30 
 
KEEPING BUSY 
 
 thing, and he did nothing. He did not even 
 keep the boat in respectable condition. Every 
 time we visited it we found it dirty, with 
 everything in disorder, and we were actually 
 ashamed to bring visitors aboard. He spent 
 most of the day with a pipe in his mouth, 
 and he did not even take the trouble to sweep 
 up after the machinists were through with 
 their work. My partner was about to remon- 
 strate with him, when I made a signal to 
 him to be quiet. 
 
 "Why did you object to my saying any- 
 thing to Arthur?" asked he when we were 
 alone. 
 
 "I'll tell you," I replied. "I want to find 
 out what kind of a fellow he is, to test him 
 further. Undoubtedly he understands ma- 
 chinery, and we had no particular fault to 
 find with him when the boat was in commis- 
 sion. He is now to a certain extent his own 
 boss. Nothing is required of him, yet there 
 is plenty of work for him to do. He might 
 keep the boat clean, for one thing. Instead 
 of spending most of the day in smoking and 
 loafing, he might put in some time with the 
 
 31 
 
KEEPING BUSY 
 
 machinists in their shop, picking up a lot 
 of information which would be of value to 
 him and to us. I suggest that we let him 
 alone. When the boat is ready for use, if he 
 does not show a willingness to do what he 
 isn't told to do, we'll look for another en- 
 gineer." 
 
 We did, and found a young man who not 
 only attended to the engine, but took as much 
 personal interest in the appearance of the 
 boat as if it were his own ; and he did a great 
 many little things, and some important ones, 
 too, not scheduled in the list of his regular 
 duties. This young man later became the 
 chief engineer of a large steamer. He was 
 willing; he kept busy; he realized that he 
 was his own employer and that what he did 
 for himself paid him and paid those for 
 whom he worked. 
 
 Loafing is not resting. Loafing does not 
 do anybody any good. It does not contrib- 
 ute to the benefit of the mind or of the body. 
 
 Recreation is another thing. Everybody 
 needs it, and should have it, but loafing is 
 doing nothing, not even resting. It debili- 
 32 
 
KEEPING BUSY 
 
 tates the mind and makes bodily activity 
 stagnate. 
 
 The young man enters the oflfice. The 
 head of his department prescribes certain 
 duties for him to perform. He is not likely 
 to be discharged if he does what he is told 
 to do, and does it well; and he is subject 
 to automatic promotion and to an occasional 
 raise of salary. He is faithful, he is honest, 
 he is prompt, he can be depended upon, but 
 he is very little better than an automatic ma- 
 chine, which performs its functions if kept 
 well oiled and cared for. This young man 
 is a clock man. Like the clock, he performs 
 the duty of each minute, of each hour, of 
 each day — the specified duty. He is neither 
 slow nor fast, and, like a clock, he is a worthy 
 piece of the machinery of business. He, 
 however, does not progress except slowly. 
 All his faithfulness, all his automatic energy, 
 all that he does, is what is expected of him. 
 He is paid accordingly. He is not given re- 
 sponsibility, and let me say here that respon- 
 sibility is never placed upon any apprentice, 
 whether he is in the shop or in the business 
 
 33 
 
KEEPING BUSY 
 
 office, until the worker voluntarily as- 
 sumes it. 
 
 The handling of responsibility is not auto- 
 matic. It comes from intuition, from taking 
 the initiative. 
 
 Every man of success, whether he is in 
 business or in a profession, won not because 
 he trod the regular path of his duty, but be- 
 cause, while traveling that road, he lifted his 
 eyes toward the future and saw beyond the 
 specified horizon. 
 
 Keep busy ; not so busy that you will wear 
 yourself out, not so busy that you will not 
 have time for recreation ; but busy during the 
 hours of work, and busy thinking during the 
 off-hours. 
 
 Work seldom injures anybody. It is wor- 
 rying and rushing, which wear out the mind 
 and debilitate the body. 
 
 Let me recall another incident. The office 
 boy was required to file letters, to go to the 
 post office, to do other subordinate and 
 menial work. Arrangements had been made 
 with the janitor to wash windows every 
 month. As there was considerable smoke 
 
 34 
 
KEEPING BUSY 
 
 and dust in the air, the glass was seldom 
 clean a week after washing. One day the 
 proprietor entered. He found the office boy 
 on the stepladder washing the windows. He 
 was a blunt sort of man. 
 
 "What are you doing there? That isn't 
 your job!" he burst out. 
 
 "But I've finished my work," replied the 
 boy. "The windows were dirty, and I 
 thought I might just as well wash 'em as I 
 didn't have anything else to do. We want 
 our office to look clean." 
 
 "Say, young man," said the proprietor 
 bluntly, "do you call this your office?" 
 
 "No, sir," replied the boy, "not my office 
 but our office." 
 
 The projirietor started to say something, 
 thought better of it, and retired to his pri- 
 vate office. The next day he called the boy 
 in and remarked : 
 
 "You've lost your job. I'm going to send 
 you to commercial school and have you take 
 up bookkeeping and shorthand. When you're 
 through, we'll see if we can't find a better 
 position for you." 
 
KEEPING BUSY 
 
 "Thank you very much, Mr. Jones," said 
 the boy, "but I can't afford to go to school. 
 If I could, I'd have gone long ago." 
 
 "Who said anything about affording it?" 
 snapped the proprietor. "You're going to 
 school at my expense, and you're going to 
 have your pay until you get through. After 
 that we'll have another talk." 
 
 "How can I thank you ?" began the boy. 
 
 "Don't try to," replied the proprietor. "I 
 don't want any of your gratitude. I'm doing 
 it for my own sake, too, not entirely for 
 yours. I haven't forgotten your washing the 
 windows when you didn't have to, and I've 
 been watching you the last week or two. 
 You're the only young clerk I have who 
 keeps busy when he doesn't have to. I'm 
 going to take a chance on you. I'm going to 
 invest some money in you because I know 
 you're going to pay it back — ^not in cash, but 
 in the kind of service it is mighty hard to get 
 nowadays. Now, go about your business. 
 Pick out your school. Start in next Monday, 
 and go to the cashier and get the money you 
 need." 
 
 36 
 
KEEPING BUSY 
 
 The following dialogue is drawn from 
 life: 
 
 Mr. Webber (head of the firm) : "Send 
 Miss Adams to me." 
 
 Miss Adams enters. 
 
 Mr. Webber : "Sit down, Miss Adams. I 
 want to have a talk with you. How long 
 have you been with us ?" 
 
 Miss Adams : "Two years." 
 
 Mr. Webber : "Like your job ?" 
 
 Miss Adams : "Very much indeed." 
 
 Mr. Webber : "That's good. Think you 
 could handle a bigger proposition if you had 
 a chance?" 
 
 Miss Adams : "I hope so." 
 
 Mr. Webber : "Well, you're going to get 
 a chance. Perhaps you've heard that Miss 
 Kittredge, who for several years has been 
 the righthand 'man' for the manager of the 
 factory at Framingham, is going to be mar- 
 ried. Mr. Wilson, the superintendent, is 
 looking for some one to take her place. It 
 isn't an ordinary stenographer's job, because 
 she is a sort of assistant manager — looks out 
 for things when Wilson is away. I believe 
 
 37 
 
KEEPING BUSY 
 
 you have an aunt living in Framingham, 
 haven't you ?" 
 
 Miss Adams : "Yes, sir." 
 
 Mr. Webber : "You could live out there, 
 couldn't you, and come home Sundays ?" 
 
 Miss Adams : "Very easily." 
 
 Mr. Webber : "Then you would like to go 
 out there?" 
 
 Miss Adams: "I should consider it a 
 splendid opportunity." 
 
 Mr. Webber : "Well, consider the position 
 yours, beginning the first of the month. Miss 
 Kittredge received twenty-five dollar^ a 
 week, but, as you will be a little 'green' for a 
 while, we'll pay you twenty at the start, and 
 when you've 'caught on to your job' and can 
 handle it as well as I think you can, you'll 
 have twenty-five." 
 
 Miss Adams (hesitatingly) : "Pardon me, 
 but may I ask a question ?" 
 
 Mr. Webber: "Certainly." 
 
 Miss Adams : "Why was I given this po- 
 sition? I've heard about Miss Kittredge's 
 approaching marriage, but I understood that 
 Miss Locke wanted the position and would 
 probably have it." 
 
 38 
 
KEEPING BUSY 
 
 Mr. Webber : "I'll tell you in confidence. 
 Miss Locke is one of the ablest women we 
 have, and for some time I considered giving 
 her the position; but I decided to give it to 
 you for one distinct reason, over and above 
 your ability: You have always kept busy. 
 I've seen you do a hundred things which you 
 were not told to do. I'll mention one. The 
 other day, when I was in New York, you 
 overheard a conversation on the street cars 
 which gave you a tip. You, of your own 
 volition, ran that tip down and discovered 
 that the Wheelwright Company was about to 
 build a new plant. To do this you arranged 
 your work, and without any assistance ob- 
 tained some very valuable information for 
 us. When you made your report there was 
 something in it." 
 
 Miss Adams : "It seems perfectly natural 
 for me to do that sort of thing. I'm inter- 
 ested in the business, and I want it to suc- 
 ceed in every possible direction." 
 
 Mr. Webber : "That's it. You are inter- 
 ested. I could mention a dozen incidents, 
 none of which, perhaps, was as profitable to 
 
 39 
 
KEEPING BUSY 
 
 US as the one I've just cited, but they showed 
 your caliber. Then, another thing. The 
 other day, while dictating a letter to you, I 
 found that I didn't have the information 
 which I wanted to put into it. Instantly you 
 gave me that information. I asked you how 
 you had obtained it, and you remember you 
 told me that you had been reading the trade 
 papers and found it there. When you hadn't 
 anything else to do you went over them. I 
 intend to do this, but sometimes I'm too busy. 
 You brought me the very information I 
 wanted. Now, I have never told you to do 
 these things, but, of your own volition, you 
 have always kept busy. When you have some 
 offtime you utilize it. You are the kind of 
 employee I want. You use your head as well 
 as your hands. If you were not needed so 
 much at Framingham, I should keep you here 
 even if I had to rearrange the office to make 
 a place for you." 
 
 Miss Adams : "I assure you, Mr. Webber, 
 that I appreciate very much all that you have 
 said, and I'll try to deserve your good 
 opinion. Indeed, I'm very grateful to you." 
 
 40 
 
KEEPING BUSY 
 
 Mr. Webber : "No more than I am to you. 
 I'm promoting you simply because you de- 
 serve it, and, further, because it pays me to 
 do so. You are an asset to the business, and 
 it would be unbusinesslike for me not to give 
 you an opportunity to use your ability to our 
 mutual advantage." 
 
 41 
 
THE RIGHT AND WRONG WAYS OF 
 ASKING FOR MORE SALARY 
 
 "PROMOTION or advancement, with con- 
 ■*■ sequent raise of salary, depends upon 
 more than one condition : First, it must be 
 obvious that the employee has, by experience, 
 by work, and by the exercise of his ability, 
 placed himself in a position to be worth more 
 to his house; and, secondly, business condi- 
 tions should be such that the concern can 
 afford to pay more money. Many an able 
 man has been obliged to continue at his pres- 
 ent salary when his ability and his work 
 would have brought an increase if the profits 
 of his house had permitted the outlay. 
 
 As a rule, the employer, if business is 
 good, is as anxious to raise the pay of his 
 employees as they are to receive it ; and, in 
 the majority of cases, one does not have to 
 wait for an increase of salary if it is due and 
 business permits. Occasionally, however, an 
 employer is parsimonious and his policy is 
 opposed to any increase. Further, he will not 
 raise the pay of any one in his employ unless 
 43 
 
THE RIGHT AND WRONG WAYS 
 
 forced to do so. If your employer is a man 
 like this, I should advise you to resign at the 
 earliest opportunity; but it is important to 
 remain until you have obtained another posi- 
 tion, for one out of work finds it more diffi- 
 cult to replace himself than he would if he 
 occupied a position. Employers are some- 
 times suspicious of the unemployed, assum- 
 ing, rightly or wrongly, that idleness is 
 caused by lack of ability and attention, al- 
 though this assumption is often unfair. 
 
 The employer sometimes forgets to raise 
 the pay of one or more clerks, or he may be 
 slow to realize that a young man is worthy 
 of an increase. 
 
 Before asking for a raise of salary, how- 
 ever, go into executive session with yourself 
 and first convince yourself that the work you 
 are doing is worth more to your employer. 
 Secondly, ascertain, if possible, whether or 
 not the present condition of business will 
 warrant your employer in increasing your 
 pay, even though you may feel sure that you 
 are worth more to yourself. 
 
 Some employers object to being asked for 
 43 
 
THE RIGHT AND WRONG WAYS 
 
 more pay. Others will not resent an applica- 
 tion, if properly made. If your employer is 
 one who makes a practice of keeping his help 
 down, and will raise their pay only when 
 forced to do so, I should advise you to seek 
 another position ; but, as I have already said, 
 do not be premature. 
 
 After you are satisfied that you are worth 
 more, and, further, have reason to believe 
 that the business can afford to pay you more, 
 and that your employer is a thorough busi- 
 ness man, one who will recognize ability and 
 work, if properly presented to him, you will 
 be justified in calling his attention to what 
 may have been an oversight on his part. Do 
 not demand, do not insist. Go to your em- 
 ployer as you would to a friend. Talk with 
 him as you would with your father. If he is 
 the right kind of a man, he will meet you 
 fairly and squarely, and will feel under obli- 
 gations to you for calling his attention to the 
 matter. 
 
 I present two dialogues, representing the 
 right and wrong ways of applying for a raise 
 of salary. 
 
 44 
 
OF ASKING FOR MORE SALARY 
 
 Mr. Young (clerk, entering his employer's 
 office) : "Good morning, Mr. Locke. Can 
 you spare me a few moments ?" 
 
 Mr. Locke : "Certainly. Sit down." 
 Mr. Young : "Mr. Locke, I've been with 
 you five years." 
 
 Mr. Locke : "Is it as long as that ?" 
 Mr. Young: "Yes, five years the first of 
 last month." 
 
 Mr. Locke : "Well, what's on your mind ?" 
 Mr. Young: "I began at ten dollars a 
 week — probably more than I was worth at 
 the start. At the end of the year you gave 
 me twelve. At the close of the second year, 
 fifteen. Then eighteen and twenty. But I 
 didn't receive any increase at the beginning 
 of this year. You said to me some time ago 
 that my salary would be raised every year, 
 provided my work was satisfactory." 
 
 Mr. Locke : "Yes, I remember telling you 
 that, and you say it was not raised the first 
 of the year ?" 
 
 Mr. Young: "No, and, remembering what 
 you said, I've been thinking there must be 
 some reason. Would you object to telling me 
 
 4S 
 
THE RIGHT AND WRONG WAYS 
 
 what it is? Don't spare my feelings. If I 
 have been deficient in anything, or you do 
 not consider me worthy of a larger salary, I 
 want to know why, so that I may remedy the 
 fault, if it is mine." 
 
 Mr. Locke : "1 certainly intended to raise 
 your pay to twenty-five dollars, but I must 
 have neglected to tell the cashier. Glad you 
 spoke to me about it. Ask Mr. Simpson to 
 step here a moment." 
 
 Mr. Simpson, the cashier, enters. 
 
 Mr. Locke: "Mr. Simpson, I forgot to 
 tell you to raise Mr. Young's salary at the 
 beginning of the year to twenty-five dollars 
 a week. Please do so and date it back so that 
 the increase will start at the beginning of the 
 year." 
 
 Mr. Simpson: "Very well, sir." (Goes 
 out). 
 
 Mr. Young: "Thank you very much, Mr. 
 Locke." 
 
 Mr. Locke: "There's no occasion for 
 
 gratitude, Mr. Young. You're entitled to it, 
 
 and let me say here that, if you continue to 
 
 serve me as you have, your next raise of 
 
 46 
 
OF ASKING FOR MORE SALARY 
 
 salary is likely to be a good deal larger. I've 
 had you in mind for some time. My present 
 private secretary has had an offer in the 
 West, which is so good that I have advised 
 him to accept it. He leaves in two months. 
 Do you think you could hold down the job? 
 It's a good opportunity." 
 
 Mr. Young: "I think so, Mr. Locke. At 
 any rate, I'd do my best." 
 
 Mr. Locke: "No one can ask you to do 
 more. The salary, as you know, is two thou- 
 sand. I won't decide now, as I want to think 
 the matter over a little longer, but your 
 chances are pretty good. Just call my atten- 
 tion to it a month from to-day. Do you think 
 you'd like the position?" 
 
 Mr. Young: "Indeed I do." 
 
 Mr. Locke : "If I give it to you, will you 
 work harder ?" 
 
 Mr. Young: "No, I don't think so, be- 
 cause I don't see how I can. I tried to do my 
 level best when I first came here, and I shall 
 always continue to do so. The best in me is 
 yours." 
 
 Mr. Locke : "I'm glad you answered me 
 
 17 
 
THE RIGHT AND WRONG WAYS 
 
 as you did. It makes me think all the more 
 of you. I won't consider the matter any fur- 
 ther, except to say that the job is yours." 
 Mr. Young: "How can I thank you?" 
 Mr. Locke : "Don't try to. Thank your- 
 self. You are the fellow who is responsible 
 for it. I've noticed one thing about you, and 
 I wish I could say it about all my other men. 
 Ever since you came here you have seemed 
 to feel as though this business were yours as 
 well as mine, and yet you're not officious. 
 You began to work for yourself, and that's 
 the kind of a fellow I want, for the man who 
 doesn't work for himself isn't fit to work for 
 anybody else. If you keep on as you have 
 been doing, there's a brilliant future for you, 
 young man. You have the right kind of 
 stuff in you, and you know how to get what 
 you want. As a matter of fact, you know 
 how to handle me, and that is what I want in 
 a private secretary, not one of those namby- 
 pambies, who are always cringing, doing 
 what they are told to do and nothing more. 
 I want a fellow about me who will tell me 
 when I make a fool of myself, who will check 
 48 
 
OF ASKING FOR MORE SALARY 
 
 me up, so to speak, see that I keep my ap- 
 pointments and don't forget things, who will 
 keep at me, if necessary, even when I'm 
 irritable. I think you can do it. You've a 
 way with you that I believe will never offend 
 me. Don't forget that you're working for 
 yourself. I don't think you will. If you're 
 working for yourself, when you become my 
 private secretary, you'll see to it that I attend 
 to my part of the business, while I see that 
 you do the same thing. I'm thoroughly sick 
 of these young chaps who haven't any of the 
 right kind of interest in themselves, who 
 have the kind of self-interest which makes 
 them loaf on their jobs. Well, I guess I've 
 said enough. Good morning." 
 
 The following is a sample of the wrong 
 attitude to assume when requesting an in- 
 crease of salary: 
 
 Mr. Smith (a clerk, enters) : "Say, boss, 
 when are you going to raise my pay? Strikes 
 me it's about time." 
 
 Mr. Sampson (the employer, looking up 
 in surprise): "What?" 
 
THE RIGHT AND WRONG WAYS 
 
 Mr. Smith: "I've been here a year, and 
 I think I ought to have more money." 
 
 Mr. Sampson: "What makes you think 
 you're worth more?" 
 
 Mr. Smith : "Joe Blake has had his pay 
 raised and he hasn't been here any longer 
 than I have. Guess I do as much as he does 
 anyway." 
 
 Mr. Sampson : "I don't like your tone, or 
 the way you go at it, but I'll waive that and 
 get down to business. It's true that I raised 
 Mr. Blake's salary, and I should have raised 
 yours, if you had been as efficient as he is. 
 Ever since he came to me he has taken a great 
 interest in the business. He does many 
 things I do not ask him to do. He is always 
 on time, and many a day I have found him 
 working at his desk after five o'clock. I can 
 depend upon him." 
 
 Mr. Smith: "Well, can't you depend upon 
 me? I've always been at the office on time, 
 and I've never left ahead of time, either." 
 
 Mr. Sampson: "That may be true, but 
 your work has been automatic. You are just 
 a machine. You do what you're told to do, 
 50 
 
OF ASKING FOR MORE SALARY 
 
 and that's all. You don't seem to have any 
 interest in what you are doing." 
 
 Mr. Smith: "Well, if I do all the work 
 that's given me to do, I don't see why any 
 one should kick. I never believed in butting 
 into other people's business. If I do more 
 than my regular work, I'm liable to get into 
 trouble." 
 
 Mr. Sampson: "I'm not suggesting that 
 any one interfere with the work of his fellow 
 employees, but there are always little things 
 waiting to be done, which the man who is 
 really interested in his business can discover. 
 Mr. Blake has found some of these little 
 things, to his financial as well as mental bene- 
 fit. I suggest that you look around a bit and 
 see if you can't be equally successful." 
 
 Mr. Smith : "Well, what else's the matter 
 with me?" 
 
 Mr. Sampson : "Last Saturday afternoon 
 I happened to drop into the Royal House, and 
 I saw you playing pool and smoking cigar- 
 ettes. I suppose you go there often ?" 
 
 Mr. Smith: "Well, what if I do? Haven't 
 I a" right to play pool, if I don't do it during 
 
 SI 
 
THE RIGHT AND WRONG WAYS 
 
 office hours, and isn't smoking cigarettes my 
 business ?" 
 
 Mr. Sampson : "Yes, you have a right to 
 do as you please as long as you don't break 
 the law, and I've a right to be pleased or dis- 
 pleased with your conduct. It's none of my 
 business what you do as long as it doesn't 
 interef ere with my work or with the reputa- 
 tion of the house. I don't object to pool play- 
 ing, if it is not carried to excess ; but, really, 
 I don't quite like to see a young fellow hang- 
 ing around a hotel ; and I haven't much re- 
 spect for any one who smokes cigarettes, no 
 matter who he is. Now, consider the case of 
 Joseph Blake. He takes diversion, but he 
 tells me that he gets out of doors every 
 chance he can. You're in the office the greater 
 part of the day, and, honestly, I think you'd 
 be better off if you took up some outdoor 
 sport. But, then, as you say, that's your 
 business. You'll admit, however, that I have 
 a right to do as I please about retaining your 
 services ?" 
 
 Mr. Smith : "I suppose so." 
 
 Mr. Sampson: "Very well, then. If your 
 
 52 
 
OF ASKING FOR MORE SALARY 
 
 conduct out of the office, as well as in it, is 
 displeasing to me, I've a right to resent it, 
 although I have no right to tell you what you 
 shall or shall not do. Evidently your social 
 life is not all that it should be, and it inter- 
 feres with your work in the office. I've been 
 seriously considering for some time asking 
 you to resign." 
 
 Mr. Smith : "I don't see what for. I do 
 my work satisfactorily, I think. I certainly 
 do all that I'm asked to do." 
 
 Mr. Sampson : "That's just it. You don't 
 take the initiative. You're just a machine — 
 an uninterested machine at that. I think you 
 have ability, but you don't use it. You have 
 false ideas of life. You're not doing what 
 successful men do. Work to you seems to be 
 a burden, to be gotten rid of as fast as pos- 
 sible. I want a young man who is ambitious, 
 who is interested in himself and in his busi- 
 ness, who becomes more valuable to me every 
 year. As a matter of fact, you're not worth 
 any more to me to-day than you were when 
 you first came, except that the experience you 
 have had has enabled you to do your work 
 53 
 
THE RIGHT AND WRONG WAYS 
 
 automatically better. I've been very frank 
 with you. Now, I'm willing you should re- 
 main another month. If things go right, well 
 and good. If they don't, I should like to have 
 you seek another position." 
 Mr. Smith: "Well- 
 Mr. Sampson (interrupting) : "We won't 
 continue this conversation. I think you 
 understand me." 
 
 54 
 
THE RIGHT AND WRONG WAYS OF 
 APPLYING FOR A POSITION 
 
 A LARGE number of applicants for 
 ^^' positions are inexperienced. They are 
 just out of school or have recently been 
 graduated from some commercial institution. 
 They are stenographers, bookkeepers, cleri- 
 cal, mechanical, or other workers. The em- 
 ployer connects with them by advertising or 
 through the employment department of 
 schools or agencies, or he follows "Situation 
 Wanted" columns in the newspaper. 
 
 The applicant is requested to call, or he 
 may present himself unsolicited. He is ques- 
 tioned by the employer, who at that time can 
 judge only by appearances and by what is 
 told him, except in a case where the applicant 
 has an established reputation for efficiency. 
 
 Usually several applicants are seen, and 
 the one engaged is he or she who appears to 
 be best qualified and who impresses the 
 employer most favorably. 
 
 Many applicants are altogether too inquisi- 
 55 
 
THE RIGHT AND WRONG WAYS 
 
 tive. They ask impertinent rather than per- 
 tinent questions. They demand to know what 
 their prospects are. They seem to be more 
 concerned about their spare time, vacations, 
 and the like, than about the work they are to 
 perform. 
 
 The applicant has a right to know what he 
 should expect ; but, if he presses his questions 
 too strongly, and appears to be interested in 
 himself more than in the work at hand, he is 
 likely to make a poor impression. 
 
 The applicant should remember, even if he 
 is experienced, that, for the first few weeks 
 or months, he is on trial, and he is tem- 
 porarily of very little value to the business. 
 
 Many a man who has succeeded remark- 
 ably well in one place fails in another, and, 
 conversely, a failure may become a success 
 somewhere else. 
 
 The person who is applying for a position 
 should, to a large extent, consider his posi- 
 tion for a while as a school, a place where he 
 can learn as well as perform. He should 
 adapt himself to his employer ; the employer 
 will not adapt himself to him. 
 56 
 
OF APPLYING FOR A POSITION 
 
 Many a young applicant has failed to ob- 
 tain a position because he gave a wrong im- 
 pression by insisting that the employer out- 
 line his future definitely, by demanding that 
 his prospects be known in advance, by being 
 more solicitous about working hours than 
 about the work itself. He forgets that the 
 employer, rightly or wrongly, is for the time 
 being the supreme judge, who renders the 
 final decision and can take him or not, as he 
 sees fit. 
 
 It is necessary, then, for the applicant to 
 please the employer, to give the appearance 
 of being willing and able to give satisfaction, 
 to assure the employer that he will do his 
 best, that he comes to learn as well as to 
 work, that he realizes his future is in his own 
 hands, that he will succeed or fail according 
 to his faithfulness and his ability. 
 
 It makes little difference what the appli- 
 cant thinks of the employer ; it makes all the 
 difference in the world what the employer 
 thinks of the applicant. 
 
 The following dialogue represents the 
 wrong method of applying for a position : 
 
 57 
 
THE RIGHT AND WRONG WAYS 
 
 Mr. Wilson (applicant) : "Is this Mr. 
 Simonds ?" 
 
 Mr. Simonds : "I'm he. What can I do 
 for you?" 
 
 Mr. Wilson : "I see you're looking for a 
 bookkeeper." 
 
 Mr. Simonds : "Are you an applicant ?" 
 
 Mr. Wilson: "Yes, sir." 
 
 Mr. Simonds: "What is your name?" 
 
 Mr. Wilson : "Nathan Wilson." 
 
 Mr. Simonds: "Any experience?" 
 
 Mr. Wilson : "I've just graduated from 
 the National Commercial School." 
 
 Mr. Simonds : "You have never been in a 
 position then?" 
 
 Mr. Wilson : "No, but I understand every- 
 thing about bookkeeping." 
 
 Mr. Simonds : "I congratulate you. I 
 didn't suppose the man lived who knew all 
 about bookkeeping." 
 
 Mr. Wilson : "Well, I graduated near the 
 head of my class." 
 
 Mr. Simonds : "So far, so good. Evi- 
 dently you are well grounded for a begin- 
 
 ner." 
 
 s8 
 
OF APPLYING FOR A POSITION 
 
 Mr. Wilson : "What salary do you pay?" 
 
 Mr. Simonds : "We start a young book- 
 keeper at ten dollars." 
 
 Mr. Wilson: "Well, I didn't expect to 
 work for less than twelve." 
 
 Mr. Simonds : "I'm sorry, but we couldn't 
 give you more than ten to begin with." 
 
 Mr. Wilson : "Well, perhaps I'd consider 
 it, but it seems pretty small. What are the 
 hours?" 
 
 Mr. Simonds : "We open at eight-thirty 
 and close at five-thirty." 
 
 Mr. Wilson : "I thought most oflSces 
 opened at nine and closed at five." 
 
 Mr. Simonds: "We don't." 
 
 Mr. Wilson : "Would I have Saturday 
 afternoons ?" 
 
 Mr. Simonds : "Usually." 
 
 Mr. Wilson : "Then I can't depend upon 
 being free Saturday afternoons?" 
 
 Mr. Simonds : "No, sometimes we are very 
 busy and our clerks remain over time, but 
 that does not occur very often." 
 
 Mr. Wilson: "Do you pay extra for this 
 work?" 
 
 59 
 
THE RIGHT AND WRONG WAYS 
 
 Mr. Simonds : "If our clerks remain late, 
 we pay for their suppers." 
 
 Mr. Wilson : "Then I'd have to work 
 nights, wouldn't I ?" 
 
 Mr. Simonds : "Very seldom." 
 
 Mr. Wilson: "Well, it's pretty hard to 
 work day and night both." 
 
 Mr. Simonds : "I told you that night work 
 was seldom necessary." 
 
 Mr. Wilson: "How soon would I get a 
 raise? 
 
 Mr. Simonds : "That would depend upon 
 you. We intend to raise salaries at the end 
 of each year." 
 
 Mr. Wilson: "I'd have to wait a whole 
 year, would I?" 
 
 Mr. Simonds : "Probably, unless you 
 showed unusual ability." 
 
 Mr. Wilson: "How long a vacation do 
 you give in the summer ?" 
 
 Mr. Simonds : "Two weeks." 
 
 Mr. Wilson : "Would I get my full salary 
 during vacation ?" 
 
 Mr. Simonds: "Yes." 
 
 Mr. Wilson : "I suppose I could stay out 
 60 
 
OF APPLYING FOR A POSITION 
 
 longer, couldn't I, if I didn't draw any salary 
 after two weeks ?" 
 
 Mr. Simonds : "That would be for me to 
 decide, not you. We hope that business would 
 not be so slack that we could spare you longer 
 than two weeks in the summer." 
 
 Mr. Wilson: "Well, I'll consider it. I've 
 another position in view, too." 
 
 Mr. Simonds : "I think, young man, that 
 you would better take the other job. I'm 
 afraid that conditions here wouldn't suit you. 
 Good morning." 
 
 The following dialogue presents the right 
 method of making application for a position : 
 
 Miss Alden (the applicant) : "Good morn- 
 ing, sir. Are you Mr. Jones ?" 
 
 Mr. Jones : Yes. What can I do for you ?" 
 
 Miss Alden : My name is Virginia Alden. 
 
 I received your letter requesting me to call." 
 
 Mr. Jones : "Yes, I remember. Miss Alden. 
 
 You're an applicant for the position of 
 
 stenographer ?" 
 
 Miss Alden: "Yes, sir." 
 
 Mr. Jones : "Be seated, please." 
 
 6i 
 
THE RIGHT AND WRONG WAYS 
 
 Miss Alden waits for the employer to be- 
 gin. 
 
 Mr. Jones : "I see by your letter that you 
 have had two years' experience. You were 
 with the—?" 
 
 Miss Alden : "The Wadsworth Manufac- 
 turing Company." 
 
 Mr. Jones : "How long were you with 
 them?" 
 
 Miss Alden : "Two years." 
 
 Mr. Jones: "Your first position?" 
 
 Miss Alden : "Yes, sir. I entered their 
 employ after graduation from the Conti- 
 nental Business School." 
 
 Mr. Jones : "Why did you leave ?" 
 
 Miss Alden: "They failed." 
 
 Mr. Jones : "Yes, I remember. You gave 
 satisfaction, of course?" 
 
 Miss Alden (producing a letter of recom- 
 mendation from her former employers) : 
 "Here is what they say of me." 
 
 Mr. Jones : "They speak very highly of 
 you." 
 
 Miss Alden : "I hope I deserve it. They 
 told me always to feel at liberty to refer to 
 them." 
 
 62 
 
OF APPLYING FOR A POSITION 
 
 Mr. Jones: "How rapid are you?" 
 
 Miss Alden : "Fm sure of my notes at a 
 hundred and twenty-five words a minute." 
 
 Mr. Jones : "That's good. I don't dictate 
 faster than a hundred. Of course, you have 
 had no experience in my business ?" 
 
 Miss Alden : "No, but I can learn." 
 
 Mr. Jones : "I should want you as my pri- 
 vate secretary. Do you think you could as- 
 sume the responsibilities of that position?" 
 
 Miss Alden : "During the last six months 
 I have acted in that capacity for Mr. Wads- 
 worth." 
 
 Mr. Jones : "Are you a good speller ?" 
 
 Miss Alden: "If I don't feel certain of a 
 word, I consult the dictionary, but I don't 
 have to refer to it very often." 
 
 Mr. Jones : "What education have you had 
 beside your business school course ?" 
 
 Miss Alden : "I was graduated from the 
 Dorchester High School." 
 
 Mr. Jones: "That's good." 
 
 Miss Alden : "I have also studied evenings 
 and I've tried to become familiar with busi- 
 ness in general. Then, I've devoted a good 
 
 63 
 
THE RIGHT AND WRONG WAYS 
 
 deal of time to English. That seems so im- 
 portant." 
 
 Mr. Jones : "What salary do you expect ?" 
 
 Miss Alden : "The Wadsworth Company 
 paid me ten dollars when I began, at the end 
 of the year they raised my salary to twelve, 
 and I was receiving fifteen when they 
 failed." 
 
 Mr. Jones : "I'm willing to pay fifteen at 
 the start, and more later, if you are compe- 
 tent and after you have learned my ways and 
 have a pretty good idea of the business. 
 Would that be satisfactory?" 
 
 Miss Alden: "Yes, sir." 
 
 Mr. Jones : "I want you to be more than a 
 stenographer, to become familiar with my 
 business so that you can assist me at times 
 and keep track of things." 
 
 Miss Alden: "What you have just said 
 pleases me very much. I'm looking for an 
 opportunity to occupy a responsible posi- 
 tion." 
 
 Mr. Jones: "Are there any questions you 
 would like to ask ? We open at nine and close 
 at five, and we give Saturday afternoons un- 
 less we are unusually busy." 
 64 
 
OF APPLYING FOR A POSITION 
 
 Miss Alden: "I certainly don't object to 
 overtime. I should come to do my best, to 
 make myself as valuable as possible to you. 
 I realize that my future is in my hands and 
 that you will simply give me an opportunity." 
 
 Mr. Jones : "I like the way you put 
 things. When can you begin ?" 
 
 Miss Alden: "Now." 
 
 Mr. Jones : "Good ! Take off your hat and 
 coat." 
 
 6s 
 
THE ETHICS OF THE TELEPHONE 
 
 np HE use of the telephone has become so 
 ■^ universal that few of us realize that it is 
 an integral part of the mercantile machine, 
 without which it would be difficult to transact 
 more than the simplest kinds of business and 
 in the smallest quantities. 
 
 True, we used to get along without tele- 
 phones, and business did not seem to be 
 handicapped, because the value of any inven- 
 tion or something new is not wholly in its 
 intrinsic worth, but in the prevalence of its 
 use. 
 
 Fifty years ago the corner drug store did 
 not lose caste if it persisted in using kerosene 
 lamps for illuminating purposes, because the 
 lamp was in vogue, gas was not universally 
 used, and electric lights were unknown. To- 
 day that same store would not hold or attract 
 respectable trade unless it were brilliantly 
 lighted with electricity. 
 
 I recall the days, not so many years ago, 
 either, when I felt quite proud of my office 
 
 66 
 
THE ETHICS OF THE TELEPHONE 
 
 wall telephone, with the old-fashioned trans- 
 mitter, a sort of box, and with the gas and 
 water pipes acting as return wires to the 
 central office. The instrument worked all 
 right for short distances ; but when I wanted 
 to call up New York, or some other city, I 
 had to go to the central office, where an im- 
 proved instrument was installed. Not more 
 than twenty-five per cent, of the offices had 
 telephones, and consequently I could have 
 done business without one. To-day a man 
 feels rather ashamed of himself without a 
 telephone in his office, perhaps two or three 
 trunk lines, and a telephone in his residence. 
 If he dines at a club, he will find several pay 
 stations on the lower floor and portable tele- 
 phones distributed among the tables. With- 
 out leaving his seat he can, between courses, 
 talk across the continent. 
 
 Accurate statistics are impossible, but I 
 have heard it stated that not far from one- 
 half the orders are transmitted over the tele- 
 phone, and this is in addition to the millions 
 of other business and social matters which 
 keep the wires busy. Comparatively few calls 
 
 67 
 
THE ETHICS OF THE TELEPHONE 
 
 occur without arrangements having been 
 made over the telephone. Prices are quoted 
 and information of every description is 
 given. 
 
 Notwithstanding this, there appears to be 
 no perceptible difference in the volume of 
 telegrams and letters, for the telephone does 
 not take the place of either the telegram or 
 the letter, but supplements them both. 
 
 Few employees realize that, when the tele- 
 phone is in use, the office is cut off from the 
 outside world. Many an order has been lost, 
 and many an important communication has 
 failed to be received, because the telephone 
 was busy. The housewife may trade at sev- 
 eral stores of the same kind. She calls up 
 one, and finds the line is busy. She tele- 
 phones to another and places the order. 
 
 A business man wishes to obtain informa- 
 tion regarding, let us say for example, an ex- 
 pensive ventilating plant. He attempts to 
 telephone to the office of a manufacturer. 
 The line or lines are busy. At that time, as 
 he has no particular preference, he calls up 
 another maker. He gets him, and the chances 
 
 68 
 
THE ETHICS OF THE TELEPHONE 
 
 are two to one that this house with which he 
 talks will receive the order, all things being 
 equal. 
 
 The business telephone, therefore, should 
 be used for business purposes only, or nearly 
 so, and not for social conversations, particu- 
 larly long ones. There is a record, I think, 
 of a telephone talk which lasted seven hours. 
 This, of course, is exceptional ; but telephone 
 communications lasting from fifteen minutes 
 to a full hour are not infrequent. 
 
 Large concerns, including the department 
 stores, install pay stations, which are for the 
 use of their employees, and they are not al- 
 lowed access to the regular trunk lines ; but 
 the majority of small stores and offices do not 
 restrict the use of their telephones, assuming, 
 thoughtlessly, perhaps, that their employees 
 will not abuse the privilege. 
 
 No business or professional man objects to 
 a bookkeeper, stenographer, or other em- 
 ployee using the telephone in emergencies, or 
 even sometimes for matters of no great im- 
 portance ; but he realizes, or should, that long 
 communications, and those of purely social 
 69 
 
THE ETHICS OF THE TELEPHONE 
 
 II H IIHIII — ■ ■■Ill I I ■■ I 1——^—^ I I II ^— .^ 
 
 import, are likely to work to his injury, for 
 they cut him off from customers, clients, and 
 others. 
 
 Few business men hold long conversations 
 over the telephone, even about business mat- 
 ters, because they feel that others may at- 
 tempt to call them up when the line is busy, 
 at possible loss to them. 
 
 I am sorry to say that many, altogether too 
 many, employees do not have a proper sense 
 of proportion, and lack good judgment. 
 When the employer is out, they call up social 
 friends and gossip over the 'phone. 
 
 The following conversation over the tele- 
 phone is not exaggerated, nor is it unusual. 
 Space does not permit me to give it in full. 
 I present enough to show how unbusinesslike 
 it is, and how it is likely to work injury to 
 the concern. 
 
 The employer has not yet arrived. The 
 stenographer is alone in the office. The fol- 
 lowing is heard : 
 
 "Give me Main 4362. Forsythe & Blake ? 
 
 70 
 
THE ETHICS OF THE TELEPHONE 
 
 Miss Simmons, please. Hello, Maud ! This 
 is Alice. How are you? Isn't this a punk 
 day? Yes, I got sopping wet, too. I don't 
 see what ails the weather. Seems as if we 
 had nothing but rain. It began to rain when 
 we were on the way home last night. I got 
 several spots on the bottom of my skirt. I 
 don't suppose they'll come off either. Well, 
 such is life! Did you have a good time? 
 Well, pretty good. It didn't strike me as 
 successful as the last dance. I liked that 
 blue dress of yours. No use, I've got to ad- 
 mit that blue is your color. You ought to 
 wear it all the time. Wasn't Emma Stiles a 
 sight ! Whatever possessed her to have such 
 a combination of color? And with her red 
 hair, too. People with red hair ought to be 
 awfully careful. You say you heard several 
 speak of her? Well, I don't wonder. My, 
 but I'm tired to-day! I didn't sleep more 
 than two hours. This social life is killing 
 me. Say, Maud, want to go to the theatre 
 Saturday night? Why, wherever you say. 
 Yes, that suits me all right. Well, I'll get 
 the tickets. I'll telephone down for them and 
 
 71 
 
THE ETHICS OF THE TELEPHONE 
 
 get them to hold them. Call for them on my 
 way home. Any date for to-morrow noon ? 
 Want to go to lunch with me? All right. 
 Twelve-thirty. Where shall we meet? At 
 Gray's? Do you like it there as well as at 
 Brown's ? I don't. You get a lot more for 
 your money at Brown's. And once at Gray's 
 I got an omelet that was made of perfectly 
 rotten eggs. It was the limit! I've never 
 been there since. You've never tried 
 Brown's ? Well, it's high time. We'll go 
 there to-morrow. You know where it is? 
 Yes, Washington Street. Nearly all the girls 
 in this building go there. Quite a family 
 party. Do you know Nell Macy that works 
 for Pendleton Brothers? Just by sight? 
 She's engaged. Announced it yesterday. You 
 ought to see her ring ! Swellest thing ever. 
 They say he has quite a lot of money. Nell's 
 an awfully pretty girl, but she's kind of stuck 
 up. Marrying money is too much for her, I 
 guess. But, then, she was always inclined 
 that way. Hasn't she got elegant hair 
 though ? It's such a lovely color. Clara Sea- 
 man says it reaches down below her knees. 
 
THE ETHICS OF THE TELEPHONE 
 
 Clara is an intimate friend of hers. Me next ? 
 Well, I guess not ! No such luck. I wouldn't 
 mind, though. To tell the truth, I'm getting 
 kind of sick of tirotting in town every day, 
 doing the same old thing over and over. I try 
 not to get into a rut though. Some people 
 may think I go around too much nights, but I 
 should just stagnate if I didn't. Don't you 
 feel that way? Yes, I think Sylvia is a fool 
 about it. Makes a regular hermit of herself. 
 Says she can't gad nights and do decent work 
 days. Well, maybe she's right, but I think 
 she carries it too far. Mercy, it's almost half 
 past nine and I haven't done a stroke of 
 work! The boss is going to be late this 
 morning, and Miss Evans, his secretary, is 
 out sick, so I'm holding the fort alone. Well, 
 so long. See you to-morrow at twelve- 
 thirty." 
 
 And because of this the office was shut off 
 from the business world for fully thirty min- 
 utes. 
 
 The next morning the employer enters. In 
 a few moments the telephone bell rings. Miss 
 Dutton, the stenographer, answers it. 
 73 
 
THE ETHICS OF THE TELEPHONE 
 
 Miss Button : "Mr. Harmon would like to 
 talk with you, Mr. Tracy." 
 
 Mr. Tracy: "Hello, Harmon. What's 
 that ? You say you called me up every five 
 minutes between nine and nine-thirty yester- 
 day? Why, of course, my office was open. 
 My secretary is out ill, but by stenographer 
 was here, and she is authorized to receive 
 orders. I'm sorry. More than sorry. Hope 
 you won't hold it up against me. Too bad. 
 But, then, I can't blame you. The fault is 
 here somewhfere. I'll investigate, and it won't 
 occur again. (Hanging up receiver and turn- 
 ing to his stenographer) : Did you open the 
 office as usual yesterday morning. Miss But- 
 ton?" 
 
 Miss Button: "Yes, sir." 
 
 Mr. Tracy: "Bid you use the 'phone?" 
 
 Miss Button: "Yes, sir." 
 
 Mr. Tracy : "On business ?" 
 
 Miss Button: "Well, not exactly. I 
 wanted to make an appointment with a friend 
 of mine." 
 
 Mr. Tracy : "How long did you talk with 
 her?" 
 
 74 
 
THE ETHICS OF THE TELEPHONE 
 
 Miss Button : "A few minutes." 
 
 Mr. Tracy (severely) : "Miss Button, I 
 think you are mistaken. You must have 
 talked half an hour." 
 
 Miss Button : "O, I don't think it could 
 have been as long as that !" 
 
 Mr. Tracy: "It must have been. You 
 heard part of the conversation between Mr. 
 Harmon and me. He is one of our best cus- 
 tomers. For fifteen years we have received 
 about this time of year a large order from 
 him. In fact, we have grown to feel that that 
 order belongs to us. Yesterday, at nine 
 o'clock, he called up the office, intending to 
 give us the order as usual. He says that he 
 tried to get us every five minutes for half an 
 hour. He was in a hurry to fill the order, 
 because he was obliged to take a train for 
 the West. On the train he met Marsh, our 
 principal competitor. They are friends, and 
 they enjoyed a smoke together. I don't know 
 just how it happened, but I do know that 
 Marsh got the order, an order which was in- 
 tended for us, and which we should have re- 
 ceived had he been able to reach our office," 
 75 
 
THE ETHICS OF THE TELEPHONE 
 
 Miss Button : "I'm very sorry. I didn't 
 think of any harm." 
 
 Mr. Tracy : "Being sorry doesn't help me 
 any. The order is lost, lost because you didn't 
 know better than to cut my ofBce off for half 
 an hour, and during my absence. The order 
 has gone to a firm competent to take care of 
 Harmon, and the chances are that future or- 
 ders will go in the same direction. No, I'm 
 not blaming you because we have lost the 
 order. I'm finding fault with you because of 
 your lack of judgment. You would have been 
 just as culpable had this order not been lost 
 through your carelessness. I'm very sorry. 
 Miss Button. Miss Evans is going to be 
 married in a few months, and I had slated 
 you for her position, but I cannot promote 
 you because I have lost confidence in your 
 judgment." 
 
 Miss Button: "But, Mr. Tracy, you did 
 not tell me that you objected to my using the 
 telephone." 
 
 Mr. Tracy: "I know it, and I don't intend 
 to do it now. I find that you are lacking in 
 judgment, that I cannot trust you, that it is 
 
 76 
 
THE ETHICS OF THE TELEPHONE 
 
 necessary for me to tell you what and what 
 not to do. My secretary must have judgment, 
 must know what is proper without being told. 
 If you are so deficient that you don't realize 
 that loss is liable to occur if you cut off my 
 office from the business world for half an 
 hour, then you can't be trusted. That's all." 
 
 n 
 
APPROPRIATE AND 
 INAPPROPRIATE BUSINESS DRESS 
 
 A S a mere man I know that I am walking 
 ^^ on slippery ground when I attempt to 
 suggest what my sisters shall wear and shall 
 not wear. 
 
 If I were a woman, I should even then feel 
 some hesitation in attempting to lay down 
 the rules for any feminine wardrobe. Styles 
 change with such lightning rapidity that I 
 should be woefully behind the times if I did 
 not live in a dressmaking shop and join a 
 modiste club. 
 
 It is with due humility that I approach' this 
 subject and I preface my remarks with un- 
 written apologies. 
 
 I do not propose to discuss any form or 
 style of dress save that which is worn in the 
 office and store, dress that becomes a part of 
 business, and, therefore, may not be inappro- 
 priately spoken of; for, while dress is of only 
 secondary importance, so long as it is a part 
 of business it may be discussed from a busi- 
 ness standpoint. 
 
 78 
 
BUSINESS DRESS 
 
 I do not take advantage of the apparent 
 opportunity to consider humorously the rai- 
 ment of women or to poke fun at what is 
 worn and at the wearers themselves; for, 
 while the dress of man is more suitable to 
 business and to action, is more sensible, and 
 not so much subjected to will-o'-the-wisp 
 fashion, man would be as foolish as woman 
 is supposed to be if conditions and environ- 
 ment suggested display in clothing. 
 
 Not so many years ago men wore lace 
 ruffles and satin suits, and used their bodies 
 as frames upon which to hang the various 
 styles of the day. They changed because con- 
 ditions suggested, and, to an extent, made it 
 imperative, that they should wear plainer and 
 less conspicuous clothing; and women will 
 do the same when subjected to similar re- 
 quirements. Overdress, or the vulgar dis- 
 play of ultrafashionable clothing, is a com- 
 mercial proposition. Business for the sake 
 of business invents the styles and sets the 
 pace. When one criticises the overdress of 
 women he must place at least half of the 
 blame upon the shoulders of men, for the in- 
 
 79 
 
BUSINESS DRESS 
 
 stigators of style, and the sellers of material 
 which goes to display it, are usually of the 
 masculine gender. Without the encourage- 
 ment of business, plain and sensible dressing 
 would be almost universally in vogue. 
 
 Appropriate dress is that which is the most 
 comfortable and which harmonizes with con- 
 ditions. An apron would attract undue atten- 
 tion in the ballroom; conversely, evening 
 dress worn in the business office or on the 
 street would show the bad taste and vulgar- 
 ity of the wearer. 
 
 The department stores, and some others, 
 regulate the dress of their employees, and 
 this is right, for, if these rules were not laid 
 down and enforced, there would be behind 
 the counter, in the case of both men and 
 women, a display of the ultraf ashionable and 
 a superabundance of dowdiness. 
 
 Clerical workers in the office, however, are 
 not subjected to dress regulations, and it is 
 of them that I wish to speak. 
 
 Without going into details, or making 
 specific suggestions, I should say that appro- 
 priate office dress is that which is inconspic- 
 80 
 
BUSINESS DRESS 
 
 uous. If the average business man can give 
 in detail to his wife a description of the cos- 
 tume worn by his stenographer, the chances 
 are that the woman is not appropriately or 
 properly gowned. 
 
 The office is not a place for the exhibition 
 of costumes. It is for business, and the 
 wearing of anything which is uncomfortable, 
 which suggests display, vulgar or otherwise, 
 should be tabooed. 
 
 Neatness is of first importance. The most 
 fashionable tailor-made gown, which per- 
 fectly fits its wearer, if unaccompanied by 
 cleanliness of linen, is worse than a dowdy 
 dress, for a soiled collar is thrown into 
 stronger relief if worn on an expensive or 
 fashionable garment. Unpolished shoes, or 
 those run down at the heel, do not furnish a 
 good foundation for the display of fashion 
 above them. Silk stockings, with a hole 
 showing above the shoe top, suggest that the 
 wearer would have done better to purchase 
 less expensive ones which would not have 
 required such frequent attention. 
 
 The display of jewelry in the office is never 
 
 8i 
 
BUSINESS DRESS 
 
 in good taste. If the jewelry, including the 
 rings, is plated, with stones of paste, the 
 wearer presents evidence that he or she is 
 willing to deceive. It is a dishonest practice. 
 If, on the other hand, they are of solid gold 
 with genuine stones, but more than ordinarily 
 large and showy, extravagance is self-evi- 
 dent; and, even if one is financially able to 
 wear such trinkets, he or she shows igno- 
 rance and bad taste. 
 
 I am not suggesting the total absence of 
 jewelry. Neat pins are necessary, and there 
 is no objection to one or two inconspicuous 
 rings on a woman's fingers. A watch is prac- 
 tically a necessity. 
 
 The average business man objects to the 
 tinkle of bangles and bracelets, and to the 
 catching of long strings of beads upon a pro- 
 jecting desk angle or the typewriter keys. 
 Nothing shows a shallow mind more than the 
 wearing of a big diamond ring by an under 
 clerk; and, as a matter of fact, I should sug- 
 gest that conspicuous rings be avoided by the 
 members of both sexes, irrespective of their 
 position in society or in business. 
 82 
 
BUSINESS DRESS 
 
 Comparatively few women, or men, for 
 that matter, realize the value of harmonious 
 colors. The wrong combination of colors, or 
 an unbecoming shade, even if the gown is 
 otherwise neat, makes one conspicuous by the 
 very incongruity of it. The right color costs 
 no more than the wrong one, and a good fit 
 may be procured for little additional expense 
 and effort. 
 
 Many an appropriate suit has been injured 
 by the wearing of a necktie which matches 
 neither the clothes nor the wearer of them. 
 
 I do not suggest that a girl garb herself in 
 dark shades entirely, as a touch of color is a 
 pleasure to the eye, and white, if clean, is 
 always attractive. 
 
 The dresser should not forget that any 
 costume which makes her conspicuous, which 
 will cause the caller to stare at her, is always 
 in bad taste. 
 
 The arrangement of the hair should be con- 
 sidered as an important item, for it is really 
 a part of the dress itself. Thousands of 
 young women seem possessed to do up their 
 hair in a manner to suggest a last year's 
 83 
 
BUSINESS DRESS 
 
 bird's nest, to the injury of their personal ap- 
 pearance ; or to drag a lock of hair over one 
 eye, to the sacrifice of perfect vision. Many 
 wear pins covered with rhinestones, which 
 are only fit to sparkle in the evening light. 
 As many thousand young men stick their 
 hair to their skulls with oil as thick as muci- 
 lage, scented with ill-smelling perfume. 
 
 Right here may I not speak of perfume? 
 There is no excuse for its use by men, for 
 society does not require it, and it lays 
 one open to the suspicion of being a fop or a 
 dude, A slight suggestion of good perfume 
 on a woman is not to be crticised ; but per- 
 fume which is not confined to a woman's per- 
 son, which scents the entire room in which 
 she sits, which precedes her as she enters a 
 car, is certainly to be condemned. Pardon 
 me for saying it, but I never meet a person, 
 man or woman, overscented with the attar of 
 artificial flowers, without a thought that per- 
 haps it was put on to cover up what should 
 be removed by soap and water. 
 
 The following dialogue presents a concrete 
 84 
 
BUSINESS DRESS 
 
 case, illustrating what is altogether too 
 prevalent in business life. 
 
 The employer is seated at his desk. His 
 stenographer enters, gowned in a purple vel- 
 vet dress, cut somewhat low in the neck, short 
 as to sleeves, and trimmed with a profusion 
 of heavy lace. With book in hand she ap- 
 proaches her employer and seats herself by 
 his side. The merchant looks up and for a 
 moment stares at the young woman. Then 
 he lapses into thought. 
 
 Mr. Heath : "Pardon me, Miss Allen, but 
 may I say a few words to you as I should to 
 my own daughter, who, you know, is about 
 your age? And may I speak frankly to you, 
 not as your employer, but as your father 
 would, or as a friend?" 
 
 Miss Allen (surprised) : "Certainly, Mr. 
 Heath." 
 
 Mr. Heath (hesitatingly) : "Excuse me 
 for being blunt and coming to the point at 
 once, but why did you wear that costume to 
 the office?" 
 
 Miss Allen (blushing) : "Why, I was at a 
 8s 
 
BUSINESS DRESS 
 
 card party last evening and I spent the night 
 with a friend." 
 
 Mr. Heath : "Why didn't you take your 
 business clothes with you, as I did? I hap- 
 pened to attend a reception out of town last 
 evening, but, if you will look in the closet, 
 you'll find my suit case there containing my 
 dress suit." 
 
 Miss Allen : "Well, it was cold, and I hated 
 to carry a suit case." 
 
 Mr. Heath : "So did I, but how should I 
 have looked if I had entered the office in 
 evening dress ? Wouldn't you have stared at 
 me, and wouldn't everybody else have looked 
 at me askance?" 
 
 Miss Allen: "It's different with a man. 
 This dress of mine isn't a regular evening 
 gown." 
 
 Mr. Heath : "Well, it isn't a business one, 
 is it?" 
 
 Miss Allen : No, but I thought it wouldn't 
 do any harm for one day. I usually dress ap- 
 propriately, don't I ?" 
 
 Mr. Heath: "Very, and that is all the 
 more reason why I noticed the change this 
 
BUSINESS DRESS 
 
 morning. Now, I'm going to be very frank 
 with you, and please don't be offended. I'm 
 talking to you as if you were my own daugh- 
 ter. When you passed through the ware- 
 rooms, after you had removed your outer 
 garments, a dozen clerks stared at you, and I 
 am very glad that you didn't hear the re- 
 marks which undoubtedly were directed to- 
 ward you." 
 
 Miss Allen: '^Why, what do you mean, 
 Mr. Heath?" 
 
 Mr. Heath : "Any woman inappropriately 
 dressed causes remarks and some of them 
 are not very refined. You probably subjected 
 yourself to what you would have considered 
 insults if you had heard them. Then, there 
 will be a great many callers at the office to- 
 day. Every one of them will stare at you, 
 and strangers will wonder if this is your 
 usual way of dressing. I shall be criticised 
 also. Now, Miss Allen, there are three rea- 
 sons why a woman overdresses. One is be- 
 cause she is foolish. Another is because she 
 is extravagant, or she has extravagant pa- 
 rents, who have not brought her up to dress 
 ?7 
 
BUSINESS DRESS 
 
 in good taste and who encourage her in 
 extravagance. A third reason is that some- 
 body else is paying for her clothes. I think 
 you understand me. Of course, this does not 
 apply to you, but an overdressed woman lays 
 herself open to suspicion, particularly if she 
 is a clerk and is not supposed to be able to 
 afford expensive costumes for everyday 
 wear." 
 
 Miss Allen : "But I have never worn this 
 before." 
 
 Mr. Heath : "True, but how are strangers 
 to know that this- is not your usual manner 
 of dressing? They will have excuse for 
 criticising you and for making remarks, 
 which I sincerely hope will be confined to 
 themselves. Any inappropriately dressed 
 woman invites overtures, which it would 
 not occur to men to make if she were neatly 
 and quietly costumed. I can't blame my 
 callers if they stare at you. I have stared at 
 you myself. The dress is becoming, I admit, 
 and it is appropriate for a reception or party, 
 but not for business. You will be judged 
 here in the office, by those who do not know 
 
BUSINESS DRESS 
 
 you, by what you appear to be, not by what 
 you really are. As a matter of fact, I am 
 unwilling to have people misjudge you, or 
 me either, and to think that this office em- 
 ploys young women who are devoid of good 
 taste and sense. It won't take you more than 
 an hour or two to go home and change your 
 clothes, will it?" 
 
 Miss Allen: "No, sir." 
 
 Mr. Heath : "Well, I think you would bet- 
 ter go. I hope that you do not resent what 
 I have said, for I have spoken for your good 
 as well as for mine." 
 
 Miss Allen (after a short silence) : "No, 
 Mr. Heath, I see that you are right, and I 
 can simply ask your pardon. It will not 
 occur again," 
 
 89 
 
PACIFYING CUSTOMERS 
 
 "PRACTICALLY all employees, except 
 "^ hand-workers in the mill and laborers, 
 will continually or occasionally meet the cus- 
 tomer, and, when there is no adjustment de- 
 partment, they will have opportunity to 
 handle every kind of complaint, whether 
 justifiable or not. , 
 
 Here, perhaps more than in any depart- 
 ment of business, diplomacy and courtesy 
 are essential, for without them it is difficult 
 to satisfy the customer. If he has received 
 goods which are not satisfactory, or which 
 he thinks are not as represented, he has a 
 re^l or apparent cause for complaint. 
 
 Mistakes are annoying, and the complainer 
 frequently is irritable and often unreason- 
 able. 
 
 No matter what his attitude may be, he 
 must be met with courtesy and satisfied if 
 possible, especially when the seller is at 
 fault. 
 
 Even when the goods are as represented, 
 
 90 
 
PACIFYING CUSTOMERS 
 
 and the customer takes exception and goes 
 as far as insult, it is better to handle him 
 diplomatically than to antagonize him, be- 
 cause many a man is unreasonable for the 
 moment and is unfair, although his inten- 
 tions may be good. 
 
 A small purchase, amounting to hardly 
 more than a few cents, may be of importance 
 to the buyer, for, if the goods are not what 
 is wanted, an injury may result. The goods, 
 of little value in themselves, may be impor- 
 tant for the reason of their connection. 
 
 I am not suggesting that the employee 
 allow himself to be insulted, but, if one errs, 
 he would better do so by disarming with 
 courtesy instead of taking the other tack. 
 The clerk can be a gentleman, even thbugh 
 the caller is not. 
 
 At the start he should assure the customer 
 that everything will be made right, and then 
 attempt to produce that result. 
 
 Many large concerns find it good policy to 
 exchange goods, or to return the money, 
 even though the customer is entirely at fault. 
 The loss resulting is likely to be very much 
 
 gi 
 
PACIFYING CUSTOMERS 
 
 less than it would be if they were altogether 
 just to themselves. 
 
 It frequently pays to lose a little for the 
 much which may result. 
 
 A dissatisfied customer, even though he 
 may be unfair and unreasonable, is a bad ad- 
 vertisement for the house. 
 
 The majority of unreasonable customers 
 are unintentionally dishonest. They see 
 things from a different viewpoint, and are 
 not sufficiently experienced to understand 
 conditions. They are likely to consider a 
 small matter serious and to blame an inno- 
 cent party. 
 
 The following dialogue presents a typical 
 case of an unjust complaint. 
 
 A fussy old gentleman enters a shop where 
 wall paper is sold. He is courteously met by 
 the salesnjan. 
 
 Salesman: "Good morning, sir. What 
 can I do for you ?" 
 
 Customer (savagely) : "What kind of a 
 shop is this, anyway? It's the last time I'll 
 ever buy anything here." 
 92 
 
PACIFYING CUSTOMERS 
 
 Salesman : "Why, what's the trouble ?" 
 
 Customer : "Trouble enough !" 
 
 Salesman : "I think I can help you, if you'll 
 explain." 
 
 Customer: "I don't know whether you 
 can or not. I'm disgusted with the whole 
 business." 
 
 Salesman: "Please tell me the particu- 
 lars." 
 
 Customer: "Well, I came in here yester- 
 day and ordered a lot of wall paper for my 
 house in Brookline. I'm Mr. Stevenson." 
 
 Salesman : "Yes. I remember your order, 
 although I didn't take it." 
 
 Customer: "You promised to send the 
 paper yesterday and to have the paper hang- 
 ers at my house this morning. The paper 
 hangers are there all right — two of 'em — 
 but there's no paper for 'em to hang." 
 
 Salesman: "Just a moment. I'll call up 
 the shipping department. (Does so.) (Turn- 
 ing to Mr. Stevenson) : The shipper tells me 
 that the paper was taken by Lockwood's Ex- 
 press at noon yesterday and should have 
 been delivered at your house last night." 
 
 93 
 
PACIFYING CUSTOMERS 
 
 Customer: "But it wasn't." 
 
 Salesman: "If you'll wait a moment, I'll 
 telephone the express company. They may 
 be at fault. (Does so.) (Turning to Mr. 
 Stevenson) : They say that the wall paper 
 was delivered about seven o'clock last even- 
 mg." 
 
 Customer: "They lie." 
 
 Salesman : "Pardon me, but may I call up 
 your house?" 
 
 Customer: "What good will that do?" 
 
 Salesman : "Will you let me do it, please?" 
 
 Customer : "Well, go ahead. But I haven'^t 
 time to do any more fooling. I can get the 
 paper somewhere else." 
 
 Salesman : "But you see it isn't our fault." 
 
 Customer : "Yes it is. You shouldn't have 
 sent it out by an unreliable express." 
 
 Salesman: "The express company states 
 that it was delivered. There must be some 
 mistake at your home." 
 
 Customer: "And I tell you that they lie 
 when they say that they delivered it." 
 
 Salesman : "What is your telephone num- 
 ber?" 
 
 94 
 
PACIFYING CUSTOMERS 
 
 Customer: "Brookline 326." 
 Salesman (calls up residence) : "May I 
 speak with Mrs. Stevenson?" 
 Customer: "She isn't at home." 
 Salesman: "Which maid shall I ask for?" 
 Customer: "Ask for Mary Sullivan?" 
 Salesman (talking over the telephone) : 
 "May I speak with Miss Mary Sullivan? 
 Is this Miss Sullivan? This is Burbank 
 Brothers, wall papers. Mr. Stevenson is 
 here and he tells me that the paper which 
 he ordered yesterday hasn't arrived. Do you 
 know anything about it ? It has been found, 
 you say? Where? In the garage? Oh, I 
 understand. Thank you. Good-by. (Turn- 
 ing to Mr. Stevenson) : Your maid says that 
 the paper ai-rived last night. Mrs. Steven- 
 son happened to be on the piazza when the 
 expressman called, and she ordered it placed 
 in the garage." 
 
 Customer: "Why didn't she tell me be- 
 fore she went away last evening? She knew 
 that I shouldn't see her again until to- 
 night." 
 
 Salesman : "I really can't say, Mr. Steven- 
 
 95 
 
PACIFYING CUSTOMERS 
 
 son. Evidently she forgot. Well, it's all 
 right now. The men are at work, and not 
 m^ich time has been lost." 
 
 Customer: "Well, it isn't your fault, any 
 way. I suppose I'll have to apologize, but, 
 honestly, I was mad clear through." 
 
 Salesman : "No apology is necessary, Mr. 
 Stevenson. You had cause for irritation, 
 and you were looking for somebody to whom 
 to express yourself. I happened to be the 
 poor chap this time, but I don't mind. I 
 can't blame you; I know I'm unreasonable 
 myself at times, and I do realize how annoy- 
 ing it is not to have things delivered when 
 promised." 
 
 Customer : Say, young fellow, what's your 
 name ?" 
 
 Salesman : "Frank Bancroft." 
 
 Customer: "Well, I'm going to build a 
 block of houses out my way pretty soon, and 
 I'll come to you. I guess you can give me 
 some advice about the paper. I'm not too 
 old to know when I make a fool of myself. 
 I'm under obligations to you, Mr. Bancroft. 
 Good morning." 
 
 96 
 
PACIFYING CUSTOMERS 
 
 The following is a typical illustration of a 
 just complaint: 
 
 A lady enters upholstery department. 
 
 Salesman : "Can I help you ?" 
 
 Customer : "Perhaps you can. I don't see 
 the salesman whom I traded with the other 
 day." 
 
 Salesman: "Do you know his name or 
 what he looks like?" 
 
 Customer : "I don't know his name, but he 
 is fair and rather short." 
 
 Salesman : "Evidently it was Mr. Cooper. 
 He is out just now, but I think I can help 
 you. What is the trouble ?" 
 
 Customer: "Well, I really am annoyed. 
 Less than two months ago I purchased some 
 brown draperies. I was assured that they 
 would not fade ; at least, not for a long time, 
 and then not badly. I put them up in my 
 windows over my lace curtains and they 
 have faded terribly in this short time." 
 
 Salesman: "What was the material?" 
 
 Customer (pointing to some goods on the 
 shelf) : "About like that brocade." 
 
 97 
 
PACIFYING CUSTOMERS 
 
 Salesman: "Those are our regular stand- 
 ard goods, and they are guaranteed. I'm 
 glad to know about this. I'll speak to the 
 head of the department at once. (Turning 
 to a man near by) : Mr. Clement, will you 
 step here a moment? This lady purchased 
 some of our brown Sunfast brocade about 
 two months ago, and she says it has faded 
 very badly." 
 
 Mr. Clement: "I can't understand it. 
 These colors are fast, and every piece is fully 
 guaranteed. Let me assure you, madam, 
 that we'll 'make good.' Will it be con- 
 venient to give the draperies to our delivery 
 man if he calls to-morrow?" 
 
 Customer: "Yes." 
 
 Mr. Clement : "Please select any material 
 you wish, and it will be delivered at once. 
 Of course, you will be allowed the full price 
 you paid, and, further, if you wish, we'll 
 have the new curtains made up at our ex- 
 pense. We deeply regret the occurrence. 
 You know accidents will happen. The best 
 guaranteed goods sometimes don't hold their 
 own. I shall take the matter up personally 
 98 
 
PACIFYING CUSTOMERS 
 
 with the manufacturers, and you may de- 
 pend upon receiving full satisfaction. Mr. 
 Smith, show Mrs. ?" 
 
 Customer: "Mrs. John Anderson." 
 
 Mr. Clement : "Show Mrs. Anderson what 
 you have in stock." 
 
 Customer: "I'd like the same shade and 
 pattern, but I hardly dare to take it." 
 
 Mr. Clement: "As what you have has 
 faded, I can't honestly advise you to take 
 any more of the same pattern, because it's 
 quite likely that all of this shade is in the 
 same condition. We have never had any 
 trouble before, and, therefore, I have no 
 hesitation in guaranteeing this grade of 
 goods ; but it would be safer, I think, to choose 
 some other shade or pattern. We have sev- 
 eral. (To salesman) : Show Mrs. Anderson 
 the goods which came in yesterday. They're 
 a little more expensive, but you may have 
 them at the same price. I'm sure you'll find 
 a shade and pattern to suit you." 
 
 Customer (examining goods) : "Here's a 
 beauty. I won't look any farther. I'll take 
 this." 
 
 99 
 
PACIFYING CUSTOMERS 
 
 Mr. Clement: "I'm sure that it will give 
 absolute satisfaction." 
 
 Customer: "Thank you. It's a pleasure 
 to do business with a house like yours." 
 
 Mr. Clement: "Thank you, madam. 
 Please bear in mind that we welcome com- 
 plaints when they are just. Do not hesitate 
 at any time to come to us if aLnything we 
 sell you is not completely satisfactory." 
 
 100 
 
THE COURTEOUS TURNING DOWN 
 OF A CALLER 
 
 A LE men, both business and professional, 
 ■^^ and especially the latter, are constantly 
 annoyed by callers, many of whom are per- 
 sonal friends, and, therefore, cannot be 
 easily dismissed. Some of these callers, 
 although they are gentlemen of the highest 
 order, cultured and considerate, do not real- 
 ize that business hours are for the conduct 
 of business and that any interruption is not 
 only annoying, but is likely to result in loss. 
 
 Among the business man's intimate 
 friends are likely to be members of the pro- 
 fessional craft, who, unfamiliar with busi- 
 ness requirements, consider social affairs of 
 vital importance and are often offended if 
 they are not given audience. 
 
 In my own experience, I have suffered 
 greatly because of these callers, men whom' 
 I respect and like. Some of them do not 
 realize that I have a right to be busy when 
 they are unoccupied. They call at all hours, 
 
 lOI 
 
THE COURTEOUS TURNING 
 
 and frequently insist upon seeing me, even 
 though 'an interruption may materially in- 
 terfere with the progress of my work. 
 
 Every man has suffered as I have. 
 
 Some of these callers may be turned down 
 without an explanation, because they under- 
 stand conditions, but others would feel 
 greatly offended if they were dismissed with- 
 out seeing the person upon whom they de- 
 sire to call. 
 
 The secretary, stenographer, bookkeeper, 
 or other clerk, is often left alone while the 
 employer is closeted in his private office. He 
 may have given explicit orders that he is 
 not to be interrupted; but, even if he has 
 not, it is the duty of the employee to dis- 
 criminate and to protect him against unbusi- 
 ness-like callers or social visitors, if it can 
 be done pleasantly and diplomatically. 
 
 Courtesy is the surest and most satisfac- 
 tory weapon of defence. Comparatively few 
 men, even those who are irritable, pompous, 
 and conceited, will object to being turned 
 down if the employee uses discretion, diplo- 
 macy, and courtesy; but, if they are not 
 
 IQ2 
 
DOWN OF A CALLER 
 
 properly met, they may become offended and, 
 justly or unjustly, complain at the reception 
 which they receive. 
 
 There are times when the business or pro- 
 fessional man cannot be interrupted with- 
 out loss. He may be working upon a very 
 intricate problem, which requires solitude, or 
 he may have with him a customer or client 
 whose business is of such importance that 
 every effort should be made to avoid inter- 
 ruption. 
 
 There are times, however, when the clerk 
 or secretary should notify the employer, 
 even though he has received strict injunc- 
 tions not to do so. An unforeseen emer- 
 gency may come up. The social Caller may 
 have a message of the utmost importance 
 to deliver. It is for the employee, then, to 
 use his judgment, to follow instructions un- 
 less he has prima facie evidence that it is 
 necessary to inform his employer. 
 
 There is no rule which does not admit of 
 exception. 
 
 The majority of social callers, however, 
 siiould be politely dismissed, if the clerk un- 
 103 
 
THE COURTEOUS TURNING 
 
 derstands that his employer is not to be inter- 
 rupted, or if he has received orders to that 
 effect. A Httle diplomacy and courtesy will 
 usually accomplish the desired result. 
 
 The following dialogue is drawn from 
 life and from my own experience. I have a 
 friend, a very dear friend, a man whom I 
 honor — yes, I love him. He is kindhearted 
 and generous to the extreme. He would not 
 intentionally do anything to annoy me, or 
 to cause me even the slightest loss, yet he 
 has no idea of business. The practice of his 
 profession does not require more than a part 
 of his time. He is often at leisure, and be- 
 cause of his lack of experience he does not 
 understand how any one has a right to be 
 busy unless he is, and he magnifies his im- 
 portance, or, rather, the importance of what 
 he has to say. A little courtesy will disarm 
 him and send him away happy, yet he is 
 likely to make a strenuous effort to see me 
 at the start, and it requires some time to 
 convince him that my secretary would do 
 wrong if she did not prevent him from seeing 
 me. The gentleman in question is a fre- 
 104 
 
DOWN OF A CALLER 
 
 quent caller at my office and at my home. 
 He is known to my secretary as one of 
 my most intimate friends. He is so well ac- 
 quainted with her that he usually calls her 
 by her first name. He thinks he has some- 
 thing important to convey, even though it 
 may be of the slightest consequence. 
 
 Mr. Shaw (entering briskly) : "Good 
 morning, Ethel. Where's Nat?" 
 
 Secretary: "Good morning, Mr. Shaw. 
 Mr. Fowler's in his private office." 
 
 Mr. Shaw : "Tell him to come out." 
 
 Secretary: "He has an important client 
 from Chicago with him, and he asked me 
 particularly not to disturb him." 
 
 Mr. Shaw: "That's all right, but that re- 
 mark didn't refer to me. I've something to 
 tell him that is more than important." 
 
 Secretary: "Of course, he wants to see 
 you, and he'll be very much disappointed if 
 he doesn't, but I hardly like to interrupt him. 
 I know that they're discussing a matter of 
 great importance or he wouldn't have re- 
 quested me not to interrupt him under any 
 circumstances." 
 
 10$ 
 
THE COURTEOUS TURNING 
 
 Mr. Shaw : "I only want to see him a mo- 
 ment." 
 
 Secretary: "But that moment would be 
 contrary to orders, and I know that his client 
 would object to being interrupted." 
 
 Mr. Shaw: "Nonsense! What harm 
 would a moment do? They can go right on 
 from where they left off after I've got rid 
 of my bit of news. Just a minute !" 
 
 Secretary: "This client is particularly 
 averse to interruptions, and Mr. Fowler has 
 always told me to put off anybody who calls 
 when he is here. He comes from a long dis- 
 tance, and he wants undivided attention." 
 
 Mr. Shaw: "I understand, but my busi- 
 ness is important — important to him. I'll 
 tell you about it. You know Nat is looking 
 for a motor boat. I've got hold of a dandy. 
 Sixty feet long, with plenty of beam, sleep- 
 ing accommodations for more than a dozen, 
 cook room, couple of staterooms, toilet room, 
 and the best motor on the market. Owner 
 wants to sell because he is going West. He's 
 willing to let it go at a big sacrifice. Never 
 was such a bargain." 
 
 10$ 
 
DOWN OF A CALLER 
 
 Secretary : "Where's the boat ?" 
 
 Mr. Shaw: "At the Crescent Yacht Club 
 yard." 
 
 Secretary: "Well, Mr. Shaw, why not 
 wait a little while, unless you're very busy? 
 Mr. Fowler will probably be out in an hour. 
 I can give you something interesting to 
 read." 
 
 Mr. Shaw: "Nat may lose a boat if he 
 waits. He ought to get after it right 
 away. I happen to know that George Wheel- 
 wright is looking for a boat, and he may 
 run across this one any moment. Nat will 
 be very angry if he doesn't hear of it in 
 time." 
 
 Secretary: "Let's see if we can't arrange 
 it so as not to interrupt him. Who owns 
 the boat?" 
 
 Mr. Shaw: "Thomas Burns." 
 
 Secretary: "Is he the president of the 
 Tenth National Bank?" 
 
 Mr. Shaw: "Yes." 
 
 Secretary: "I'll call him up and ask him 
 to give Mr. Fowler an option until three 
 o'clock this afternoon." 
 
 107 
 
THE COURTEOUS TURNING 
 
 Mr. Shaw: "That won't do. Somebody 
 else will be sure to get in ahead." 
 
 Secretary : "I don't think there's any dan- 
 ger of that. Mr, Burns knows Mr. Fowler, 
 and I think he would give him the first 
 chance. At any rate, it won't do any harm 
 to find out." 
 
 Mr. Shaw: "Just telephone in to Nat's 
 office. That won't trouble him." 
 
 Secretary: "But that would be just as 
 much of an interruption as calling him out. 
 You leave it to me. I'll call up Mr. Burns 
 now." 
 
 Mr. Shaw: "Well, I suppose you know 
 what you ought to do, and what Nat ex- 
 pects, Ethel, but it seems to me that this is 
 a case which needs immediate attention." 
 
 Secretary: "That's what I'm going to give 
 it." 
 
 Mr. Shaw: "Say, Ethel, you don't realize 
 what a boat this is. I never saw anything 
 like it for its size. There's everything in it. 
 He can cruise along the entire coast. It's 
 seaworthy. I know what Nat wants, and 
 I've never seen a boat that I think would suit 
 io8 
 
DOWN OF A CALLER 
 
 him as well. He wouldn't lose this chance 
 for a thousand dollars. It's such a bargain 
 that somebody may snap it up any moment. 
 It isn't safe to wait." 
 
 Secretary: "I know how much he wants 
 a good boat, but if he gets an option on this 
 one, that's all that's necessary." 
 
 Mr. Shaw: "No, it isn't, because if other 
 people find out about it first, the price may 
 go up. Somebody may offer more. The 
 boat is worth fifteen hundred more than the 
 price asked for it." 
 
 The Secretary calls Mr. Burns on the tele- 
 phone and obtains an option. Mr. Shaw, 
 half satisfied, walks about the office, some- 
 times approaching the door of the private 
 office. 
 
 Secretary : "Don't think that I'm obstinate 
 or rude, Mr. Shaw. I appreciate just how 
 important it is, but Mr. Fowler is working 
 on a deal which is much more important 
 than a boat. You see, I know the inside con- 
 ditions. Really, if I possibly could, I'd let 
 him know that you are here and anxious to 
 see him; but, truly, it would displease him. 
 109 
 
THE COURTEOUS TURNING 
 
 I think he would rather lose a thousand dol- 
 lars than be interrupted. And, now that Mr. 
 Burns has agreed to give him an option on 
 the boat, everything will be all right. He 
 will be sure to have finished his business 
 within an hour, and that will give you plenty 
 of time to examine the boat this afternoon. 
 I have a thought, Mr. Shaw. You know Mr. 
 Burns, don't you?" 
 
 Mr. Shaw: "Yes, slightly." 
 
 Secretary: "Why don't you go to see him 
 and talk the matter over with him. You 
 can keep him interested and I'll send Mr. 
 Fowler over just as soon as he is through 
 with his Chicago client." 
 
 Mr. Shaw (smiling): "I guess that's a 
 good idea. I'll go right over and see Burns, 
 and I'll wait for Nat there. Then we can 
 all three go over to see the boat." 
 
 My secretary used great diplomacy. First, 
 she more than half convinced Mr. Shaw that 
 what she did was right; secondly, she knew 
 that he always enjoyed having a finger in 
 every pie, and she gave him something to 
 do. Nothing would have delighted him more 
 no 
 
DOWN OP A CALLER 
 
 than the suggestion that he call upon Mr. 
 Burns and help negotiate for the sale of the 
 boat. He went away satisfied, and I was able 
 to attend to my business without inter- 
 ruption. 
 
 Ill 
 
WHAT YOU WANT WHEN YOU 
 WANT IT 
 
 HPHE province of education is twofold: 
 first, to fill one with sufficient informa- 
 tion to enable him to maintain his proper 
 level; and, secondly, to make it easier for 
 him to acquire and to use further informa- 
 tion as occasion demands. 
 
 The brain cells are theoretically limited, 
 although practically they appear to be inex- 
 haustible. There is no record of any man 
 having completely exhausted his mental fac- 
 ulties or capacity to absorb unless in a case 
 of insanity, and even then the mind is not 
 likely to remain stagnant. 
 
 It is obvious that no one, even though he 
 may possess the greatest of brain capacity, 
 has the time to obtain more than a very 
 limited amount of information. 
 
 A great scientist once said that what we 
 know is of little consequence compared with 
 our ability to get what we want when we 
 want it. The knowledge we store in our 
 
 112 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 mind is not, and cannot be, sufficient to carry 
 us over more than the beaten track of our 
 progress. When we branch beyond it, we 
 must obtain from outside of ourselves the 
 special and additional material necessary for 
 accomplishment, knowledge which it would 
 be unprofitable and uneconomical for any 
 one to possess in advance of requirement. 
 For example : the average person will waste 
 his time if he saturates himself with all of 
 the known electric&l principles, for the 
 chances are that he will have little or no 
 occasion to use this knowledge. The time 
 may come, however, when he will want to 
 know the difference between an ampere and 
 a volt. If he is properly educated, that is, 
 if his fundamental education has encouraged 
 his mind to be elastic, he will at once know 
 how to go about finding the answer to his 
 query. 
 
 The shoemaker naturally has neither per- 
 sonal nor business interest in the jewelry 
 trade, but the time may come when he will 
 want to know the average thickness of silver 
 on a plated spoon. It would be foolish for 
 
 "3 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 him to add a familiarity .with the art of 
 silver-plating to his education, when he can 
 easily obtain the information he desires in 
 the public library or by personal inquiry. 
 
 A library capable of answering practically 
 every question in business, science, literature, 
 or art need not consist of more than a few 
 dozen volumes, although, of course, it is ob- 
 vious that the information contained will not 
 be exhaustive. 
 
 Few people realize the information-giving 
 value of the unabridged dictionary. The 
 other day a friend dropped into my office 
 to pay a social call. 
 
 "Say," he said, after we had talked for a 
 while, "can you tell me what Croton Oil 
 comes from? I've asked a dozen people and 
 no one seems to know." 
 
 "I haven't the slightest idea," I replied, 
 "but I guess we can find it in the diction- 
 ary." 
 
 It was there, and, though the description 
 was brief, it contained all the information 
 which my friend wanted. 
 
 In my study a while ago were several liter- 
 114 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 ary men, including three educators of na- 
 tional reputation. Vocabularies were under 
 discussion. It was claimed, and no one dis- 
 puted it, that Shakespeare used more words 
 in the writing of his plays than any other 
 author. 
 
 "I'm ashamed to say," said one of my 
 visitors, a college professor, "that I haven't 
 any idea of the number of words used by 
 Shakespeare. Does anybody know?" 
 
 All of us blushe'd, hesitated, and finally 
 admitted that we were ignorant. 
 
 "Let's settle it," I said. 
 
 I telephoned to a friend of mine, a Shake- 
 spearean scholar. Instantly he replied: 
 
 "About fifteen thousand." 
 
 Now, I claim that next to knowing a thing 
 is the ability to locate an answer. I should 
 go even farther. With the exception of gen- 
 eral information, which all of us should pos- 
 sess, the ability to locate the answer to any 
 question is of more importance than the 
 knowledge of what the answer is, for, assum- 
 ing that any one could carry everything in 
 his head, he would waste his time in acquir- 
 
 "5 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 ing this knowledge, since ninety-nine per 
 cent, of it would be of no value to him. He 
 would be simply overloaded with facts, data, 
 and statistics, when he might have used his 
 time to better advantage in perfecting him- 
 self along one or more special lines. 
 
 It is, then, more necessary to know how 
 to obtain information than to have it, pro- 
 vided you possess sufficient general training 
 to enable you to utilize special knowledge 
 when you want it. 
 
 It is possible, yes, it is not difficult, for 
 one to be able to locate, the probable place 
 of answer to any question answerable, even 
 though most of the subjects are entirely out- 
 side of his environment, and those which he 
 is not likely ever to know about, hear about, 
 or think about. Mark, I say probable place 
 of answer, not always the certain place of 
 answer; but the probable place of answer 
 either has the solution or can undoubtedly 
 direct one to where it may be found. 
 
 For years I have made a specialty of at- 
 tempting to teach this art, if I may call it 
 such, to my pupils, and I have brought it out 
 
 ii6 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 in my lectures. Instead of acting as teacher, 
 I have requested my pupils to play the part 
 of inquisitors, to ask me questions unlimited 
 in scope, it being distinctly understood that 
 in no case shall I answer them, but that I 
 shall locate the probable place of answer. 
 The result has been very interesting, and I 
 believe extremely profitable. 
 
 The stenographer, secretary, bookkeeper, 
 or other employee, who has trained himself 
 to locate the probable place of answer to any 
 question, may, at times, be invaluable. 
 
 The merchant has been invited to deliver 
 an address at the annual meeting, say, of the 
 boot and shoe trade. As he does not handle 
 shoes or leather, he is unfamiliar with this 
 industry. It is not expected that he will 
 go into details, but a general knowledge of 
 the working of this trade, its magnitude, will 
 greatly increase the value of his address. 
 He is busy, but he dictates a letter of accept- 
 ance, at the close of which he remarks: 
 
 "I wish I knew something about shoes !" 
 
 "I can find out for you," replies his sec- 
 retary. 
 
 U7 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 "How?" 
 
 "If you will give me a day off, I'll bring 
 you all the data you need." 
 
 "Where are you going to get this infor- 
 mation?" 
 
 "In the public library," answers the secre- 
 tary simply. 
 
 The leave of absence is gladly granted. 
 The secretary undoubtedly presents much 
 that is of no value, but the merchant, with his 
 keen insight, separates the wheat from the 
 chaff and makes an address which is ap- 
 preciated, because it shows that he is not 
 unfamiliar in the premises. 
 
 Every public library, no matter how small, 
 contains some books of reference, and upon 
 the shelves of the large libraries are from one 
 to several hundred volumes filled with spe- 
 cific information. These books are listed 
 under the names of their authors and by 
 their subjects. If one would become familiar 
 with miniature painting, for example, it is 
 probable that he will find several books or 
 articles listed in the card index under "Min- 
 iature painting." Then the librarian is well 
 II? 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 posted, and often can discover a book or a 
 periodical containing just the information 
 desired. 
 
 A friend of mine, a clergyman, a magnetic 
 speaker, who is greatly in demand, was asked 
 to fill in at a banquet. He received the sum- 
 mons at four o'clock, and the dinner was to 
 be served at six. This gave him two hours, 
 an hour of which was required to reach the 
 banquet hall. He immediately went to the 
 public library, and, in twenty minutes, he 
 had in his possession data which enabled him 
 to deliver the most interesting address of 
 the evening. 
 
 Perhaps I can no better illustrate the value 
 of knowing how to find out what you want 
 to know when you want to know it than to 
 present samples of the questions asked me 
 by my pupils, and my answers, which, under- 
 stand, have to be instantaneous. While I am 
 able to answer many of the questions, I re- 
 fuse to do so, that I may carry out my plan 
 of illustrating how to locate the probable 
 place of answer to any question. 
 
 Question : "If a hair is placed upon a rail- 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 road track, will it curl or flatten when a train 
 runs over it?" 
 
 Reply: "Telephone to any professor of 
 physics in any college or school. If you do 
 not know the name of one, telephone to the 
 secretary of the college or school and ask 
 for the name. If the professor does not 
 know, he knows where the answer can be 
 obtained." 
 
 Question: "How many daily newspapers 
 are published in the United States ?" 
 
 Reply : "Ask the editor or publisher of any 
 newspaper. He probably has a newspaper 
 directory. If he hasn't, you may find it in 
 the public library." 
 
 Question: "How many faces of type are 
 manufactured ?" 
 
 Reply: "Inquire of the manager of a type 
 foundry, if one is located in your vicinity. 
 If not, ask any printer. The chances are 
 that nobody knows, but approximate figures 
 can be found." 
 
 Question : "How many books are published 
 annually in the United States?" 
 
 Reply : "Any book publisher can give you 
 
 ISO 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 this information, although the figures may 
 not be absolutely accurate, because new 
 books are published nearly every day in the 
 year." 
 
 Question: "Where does the drug bella- 
 donna come from?" 
 
 Reply: "Ask your local druggist, or con- 
 sult the large dictionary." 
 
 Question : "When were leather shoes first 
 worn ?" 
 
 Reply : "Communicate with the editor of a 
 trade paper devoted to the shoe industry. If 
 you do not know where this paper is loca'ted, 
 look it up in the newspaper directory, which 
 is kept in nearly every newspaper office, and 
 is probably in the public library. The editors 
 know, or can refer you to some book or 
 article giving the information." 
 
 Question : "In how many countries in the 
 world is the silk industry carried on?" 
 
 Reply: "It may be necessary for you to 
 consult some one in the silk business, al- 
 though it is possible that the manager of any 
 department store carrying silk goods has this 
 information." 
 
 121 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 Question: "Who discovered the art of 
 photography?" 
 
 Reply: "Very likely your local photog- 
 rapher cannot give you this information, but 
 he undoubtedly has a book on photography, 
 or he knows where one may be obtained, 
 which will probably answer the question. 
 Several books on the subject will be found 
 in large libraries and in some small ones." 
 
 Question: "Where can I obtain statistics 
 giving the volume of business done by the 
 principal trades in the United States ?" 
 
 Reply: "Write to the Document Depart- 
 ment, Bureau of Printing, Washington, 
 D. C. They probably have a pamphlet giv- 
 ing this information, which will be sent you 
 free or at a cost of a few cents. If it cannot 
 be obtained in this way, call upon, or write 
 to, any of the large commercial agencies like 
 Bradstreet or Dun. The Bureau of Print- 
 ing at Washington issues innumerable 
 pamphlets giving general, as well as specific, 
 information which is often of great value. 
 A catalogue will be sent you for the asking, 
 and you do not need to enclose stamps for it. 
 
 122 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 These pamphlets are also on file in many of 
 the public libraries." 
 
 At one of my sessions was a leading edu- 
 cator, a man of the most profound learning. 
 He asked if he might be allowed to put a 
 question. 
 
 "Certainly," I replied. 
 
 "Let us suppose," he began, "that I pro- 
 pose to issue a book or pamphlet containing 
 the best twelve poems of Browning. How 
 am I to determine which are the best 
 twelve?" 
 
 The question was, I think, one of the most 
 difficult ever given me. I answered as fol- 
 lows: 
 
 "It is obvious that the best twelve Brown- 
 ing selections will have to be determined by 
 opinion, for students of Browning differ, but 
 composite selection, if from scholars, may 
 be considered as authoritative. Call upon 
 the head of the editorial department of three 
 or four leading book publishers. Ask them 
 to give you the names and addresses of sev- 
 eral persons who have made a special study 
 of Browning. Let us say that you receive 
 123 
 
WHAT YOU WANT WHEN YOU WANT IT 
 
 the names of eighteen all told, including col- 
 lege professors and authors. Present this 
 question to each of them. The result will 
 probably not be unanimous, as it is likely 
 that they will suggest, instead of twelve, pos- 
 sibly twenty-four poems, but all of them, or 
 nearly all of them, will undoubtedly select 
 the same six. You may then safely use these 
 six. Perhaps the selections will indicate the 
 other six, but, if there is a variety of opinion, 
 consult more authorities until there is an ap- 
 proach to unanimity." 
 
 124 
 
THE DIPLOMATIC HANDLING OF 
 A BILL COLLECTOR 
 
 "P ROB ABLY about half of the bills are 
 ■*■ sent by mail and are paid by check. If, 
 however, the bill is not met when due, it may 
 be placed in the hands of a collector, usually 
 an employee, who calls upon the delinquent. 
 
 Undoubtedly, many bills, especially those 
 of small amount, are not sent through the 
 mail, but are presented by a collector. 
 
 Occasionally men who are financially 
 sound are temporarily short of money and 
 hold up their bills for a few days, sometimes 
 for several weeks or months. A bill sent 
 by mail, although accompanied by a letter 
 requesting payment, may not receive atten- 
 tion. Consequently, the creditor is justified 
 in using personal pressure. The collector of 
 a just, a due, or an overdue, bill has every 
 legal and moral right to call upon the debtor 
 and to be emphatic in his demand for pay- 
 ment. The bill is due, it should have been 
 paid; and the delinquent cannot take excep- 
 
 125 
 
DIPLOMATIC HANDLING 
 
 tion to any legitimate method of collection, 
 nor has he a right to resent, a pressure and 
 a strenuous demand, which would not be 
 justifiable had he met the bill at maturity, 
 
 A proportion, and perhaps a large one, of 
 collectors are not courteous and sometimes 
 they are positively rude and even insulting. 
 The fact that the bill is due or overdue gives 
 them certain rights, and the person attacked, 
 if I may put it that way, cannot resent force- 
 ful language, because he has invited it. 
 
 The collector occasionally calls when the 
 stenographer, bookkeeper, clerk, or other em- 
 ployee is left alone in the office. This clerk 
 is likely to be familiar with the financial con- 
 dition of his concern, and he knows whether 
 or not the non-payment of a bill is due to 
 carelessness or to a lack of ready funds. It 
 is his duty to protect his employer, to counter- 
 act, as far as he can honestly and truthfully, 
 the fact that his employer is temporarily em- 
 barrassed. He has no right to reveal the 
 financial condition of the firm for which he 
 works, even though it may be weak. He 
 must meet even insult with courtesy and do 
 126 
 
OF A BILL COLLECTOR 
 
 nothing to antagonize the collector of a just 
 bill. He must handle him in a diplomatic 
 manner, always with extreme courtesy, never 
 forgetting that his duty is to his employer 
 first and always, unless the employer is a dis- 
 reputable character and is attempting to 
 swindle his creditors, in which case the em- 
 ployee should immediately resign, so as not 
 to be subjected to annoyance and be forced 
 either to betray his employer or to be a party 
 to his dishonesty. 
 
 The following dialogue represents the 
 diplomatic handling of a collector, who calls 
 when the employer is out and when money 
 is short. In this case the employer is finan- 
 cially sound, but is temporarily embarrassed : 
 
 Collector: "Is Mr. Hubbard in?" 
 Secretary : "He is out just now. I expect 
 him back in about an hour. Can I do any- 
 thing for you?*' 
 
 Collector: "I called regarding that 
 printing bill. It has been running three 
 months." 
 
 127 
 
DIPLOMATIC HANDLING 
 
 Secretary : "Mr. Hubbard wrote you about 
 that, stating that he would send you a check 
 as soon as possible." 
 
 Collector : " 'As soon as possible !' That 
 means a lot! I'm sick of 'as soon as pos- 
 sible' excuses. This bill has been mailed 
 every month for three months, and we have 
 had only one letter from Mr. Hubbard. 
 What's the matter ? Going to pieces, I sup- 
 pose." 
 
 Secretary: "Nothing serious is the mat- 
 ter. The bill has been marked to be paid, 
 and you will receive a check very soon." 
 
 Collector: "I've heard that sort of stuff 
 long enough. 'Soon' doesn't mean anything 
 to me. We want the money. It was a cash 
 transaction. Why doesn't Mr. Hubbard pay 
 attention to our letters?" 
 
 Secretary: "He has written you more than 
 once, explaining the situation." 
 
 Collector : "He wrote once, and we wrote 
 him three or four times." 
 
 Secretary : "I think you are mistaken about 
 that. I can distinctly remember writing two 
 letters." 
 
 I2g 
 
OF A BILL COLLECTOR 
 
 Collector : "Well, that's not the point. We 
 want the money." 
 
 Secretary: "We have done business with 
 you for ten years, I think, and isn't this the 
 first time you have had to call for the pay- 
 ment of a bill ?" 
 
 Collector (hesitatingly) : "Well, perhaps it 
 is." 
 
 Secretary: "Doesn't that count with you? 
 This is the first time in ten years that we 
 have made you wait for your money." 
 
 Collector : "That's neither here nor there. 
 I'm not interested in the past. What I'm 
 concerned with just now is the present. This 
 bill has been overdue for some time. Tell 
 me honestly, is Mr. Hubbard so hard up that 
 he can't meet his obligations ?" 
 
 Secretary : "Certainly not. You know Mr. 
 Hubbard's reputation. He has been in busi- 
 ness twenty years, and every one recognizes 
 the fact that he is a strictly honorable man." 
 
 Collector: "Well, I'm not contradicting 
 you. I know he's had a good reputation so 
 far. I suppose he's short of money just now, 
 isn't he?"' 
 
 129 
 
DIPLOMATIC HANDLING 
 
 Secretary: "I shouldn't say that, but if he 
 were, he wouldn't be the only one, would he ? 
 Don't you find collections rather hard just 
 now?" 
 
 Collector : "Well, that's none of your busi- 
 ness, as far as I can see." 
 
 Secretary: "Pardon me, but I think it is a 
 little. I just want to bring out the point that 
 Mr. Hubbard is not the only one. If people 
 would only pay him a little more promptly, 
 you wouldn't be here." 
 
 Collector: "Well, that means he's short. 
 Just as I supposed. Now, what I want to 
 know is, when are we going to get our 
 money ?" 
 
 Secretary: "Very soon. Within two or 
 three weeks at the outside." 
 
 Collector : "How do you know ?" 
 
 Secretary : "Because I know of money that 
 has been promised us — ^money that we are 
 absolutely sure of. We shall have it within 
 two or three weeks. We are paying our bills, 
 perhaps not as promptly as heretofore, but 
 every day we pay up one or more bills. Like 
 the majority of other people, we are a little 
 130 
 
OF A BILL COLLECTOR 
 
 slqw just now. But you are going to get 
 your money, and you are going to get it soon. 
 I can assure you of that. Now, honestly, 
 is your house paying all its bills promptly?" 
 Collector : "That's their business." 
 Secretary: "I recognize that. I suppose 
 I should not have mentioned it. You are in- 
 terested in the payment of the bill which we 
 owe, and I can promise you that it will be 
 paid within three weeks at the very outside. 
 Mr. Hubbard spoke of it only yesterday, say- 
 ing that he must certainly send you a check 
 inside of two weeks." 
 
 Collector : "Well, see that it's sent, then. I 
 don't propose to call here again." 
 
 131 
 
ON TIME 
 
 O OME one once asked Wellington to what 
 **^ he attributed his remarkable victories. 
 Instantly he replied: "To always being fif- 
 teen minutes ahead of time." 
 
 Being ahead of time may cause loss of a 
 minute; being behind time may sacrifice an 
 hour, a day, or more. 
 
 You never can tell what is going to hap- 
 pen in business. Something may come up at 
 the opening hour which needs immediate at- 
 tention. If you are there, you can handle it. 
 If you are not, loss may result. 
 
 We do not have equal ability or opportu- 
 nity, but all of us, whether we are at the 
 bottom of the ladder, half way up, or near 
 the top, can be on time; and this thing, 
 in itself, is one of the great elements of suc- 
 cess, without which continuous accomplish- 
 ment is impossible. 
 
 It is a fact that mediocre men, those who 
 never seem to be able either to grasp or to 
 hold success, are invariably late, and do not 
 realize responsibility. 
 132 
 
ON TIME 
 
 Keep your engagements; do not take 
 chances with them. 
 
 If your train is likely to be late, take an 
 earlier one. 
 
 Don't keep anybody waiting. 
 
 A friend of mine, a director in a large 
 corporation, was invariably late, and, as he 
 was a heavy stockholder, his fellow directors 
 could not very well do anything without his 
 presence and consent. There were eleven 
 on the board beside himself. He was usually 
 half an hour behind time. Eleven men 
 waited for him. Three hundred and thirty 
 minutes of the valuable time of his associ- 
 ates were wasted. He was excused because 
 he was in power, and yet he was none the 
 less culpable. 
 
 The head of the firm may avail himself 
 of certain privileges, he may be behind time, 
 he may fail to make connections ; but, as an 
 employee, you will be held strictly account- 
 able for your movements. 
 
 Nothing contributes more to a raise of 
 salary, or to advancement, than continuous 
 promptness. 
 
 133 
 
ON TIME 
 
 The late man is marked for failure. 
 
 "I sent for you, Mr. Wheelwright," said 
 the superintendent, "that I might bring a 
 matter to your attention, the importance of 
 which you probably do not fully realize. 
 Won't you be seated? Mr. Wheelwright, it 
 is only fair to you for me to say that your 
 services have been highly satisfactory, par- 
 ticularly since you have been foreman of 
 your department." 
 
 "Thank you," interrupted Mr. Wheel- 
 wright. 
 
 "Wait a moment," resumed the superin- 
 tendent, "for perhaps you will not feel as 
 grateful to me after I am through. No, I 
 won't say that, because you are a sensible 
 man and I think that you will receive what 
 I'm about to say in the same spirit in which 
 I say it. You're a disciplinarian, you know 
 how to handle men, and, what is equally valu- 
 able, you are popular with them; but, not- 
 withstanding this fact, you have one grievous 
 fault, one which you can easily correct. May 
 I speak as frankly to you as I should like to 
 134 
 
ON TIME 
 
 have you talk to me if our positions were 
 reversed ?" 
 
 "Certainly." 
 
 "I have noticed that you are occasionally, 
 if not frequently, late in arriving at the 
 office — not very late, perhaps not more than 
 five or ten minutes, but late nevertheless." 
 
 "I do not think it happens very often," 
 interrupted Mr. Wheelwright." 
 
 "Perhaps not," replied the superintendent, 
 "but often enough to be noticeable." 
 
 "I always take the same train, but, of 
 course, it is occasionally late. I live out of 
 town, you know." 
 
 "Are there no other trains ?" 
 
 "Yes, but the earlier train would bring 
 me to the office, if it wasn't late, twenty min- 
 utes ahead of time." 
 
 "You live in—" 
 
 "Swampscott." 
 
 "Thirty minutes out, is it not?" 
 
 "Yes." 
 
 "Now, Mr. Wheelwright, officially I'm not 
 concerned as to your place of residence. 
 You've a right to live in Swampscott, or any- 
 135 
 
ON TIME 
 
 where else. That is for you to decide. But, 
 as superintendent of this business, I must 
 consider that which affects your efficiency. 
 There are a hundred men under you. You're 
 setting a very bad example. We compel 
 these men to arrive on time and they are 
 checked and reprimanded if they are late. 
 It is obvious, however, that they will not 
 take kindly to criticism if you're permitted 
 to commit the same offense. Naturally, 
 they'll reason that, if the foreman is late, 
 they can just as well be. Then, you know 
 as well as I do that men as a rule do not 
 start to work in the absence of their fore- 
 man; or, if they do, the work does not 
 progress as it would if the foreman were 
 present. It's not good business, or good dis- 
 cipline, to allow the officer special conces- 
 sions which are not handed down to the 
 soldier. As a matter of fact, the officer 
 should set the example, should be more par- 
 ticular to follow rules and regulations than 
 those under his command, since he is sup- 
 posed to be of stronger caliber and to realize 
 the necessity for obeying reasonable rules. 
 136 
 
ON TIME 
 
 Now, in regard to taking an earlier train. 
 That is unfortunate, but, if you can't depend 
 upon the train which usually will bring you 
 to the office on time, I see no other way than 
 for you to make the sacrifice of rising earlier. 
 The good of the business requires it. Oc- 
 casionally, as you know, rriatters come up at 
 the opening hour which cannot be handled 
 unless you're here to attend to them. A de- 
 lay of even a minute may cause a loss appar- 
 ently all out of proportion. Let us suppose, 
 for example, that you're fifteen minutes late, 
 and that, in consequence, for fifteen minutes 
 the hindered men under you do not accom- 
 plish more than half what they would if you 
 were there to look out for them. Fifteen 
 minutes times a hundred is fifteen hundred 
 minutes. Divide that by two and we have 
 seven hundred and fifty minutes, or twelve 
 and a half hours. And, if it is necessary to 
 start the men on new work, there is a loss 
 of the full fifteen hundred minutes or 
 twenty-five hours." 
 
 Mr. Wheelwright sat quietly for a few 
 moments, then, turning to his superior, said : 
 
ON TIME 
 
 "Mr. Bancroft, I thank you for your 
 frankness and for bringing this matter to 
 my attention. I'm disgusted with myself, 
 because it was necessary for you to do so. I 
 never before realized what tardiness means — 
 what harm it can do. I supposed it affected 
 only me or my work. Now I see, and you'll 
 never have to speak to me on the subject 
 again." 
 
 138 
 
PACIFYING A CALLER 
 
 TWTOST business men, and professional 
 "*'''■*• men, too, keep their appointments; 
 but, occasionally, even the most careful mer- 
 chant, or the most exact attorney-at-law, 
 forgets an engagement. Practically every 
 man carries a diary, or some sort of mem- 
 oranda book, in which he enters his appoint- 
 ments, and his secretary, stenographer, or 
 clerk is usually informed and acts as a check 
 upon his memory. With all this care,. an 
 appointment is sometimes forgotten, and the 
 caller arrives to find that the one whom he 
 expects to see is not present. He has a just 
 grievance, and he is to be excused if he shows 
 irritation or even anger, for appointments of 
 every kind, both social and business, are 
 sacred. They should never be lightly con- 
 sidered, and every effort should be made to 
 keep them. The absent one not only wastes 
 his own time, but that of the caller, and often 
 great loss is incurred. 
 The secretary, or the clerk, left in the office, 
 
 139 
 
PACIFYING A CALLER 
 
 is in a very disagreeable position when his 
 employer has failed to keep an appointment; 
 but, if he is courteous and diplomatic, if he 
 makes every effort to undo the error, he will 
 satisfy the average caller, at least partially, 
 and the latter will not seriously resent this 
 lack of attention on the part of the man who 
 has failed to keep his engagement. 
 
 Not only should a secretary or clerk show 
 the utmost courtesy, but he should make 
 every possible eflfort to locate his employer, 
 even though there is little chance of finding 
 him. , Nothing disarms criticism, irritation, 
 or even anger, more than action — doing 
 something to remedy a trouble. The average 
 caller will remain indefinitely, if the secre- 
 tary persists in attempting to find his em- 
 ployer, and he will often aid by suggestions 
 in locating the absent one. 
 
 Excuses should not be made unless they 
 are good ones, for they are worth very little 
 in any market. Apologies, however, are 
 justifiable. 
 
 Under no circumstances, however, should 
 the secretary or clerk say anything in criti- 
 140 
 
PACIFYING A CALLER 
 
 cism of his employer, even though the latter 
 is careless about keeping his appointments. 
 
 The following dialogue illustrates the 
 diplomatic and courteous handling of a caller 
 who has an appointment : 
 
 Mr. Alden (the caller, entering the office) : 
 "Good morning, Miss Sylvester. I suppose 
 Mr. Barron is here. I have an appointment 
 with him at ten." 
 
 Miss Sylvester: "Good morning, Mr. 
 Alden. Yes, I know you have an appoint- 
 ment with him, and I can't understand why 
 he isn't here." 
 
 Mr. Alden : "Isn't here ! Why, this is im- 
 portant. I made the appointment a week 
 ago. 
 
 Miss Sylvester : "Yes, and I know that Mr. 
 Barron intended to be here, because he spoke 
 of it last night. Something must have hap- 
 pened." 
 
 Mr. Alden (irritably, with watch in hand) : 
 
 "It's now five minutes past ten. The matter 
 
 is of great importance, and I'm obliged to 
 
 take the eleven-thirty train for New York." 
 
 141 
 
PACIFYING A CALLER 
 
 Miss Sylvester: "I'm sorry, Mr. Alden. 
 Something unusual must have occurred. It 
 doesn't seem possible that he could have for- 
 gotten the engagement. He had it in mind ; 
 I reminded him of it just before he left the 
 office last night. Won't you sit down a n^in- 
 ute ? I'll call up his house." 
 
 Mr. Alden: "What good will that do?" 
 
 Miss Sylvester : "Perhaps I can locate him. 
 He may be ill, although in that case I think 
 he would have telephoned me before this. I 
 know how much you want to see him, and 
 I'll do my best to find him." 
 
 Mr. Alden: "Is this the way he usually 
 keeps his appointments?" 
 
 Miss Sylvester : "Indeed, no. He is par- 
 ticularly careful. I can hardly recall an in- 
 stance of his having failed to keep an en- 
 gagement. Something unusual must have 
 happened. (Goes to the telephone): Give 
 me Winchester 906. Is this Mrs. Barron? 
 This is Miss Sylvester. Is Mr. Barron there? 
 Do you know whether or not he intended to 
 go directly to the office? Thank you. (Turn- 
 ing to Mr. Alden) : Mr. Barron left home at 
 142 
 
PACIFYING A CALLER 
 
 the usual time, and Mrs. Barron says he 
 intended to call at the office of the Chase 
 Manufacturing Company. I'll call them up." 
 • Mr. Alden (impatiently) : "Well, I can't 
 wait here all day for you to chase over town 
 for him. Business is business. There are 
 plenty of other houses I can go to." 
 
 Miss Sylvester: "Pardon me just a mo- 
 ment, Mr. Alden. I'll call up the Chase Com- 
 pany. Give me Main 729. Is this the Chase 
 Manufacturing Company? May I speak to 
 Mr. Chase? This is Mr. John Barron's sec- 
 retary. Good morning, Mr. Chase. This 
 is Mr. John Barron's secretary. Is Mr. 
 Barron there ? Left five minutes ago ? Did 
 he say where he was going ? Thank you very 
 much. (Turning to Mr. Alden) : He left 
 there five minutes ago." 
 
 Mr. Alden: "What good will that do me? 
 He may not arrive here for hours. Did the 
 man say where he is now ?" 
 
 Miss Sylvester: "No, but I think I can 
 
 locate him. It is quite likely that he stopped ■ 
 
 at Mr. Locke's office. He wanted to see him 
 
 to-day, and his office is on the way here from 
 
 143 
 
PACIFYING A CALLER 
 
 the Chase Company. I'll call up Mr. Locke, 
 if you will pardon me a moment." 
 
 Mr. Alden (rising): "Really, Miss Syl- 
 vester, I can't afford to waste any more time. 
 Mr. Barron has been very careless, and I 
 must say that I feel annoyed enough to take 
 my business somewhere else. He certainly 
 couldn't blame me." (Takes up his hat and 
 starts toward the door.) 
 
 Miss Sylvester: "I realize how you feel, 
 Mr. Alden, but won't you give me one more 
 chance? Just let me telephone to Mr. Locke. 
 It will take only an instant, and I feel almost 
 positive that Mr. Barron is there. I should 
 appreciate it very much if you would give me 
 a moment or two more. I'm sure you will 
 excuse him, for of course, you know 
 that it isn't at all like him to be late for 
 an appointment. (Goes to telephone): 
 Give me Haymarket 345. This is Mr. 
 John Barron's secretary. Is Mr. Locke 
 there? Will you please connect me with 
 him? Good morning, Mr. Locke. This is 
 Miss Sylvester. Is Mr. Barron there? Will 
 you ask him to step to the 'phone? Mr. Bar- 
 144 
 
PACIFYING A CALLER 
 
 ron, Mr. Alden is here. You know you had 
 an appointment with him at ten o'clock. He is 
 going to New York and is in a great hurry. 
 Yes, I'll try to keep him. (Turning to Mr. 
 Alden) : I've found him. He is very, very 
 sorry and apologetic. He'll take a taxicab 
 and be here inside of ten minutes. You'll 
 wait and let him explain, won't you?" 
 
 Mr. Alden (half mollified) : "What excuse 
 did he give?" 
 
 Miss Sylvester: "None. He'll explain 
 when he arrives." 
 
 Mr. Alden: "Well, it's a nice way to do 
 business." 
 
 Miss Sylvester : "Now, Mr. Alden, you've 
 known Mr. Barron for a good many years, 
 and isn't this the very first time he has ever 
 kept you waiting for him?" 
 
 Mr. Alden: "Well, perhaps you're right. 
 But that doesn't excuse him for the way he 
 has treated me this time." 
 
 Miss Sylvester: "I know, but don't you 
 
 really feel more like excusing him than you 
 
 would if it had happened before? He has 
 
 been terribly busy lately — driven to death — 
 
 145 
 
PACIFYING A CALLER 
 
 and with so much on his mind I am hardly 
 surprised." 
 
 Mr. Alden : "Well, I suppose I shall have 
 to forgive him, for you're such a good 
 pleader. I can tell you one thing. Miss Syl- 
 vester, a man appreciates a loyal helper and 
 assistant. I only wish that all my employees 
 resembled you." 
 
 Miss Sylvester : "Thank you." 
 
 Mr. Barron (entering in a rush) : "Hello, 
 Alden! I'm everlastingly sorry that I kept 
 you waiting. I won't lie out of it and trump 
 up a lot of excuses. To be perfectly frank, I 
 forgot all about it. Never did such a thing 
 before that I remember. It wasn't Miss 
 Sylvester's fault, either. She reminded me 
 just before I left last night. You'll forgive 
 me this time, won't you? I've been driven 
 to death lately, and I'm not myself. Besides, 
 the last time we met you were half an hour 
 late. Don't you remember ?" 
 
 Mr. Alden : "I didn't, but I do now. Well, 
 I guess you've got me there, old man. We're 
 quits. Let's get down to business. I've got 
 to take the eleven-thirty for New York." 
 146 
 
SOCIAL LIFE AND BUSINESS 
 
 T DO not belittle the value or importance of 
 "*■ social life. He who does not enjoy it is 
 not half a man and is not fitted to do the. 
 strenuous work of the world. Relaxation 
 and diversion are of no less consequence than 
 work itself. Work with no let-up means poor 
 work. An hour or a day of rest, or of sen- 
 sible diversion, contributes to business and 
 other accomplishment. 
 
 I have no respect for the man or the boy, 
 the woman or the girl, who does not know 
 how, to play and who does not play. They 
 are never going to rise above the mediocre 
 line. Conversely, he who thinks of play only 
 will fail at work and at play also. His work 
 will never accomplish anything, and play 
 will be worth nothing to him. 
 
 One's life should be balanced — the right 
 amount of work and the right amount of di- 
 version — although I am sorry to say that in 
 many cases the hours of recreation are un- 
 avoidably limited. But one can, if he will, 
 
 147 
 
SOCIAL LIFE AND BUSINESS 
 
 keep himself in fair condition by remaining 
 as much as possible in the open air, by walk- 
 ing to the office instead of riding, or, if one 
 lives at too great a distance from his work, 
 by leaving the train or the trolley before he 
 reaches the office, or by taking it further 
 away from his home. 
 
 Diversion, which carries one late into the 
 night, does not contribute to bodily or men- 
 tal attainment. It is much worse than none 
 at all. 
 
 Many of us are obsessed by the idea of in- 
 dependence. Because we are in command of 
 ourselves, free agents, we seem to feel that 
 we can do as we please when at home or 
 away from the office. We can, because Na- 
 ture allows us to injure ourselves or to bene- 
 fit ourselves at will. We may feel that our 
 employers have no right to dictate our social 
 policy, and no one can dispute our legal right 
 to do as we please; but we forget that, while 
 the employer may not say what we shall or 
 shall not^do outside of the office, he has a 
 right to discharge us if we do not perform 
 our duties properly. 
 
 148 
 
SOCIAL LIFE AND BUSINESS 
 
 It is not for the employer to regulate the 
 social life of his employees, but he may re- 
 fuse to promote those who are not able to do 
 their best, or he may discharge them. He 
 is concerned with their social life if it inter- 
 feres with his business. 
 
 No one can keep late hours, drink, or prac- 
 tise any dissipation and deliver the best of 
 himself to his business or enjoy himself ra- 
 tionally. 
 
 Dissipation has no place in business or in 
 social life. It injures the one who indulges 
 in it and his associates in business and out 
 of it. 
 
 Every hour of the day is yours, but your 
 employer has a right to say what you shall 
 or shall not do during the hours of business 
 and, to some extent, during the hours away 
 from it, and you must respect his desires or 
 leave his employ. If you do not leave volun- 
 tarily, you will probably be requested to go. 
 Your social life, then, is linked with your 
 business life. The two are inseparable. Un- 
 less each is used rationally, you will be a fail- 
 ure at home and in the shop. 
 149 
 
SOCIAL LIFE AND BUSINESS 
 
 , "Good morning, Miss Evans," began the 
 merchant, as his stenographer entered his 
 private office ; "sit down a minute. I want to 
 have a little talk with you. Miss Evans, I 
 have a daughter about your age, as you 
 know. May I talk to you as I should talk 
 to her, and will you forget for the moment 
 that I am your employer and that you are 
 my employee, and give me the privilege of 
 being as frank with you as if there were no 
 business relations between us ?" 
 
 "Certainly," replied Miss Evans, looking 
 surprised. 
 
 "You have been with me three or four 
 years ?" 
 
 "Three and a half." 
 
 "I remember very well when you came," 
 resumed the merchant. "You impressed me 
 with your willingness to work, your ambi- 
 tion, and your interest in the business. Your 
 faithfulness was frequently a subject of com- 
 ment on the part of my partners and myself. 
 We slated you for a high position, that of 
 my secretary, and you have occupied it, I 
 think, for about two years. For a while, yes, 
 150 
 
SOCIAL LIFE AND BUSINESS 
 
 for more than a year, you were all that I 
 had a right to expect and all that I wanted. 
 You were never late, always energetic, ready 
 to do your own work and that of others, if 
 necessary, and you did many little things, 
 and some large ones, too, which you were not 
 called upon to perform and which showed 
 that you had an intense and commendable in- 
 terest in your work. We have raised your 
 pay every year, and the first of January is 
 very near. I've decided not to give you the 
 usual increase of salary." 
 
 "Why, Mr. Bancroft," exclaimed Miss 
 Evans, "I don't understand !" 
 
 "Be patient," continued the merchant. "It 
 is only fair that I should give you my reasons. 
 During the last six months I have noticed a 
 change. You are still prompt and you do your 
 work well, but there is a difference, a some- 
 thing, which, perhaps, I cannot easily ex- 
 plain. Although you are faithful and do 
 what you are told to do, and although the re- 
 sult of your work is always satisfactory, you 
 seem to have lost your interest in the busi- 
 ness, you're not as alert, and, really — pardon 
 151 
 
SOCIAL LIFE AND BUSINESS 
 
 me if I say it — at times you seem to be pos- 
 itively sleepy — ^tired. You are not suffering 
 from any illness, are you ?" 
 
 "Oh, no. I'm perfectly well." 
 
 "Then there must be some other reason." 
 
 "I can't think of any." 
 
 "But there must be one," persisted the 
 merchant. "Changes don't occur without 
 reason. If you are in good health, then ill- 
 ness is not the excuse. Think. Perhaps you 
 can explain." 
 
 "Really, I can't think of anything," re- 
 plied Miss Evans. 
 
 "Let me help you. Is your home life or 
 your social life different from what it was 
 a year or more ago?" 
 
 "What do you mean ?" 
 
 "Every one has some social life, some form 
 of diversion, and, I'm sorry to say, fre- 
 quently what might be called mild dissipation 
 or an irrational way of living — usually a too 
 strenuous social life which makes great de- 
 mands upon the body, if not upon the mind. 
 Would you object to telling me what you 
 do after you leave the office?" 
 
SOCIAL LIFE AND BUSINESS 
 
 Miss Evans hesitated, flushed, and replied 
 half angrily, 
 
 "Really, Mr. Bancroft, do you think you 
 have a right to ask me what I do after office 
 hours?" 
 
 "No," replied the merchant, "if you do 
 not bring disgrace to the house for which 
 you work, and, of course, I know that you 
 do not. But, for all that, you may be doing 
 things which, although perfectly proper, are 
 not conducive to the best of work." 
 
 Miss Evans remained silent. 
 
 "I am sorry to say," resumed the merchant, 
 "that the average young woman, and man, 
 too, frequently plunge too deeply into the 
 social whirl. The daughter of one of my 
 friends, a society young woman, carried her 
 social life to such an extreme that she re- 
 quired a rest in a sanatorium for several 
 months, and probably she will never fully 
 recover from her carelessness." 
 
 "Haven't I a right, Mr. Bancroft, to do as 
 I please with my own time? Is it for my 
 employer to say what my social life shall 
 be as long as it is respectable ? Must I render 
 
 IS3 
 
SOCIAL LIFE AND BUSINESS 
 
 an account to you for what I do and where 
 I go when away from the office?" 
 
 "Certainly not, my dear young lady. I 
 have no right to say what you shall or shall 
 not do, provided it does not interfere with 
 your work for me." 
 
 "But I am always on time and I do what 
 I'm told to do, and some things which I'm 
 not told to do, efficiently, I hope," interrupted 
 Miss Evans. 
 
 "True — ^but not as efficiently as you 
 might." 
 
 "If I do all this, why have you a right to 
 criticise me?" 
 
 "I have no legal right ; no moral right, for 
 that matter; only the right of interest and 
 of business efficiency. You may do as you 
 please at home or in society; but, as long 
 as I allow you to remain in my employ, have 
 I not the right to protest if your outside life 
 interferes with your life in the office ?" 
 
 "Miss Evans did not reply. 
 
 "Every one," resumed Mr. Bancroft, 
 "must rest, rest by day or rest by night. If 
 your evening life is so strenuous that it 
 
 154 
 
SOCIAL LIFE AND BUSINESS 
 
 brings you to the office tired, interferes with 
 your interest and with your alertness, then 
 it concerns me. You have no right to play 
 in your time and rest in mine." 
 
 "Do you mean, Mr. Bancroft, that I must 
 do away with social life, have no pleasure, 
 and become a drudge?" 
 
 "Certainly not. Social life is as important 
 to your success as is anything that you can 
 do in business, but an excess of either will 
 work for your injury and for the injury of 
 all those with whom you come in contact. If 
 you work too hard in the office, you are too 
 tired to enjoy yourself when at home. On 
 the other hand, if your social life is too stren- 
 uous, you are not fitted to do your duty in the 
 office. Moderation is necessary in both 
 places, and success depends upon the use of 
 common sense, both in business and at home. 
 I do not propose to dictate to you, to inter- 
 fere with your home or social life. These 
 prerogatives are yours ; but, from a business 
 point of view, I have a right to say to you 
 that, as long as you remain in my employ, 
 you shall do nothing in the office or out of it 
 iss 
 
SOCIAL LIFE AND BUSINESS 
 
 which will make you less efficient. You at- 
 tend the theatre, do you not ?" 
 
 "Of course." 
 
 "Once a week." 
 
 "Usually twice a week." 
 
 "You live out of town, don't you ?" 
 
 "Yes." 
 
 "What time can you retire if you attend an 
 evening performance?" 
 
 "About half past twelve." 
 
 "And this occurs twice a week?" 
 
 "Usually." • 
 
 "And the other evenings?" 
 
 "Really, Mr. Bancroft, is this necessary?" 
 
 "Certainly not, my dear Miss Evans, if 
 you have any objection to telling me." 
 
 Miss Evans thought for a moment, 
 blushed, and said, 
 
 "What questions do you wish to ask?" 
 
 "I inquired about other evenings," replied 
 Mr. Bancroft. 
 
 "Well, I attend at least one dance a week, 
 on an average." 
 
 "And it keeps you up as late as the 
 theatre?" 
 
 156 
 
SOCIAL LIFE AND BUSINESS 
 
 "Yes. Sometimes later." 
 
 "We have four evenings to be accounted 
 for," said the rrierchant with a smile. 
 
 "One evening I attend a local dancing 
 class, but I usually reach home a little before 
 eleven." 
 
 "Three evenings left," said Mr. Bancroft 
 pleasantly. 
 
 "Really, I " 
 
 "Don't answer, if you object. Perhaps I 
 can answer for you. You entertain a caller, 
 or callers, on the other evenings, do you 
 not?" 
 
 "Yes, usually." 
 
 "At what hour does he — I mean do they — 
 go?" 
 
 "Well, that varies," replied Miss Evans 
 with a blush. "Not later than eleven, usu- 
 ally." 
 
 "Once in a while, only once in a while, a 
 little later, perhaps?" 
 
 "Very seldom." 
 
 "May I sum up? You're out late four 
 nights a week. You don't retire early 
 on the other nights. Now, my dear young 
 
 157 
 
SOCIAL LIFE AND BUSINESS 
 
 lady, neither you, nor any one else, can keep 
 those hours and be in good condition. I re- 
 tire on an average at ten o'clock, and I sel- 
 dom sleep less than eight hours. One at 
 your age needs at least eight hours of sleep, 
 and, perhaps, nine. The average young 
 woman, or young man, for that matter, can- 
 not afford to be out late more than once a 
 week, or twice at the outside, if he or she is 
 obliged to rise on schedule time and to go 
 to work. I should say one late night in pref- 
 erence to two." 
 
 "But what am I to do?" exclaimed Miss 
 Evans. "Am I to have no pleasure?" 
 
 "The best pleasures," replied the merchant 
 decidedly, "are those which do not last later i 
 than ten o'clock. The social call, or the social 
 party, can easily terminate at that hour on 
 the average. It is for you to choose. Ac- 
 cording to your own statement, you're living 
 a life too strenuous for any one at work, 
 whether man or woman. You can't do your 
 best work, you can't maintain your health, if 
 you continue as you are doing. I'm not 
 going to order you, because I haven't any 
 
 iS8 
 
SOCIAL LIFE AND BUSINESS 
 
 right, but I'm going to say to you, as I should 
 say it to my own partners, that neither you 
 nor they can render the service this business 
 demands, and keep the health which Nature 
 requires, living as you live. You've already 
 begun to show the effects of it in your face 
 and in your work. Please forget that I'm 
 your employer and look upon me as your 
 father or as your friend. What I've said to 
 you I should say to my own daughter, if oc- 
 casion required, or to any friend, or to the 
 daughter of any friend. I can have but one 
 object, or two, rather; first, the desire to 
 have you make the most of your life ; sec- 
 ondly, the desire to have you render to me 
 and to the business the best service of which 
 you are capable. Either reason is sufficient 
 excuse for this interview and for the ques- 
 tions which I have asked. I'm not going to 
 demand a reply. I'm going to leave it to you. 
 Will you be sensible, or will you allow the 
 pleasure of the day to be your master ? You 
 are at the parting of the ways, and you'll be 
 what you make yourself, whether you remain 
 with me, go elsewhere, or give up business 
 
 159 
 
SOCIAL LIFE AND BUSINESS 
 
 altogether. I won't continue this interview, 
 but let me say in closing that you, Miss Evans, 
 are in command of yourself, not under my 
 command, that you're working for yourself, 
 not for me alone, that your life is your life, 
 that you can't make it acceptable to yourself 
 or to me, or to any reasonable employer, un- 
 less you treat yourself as you would have 
 others treat you. Now, I don't want you to 
 be offended, or to feel that I am interfering. 
 Don't answer me now; just think it over a 
 while, and then let me know if you don't 
 think I have played the part of a friend and 
 one who has your real interest at heart." 
 
 i6o 
 
OFFICE MORALS— THE 
 UNGENTLEMANLY CALLER 
 
 TWrUCH has been written, and more has 
 ■*■ been said, about the temptations and 
 morality of the office, the store, and the shop. 
 Many people, especially those who are un- 
 familiar in the premises, are honestly ob- 
 sessed with the idea that young people, 
 especially young women, are subjected to 
 temptation while at work and are obliged to 
 submit to indignities, or often worse prac- 
 tices, at the hands of their employers, super- 
 intendents, and others in charge. 
 
 I should be blind, indeed, and dishonest to 
 my reader, if I did not admit that tempta- 
 tion has a transient, and often a permanent, 
 abiding place in the office, the store, the shop, 
 and the factory, and that practically every 
 young woman, or young man, for that mat- 
 ter, meets temptations, especially those which 
 lead to immorality and dissipation. 
 
 It may be said, however, and emphatically, 
 that the devil of temptation and his asso- 
 ciates do not make a specialty of inhabiting 
 i6< 
 
OFFICE MORALS— 
 
 the place of business more than other loca- 
 tions. They are everywhere, and I am in- 
 clined to feel that society contains as many 
 pitfalls, and is as dangerous, as are places 
 of business and of work. 
 
 Temptation was permitted to exist for the 
 good of human kind. It is not a menace, it 
 is a benefit. Without it there would be no 
 goodness in virtue, for no one would have an 
 incentive to be bad. There could be neither 
 affirmatives nor negatives if either did not 
 exist. A world of perfected virtue could not 
 produce virtue, if I may put it that way. We 
 are good only when we of our own volition 
 choose righteousness instead of evil, and we 
 could not choose righteousness if we did not 
 have the choice of evil. 
 
 I am not suggesting that one voluntarily 
 subject himself to temptation; I should ad- 
 vise one to avoid it whenever possible ; but I 
 would not, if I could, take temptation out of 
 the world, for, were I able to do so, and did, 
 I should place myself above a Wisdom which 
 works for ultimate perfection by permitting 
 men to pass through the valleys of evil. 
 162 
 
UNGENTLEMANLY CALLER 
 
 Danger and temptation are everywhere, 
 and it is right that wrong should exist, that 
 man may have a chance to prove himself, to 
 exercise his independence and freedom. 
 
 The young man, and the young woman, 
 too, who are not subjected to temptation, are 
 untested and unsafe, have no stamina, and 
 are without positive character. 
 
 It may be said, to the credit of business in 
 general, that comparatively few employers 
 and heads of departments, whether they are 
 moral or immoral, take advantage of their 
 subordinates and subject them to annoyance 
 or lead them into temptation. 
 
 There is a certain crude or hard honor 
 about business, which does not permit the 
 average man, even though he may be of low 
 character, to suggest anything wrong to 
 those with whom he is associated, especially 
 to those who are his subordinates. 
 
 The average young person is as safe in a 
 business office as he or she would be at home 
 with the opportunities to do wrong permitted 
 and often encouraged by society. 
 
 Men and women, boys and girls, go wrong 
 163 
 
OFFICE MORALS— 
 
 in all environments. Ignorance, more than 
 anything else, is responsible for their down- 
 fall. They do not realize the harm of evil. 
 They allow themselves to be led by a very 
 weak string, which they can break at will. 
 These people may go wrong no matter where 
 they are placed, for opportunity to do evil is 
 ever present. 
 
 The average employer not only behaves 
 properly in the presence of his employees, 
 but he would protect them against any insult 
 or any condition leading to evil. It is ob- 
 vious, however, that the most moral em- 
 ployer may have dishonorable or immoral 
 customers, many of whom he cannot avoid if 
 he would do business. They call at the office, 
 occasionally find the stenographer or other 
 clerk alone, and make advances which may 
 or may not be of evil intention. The ma- 
 jority of these men are simply "fresh." They 
 look upon all women as subjects for their 
 amusement, and many of them, although 
 they may not act as gentlemen, are simply 
 playing with young women without any real 
 ulterior motive. Some of them, however, 
 164 
 
UNGENTLEMANLY CALLER 
 
 are thoroughly immoral, and look upon all 
 women as prey for the exercise of their pas- 
 sion. At the slightest provocation, and 
 often without any, they will grossly insult 
 those with whom they come in contact. 
 
 What shall the young woman do when 
 subjected to insult? She should, of course, 
 resent it, stand firmly upon the feet of honor 
 and not allow any man to behave improperly 
 in her presence. There is, however, more 
 than one way to combat this difficulty. Usu- 
 ally she does not know whether the man in 
 question is simply "fresh" or bad. She can- 
 not always judge by appearances. Let us 
 suppose, for example, tTiat the employer is 
 out and that a man calls who is ungentle- 
 manly, to say the least, and who is altogether 
 too familiar with the young woman who is 
 alone with him. She may, if she will, resent 
 his manner strenuously and vehemently, 
 claim to be insulted, and report the incident 
 to her employer. If she does so, unless the 
 case is marked, and she is reasonably sure 
 that the man is bad and has evil intentions, 
 she is liable to get into trouble and place her 
 
 i6s 
 
OFFICE MORALS— 
 
 employer in a compromising position. If he 
 is a gentleman, he will stand by her and pro- 
 tect her, and in doing so he will probably lose 
 a customer, often a good one. 
 
 In ninety-nine cases out of a hundred this 
 difficulty may be met, without injury to 
 either, by the practice of diplomacy. 
 
 I recall a story told about Abraham Lin- 
 coln. While out driving he discovered a rock 
 in the middle of the road. It had no business 
 to be there. He and his horse and wagon 
 had the right of way. Theoretically, he had 
 the right to drive over it, to refuse to recog- 
 nize the danger. Had he done so, he would 
 have smashed his wagon and perhaps lamed 
 his horse. He drove around it. 
 
 I pass this story along to the young people 
 who are subjected to annoyance. Drive 
 around it, if you can. If you cannot, meet 
 it squarely and demand its removal. 
 
 The merely "fresh" caller may properly 
 resent any insinuation that he is bad, and the 
 really evil caller, who would subject an in- 
 nocent girl or a stranger to his overtures, has 
 not character enough, and is not sufficiently 
 
 i66 
 
UNGENTLEMANLY CALLER 
 
 manly, to be other than offended, and he is 
 likely enough to attempt to injure the young 
 woman by subjecting her to unfair suspicion 
 and by saying things about her which are un- 
 true and for which he ought to be jailed. 
 
 I should, therefore, advise all young 
 women to meet every case with diplomacy, 
 to assume that the man is not bad, but merely 
 a "freshie." This assumption, if carried out 
 in a ladylike and modest way, will prevent 
 ninety per cent, of the trouble. 
 
 If the insinuations are unmistakable in 
 their meaning, then she should resent them 
 with her whole strength, and, if advisable, 
 report them to her employer. 
 
 She may, however, if she will, drive 
 around most of them, charge them from her 
 mind except to consider them as an experi- 
 ence, which will, if properly considered, 
 strengthen her to meet real dangers. 
 
 The following dialogue illustrates the 
 
 diplomatic handling of a "fresh" customer 
 
 or caller, who may or may not have had 
 
 ulterior motives. The employer is out. The 
 
 167 
 
OFFICE MORALS— 
 
 secretary is left alone in the office. One of 
 the best customers is Mr. John Thomas, of 
 Denver. The secretary was not present 
 when he called a year ago. She knows him 
 by name, and appreciates his value to the 
 house. He enters with hat on one side of 
 his head and a cigar in his mouth. 
 
 Mr. Thomas: "Where's the boss?" 
 
 Secretary: "Mr. Martin is out just now. 
 I expect him back in about an hour. Can I 
 do anything for you?" 
 
 Mr. Thomas: "Perhaps you can, Kiddo. 
 I'm John Thomas, of Denver." 
 
 Secretary: "Won't you be seated, Mr. 
 Thomas ? I think I may be able to locate Mr. 
 Martin on the telephone. I know he'll be 
 very anxious to see you." 
 
 Mr. Thomas : "Don't hurry. I'd just as 
 soon wait. (Seats himself, puts one leg on 
 another chair, knocks the ashes from his 
 cigar onto the floor, and inspects the stenog- 
 rapher critically) : Say, you're not such a 
 bad looker. How long have you been here ?" 
 
 Secretary: "About a year." 
 
 i68 
 
UNGENTLEMANLY CALLER 
 
 Mr. Thomas: "You're an improvement 
 on the old hen that was here when I called a 
 year ago. Say, I'm getting a better opinion 
 of Bill's judgment." 
 
 Secretary : "I never met my predecessor." 
 
 Mr. Thomas: "Well, you didn't miss 
 much. Say, Chicken, I'm lonesome here. Got 
 to stay five days longer in this one-horse 
 town. Nothing doing!" 
 
 Secretary: "Why, I should think you 
 could find plenty to do. The people who live 
 here don't seem to have any trouble." 
 
 Mr. Thomas : "I don't like trotting around 
 alone. No fun going to the theatre with a 
 bunch of men, or eating all by your lonesome. 
 I tell you what let's do ! To-night you plan 
 to have dinner with me. We'll have a nice 
 little bird and a bottle, and then we'll go to 
 see the 'Follies.' Some show. Seen it once, 
 but can stand it again." 
 
 Secretary : "I'm sorry, Mr. Thomas, but 
 I have an engagement for this evening." 
 
 Mr. Thomas: "O, can that! Tell your 
 feller to take you some other night. Here, 
 call him up" (handing her the telephone) 
 169 
 
OFFICE MORALS— 
 
 Secretary : "Thank you for the invitation, 
 but, really, I can't accept it. You wouldn't 
 think much of me if I broke an engagement 
 at this short notice, would you ?" 
 
 Mr. Thomas : "O, shucks, I don't believe 
 you have one. You don't like my looks. 
 Honest, Kid, I'd treat you fine. There isn't 
 a girl in Denver that wouldn't be glad to go 
 with me. They know I'm a good spender. 
 Nothing mean about John Thomas, when he 
 takes a fancy, and, honest, I've taken some 
 fancy to you. Come on, be a sport! Will 
 you do it?" 
 
 Secretary: "Really, I can't, Mr. Thomas. 
 I made this engagement a week ago, and 
 there are several in the party. It wouldn't 
 be fair for me to back out at this short no- 
 tice." 
 
 Mr. Thomas (rising and walking around) : 
 "Don't believe a word of it. You're no 
 chicken. You've cut your eye teeth. You're 
 twenty-five if you're a day." 
 
 Secretary (smiling) : "Twenty-seven." 
 
 Mr. Thomas: "Now, look here. We'll 
 have a good time, I'll promise you that, and 
 170 
 
UNGENTLEMANLY CALLER 
 
 you won't be sorry if you go. with me. And 
 we'll have some more good times every time 
 I strike this old town, I could manage to 
 strike it a little oftener, if there was some 
 attraction here. There's the Parcel Post, 
 too. I won't forget you when I get out in 
 Denver. You don't object to a nice bit of 
 jewelry now and then, do you ? Never saw a 
 girl yet that did." 
 
 Secretary : "Really, Mr. Thomas, I must 
 ask you to excuse me. This is final." 
 
 Mr. Thomas (severely) : "Say, young 
 woman, do you know that I'm one of the best 
 customers your boss has?" 
 
 Secretary: "Yes, I appreciate that fact, 
 but what has that got to do with my going 
 to the theatre with you. I have a solution. 
 Ask Mr. Martin to go with you. He's good 
 company, you like him, and you can do a bit 
 of business between the acts, if you feel 
 like it." 
 
 Mr. Thomas : "That's a healthy proposi- 
 tion! What in thunder do I want of him? 
 When I get through my business I'm through 
 with him. I want you to go with me. I've 
 171 
 
OFFICE MORALS— 
 
 taken a fancy to you. I won't take 'no' for 
 an answer." 
 
 Secretary: "But I'm afraid you'll have 
 to." 
 
 Mr. Thomas: "Say, I'm used to getting 
 my own way, and Fm mad clear through at 
 your obstinacy. I'll leave this blamed office 
 now, and I won't come back again. There 
 are plenty of others in the city that I can 
 give my trade to, where I won't be insulted." 
 (Starts toward the door.) 
 
 Secretary: "Just a minute, Mr. Thomas. 
 I know perfectly well that you won't take 
 your trade from Mr. Martin just because I 
 refused your invitation for to-night. You're 
 too much of a man for that. You're just 
 annoyed at me, that's all, and that shouldn't 
 affect your relations with Mr. Martin in the 
 slightest degree. Now, please sit down and 
 wait for him. Here's the morning paper, 
 and there are several good magazines. Have 
 you read that article in the 'Century' on the 
 'Cotton Crop of the South?' I didn't know 
 it was possible to make that subject so inter- 
 esting. The illustrations are very good." 
 172 
 
UNGENTLEMANLY CALLER 
 
 Mr. Thomas : "Hang the cotton crop ! I'll 
 attend to business when Martin gets here." 
 (Seating himself and chewing the end of his 
 cigar) : "I'm mighty mad with you, but I 
 won't be unreasonable. Martin's a good fel- 
 low, and I can't blame him for your actions. 
 I do hate to see a woman so obstinate, 
 though." 
 
 Secretary: "Honestly, Mr. Thomas, I 
 have plenty of failings, but obstinacy isn't 
 one of them. I'm sure of that. You haven't 
 read me right." 
 
 Mr. Thomas: "Well, I suppose you're 
 right. You don't know me, never saw me 
 before, and probably you don't like me any 
 way. I can't blame you for that." 
 
 Secretary : "Really, Mr. Thomas, I don't 
 want you to think that. It's simply a case of 
 keeping my word. I know you are in the 
 habit of keeping your word or you wouldn't 
 be where you are to-day." 
 
 Mr. Thomas (walking the floor, apparent- 
 ly in deep thought) : "Well, little girl, it's 
 all right. You're a good kind of sport. 
 I hadn't any business to ask you to go and 
 
 173 
 
OFFICE MORALS— 
 
 you did perfectly right to refuse, and I don't 
 care whether you trumped up that engage- 
 ment for the occasion or not. Say, if you 
 ever come to Denver, there's a job for you 
 in my office, and you won't have any fault to 
 find with me either. I'm not too old to know 
 when I'm knocked down after a fair fight. 
 You've got the stuff in you, and you aren't 
 a prude either. My wife is coming on with 
 me the next trip I make East, and, if you're 
 here, and your young man is around, the 
 four of us will have a good dinner and take 
 in the best show in town. What do you 
 say?" 
 
 Secretary: "I say, 'Yes, thank you!' " 
 
 Mr, Martin enters. 
 
 174 
 
THE IRRITABLE EMPLOYER 
 
 "^5 USINESS is hard, often cruel. It plays 
 ■^■^ no favorites, and there is little senti- 
 ment about it. 
 
 Its prime object is to make money, to buy 
 or to make something, and to sell it for more 
 than it cost. 
 
 Modern competition has apparently neces- 
 sitated practices which are sometimes at 
 variance with the Golden Rule. 
 
 Notwithstanding conditions, the average 
 business man intends to be generous, fair, 
 and just, and to be interested in the welfare 
 of his employees. When he is not a gentle- 
 man, when he fails in courtesy and kindli- 
 ness, the trouble is not always with him fun- 
 damentally. If business is good, he may be 
 overworked. If it is on the down grade, he 
 is harassed and troubled. He enters the 
 office, frequently irritated and worried, 
 which condition is due to business matters, to 
 family jars, or to unavoidable sickness and 
 other troubles. Because he is human, he 
 often vents his irritability upon his em- 
 irs 
 
THE IRRITABLE EMPLOYER 
 
 ployees. Of course, he has no right to do 
 this ; but, as long as we are human, and are 
 subjected to the ills and annoyances of busi- 
 ness and of life itself, we are, at times, irra- 
 tional, and frequently we punish the innocent 
 as well as the guilty. 
 
 I recall an old story. The merchant's son 
 was dissipated and was frequently in some 
 kind of a scrape. He had just been arrested. 
 His father was much concerned, as he should 
 have been; and, naturally, he entered his 
 office irritable and despondent. Something 
 went wrong. It was not of much conse- 
 quence, but it was the last straw. He vented 
 his feelings upon his junior partner, who 
 could not, on account of his position, re- 
 taliate. The junior partner had his troubles, 
 and he found fault with the bookkeeper for 
 some little thing which ordinarily would have 
 passed unnoticed. The bookkeeper could not 
 resent it, and he in turn vented his spleen 
 upon his assistant. The poor under clerk 
 passed it along to the office boy, and the office 
 boy, at the lower end of the ladder, kicked the 
 innocent and unoffending office cat. 
 176 
 
THE IRRITABLE EMPLOYER 
 
 Now, I am not offering any excuse for 
 these outbursts of irritability, except to say 
 that all of us, at times, lose our balance ; that 
 few of us are able to conduct ourselves as 
 gentlemen under pressure ; and that some of 
 us suddenly drop down the bars and say and 
 do things which under ordinary conditions 
 we should never think of saying and doing, 
 and usually we are truly sorry later. 
 
 The head of a business, or any one carry- 
 ing responsibility, is subject to constant an- 
 noyances, often beyond his control. Because 
 he is human, because he has not always prac- 
 tised self-restraint, he attempts to throw the 
 whole or a part of the burden upon others, 
 often upon the innocent. 
 
 The employee is not above despondency, 
 discouragement, and irritability ; yet he often 
 does not realize that the man in charge, be- 
 cause of his greater responsibility, lives a 
 more strenuous life and is subject to higher 
 pressure. 
 
 Many a gentleman at heart, generous and 
 liberal, suffers from a sudden break. He 
 loses himself, so to speak, and expresses him- 
 
 177 
 
THE IRRITABLE EMPLOYER 
 
 self in language which, under normal condi- 
 tions, he would never think of using. 
 
 I recall an incident : A young man entered 
 the merchant marine as a sailor before the 
 mast. He knew nothing of the responsibili- 
 ties of the quarter-deck or of the bridge, be- 
 cause he had never had any duty in either 
 place, save to wash and to scrub the wood- 
 work and the metal work. He envied the 
 captain, who, decorated in gold lace, stood 
 upon the bridge in the majesty of command. 
 The captain kept no watch. He had a cabin 
 exclusively for himself, and every luxury 
 which the steamship could give was his. 
 Every man touched his cap to him. He was 
 in absolute command. He lived like a lord, 
 and, perhaps, put on lordly airs. By and by 
 the sailor became commander himself, and 
 then he realized that the trials and tribula- 
 tions of an ocean captain far exceed any of 
 the petty troubles of the sailor in the fore- 
 castle. Often this sailor captain wished him- 
 self back with the boys, where he had only 
 to do as he was told and was not responsible 
 for life, a cargo, and the vessel itself. 
 178 
 
THE IRRITABLE EMPLOYER 
 
 Before we can judge of others we must 
 put ourselves in their place, and, until we do 
 that, we must have charity, great charity, 
 and refuse to judge until we are in a position 
 to render judgment. 
 
 Right here it is opportune for me to say 
 that the man in command as often misjudges 
 those below him as does the subordinate mis- 
 judge those above him; but, as the object of 
 this chapter is to help the employee rather 
 than the employer, I suggest to him that, as 
 long as he is under command, he recognize 
 the authority of his commander and try not 
 to notice those displays of irritability and of 
 unfairness, in which, perhaps, he would him- 
 self indulge if positions were reversed. 
 
 The following dialogue is true to life, al- 
 though I am happy to say that such an occur- 
 rence is not often met with. 
 
 Mr. Williams (the lawyer employer) : 
 "Come here. Miss Smith! Well, what are 
 you waiting for ? I don't see why you need 
 to be so slow finding your pencils." 
 179 
 
THE IRRITABLE EMPLOYER 
 
 Miss Smith seats herself beside him with 
 book and pencil ready to take dictation. 
 
 Mr. Williams : " 'Mr. George W. Worth- 
 ington, 44 Geneva Avenue, Troy, New 
 York.' Have you got that ?" 
 
 Miss Smith: "Yes, sir." 
 
 Mr. Williams: "Are you sure that the 
 number is right ?" 
 
 Miss Smith: "I'll look it up." 
 
 Mr. Williams : "Well, you ought to know 
 without looking it up. Go on: 'Yours of 
 the 19th inst. received.' No, 'Yours of the 
 17th inst. received. In reply I would say that 
 it is utterly impossible for me to tell you 
 when your case will come to trial. The 
 courts are overcrowded. However, we are 
 not far down on the calendar, and very likely 
 it will be called the first of February. I wish 
 that you would not annoy me with these con- 
 stant inquiries. I am handling the case and 
 there will be no unavoidable delay.' What 
 are you looking at me that way for ?" 
 
 Miss Smith hesitates. 
 
 Mr. Williams : "If you've got anything to 
 say, why don't you say it?" 
 
 i8o 
 
THE IRRITABLE EMPLOYER 
 
 Miss Smith: "I'm afraid you won't like 
 it, sir." 
 
 Mr. Williams: "Out with it." 
 
 Miss Smith: "I was just thinking that 
 Mr. Worthington might be offended at that 
 last sentence. You know he is one of our 
 best clients." 
 
 Mr. Williams : "What in thunder has that 
 got to do with it? Isn't it the truth I'm 
 writing?" 
 
 Miss Smith : "Yes, but I remember hear- 
 ing you say in one of your lectures that there 
 are several ways of stating the truth, and 
 that displomacy should always be practised." 
 
 Mr. Williams : "Say, young woman, am I 
 writing this letter or are you ?" 
 
 Miss Smith : "Why, you are, of course." 
 
 Mr. Williams: "Then put down what I 
 tell you to." 
 
 Miss Smith: "I have." 
 
 Mr. Williams (lights a cigar, leans back in 
 his chair, thinks a moment, then bursts out) : 
 "Guess you'd better leave out that last sen- 
 tence. Cross out the whole letter. I'll dic- 
 tate another." 
 
 i8i 
 
THE IRRITABLE EMPLOYER 
 
 This he did, following his stenographer's 
 suggestion. Did he give her credit for it? 
 Not then. He was too irritated, his mind 
 was altogether too heavily charged with 
 trouble. Without ,an apology, without a 
 'thank you,' he let her return to her desk. 
 In the afternoon, after pulling himself to- 
 gether, he summoned her to him again. 
 
 Mr. Williams: "Miss Smith, come over 
 here a minute, if you have time." 
 
 Miss Smith: "Yes, Mr. Williams." 
 
 Mr. Williams: "Miss Smith, I want to 
 apologize for my irritability. I'm not going 
 to offer any excuse, but simply say that I was 
 troubled — a personal matter — and I was 
 mean enough to vent it upon you. Hereafter 
 I want you to do just as you did this morn- 
 ing — call me down, and call me down hard, 
 if I make a fool of myself. Perhaps I shall 
 resent it at the time, but I shall appreciate 
 it all the same. If it had not been for you, 
 I should probably have lost one of our best 
 clients. He is worth about two thousand a 
 year to us. It's only fair that you should 
 share in the profits. Bring my check book." 
 182 
 
THE IRRITABLE EMPLOYER 
 
 Miss Smith procures the book. 
 
 Mr. Williams: "I'm not going to raise 
 your pay, Miss Smith, but I'm going to make 
 you a present of a hundred dollars. There, 
 there, I don't want any expression of grati- 
 tude. I'm not giving you anything. I'm just 
 handing you what belongs to you. A hun- 
 dred is only five per cent, of two thousand. 
 I'm getting off cheaply. Go back to your 
 work and don't let me hear another word 
 about it." 
 
 Miss Smith hesitates. A tear runs down 
 her left cheek. 
 
 Mr. Williams: "Now, don't you dare to 
 start crying. If you do, I may raise that 
 check. Get out of here." 
 
 J83 
 
GETTING WORK DONE IN 
 ADVANCE 
 
 TWTAY I not quote the moss-covered adage, 
 XVX "Don't put off till to-morrow what you 
 can do to-day?" In these homely words is 
 contained much of the stuff of which success 
 is made. 
 
 He who puts off the accomplishment of his 
 duties because he believes that a more con- 
 venient day is coming, or because he is lazy, 
 is never going to succeed in any department 
 of the world's work. 
 
 Procrastination stands for failure. 
 
 Work postponed is twice done, because one 
 worries about it, which requires the same ex- 
 penditure of energy, or more, than the doing 
 of the work itself, and one is subsequently 
 obliged to perform his task. 
 
 Work done in advance, provided one has 
 the time, is easy work, because the doer of it 
 is not harassed by lack of time and can more 
 leisurely perform his duty; then, too, he has 
 the satisfaction of advance accomplishment. 
 184 
 
GETTING WORK DONE IN ADVANCE 
 
 This principle, however, may be over- 
 worked, and some men have failed because 
 they rushed to-day in order that they might 
 loaf to-morrow. 
 
 Rushing is harmful. Work done in a 
 leisurely manner does not tax the body or the 
 brain, while rushing and hustling create a 
 pressure which is unprofitable and unsafe. 
 
 It is easier to work steadily for several 
 consecutive hours than it is to rush for thirty 
 minutes. 
 
 Most business men rush. They get up too 
 late in the morning, hurriedly dress, and 
 more hurriedly swallow their breakfasts. 
 They run for the car, and enter the office 
 exhausted, unprepared to do the work of the 
 day. 
 
 There are times when we must work 
 strenuously, because unexpected matters 
 confront us, but the majority of men in every 
 calling can, if they will, perform most of 
 their tasks in a sensible and leisurely way. 
 
 On general principles, I should advise 
 every one, especially the young man and 
 woman, to do to-day's work to-day and to- 
 i8s 
 
GETTING WORK DONE IN ADVANCE 
 
 morrow's work to-morrow, and not attempt 
 to do to-morrow's work to-day, unless there 
 is plenty of time for its accomplishment. 
 
 Many of us, however, have leisure hours, 
 and during that time we can, if we will, do 
 a part of to-morrow's work, thereby saving 
 ourselves and preventing subsequent rush- 
 ing. 
 
 It is, then, always advisable to do work in 
 advance when you can do it without sacrifice 
 of your present duties. 
 
 If you have a little time on your hands, 
 and do not need a rest, accomplish to-mor- 
 row's work, or a part of it. You will feel 
 better for so doing, and the morrow will be 
 more nearly free for the taking up of new, 
 and, perhaps, unexpected duties. 
 
 Do not, however, rush to-day in order to 
 loaf to-morrow. Render unto each day the 
 work of that day, and as much of the work 
 of to-morrow as time will permit. Be ahead 
 rather than behind, but do not work into the 
 late hours of the night unless by so doing 
 you will in the main relieve the strain. Re- 
 member that work in itself is not likely to 
 i86 
 
GETTING WORK DONE IN ADVANCE 
 
 injure you. It is rush, and the pressure of 
 overwork, which undermine the brain and 
 aflFect the body. Keep busy, always realizing 
 that what you do not have to do at the mo- 
 ment, if you have time, can be accomplished 
 now, to the saving of your nervous energy. 
 
 187 
 
THE INTERFERENCE OF 
 RELATIVES 
 
 "Cj^ATHERS^and mothers, and other rela- 
 "*" tives and friends, too, are, and should 
 be, interested in the business environment of 
 those near to them, and they have every right 
 to be concerned about the welfare of their 
 young people in business or about to enter it. 
 
 I am sorry to say that there is more lack 
 of interest than interest in this matter, and 
 a large proportion of parents and others 
 seem to take little account of the conditions 
 surrounding the young people while they are 
 at work. 
 
 This same lack of attention applies to the 
 schools. The majority of parents seldom if 
 ever visit the school-rooms, and they refuse, 
 usually passively, to co-operate with the 
 teacher in the training of their sons and 
 daughters. 
 
 Co-operation is to be encouraged. The 
 school teacher and the employer both would 
 like to have the older people interested in 
 
 i88 
 
THE INTERFERENCE OF RELATIVES 
 
 their young folks and ready to encourage 
 them in every possible way, assisting both 
 the teacher and the employer in the work of 
 training. 
 
 Although this interest cannot be too great, 
 it is often manifested undiplomatically, to 
 the injury of those concerned. Many a 
 parent, or other relative, visits the business 
 office too frequently, interfering with the 
 duties of the employee, often not realizing 
 that business hours are for work and not for 
 entertaining callers. 
 
 Thousands of parents make the mistake of 
 accompanying their sons and daughters 
 when they are applying for positions, and 
 they frequently ask foolish questions and at- 
 tempt to establish conditions which would 
 interfere with the discipline of business. 
 They do not seem to appreciate the fact that 
 social life and business are not alike, that the 
 home and the office are for two distinct pur- 
 poses, and that what may be done in one 
 cannot successfully be allowed in the other. 
 
 The employer is engaging the young man 
 or woman, not his or her parents or relatives ; 
 189 
 
THE INTERFERENCE OF RELATIVES 
 
 and, while he encourages interest, he will not 
 tolerate unfair interference. 
 
 Many young men and women have failed 
 to be promoted, have not "made good," and, 
 further, have not done their best, because the 
 parent has encouraged fault-finding and dis- 
 satisfaction, and objected to many perfectly 
 legitimate business practices. Not being 
 familiar with business conditions, or being 
 over-solicitous for the welfare of their 
 young, they have demanded privileges which 
 could not be allowed. 
 
 It is obvious that no respectable and decent 
 parent or relative desires to have his young 
 people connected with any disreputable house 
 or with any office or shop where they are 
 likely to be led astray, and he has every right 
 to make inquiries in order to satisfy himself 
 that the moral and other conditions are 
 proper, but the showing of this interest need 
 not become interference. 
 
 Upon general principles, I advise an appli- 
 cant to apply for a position unaccompanied 
 by parent, relative, or friend, and I further 
 suggest that parents and friends do not call 
 igo 
 
THE INTERFERENCE OF RELATIVES 
 
 more than occasionally at the business office. 
 They can keep in touch with affairs without 
 interfering and without occupying the time 
 of the employee when he or she is at work. 
 I recall the case in my own experience of 
 an apparently very estimable young woman, 
 who applied to me for a position. She made 
 several calls, always accompanied by her 
 mother. I was decidedly prepossessed in 
 favor of the applicant and undoubtedly 
 should have given her the position, if I had 
 not had every reason to believe that the 
 mother would interefere with her duties. 
 This mother was fussy and unreasonable, 
 and she evidently proposed to dictate what 
 her daughter should do and should not do. 
 Every little annoyance would undoubtedly 
 have been reported at home, and no business 
 runs so smoothly that there are not at times 
 difficulties to be surmounted. Practically 
 every employer has had the same experiences 
 or similar. 
 
 The following dialogue is drawn from life. 
 Although I admit that the part played by the 
 191 
 
THE INTERFERENCE OF RELATIVES 
 
 inquisitive relative is somewhat unusual, it 
 is not exaggerated. The merchant has ad- 
 vertised for a stenographer and has set apart 
 an hour to interview the applicants. A 
 modest, neat, and apparently satisfactory- 
 young woman, accompanied by a maiden 
 aunt, enters the office. 
 
 Miss White (the aunt) : "Is Mr. Wells 
 in?" 
 
 Mr. Wells: "I am he." 
 
 Miss White : "I understand that you are 
 looking for a stenographer." 
 
 Mr. Wells: "Are you an applicant?" 
 
 Miss White: "O dear no. This is my 
 niece. Miss Hatch. She is interested in the 
 position, and I want to make a few in- 
 quiries." 
 
 Miss Hatch: "I learned of the vacancy 
 through . . ." 
 
 Miss White: "My niece is a particularly 
 good stenographer. She won a silver cup at 
 the commercial school." 
 
 Mr. Wells: "Have you had any experi- 
 ence, Miss Hatch?" 
 
 192 
 
THE INTERFERENCE OF RELATIVES 
 
 Miss White : "No, she has never occupied 
 any position, but I am sure that will be no 
 drawback, because her record at school was 
 so remarkable, and she always was smart 
 even as a child." 
 
 Miss Hatch: "Really,! . . ." 
 
 Miss White : "Yes, you are smart. Every- 
 body says so. Why I remember when you 
 were only a little bit of a girl . . ." 
 
 Mr. Wells (turning to Miss Hatch) : 
 "How rapidly can you take dictation ?" 
 
 Miss White : "O, she will have no trouble 
 in that direction. I know she's very rapid." 
 
 Mr. Wells : "Pardon me, ladies, but may 
 I not have a more definite reply to my ques- 
 tion?" 
 
 Miss Hatch : "I can take a hijndred and 
 ten words a minute for sustained dictation." 
 
 Miss White : "But I've heard you say you 
 can take a hundred and fifty." 
 
 Miss Hatch: "That's only for a minute 
 or two." 
 
 Miss White: "Well, I know she will be 
 satisfactory." 
 
 Mr. Wells : "What machine do you use ?" 
 193 
 
THE INTERFERENCE OF RELATIVES 
 
 Miss White: "She has used three or 
 four." 
 
 Miss Hatch : "I prefer the Blank machine, 
 but I can easily adapt myself to any other." 
 
 Miss White : "She has a Blank typewriter 
 at home, and I shouldn't like to have her get 
 out of practice by using another make." 
 
 Mr. Wells : "That is the machine we have 
 here. (Turning to Miss Hatch) : Would you 
 be satisfied with ten dollars a week at the 
 start?" 
 
 Miss White : "Why, she expected twelve 
 dollars at least. A lot of her friends are 
 getting fifteen." 
 
 Mr. Wells : "But Miss Hatch has had no 
 experience. I should start her at ten and ad- 
 vance her yearly for some time, if she de- 
 served it." 
 
 Miss Hatch : "That would be satisfactory, 
 lam . . ." 
 
 Miss White : "Well, how soon do you think 
 you would raise her pay?" 
 
 Mr. Wells: "Why, I can't tell you that. 
 If she did good work, she would be entitled 
 to more monev at the end of the year." 
 194 
 
THE INTERFERENCE OF RELATIVES 
 
 Miss White: "Ten dollars seems small." 
 
 Mr. Wells: "Many girls start at eight. 
 You live at home, do you not?" 
 
 Miss White : "She is an orphan and lives 
 with me." 
 
 Mr. Wells: "Where do you reside?" 
 
 Miss White: "In Englewood. You see 
 she would have to take a train, and that re- 
 minds me — what are the hours ?" 
 
 Mr. Wells: "Nine to five." 
 
 Miss White : "Saturday afternoons free, 
 of course?" 
 
 Mr. Wells: "Yes, unless we are very 
 busy." 
 
 Miss White : "But every one has Saturday 
 afternoons. My niece is taking music les- 
 sons every Saturday. It would be very in- 
 convenient if slie had to omit a lesson." 
 
 Mr. Wells: "That wouldn't occur very 
 often, but I could not guarantee that I should 
 not have to keep her once in a while." 
 
 Miss White: "That would be an objection, 
 surely." 
 
 Miss Hatch : "O no, auntie, it wouldn't. 
 I could arrange that." 
 
 195 
 
THE INTERFERENCE OF RELATIVES 
 
 Miss White : "We have breakfast at half 
 past seven, and the earliest train my niece 
 could take would be the eight-thirty. It 
 doesn't reach the city until a little after nine. 
 I suppose that wouldn't make any differ- 
 ence." 
 
 Mr. Wells : "Pardon me, madam, but I'm 
 afraid it would. I insist upon promptness. 
 I am on time always, and I expect others to 
 be also." 
 
 Miss White: "What difference would it 
 make if she was ten or fifteen minutes late?" 
 
 Mr. Wells: "Perhaps it wouldn't make 
 much difference as far as her day's work was 
 concerned, but it wouldn't be fair to grant 
 her this concession and insist upon prompt- 
 ness on the part of the other employees." 
 
 Miss Hatch: "I could take an earlier 
 train. There is one which leaves at eight- 
 five." 
 
 Miss White: "But you would have to 
 hurry your breakfast, and I can't let you get 
 indigestion." 
 
 Mr. Wells: "Can't you have breakfast 
 fifteen minutes earlier?" 
 196 
 
THE INTERFERENCE OF RELATIVES 
 
 Miss White : "I suppose we could, but it 
 would be an awful inconvenience." 
 
 Mr. Wells: "I'm very sorry, but, really, 
 I couldn't make the concession which you 
 ask." 
 
 Miss Hatch: "I don't ask it. I'll see to it 
 that I'm on time." 
 
 Miss White: "I don't see quite how we 
 could arrange it. Fm so used to getting up 
 at a certain hour that I don't see how I could 
 ever get accustomed to getting up earlier." 
 
 Mr. Wells : "Well, ladies, I can't say any 
 more." 
 
 Miss Hatch: "I should like to come to 
 work for you, if you would like to have me, 
 and I assure you that I shall be on time." 
 
 Mr. Wells (after thinking a moment) : 
 "I'd rather not decide to-day. Let me think 
 it over. Can't you call to-morrow afternoon? 
 I'll give you my decision then." 
 
 Miss White : "Not to-morrow. We have 
 tickets for the matinee." 
 
 Miss Hatch : "I can call, sir." 
 
 Miss White: "No, dear, you know it 
 would be impossible." 
 
 197 
 
THE INTERFERENCE OF RELATIVES 
 
 Mr. Wells: "How about day after to- 
 morrow ?" 
 
 Miss White: "It wouldn't be convenient 
 for me to come in because it's my club day." 
 
 Mr. Wells : "But your niece could come ?" 
 
 Miss White: "Why, yes, but I don't like 
 to have her traveling around in strange 
 offices alone. You hear awfully queer stories 
 about the doings in these places." 
 
 Mr. Wells (ironically) : "But, Miss White, 
 you can't accompany your niece in town 
 every day, can you ?" 
 
 Miss White: "That would be different. 
 We shall look up any concern very carefully 
 before allowing her to go to work there." 
 
 Mr. Wells (smiling) : "Well, I don't ob- 
 ject to being investigated." 
 
 Miss White: "No, I didn't suppose you 
 would." 
 
 Mr. Wells : "Well, let's leave it this way : 
 I'll think the matter over and write to you. 
 What is your address ?" 
 
 Miss White gives it to him. 
 
 Mr. Wells (rising and intimating that the 
 interview is at an end) : "Good morning." 
 
 io8 
 
THE INTERFERENCE OF RELATIVES 
 
 The next day the young woman received a 
 letter from the merchant, stating that he was 
 sorry, but another appHcant had secured the 
 position. Why? He was pleased with the 
 young woman's appearance, and undoubtedly 
 he would have engaged her had she not re- 
 sided with a woman, who would in all prob- 
 ability have continually interfered with her 
 niece's duties. 
 
 199 
 
TELEPHONIC RIGHTS AND 
 WRONGS 
 
 COMPARATIVELY few business or pi^o- 
 fessional men personally answer a tele- 
 phone call, if they employ a clerk, stenog- 
 rapher, or secretary. Further, a large pro- 
 portion of the outgoing calls are begun by 
 the clerk, who hears, "Call up the Chase 
 Manufacturing Company," or "I want to 
 talk with Mr. Farley, of Brown, Farley & 
 Company," or "Get me Mr. John Brown." 
 The clerk calls for the proper number, and, 
 if the line is busy, turns to the employer and 
 says, "The line is busy. I will let you know 
 as soon as I can get them." 
 
 If the employer wishes to talk himself, the 
 clerk, after obtaining the number and con- 
 necting with the right person, says, for ex- 
 ample, "Mr. Davis is on the line." 
 
 Frequently, however, the employer does 
 not go to the telephone at all, but delivers his 
 message to the clerk, who holds the entire 
 conversation. 
 
 Probably no other business instrument is 
 
 200 
 
TELEPHONIC RIGHTS AND WRONGS 
 
 misused as much as the telephone. Compara- 
 tively few people talk distinctly into the 
 transmitter. Many of them do not place 
 their mouth near it, and some do not hold 
 the receiver close to their ear. All this re- 
 quires repetition of the message and wastes 
 time. 
 
 The receiver should be held close to the ear 
 and one should talk directly into the trans- 
 mitter, never at an angle, and in a moderate 
 and distinct voice. Screaming into the tele- 
 phone is less likely to carry the message than 
 is talking in a tone of voice which is too 
 low. 
 
 Probably seventy-five per cent, of the calls 
 are about as follows : 
 
 "Give me Main 278. Is this Main 278? 
 Am I talking to Smith, Brown and Com- 
 pany? Is Mr. Brown in?" 
 
 This method contains at least one serious 
 error. When you have been connected with 
 the number, the first question should be, "Is 
 this Smith, Brown and Company?" Then 
 the speaker should say, "This is the. Wheel- 
 wright Manufacturing Company. I am. Mt^ 
 
TELEPHONIC RIGHTS AND WRONGS 
 
 I 
 
 Wheelwright," or "I am speaking for Mr. 
 Wheelwright," or "This is Mr. Wheel- 
 wright's secretary talking. I should like to 
 speak with Mr. Brown," or "Mr. Wheel- 
 wright would like to talk with Mr. Brown." 
 
 By giving the name of the firm or com- 
 pany, or the individual's name, the receiver 
 has information which will enable him to call 
 up the number if the line is disconnected by 
 accident. 
 
 If the caller simply says, "Is this Main 
 728?" or "Is this Brown, Smith and Com- 
 pany?" and does not give his name or the 
 name of the firm, and the line is disconnected, 
 there is likely to be more delay than if both 
 ends of the line knew the connection and 
 could assist in getting reconnection. 
 
 Mentioning at the start the name of the 
 caller or the firm represented has another ad- 
 vantage. The clerk goes to the telephone and 
 says, "Give me Main 728." He is connected. 
 He asks for Mr. Brown. Mr. Brown is out. 
 He does not give his firm's name, and Mr. 
 Brown's office has no record of the person's 
 name who is calling. 
 
 203 
 
TELEPHONIC RIGHTS AND WRONGS 
 
 It is, as a rule, a mistake for the caller to 
 say, "This is Haymarket 406," instead of 
 giving the caller's name, or his firm name, 
 because numbers are not as transmittable as 
 words and do not mean as much. If the con- 
 nection is made, and the person called is out, 
 it is much better to say, "Mr. Henry Wheel- 
 wright would like to speak with Mr. Joseph 
 Brown. Please ask Mr. Brown to call up 
 Mr. Wheelwright when he comes in." 
 
 If the telephone is in the name of the 
 caller, there is no necessity for giving the 
 telephone number, but, if the person call- 
 ing is not listed by name, either the 
 telephone number should be given or the 
 name of his company which is listed. 
 For example : Mr. William Barnes is secre- 
 tary of the Bancroft Manufacturing Com- 
 pany. It is always advisable, unless the per- 
 son called is acquainted with Mr. Barnes, to 
 say, "Mr. William Barnes of the Bancroft 
 Manufacturing Company." Then there will 
 be no mistake. If the employee calls up a 
 personal friend, it is not always necessary 
 to give the full name of the employer, but on 
 203 
 
TELEPHONIC RIGHTS AND WRONGS 
 
 general principles I should do so, because 
 sometimes there are several personal friends 
 of the same last name. 
 
 Recently my office was called. The person 
 at the other end of the line said, "Tell Mr. 
 Fowler to call up Main 771 when he comes 
 in." My secretary endeavored to get the 
 name of the caller. It was refused. When 
 I came in, the number was reported to me. 
 I was under the impression that this number 
 connected with a person with whom I was 
 particularly anxious to have no dealings. 
 Consequently, I instructed my secretary not 
 to call that number. I was wrong. It was 
 the new number of an intimate friend of 
 mine, and I did not make the discovery until 
 several days later. 
 
 This disagreeable incident could not have 
 occurred if the caller had given my secretary 
 his name as well as his number. 
 
 In talking over the telephone, avoid long 
 and complex sentences. Use the plainest 
 English and the shortest words. Limit the 
 conversation, if possible, to a few minutes, 
 for while you are talking you are cutting off 
 204 
 
TELEPHONIC RIGHTS AND WRONGS 
 
 two lines and two persons from the whole 
 telephonic world, isolating them, so to speak, 
 and preventing others, often with important 
 messages, from reaching either of them. 
 
 Proper names are often misunderstood 
 over the telephone. It is better to spell them 
 out, if the person at the other end does not 
 repeat them correctly. Sometimes either the 
 sender or the receiver cannot pronounce 
 clearly, or hear accurately, certain words or 
 letters. For instance, let us suppose that one 
 does not sound his u's distinctly. In spelling 
 out the name he may say, "The first letter is 
 U the same as the first letter in union." Now 
 union is easily pronounced, and the receiver 
 has the first letter, which makes it easier for 
 him to get the others. 
 
 Mistakes are often made in figures, and it 
 is sometimes advisable to spell out the num- 
 ber. 
 
 All orders should be repeated, that is, the 
 caller should request the receiver to repeat 
 what he has said. 
 
 Numbers are better given like "Two, 
 three," instead of "twenty-three," "eight, 
 205 
 
TELEPHONIC RIGHTS AND WRONGS 
 
 seven, nine," instead of "eight hundred and 
 seventy-nine." 
 
 Courtesy over the telephone is as necessary 
 as it is when one is face to face with the 
 customer or caller. Thousands of polite and 
 genial men talk like growling bears over the 
 'phone. 
 
 Wit, humor, and light, even bright, re- 
 marks, should not be telephoned, unless 
 friends or intimate acquaintances are con- 
 versing. 
 
 Never be funny to a stranger over the tele- 
 phone. You may be misunderstood. 
 
 The employee should obtain all desired in- 
 formation, even though it may not have been 
 specified by the employer. For example : The 
 employer says, "Mr. Wales, call up Mr. 
 Shepard, of Jordan, Shepard & Company." 
 The connection is made, but Mr. Shepard is 
 out. There is absolutely no objection to ask- 
 ing when Mr. Shepard will be in. In fact, I 
 consider it essential. Then, instead of sim- 
 ply informing the employer that Mr. Shepard 
 is out, the clerk says, "Mr. Shepard is out, 
 but he will return in an hour. I have asked 
 206 
 
TELEPHONIC RIGHTS AND WRONGS 
 
 to have him call you up when he comes in." 
 Upon general principles, it is always ad- 
 visable to give full names, to say, "Mr. John 
 T. Powers wishes to talk with Mr. William 
 K. Shepard," instead of saying, "This is Mr. 
 Power's office. He would like to talk with 
 Mr. Shepard." 
 
 If the person on the other end of the line 
 appears to be discourteous, do not resent it 
 on the telephone. Return courtesy for dis- 
 courtesy. What seems to be discourteous 
 over the telephone may not be so in fact. 
 Never judge a person by the way he talks 
 on the telephone, unless he is insulting. Some 
 of the most courteous men are very short and 
 curt when telephoning. 
 
 It is obvious that with millions of tele- 
 phones mistakes will occur and some tele- 
 phone employees will be discourteous and 
 incompetent. To vent your spleen or 
 your anger upon the operator is unfair, 
 because the chances are a hundred to 
 one that she is not to blame, even though the 
 company may be. Switch-board work is 
 strenuous and nerve-racking, and I think 
 207 
 
TELEPHONIC RIGHTS AND WRONGS 
 
 that practically all telephone operators are 
 overworked and have insufficient rest hours. 
 Further, I think that no one of them is 
 adequately paid for the services rendered. 
 If this is so, the company is at fault, not the 
 operator, and complaints should be made at 
 headquarters, not to the fortunate or unfor- 
 tunate occupant of the switch-board. 
 
 But telephone service, bad though it may 
 be, is no worse, probably, than any other 
 service under the control of alleged monopoly 
 and not regulated by competition. If you 
 are not receiving the service to which you 
 think you are entitled, the service for which 
 you believe you pay, go to headquarters and 
 make your complaints. It is better to call 
 at the office personally so as to be face to face 
 with the official. If you make a complaint 
 over the telephone, you may think that you 
 are talking with some one of responsibility, 
 when, as a matter of fact, you may be ad- 
 dressing your complaint to an under-clerk, 
 who may not have any authority and may 
 or may not have an incentive to remedy 
 matters. 
 
 208 
 
TELEPHONIC RIGHTS AND WRONGS 
 
 Whether or not the telephone company is 
 deUvering the service to which the subscriber 
 is entitled does not excuse the individual 
 renter of a telephone from assisting to make 
 the seryice better. A part of the trouble, in 
 any event, is undoubtedly due to the sub- 
 scriber himself, who does not realize that 
 even the most eflficient service cannot always 
 be satisfactory to all parties. Therefore, be- 
 fore registering a complaint, discover 
 whether or not you, the subscriber, have done 
 your part to render the service efficient. Fre- 
 quently a subscriber complains, and even 
 uses profanity, because he cannot connect 
 with a certain person, perhaps because the 
 line is busy, and he vents his anger upon the 
 switch-board operator, and says, or feels, 
 that the telephone service is inadequate. In 
 this case, neither the operator nor the tele- 
 phone company is at all responsible. The 
 line has a right to be busy and will be at 
 times. If the average subscriber would con- 
 fine his complaints to those annoyances which 
 he has reason to believe are due to the com- 
 pany itself, and do his part, the chances are 
 209 
 
TELEPHONIC RIGHTS AND WRONGS 
 
 that we should have better telephone service 
 throughout the country. While the buyer of 
 anything has more right to be dissatisfied 
 than has the seller, the profitable trade, 
 whether it is in telephones or in other com- 
 modities, is impossible unless both buyer and 
 seller work together, each for the other's 
 interest. 
 
 2IO 
 
KNOCKING 
 
 A LARGE proportion of employees, and 
 ^^^ even business and professional men, for 
 that matter, are constant and more or less 
 consistent faultfinders and knockers. They 
 are sometimes dissatisfied with themselves, 
 but more often with others. Instead of 
 placing the blame upon themselves for the 
 things which go wrong, they lay it at the 
 door of others and claim that opportunity 
 has never passed through their street, and 
 that, if they had had the same chances, which 
 have been given to others, they would be 
 higher up in the business or social scale. 
 
 A reasonable amount of dissatisfaction, if 
 based upon fact and accompanied by ambi- 
 tion and a desire to excel, is, I think, to be 
 commended; but dissatisfaction, born of 
 faultfinding, which shows itself in knocking, 
 is sure to court failure and to keep its pos- 
 sessor down. 
 
 Many things are not right. Handicaps 
 are strewn in every one's path, and dis- 
 
 211 
 
KNOCKING 
 
 agfreeable features are met at every turn 
 of the road. 
 
 Success, then, consists in overcoming ob- 
 stacles, not in knocking them or in con- 
 tinuously finding fault with them. 
 
 There is no royal road to success. No- 
 body ever accomplished anything without 
 the sweat of his brow or pressure upon his 
 brain. We succeed because of strenuous 
 endeavor, because of an ever-present willing- 
 ness to meet obstacles, to ride over them. 
 
 In every concern there is one knocker — 
 perhaps more — ^imder clerks, or even those 
 higher up, who are continually finding fault 
 with the business and especially with the 
 house itself. The young clerk meets them on 
 the first day. They are loaded to the muzzle 
 with the scattering shot of dissatisfaction. 
 Intentionally, or unintentionally, they do all 
 which they can to discourage the apprentice. 
 They tell him that he has no opportunity, 
 that he is in the wrong place, that sooner 
 or later he will become dissatisfied and re- 
 sign. Instead of helping him, they injure 
 him. 
 
 2I<2 
 
KNOCKING 
 
 Such men should be avoided as though 
 they were a pestilence. Do not listen to 
 them. Do not take any stock in what they 
 say unless you can obtain prima facie evi- 
 dence that their dissatisfaction is based upon 
 something besides their own actions. 
 
 The following dialogue illustrates an alto- 
 gether too prevalent occurrence. 
 
 Mr. Young has just entered a wholesale 
 house to take the position of junior entry 
 clerk. He is a high school graduate and 
 fresh from a commercial institution. He 
 is bright and ambitious. Mr. Wood, the 
 knocker, has been with the house three years, 
 and his salary is only a few dollars a week 
 more than it was when he entered. He, too, 
 has ability, but he is a constant knocker, 
 dissatisfied with his firm, when he should 
 be dissatisfied with himself : 
 
 Mr. Wood : "Say, young fellow, what pos- 
 sessed you to come into this shop ?" 
 
 Mr. Young: "Why, I heard of an open- 
 ing here, applied for it, and got it," 
 213 
 
KNOCKING 
 
 Mr. Wood: "What are you going to do?" 
 
 Mr. Young: "Start in as entry clerk. 
 Hope I shall end as something better." 
 
 Mr. Wood : "Well, you won't. There's no 
 chance here. You won't like your job, I 
 can tell you that to begin with." 
 
 Mr. Young: "Why?" 
 
 Mr. Wood: "No chance, and they aren't 
 fair. I've been here three years, and I ought 
 to know. The boss doesn't care a cuss about 
 us anyway. Works us to death, and no 
 thanks for what we do, and we get called 
 down if we slip up." 
 
 Mr. Young: "Well, I suppose we ought to 
 get called down, if we make mistakes." 
 
 Mr, Wood: "Perhaps sometimes, but I 
 don't like the way they do it, any way." 
 
 Mr. Young: "Do they ever call you down 
 when you aren't to blame?" 
 
 Mr. Wood: "Well, a fellow can't be right 
 all the time." 
 
 Mr. Yoimg: "I suppose, though, if they 
 pay us a salary they expect us to do things 
 right most of the time." 
 
 Mr. Wood: "Well, there isn't any chance 
 
KNOCKING 
 
 to get up here. I haven't. Two fellows have 
 been promoted over my head. The trouble 
 is the boss shows favoritism." 
 
 Mr. Young: "I'm sorry for that, if it's 
 so. Wasn't there some particular reason for 
 promoting those two fellows ? What did they 
 do?" 
 
 Mr. Wood: "Well, I don't know of any 
 reason. I worked alongside of them a year, 
 and I didn't see any particular signs of 
 brilliancy. I didn't get a boost, and they 
 did. That's all." 
 
 Mr. Young: "Do you mean to say that, if 
 a fellow does his duty, he is called down 
 and given no chance?" 
 
 Mr. Wood: "That's about it." 
 
 Mr. Young: "But the other two men were 
 promoted. How about that?" 
 
 Mr. Wood : "Favoritism, I told you. They 
 have always been hanging around the boss, 
 trying to breathe for him. You don't catch 
 me doing that. It isn't my style.^ ^I believe 
 in minding my own business." 
 
 Mr. Young: "Well, I'm going to do my 
 best, and let the future take care of itself." 
 
 315 
 
KNOCKING 
 
 Mr. Wood : "Maybe you will be one of the 
 favorites." 
 
 Mr. Young: "I hope so." 
 
 Mr. Wood: "Why didn't you try for a 
 job with Chase & Carr across the street? 
 They are decent people." 
 
 Mr. Young: "Have they an opening?" 
 
 Mr. Wood: "Yes." 
 
 Mr. Young: "Why don't you try for it if 
 you are dissatisfied here?" 
 
 Mr. Wood : "Did, but didn't get it. I sup- 
 pose the boss here gave me a black eye. Of 
 course, they must have gone to him for 
 reference." 
 
 Mr. Young: "Well, I hope I'll like it here 
 better than you do. I know a fellow who 
 used to work here, who speaks highly of all 
 the officials. He had an offer in the West, 
 and the boss stood by him and told him to 
 take it." 
 
 Mr. Wood : "The old man must have been 
 sleeping when he did it." 
 
 Mr, Young: "My friend got the job just 
 the same. He's getting three thousand a 
 year and prospects out in Chicago." 
 ?i6 
 
KNOCKING 
 
 Mr. Wood: "I tell you the West is the 
 place. No show for a fellow here in the 
 East. Dead hole." 
 
 Mr. Young: "Perhaps it is. I may go 
 West some time, but I'm not going until I 
 make goed here. The follow who makes 
 good in the East is pretty sure to make good 
 in the West, and my old uncle used to tell 
 me that the fool in the East is a bigger fool 
 in the West. I guess 'it's up to me' to make 
 good." 
 
 Mr. Wood: "You'll feel differently in a 
 month from now." 
 
 Mr. Young : "I hope not. If I don't suc- 
 ceed, it won't be my fault. My courage's 
 good." 
 
 Mr. Wood: "Well, I wanted to warn you." 
 
 Mr. Young : "I appreciate your intention. 
 Thank you." 
 
 S17 
 
THE MEETING OF EMERGENCIES 
 
 T PREFER not to give names, and the in- 
 ■*■ cident happened so long ago that it would 
 be impossible for me or for any one to be 
 sure of correct details. Many of my older 
 readers will undoubtedly place the persons 
 and recall the transaction. 
 
 In a certain city was located a business 
 house, which, for the time, was, perhaps, the 
 largest of its kind in that part of the country. 
 To-day it is one of the two or three greatest 
 concerns in its class. A representative of 
 the house, having a power of attorney which 
 allowed him to buy in any quantity, was in 
 New York City, ostensibly to purchase reg- 
 ular merchandise. He discovered that there 
 was likely to be a near future shortage of a 
 certain staple commodity and that enormous 
 quantities of it could be purchased for cash. 
 He immediately began to buy, drawing upon 
 his house for the money. The drafts were 
 paid, but, after two or three had been pre- 
 sented, the firm telegraphed him to stop 
 218 
 
THE MEETING OF EMERGENCIES 
 
 buying. Notwithstanding this, he doubled 
 his purchases, and if the concern had not 
 been unusually strong financially, it could 
 not have met the drafts which were received 
 after the buyer had been ordered to stop 
 buying. 
 
 This man on the ground felt that he knew 
 what to buy, and how much to buy, better 
 than his employers, arid he intentionally dis- 
 obeyed orders. The result is famous in the 
 annals of trade. Nothing before or since 
 has happened to this house which has given 
 it so great a profit, and to this one trans- 
 action is undoubtedly due its position in the 
 business world. It made this concern, 
 although it came very near breaking it. 
 
 It has been said that the great Admiral 
 Dewey, when about to move upon Manila, 
 ordered that the cables be cut so that he 
 could not be interfered with by the authori- 
 ties in Washington. Whether or not this 
 was done is not certain, but the world knows 
 how great was his victory. , 
 
 Was the buyer or Admiral Dewey justified 
 in doing what he did? Looking upon the 
 219 
 
THE MEETING OF EMERGENCIES 
 
 matter from a strictly business standpoint, 
 and recognizing the extreme importance of 
 discipline and the necessity for following 
 orders or not exceeding them, both these 
 persons would be open to criticism. It is in- 
 deed fortunate that neither failed. Had 
 their unauthorized actions been disastrous, 
 probably neither of them would have gained 
 in prominence. Success covers a multitude 
 of sins, and the man who succeeds, even 
 against orders, is likely to be praised, when 
 he would be unqualifiedly condemned if he 
 had made a failure. In both cases there was 
 an emergency. The buyer and Admiral 
 Dewey successfully met them, and both be- 
 came famous. 
 
 It should be understood, however, that 
 these men, although not at the head of 
 aflfairs, occupied very high positions and 
 were supposed to exercise discretion. For 
 a subordinate to have taken chances, to have 
 ignored orders, or to have prevented orders 
 from reaching him, would have been consid- 
 ered an inexcusable breach of trust. 
 
 Taking the initiative to this extreme ex- 
 
 220 
 
THE MEETING OF EMERGENCIES 
 
 tent means the greatest of success or an 
 equally disastrous failure. One takes his 
 reputation in his hands, so to speak, and plays 
 for the highest stake. If he wins, the world 
 canonizes him. If he fails, few, even mon- 
 grel, dogs of men will take the pains to 
 growl at him. He is altogether too little to 
 count save in the census. 
 
 There is no fixed line between the dis- 
 obedience of orders, when it appears that by 
 not following them greater profit or result 
 will be accomplished, and the automatic 
 carrying out of instructions. Where one 
 man is capable of exceeding his orders, and 
 of doing as it seems best to him at the time, 
 ten thousand men have not sufficient ability 
 to permit them to take chances. 
 
 Upon general principles, I should say, fol- 
 low your orders, never exceed them. If you 
 see an opportunity to accomplish something 
 which would be impossible if your instruc- 
 tions were strictly adhered to, telephone or 
 telegraph your superiors and obtain their 
 consent, if possible. Sometimes this cannot 
 be done. Then one must decide for himself. 
 
THE MEETING OF EMERGENCIES 
 
 If he is reasonably sure that his employer 
 would justify him in ignoring instructions, 
 then it may be, at times, justifiable to act in 
 disobedience of orders; but I say here, and 
 emphatically, that it is extremely dangerous, 
 if not fatal, to go against instructions, and 
 no one should allow himself to do so unless 
 he has next-to-certainty before him, and oc- 
 cupies a position high enough to offer some 
 excuse should he fail. The apprentice, and 
 any one occupying a subordinate position, 
 should never take chances. What seems to 
 him to be a certainty may be the opposite. 
 He has not sufficient experience to guide him 
 out of the path of staked-out safety. There- 
 fore, I say, "follow orders." If it should 
 appear that the order was given under 
 misapprehension, or that conditions have 
 changed, then make every effort to obtain the 
 consent of your superiors. 
 
 The strict following of orders, however, 
 does not interfere with the taking of the 
 initiative, that doing of things not specified 
 in the instructions, the accomplishment of 
 which is not likely to work for loss. 
 
 222 
 
THE MEETING OF EMERGENCIES 
 
 The following dialogue illustrates this 
 point. Although the young man assumed 
 authority and went beyond the requirements 
 of his position, he did not involve his em- 
 ployer in any perceptible loss. He met an 
 emergency, did for his house what was likely 
 to be to its benefit, and, if any loss had 
 occurred, it would have been too insignifi- 
 cant to merit criticism. The young man was 
 private secretary to the head of the firm, and 
 was occasionally left alone in the office — 
 that is, no one was present who outranked 
 him. It so happened that the president was 
 in a distant city, and that his whereabouts 
 was not sufficiently certain to suggest tele- 
 graphing or telephoning, and, besides, there 
 would not have been time for either. The 
 other official, who would have sat in author- 
 ity over the matter, was also unavailable. 
 The secretary lived in a suburban town, and 
 he heard, while on his way to the office that a 
 freight train had been wrecked between its 
 starting point and the city. He knew that in 
 all probability a carload of shoes had been 
 shipped the day before from the firm's fac- 
 
 323 
 
THE MEETING OF EMERGENCIES 
 
 tory. He felt that presumably this car was 
 a part of the wrecked train. On his arrival 
 at his office he found a notification from 
 the factory that the goods had been shipped 
 as he supposed. He immediately telephoned 
 the freight department of the railroad, but 
 was unable to obtain definite information. 
 The wreck had occurred — the railroad in its 
 desire to please the public up to its (the 
 railroad's) convenience — admitted that 
 much, but there appeared to be no easy or 
 otherwise way of discovering at that time 
 whether or not the car in question had suf- 
 fered. The secretary knew that the retailer 
 to whom the shoes were consigned intended 
 to advertise them as a special sale on the 
 next day. He telephoned him. 
 
 Secretary: "I'd like to speak with Mr. 
 Emerson." 
 
 Mr. Emerson comes to the telephone. 
 
 Secretary: "I understand that a freight 
 
 train has been wrecked between here and 
 
 Georgeville, and that it is quite likely that 
 
 the car containing your shipment was in the 
 
 224 
 
THE MEETING OF EMERGENCIES 
 
 accident. I have telephoned the freight de- 
 partment, and, although they will not give 
 me any real information, they admit that it 
 is probable that your car has suffered." 
 
 Mr. Emerson : "Too bad. The advertise- 
 ments are out for this special sale, and the 
 loss will be heavy." 
 
 Secretary: "May I make a suggestion?" 
 
 Mr. Emerson: "Certainly." 
 
 Secretary: "I find that we have several 
 cases of these shoes at the factory— -suffi- 
 cient, I think, to give you enough sizes to 
 carry you for a couple of days. I will order 
 the factory to send you about a dozen cases 
 by express. It is now 9.15. They will be 
 delivered to the express company within an 
 hour, and will undoubtedly reach Boston late 
 to-day. I will be at the express office, and, 
 if it is impossible for them to make delivery 
 this afternoon, I will engage a truckman. 
 Then you will have the shoes all ready for 
 to-morrow's sale." 
 
 Mr. Emerson : "I don't know how to thank 
 you. What is your name, please?' ' 
 
 Secretary: "Frank Aldrich." 
 
THE MEETING OF EMERGENCIES 
 
 Mr. Emerson : "Mr. Aldrich, I should like 
 to see you. Can't you lunch with me at the 
 City Club this noon?" 
 
 Secretary: "I greatly appreciate your in- 
 vitation, but, as the president and treasurer 
 are away, I can't very well leave the office." 
 
 Mr. Emerson : "Make it to-morrow." 
 
 Secretary : "Thank you." 
 
 The shoes arrived on time. Fortunately, 
 the car was not wrecked, but it did not ar- 
 rive in Boston until the second following 
 day. Mr, Emerson was protected. The sale 
 was not delayed. At the luncheon, on the 
 morrow, Mr. Emerson suggested that, if the 
 company would release the secretary, there 
 was a responsible position awaiting him at 
 his store. The young man did not accept 
 the offer. He is not secretary any longer, 
 he is assistant manager. 
 
 226 
 
BETRAYING BUSINESS 
 CONFIDENCES 
 
 TV/TY older readers will recall a public 
 ■^ scandal, the details of which appeared 
 conspicuously in the newspapers of several 
 years ago. The secretary of a prominent 
 United States official discovered irregulari- 
 ties, if not rascality, on the part of his em- 
 ployer. He notified the proper authorities, 
 and the official was exposed and removed from 
 his office. Many editorial writers, and many 
 others, condemned the secretary, claiming 
 that he should not have told secrets which 
 came to him in his official position, even 
 though they represented dishonest practices, 
 and that he was in honor bound to stand 
 by his employer. The secretary in rebuttal 
 replied that his real employers were the 
 people of his country and that he had every 
 moral and legal right to present the facts to 
 those who were in command of his services 
 and who virtually paid him his salary. This 
 view of the matter was accepted by the best 
 227 
 
BETRAYING BUSINESS CONFIDENCES 
 
 writers and statesmen, and it was generally 
 conceded that he did not go beyond his prov- 
 ince and that he did not violate any code of 
 high morals or unfairly expose wrong- 
 doing. 
 
 Personally, I take this stand, for every offi- 
 cial drawing a salary from the government, 
 be it town, city, State, or Nation, is in the 
 employ of the citizens, and consequently 
 the people are his masters. This man, there- 
 fore, had a right to go to headquarters, for 
 the wrong-doing official in immediate charge 
 of him was merely another employee, and it 
 would not be right for any employee to cover 
 up the irregularities of a fellow-worker. 
 
 The employee of a mercantile house, or 
 other private concern, occupies a somewhat 
 different position in relation to his em- 
 ployer, for his employer is not drawing his 
 support directly from the people. The em- 
 ployee, therefore, has no right to betray any 
 secret unless the employer is breaking the 
 laws of his cotmtry, in which case the em- 
 ployee would be justified in bringing it to the 
 attention of the proper authorities, for no 
 228 
 
BETRAYING BUSINESS CONFIDENCES 
 
 one, employee or not, has any moral or legal 
 excuse to remain quiet, to the suppression 
 of crime. 
 
 To betray a purely business secret, if there 
 is no dishonesty back of it, is a breach of 
 trust, and I consider it serious enough to 
 call it criminal. 
 
 Every business house or professional office 
 has either processes or methods, matters 
 which are, or are supposed to be, exclusively 
 its own, and the success of the concern often 
 is due to secrecy. For example, the house is 
 desirous of obtaining a certain contract, and 
 has received valuable inside information re- 
 garding it. To give these facts to a com- 
 petitor, or to speak of them in any way so 
 that there will be the slightest possibility 
 of their becoming public, is wrong from 
 every moral, legal, and business standpoint. 
 
 If you are working for a dishonest house, 
 resign, and do it at once. To remain makes 
 you an accessory to the crimes committed. 
 Remember, however, that everything that 
 comes to you, from within, whether of little 
 or great importance, should be considered 
 
 229 
 
BETRAYING BUSINESS CONFIDENCES 
 
 by you as sacred and as confidential, unless 
 it is without the law. You have no right to 
 talk it over with your father, your mother, 
 your wife, or your friends, or with a fel- 
 low-employee, unless the latter is with you 
 familiar in the premises. Keep your busi- 
 ness, and that of your house, to yourself. 
 
 I recall an incident: A while ago, with a 
 friend, I dined at a restaurant patronized by 
 women as well as by men. Beside me sat two 
 young women. I knew neither of tiiem. 
 One of them was the private secretary of a 
 great law firm, which had among its cases 
 one in which a friend of mine was inter- 
 ested. In this public dining-room, and be- 
 fore strangers, she outlined the procedure to 
 her friend, talking in tones loud enough to 
 be heard by every one at the table, and, fur- 
 ther, the information she gave was correct. 
 Probably she did not intend to do wrong. 
 It was, I believe, carelessness or ignorance, 
 but neither of these is excusable in business 
 or in the professions, or anywhere else for 
 that matter; no, not even in society, where 
 law and right and common honesty are at a 
 230 
 
BETRAYING BUSINESS CONFIDENCES 
 
 discount. Any one who will do as this 
 young woman did is unworthy of confidence 
 and cannot be trusted at home or abroad. 
 He or she is unfit to occupy a position above 
 that of flagging a train at a crossing, and 
 even here I should "Stop, Look, and Listen" 
 before allowing a wheelbarrow to take 
 chances. Perhaps she had never been told 
 not to talk about office affairs. Even in this 
 case her conduct was reprehensible. As a 
 woman of ordinary sense she should have 
 had judgment sufficient to tell her that what 
 she heard in the office was to be kept in- 
 violate. 
 
 Many of the business losses, and those 
 sustained by professional men, are due to the 
 fact that the employees are neither honest 
 nor intelligent enough to keep to themselves 
 everything which occurs in the office, unless 
 it is a breakage of the law. 
 
 Thousands of young women make con- 
 fidants of their mothers, and that is right, 
 but office matters should never be discussed 
 at home, except those which are known at 
 large. If your tongue cannot be trusted, or 
 
 231 
 
BETRAYING BUSINESS CONFIDENCES 
 
 if you cannot trust your tongue, you are 
 unfit to hold any responsible position, or any 
 position, for that matter. 
 
 The following dialogue between two young 
 men while on a suburban train illustrates the 
 point I am making: 
 
 John: "How are things at the office?" 
 
 Will: "Business is fine. Think we're 
 going to land that Blake, contract." 
 
 John : "You don't say ! We haven't heard 
 about it, and the boss is pretty keen on the 
 scent. What are they going to do ?" 
 
 Will : "Well, they're going to build a new 
 factory, a big one out in Natick, and that 
 means a hundred thousand dollars' worth of 
 new machinery. The supe got the tip the other 
 day, and we are in on the ground floor. 
 Nobody else has any idea they're going to 
 build. Guess we're going to land it all right." 
 
 John very shrewdly changed the subject, 
 
 for he had the information he wished for, 
 
 and he didn't want his friend to think that 
 
 he had let go an important secret. Upon 
 
 232 
 
BETRAYING BUSINESS CONFIDENCES 
 
 his return to the office he informed his em- 
 ployer, who immediately set to work and 
 landed the contract. Now, John had a per- 
 fect right to give this information to his 
 employer. What was said to him was not 
 told in confidence. Will, on the other hand, 
 betrayed a great business secret, and there 
 was no excuse for his action. 
 
 I present another dialogue between a mer- 
 chant and his secretary: 
 
 Mr. Hawkins : "Sit down. Miss Ames. I 
 want to have a talk with you." 
 
 Miss Ames seats herself near his desk. 
 
 Mr. Hawkins : "Miss Ames, your father is 
 quite an enthusiastic billiard player, isn't 
 he?" 
 
 Miss Ames (surprised): "Why, yes!" 
 
 Mr. Hawkins: "He is frequently at the 
 Central Club, in Maiden, is he not?" 
 
 Miss Ames: "Yes, he goes there two or 
 three evenings a week." 
 
 Mr. Hawkins : "Isn't Mr. Bird, president 
 of the Eagle Company, a chum of his?" 
 23;5 
 
BETRAYING BUSINESS CONFIDENCES 
 
 Miss Ames: "Father knows him very 
 well." 
 
 Mr. Hawkins: "Plays billiards with him, 
 doesn't he?" 
 
 Miss Ames : "I suppose so." 
 
 Mr. Hawkins: "Mr. Bird is one of the 
 smartest men in our business, and he is our 
 leading competitor. We discovered, as you 
 know, largely by accident, that the Mar- 
 quis people, of Detroit, are going to build a 
 chain of hotels. The matter has been kept 
 very quiet. So far as I know I am the only 
 one in the trade who has heard about it. 
 Of course, sooner or later it will be public 
 property. I was working through inside 
 channels, and had good reason to feel that 
 I should be given preference. Now, I know 
 that Mr. Bird has got hold of it. The ques- 
 tion is, how did he get this information ?" 
 
 Miss Ames : "I'm sure I haven't an idea. 
 Why do you ask me?" 
 
 Mr. Hawkins (severely) : "Haven't you 
 ever spoken about this chain of hotels to 
 your father?" 
 
 Miss Ames : "I may have, for one night we 
 234 
 
BETRAYING BUSINESS CONFIDENCES 
 
 were discussing the large number of hotels 
 going up lately." 
 
 Mr. Hawkins : "And you mentioned the in- 
 tentions of the Marquis people ?" 
 
 Miss Ames : "I do not recall that I did." 
 
 Mr. Hawkins: "Think hard. Are you 
 sure, Miss Ames, that you didn't ?" 
 
 Miss Ames : "Why, no, I'm not absolutely 
 sure. I may have mentioned it." 
 
 Mr. Hawkins: "Then I am not unfair if 
 I assume that you gave this information to 
 your father, and that he passed it along to 
 Mr. Bird. I can't account for the leak in any 
 other way. Are you in the habit of talking 
 over business at home?" 
 
 Miss Ames : "Why, yes. I'm interested in 
 the business, you know, and I naturally speak 
 of it to father and mother." 
 
 Mr. Hawkins : "Miss Ames, you have been 
 with me for five years. For a year you have 
 been my secretary, and most of the im- 
 portant business of the house has passed 
 through your hands. It would have been im- 
 possible for me to keep these things from 
 you because you wrote the letters, 'You 
 
BETRAYING BUSINESS CONFIDENCES 
 
 could not help being familiar with affairs, 
 and this one in particular, because it was 
 allowed to go through the office. I have 
 trusted you. Your work has been highly 
 satisfactory, and I had a right to suppose 
 that you possessed ordinary judgment. Evi- 
 dently it is not safe to tell you anything more 
 in confidence, and I shall feel obliged to re- 
 move you from your position. I shall not 
 discharge you, but shall place you where you 
 cannot easily injure us." 
 
 Miss Ames (tearfully): "I am very 
 sorry, Mr. Hawkins." 
 
 Mr. Hawkins: "Being sorry doesn't help 
 me any. While, of course, Mr. Bird may not 
 get the contract, his chances are now as good 
 as mine, which would not have been the case 
 had he not heard of it until later. I don't 
 think that you had any ulterior motive. It 
 was, I believe, ignorance or lack of judg- 
 ment, but the young woman who occupies 
 your position must have judgment, must in- 
 tuitively be trustworthy, must understand, 
 without being told, that business affairs 
 should not be talked over outside of the office. 
 236 
 
BETRAYING BUSINESS CONFIDENCES 
 
 I hope this will be a lesson to you. At the 
 end of the year I may reinstate you, pro- 
 vided I find that you have added judgment 
 to your other good qualities. The one to 
 whom I shall give your place can hold it only 
 temporarily, as she is to be married in Janu- 
 ary. It is for you to prove to me that you 
 can be trusted. The result is in your hands. 
 That is all." 
 
 m 
 
INDEX 
 
 Advance work, 184 
 
 Applying for a position, 
 right and wrong ways 
 of, 55. 
 
 Appropriate and inappro- 
 priate,, business dress, 78 
 
 Being on time, 132 
 
 Betraying business confi- 
 dences, 227 
 
 Bill collector, diplomatic 
 handling of a, 125 
 
 Business, cheerfulness in, 
 23 
 
 Business confidences, 227 
 
 Business dress, 78 
 
 Busy, keeping, 30 
 
 Caller, courteous turning 
 
 down of a, ijoi 
 Caller, pacifying a, 139 
 Callers, ungentlemanly;, 161 
 Cheerfulness in business, 
 
 23 
 
 Clothes, 78 
 
 Collector, diplomatic han- 
 dling of a, 125 
 
 Confidences, 227 
 
 Confidential matters, 227 
 
 Courteous turning down 
 of a caller, loi 
 
 Courtesy, loi 
 
 Customers, pacifying them, 
 90 
 
 Diplomatic handling of a 
 
 bill collector, 125 
 Don't knock, 211 
 Dress, 78 
 
 Emergencies, meeting 
 
 them, 218 
 Employer, the irritable, 175 
 Ethics of the telephone, 66 
 
 Finding what you want, 112 
 
 Fresh callers, 161 
 
 Friendly talk with an em- 
 ployee about a raise of 
 salary, 5 
 
 Getting work done in ad- 
 vance, 184 
 
 How to dress, 78 
 
 How to find what you want, 
 
 112 
 How to use the telephone, 
 
 66 
 
 Inappropriate business 
 
 dress, 78 
 Insults, 161 
 Interference of relatives, 
 
 188 
 Introducion, I 
 Irritable employers, 175 
 
 Keeping busy, 30 
 
 Keeping your mouth shut, 
 
 227 
 Knockers, 211 
 Knocking, 211 
 
 Life, social, 147 
 Looking up things, 112 
 
 Meeting of emergencies, 
 218 
 
 239 
 
INDEX 
 
 Morals, i6i 
 
 More salary, right and 
 
 wrong ways of asldng 
 
 for, 42 
 
 Pffice morals, 161 
 On time, 132 
 
 Pacifying a caller, 139 
 Pacifying customers, 90 
 Position, right and wrong 
 ways of applying for a, 
 
 55 . 
 Promotion, what to do to 
 
 gain, 13 
 Promptness, 132 
 
 Raise of salary, friendly 
 
 talk with an employee 
 
 ahout, 5 
 Relatives, interference of, 
 
 188 
 Right and wrong ways of 
 
 applying for a position, 55 
 Right and wrong ways of 
 
 asking for more salary, 
 
 42 
 Rights and wrongs of the 
 
 telephone, 200 
 
 Salary, raise of, friendly 
 talk with an employee 
 about, 5 
 
 Salary, raise of, S 
 
 Salary, right and wrong 
 
 ways of asking for more, 
 
 42 
 Social life and business, 
 
 147 
 
 Talking too much, 227 
 Telephone, ethics of the, 66 
 Telephone, how to use the, 
 
 66 
 Telephoning, 66 
 Telephone rights and 
 
 wrongs, 200 
 Turning down a caller, loi 
 
 Ungentlemanly caller, 161 
 Use of the telephone, 66, 
 
 What to do to gain promo- 
 tion, 13 
 What to wear in business, 
 
 78 
 What you want when you 
 
 want it, 112 
 Wrong and right wajrs of 
 
 applying for a position, 
 
 SS 
 Wrong and right ways of 
 
 asking for more salary, 
 
 42 
 
 240 
 
Handbooks Of Useful 
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