how to get a raise in pay
TRANSCRIPT
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T1lII{GS T1lIS
DO TOR
B00l( tTlr[YllU.
fl It shows you how to present your-
self in the best possible manner,
both in business and in private life.TI It shows you how to create the
right impression with your employer
and your fellow workers.
fl It shows you how to make friends
quickly and easily.
fl It shows you how to develop your
personality and increase your popu-
larity.
1T It shows you how to overcome
your weak points and develop yourgood ones.
fl And last but not least it shows you
how to sell your services for a much
higher price than they command now.
!f If you are sincere in your desire
to get ahead follow the method as set
out in this book, and nothing can stop
you from getting a bigger share ofthe luxuries of life. But the next
step rests with yourself. You must
make up your mind to start NOW.
Remember, there is no time like the
present. Tomorrow never comes.
T
Ii
Be courageous. I have lived a
long time. I have seen history
repeat itself again and again-
always America has emerged
from hard times stronger and
more prosperous. Be brave as
your fathers were before you.
Have faith ! Go Forward !-
Thomas Edison(in his last radio address.)
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Copyright rgj9by Dollar Publications
Chicago, IllinoisAII ri,ghts reseraed
First printing
Printed and, bound in the U.S.A.
by John F, Cuneo Co., Chicago, Ill,
Dedicated to
nxen and wofnen
who haae faithin the future
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CONTENTSChapter
I Object of this Book.2 Selling Yourself .
3 Self-analysis
4 Ambitions and ldeals.5 Your Mental Attitude.6 Ideas
7 Progress-Step by Step
8 Habits
9 The Value of Thinking.....l0 Co-operation...l1 Common-sense
l? Friendliness ...l3 Effort14 Planning for Efficiency. . . .
15 Perseverance ...l6 Courtesy
17 Idleness-Indifference-Indolencel8 Willingness .. . .
t9 Carelessness....
20 Leisure Time2l Read for Self-improvement22 Truth23 Honesty
24 Character
25 Personal Appearance
Page
Ic
6
It3t79'
26
2932
86
89
45
49
OJ
57
6lb5
69
tc77
80
83
88
s2
966 Cheerfulness
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GETTING YOURSELF A RAISE IN PAY
Chapter Page
27 Personality and Self-confidence 100
28 Criticism 106
29 Self-control lll30 Argument ll53l Temperance ... I2032 Your Vocation. . 123
33 The Value of Knowledge. . . . 128
34 The Value of Study. . . . .. . . 133
35 Health. (Part l) 139
36 Health. (Part 2) 143
37 Rules of Conduct..... 148
38 Conclusion l5l
i
THE OBJECT OF THIS BOOK
ttA RoILING sroNE GATHERS No Moss"''
Art Li gathers a lot of experience'..I" *y tife I
have worked at many occupations' lived in many
.orrnti.randrubbedshoulderswithpeopleineverygtude of society. I have seen men succeed-seen men
o"tl;,. in an endeavor to Present in simple lTgulg:
the reasonswhy some succied and others fail that this
totf< nut been written' There is nothing fantastic or
theoretic in its teachings; it is based on facts and true
.*p"ri"n."r; I hope yJu will find it.worth while to
read, and that you will gain something from it'- -
When you bought this book you admitted a desire
to get ahead, to li=arn, so I feel I have some license to
pt.""J" iittle, to keep saying.what "you should do"
lnd what "you should not doi' But don't take life too
t.tit"tfyt to ot" is perfect; we all slip at times But
try and,' slip less ani climb more-that is the way to
get ahead-to earn nxore rnoneY'In every chapter of this book you will find a story'
based on experience, and behind' each story there is a
,rrotul-"nidea.Alittlethought'alittleeffortplusaIiberal application of good plain common sense
should enable you to take these ideas and apply them
to Your own Problems'-go, yorl *ill gain very little if you merely read
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GETTING YOURSELF A RAISE IN PAY
through this book and then rhrow it aside. No onecould possibly absorb all the ideas contained hereinin so short a space of time.
After you have read the book once, and markedit according to the "Self analysis test,,' go back andre-read all the chaprers dealing with the subjects inwhich you feel you can do with self improvemenr.Don't set yourself too great a task at a time. Concen-trate on a chapter or two and read them over everyday until their lessons, their ideas, have become so
firmly implanted in your mind that it becomes secorid.
nature to put them into actual practice. In otherwords, fill your mind so futl with the ideas that car-rying them out becomes a habit, a part of your every-day make-up.
However don't expect a "Raise in pay" overnight.Remember "Rome wasn't built in a day.', It takestime as well as efiort to achieve worthwhile results.Sometimes advancement may seem to come slowly,but it will come nevertheless if you persevere inyour
eftort to make these ideas work for you. Theyhaae worked for others and they will work for you tooif you giae them the chance.
SELLING YOURSELF
T rrrs BooK IS WRITTEN for the average man,
the man in the street, whose greatest problem in
life is "How to earn more money." Even the small
minority who desire fame before all other things can-
not entirely ignore the necessity of "earning money"'
The gain of money should not be considered as the
only qualification for success, but its possession cer-
tainly eases the bumps in life.Every one would like
to earn more money; no one wants to earn less'
Study the lives of famous men, the greatest leaders
in industry, and what do you find? Without exceP-
tion they possessed the power of getting people to
trust them, to believe in them. In other words they
had, the ability to "sell themselues" to others'
The same law applies to politicians, soldiers, doc-
tors, lawyers, merchants, mechanics, clerks; men and
women alike. If you want to "earn more money" you
must "sell yourself;" make others believe you are
worth more money-you won't get it unless you do'You don't have to be a salesman to sell yourself'
"selling yourself" is a simple common sense process'
easily aiquired by the average man' A friend of mine'
a prominent executive in the automobile industry is
a good examPle of what I mean.
"I had to leave school when fourteen," he told
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GETTING YOURSELF A RAISE IN PAY
me, "and I got a job here, in the service depart-
ment as a helper. I made it my business to study
automobiles, especially the electricai equipment
and at eighteen was put in charge of electrical
repairs.""In my spare time I compiled a list of troubles
in cars, particularly opposition makes, and soon
the mechanics started coming to me for informa-
tion. Because I knew more about "troubles" than
any one else I was made service manager, and also
given the job of appraising the trade-ins. Thenused car sales were placed under me."
"The depression came along and the firm de-
cided they must do without a new car sales man-
ager. I was asked to supervise all car sales. Later
the company was re-organized. I was then service
manager and sales manager so I was made Vice-
President and General Manager-that's all there
was to it."
Why did this man, an apparently quiet, unassum-ing type of fellow with very little schooling, go so
far? What did he have that his fellow workers iacked?
HE HAD THE ABILITY TO "SELL HIM-SELF." Luck had nothing to do with his advance-
ment, not one of his promotions was due to "luck."
He merely used common sense backed up by a reason-
able amount of eftort; in other words he made it his
GETTING YO(]RSELF A RAISE IN PAY
businesstofindoutaboutthingswhichwouldbeoftrenefit to his employers; to Ue more useful to his
firm than his fellow workers were','^'Ot-.oorre
to sell yourself one hundred percent you
need more than just a little extra krrowledge' You
;;J;nta r"ilo*' ttotalttg fair jobs because of
some outstanding q'-tufintutioL'" but the men who
hold, the "rral iobs,':lihe my friend" possess more than
" iust one qualification"'
't;;;i ipii'"a", outstanding abilitv' mav be nec-
essary for certain *o'k' but wiiingness'cheerfulness'
courtesy, honesty, dependability' iommon sense and
friendliness ur.""t"iiuls
for success in any work'
If you want promotion' the chance to "earn more
*;;;y,;; t""r' io develop.the luatitillemployers are
alwavs looking for' Do t'his ani you uill succeed'; neg-
i:::i;;;;;;i 'iit fait'The processis simpre enough;
there's no trick to';"lli"g yourself"' You can do it
if you trY.
MOTTO: To "Snr'r- Youlsslr" Devnr-op Trrn
Quer-ttrns Trrnt ProPr-n Anurnn'
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SELF ANALYSIS
D unrNc THE HEIGHT of the depression, in1931, 1932 and 1933, thousands of people were un_ull.,,: k-eep up their. insurur.. piy-.rrrr. Manyasked for loans to tide them orre. the hard times; oth-ers wanted to surrencler their policies for cash.
This became a serious problem to some of the com-panies, and one of the trg"rt, rather than have somany cancellations, decided to try and carry some ofits policy holders till times got better.
With this in view they made an investigation ofthe situation, checking particularly on reasons whysome fellows had lost their jobs, and what chancethey had of getting them baci again.
The findings of these investigators showed somerather surprising things. It was"discovered that ap_proximately forty out of every hundred let out would.not be taken back again if business did return tonormal.
Of this forty percent, overeighty percent had seri_ous personal deficiencies. Less than twenty in every
hundred had failed through lack of technical knowl-edge. Personal deficienciis included a number ofthings, the chief of which were unreliability, failureto co-operate, laziness, untidiness, trouble making, in-terference, and dishonesty, in the order given. f hrr"deficiencies might be termed, negatiae qualities.
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GETTING YOURSELF A RAISE IN PAY
Willingness, cheerfulness, honesty, courtesy, neat-
rrcss, reliability, temperance, etc. might be termed'
ltositiae qualities.
lt is even more important to eliminate negative
rpralities than it is to develop positive ones. One nega-
tive quality may easily outweigh a dozen positive
<nres. (Jntald, numbers fail because they are unable
Lo ouercome "ONE' personal deficiency,
The most polite, obliging and efficient sten-
ographer I ever had, began to pilfer smallamounts of money. A clerk, otherwise a very de-
scrving fellorv, seemed unable to cure himself of
inexcusable carelessness. The best salesman in
t.he organization couldn't leave liquor alone. All
had to go!
Practically every employer has had similar experi-
(:ilces. Perhaps you know of cases like these yourself;
llmost every one does.
If you want to get ahead it'sa good idea to begin by
lirst checking up on yourself. And when I say check
rrp I mean "CHECK UP," not just a cursory once
ovcr in the hope that you won't find anything wrong
with yourself. Don't be afraid to put yourself under a
rn,i,croscope. It's much better for you to do it than give
sorne one else (perhaps your employer) the necessity
ol'doing it for you.
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At the end of every succeeding chapter in this book
ry" yrll find a paragraph entitled .,SelfAnalysis
Test." When you can honestly put a check mark afterthe word "Yes" then you are really on the right roadto success. But don't make the mistake of thinkingyou can afford to ignore this check mark. you can,t,if you want to earn more money. you must keep afteryourself until you can honestly place that mark whereyou know it should be.
You'll never make the grade if you make no effort
to improve yourself, and there are only two ways inwhich it can be done. One is to eliminate your nega_tiae qualities; the other is to d,euelop your positiueones. You must use both methods if .you want to ,,Sell
Yourself for a Raise in Pay."
MOTTO: You Cer'r Wrru Wrru rns CHncr ManrrN THE WnoNc Pr,ecn.
GETTING YOURSELF A RAISE IN PAY
=q
AMBITION AND IDEALS
ttfnnets ARE LIKE srARS;" wrore carl schurz,
"you will not succeed in touching them with your
hands, but like the seafaring man in the desert waters
you choose them as your guides, and following them,
you reach your destiny."
THE MAN WHO HAS NO IDEAL LACKS AM-BITION. The necessity of earning enough money
to keep alive may drive him to action, but it does notcarry him to the top of the ladder. He is content to
stay where he is, to drift with the tide, for how can
he fight to reach his objective when he has none?
To make a fortune without influence or financialbacking, to rise from a service station operator to a
tycoon in the gasoline industry in less than ten years,
is an achievement of which any man might be proud.It is not an impossibility-a friend of mine has
done it."I made up my mind that some day I would own
an oil refinery, ships and all that goes with it. Theidea filled my mind. I could think of nothing else;
I dreamed of it, I worked for it-to-day I have it. Aman can accomplish almost anything," said he,
"when he has enough ambition."
YOU MUST HAVE AMBITION TO SUCCEED.You rise or fall according to your thoughts; so set
yourself an objective, an ideal. Study the lives of
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GETTING YOURSELF A RAISE IN PAY
others, of men who have gone before you, fortheir achievement you will find the incentiveurge you on.
Who could read the life stories of men like Caesar,
Wellington, Napoleon, Nelson, Washington, Lin-coln, Columbus, Pasteur, Edison, Marconi, TheodoreRoosevelt, Ford, Lindbergh and a host of others andnot be inspired by them? Poverty and disappoint-ment dogged the lives of many of these men, but
ambition, the desire to succeed, drove them on.The boy, Napoleon, was too poor to afiord the
luxuries enjoyed by his fellow students. His leisuretime was spent in studying the life of Caesar, whichgave him the inspiration to be the master of Europe.
For years Pasteur endured poverty and scorn toachieve his ambition, a cure for rabies.
At eighteen, Horatio Nelson, then a midshipman,was so overwhelmed with the difficulties confrontinghim that he seriously considered jumping overboard
to end it all. But reading his Bible gave him aninspiration, rekindled his ambition. He resolved tosucceed, "I will be a hero," said he, "and confidingin Providence I will brave every danger!" Later hebecame the idol of his country, the greatest admiralin history.
Lindbergh often struggled to make ends meerwhen working as a mechanic or a barnstorming pilot,
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GETTING YOURSELF A RAISE IN PAY
lrrrt he never lost sight of his objective, to fly the
Atlantic alone.
When Lincoln could see nothing but failure ahead
he took courage by reading "Pilgrims' Progress" or
studying the "Life of George Washington"'
Why not include a few biographies in your read-
ing rnatter? You will find the lives of great men
1,oik.d full of interest, adventure and romance' You
will read how ambition, the will to succeed helped
them to overcome hardship and privation,perhaps
firr greater than you may ever be called upon to face'
It is well to look ahead, to set yourself an ideal' a
lrrirrk to shoot at, but there is sometimes a danger of
looking too far ahead seeing only the result of suc-
.:ess, rather than the obstacles which must be over-
(:ome to attain it.
Ambition, the desire to win promotion is in every-
one's make-up, but what value has it if you lack the
will power to persevere, to overcome your obstacles?
Itis so easy tolet yourself down; to give up, to quit,
to say "I cannot do it," "I have bitten ofi more than
I can chew."
"IF" I had more money, "IF" I had more time'
"IF" I could get a break, "IF" I had some one to help
rne; these "IFS" are only "alibis". There's only one
"IF" that really counts. "IF' you' haue "AMBI'
I-ION," the wiII to succeed, you won't need alibi's'
1n
to
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GETTING YOURSELF A RAISE IN PAY
MOTTO: Grvn younsnr,r SounrHrNG To SHoor er_TrtnN Ssoor.
SELF ANALYSIS TESTHaae you set yourself a goal?Chech. ...yes( ) ....No( )
YOUR MENTAL ATTITUDE
N ofFIlNc CAN BE accomplished unless you"Make up your mind" to do it. The power to earn
rTrore nloney is a question of "Mental Attitude" or
"Will Pouer." Make up your mind to succeed, and
the battle is more than half won. But be hesitant,
tloubt yourself, and you are beaten before you start.
THE SUREST WAY TO SUCCEED IS NOT TO
BE AFRAID OF FAILURE.Tivo salesmen rode alone in a railway coach. Con-
versation lagged. The clickety-click, clickety-click ofthe wheels was the only thing that broke the monot-
ony of the night. The cold bleak darkness seemed to
pour in the windows and cover the two men in a pall
of gloom. The younger man, on his first trip to the
liast, charged with the task of securing business from
a territory always unproductive to his company, feltparticularly depressed.
To make matters worse, a tooth to which he had
neglected to attend, had developed trouble and achedc:ontinuously. Sleep was out of the question.
Picking up the paper he began to read of the great
lluss the English people were making over Gene Tun-ney who had only recently won the heavyweight
championship of the world. He read where at a ban-
<1uet in London a society lady remarked."You must be very strong, Mr. Tunney, to beat
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GETTING YOURSELF A RAISE IN PAYGETTING YOURSELF A RAISE IN PAY
Jack Dempsey." To which he replied, .,No I amafraid you are mistaken. It is not a question ofstrength; it's a question of mind over matter.',
"What do you mean?" she said."I had heard so much about the invincibility of
Jack Dempsey," said Gene, "that I really began tothink perhaps he zras invincible. I could not allowthat condition to exist. I therefore broke training fortwo weeks, and sought the solitude of the woods, totrain my mind so that I could enter the ring prepared
to administer defeat and not receive it.""That", thought the salesman, ,'is what I've got todo! Here I am going on a mission prepared to acceptdefeat rather than administer it."
Fortunately, he recognized his own weakness. Hedecided right then to accept no defeat, to banish fear,to obtain the mastery of "mind over matter,', and toface his problems with the determination to win. Andwin he did.
Before going to the hotel he stepped over to thetelegraph office and wired the firm: ,,This territory is
all right; will send you the first orders tomorrow.,'Sure enough they went in as promised. In fact,
eight days in the territory produced more businessthan the company had received in the previous fouryears, and all through reading a simple litrle state_ment in a newspaper column.
That man is a personal friend of mine. He still
lrelicves in Gene Tunney's psychology, and so do I' Italwuys was true, and it always will be true'
YOU CANNOT FAIL IF YOU MAKE UP YOUR
MIND TO SUCCEED. Do not let a failure defeat
yorr. If you determine to overcome failure, to profit
i,y yu,rt mistakes you cannot be defeated' It is that
tngatiue thought "Fear of fai'Iure" that often ca'Itses
defout. Remember you will never fail because you
try, but you will surely fail when you do not try'
You must believe in yourself and your ultimate suc-
cesn. You must absolutely refuseto consider the possi-
lrilit:y of failure, tor posi,tiae actions cannot grow out
rtl nogatiae thoughts.
I remember as a boy working in the building trade,
lreirrg sent to c rry a load of glazed window frames up
a llrcltler to the floor above. The wagon driver, a big
irrrnky fellow, handed me two large frames' "Just give
tue one," I suggested, "I'm a new boy here and Intigllt drop them." "My boy," he replied, "if you're
al'riiid yoo;ll drop them, you'lldrop them. Flere, take
tlrerc two and forget about dropping them"' I took
the lrnrnes and stepped boldly ahead and arrived safe-
ly ;rt the toPl
I lc was only an ignorant teamster, but he gave me
Irtttte advice which I remember to this day' Take a
lescon from it yourself. Make uP your mind to step
lxrlrlly ahead, to banish fear of what may happen'
llerrrernber, )our limitations start first in your mind'
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Whe.n you place a limit on your thoughts, you auto_matically place a linit on your action"s.
If I were asked *1,_.h is the most imporrant chapterin this book, I would unhesitatingly Jy this one, forwhat good would the other .f,"ptJrs be if one has nofaith in himself.
It is therefore obvious that to earn more money, tobetter yourself, you must ,,make
up your mind,, tosucceed, for how can any man be successful if he lackswill-power, if he does not believe that he can do it?Remember
what Gene Tunney said, i.l;,5 a questionof mind ouer matter.,',
MOTTO: DoN,T Lm,,Fnen or Farrunn,, MesrnnYoun MrNo.
SELF ANALYSIS TESTA.re you willing to step botdly ahead, and. mahe asincere effort to conquer,,FEAR,,, of what mighthappen.
GETTING YOURSELF A RAISE IN PAY
Check ....yes( )
II) EAS'I i ,,
'l
.f t lnx oF ARC, a French peasant girl, believed she
Irirrl r divine inspiration. Although few useful ideas
sl:rt't tlrat way, yet Joan of Arc worked at her idea and
agirinst the greatest odds, led her country's army to
v irt<lry.
Watching the lid of his mother's kettle forced up
lry t.lrc pressure beneath it, James Watt, got the "idea"
rrl'
lruttingthis latent power to practical use. He in-
verrted the steam engine.
As a farm boy, Henry Ford saw a man driving a ten
tolr stcam tractor and got the "idea" of a light weight
Irurscless carriage.
IIUT GETTING AN IDEA AND PUTTING IT,I'0 PRACTICAL USE IS AN ENTIRELY DIF-F'lillENT MATTER. It took a lot of thinking, time
strtl cffort to produce the Ford car as we know it to-
tlny. If you happen to get a good idea-that is fine.
Ilu[ don't stop there. An idea is only the starting
prittt.You cannot finish a race in which you fail to start.
l,il'e is a race with ideas as starters; but you don't get
the prize for being the first to start, you get it forlreirrg the first to finish. The best ideas are ualueless
uilnrt, no attempt is made to carry them to a useful
t'tnrclusion.
Yotr have an idea that "you want to earn morel6
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money," but that does not mean that "you are goingto earn more money." You will not earn more unlessyou put your ideas to practical use. This book is acollection of ideas, but they are aalueless if you d,o nottry to use them. A dormant idea is only a vision, adream, a flight of imagination.
It is not necessary to conceive something new to geta good idea. Look around and you'll find food forideas wherever you go. You can get them from almostevery one you meet, from every good book you read.
Develop the power of observation. This will help youto create ideas-ideas which can often be applied inyour work.
One dark evening while out walking, I noticed apeculiar glow apparently coming from a small truck.Out of curiosity f crossed the street to see what causedit. On the truck was a complete coal stoker and min-iature furnace operating under actual conditions.
Flere was a fellow who had an "idea"-who thoughtof demonstrating a stoker on a truck so that peoplecould see it working. Our lirm had been
consideringa stoker and later purchased one from the salesmanwith the truck.
"I thought of that idea long ago," an oppositionsalesman remarked scornfully, when I mentioned thestoker on the truck; but he only "thought', of theidea. The other man put it into practice*that was
far more important.
GETTING YOURSELF A RAISE IN PAY
While writing this chapter I took time ofi to go
;rrrcl hear the Right Hon. R' B' Bennett' former Prime
Mirrister of 'Canada, speak to the Junior Board of
'l'rittle, in the City of Toronto' I went to get "his
itk:its." "It is easy to think in terms of yourself"' said
Irc . . . . . . "but you give of the best when it is
tro[ just for Yourself."
Now that is something very important to remem-
Irr:r. You cannot afford' to thinh of things' of id'eas'
tuldch only benefit yourself ' If you want to reach the
lol), to gat pro*otion, to earn more money' you mustrlrink oi others too. You must think in terms of your
",rrffoy.t.Think of ideas which will benefit his busi-
trcss, und then, You too, will benefit'
You don't have to think of big important ideas to
g., un.ua. Nor is it the Person with the most ideas
i-iru ut*uy, goes the farthest' A man I know' most of
lris tirne .rnemployed, "has more ideas than a dog has
lleras;" but the dog doesn't use his fleas' neither does
tltis tnan use his ideas'
It's a fine thing to have big ideas'but thinking too
llig, far beyond yo,,' t"putity' is dreaming' not think-
ing. Confine your tninking, your ideas' to practical
,it?"gt, to things which may be of some benefit to you
,rna io yot , .*iployt'' Isn''t it better to haue one small
scrtsi,ble id,ea tian a hund'red' big impractical ones?
"What use will it be when completed?" asked
'l'homas Edison, when considering a new idea'
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illGETTING YOURSELF A RAISE IN PAY (}ETTING YOURSELF A RAISE IN PAY
The mechanic who thinks of an ,,idea,, to cut thecost
-inmaking a small part, is more valuable to his
employer than one who dreans of making a ,,Robot.,,The clerk who suggesrs an ..iclea,,
for a simpler filingsyst-eT is appreciared more than one *ho ,rrgg.rtinothing. The salesman who gets an ..idea,,
of a betterway to sell merchandise will earn more money thanthose who are conrent to rub along in the old way.
- Every kind of business,"u.ry
o.."rpation, no matterloy lyt"ble, has opportuniries for p.opf. with prac_tical ideas-
BUT YOU WON'T GET IDEAS S/TZINGDOWN WAITING FOR INSIIRATION. Lookaround, study your own job, the business of your em-ployers, the products and methods of opposition com-panies, and see if you can discove. ,orn" place wherea new method, a new idea, may improve.ffi.i.rr.y.
-As }Ienry Ford
1uid, .,.Eu.ryrhing can always bedone better than it is being dor".,, "
THERE IS ALWAYS ROOM FOR IMPROVE-MENT; FOR THE INTR7DUCTI1N
oF BET.TER IDEAS, NO MATTER HOW SMALL THEYMAY BE.
M( )'I'TO: DoN'T un AFnern ro Succnsr Nrw "Ionns"
-You'r.L Nnvnn sn Frnnn ron TnvrNc ro Seve
run Frnu MoNnv.
3I.II,tT ANALYSIS TEST
Do you endeaaour to think of money mahing or
rn,oney saaing ideas?
Check ....Yes( ) No( )
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GETTING YOURSELF A IA'SEIN PAY
PROGRESS-STEP BY STEP
I rNow A YOUNG FELLOW, still in his teens,
who thought out a new system of oil extraction'
worked on it, developed it and received eight hun-
dred thousand dollars for the sole rights to use his
"idea." Although success came to him practically
over night, he made many small "steps" before he
made the "big jump." The "big iump" can't be made
until you'ae made the initial steps first'The average successful man, the man you see every
day driving a nice car, wearing good clothes and going
to smart places, had to climb the ladder of success' a
step at a time and you will have to do the same'
iou don't expect to score a bull's eye at half a mile
when you .utt'i hit the target at one hundred yards,
do you? No! of course not. Yet hundreds of fellows
are trying to do just that.
They only see their objective and overlook the fact
that getting there is often a slow process' They for'
get that to master big thi'ngs, they must first learn tohaster small ones. They see only the distance still to
go, and fail to recognize day by day improvement in
themselves.
It's better to be a practical "Realist" than a dream-
ing "Idealist." You don't have to be a Henry Ford or
a President Roosevelt to be a success' Success is a rela-
tive thing; there's no definite standard for it'
22
And there's no secret for success either' All you
rrec:tl is intelligence pt"' tttt ability to work faithfully
iffi,.ir ilr lq"ttiut' You must start at the bottom
urrrl climtr uP steP Uf *p steadily improving yourself
,,- tfttt. *".t;n''ICs "o"u -utt"r of doing one thing'
lrttl, rather u q"t"'o"-of doing a number of things
regularly and conscientiously until they become a
lr;rlrit. Your succe"-m tn' future witl depend' upon
lltt: habits You form NOW'
As a poor upp""ti*1n a printing plant' Benjamin
trr':rnklin had no ti;i;of^lutt' u"tomittg a world
r.irrr'rrs writer urrd dipro*at. However he did realize
rlrirt to get ahead ;J ilt; had to make good at the
iolr he was doing-'^ Co *"ftt good as a printer he
rrct:rlcd more qualifications than mere ability to set
,;;;'";; tr'"'"to'"' while still in his teens' drew up
a tt:t of rules for to"dott in his life; and what is more
ittttrortant, t't'"utiy tried to live up.to them'*
""'l;;;;ilJ to live'without committing any fault at
atty time;" he once told a friend' "I would conquer
all that either natural inclination' custom or com-
rrruY might lead me into"'tri'anklin ro""alJitpo*ibr" to live up to his code'
wlrichmightt'un"Ut"t"blessingindisguise'fortooperfect people u" t"""ffy dull company' but at least
lre tried. futf' *J"tt' fo' tht period of a year' he con-
t:etttrated t" "";";;i;'to"'i'"tty checking himself
:,g,,l:t,it'
. Hoo last chaDter.2Z
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GETTING YOURSELF A RAISE IN PAY
"Tho' I never arrived at the perfection I had beenso ambitious of obtaining, but fell far short of it,"said he, "yet I was by the endeavor, a better and hap-pier man."
Constantly trying to improve himself helped Ben-jamin Franklin in more ways rhan one. Not only hisemployer, but others with whom he came in dailycontact noticed his efiorts. Before long, he had estab-lished a circle of friends and admirers, many of whomwere in a position to help him, for peopte are always
willing to help a man who is sincerely trying to hetphimself .
Once, while out hunting in Northern Ontario, mycompanion and myself lost our trail entirely. For-tunately, we had a compass, but I'll never forget theexperience. Mile after mile, we trudged, tired andweary. "Over the next hill," we thought, "must bethe camp." But when we reached the top of the hillwe found another hill ahead, and then another andanother. But we kept our heads and persevered, forwe knew we were going in the right
direction andwould eventually reach our real objective, and wedidr
Getting ahead in life is a simple common sense
process. It's just like getting out of the bush. you'vegot to have an objective and keep going in a straightline towards it. You can't keep going round in circlesif you want to reach your goal. You must have cour-
(;Ti.ITING YOT]RSELF A RAISE IN PAY
rtg,f' l.oo-courage to persevere-courage to overcomeutrrrxpccted obstacles that seem to block your path'
lirll irnprovement is a cumulative process' As you
l!!;rBl('r one fault, it automatically becomes easier to
lrrilrl(:r the next one. Don't get discouraged if you
lrril lo see improvement right away; keep your head'
It rrriglrt take time, but you'll come out right in the
eirrl il you Persevere. Remember, what you &cconx-
lilitlt tnday, brings you nea,rer your obiectiae tomor'
t ttllt,
I\!( )'l'TO: You Crrnts e Laonen n Srnp AT A TIME'-"so rr rs \,,\/rrrr Srr,n' hupnovEMENT.
EIiII,IT ANALYSIS TESTAre you making constant effort to improue your'
sclf?
Cltcck .. ..Yes ( ) No( )
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I
HABITS
If HeS OFTEN BEEN SAID ..clothes make theman" but this is only partially true. Clothes willnever make a man who makes no attempt to be aman who does nor try to improve himself physicallyand mentally, or to develop good habits both in business and in private life.
Habits, unlike the color of our eyes, are not bornwith us, but develop through influence, repetition
and association. Warden Laws in his book ,,TwentyThousand Years in Sing Sing," describing the regis_
tration of new prisoners says,
"It is a simple routine. Parents' names andnativity, their own nativity, religion, occupation,education and such other information as may beimportant.
"What made you do this?" asks the clerk,"What was the cause of your crime?"
"Bad associations" is the invariable answer."
Records of the prisoners reveal that ninety-sevenpercent were never associated with boys clubs, sev_
enty-five percent had no skilled training, and ninety_five percent were not interested in any churchactivity.
John Jacob Astor, one of the richest men in Amer_ica, once said, "ft's all a matter of habit, and, in
26
(;ETTING YOURSELF A RAISE IN PAY
Arrrcrica, good hatrits make any man rich. Wealth is
largt.ly a result of habit."( )l'<;ourse, good habits are not a guarantee of finan-
r inl srr<:cess, but the cultivation of good habits, with-
{rrt which no one can truly be considered worth
wlrilc, is essential if we desire the respect of our fel-
lrrw trtcn. And you need this respect if you want to
rrthl: a permanent place for yourself in the com-
ttttutil,y.'l';rkc the case of Al Capone, at one time America's
"lrrrlrlicenemy number one." A millionaire in spite
,,i' Irir bud habits. Where is he now? Broken in health
arrrl slririt; most of his ill gotten money dissipated, an
Irrrrurte of a federal penitentiary.
Yott cannot expect to have one code of ethics in
lrrrxittcss and another in your private life; that does
rrnt work out right. It never did and it never will'{ )l' r:ourse I am not suggesting that it is necessary to
iive ln absolutely righteous and sheltered life. That
rirrr;rly isn't human nature. But it is always ui'thin
ytttt,t' power to refrain from excesses.
"The company in which you will improvenr{rst," said George Washington, "will be least
expensive to You."
1'orrr life is governed not by your "Desires" but by
ynrrr "[{abits." If the habits of your personal associ-
dlli :rrc bacl, then you too will develop similar habits'
llrrl il'your associations are good, then you can rightly
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GETTING YOURSELF A RAISE IN PAY
expect to gain something from them. promotion oft-
en_depends upon the uay you cond,uct yourself out-side of business hours.
Many a firm, unknown to its stafi, keeps a secretrecord of the private activities and habits of its em_ployees. This is not done with the intenrion of spy_ing, but solely with the desire to check on the char_acter of the individual with a view to advancing thoseyt.: personal qualifications indicate a suitabil-ity forholding positions of rrust.
_There is norhing underhanded in this proced.ure.
It is merely a simpleprocess of selection and elimina_tion, and whether you are amongst the selected, or the
elirninated will rest with yoursel\.
MOTTO: Ir, you WeNr pnolrorroN, Cur,rrvarrGooo PnRsoruar, Ffenrrs aNo AssocrATEs, ANDErrMrxers rHn Bao ONrs.
SELF ANALYSIS TESTAre you trying to cultiaate good, habits_and toeliminate bad, ones?
TTIE VALUE OF THINKING
N() ONE IS PERFECT-no one can always be right.ryVr all make mistakes and at times do the wrong
thftrg. But making rnistakes, doing the wrong thing,
lnay often be turned into an advantage, for it is
' tlrrorrgh our mistakes that most of our experience is
gbtained.
(.)nc day during the height of the 1933 depression
lfherr talking to my friend, Mr. Walter Kiehn, well
tnEtwn advertising consultant, I remarked: "Some-Glrnes I wonder how I have stayed in business so long,
I trave made so many mistakes."
"r'' "Yes, you have made mistakes," he agreed, "but
1, yeu have made more good decisions than bad ones,
1$ Etherwise you would not have stayed in business."
T. Now "making good decisions" in business, is the
,i feault of proper thinking beforehand. Euery "good'v4'
braah" depends on sorne circumstance and in your:1 €dsa the "ch&nce" of "getting a break" in life will
way you THINK.' lf you want to earn more mone1l, you must think
€orrectly. Merely to "think"' that you would like
moro money is not sufficient. You must learn to de-
?elop the "Power of Thinking"-to reason out the
€Ruse and efiect-the why and the wherefore of things
Check ....Yes( ) No( )
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that govern your life and earning power. In otherwords, "to think constructively.,'
Proper thinking-is
not a gift. It is an acquiredaccomplishment. The more you try to think, the bet_ter will you be able to think. It,s simply the old story,"Practice makes perfect."
Filling the mind with a multitude of facts may bemental training, may enable one to obtain academichonors, but it does not always teach a man to thinkconstructively; to think of ways and means of improv_ing his earning
capacity. That is one of the weak-nesses of our educational system.
To increase your earning power you must developyour thinking along the right lines, think of thingswhich will be of use and benefit to you and your eri_ployer, rather than about things which can be of nobenefit to either of you. Even your girl friend is en_titled to some constructive thinkinj on your part.How can you expect to hold her if you make noeffort to improve yourself, to think of ligge, things?
Thinkabout your failures and mistakes. Try andanalyze the reason for them so that they may be
avoided the next time.THINK OF THINGS WHICH WILL BENEFIT
YOUR EMPLOYER AND FELLOW WORKERS,BECAUSE TI-IEIR GAIN WILL ALSO BE YOURGAIN. When you have learned to rhink this way,
30
GETTING YOURSELF A RAISE IN PAY (;I:.rTING YOURSELF A RAISE IN PAY
tlrr,rr,;rrr<l only then, will you be able to earn morelril ri rcy.
l,,vr:r'y clupter in this book has a lesson; and around
F.lr ll l(l$son there is room for thought. Learn to thinkitl Icl lus of seif-improvement. {Jse some of your spare
tirrrt. irr thinking. Think how you may apply the
legsnir in each chapter to your own advantage. Therrrnrc vrrluable you are to yourself, the more valuable
yrrrr will be to your employer. But remember, you've
grt to lrack up your thinking with "doing.""'l'lrcre are three kinds of people," said Mr. Ralph
!,. l,t:c, Public Relations Department, General Mo-trrrq (lot'poration. "Thinker-uppers, Getter-downers
eliii l)tcrs. If a census could be taken, and people
rep;rr';rtcd into groups according to the above classi-
lkaliorr, I think we would find that the 'Thinker-
iilrl rr:'r's' are not doing nearly as well for themselves as
tlrr. '(lctter-downers' and the 'Do-ers'."
I lrrlr:ss you make an effort to carry your thinkingln a srr<:ccssful conclusion, to back it up with action,
ll's n(,1. real thinking. It's merely dreaming, and it
rvnil't gct you anywhere. Tlze world is full of peopleutlttt Llt,inh, but who will not "d,o."
M( )'l"fo: TnrNr Cor,rsrRucrrvEly, sur BRcr rt up
Wmrl AcrroN. BE A "Do-ER."
,5I.II.II ANALYSIS TESTtlrc you thinking ahead, of your present iob?(thcch ....Yes( ) ....No( )
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GETTING YO\]RSELF A RAISE IN PAY
CO.OPERATION
Co-opnnATIoN IS THE spIRIT of workingharmoniously together. It is as necessary between
employer and employee, as between employees them-
selves.
An employer who does not try to co-operate withhis stafi fails to get the best out of them, but an em-
ployee who does not co-operate with the employer
stands to lose a great deal more. It is well to remenx-ber that an employer can do without an employee
easier than the employee can da without the em-
ployer.
You may make the mistake of thinking you are in-
dispensable, but no one is indispensable. There is
always some one who can do your job-rememberthat!
During the Great War, Field Marshal Lord Kitch-
ener, Commander-in-Chief of the British militaryforces, was drowned at sea, but the British carried on
just the same. Their most "indispensable" man wasnot indispensable after all. You may be difficult to
replace, but you &re "not indispensable."
Workers sometimes jeopardize their chances of pro-
motion in the mistaken idea that they are indispen-
sable. They foolishly believe they do not need toco-operate; they think they can do it all themselves.
They forget that business is a great gear with many
r'ol{ri. It's mighty hard to go ahead without the co-
,,1,,,tation of itre other teeth in the wheel'
l)uring the first two and a half years of the Great
Wirr, the Germans had one very important advan-
t;rgc: proper co-oPeration and co-ordination between
.tt,tt'"i'a,-i.s.HadnotthealliesappointedlVlar-slrrrll Foch as"supreme Commander it is doubtful if
t lrc lorces then engaged could' have held out until the
rlrival of the Ameri"can army' As it was' lack of co-
olrcration nearly lost the war for the Allies'
Once again in Europe and in Asia-the destructiverll'ct:t of non-co-operation is responsible for hate' war'
rle'rtl.h, unnecessary suffering and staggering losses' As
irrrlividualstheeffectofnon.co-opeTationisjustasrlc'structive. It may be on a smaller scale' but it will
rtllt:t;t "YO(J" to a much greater extent'
No one, no nation, can hope for ultimate success
wlrcrl co-operation is lacking' But co-operation is-n-ot
.r one way process; to get co-operatio| lott rnust glve
,,,.ar..u,iott. Patience] willingness' cheerf ulness' and
l'rit:ndliness are positivequalifications-that are essen-
tirrl to the spirlt of co-operation' -Theimpatient
,",,rk"r, the unwilli"g *oik"t and the surly worker
r'{rnstantly stand in their own light'
I know an excellent mechanic who would be fore-
ttt;rtt o[ his departrnent but for his surliness and his
rcfusal to co-operate with his fellow workers' It may
i-, 1r.ttiff. to holcl a job because of one outstanding
ooJJ
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qualification, but you will never hold a really goodjob, a key position, that way.
The mechanic may-hold his job because of specialknowledge, but the foreman must have more thanjust knowledge. To get the best out of the workers,he
_mustdevelop the spirit of co_operation.
Co-operation is not something *t i.t may be forcedupon people against their will. Men cannot be bul-lied into it. Patience, courtesy, cheerfulness, the de_sire to help others with their difficulties will promotethe
spirit of friendly co_operarion and make thingseasier for all concerned.There are three classes of workers:_those who go
out of their way to co_operate; those who delibe."r.iypractice non-co-operation, and those who are indii-ferent (practice neither co_operation nor non_co-operation.)
If you want to get ahead, to earn more money, youcannot afford to be in any but the first class. Co_operation is not a qualification for success_it is anecessity.
i'Would you like me to stay and finish this job,,,says one man. Another will stay if asked to dL so.The third thinking ..Why
should I come back?,, triesto step out before any one can suggest it, and makesno efforr to conceal his displeasurll
"I told them a thing or two," says he to his friends,"What do they think I am?,' Uniortunarely for him
GETTING YOURSELF A RAISE IN PAY GETTING YOURSELF A RAISE IN PAY
tlrc cmployer thinks he is exactly what he is-a non-
,,,,-,rp"rutor-an employee on whom he cannot depend
orrc already marked down for demotion or dis-
r lr:rrge. Records show that almost as many fail on
.rccount of this great personal deficiency as from any
ol ltcr cause.
Yet co-operation, while one of the most neglected
nl' <lualifications, is one of the easiest of attainment'
tt riquires neither self sacrifice, special ability, nor
Hreat;fiort. It is something which you cannot afiord
lo tteglect, for when co-operation is missin$, yourt:ltance of promotion is pretty slim-
So if you want to earn more money, get into the
trnbit of offering those little extra services without
lraving to be asked to do so. lfhe boss may be like
Llrc wise owl. "He may not say much, but he may
tltinlt a lot." Because he does not say "I thank you"
rlocs not necessarily mean that your action, your
willingness to co-oPerate, is not appreciated'
MOTTO: WHSN Co-opnnerroN rs Lecrctnc, SoME
ONr, SonrnrHING Musr Surn'rn.
IiIiI,F ANALYSIS TESTI)o you always try to co-operate with your em-
ptoyer and Your fellow worhers?
Chech ....Yes( ) ""No( )
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COMMON SENSE
Asr A DozEN oursrANDrNG MEN. ,,To
what do you attribute your success?" and you'll re-ceive a dozen different answers. There is no specialqualification for success. Some may lay emphasis onone thing, some on another. But all will agree thathonest effort, plus good plain cornmon sense is anecessity.
"The exercise of an abundance of common sense"said one prominent executive, "is of more value to afellow than an abundance of ability, knowledge, oreven education."
COMMON SENSE PROMPTS YOU T'O DOTHE RIGIIT' THING. It doesn't sound difficult,does it? But even the smartest people make mistakes,do foolish things. Too often one hears the expres-sion, "If only he had used his common sense!" youhave said it about others; others have said it aboutyou.
The super liner Titanic was wrecked on its firstvoyage across the Atlantic. The captain, driving theship full speed ahead through a dangerous ice field,was responsible for the loss of over one thousandlives. It's easy to s&y, "If only he had, used, his com-mon senser" when it's too late.
If you want to get ahead, to earn more money,learn to use your common sense, learn to avoid mis-
takr:s before the damage is done' Ask yourself "Whatarrr I trying to accomplish?" "Am I going about it in
tlrc r,ight wuyl" Lei these thoughts be your guide
arrtl you won't go far wrong'
You don't require outstanding ability to possess
r'onrlnon sense. A,"
*uttar of fact, people of only
Bvcrage ability often have more than their fair share
ol' it. Few of the moderately successful men earning
trrrrrr $2,500 to $10,000 a year are brilliant intellec-
rrurlly. More often they are merely honest' conscien-
tiurls fellows with anabundance of good common
Irot'sc sense, without which you can't succeed'
l)on't forget that no one is perfect; we all make
Ittist:rkes. At times we all could kick ourselves for
liu:l< of common sense. But kicking yourself doesn't
tkr uny good. It's better to avoid getting in the posi-
fiott where you want to kick yourself'
IISE COIWMON SENSE AND OTHERS WILLrl'l1INK vOU SMART; DON'T AND YOU WILL
ttI| CONS/DERED DUMB' But to get ahead' you
lutt't afiord to be considered dumb' So use your com-
uton sense. Apply the rules, "What am I trying to
atr:ornplish?"iAm I going about it in the right way?"
to cvery problem you meet, to every job you under-
I akc.'I'heory is ail right, but common.sense ls more
ul'tctr the result oi e*petience' Don't be afraid to
tlraw on experience. ff ttot sure about a thing' ask
6E5l
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GETTING YOURSELF A RAISE IN PAY
some one else-some one who has more experience.That's how to avoid mistakes. Merely common senseisn't it?
If you want promotion, avoid, wasting time doingwork which serves no useful purpose. Faithfully finlish each job before you tackle the next one. Get intothe habit of doing things right in the first place. Beknown as a man who uses his common sense.
_ What was your morive in buying this book? Am_bition, the desire to earn more money. Well! there,sno time like the present to start. Check back
on a fewof the chapters you have read. Common sense willtell you how to apply the id,eas to your own life.
It's only common sense not to waste time on thingswhich cannor help you. But don't forget, ,,it,s nJtcommon sense" to think things cannot help you whenthey can. Be your own judge-let common sense beyour guide.
MOTTO: Trrnnr's No SnNsn Lrxr' ConruoN SrNsr.
SELF ANALYSIS TESTDo you try and, be guid,ed, by common sense be_
fore all other things?
Check. ...Yes( ) ....No( )
I,'IIIENDLINESS
'l'nvtNc ro KEEP YouR END uP may be a
alrrrggle. It may be difficult even with the assistance
nl l'riends but it's a great deal harder when you have
n()ue. Have you ever stoPPed to think what life
would be without them?
As Mr. Bennett said, "You give of the best when itis rrot -iust for yourself."* That is the spirit which
!'!'(fates friendship, {or how can you make friends ifyolr think only of yourself?
I remember, as a boy, often seeing a man always
wirlhing alone, never with a friend, and I wondered
wlry. I later learned that once while travelling on a
rlrip, it struck a reef and began to sink. When asked
lo assist some women and children he shouted, "IIurvcn't time, I must save myself."
Itorever after he was known as "Save Yourself."
IJUT TO GET AHEAD, TO WIN PROMO-,I'ION YOU MUST "SELL YOURSELF" NOT
"StlVE YOURSELF." There may not be much dif-l'crcn.ce in the way it sounds, but there's a tremen-
rlorrs difierence in the way it works.
"saving yourself" is just what it says: looking after
urrrnber one, first, last and always. But don't mis-
rurrlcrstand me! Don't infer that looking after num-
lrr ole is a bad policy! It isn't, provided you don't
t Fl€$ ohanter "Itleas."398
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GETTING YOURSELF A RAISE IN PAY
carry rt to extremes. There's something admirableabout the man who can look after himself, but fewadmire the one who looks after "no one but him-self."
Feople who think only of rhemselves often succeedin making a lot of money, but at what a cost. It'sgood to have ambition, to want to earn more money,but may you be saved from letting money be your.only goal! Money will pay for pleasure, but it cannotbuy lriends or happiness.
I once met a man on board ship who, like theoriginal "Save Yourself," always walked alone. Onemorning I stopped and talked to him. Later he toldme his life story. Why, I do nor know! probably hecraved for someone to whom he could confide histroubles.
"Money was always my objective," said he. ,.Mak-
ing a fortune was rhe only thing I lived for. Now thatI have made it, I find I have forgotten how to play.I haven't made a real friend in the world. I guess Iwas too selfish, even my wife left me, and looking
back, f don't blame her. If I had my time over againI would be difierent, I would kick over the traces abit." "But," he went on, "it's no use regretting, youcan't bring back the past. I'm trying to have a bettertime now, trying to be less selfish, to be more broadminded, but you know it's not so easy to make friendswhen you're going on ro sixty."
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GETTING YOURSELF A RAISE IN PAY
l,ike love, personal friendship is a mutual attrac-
tiorr. It cannot be forced upon you, but just naturally
s('('lus to happen. It's nice to have personal friends,
lrrrt in business you don't need personal friendship as
rrrrtr:lr as you need "friendliness," the ability to get
nlon,g with other people.
llccause you are friendly does not necessarily mean
tlrlrl. you must make a close friend of every one you
ulrct. Amongst your fellow workers there may not be
trrrr: whom you would desire as a personal friend, but
tlr;rt should not stop you from being friendly withtlterrr all.lr;tmous men, popular with the people, sometimes
Irnvc few close personal friends. They prefer general
friendship to personal friendship. Alexander the
(irc:rt only had one personal friend. Napoleon had
nor, cven one. Yet both men were idolized by their
mttliers. President Franklin D. Roosevelt has few
lrersonal friends, and is a modern example of what Inlcln. His unfailing good humor, his courtesy, his
*tr:t and gracious manner never fail to irnpress all
tlrosc with whom he comes in contact. His voice isurcllow and sincere. Friendliness seems to ooze out
ol'lrim.In his speeches Roosevelt makes constant use of
Itu:lr expressions as "My friends," "We," "You and
1." People like him because he is friendly. Dale
(l;trncgie, author of that best seller, "FIow to Win
Iiricnds and Influence People," a book you might
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GETTING YOURSELF A RAISE IN PAY
read with advantage, says, "To make friends begin ina friendly wayi' President Roosevelt learned" thatprinciple long ago. Take a lesson from him.
If you want to get people to help you, rhen youmust get them to feel frienclly towards you. you can_not afford to have people dislike you, for if a mandislikes you he may take a delight in purting obstaclesin your path. It may take a lot of will power, cour-age and determination to overcome these obstacles.But why give yourself obstacles to remove? Isn't it
better to aaoid them entirely by using a little friend,-liness in the first place. Friendliness will often smoothaway difficulties like oil on dangerous waters. If youwant to get ahead, you can't afford to create enemies,to build obstacles for yourself, when you don't haveto.
Some people seem to have a happy knack of mak-ing friends easily. Really there is no rrick to it. you'llsoon find people are attracred to you if you follow theideas set out in this book. Analyze yourself. Makesure you don't possess the unfriendly characteristics
listed below.
You don't parricularly like a fellow with ascowl on his face, do you?
You don't admire a man who is only inter-ested in himself, a selfish fellow, a "Save your-self," do you?
42
GETTING YOURSELF A RAISE IN PAY
You don't appreciate people who never thinkol'szrying "I thank You," do You?
You don't feel kindly to those who always find
t irne to criticize, but never time to show appreci-
;rl,ion, do you?
You don't look forward to a conversation with
il lnan who wants to argue about everything' do
you?
You don't enjoy the comPany of the habitual
grtrrnbler, a bellY-acher, do You?
You don't respect deceit, untruthfulness orrlishonesty, do You?
You don't love a trouble maker, a tale bearer'
rlo you?
()l' course you don't! No one likes people who
pnflricss these negative qualities; and nobody is going
io like you either unless you learn to overcome them'
I l' you want to get ahead you can't afford to be
rrtrl'riendly, so go out of your way to cultivate friend-
littcss; mahe up your mind, to d'eaelop the qualities
llrttl, you ad'mire in other people'
( icr: into the "habit" of being agreeable to others;
llrrtr they will like you, and help you' You don't have
to ltave ability to be friendly; just use your common
rrlr$c. Learn to apply the ideas in this book every
ltitlul.e, everY hour, everY daY!
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SELF- ANALYSIS TEST
Are you making a sincere
friendly actions?
Check ....yes( )
effort to aaoid un-
No( )
GETTING YOURSELF A RAISE IN PAY
MOTTO: To Marn FRTEruDS, Tnrer Ornrns asYou Wourn Lrrn THru ro Tnner you.
l';FFORT
"'['AKE TrME To DELIBERATE," said Andrew
tar:kson, "but when the time for action arrives, stop
tlrirrking and go in."l)cliberation up to a point is necessary, but in or-
rler to accomplish anything "deliberation" must be
arrpt:rseded by action! Action simply means making
rur "IIFFORT" to do the thing you have made up
yorrr mind to do.
"'l'hinking" is necessary, "mahing up your mind,"..7 n(cessary, but the most important thing is to back
rt|t your thoughts uith action-with "EFFORT.". l':rul Whiteman, world famous orchestra leader,
nttr:c said,
"More worthy work has been done in this
world by the rank and file of folk, who schooled
llrcmselves to unremitting efiort, than by any
otlrer kind."*l lave you ever stopPed to think of the hours of
1rt';rt:t.ice, of the "unremitting efiort," required beforeorrr leading bands and orchestras are ready to go on
llre rir. And don't forget that each individual mem-
lrer also spent years of toil, of "unremitting efiort"
lrrl'orc he could even get into the band.
It is only by continued efiort that obstacles may be
rrv('r'(;orne. Effort is the result of "THINKING" plus
.^*".*"
Magazirre, March, 193?.44
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"WILL POWER" and, continued" effort is the resultof ,,CONTINUED
WILL PoWER:,Sometimes it may be necessary to ,.drive
yourself,,to make an effort, but don,t be afraid to drive your_self. It's the man who won,t drive himself, who lackswill power, who fails.
If ever a man had to drive himself to a task it wasColonel Lawrence, better known as Lawrence olArabia. Rejected as unfit for active military servicche.rvas given a position in Cairo preparing reporrs
11{maps dealing
with the Neai nast Campaign.This work for which he was suited by training Jrdtemperament was much to his liking.
. --Unfortunatelyfor hirn, but foriunately for thc
Allies ir was decided thar he should go to Arabia tokeep contact with, and aclvise the .irabs, who haclstarted a revolt against the Turks.
Lawrence rvas chosen because of his knowledge olthe country and the language, but he did not want tobe permanenrly srarioned with the Arabs.
.
"] argued complete unfitness for the job,,, saidhe, "I hated responsibility. . . . . . f was unlike a
GETTING YOURSE,LF A RAISE IN PAY
soldier: hated soldiering."But he had to go nevertheless.
Lawrence, being alone, could have taken thingseasy, accomplished litrle and then reported his in_ability to master the situation. But he was not builtthat way. Ffe "made up his mind" that he would
46
GETTII,IG YOURSELF A RAISE IN PAY
rrrrstcr the situation, even if it killed him to do it-;rrrrl kill hirn it nearlY did.
l{crnember, Lawrence was not a soldier either by
Ir.rirring or nature. He had to steel himself to "un-
rr,rrrit.ting effort" to master the situation; to stay with
tlrt' iob till it lvas comPleted.
llc found it necessary to live like thc wandering
Ar':rlrs, to dress like them, to eat and sleep with them;
to stand the glare of the sun without the aid of
gl,rsscs, to walk and work without protection for his
It't'l. IIe undertook the most dangerous missions andi,rrrlncys when almost too sick and weak to sit in a
F,t{ l(llc.
t,twrence overcame great obstacles by making a
anlxrr-cffort. He helped to change the history of the
r\trrlr race; but you don't need to make a super-effort
Itr cllu"nge your own history. Just make a little more
s,florl, tltan your fellow worhers and, you'll find you
g't ftu more opportunities.
Yorr can't win an obstacle race by trying to jump
;rll t,lrc hurdles at once, or by jumping some and run-
rrirrg :rround the others. You've got to take them all,
nlr(: irL a time. That is the only way you can win.
l,il'c, too, is a series of hurdles, of trials and trib-
ul:rl ions.
As ;r child they looked so big, but you learned to
ilv('l'(:ome them; you learned to walk, to talk, to read,
trr write. Effort did it-and effort will do it again'
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MOTTO: Moonnarn Asrrrrv WrrH Sur.nrcrnNr Er_ponr'Wnr Ovnncoun Monn Orsracr,ns THaNOursraNorxc Asnrry Wrrnour SurrrcrrNr Er-FORT.
SELF ANALYSIS TESTAre you willing to mahe a real effort to getahead?
I'I.,ANNING FOR EFFICIENCY
I n runnaBER, AS A SMALL BoY, watching gangs
ol rnen with pick and shovel, break up the road pre-
Ir;rratory to laying the street car tracks. Each man
ir:rr[ a definite piece of work to do. 'Ihe road was hard
lrrrt the boss seemed harder. If a man's work was be-
trirlrl schedule he received his pay, and another took
lris place. Even a child could see that the employer
wirs rnore interested in what each man accomplished
tlurn holv hard he worked.'fhe mere fact that you work hard does not mean
llr;rt you are efficient. Work without achievement is
orrly wasted effort. This applies to bank presidents
arr<l laLrorers alike.
I'RODUCTIVE EFFORT IS THE RESULT OF
{;0NSTRUCTIVE THINKING AND PROPER
I'I.ANNING.()rganize your work so that no waste effort occurs
;urrl you have an ideal condition. Unfortunately this
iR not always possible but you should try to reduceyorrr waste effort to a minimum by spending a little
lirrrc in planning your work. In other words, think
rrrrl. the best way of doing things, because the best
tt'il:y is usually the easiest and the most efficient way'
llcnry Ford by the elimination of waste motions,
w;rstcd effort, greatly increased manufacturing effi-
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"planrted right', in the first place is unnecessary d,upli_cation of efiort.
Going ahead without proper instructions, or failingto give proper instructions to others is also u .o*-oicause of wasted time and effort. Make sure you avoidthese mistakes. A few minures spent in thinking andplanning beforehand will ofte; save hours of un_necessary work later.
No doubt you have heard about the man who builta boat in his cellar and then had to knock the walldolvn to get it out. I once spent weeks
in making abook-case and then found it was half an inch too lJngfor the space allowed-another example of wastedefiort due to improper planning. We all make foolishmistakes at times, but isn't it better not to make mis-takes, to try and avoid them by a little more care, alittle systematic planning of our work in the firstplace?
PLANNING YOUR WORK INVARIABLYSAVES YOUR ENERGY AND INCREASES YOUREFFICIENCY. The more efficient you become the
more valuable you are to an employer. Only by beingmore valuable canyou cannor set ir
"Jr'H:fT:rto*t' more monev'
MOTTO: PRopnn praNNrNc rN Suarl Tnr^rcs IN-sunrs ErnrcrnNr OpnnerroN rN Brc THrNcs,
SELF ANALYSIS TESTDo you endeauor to plan your work?
I'14II,SEVERANCE
ll t,:t;ttcNrzED As oNE oF THE greatesr invenr-
rrls ol all times, Thomas Edison always discounted
tlrt' lrelief that he was a genius. "Genius," he main-
t,rirrcr[, "is one per cent. inspiration, and ninety-nine
grcr'<:cnt. perspiration." Actually there is more truthrrr tlris statement than many might believe. Recordsqlrow that he discovered few new principles, that most
ol lris patents were improvements and developments
ul' c'xisting ideas. As he said, "I start in where other1re',rlllc leave off."
A great thinker he undoubtedly was, Edison had an
{",.'('rr greater qualification-PERSEVERANCE-the
lxrwor to "stick it out" till the very end. It is largely
tlrir lrower that made him so great. When others got
rlisr:orrraged his interest and perseverance increased.
llc' hcltt on trying when others quit.( )rrc cannot rate "outstanding ability" as a neces-
a,rr y <lualification for success. Ability is an advantage,
lrrrt it cannot rnake up for perseverance. Many tal-
i'rrtc<l people have failed in life because they lacked
I lris necessary qualification.(lircumstances may compel you to take the first
nrrployment that comes along; something for which
yorr leel you have no aptitude. This once happened
Ill illc.
Wlren first I came to Canada the only job I could
55Check ....yes( )
52
No( )
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get was sclling from house to house, knocking door-bells, but I needed a job and "beggars can't be choos_
ers." I disliked selling-never thoughr I could makegood at it.
In our organization we had one particularly smartsalesman, a fellow named Williarns, who woulcl oftenturn in more business in a day than some of us couldget in a week. Because I was the low man the salesmanager picked me our for special artention. Whilenot particularly complimentary, he gave me a little
training and some valuable advice which l will neverforget.
"You are not much of a salesman, but at least youwill listen to advice," he said. "you have heard ofthe fable-the race between the hare and the tor_toise," he went on, "how the tortoise won because hekept on going."
"Resolve that every day you will cail on as manycustomers as possible. Don't give up if you fail to getorders. Perseuere. The "Iaw of aaerages', will giaeyou some business. The more customers you call on,the more business you will get. Later, as you get bet_ter known you will get still more business, and at thesame time you will be gaining valuable experience,but always remember, you must keep at it, persevere,make your calls-that is the only way you uill make asu,ccess of seIIing."
Knowing, that as a salesman, my ability was very
54
GETTII,IG YAURSELF A RAISE IT{ PAY
Ilrrilc<I, I decided to act on the sales manager's ad-
vrrc -to use Perseverance insteacl of ability' At the
err,l o[ the year I had protrably made four times.as
rrr;rrry calls as Williams, and as a result wrote up twlce
no ,,,i,ch business. "The tortoise hacl won the race"'
Williams' ability as a salesman did not make up
l.r lris lack of perseverance' He believecl he was so
g,rxxl that he coulct afford to ignore "perseverance";
,',,,,t,1 play half his time and still do bel.ter than the
r csl. o[ us.
'l'ltc srnartest boys at school are not always themost
srrr'<:cssful in after life. You may have noticed this
y,,rrt'sclf. Often the plotlrters, those whose only ability
tt llrr:'power "to stiik it" seem to go further than the
I tt'i l Ljarr,t students.'l'ltcre never was a President who had so little ap-
p.u()rlt abiiity as Calvin Coolidge' Lacking person-
l,tity, he wus teticent and retiring almost to the
p,|.,,,,,ry stage, yet he attained the highest honor in his
,,,,,,,rry utd *u, elected to a second term of of;Rce'
Wlry? Because of his absolute honesty and his untir-
ilrH l)crsevefance.(ioolidge was a solid' ploclder-never brilliant' but
lrr lracl th1capacity of "sticking at it" till the job was
rlrttc. Speaking to a group of university students he
,,r','" sr.ii, "Noitring in the world can take the place
ul lrcrseverance. Talent will nou nothing is more
,,,,,.,,,tot than unsuccessful men with talent"'
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You may have talent, but employers are not look_ing for "flash in the pan" men with talenr. you don,thave to be clever to get ahead. persistence, perseuer_an-ce the "ability to stick it" uill open the d,oors.These qualities will creare the opportunities if yorrmake up your mind to use them.
I:0URTESY
ll ntiss MAy BE AN ourwARD sIGN of your
rvor'(.|r, but politeness and courtesy is a bettcr measure
rrl y<rrrr value in business and society- Euen though
\,{,u, flNt\ mean well, lach of cou'rtes\ n'eacr lails to
t tt'u.!,r: an ettitude of hostility.'l'lrc polite and courteous man or wolnan will find
tlrc rloor of opportunity open, lvhen those with great-
lr t:rlcnt may have it slamrned in their faces.
" l,ife is not so short," said Emerson, "but that there
rs rlways tirne for courtesy."
( lcnerally speaking, the lower down the wage scale
you tr{o the more discourtesy you will find.
"Where do you think you're going," snarls the
lv:rlt:lrtnan, but the owner, the man with the money,
r',rys, "Young man, you should not be here, this is
privirt.e property." The one breeds resentment, the
ntlrr:r respect.
ll' a child is taught to be polite and courteous, the
lr,ririt lvill become second nature and continuetlrlorrp;hout life. On the other hand, environment and
;rssrx:iation may have developed a discourteous atti-
trr<l<1, which in a young person is sometimes mistaken
lor snrartness. There is nothing smart in discourtesy'
I)rrring the early part of this century the New York
r ol) was noted for his "toughness" and lack of cour-
MOTTO: PsnsnvrRu ro
SELF ANALYSIS TESTCan you, and will you, stick
Check ....yes( )
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l|l
GETTING YOURSELF A RAISE IN PAY
tesy. Visitors to the city were considered as "hicks"and treated as such.
To those who knew the old time cop, the changc
is almost unbelievable. Today thc Ner,v York policcofficer is one of the finest in the world, ancl judgingfrom my own experience, one of the most courteousand obliging.
And the same can be said about most of the poli<;e
in United States and Canada. Training has done it.If it's worrh while for police officers to practice cour-tesy, surely it will be of even greater advantage to you.
COURTESY IS OFTEN YOUR BEST PRO-TECTION AGAINST 7-HE BAD MANI{ERS AIIO'fHERS. Countering discourtesy rvith discourtesy
only creates animosity and has no place in business.
The philosopher Quarles once said, "A word urr-
spoken is like a sword in a scabbard." If you cannotbe courteous it is often better to say nothing. Many n
man who "told some one of" is later sorry he did it.
One of the most courteous gentlemen I have met is
Mr. Frank J. Hughes K. C. a former Judge of the Su-
preme Court of Canada.As a practicing counsel he has never been known t<r
lose his temper, to shout at, or to try and browbeata witness. He makes no use of dramatic gestures so
comrnon with practicing attorneys, but |e rarely, ilever, loses a deserving case.
GETTING YOURSELF A RAISE IN PAY
rlcrrt:c." How many lawyers would say that to theolrlxrsing witness?
11' handed a paper or other exhibit Mr' Hughes
rrcvcr forgets to say "I thank you"' He treats every
lrrt: ;rlike, with perfect courtesy' His influence over a
lrily is remarkable. No wonder his services are in
rrrr lr great demand.
(:ouRTESY IS A POSITIVE QUALIFICATIONII'II ICH PAYS DIVIDENDS FAR OUT OF PLIO-
I' )117'ION TO THE EFFORT ENTAILED. It
t r(';rlos a friendly feeling, is one of the easiest thingsto rkrvelop, yet probably one of the most neglected'
'l'lrc f)epartment of Highways in a number of
5t'rt<:s once displayed a slogan "TRY COURTESY"
lrnt thousands didn't even consider it' Every day'
s'r,t'r'ywhere, we see people cutting in, impatiently
lrl,rwing horns, glaring at each other, sometimes com-
ilrq lo blows, over what? Certainly nothing that
, urrlrlrt'f be prevented by a little common courtesy'
lf islorrrtesy is a serious personal deficiency' a de-
rtrrtr:l.ive minus quality. It gathers no friends and
{ r(';r(cs no respect.
llrrl: because you are not discourteous does not
rrrr';rlr {.hat you are especially courteous' Discourtesy is
lttt' Ih,i,ng-courtesY is another'
Yorr can't afford to be neutral. If you want to get
rrlrclrrl, to earn lxore money, it is not sufficient to be
.ililtl('()tls only when you have to be' You must do
51)
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GETTING YOURSELF A RAISE IN PAY
better. You must go out of your way to be courteous.You must learn to do those extra little things so manypeople overlook, (like Mr. Hughes thanking the wirness) .
The one who quickly finds an extra chair, who isfirst at hand when help is neecled, who stops to assisra cripple across the street-that is the man whonrpeopie notice, the one who "gets the breaks."
So make up your mind to practicebusiness and in private life. Remember,
a friendly act that always pays.
MOTTO: LnenN To Sev "I THaNr you."
SELF ANALYSIS TESTDo you always endeauor to be courteous?
Check ....Yes( ) ....No ()
I DLENE S S-IND IFFEREN CE
You MAY HAVE KNOWLEDGE, education, tal-
(:rrt, but what good is it if you do not put it to
work. Yet every year thousands possessing all these
lirrc qualities fail because they make no effort to
ovcrcome the destructive negative qualities, idleness,
irr<lolence, laziness and indifierence.'fhese too common personal deficiencies are un-
lortunately easy to slip into, but hard to snap out
ol-for indolence quickly becomes a habit difficult
to lrreak. To what extent are you guilty?
IIAVING NOTHING TO DO ENCOURAGES
I,AZINESS. You tend to lie down on the job and
t;rlic it easy. The longer you do nothing, the more
ronlented you feel. You hope no one will disturb
y()u. You get into the state where you don't want
lr) lnove, don't lvant to think.
Maybe it's a nice feeiing lying around and doing
rrorlring. The Pacific trslanders have practiced it for
r enttrries, but what have they achieved-
"'l-hese people," said Captain Cook, the great ex-
;rlorcr, "have a tolerable share of understanding, but
l;rck tppreciation and perseverance. The young men
.1,;,,',,i to be the most indolent set in the community
,,i,,1 rit about in idle groups, or lie wallowing in the
c;rrrrl all day, making no endeavor to master any-
6l
courtesy in
courtesy i.s
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thing." They are just the same roday, indolent, irrdifferent and without ambition.
Perhaps these natives may have some excuse lirrdoing nothing, for life is easy in their communily,but you are nor living in the South Sea Islands; lili.is not so easy in "your community." If you want toget ahead, to earn more money, you can't afforrl t,rsit around all day, for doing nothing is a certain w:ryof getting nowhere. Surely that's not what you intend to do!
TDLENESS ISA
STATEOF MIND, NOT IIPHYSICAL CONDITION. Circumstances may conr
pel a lazy man to work, but they will never make ;r
truly industrious fellow indolent.
It's a hardship to be unemployed, but it's a calarrrity to be unemployable. If ever you're unfortunar<.enough to lose your job don't sit down and bemoarryour fate. Say to yourself, "This is only a temporaryreverse. Now I can devote more time to self inr_
provement. I will hustle around and get a betto.job. I will make good because I intend ro be a mort,
efiicient employee than I rvas before." llhink of rhcpoor fellows rvithout arnbition, the unemployablcssitting on the park benches. Mahe up your mirul,you're not going to be one of them-and, you worf t.
be-
But let's not think of losing your job. Think up,not down! Think of how you can improve yourself,,
62
GETTING YOURSELF A RAISE IN PAY
ol lrolv you can earn more money. Think in termsol rr better job. But you won't gain promotion by
rloirrg nothing, by wasting your tirne, by being idle
,ul,cn you could be working. So rnake up your mind
lo lrse your time profitably, for how can you expect
to lrc successful unless you banish indolence and in-
r lillcr:ence?
licw ernployers object to workers having a little
r rsl. occasionally. Many actually encourage it' The
l'rrg-lish habit of stopping work for a few minutes in
rlr<: rniddle of the afternoon for a cup of tea or coffee
li;rs rnuch to recommend it and is becorning increas-
irrgly popular in America. But stopping work oc-
, ,,rit,nally for a needed rest is an entirely difierent
tlrirrg from stopping work because no one is watching
or bccause you just don't feel like exerting yourself"
NEVER LOSE SIGHT OF THE FACT THATI'0UR EMPLOYER PAYS YOU FOR WORKING'
NOl' IDLING. Make up your mind to keep busy'
l)orr't stand around waiting for a job' Find some-
tlrirrg to do. Hustle the boss a bit. This method
rvorhcd for Carter and it will work for you'* If yourv:rilt to win promotion, to earn more money, you
r;rrr't afford to be known as an idler.
t t1,,., rlreviors chapter'
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GETTING YOURSELF A RAISE IN PAY
MOTTO: "Sroru, Lrrn Rusr, Consunans FesrnnTsaN Lenon \Mnens, Wsrrn run lJsnn Knv trs
Arways Bnrcnr."(Ilerrjamin Franklin)
SELF ANALYSIS TEST
Do you always endeaaout. to heep busy, to giueualue for your pay?
Check "...Yes( ) "...No( )
WILLINGNESS
Y ou'rl AGREE THAT THri willing worker gets
tlrr: most work to do, but do you realize th:rt the man
wlro does the most work gets the most exlleriertce,
,rtrrl the more exPerience you have the rnorc valuable
y()u are to your employer. Still rnore impoltant, the
willing worker also gains recognition, and yo'u need
tr't:o{nition if you want to win promotion'
"We give advice," said La Rochefoucauld, "but
rv('(:annot give the wisdom to profit by it'"l,ooking back, I can see where being willing to do
,r little more than was required often gained me far
rrrorc than the extra effort entailed. Others have had
tlrr: s;rme experience. So don't be afraid of doing a
littlc extra work even if you don't get paid for it'
I'rnt ntay not gain, "AT THE TIME' bttt yr,u uill" t,ATER;',
'l'lrere are very few employers who clo not appreci-
'rll a willing worker.
ll<:t:ause you do not receive immediate thanks or
rr'wrrrd for extra services does not necessarily rnean
llr;rl your efiorts have passed unnoticed' Often the
lross may have worries atrout which you know noth-
itrg. He may have meant to thank you but has for-
u,,l ,.,,t to do so. Give him the benefit of the doubt'
Mrrylrc he's thinking "I like the way that fellow does
lris work; perhaps later I can find him a better job'"'
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And do you know, that's just how rnany employer.sact and think.
"You see that boy," said a busy factory superin-tendent, "he's going places. Often, I've noticed hinrhurry over to give one of the rnechanics a lift witlra hear.y job. The other boys usually need to b<,
called; he never does."Later the conversation canle round to boys again.
"I like that kid," said he, "and the mechanics likcrhim too. He's always so willing to help them thatthey go out of their way to help him in rerurn. f,{e's
learning much faster than the other boys. tr'm seeins^
to it that he gets a raise in pay soon."You don't need ability to be willing. In fact you
may do better without special ability. .,Thevery
ease with which supremely gifted individuals flashahead is frequently their undoing," said paul White-man, "They dodge the grind. Just average peopleare often berter equipped if they recognize theirhurdles and keep triining for them constantly.',
THE MAN WITH OUTSTANDING ABILITY
OFTEN FALLS DOWN BECAUSE THINGSCOME TOO EASILY" He is unwilling to listen toadvice, to follow instructions. In other .r,r,ords ,,FIe
thinks he knows it all."A large radio disributor once called me up. He
wanted another man for his service department, ..I
must have a fellow who is willing to listen to instruc-
66
GETTING YOURSELF A RAISE IN PAY
I iorrs, to follow our method," said he' "You might notlrclicve it," he added, "but I can assure you that we
Invc a great deal of trouble in getting men to do
t lris."
lc happened that I knew of a young fellow who
wor,rlcl i.rit, to I called him in and explained the
trrruble the company was having' "When given a
r;rclio to repair," I said, "fincl out what is wrong' but
rkrtr't go uheud and repair it until the chief tester
lr;rs checked your diagnosis' After it has been re-
lxriredhave hirn check it again betore it is put away'
il'lri, i, the system the firm employs' You must be
willing to follow it if you want to retain your job"
"IJut that is not all you should do' Let them see
llrat you are willing to'work'as well as to follow in-
struciions. Wheneuir you run out of a iob don't wai't
frw the foreman to find" you another-ash for it' Go
r,, him and say, 'Mr. Brown, that job is finished'
wlrcre's the next one'' Don't stand around idle;
w(lrry hirn till he finds you something more to do;
It:t him see You are willing"'
One day, about six months afterwards' I met Mr'llrown in the street. "I owe you an apology"' said
lrc. "I neglected to thank you for sending me that
young feltw Carter. Do you know he's the most
witliJg boy we have ever had' I cannot give him too
,,',,ch-to do. If you have another like him' send him
:rlotrg. ..I could do with a junior right now"'
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Carter wasn't a brilliant boy,but he used his com-mon sense, and he was willing_uilting to follow in_
structions, and, wiiling to cJo a rittte'more than tht:other fellow. Recently, I sarv him driving a newcar. Had a nice looking girl with him too. I thinkhe's doing all right for himselt. In fact, I,m sure ol.it, for he's now in charge of the service department!
You never saw an unwilling worker, a man witha chip on his shoulder, pickJ out for promorion,did you? No, and it,s noi likely that you ever will.That would be a miracle, and miracles don,t happen
in business.The man who comes forwarcl without being asked,who is not afraid to do a little extra work, who iswilling to help others as well as himself_that,s theman employers are looking for. And rhere,s norhingto stop you from being that man.
MOTTO: Wnrrxc Wonxnns Grr BnrrnR Jons,Bnrrun OpponruNrrrEs AND Bnrrnn pey.
SELF ANALYSIS TEST
Do you come forwarcl withottt hauing to becalled?
Check ....yes( ) ..."No( )
(;ARELBSSNESS
{] NNNTNSSNESS MAY BE CLASSIFIED under thelrr:rrdings of, "Accidental carelessness" or "I{abitualr;rt'clessness." The former may be more damaging,rl l.[re time, but in the long run the destructive effectol the iatter rvill be much more serious, and lvill;rllcct your earning capacity to a much greater ex-I (.1 r l;.
It is often impossible to do much about "accidental
t:rlclessness," for when it occurs it is usually too lateto rectify the error. After all, people, being human,(;urrrot avoid making mistakes at times. Even thoughrrorrnally alert you may momentarily lapse into care-
k'ssness, and before there is time to pull yourself to-gcthcr the damage is done. This happens to everyorrc at some tirne or another. It nearly cost me mylilc.
In a careless moment, when I had something im-porl.irnt on my mind, I once stepped into an elevatorllrrrt wasn't there. You can imagine what happened.
I rlon't need to imagine; I knorv, for several monthsirr l hospital gave me plenty of time to reflect on thelolly of presuming that because the elevator doorolrcned, the cage was sure to be there. In the first
lrlrrcc "carelessness" allorved the safety device to be-
lorrrc defective, and in the second place "careless-
rrt'ss" in..not looking to see if the cage was there
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caused me to fall down the shaft. It happened soquickly that I hit the bottom before I realized whathad occurred.
It's hard to entirely overcome this hind of carc-
lessness, because it is caused through a momentarylapse of caution and the damage is done before yorr
have time to check yourself. You can, however, do
something about "habituai carelessness.'" Fortunate-ly, habitual carelessness is not a very common per-
sonal deficiency, but when it does occwr it is certainlyvery destructiae
inits effect, and, m,ay easily
out-weigh all a man's good points.
In another chapter I mentioned a cierk being dis-
charged on account of inexcusable carelessness. Thisparticular fellow was a splendid worker in other re
spects: honest, willing and obliging, but he seemed
unable to overcome this one personal deficiency.
Why, I cannot understand, because no great effortwas required on his part. A little self analysis, thcuse of a little more care would have trebled his earn-ing capacity, yet he kept right on rnaking the same
mistakes, time after time.
I liked the feilow personally and saved him frombeing discharged on numerous occasions, hopinathat in the meantime he would overcome his personaldeficiency. But it was no use. Eventually we hacl
to let him go, for continued carelessness is inexcus-
GETTING YOURSELF A RAISE IN PAY
.lrl<:. Thev'e is no place i,n business or industry for the
t ttr(l,ess worker.
You wili always find the carcless workcrs in the
lolv pay brackets, because employees who sufier from
tlris personal deficiency cannot get out ol' this class'
llsrr:rlly they lack interest in their rvork- This in it-
s.ll' lrreed.s carelessness and is responsiblc for many
l:rilrrres.
l{ccords show that more accidents occur through
r;rx:lcssness than from any other cause, but it does
rrol require a serious accident to disorganize a busi-
l r('SS.
A clerk who carelessly files a letter or other record
rrrr<lcr the wrong heading may cause great incon-
lt'rricnce and waste of time in an office" Careless
lr;rrr<tling of material is often responsible for heavy
l,rsscs in breakage. Carelessness in taking down de-
lrvt'ry instructions may cause loss of business through
s,'tr<ling goods to the wrongi address. Carelessness in
.rrscrnbling a small part may completely ruin a valu-
,rlrl<r article.
I couldgo on mentioning hundreds of cases, but
lrctlcr still get out paper and pencil and jot down
tlr{r (:areless things which you know have caused loss
ro your firm. Then if you want to earn more money'
rrr;rl<c up your mind to avoid committing these errors
y,rrttsclt.
I'O(J CAN'T DO GOOD WORK IF YOU
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ADOPT AN "I DON'T CARE WI-IAT HAPPEI{S"A7'7-17-tlDE. You may not care, but don't forgct
thac the employer "does care." It is by the way yorr
do your work that you are judged. Brand yourst:ll
as a careless worker and you put a nail in your owtr
coffin. If you wanc to get aheacl you can't afford to
do this, can you?
When your work does not prove satisfactory, thetr'
is a personal deficiency, a minus quality somewher<"
Perhips it may be carelessness on your part, for it
oftencreeps in without your being aware of it'
Familiarity often breeds contempt, you know'
Careless lvork invariably shor'vs Irp sooner or lat'cr '
so keep a tab on yourself. When you find things rc
quire doing a second time that is the warnins th;rt
something is wrong, so subject yourself to a littlc
self-analysis. Tty aucl discover what is the troublt"
but clon't make the mistake of looking for an "alibi"
instead of a "reason". Remember, it's easy to excu"\t'
yourself, but you'II earn rnore rnoney if you corre(l
yourself .
MOTTO: Wewr or Cenr' Dons Mons DAr4at;r'rTseN WaNr or KNowrnncr.
(Benjamin Franklin)
SEI-F ANALYSIS TESTI)o you exercise reasonable cere n't al'l timc''
especially of your employers stock and fixturr::!
Check .-..Yes( ) ""No( )
72
I,IiISURETIME
I l"s e FINE THING 'fo havc ambition' to set
1,,,,,,se1f a mark to shoot at, but don't fiorget' too
,,,,t.,1, work is just as bad as not enough' "The bow
r ;rllltot stand always bent," said Cervarttcs' "nor can
Irrrrrlrn nature or human fraility subsist without some
l,rwltrl recreation."
Many a man has worked hard all his life' never
t;rliitrg time ofi to play, believing that. when he ac-
r rrttttrlated a fortune he could proceed to enjoy it'
llrrt. clon't make this mistake for "you can't teach
,rir old dog new tricks"' If you don't learn to enjoy
yorrrself rvhart yoo're young, you c.ertainly won't
,ulrt,,,yot'teold.Remember,tooseriousafacemayc,ttsi/y become a long face'
ttrrt youth is a criiical period in your life' If you
rv;rrrt. to get ahead, you can't afiord to use all your
L'isrrt'c tiine in the pursuit of pleasure' for youth is
rlso the best time io establish your worth in the
ly.,* ,rf the world. Fail as a you'ng man nnd' you mahe
tl tl.rnr,(tly hard to succeed' as you growolder'
I lowever, I am not suggesting that you try to sup-
1,,.'*, ., forego pleasure,-ior it has a time and place
i,, y,,.r, life, especially your youthful life' Be wise!
l'rrl' aside some time'for recreation' for without it
tili.worrldbedullanduninterestingandmuchofthei,,,",,aiu" to work would,cease to exist' Without
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some
fun,your rne.ntal state
will sufier and, yott;spirit will sag.
When Nelson was appointed to the supreme conrmand of the British navy lrc fourrd. much inefficienr:y.Food was bad, and the gencral hcalth and spirit olthe men rvere poor. Instead of receiving training irrgunnery and seamanship the men scrubbecl arlrlpolished decks day after day. They were not cucouraged to use leisure time to advantage or {oramusernent. Off duty, they hactr nowhere to go anrlnothing to do. Dissatisfaction lvas rife in the lowo
ranks.This did nor suir Nelson. He judged the efficiency
of his captains by the spirit of the men and the w;rythey handled guns and sails, not by a spotlessly clerrrrdeck as his predecessors had done. FIe institutcrlgames for the searnen and arranged for regular shorr.leaves to break the monorony of ship life. Ffe r.r,
alized that "all work and no play,' was goocl forneither the health nor the mental condition of lrismen. And "all work and, no play" is not good, foryou either.
Nelson's men probably spent much of their leisur.r.time on shore drinking and carousing, but you don'rhave to spend your leisure time that rvay. ,.Hittirrr:
the high spots" might have improvecl the spirit otold time sailors who lived hard lives, but that doesrr'rmean it will do the same for you. A little kickirrsi
GETTING YOURSELF A RAISE IN PAY
rrvcr the traces may not hurt you any, but there's agrlirl. temptation not to stop at just a little. If you
rv,rrt. l.o get ahead you must watch your steP, fot it's
F,tvy lo become an addict to certain kinds of pleasure.
Nclson, who organized special outings, picnics and
r l;uscs of instruction for his young sailors, was one of
l!rc' lcw great men of his time to realizc the value of
rr.r rt':rtion as a stimulus to work.
llrrt the world was neither willing nor ready to
.ir . r'[)[ the lessons taught by the great sailor. Within
'rlt'r.v years of his death, scrub and shine, again be-
r irrrrr: lhe rnotto of the British Navy. Industry con-
lirrrrt:rl to treat its workers little better than cattle.
Worncn and children were putting in twelve to four-
tet'rr lrours a day, men even longer, for wages barely
lrllir:icnt to keep body and soul together. No wonder
prrlrlit; houses (saloons) displayed signs such as "Allynir can drink for two pence," "Drunk for a penny,"
etr . 'l-he poor workers had nothing better to do.
'l'irrres have changed. Most employers now en-
ronrirlle their workers to seek healthy recreation.
'!'lr,'y rcalize that "all work and no play" does notlrrrxlucc efiicient workers, but neither does too littleirrrrli :rnd too much play. Use your comrnon sense'
itc, ttt,oderate, get enough pleasure, but do not be'
t ttttt( 0' slaue to it.( ilrcck up on the lives of successful men, men who
rnrrrrrr:rnd universal respect, and yotr will discover
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that they regulate their leisure time, setting asirlra certain amount for recreation and a certain amolurl
for study, reading, or similar self improvement. ll
you want to win promotion, to earn more molr( \'
you must do likewise. You'll find the opportunir\for self improvement aln'ays knocking at your door
"Employ thy time r,vell if thou meanst to guirr
leisure," said Benjamin Franklin, "and since thoir
art not sure of a minute, throw not away an houl'."You'll never get a better chance to practice courtesy,
willingness, cheerfulness, friendliness and co-oper:r
tion than during your leisure hours. You don't nettlto be at worh to practice self improaernent, do yorr!
MOTTO: MexB rnr Mosr or Youn Lrlsunn Trvr,:
SELF ANALYSIS TESTDo you practice self improaement in your leisut,'
time?
Check ....Ves( ) No( )
IIIiAD FOR SELFIM PROVEMENT
lDrr,tcrrclNc SELF IMPRovtrMIiNT does not
trlt cssarily mean practicing self sacrilicc' Sornctirnes
ll ul:ry even be u pl"ut,tt"' For example' rvltat can be
lrt'ttur for improving the mind than a reasonable
.trrr()rrnt of reariingieading of the riglrt kincl' of
I (lI ll se.
As a troy I received more than one caning for hav-
inpl rr "Deadwood Dick" or some such literature (pen-
rry <lrcadfuls our teacher called them) concealed be-
rrr';rl.h mY lessons.
l't:cPing, instead of studying, may have seemed
rvorth the risk in school days, but as you grow older'
lolt (:annot afford to waste your time that way' Life
t, ,,,,t ul*uys just school and play' There comes a day
tvltcrr Deadwood Dick will interest you no rnote' but
rt,ltrl. haae you to take his Place?
M;rny prominent educators and employers have
rlt;rwnattentiontothefactthatonlyaboutfiveper.r ltrl o[ the workers seem willing to make some efiort
til il<lvance themselves. The vast rnajority are quite
lottlt'nt to stay where theY are'
l)<'r'haps that is one reason why our news stands
,rr,' filleJ with so much rubbish disguised as fiction'
I lrt'r'c must be a demand or it would not be there'
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Probabiyl{'ant.
is what the other ninety-five per(;('rt
Buc don't misunderstand rne, I am not oppose<l r,,
fiction, provided it is decent fiction, but you orrlywaste your time reading poor trashy stufi. Get irrr,,the habit of reading books which carry a real slor y,
which have some inspirational ideas in them. If yorr
want to increase your earning power, read sorrr,.
books which deal rvith your business.
As the great Scotch writer and historian Thorrr.r,,Carlyle
once said in a speech addressecl to stuclt:rrr.,at Edinburgh Universiry, "Learn to be discriminat ir,,
in your reading, read faithfully; and with your lx.:,r
attention, all kinds of things which |ou have r.t..rt
interest in, a real, not an irnaginary one-and wlrir lr
you find to be really fit for r,vhar you are engagecl irr.',But remember, reading for pleasure is not stu(ll
ing, so don't force yourself to wade through a b<xrl.
which does not carry your interest. you gain nrutt
from things which interest you most. Choose yorlbooks with care, particularly histories and biour;r
phies, some of which are merely a collection of l':rr r,;
and have little to recommend them other than tlrt^irextreme historical accuracy.
Lighter reading more to the taste of the aver:rl,(.rnan will often be found in works such as ..Grr.rrr
Scientists of the World," "Makers of Histor y,'."Builders of America," erc.
GETTING YO(TRSELF A TIAISE IN PAY
During the Great War I met an interesting Frenchollicer who knew almost as much about my country
;rs I did, yet he had never been away {'rom France.
li<rcks on erploration and travel l.rro:rtlcn your mind
;rtrcl carry you to the farthest corncrs ol l.lre world'
liroks dealing lt'ith your occupation arc :rlways of
vlr lue.
Abraham Lincoln sometimes walked twenty miles
to borrow a trook, his only means of education, but
yorr don't have to do that. Quite likely thcre is a
lilrrarywithin
a short distance o{ where you live.
Ma,he use of it!Ar one time only the very rich could afford the
lrrxuries of books, but today the poorest persons have
wonderful libraries at their disposal. Never in the
lristory of the rvorld were good books so easily ob-
rrrined as they are today. So if you want to improve
yorrrself make up your mind to Procure some good
lrooks, to get into the habit ol using some of your
It'i.ture time for benefi'cial reading.
As Socrates, the great Greek teacher and philoso-
plrcr, advised, "Employ your time in improving your-slll' by other men's documents, so shall you come
t';rsily by what others have labored hard for-"
M()TTO: Rnen ron Pmasunn AND PRoFrr.
SI.]I,F ANALYSIS TESTDo you read, for self imProaement?
Chech ....Yes( )
7S
No( )
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TRUTHttf anr NOTHING," said Abraham Lincoln, .,rrurlr
is everything." Truth and honesty rvere to him tlrcking-pins of character, and so should they be to allof us.
As a lawyer, Lincoln would not plead a case for ;r
man he knew to be guilty. "I couldn't do it," ht,said. "All the time while sranding talking to tlrr.jury I'd be thinking, 'Lincoln you're a liar,' and I
believe I should forget myself and say it out loucl."A learned judge deploring the lack of truthfulncssin court remarked, "There are two kinds of lials;poor liars, and expert .r,vitnesses." ,,All
men are liars"said Shakespeare. Perhaps he was right.
Few, if any, can always confine tireir statementsstrictly to the truth. The necessity of side-steppinrlthe absolute truth may be almost forced upon you :rt
times. In applying for a position, an employer mrryask, "Can you do 'such and such' a thing. Even ilyou are not quite sure it is often wise to say .,yES"
if you think you might make rhe grade. It's not rt
crime to giue yortrself the benefit of the d,oubt.Telling an "honest lie" may land the job, but lrc
careful; the difference between an "honest lie" an<la "dishonest one" is mighty close at times.
There are people who just can't speak the trutlrabout themselves. They are forever inventing fanstas
GETTING YOURSELF A RAISE IN PAY
t ic stories about their past achievements, social posi-I ions, etc. Such persons are their own worst enemies,
t lreir lies hurt no one but themselves.
Ilut small, thoughtless lies, toltl mcrely for self
gratification, for fun, often compel grc:rter lies to
lrolster them up. Lying quickly becornes a habit
r':rrrying the instigator deeper and cleeperr into the
rrrire of deceit. There is no such thin,s as a, ltu,rmless
lh; all lies are harmful, and no o'ne respects a liar'
f)o you remember the fable about the wolf and
tlre child? How the child kept crying"wolf,
wolf,";rr)cl then laughed at the men when they rushed up to
l)r'otect it. But the child cried "wolf" once too often.
( )ne day the wolf really did arrive; but no one came,
rrntl it was just too bad for the boy!
Proven liars are never believed, even though they
rrrrry be telling the truth. I know several people who
;rlc troubled with a very vivid imagination, especially
;rlrout matters occurring in their pdvate lives. Per-
lrrrlrs you know of some yourself. Their staternents
:rlr: always discounted fifty percent, but if you wantto
t ornmand respect you can't afford to have your state-
illcnts discounted even one percent.
IN BUSINESS YO U CAN'T GET AWAY WITHTIOMANCING. If you want to win promotion you
rrrrrst be known as a man who always speaks the truth,
lor who would have confidence in a man lacking in
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this qualification. Would you,if you were an elr_ployer?
Galileo, who invented the teiescope, and manyother scientists like him had ro die bitor" the trutlrof their statements was admittecl, but you don,t suficrsuch.a handicap. you won,t be'damned, because yotr.speah the truth, but you witt be if you d,on,t.
As the FIon. Stanley Balclwin,'former prime Min-ister of Great Ilritain once said ;.ai_u, saying whatyou mean, and meaning what you say",, peopie willrespect you r,vhen you do. If you want promotion, thc
power to earn rnore money, get into ihe habit of al_ways speaking the truth, for liars weahen when facetl,with facts.Speaking the truth gives a man a feeling of security.
You don't have to .,ttri"tback,, to ..*"_ber whatyou said; you don'r have to dodge people becauseyour conscience bothers you; yorr-aorr,, have to tellmore lies "to cover yourself up.,, When you sl2ealt.tke truth ))ou are standing on a solirJ foundation_
a foundation of fact.
.. :9!,how
great is the power of rruth,,, said Cicero,"which in its ownasaillt ar r the td;,ffI"";.'ffJillr"*"-;l1"f "jlmen."
MOTTO: To Bn Burnvso rN Brc Marrnns, BnTnurnrur rN Suen Ma:rrnns.SEI-F ANALYSIS TEST
Do you always tell the truth\Check ....yes( ) "...No( )
82
T{ONBSTY
Y ou CAN ALwAys rl{usr an honest man.'l-ruth and honesty are the essential qualifications onwhich character revolves. Witlrout thc one the othercannot survive.
. "I hope," said George Washingtorr "I shall always
l)ossess firrnness and virtue enough to rnaintain whatI consider the most enviable of all titles, the charactero[ an honest man."
As children, we are taught to believe in the rightof truth and honesty. They are the pillars on whichour childhood education is based. Let us endeavor tocarry them as standards throughout our lives.
Honesty is something which should come fromwithin you. You believe you are honest because youlcel you are doing the right thing, but all people
ilray not judge your actions in the same light. Whatftray seern honest to you rna,y seern dishonest to some
orte else.
F-alse value of honesty alr'vays reminds me of the
story of the crook trying to pass a counterfeit tendoltrar bili. "That man was dishonest," he said, "he
short-changed me fifty cents." He couldn't see hisown dishonesty; he could only see that of the otherl'ellow. Ideas of what constitute honesty may differ,bu.t the real standard of honesty neaer changes. .\l-ways remember that.
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A man may not be perfectly honest, but that docsnot mean that he is cornpletely dishonest. At times,even men of sterling character may fail to live up tothe best conception of honesty. In handling -or.y,there can be no latitude. Keepine only a few centsr.vhich do not belong to you is just as dishonest astaking a large amount. In money matters, you can,not afford to be anything but strictly honest. .,Trust
not to a broken stafi" is an old Enslish proverb. Il.you cannot trust a man rvith money, you cannot trusthim rvith anything.
Honesty should be a natural impulse, needing noexercise of will power to keep it so. In spite of con-tinuecl poverty, ar rimes hardly knowing where hisnext meal lvas coming from, Lincoln collected anrlretained for more than a year, asum of approximatelyseventeen dollars, and had it ready, intact to a cent.rvhen called for. To be consid,ered, ,,As honest asAbraltam Lincoln" is something worth striuing fo,r.
In my first job lve had to sign a rime book in themorning.
Itwas
the foreman's practice to be infirst, sign the book ar the head of the list then slipout for a cup of coffee before the manager arrivecl.The forernan prided himself on his honesty. Hervoulcl have been terribly insulted if called dishonest.yet actually he was being dishonest with his employ_er's time. The fact that he often worked late may
84
GETTING YOURSELF A RAISE IN PAY
lrave made up for the lost time, but it did not makelris action honest.
The practice of helping themselves to the firrn's
goods without offering to Pay is only too common
;unongst enployees. Men who would rlot consider
t;rking even five cents which did not bclong to thern
lvill think nothing of taking homc paint, screws'
lvood or other sr"nall articles for their own trse.
BECAUSE OTHERS MAY DO 7-HIS DOES
NOT GIVE YOU LICENSE 7IO DO THE SAME.
Isn't it more honorable to offer payment, to go home
rvith a clean conscience, to know that you have done
tlrc right thing, than to siip things in your pocket un-
knorvn to yollr emploYer?
An engineer once wanted to change the oil in m1'
r:lrr because of a small favor I had done him, and was
rlrrite offended rvhen I refused on the ground that itw:rs not his oil to give away. "We never buy oil for
orrr cars," said he, "we have thousands of gallons of itlrcre. We often waste more in a day than goes in
your car." That thought may haue cleared his con'
,science, but it wouldn't clear mine.
Most men would consider themselves cheated ifllrc firm underpaid them fifty cents, but the same
Icllows often take an hour of the firm's time doing a
ioll for themselves. This is another common form of
rlishonesty, unthinking perhaps, but dishonest just
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CI{AIlACTERVonr GIVES you rHE opporruniry to ear.rr
rnoney, but it also gives you an even greater opportunity-the opportunity to develop your characrcr;
something more important than merely striving r<r
earn rnore money. For what good is money to a matr
who has sacrificed his character to obtain it?Promotion, the power to earn more mone|, may
come quickly to men of unusual ability. It may nor
come so quickly when character is your only assct.
but it will come nevertheless.
A good character is something which cannot lx"
hidden. It is greater than truth and honesty corrr
bined. It is the sum total of all your qualities. It is
not something which is presented to you, nor calr
money buy it. Nothing influences it more than yourself; it is what you make it.
"A sound body is a first class thing;" said TheoCor<'
Roosevelt, "a sound mind is even a better thing, .bur
the thing that counts for most in the individual, as
in the nation, is CHARACTER."CHARACTER IS THE MAIN STAY OF OUI\SOCIAL STRUCT:URE. It influences individuals.institutions, races and nations alike. Where it is lacliing, civilization withers and dies.
Take Rorne for example. When idleness, luxuryand dissipation took the place of work; when trurlr
GETTII\IG YOURSELF A RAISE IN PAY
;rrrrl honesty lost their signifi.cance; when men ofr lr:rracter like Julius Caesar no longer inspired the
1rr:ople, the Roman Empire collapscxl Iikc a house of
r:rr<ls-and history will repeat it.scl[. Ncithcr indi-
virluals nor nations can build a pcrlllalrcnt stl'ttctrue
orr t foundation of corruption ancl deccit.
(lromwell, Gladstone, Washinp;t.on ltlttl {,irlc.oltl
rvlic men of exceptional character, but yotr do not
lr;rvc to be famous to possess a charactcr tl"rat r'vins
irniversal respect. You need neither money, cduca-
tion, social position, nor achievement to establish
vorrr: character. It is the result of the way you conduct
yorrr life, the way you act. Character is tke mirror of
't't tr t't'.se lf .
Wlren character, eclucation and ability go hand in
lr:rrr<1, then you have the qualifications for real leader-
:ilrip, outstanding success. But promotion' the power
to (irrrn more money may easily arise from character
;rlrrrr(:. Many a rna,n of iust moderate ability is hold-
trrt a, position of great trust on the strensth of his
Irt,tl. cl,ass character, for character is not iust a single
rlrr:rlification, iike truthfulness or courlcsy; it ern-
lrr;r<'cs every qualification essential to slrccess'
'l'here is something about men of character that
,urrrrnands respect, rnaking them particularly suit-
;rlrlc for positions of trust. Perhaps you know some
orrc \,vho has been promoted because of this major
\
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qualification. Cultivate it, because only the marr, t'lproaen character is deemed fit to rule ouer othct:
Amongst the politicians there are men of dubiorr:,
character, men who go into politics chiefly to s< r'
what they can get out of it-but there are also otht r:,
whose characters are unassailable. These latter nt< rr
are the real leaders, but they sometimes have to <lr,
before their worth is recognized.
But you are not a politician; you don't have lo
die before the value of "your character" will be rt,ognized. Eaery day, employers are loohing f or men, t"
promote-loohing for men they can trust-for ntt'tt"OF CHARACTER." "There is a greater demarr,l
today for people of character," said Roger A. Babs,,r'.
"than at ar'y time in the history of America." Tltt:t,'always has been a demand for men of character arttl
there always will be.
Nearly two hundred years ago, Lord Chesterfir'l,l
in advice to his son said, "Character must be k<'1rt
bright as r,vell as clean." That same rule is just :rt
important today. Character will not look after itst'll.
You cannot afford to rest on your oars, to hope tlr;rtmerely overcoming one small weakness will apprt'r i
ably alter your character.
Nor can true character be established oil llrstrength of a few outstanding positive qualificatiorrs,
for as previously mentioned, character is the srrrl,
total of all your qualities. Even being scrupulorrsly
GETTING YOURSELF A RAISE IN PAY
lrorrest and truthfuldoes not mean that you Possess
r lurracter. It merely shows that you possess an "hon-
lst character," which in itself is not a guarantee of
Flr(.cess; perhaps not even resPect, if you lack such
tlrings as willingness, dependabiliry or courtesy'
(-lilaracter depends upon your personal qualifica-
tirrrrs, your eveiyday habits. It is a question of what
1,,,,, orr, not what you hope to be' Only by sclf con-
I r ol, self improvement and unremitting effort to over-
r orr)e your Lad qualities and develop your good ones
,',,t
yot hope to build for yourselfi the reputation to
wlrich all men should aspire-fo be known es a m'an''0IT CHARACTER.''
MOTTO: Crrenactnn Is Tna Drnuono Tner
ScnarcHEs EvnnY Ornnn SroNn'(CYrus Bartol)
SIiI,F ANALYSIS TEST
Since read'ing this booh haae you done anything
to improue your character, and do you intend'
to keeP trYing to imProae it'
Chech Yes( )' "' 'No( )
:
T
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YOUR PER.SOI\AI. APPEARANC I.;
FtnSr IMPRESSIOnTS Ann usually lasring irrr
pressions. If asked to fomr an opinion of a casrr;rl
acquaintance \,ve lvould probably base such opiniorrlargely upon personal appearance. Women in p;rr
ticular, first judge by appcalauce and as a rule rircnopinions are correct.
We believe what we see. Untidy in dress, untirll'in method; neat in dress, neat in method. Tht's,.
things just naturally seem to go hand in hand, arr,lgenerally speaking this is true in life. Of couri.',there ale exceptions that prove the rule-bu[. tulr'1,
be an exception? It's jusc as easy to dress neat.l1,
the motions of dressing are the same-why handiu 1'
yourself through bad presentation?
Employers also judge by first impressions. "Bilt,"let us call him, had just completed a technical trairring and came to me to help find him a iob. Orrr
practice was to send at least two boys to every plr)spective employer, and in Bill's case he was alwrry,
the one turned dor,vn.
Naturally, Bill was discouraged. His mother, ;r
widor,v, could ill afford to keep him idle. Fle was ,,
star pupil, a willing lvorker, polite and well-spolit'rrbut ire lacked something important; the habit ,,1
looking after his personal appearance. I called l,iiilinto my office one day for a little heart to heart lllli,
GETTII{G YOURSELF A RAISE IN PAY
"tiill," I said, "r,ve felt sure that you were not golngto land any of those jobs; but .iust for the experience
wo sent you along. Nolv tell me, what do you think
rv;rs the trouble?""Mr. Wilson," he saictr, "I don'.[ ktrolv; I srtrc tried
ttry best."
liut did he? tr sent for a mirrol so llill t:orrkl see
lrirnsblf as others salv him. His hat- rvas <lirty' his
slrocs needed a shine, his suit needed pressing^, his tie
rvls loose, his hair needed cutting-in fact his irppear-
;rrr(:e r'r'as anything but desirable.
llill was nearly in tears. F{e was so disgusted and
;rslrarned of hirnself, that he hitch-hiked out of town
tlrc same day. He got a job as a chore boy at a sum-
rrrt:t' hotel, saw well dressed people, did his best to
irrrprove his personal appearance, and when the hotel
r loscd. up came in to see me again, a vastly changed
lroy.
llill soon landed a job with a first-rate company
irrr<l iS there to-day. Recently, in a conversation, his
nuulager said, "Why! he's the smartest and most effi-
r i<'rrt employee we have. Some day he may be presi-rlcrrr of this companY."
CLOTHES ARE COMPARATIVELY CHEAP'I'IINSE DAYS, AND THERE CAN BE NO EX-(:IISE FOR FAILURE TO MAKE THE BEST OF
lV I IAT yOU HAVE. Dirty shoes, unpressed clothes,
l;rr li of a shave, untidy hair (in women particularly)
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dirty hands, etc. are personal deficiencies which nr:ryeasily develop into bad habits, reducing your chancc
of success and limiting the size of your pay cheqrre,
A friend, the president of an engineering company
specializing on supplying equipment to the garage
trade, once approached me about a problem whiclr
was worrying him.The company was expanding and he felt he coulrl
do with an assistant manager. The man he had irr
mind was his warehouse superintendent who ha<l
been with him a long time. This fellow knew rlrt:
business, was absolutely honest and reliable, a go<xl
buyer and correspondent. In fact, a really good malr.
But "Brown," let us call him, had a serious pcr
sonal deficiency. While conscientious about his
work, he was careless about his personal appearanct'.
On several occasions the president had suggested thathe smarten himself up, but apparently suggestions
always fell on deaf ears.
Brown was a rather peculiar type-his own worstenemy. He adopted the attitude that the customcrs
(mostly garage mechanics) did not care what lrclooked like provided he gave them good service. Tlriswas correct as far as it went, but he overlooked thefact that the company also dealt with other customers
who called at the office and not at the parts countcr.
The company felt they could not promote Browrrbecause of his inability to improve his personal a1r
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GETTING YOURSELF A RAISE IN PAY
pearance, and they hesitated about bringing in a newnmn for they feared Brown might leave and go to an
opposition concern-a thing they particularly did not
want to happen.
Irinally an outside man was taken in as a junior
partner. Brown is satisfied. He was a little disap-
pointed at not receiving a promotion, krut realized
lhut ttr. new man, having a financial interest in the
company, is entitled to the assistant manager's posi-
tion. The reason he is still only the warehouse super-
itrtendent may never have occurred to him trecause
"There are none so deaf as those who will not hear."
And what happened to Brown may happen to any
one. There is no excuse for sloppy appearance.
But don't make the mistake of over dressing.
Flashy clothes make a man or woman as conspicuous
ar a badly dressed one. "Ultra smartness" may be all
right for social functions, but it is completely out of
place in business.
If you want more money don't handicap your-
!€lves before you start. Dress neatly and becomingly,
according to your occupation' If you fail to presentyourself in the best possible manner, you only have
yourself to blame.
MOTTO: You Hevr Monn CoNrrnnNcn IN Youn-
srr,r \AIHnN You Anr Dnnssrn Wnr-r,.
8ELF ANALYSIS TESTDo you always endeaaor to look your best?
Check Yes ( ) .. .-.- ..'.No ( )
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CHEERF'ULNESSCrINrRnuLNEsS, TFIE AI]ILITY to look orr IIr,.
bright side of things, is a mental condition over rvhir lr
you alone have control. It clepends upon neitlrcrwealth nor position. It is free for all to share"
Some people have naturally sunny dispositiorr:;They seem to aln/ays see the funny side of thirrgs.They make friends easily and ger the best of lifc ;,r
all tirnes. But few of us are in this huppy posirionCheerfulness is often an effort. yoti don't feel
lil,,.being cheerful. Dismal thoughts rnaster your mirrrland your spirit sags. Ilut if you waxlt to get ahc;rrlyou can't afiorcl to let your spirit sag. When thfurr,,tdepress yort, that's ju.st the time you must mahe tutextra effort to be cheerful.
As a "green" salesman I often had to deal r,virlrmiserable carping people, born pessimists. Tacklirrritrvo or three of this class in a row sometimes rk.pressed rne terribly. I was mentally beaten, worrlrlquit for the day. Not a very creditable thin,g to do,
I admit.trnwardly I was ashamed of myself. tr knew I shorrlrlgo on, but I could not do it. f lvas not the mastt.rof myself. I was licked mentally. But an expcr.ienced salesman came to my assistance.
"You are taking things too seriously,', saicl he, ,,il
the customers won't laugh with you, laugh at thcrrr
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GETTING YOURSELF A RAISE IN PAY
'l'lrcy will think you're laughingbecause you seem
lr;rppy, and maybe they'Il laugh too"''I'ITERE S
^IOTHINGLIKE A SMII'I; AND A
I,,,TUGH TO BREAK DOWN A CI III'LY AT'MOS-
I'T"IERE,
So I made up my rnind not to lct pcssimistic
pcople depress me. I decided to ctttrirtct' Irorvtts with
srriiles, and pessirnism with oPtilllism. I trictl to see
tlrc funny sicle of the situation' I visualizcrl rny pes-
sirrristic custorners as the sour faces in thc conrics, and
olt.cn I really hacl to laugh; the likclrcss st-'ctnc<l so
r'<:al. 1 learned'"to laugh at them if I could not laugh
toith them."Anc[ "Believe it or not" when ,vou laugh, ttre cus-
t()rner often laughs too. Then it's easy to start talk-
irrg, for as .|irnrny Durante said, "All men are equal
;rud alike when theY laugh."
SERIOUSNESS IND EFFICIENCY IS A GOOD
COMBINATION, BUT CHEERFULNESS INDIaFFICIENCY IS A BETTER O^/8. The man who
(':rn smile and laugh while he works lvill make rnore
l'riends ancl will get the most enioymcnt out of life'"The men I have seen succeed best in life," said
limerson, "have always been cheerful and hopeful
rnen, who went atrout their business with a smile on
tlre ir faces, and took the changes and chances of this
nrortal life like men, facing rough and smooth alike,
ils it came."
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GETTING YOURSELF A RAISE IN PAYGETTING YOURSELF A RAISE IN PAY
I'f.rAKES
A I-OT OF COURAGE TO KEI;,I'PI,UGGII{G WHEN THINGS GET TOUGH,T'oSMILE WHEN THINGS LOOK BLACK, but yorr
must learn to do it if you want to get ahead.
As a young man, lulius Caesar was captured by :r
band of pirates. But did he give way to melancholyi'
No! of course he didn't. I-Ie rnade up his mind to
face misfortune with courage, to be cheerful atrrl
hopeful in spite of his circurnstances, to act as if lr<'
was merely having a holiday. This so impressed lris
captors that they removed his bonds and allowed hirrr
the freedorn of the camp.
In this case, Caesar rernained cheerful undcr ;r
more difficult circumstance than you may ever hav,'
to face. I{e refused to Iook on the black side ol
things, and you can't afford to do it either, for looliing on the black side makes you depressed.
YOU NEVER FOUND A MAN "RARING 7'oGO:'SUFFERING FROM MELANCHOLT"FROM DEPRESSED SPIRITS, DID yOU? Nol
and you never will. So if you want to get ahearl,
make up your mind to banish melancholy. Be chr:crful and make the most of your circumstances, ev('n
under trying conditions.When others complained about lack of conv(fn
iences on out of the way sets, Douglas Fairbarrks
only laughed, "Whistle and hoe, sing as you 8o" w;rs
his motto. "Start off in the morning with a lauglr,"
98
srtid he,"and you won't neecl to rvol'lry about the rest
o[ the day." fiis laugh and smile nrade him a forrune'
YOUR LAUGH AND SMII.E M'4Y NOT MAKE
I'OT]R FORTUNE, B(JT THEY WII'L SURELY
MARE YOU FRIENDS' If you wir'rlt lrcople to like
for-t, g"t into the habit of always grcctiuu them with
a smile and a cheerY word'
When you get up in the morning g-o ovcr to the
l,roking-giass Jt d ireat yourself to a smile ' Then
lrown"uid ,"" rvhich way you look the best' Don't
forret, the way you see yourself is,the way you look
'n,'Ltierr' You'll brighten your day; you'll get theilrost. out of life if you start out with a smile'
MO-ITO: CsnBnrur-NESS IS CoNtecrous' You'rr'
Grr as Mucn Bacx as You Grvn AweY'
SIII,F ANALYSIS TEST
Do yon' always try to greet eaery one with a
smile?
Chech. . . .
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PETi.SONAI,ITY ANDSELF-CONFIDtrNCE
MOSf EN{PLOYERS Nr)W rccognize rhar for :r
key man in industry, personality is even mole ilrr
portant than scholastic attainment. Those r,l'ho pos
sess personality, therefore, have a better chancc oi
obtaining ernployment ancl of later winning prour(ltion. lfhat is why you mr-rst make all effort to rlc
veiop it.PERSOAI;AI,ITY XS
AS7-ATE
AF PI]YSICAI,AT{D L{EAI'rAI, ALEITTI{ESS AND 15 IIdilICATED BY TTIE WAY IA{ WHIC:FT YOU PRI;,
SEI/?- yAURSTi,LF 'f O CTEIEII"S. Xt is the pow{'r
to attract favorable colxment by your mantfer, youiconversation, your appcarance ancl yor.rr action:,.
Some possess it naturally; otirers rnust cultivate it.If you posse$s it naturally, you may consider your
self lucky. Some people are blessed (or cursed) rvitlra super-abundance of lvhat they think is personality.but it is often only a super-abundance of egotisrrr.
You know the type; the person rvho "barges in" anrltakes charge of everything without being asked todo so-who is the "trife of the party" at the expens('
of every one else. That's not real personality. It'smerely unlimited self assurance, conceit, an inflatcrlidea of one's importance; negative qualities r,vhicJr
create neither friendship nor good will.
GETTING YOT]RSELF A RAISE IN PAY
'l-oomuch of this kind
of "petsonality" is usually
;r <langerous thing, for it. may casily bccorne of{ensive
irrr<1 create resentment- You cllllll()t' lrftrorcl to o{Iend
il you want to get ahead. Get sottic ()llo l.o <:riticize
y,,i,, actions, {or too much lrcrsotrltlit.y, t'r;ol isrlr, is a
,lt:ticiency always difficult to scc itt yotrrr';trl[' Don't
Itn'tet, it's nat how you look tct yrttrrst:ll ; i'l"s lnu yo'u
rrl\tear to athers that is ot'tert' t cspt'tt'iblc Jor ytt'Lt't'
lu,(:c€ss or failure in life"
Ilor,lrever, this chapter is mcant 1o allllly llot so
rrrrrch to those lvho possess persolrality trs t() those
who lack it. Fersonality, Iike all other positive c1r-iali-
lir:ations, may be cultivated and there is no reason
rvlry you should fail to acquire it'
Many people, especially young peoptre havc a rnis-
trrlcen idea as to whal constitutes personality' They
lutve been led to believe thaf' outward show :rnd un-
Irounded self confidence is a sign of personality'
wltereas these are not necessary qualifications at a1l'
Yorl will usually find that aPparently qu;et unas-
srrtning people have a great deal more rcal Person-
.rlir.y than the peppy back slappers ancl fasttalkers
rvlro on better acquaintance prove that thcir otrtrvard
slrow is merely a velleer and that they have no solid
rlrralifications to back it up" Ferv, if any' of the
world's great men have been of this type' On the
( ()ntrary many were rnodest and retiring men in
plivate life, yet at no time cotlld they be accused of
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lacking personality, for it is something which allsuccessful men possess and most failures lack.
DEVELOPING YOUR PERSONALITY /S S/M.PLY A MATTER OF LEARNING TO PRESENT-
YOURSELF IN THE BEST POSSIBLE LIGHT.In other words, learn to develop your positive quali-ties and to suppress your negative ones.
To develop your personality you must cultivat<r
the positive qualities essential to success, but you
must also develop a certain amount of self confidencc,otherwise you lack the power to turn positiar
thoughts into positive actions. When you lack sell'
confidence entirely, you cannot expect to posses$
personality, for these two qualifications always go
hand in hand.
Lack of confidence is often only shyness. This is
not a serious handicap and can be overcome if yorr
go about it in the right way. Many famous men
have had to fight it. Lindberg, Latvrence of Arabia,Henry Ford, even George Washington, Wellingtonand Nelson exhibited a certain amount of shyness
when in public places, but they learned to master i,1,.
Don't forget that as you develop your personal
qualifications you automatically develop more conli,
dence in yourself, which in turn helps you to over-
come natural shyness. Make an efiort to be courtt:.
ous and obliging and you will find that others rea<:t
accordingly. They soon show appreciation of your
t02
GETTING YOURSELF A RAISE IN PAY
actions, and the fact that they do so, develops con-
fidence in yourself, and gives you courage to attempt
things which previously you were afraid to tackle'
As-mention.d b.fot., personality is a state of physi-
, cal and mental alertness. These two qualifications
must go hand in hand. You cannot sag physi'cally
and, bi alert mentally, nor can you sag mentally and'
be alert PhYsicallY.
Walk around like an animated corpse, like a man
with one foot in the grave, and your thoughts will
be equallv uninspiring. But snap into things' hustle
oro,rid as if you meant business, and you will putpep into your thoughts as well as your actions' Ih.ty yon to hold your chin up, throw your shoulders
bact and walk briskly down the street without feeling
better in spirit.
You cannot expect to overcome lack of self confi-
clence or to develop your personality if your spirit is
low. That is why you must do everything in your
power to pep up your mental condition' Just as nosi-
iiu. tfro.,gtti ptld.t..t positive action, so does positive
&ction produce positive thought, the only kind' ol
thoughi that can build uly your spirit'
On the other hand, negative action produces nega-
tive thought. You will never find a man who dresses
carelessly, gives you a deadfish handshake' stands
loosely, tpt"*lt in chairs and generally lets himself
go, possessed of PersonalitY'
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Note how different are thepeople who stand up
straight, walk briskly and generally indicate mental
alertness by their physical actions. Fut yourself irr
the position of the employer. Which man would you,
choose for promotion? The sagger, the man who
lachs personality, ar the man who shows he'i aliae -
Make a point of always walking around as if you
had no tirne to rvaste-even if you're not g;oing any-
where in particular. Step up briskly to meet people.
Shake hands firmly as if you meant it. Smile, malicr
some appropriate remark about trusiness, sport, thc
u'eather, anything.And if you find you have difliculty in keeping up
a conversation, try and find out in what the other'
fellorv is interested and steer the conversation arouncl
to that subject. Then he will talk, and all you need
do is iisten.
If the conversation lags ask a few questions. For
example, if baseball is the subject say "What gamt:
did you enjoy best last season?", "Who is your favor-
ite player?", "F{ow does the All-Star team suit you?"
Questions likethese never fail to start a baseball fan
talking. Even Calvin Coolidge, a notably silent man,
would willingly talk on his favorite subject, "taxa-
tion."
Personally, I do not consider myself a good con-
versationalist, but several times people have re-
marked that I was an interesting talker, whereas I
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GETTING YOURSELF A RAISE IN PAY
was usually an interested listener ' If you want to
rteaelop your personatity it's euen more importantrc be L gooct tistener than a good tallrcr; and you'Il
tind it a lot easier too' Remember, stccr the conver-
sation around to things that interest the oth'cr fellow;
their children, hobbies, sport and travcl' These
things are always subjects which peoplc like to talk
rbout.If you want to get ahead, to earn more money'
practice self improvement. Learn to be a good lis-
i"rr"r. Put some pep into your movements' Let
people see thatyou are alive, and you won't have to
*oriy about self-confidence or lack of personality"
Theie qualifications will conxe to you as a natural
result of your actions.
MOTTO: To Dnvnlop Youn Pnnsoxautv, Br' n
Goon Lrsrrxnn; Pur Soua Pnp rNro Youn Ac-
TIONS.
SELF ANALYSIS TEST
Are you making a sincere effort to snap u'p, physi'
cally as well as mentallY?Chech ....Yes( ) "No( )
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CRITICISM
ooCgxsuRE AND CRITICISM never hurt any-
body" said Gladstone, the great English Statesman,
"If false they can't hurt you unless you are wantingin manly character; and if true they show a man his
weak points, and forervarn him against failure and
trouble."
MEN WHO CANNOT ACCEPT CRITICISM/N THE SPIRIT IN WHICH IT IS GIVEN,STAND IN THEIR OWN LIGHT. Obstinacy,
pride, prejudice, stupidity, undervaluation of the
opinions of others, and an inflated opinion of theirown importance often prevent men from taking ad-
vantage of helpful suggestions which could well be
used to their advantage.
Examples of this occur more frequently than many
people realize. For example, an accountant who
resented the auditor's criticism of his bookkeepingmethods, resigned from the company rather than
make a change in the system. Today he is workingfor a lot less money because of a fancied slight on
his honesty and integrity, things that were neverquestioned. Other cases of refusal to accept criticismare mentioned elsewhere in this book-perhaps you
know of some yourself.
You must be prepared to accept criticism if you
want to get ahead. Don't forget what Gladstone said,
"Criti,cism shous a nx(rn his weak points"' It's only
by eliminating your weak points-your,minus quali-
ti'.r-rnr, yo.i.ur, "earrt more money"' Refusal to;;;p; criticism is a double edged minus quality' 'It
is a'prrsonal d,eficiency which preaents you correct'
ing a Personal deficiencY'
iell criticism is good, but better still is the un-
biased criticism of*someone
else' If your mind is
nf." yo" will welcome a certain amount' for most
rnen at times become lax in the judgment of them-
selves and need some outsider to criticize them' to
point out their faults and weaknesses'
' R"-"-ber, criticism is easier to give than tore-
ceive. Be prepared for some surprises' The faults
u)e see in oihers,we often fai't to see i'n ourselaes'
It is sometimes hard to accePt criticism' but it is
often harder to give it' The art of criticism is an
accomplishment not easy to acquire' Do not be in
too much of a hurrY to Practice it'
Unnecessarily harsh criticism' even if true and to
the point, is rarely appreciated' When neither re-
qrriria nor asked tor, it is always resented' Avoid
.ri,i.iring, for you cannot aftord to make enemiesit you want to get ahead'
There's something admirable about a frank out-
npoken man. But how often do you find one at the
top of the tree.
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GETTING YOURSELF A RAISE IN PAY
"How do you like Mary's singing?" says the prourl
mother."Not so good," is a blunt, cold, discouraging arr
swer.
Perhaps he told the truth, but what good did it do
any one. Isn't it better to aaoid adaerse criticistttwhen it serues no useful purpose? Isn't it better to
use a little diplomacy, to soften your answer so that
it is acceptable and not ofiensive?
The great philosopher, Abraham Lincoln, had tlrr'
huppy knack of always being able to formulate arr
answer to which no ofience could be taken. Whcrrasked for his opinion of a long treatise which harl
just been read to him by Robert Owen, the spiritualist, he replied, "For those who like that sort of thingI should say it was just about the sort of thing thcy
rvould like."Lincoln was a shrewd judge of human naturc.
None knew better than he the destructive effect ol'
bluntly presented opinions or adverse criticism. FIis
great respect for truth and honesty did not allow hirn
to commend a thing which he felt was wrong, but
he made it a point never to criticize any one unduly,or to pass an unfavourable comment if he could olr
tain the desired result without it.Lincoln believed in looking for the good points irr
people rather than the bad ones. When he found it
necessary to check some one, he always opened his
108
GETTING YOURSELF A RAISE IN PAY
remarks with terms of appreciation' He put the other
f.ifo* in a receptive frame of mind before he at-tempted to criticize.
If you want your criticism to produce results' you
must adopt the same method' It is no use telling a
man hoi you appreciate his goorl points' after you
h'aue poiniea oiin;t bad' ones' rt is then too late to
itn,rJrr.. his mind, to make him feel kindly towards
you.'Do ,toa be too hasty to criticize fellow workers' be-
au*" yorrt criticism may not be- appreciated' even
;it;"gdit may be souni' It is better to withhold
yoot".o,rnrel ihan offer criticism which is likely to
be rejected.
TIME SPEN? /N CRITICIZING OTHERS
MIGHT OFTEN BE BETTER SPEN? IN CRITI'
Crnr,lc YTURSELF' Look around and see what
faults stand out most in others' Then take stock of
forrrself. Make sure you don't-possess
them too'
ilou might find you're not so perfect as you thought
you were.
Criticizing your employer behind his back is a
form of non-co-operation' Even though youthink
yot .un run the business better than he' he may not
igr"" *itft you. If you be-Iieue you.haue some better
'Ld,eas," prisent thim in the form of suggestions' Use
yorr,';ia"ur" where they may do yol some good' not
rome harm. Forget criiicis*' Introduce the spirit of
friend,Iy co-operation' That's one way' to earmark
yo,trr.if for promotion, for a raise in pay'
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MOTTO: You LrenN Mone Fnou BnrhrcCnrrrcrznnTHaN sy CmtrcrzrNc OrHBns.
SELF ANALYSIS TESTCan you take criticism.Check Yes( )..........No( )
SELF CONTROLSnrr coNTRoL IS A MATTER of "will power,"
a question of "mind over inclination"' It's a virtue
sometimes hard to practice, but its intportatrce can-
not be overestimated.
"A man without self control," said Henry Ward
Beecher, "is like a barrel without hoops and tumbles
to pieces."
You don't have to look far to see people tumbling
to pieces, for lack of self control is probably man's
,rrr*b", one weakness. It is responsible for more
grief and trouble than practically any other thing'
A young man needs a lot of self control to stick to
the siraight and narrolv path all the time; not that
I'm expecting you will, for if you're like most young
rn"rr, I knolv you won't. Only a super man coul'd
;rlways avoid temptation. No one can put old heads
on young shoulders. But if you want to win pro-
motion, yoo'ta got to exercise a reasonable amount
of self-control, control of your thoughts' your actions'
your countenance andyour tongue' Th'ere are times
trthen )ou'ae got to "grin and bear it" whether you
Iihe it or not.
In order to exercise self control it is not necessary
to live like a saint. You probably wouldn't make
much headway in this modern business world if you
rlid. Even preachers have more moderate views today'
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Setting too rigid a standard., carryingself control toextremes, tends to make a man narrow-minded. If
you want to make friends, to get people to like you,you can't afford to be narrow_minded.
-Flowever "Anything goes,,' is not a good motto
either. You'll never make a success of your life if youru_n it that way. You,ae got to put a brake on your-self i,f you want to conxnxand, reipect.
Argument, intemperance and profanity have noplace in business; but do yo, ,""iir" the destructiveeffect of an uncontrolled temper? Have you ever
stopped to think how losing your temper puts youat a disadvantage? How it places you under-a micro_scope for others to see you at your worst? Not a veryenviable position to find yourself in, is it?
But even if you have a bit of a temper that doesnot_ mean that you are handicapped. you wouklprobably be much worse ofi if you ,.didn,t
have atemper," for persons in this class are sometimes tooeasy going to make
_asuccess of anything . Temper
isn't-nec.essarily weakness. One's inabiti$ to conirolit, that is weakness.
If you're blessed with a really even temper, youdon't have to worry much about it, but if yoir,re not,then you must make up your mind to keep it undercontrol. If you don't, it will get you into a lot ol.trouble, and you should go out of your way to avoidtrouble if you want to get ahead.
GETTING YOURSELF A RAISE IN PAY GETTING YOURSELF A RAISE IN PAY
There is an old motto which says:"There's
nothingnew under the sun." Certainly no one has evolved a
better method for controlling temper than the one
practiced by the great Greek philosopher, Socrates,
over two thousand years ago.
Ilave you ever noticed that when a man gets
really angry he always raises his voice? Wellt next
tirrie you feel you're getting angry, just try the
Socrates plan; lower your voice, force yourself to
speak softly and slowly. You'Il be surprised how soon
you start to cool down, to get cotrtrol of yourself
again.The Duke of Wellington was extremely irritable
by nature. He detested banquets and receptions, butforced himself tq attend and to be agreeable to
people. At the battle of Waterloo, where he over-
threw Napoleon, he gave orders to his officers in a
low voice, maintaining a calm self-control, never get-
ting excited or angry even when the battle seemed to
be going against him.
If men like Wellington, Caesar, Franklin, Wash-
ington, Jackson and a host of others thought enoughof the Socrates plan to practice it, it ought to be good
enough for you and me. Don't forget that many of
the world's greatest men have had extremely trickytempers, but they learned to control them.
The hotter your temper, the more will power you
need to keep it under control, but the result of such
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effort is always worth it. Angry words never doanygood and ofren cause needless bad feeling_p"rfr"ps
worse than that. For a sud,d,en burst of irgr, *Lysometimes offset the work of a life time.
.People are only human. They all do irritating
things at times, but try and retain your self control.The other fellow can't make you mad if you makeup your mind not to let him. Always remember,you'll neaer regret heeping your temper, but you,Iloften regret losing it.
MOTTO:LnnnN ro CoNrnor, younsn'r,r rr youWrsn ro CoNrnol Orunns.
SELF ANALYSIS TESTDo you make an effort to control your temper?Check .... yes ( ) ...... ..w6 ( )
ARGUMENTooNo MAN wHo IS RESOLVED to make the most
of himself," said Lincoln, "can sparc tirne for per-
sonal contention." Argument might bc u'll right in a
d,ebating society, but business gets alonu better with'
out it.
Arguments often have a habit of getting out of
hand, of creating ill feeling at times. Rut you can't
afiord to create ill feeling if you want to get ahead.
You can'tafiord to risk some one losing his temper,
or to lose your own, can you? You don't have to ifyou use your cornmon sense and exercise a reasonable
amount of self control.
When he first drew up his code for the conduct of
his life, Benjamin Franklin had only twelve rules,
but on the advice of a Quaker friend, who drew his
attention to his rather overbearing manner and
tendency to argue about everything, he decided to
add a thirteenth rule which he termed "Humility"'
From that time on Franklin tried to avoid direct
contradiction or positive assertion. Instead of pre-
senting his opinions as proven facts, he put them
forward as suggestions, statements such as "I am
certain," "I am stlre," "undoubtedly," etc. being re'
placecl by milder expressions such as "I believe,"
"It appears to me," "I imagine," etc.
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"I soon found the advantage of this change in mymanner," he confided to a friend. ,.The conversa-tions I engag'd in went on more pleasantly. Themodest way I propos'd my opinions produc'd thema readier reception and less contradiction; I had less
mortification when I was found to be in the wrongand I more easily prevail'd with others . . . .to
giveup their mistakes and join me when I happen,d tobe in the right' . . . and to this habit (after my char-acter of integrity) I think it principally owing thatI had so much weight with my fellow citizens.',
If Franklin, one of the most successful men inhistory, attributed much of his success to the avoid_ance of argurnent, it's surely worth white giuing hissystem a trial, isn't it?
You can't afford to argue with your boss, becauseyou're depending upon him for your job; you can'tafiord to argue with your fellow workers becauseyou're depending upon them for co-operation; andyou can't afford to argue with the customers either,can you? You can't afiord to argue with your friends
if you wanr to keep them; you can't afford to arguewith your wife or girl friend because you,ll only getthem sore, and it's a waste of time arguing withpeople whose opinions you don't respect; so uhyargue? There's nothing to be gained, by it.
But in spite of the fact that argument never does
lt6
GETTING YOURSELF A RAISE IN PAY
any good there are people, even salesmen, (but not
real salesmen) who still like to practice it'Seeing a shirt I rather liked in a window, I stepped
into the store with the idea of buyirrg it- The sales-
man seemed attentive, and as it happened that my
supply of shirts was running low, I decided to order
severul, picking out some ties, socks, handkerchiefs,
etc. at the same time. In all, the order came to
around twenty dollars, not a bad order at that'
As my order was being checked, I casually men-
tioned that I usually bought "Custom-made shirts"
from another company. "They can't give you valuelike this," said the salesman. "Oh! I wouldn't say
that," I answered, "I've found their shirts very satis-
factory." "You might think their shirts are all right,"
said he, "but if you knew as much about shirts as Ido you would be able to tell the difference in the
quality."To cut a long story short this salesman started an
argument, belittled my judgment on shirts and gen-
erally ofiended me. The result was I cancelled most
of the order and only bought the shirt that originally
took my eye. A friend who was with me at the time,
and who regularly dealt with this store, said when
we got outside: "You know, I don't like that feIlow,
he always gives you an argument. I make a point of
never letting him serve me."
This is perhaps an extreme case, almost a "Believe
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GETTING YOURSELF A RAISE IN PAY
it or Not"story,
but it's truenevertheless.
It'sa
giaring example of a man who should have knownbetter letting the personal deficiency "UNNECES-
SARY ARGUMENT" hold him back. If you ever get
a job as a salesman, always remember that successful
salesmanship is a matter of "agreem€nt" not "argttr-
ment."
The average speed cop is a pretty decent fellow ifyou take him right. Remember, he has his job to do,
so if you're stopped for speeding smile and say, "I'msorry officer; I was travelling too fast, I'm glad you
stopped me. What is it, a ticket or a warning" andyou'll find it is usually a warning. But start to argue
and see how far you get.
It isn't always pleasant to accept other people's
opinions or orders. You may sometimes feel like"telling some one of," but remember, a smile, a soft
word, or a suggestion will often win your point when
an argument or a piece of your mind will only make
matters worse.
When problems arise, analyze them, discuss them,
and listen patiently to what the other fellow has tosay if you want him to listen to you. Don't interrupt;you'll get your chance. He'll talk himself out if you
give him time. And don't argue, for simple argu-
ment may easily develop into heated argument, ancl
heated argument may soon become discourtesy.
lt8
GETTING YOURSELF A RAISE IN PAY
REMEMBER, IT'S W O RK, N OT ARGU MEN T'
THAT YOU'RE BEING PAID FOR' If you wantto get ahead don't get into the habit.of "arguing"'
Th! only thing it's going to get you is :r little note
which says: "Your services are no lorlg,^er required"'
MOTTO: "Tna Onr-v Wav ro Vy'rN alr An<;ulrnNr
rs 'ro Avorp r:r." (Dalc Carncgic)
SELF ANALYSIS TEST
Are you mahing a sincere effort to aaoid getting
intoarguments?
Chech ...-Yes( ) No( )
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GETTING YOURSELF A RAISE IN PAY
nably stupid things when under the influence of
liquor.If you have difficulty in exercising self control
there's an easy way to avoid making a fool of yourself.
Just stop drinking, that's the sensible way, isn't it?You'll never receive promotion because of your
ability to drink, but you may receive a mighty un-pleasant note in your pay envelope at the end of theweek because of your inability ro stop drinking.
NEVER MAKE THE MISTAKE OF COMINGTO WORK WITH THE SMELL OF LIQUOR ON
YOUR BREATH. To some employers liquor is like"a red rag to a bull," and even though your boss maybe a heavy drinker himself, it's mosr unlikely that hewill approve of you being the same. You'll often finda heavy drinker has a teetotaler for a right hand man.Figure it out for yoinself .
MOTTO: INrnlrprneNcr rs e DaNcERous Corr-PANToN (Jeremy Collier)
SELF ANALYSIS TEST
Can you d,epend u(ton yourself to confine the useof alcohol to strict moderation at all times?Check ....Yes( ) ....No( )
YOUR VOCATION
EVnnv ONE HAS SOME special aPtitude for some-
thing. Try and choose a vocation where your talents
*uyi. used to the most advantage' There is nothing
more disheartening than being tied to some job
which is disPleasing to You'
You may L. ut outstanding success in one business
but a miserable failure in another' It is possible to
trim a square peg till it fits a round hole, but it's
much -or. ."iitfactory to put a round peg in a
round hole in the first Place.
Unfortunately, this is not always possible' "What
you would like to do, and what you must do, are not
always the same thing. Circumstances over which
you have no control may land you in an entirely dif-
ferent field from the one of your choice'
But this does not mean that you are doomed to
failure. You can practice self-improvement and make
good wherever you are. The more valuable you make
lourself in one job the more likely you are to be of
value in another.Eaen a poor
iobcan be used' as a
stepping stone to a better one'
"No one can ever do a thing well that he is not
interested in," said Charles M' Schwab, Chairman'
Bethlehem Steel Corporation' "If a young man
finds he is in a vocation that is disagreeable to him'
he ought to change,"-but he says in addition'
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"only he must be sure that he is not merely chang-
ing because there are difficulties in the way."This is very true. Many get "fed up" with their
jobs because of some unpleasant occurrence, some
unforeseen difficulty. They see obstacles as unsur-
mountable hurdles instead of using them as stepping
stones to further advancement. They start lookingaround for something more congenial, losing sight ol
the fact that all occupations have their drawbacks, alljobs their obstacles. They evince a desire to change,
to get into something which offers better opportuni-ties, and fail to take advantage of those on their owu
doorstep.
It's surprising how many make this mistake. Butnever let a mistake beat you. "Forget them," said
Theodore Roosevelt, "begin again and do better.'lA young man I know, a clerk in a store, decided to
become an outside salesman; thinking he could earn
more money. He started out full of confidence, butabout a month later carne round to see me discour'
aged, wanting my help to get his old job back.
At the store, the customers came to him "to buy,"
but outside he had to go to the customers and "makr'them buy." This, as any salesman will confirm, is
much more difficult to do, and our young friend soon
became very discouraged and wished he was back irt
his old job.
Without realizing it he developed a defeatist atti-
GETTING YOURSELF A RAISE IN PAY
tude; began to believe he could not do it' lost all his
enthusiaJm for the work' Instead of making up his
*ina ,o overcome his obstacles, he wanted to quit' to
"throw in the sponge."
To cut a long story short, he admitted he had not
done his besu agreei to tty again' to overcome his
difficulties, to accept reverses with a smile'- -
At twenty-two that young man was a star salesman'
making $ttiO a week. Yet only two years before he
*u, ,.Iay to throw up everything and go back to an
$tg u *..L job. Because he ran into some unexpected
problems, he almost believed hecould not master
them. Encouragement, a little prod in the back' was
all he needed.
Take a lesson from this story' Don't make the
mistake of wanting to give up just because things
don't work out as yo.,"*pttt ' Lack of "will-power"
can easily be mistaken for lack ol inte-rest' Remem-
ber, in every occuPation you will find some difficul-
ties, some otstacles; but as you overcome them you
will get more pleasure in your work'
However, it may be that you are really doing work
which is distasteful to you' If that is the case the
sooner you can change the better' but don't make the
*irrut. of leaving one job before you get another'
Try and make good where you are even if you don't
intend to stay there forever'
Lord Northclifie, the great English publisher and
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GETTING YOURSELF A RAISE IN PAY GETTING YOURSELF A RAISE IN PAY
Knowledge is necessary in every line of endeavor,
the amount required depending of course upon theclass of work you are doing. Obviously the laborerdoes not require as much as the engineer; neither ishe capable of accomplishing as much. That is onereason why he is a laborer. If he improves his knowl-edge so that it equals that of the engineer then hewould no longer need to be a laborer.
You may say, "That statement is not correct. Thereare plenty of men holding engineer's degrees who canonly get laboring work to do." That may be so! But
it does not disprove the value of ed.ucation. It merelyconfirms what I have been trying to point out_thatknowledge (education) is not by itsetf sufficient roguarantee success.
A MAN MUS:T HAVE OTHER QUALIFICA.?IONS TOO. Getting ahead in the world also de-pends on willingness, cheerfulness, depenclability,etc. Knowledge wirhout certain p"rrorril qualifica_tions is as useless as these qualifications would bewithout knowledge.
A good general education is an excellent thing, es_
pecially from a social standpoint, but unless it in_cludes some specialized knowledge, it's money_makingvalue may be exrremely low. This is an age of spi_cialization. It always pays to obtain specializedknowledge if you want to earn more money.
An automobile mechanic who specializes on tune-
130
up and electrical systems, is paid more than the "jack
oi all trades" mechanic. The salesman who special-
izes on a certain product can earn more than the
fellow who attempts to sell any line that comes along'
The doctor who specializes on, say, nose and throat
diseases, .o**urtd, more for his services than the
general practitioner. Even the teacher' the man who
ian best use a general education finds it necessary to
specialize on certain subjects'
You may say, "How about the employer? FIe's not
a specialisi on anything." But he is! I{e's a specialist
on knowing how to run a business' Ifhe knows his
job, then tile business succeeds' If he doesn't' then it
iails. You are in exactly the same position' If you
knou your iob, you can succeed, but if you don't
hnow it, you will surelY fail'
I'm not what one would call a racing fan' but Ilike to go to the track occasionally' I happened to
be in Gntucky when the great "Man-O-War" was
running and naturally went to see him' Nothing
particJarly happened until coming into the home
itretch, a horse started to pull out' passed the others'
and won by a nose' That horse was Man-O-War' Tome, he did not seem much better than the other
horses, but undoubtedly he must have been' for only
once in his long career was he ever beatenl
"Man-O-\rVar" didn't have to be a great deal better
than the other horses in order to win a great deal
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more. And youdon't have to be a great deal bettereither, to earn a great deal more. If you're only ten
percent better than your fellow workers you mighteasi,ly earn twice as much. That's what specializedtraining does for you. It ensures you that extraknowledge which makes you more efficient than yourfellow workers. And don't forget you'll be paidaccording to your efficiency.
But knowing your job is not jusr knowing enoughto get by. That's only half knowing it. If you wantto get ahead, make up your mind you're going to be
a specialist on the job you're doing "now." Be sureyou know more about "that job" than any other
fellow. That's a sure way to prove you're able tohandle a bigger one, to win promotion.
MOTTO: TllB Monn You KNow Asour younJon
"ToDArr" rHr Monn You'n EanN "TolroRRow."
SELF ANALYSIS TESTDo you endeaaor to know more about your jobthan your fellow workers?
Check ....Yes( ) No( )
THE VALUE OF STUDY
ttIF e MAN INTENDS to remain always a manual
laborer," said Henry Ford, "then he should forget
about his work when the whistle blows, but if he
intends to go forward and do anything, the whistle is
only a signul to start thinking"' ' ' ' ' "A man's real
education tregins after he leaves school"'
No man who wants to get ahead can stop studying
merely because he has a steady job' Yet many make
this mistake. They let their job be their objective'
They feel they have reached it, and stop pedalling'But you can't afford to stop pedalling' More ambi-
tious men always come along and pass those who are
content to coast-to rest on their oars' I've seen it
happen time and time again. As you live a few years
longer you'll see it too.
Being content to rest on your oars, as many em-
ployees are, definitely lirnits your opportunties and
will allow others to pass you. On the other hand,
continued self-improvement adds to your capabilities,
helps you to pass others, to handle bigger jobs, to win
promotion, to earn more money. You won't get
ahead, unless you mahe up your mind to be a"passet''
not a "stopPer."
Running away from home at the age of seventeen,
a poor boy without friends, influence or education
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joined the British army as a private. He later finished
up as Field Manhal, Sir William Roberrson, Chiefof the Imperial General Staff during the World War.To rise from a private to a General, during the pe-
riod before the World War, would be a tremendousachievement in the American army, but in the Britisharmy such a feat was looked upon as an impossibilityin those days.*
Consider what obstacles had to be overcome. Offi-
cer qualifications consisted of a college education,social position, ancestors and all that sort of nonsense
that goes with aristocracy, plus a private income of at
least fifteen hundred dollars a year. (In pre-war days
an English officer could not live on his salary.)
Young Robertson overcame all these obstacles bysheer will-power, effort and "STUDY." Not that he
spent all his time studying, for he won the athleticchampionship of his regiment, prizes for fencing,boxing and a host of other things.
By applying for a transfer to the Indian army,
where the pay was somewhat higher but barely suffi-
cient to get by on, he reduced the handicap of pov-
erty. He became a total abstainer and practically anon-smoker. Not because he wanted to, but because,
unlike his fellow officers, he could not afford to buywine and cigars.
He had no money to spare, but he found a way to
. Enltsted aB private l8??-Sergeant Major 1885-Seond Lieutemnt l88lt
-trf,ajor1900-Maior General 1910-Field Marshal 1920.
GETTING YOURSELF A RAISE IN PAY
overcome even this obstacle. Every native language
which he learned improved his pay and opportunityfor advancement. In a little more than a year he
spoke Hindi, Urdu and Persian. Latcr hc learned
,^hr." rnor" languages. He studied survcying and
rnap making. In fact he studied everything, :r knowl-
edge of which would entitle hirn to spe<-ial salary
allowances.
POYERTY, INSTEAD OII BEING A IIANDI.CAP, PROVED TO BE HIS GREAI-ES'L' ASSI|T,
FOR IT DROVE HINI TO GREAT-ER ACHIII:VE-
MENT, just as it has driven hundreds o[ othcr self-
made men. He obtained his education the hard way,
through spare time study, work and expericnce, but
it made him the most efficient and best inlormed
officer in his army-corps. Even the social clinrbcrs
(and there are plenty in any regular army) hacl to
respect and admire the man who had virtually lifted
himself up by his boot straps. Many even went ortt of
their way to helP him.
Soon his commanding officer singled him out for
promotion. Quickly he rose from onc position to
another. Sheer merit advanced him over the lreads ofmen who had considerable pull-but not much push.
When some one bungled a job Robertson was always
the man sent to straighten things out. No one ques-
tioned his willingness, outstanding efficiency and tact
in handling difficult situations.
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Perhaps you have never before heard of Sir Wil-
liam Robertson but he was, nevertheless, one of theoutstanding Generals of the World War-a personal
friend of General Pershing, Marshal Foch and all the
other leaders.
If this man could overcome such a tremendous
handicap through study and unremitting efiort, surely
you will be able to overcome much smaller obstac-Ies
by the same method. But don't forget, he made his
own opportunities by looking ahead, by preparing
himself in advance. You can make yours too, if you
use the same method. Sometimes itmight be a hard
one, but it always works if you persevere.
THERE /S NO EXCUSE FOR A MAN NEG-
LECTING TO PREPARE FOR OPPORTUNI.
TIES AHEAD. Knowledge on almost any subject is
now comparatively easy to obtain, much easier than
in the Fiild Marshall's time. Today, practically all
technical schools and universities ofier adult voca-
tional training classes in the winter evenings and
many have extension courses as well.
Tirere are also a number of excellent private insti-
tutions specializing in correspondence training' Nomatter *h.t. you live, it is possible to obtain a first
class education, even a university degree, by this
method. In spite of many iokes about "Iearni'ng by
correspond,ence" the system has a great deal to rec'
omnend it.
GETTING YOURSELF A RAISE IN PAY
F{owever it is not essential to take a specialized
course to gain knowledge' You may get all the in-
formation you require from books, but care should
be taken in the choice of books for not all of them
present information arranged in a manner suitable
ior planned study. The author may Presume that you
know certain facts when you do not' For this reason'
it is often advisable to consult some comPetent
authority before definitely deciding what books to
buy. But don't forget, if you want to get ahead, you
can't afiord "not to buy" some books dealing with
your work.
Last year when in Chicago I met a young man,
still in his twenties, who is earning over ten thou-
sand dollars a year as an advertising consultant' Being
interested in successful young men I asked, "To what
do you attribute your success?" "Just elementary
common sense," he replied, "I merely devoted, and
for that matter still devote, a portion of my leisure
time to studying the problems connected with my
work. If more fellows would do the same, there
would be fewer failures in the world and fewer com'
plaints about lack of opportunity."This was, I thought, exceptional wisdom coming
from so young a man. But as he said, "It's only com-
mon sense." You can't exPect to get ahead if you
don't improve yourself technically, can you? You'ae
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GETTING YOURSELF A RAISE IN PAY
ard required. There is no excuse for neglect ofhealth. Practically every newspaper devotes a columnto this subject, and many excellent diets and exer-cises will be found therein.
An elementary knowledge of food values plus theapplication of a little common sense should enableanyone to arrange a diet which will be both beneficialand healthful. Remember that we eat to li,ae and, notliue to eat.
MOTTO: Teru Surrrcrrrur Exrncrsn, DoN'r Ovnn-EAT, BE Tnvrpnnerr.
SELF ANALYS$ TESTDo you eat, drink, and exercise in moderation?Check ....Yes( ) ....No( )
HBALTH-PART#2
TFIE PROCESS oF DIGESTIoN commences
with the chewing of food. This is especially impor-
tant in starchy substances such as bread, Potatocs' etc'
Chewing stimulates the action of thc saliv:r glands
thus releasing additional saliva, an importatrt clcrnent
in the chemiial process of digestion' Chcwing food'
especially rough food, also excersiscs the l-ccth :rnd
gums.
Rule No. 1. Chew Your Food'
Most of us eat too much and exercise too little' We
have become slaves to eating by rule rather tlran by
desire. \Me eat because it is time to eat' not llccause
we are hungry. It is clifficult to brcak this habit'
forced on us bY civilization'
Office workers and others not doins strenuous
manual labor might, with advantage' reduce the
amount eaten each day, either by eating less per meal
or by cutting out one meal entirely' In the latter
case, a ,yrt.- followed by many, the noon meal is
the one to eliminate or at least drasticallyreduce;
but don't try and change your eating habits over-
night. Gradually break yourself into the habit of
eating less.
I am neither a crank nor an authority on diet but
I do know that the elimination, or practical elimina-
tion of the noon meal, has been a good thing for me
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and for several friends of mine who have tried it.Flowever, I leave it to your common sense to decide
on this point. What suits one person may not suitanother.
RuIe No. 2. If Doing Light Work, Keep the NoonMeaI Light.
What to eat is even a bigger problem than when toeat. Quite often you will find that the weakest phys-
ical specimens, and the most sickly individuals are
the most finical eaters.
I remember working with a very thin fellow, a
prodigious eater, who always complained he couldnot put on any weight. And no wondert He couldn'tdrink milk, he wouldn't eat fat, he disliked most
vegetables; in fact, he refused to eat most of thethings he should have eaten, and ate excessively ofthose which he liked but which did him no good. Inother words, he liaed on an unbalanced diet unsuit-
able for his condition.
Nature often tends to correct our faults, but ap-
parently it does not do so when it comes to eating.
You will notice that most fat people relish fatty andrich foods, but that thin people dislike them.
Excess fat may be reduced by eating sparingly offatty or fat producing foods. Food fried in fat shouldalso be avoided. Where an underweight conditionexists it may be corrected by partaking of more fatproducing foods.
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GETTING YOURSELF A RAISE IN PAY
However, inall cases olle should avoid eating, at
the same time, combinations o[ foods which are very
similar in nature, or which will rc;rct unlavourably
when mixed together. For exarnple: brczrd and po-
tatoes are both starchy foods and are too alil<c' Meat,
or acid fruits such as oranges, tend to curdlc, to hard-
en miik in the stomach, and are, thcrclorc, bad com-
binations and should be avoided.
It is unwise to eat too many varieties o[ f<-rot[ at any
one time. Simple combinations of meat or {ish and
vegetables with the addition of soup, fruit, wcak tea
or coffee, and water will suit anyone' Usa co'nt'nt'onsense in your eating'
Rule No. 3. Balance Your Diet to Your CortdiLio'n'
In a book of this kind it is, of course, only possible
to touch on some of the chief factors governirrg orrr
health."Most of the ills of middle age," says Dr' Williarns,
well known London physician, "are due to excessive
intake and insufficient output in the way of exercise
and otherwise."
We have already touched onthe subject of intake
and exercise and only the question of "output and
otherwise" remain.
Here in America our "Orators of the Air" sooth
our feelings with the term "Faulty Elimination"' Ac-
cording to these enlightened gentlemen we must be a
nation of chronic invalids, and I sometimes wonder
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GETTING YOURSELF A RAISE IN P,4Y
why we are able to live at all, not having had occasionto use their much boasted products.
Faulty elimination is undoubtedly a serious prob-lem, but not nearly as serious as some people wouldhave us believe. In fact, it is safe to say that the cure
for chronic constipation is, in some cases, the cause ofif. Just like giving a man drugs to stop his craving forthem, cathartics merely change a condition withouteliminating the cause. Admitted, their occasional use
may be at times justified, but heaven save us from be-
coming addicts to such habits.
When our Maker designed us he also made a worldfor us to live in, and in it we find everything we
need. Man, the miller, has done even better. He has
taken God's grain and made it into beautiful fine,white flour, the finer and whiter the better, so thatwe may eat bread having the minimum value ofhealth giving properties.
An interesting experiment in feeding animals was
undertaken by a group of scientists who found thatthose fed on ordinary grain thrived, whereas other
animals given a diet of husked and polished grain fellsick. Yet many of us still insist on eating white bread.
For efficient operation our digestive system requiresa certain amount of roughage. This may be suppliedby Whole Wheat, Roman Meal or similar cereal orbread. Figs, dates, raisins and prunes all have veryvaluable laxative qualities, and should be eaten regu-
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GETTING YOURSELF A RAISE IN PAY
larly by those who are bothered with faulty elimina-
tion. Fresh fruit, rhubarb, spinach, olives and toma-
toes are also good.
Include all these things in your cliet. Eat whole
wheat bread, drink plenty of water, take a rcasonable
amount of exercise and forget about catllartics'
Try and form regular habits- f)on't gct panicky
if you miss the odd day now and again-il' yonr dict
is right nature will take care of itself-
Ruti No.4. Aaoid' Medicines by Eatirt'g Lhc Right
Food.
MOTTO: "Youn CneNcn or Ee.nNtuc Monr MoNnv
Is BETTER WnrN Youn HnerrH rs Goon"'
SELF ANALYSIS TEST
Do you follow the rules of nature as
this chaPter?
set ou,t in
No( )heck ....Yes( )
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RULES OF CONDUCTIN fHf YEAR 172b, Benjamin Franklin, when stillin his teens, drew up a set of rules for the conduct oflife. While his rules may not fit in with modern con-
ditions exactly, there is still a great deal of good com-
mon sense in them, and you won't go far wrong bytrying to follow in his footsteps.
Ffere are the rules exactly as he drew them up.
I. TEMPERANCE
Eat not to dullness; drink not to elevation.2. SILENCE
Speak not but what may benefit others or yourself;avoid trifl ing conversation.
3. ORDERLet all your things have their places; let each part
of your business have its time.
4. RESOLUTIONResolve to perform what you ought; perform with-
out fail what you resolve.
5. FRUGALITYIVIake no expense but to do good to others or your-
self; i. e., waste nothing.
6. INDUSTRYLose no time; be always employ'd in something
useful; cut off all unnecessary actions.
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GETTING YOURSELF A RAISE IN PAY
7. SINCERITY
Use no hurtful deceit; thinkinnocently and justly;
and if you speak, speak accordingly'
B. JUSTICEWrong none by doing injuries, or omitting the
benefits tfrat are Your dutY.
9. MODERATIONAvoid extreams; forbear resenting injurics so much
as you think theY deserve.
10. CLEANLINESS
Tolerate no uncleanliness in body, cloaths, or
habitation.
11. TRANQUILTTYBe not disturbed at trifles, or at accidents colnmon
or unavoidable.12. CHASTITY13. HUMILITY
-Taken from "Franklin's Autobiography"
(Garden City Pub. Co. Inc.)
Franklin, for a period of one year, made a point of
practicing one rule each week. This meant that he
had worked through his system four times' You can
use a similar plan, but I am leaving itup to you to
draw up your own set of rules.
Select your headings either from those given by
Franklin or from the chapter headings in this book,
but make sure that you include Courtesy, Co-opera'
tion, Friendliness, Willingness, Cheerfulness, Person-
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al Appearance and Self Control for these are the
qualities on which your personality revolves'In fact you cannot afiord to neglect any of the
things mentioned in this book, but the qualifications
listed above are positively essential for success and are
comparatively easy to carry out. Practice them con'
scientiously and you will find you develop more self
confidence. Your personality will improve and you
will begin to realize that success can be yours when
you try.'You cannot possibly be a success when you do not
believe in yourielf, or lack enthusiasm for your work'
You cannot develop the right spirit if you allow fear
of failure, defeatist thoughts, to master your mind'
Constant self improvement will help you to eliminate
negative thoughts and develop positive ones; a con-
dit]on necessary if you want to win promotion' to
"Sell Yourself for a Raise in Pay"'
But in conclusion let me remind you again that
faith in yourself and in the future is only half the
battle. All your resolutions will not amount to a row
of beans if you make no efiott to put them into force'
Soy to youisetf , "1 can,and'
I will'"When you back
,rp yo* thoughts with action, nothing in this world
*llt'rrop yoo fro* getting ahead' It may be a slow
pro..rri ii may"u.t,
tuk. years to reach your objec-
tive, but persevere and you are sure to win in the end'
Remember , there is only one person responsible lor
your failure or you, iutt"t and that person is
,,YO(JRSELF.''I5O
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SeIf improaement chart
filI in in pencil
CONCTUSIONYou will find a chart on the opposite page. In the
column marked Subject fill in the thirteen qualitiesfor which you feel the greatest need for improvement.Use a soft pencil in case you decide to make a changelater. The wide column is for the subject. Columnsl, 2, 3, and 4 are for each period of 13 weeks. Use
column I for the first thirteen weeks, column 2 forthe second thirteen weeks, etc. (Franklin used a
somewhat similar chart.)
Practice ail the things which you list, but make aspecial effort on one qualification each week. Indi-cate with a check mark when you have carried outyour resolution. Leave a blank space when no self-improvement has been attempted. In other words,"Put yourself on the spot to do sornething definiteeach weeh."
Make a sincere efiort to better yourself, to winpromotion, to earn more money, and to get a biggershare of the luxuries of life.
Thereis only one
personwho can stop you from"making good" and that person is "YOURSELF".
And, by the same token there is only one person whocan &s.tttre your "making good," and, that person is
also "YOURSELF'!
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