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to man are the result of the same law; the result of the accumulation of little successes, so small, some of them, that they cannot be seen with the naked eye. Yet, if they were not there a great success would be impossible.


There's nothing more helpful to a man, either employer or employé, than to be appreciated. The man who feels that he is getting more than he is worth, but is going to make a desperate effort to deserve it, appreciates his salary and it will keep getting larger all the time. The employer who thinks he can't do enough for the employés appreciates them and they will keep doing better all the time, and become more valuable. It pays a man first, last, and all the time to assume that he is appreciated, and when an employer is not finding fault with his employés, it's ten to one that he does appreciate them very much. Whether one is an office-boy, the head of a department, or the manager of a great enterprise, it pays him to be modest and to realize that his services are appreciated. If he has been feeding his mind

on suspicion and doubt, some little incident will occur that will put him out of business. This thing of feeling imposed upon is just as likely to find lodgment in the mind of the head of a department as anyone else. People who think their services are invaluable are sometimes afflicted with this malady. A person who has been promoted and therefore thinks the firm couldn't get along without him usually feels abused if he isn't promoted quite frequently, and such a feeling is detrimental to all growth. It makes a man more sensitive and turns the picture of success to the wall, whether it is in the office, or in the home, and it is nearly always the result of harboring in the mind imaginary slights. Usually a man is promoted because of pure merit; because he deserves promotion. This is true nine times out of ten, but when a person is promoted because there is no one else to do the work, it may upset his equilibrium, and sometimes such a one, instead of trying to measure up to his new environment, concludes that he is indispensable. This indispensable idea gets lonesome after a time, and, "I'm not appreciated as I should be," is invited in as a sort of room-mate

and a pair of such ideas is enough to drive anybody out of business. It pays to appreciate and to be appreciated, and at the same time to stay down on the ground.


Haven't a good many men confused the word "detail" with the word "trifle?" Every book that's written on "Success" emphasizes the importance of being up on detail. "Look after the little things and the big things will take care of themselves" is good doctrine. A person would hardly be expected to write a book on "Success" without giving such advice, but isn't it overdone? It is true that a man can't make much of a success without looking after the details of his business; but it is also true that he may look after the details for a lifetime and have nothing. The more attention a man gives to detail, the less time he has for growth, the less time he has for management and for reaching out for other things. I have reference now to those who have mastered the details of their business and should be directing others.

If a young man is going into business for himself, I would advise him to do the detail work until he can get someone else to do it for him; then let him devote his energy to planning and managing and building up the business. There are men who pride themselves on their knowledge of detail; pride themselves on their memory. They try to remember every little thing instead of making a note of it. They load their memory down with trifles and leave no room in their mind for anything else. Such men, as a rule, can make a success in only one way-doing detail work for someone else. They can do little things, save the pennies, patch up torn postage stamps, and look after the many little things that must be taken care of. Such men are often valuable to a concern. They can't be so valuable to themselves, because they must do the little things; they won't leave them to anyone else and they have, therefore, no time left to get business.


If you don't like a man what's the use of telling him so? It only makes him dislike you.

It doesn't pay to be blunt. A man doesn't need to be blunt in order to be truthful. A man who prides himself on saying just what he thinks, usually exaggerates that "think" until he doesn't believe it himself. Better not say what you think. What you think may be true, but if your thoughts are of the wrong kind keep them to yourself. It isn't what you say, any more than what you don't say, that keeps peace in the establishment. Blunt, harsh statements can't do any good and sometime in the future when one needs that particular individual he is an enemy instead of a friend. It doesn't pay to make enemies.

The employé who is blunt can hold his position only in one way: by doing more than the others. When the dull season comes he is the first to go. If he is unusually capable, he will stay in spite of his bluntness. He will stay as long as he is indispensable to the firm, but as soon as they find they can get along without him they let him go.

Don't say things that hurt if you can help it. If your statements are true it is all the more reason why you should keep them to yourself.

We cannot run counter to the prejudices of

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