Yawn and Grow Rich Course
By Paul Adams – The Yawn Guy
SECTION 7: ORGANIZED PLANNING
- Text in black (after legend) = original text of Think and Grow Rich by Napoleon Hill
- Text in blue = paragraph numbers and course instructions to you, the student
- DEMO = draw out pictures of real-life situations on paper using stick figures for you, your partner, your boss etc. Demos will help considerably with your understanding. Do not use a lot of words in the demo. Demo the ideas as they apply to your own life. You can also do demos at your discretion to help with any "non-demo" paragraph too. If you are feeling "light-headed" from too much theory, do lots of real-life demos until the light-headedness goes away.
- PRACTICAL = an assignment for you to do now before continuing to read further in the text. Sometimes it will be something for you to do later in the day, or a continuing action, and if so this will be stated.
- Text in green = explanation, not written by Napoleon Hill
- Mark the radio buttons ( | ) honestly as you do each paragraph. Note that these buttons will clear when you close your browser. It is not a good idea to leave lots of "Hmmm"s behind you. (That doesn't mean close your browser often!)
- Look up any word or phrase you don't understand when you first encounter it. This is important—don't guess or slide by without getting it. Use it in sentences of your own until you fully get it. This might take a few or it might take ten or more sentences.
- If you really can't understand a paragraph and it does seems like you understand every word, click on the "Didn't get it" link at the end of that paragraph. Follow the instructions you find there. This is different to a "negative reaction". "Didn't get it" means you have gone foggy or blank and didn't understand the paragraph, either the whole of it or some part of it.
- If you understood the paragraph, but have a negative reaction to the text, first make sure you understand the words the author is using, and the idea he is trying to put across. In other words, make sure your reaction is to what the author is saying, not to what you misunderstand him to be saying. If the reaction persists, click on the "Negative reaction" link and follow the instructions there. An example of a negative reaction would be "Oh! I'll never be able to do that!"
CHAPTER 7: ORGANIZED PLANNING
THE CRYSTALLIZATION OF DESIRE INTO ACTION
The Sixth Step toward Riches
7.1 You have learned that
everything man creates or acquires, begins in the form of DESIRE, that
desire is taken on the first lap of its journey, from the abstract to
the concrete, into the workshop of the IMAGINATION, where PLANS for its
transition are created and organized.
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7.2 In Chapter two, you were
instructed to take six definite, practical steps, as your first move in
translating the desire for money into its monetary equivalent. One of
these steps is the formation of a DEFINITE, practical plan, or plans,
through which this transformation may be made.
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7.3 You will now be instructed how to build plans which will be practical, viz:
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7.4 (a) |
Ally yourself with a group of as many people as you may need for
the creation, and carrying out of your plan, or plans for the
accumulation of money—making use of the "Master Mind" principle
described in a later chapter. (Compliance with this instruction is
absolutely essential. Do not neglect it.) |
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7.5 (b) |
Before forming your "Master Mind" alliance, decide what advantages,
and benefits, you may offer the individual members of your group, in
return for their cooperation. No one will work indefinitely without
some form of compensation. No intelligent person will either request
or expect another to work without adequate compensation, although this
may not always be in the form of money. |
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7.6 (c) |
Arrange to meet with the members of your "Master Mind" group at
least twice a week, and more often if possible, until you have jointly
perfected the necessary plan, or plans for the accumulation of money. |
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7.7 (d) |
Maintain PERFECT HARMONY between yourself and every member of your
"Master Mind" group. If you fail to carry out this instruction to the
letter, you may expect to meet with failure. The "Master Mind"
principle cannot obtain where PERFECT HARMONY does not prevail. |
7.8 Keep in mind these facts:—
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7.9 First. |
You are engaged in an undertaking of major importance to you. To be
sure of success, you must have plans which are faultless. |
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7.10 Second. |
You must have the advantage of the experience, education, native
ability and imagination of other minds. This is in harmony with the
methods followed by every person who has accumulated a great fortune. |
7.11 No individual has
sufficient experience, education, native ability, and knowledge to
insure the accumulation of a great fortune, without the cooperation of
other people. Every plan you adopt, in your endeavor to accumulate
wealth, should be the joint creation of yourself and every other member
of your "Master Mind" group. You may originate your own plans, either in
whole or in part, but SEE THAT THOSE PLANS ARE CHECKED, AND APPROVED BY
THE MEMBERS OF YOUR "MASTER MIND" ALLIANCE.
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7.12 If the first plan which you
adopt does not work successfully, replace it with a new plan, if this
new plan fails to work, replace it, in turn with still another, and so
on, until you find a plan which DOES WORK. Right here is the point at
which the majority of men meet with failure, because of their lack of
PERSISTENCE in creating new plans to take the place of those which fail.
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7.13 The most intelligent man
living cannot succeed in accumulating money—nor in any other
undertaking—without plans which are practical and workable. Just keep
this fact in mind, and remember when your plans fail, that temporary
defeat is not permanent failure. It may only mean that your plans have
not been sound. Build other plans. Start all over again.
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7.14 Thomas A. Edison "failed" ten thousand times before he perfected the incandescent electric light bulb. That is—he met with temporary defeat ten thousand times, before his efforts were crowned with success.
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7.15 Temporary defeat should
mean only one thing, the certain knowledge that there is something wrong
with your plan. Millions of men go through life in misery and poverty,
because they lack a sound plan through which to accumulate a fortune.
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7.16 Henry Ford accumulated a
fortune, not because of his superior mind, but because he adopted and
followed a PLAN which proved to be sound. A thousand men could be
pointed out, each with a better education than Ford's, yet each of whom
lives in poverty, because he does not possess the RIGHT plan for the
accumulation of money.
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7.17 Your achievement can be no
greater than your PLANS are sound. That may seem to be an axiomatic
statement, but it is true. Samuel Insull lost his fortune of over one
hundred million dollars. The Insull fortune was built on plans which
were sound. The business depression forced Mr. Insull to CHANGE HIS
PLANS; and the CHANGE brought "temporary defeat," because his new plans
were NOT SOUND. Mr. Insull is now an old man, he may, consequently,
accept "failure" instead of "temporary defeat," but if his experience
turns out to be FAILURE, it will be for the reason that he lacks the
fire of PERSISTENCE to rebuild his plans.
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7.18 No man is ever whipped, until he QUITS—in his own mind.
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7.19 This fact will be repeated many times, because it is so easy to "take the count" at the first sign of defeat.
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7.20 James J. Hill met with
temporary defeat when he first endeavored to raise the necessary capital
to build a railroad from the East to the West, but he, too turned
defeat into victory through new plans.
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7.21 Henry Ford met with
temporary defeat, not only at the beginning of his automobile career,
but after he had gone far toward the top. He created new plans, and went
marching on to financial victory. We see men who have accumulated great
fortunes, but we often recognize only their triumph, overlooking the
temporary defeats which they had to surmount before "arriving."
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7.22 DEMO & PRACTICAL: NO
FOLLOWER OF THIS PHILOSOPHY CAN REASONABLY EXPECT TO ACCUMULATE A
FORTUNE WITHOUT EXPERIENCING "TEMPORARY DEFEAT." When defeat comes,
accept it as a signal that your plans are not sound, rebuild those
plans, and set sail once more toward your coveted goal. If you give up
before your goal has been reached, you are a "quitter." A QUITTER NEVER
WINS—AND—A WINNER NEVER QUITS. Lift this sentence out, write it on a
piece of paper in letters an inch high, and place it where you will see
it every night before you go to sleep, and every morning before you go
to work.
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7.23 When you begin to select members for your "Master Mind" group, endeavor to select those who do not take defeat seriously.
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7.24 Some people foolishly
believe that only MONEY can make money. This is not true! DESIRE,
transmuted into its monetary equivalent, through the principles laid
down here, is the agency through which money is "made." Money, of
itself, is nothing but inert matter. It cannot move, think, or talk, but
it can "hear" when a man who DESIRES it, calls it to come!
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PLANNING THE SALE OF SERVICES
7.25 The remainder of this
chapter has been given over to a description of ways and means of
marketing personal services. The information here conveyed will be of
practical help to any person having any form of personal services to
market, but it will be of priceless benefit to those who aspire to
leadership in their chosen occupations.
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7.26 Intelligent planning is
essential for success in any undertaking designed to accumulate riches.
Here will be found detailed instructions to those who must begin the
accumulation of riches by selling personal services.
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7.27 It should be encouraging to
know that practically all the great fortunes began in the form of
compensation for personal services, or from the sale of IDEAS. What
else, except ideas and personal services, would one not possessed of
property have to give in return for riches?
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7.28 Broadly speaking, there are
two types of people in the world. One type is known as LEADERS, and the
other as FOLLOWERS. Decide at the outset whether you intend to become a
leader in your chosen calling, or remain a follower. The difference in
compensation is vast. The follower cannot reasonably expect the
compensation to which a leader is entitled, although many followers make
the mistake of expecting such pay.
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7.29 It is no disgrace to be a
follower. On the other hand, it is no credit to remain a follower. Most
great leaders began in the capacity of followers. They became great
leaders because they were INTELLIGENT FOLLOWERS. With few exceptions,
the man who cannot follow a leader intelligently, cannot become an
efficient leader. The man who can follow a leader most efficiently, is
usually the man who develops into leadership most rapidly. An
intelligent follower has many advantages, among them the OPPORTUNITY TO
ACQUIRE KNOWLEDGE FROM HIS LEADER.
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THE MAJOR ATTRIBUTES OF LEADERSHIP
7.30 The following are important factors of leadership:—
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7.31 DEMO: 1. |
UNWAVERING COURAGE based upon knowledge of self, and of one's
occupation. No follower wishes to be dominated by a leader who lacks
self-confidence and courage. No intelligent follower will be dominated
by such a leader very long. |
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7.32 DEMO: 2. |
SELF-CONTROL. The man who cannot control himself, can never control
others. Self-control sets a mighty example for one's followers, which
the more intelligent will emulate. |
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7.33 DEMO: 3. |
A KEEN SENSE OF JUSTICE. Without a sense of fairness and justice,
no leader can command and retain the respect of his followers. |
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7.34 DEMO: 4. |
DEFINITENESS OF DECISION. The man who wavers in his decisions,
shows that he is not sure of himself. He cannot lead others
successfully. |
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7.35 DEMO: 5. |
DEFINITENESS OF PLANS. The successful leader must plan his work, and work his plan.
A leader who moves by guesswork, without practical, definite plans,
is comparable to a ship without a rudder. Sooner or later he will land
on the rocks. |
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7.36 DEMO: 6. |
THE HABIT OF DOING MORE THAN PAID FOR. One of the penalties of
leadership is the necessity of willingness, upon the part of the
leader, to do more than he requires of his followers. |
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7.37 DEMO: 7. |
A PLEASING PERSONALITY. No slovenly, careless person can become a
successful leader. Leadership calls for respect. Followers will not
respect a leader who does not grade high on all of the factors of a
Pleasing Personality. |
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7.38 DEMO: 8. |
SYMPATHY AND UNDERSTANDING. The successful leader must be in
sympathy with his followers. Moreover, he must understand them and
their problems. |
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7.39 DEMO: 9. |
MASTERY OF DETAIL. Successful leadership calls for mastery of details of the leader's position. |
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7.40 DEMO: 10. |
WILLINGNESS TO ASSUME FULL RESPONSIBILITY. The successful leader
must be willing to assume responsibility for the mistakes and the
shortcomings of his followers. If he tries to shift this
responsibility, he will not remain the leader. If one of his followers
makes a mistake, and shows himself incompetent, the leader must
consider that it is he who failed. |
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7.41 DEMO: 11. |
COOPERATION. The successful leader must understand, and apply
the principle of cooperative effort and be able to induce his
followers to do the same. Leadership calls for POWER, and power calls
for COOPERATION. |
7.41.1 PRACTICAL: Learn verbatim
these 11 factors, i.e. "1. UNWAVERING COURAGE, 2. SELF-CONTROL, …,
11. COOPERATION." Learn this list now before continuing this course.
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7.41.2 PRACTICAL: List
out any factors missing in your personal life from these 11 attributes.
Make a firm decision to fix them. Write out the steps you need to take
to deal with these factors one by one, and incorporate them into your
master plan of action.
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7.41.3 PRACTICAL: Practise these
11 major attributes as often as you can in your daily life. When faced
with a decision where one or more of these factors applies, do the
right thing as often as you can. This is a continuing action.
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7.42 There are two forms of
Leadership. The first, and by far the most effective, is LEADERSHIP BY
CONSENT of, and with the sympathy of the followers. The second is
LEADERSHIP BY FORCE, without the consent and sympathy of the followers.
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7.43 History is filled with
evidences that Leadership by Force cannot endure. The downfall and
disappearance of "Dictators" and kings is significant. It means that
people will not follow forced leadership indefinitely.
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7.44 The world has just entered a
new era of relationship between leaders and followers, which very
clearly calls for new leaders, and a new brand of leadership in business
and industry. Those who belong to the old school of
leadership-by-force, must acquire an understanding of the new brand of
leadership (cooperation) or be relegated to the rank and file of the
followers. There is no other way out for them.
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7.45 The relationship of
employer and employee, or of leader and follower, in the future, will be
one of mutual cooperation, based upon an equitable division of the
profits of business. In the future, the relationship of employer and
employee will be more like a partnership than it has been in the past.
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7.46 Napoleon, Kaiser Wilhelm of
Germany, the Czar of Russia, and the King of Spain were examples of
leadership by force. Their leadership passed. Without much difficulty,
one might point to the prototypes of these ex-leaders, among the
business, financial, and labor leaders of America who have been
dethroned or slated to go. Leadership-by-consent of the followers is the only brand which can endure!
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7.47 Men may follow the forced leadership temporarily, but they will not do so willingly.
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7.48 The new brand of LEADERSHIP
will embrace the eleven factors of leadership, described in this
chapter, as well as some other factors. The man who makes these the
basis of his leadership, will find abundant opportunity to lead in any
walk of life. The depression was prolonged, largely, because the world
lacked LEADERSHIP of the new brand. At the end of the depression, the
demand for leaders who are competent to apply the new methods of
leadership has greatly exceeded the supply. Some of the old type of
leaders will reform and adapt themselves to the new brand of leadership,
but generally speaking, the world will have to look for new timber for
its leadership.
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7.49 This necessity may be your OPPORTUNITY!
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THE 10 MAJOR CAUSES OF FAILURE IN LEADERSHIP
7.50 We come now to the major
faults of leaders who fail, because it is just as essential to know WHAT
NOT TO DO as it is to know what to do.
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7.51 DEMO: 1. |
INABILITY TO ORGANIZE DETAILS. Efficient leadership calls for
ability to organize and to master details. No genuine leader is ever
"too busy" to do anything which may be required of him in his capacity
as leader. When a man, whether he is a leader or follower, admits
that he is "too busy" to change his plans, or to give attention to any
emergency, he admits his inefficiency. The successful leader must be
the master of all details connected with his position. That means, of
course, that he must acquire the habit of relegating details to
capable lieutenants. |
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7.52 DEMO: 2. |
UNWILLINGNESS TO RENDER HUMBLE SERVICE. Truly great leaders are
willing, when occasion demands, to perform any sort of labor which
they would ask another to perform. "The greatest among ye shall be the
servant of all" is a truth which all able leaders observe and
respect. |
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7.53 DEMO: 3. |
EXPECTATION OF PAY FOR WHAT THEY "KNOW" INSTEAD OF WHAT THEY DO
WITH THAT WHICH THEY KNOW. The world does not pay men for that which
they "know." It pays them for what they DO, or induce others to do. |
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7.54 DEMO: 4. |
FEAR OF COMPETITION FROM FOLLOWERS. The leader who fears that one
of his followers may take his position is practically sure to realize
that fear sooner or later. The able leader trains understudies to whom
he may delegate, at will, any of the details of his position. Only in
this way may a leader multiply himself and prepare himself to be at
many places, and give attention to many things at one time. It is an
eternal truth that men receive more pay for their ABILITY TO GET
OTHERS TO PERFORM, than they could possibly earn by their own efforts.
An efficient leader may, through his knowledge of his job and the
magnetism of his personality, greatly increase the efficiency of others,
and induce them to render more service and better service than they
could render without his aid. |
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7.55 DEMO: 5. |
LACK OF IMAGINATION. Without imagination, the leader is incapable
of meeting emergencies, and of creating plans by which to guide his
followers efficiently. |
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7.56 DEMO: 6. |
SELFISHNESS. The leader who claims all the honor for the work of
his followers, is sure to be met by resentment. The really great
leader CLAIMS NONE OF THE HONORS. He is contented to see the honors,
when there are any, go to his followers, because he knows that most
men will work harder for commendation and recognition than they will
for money alone. |
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7.57 DEMO: 7. |
INTEMPERANCE. Followers do not respect an intemperate leader.
Moreover, intemperance in any of its various forms, destroys the
endurance and the vitality of all who indulge in it. |
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7.58 DEMO: 8. |
DISLOYALTY. Perhaps this should have come at the head of the list.
The leader who is not loyal to his trust, and to his associates, those
above him, and those below him, cannot long maintain his leadership.
Disloyalty marks one as being less than the dust of the earth, and
brings down on one's head the contempt he deserves. Lack of loyalty is
one of the major causes of failure in every walk of life. |
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7.59 DEMO: 9. |
EMPHASIS OF THE "AUTHORITY" OF LEADERSHIP. The efficient leader
leads by encouraging, and not by trying to instil fear in the hearts
of his followers. The leader who tries to impress his followers with
his "authority" comes within the category of leadership through FORCE.
If a leader is a REAL LEADER, he will have no need to advertise that
fact except by his conduct—his sympathy, understanding, fairness, and
a demonstration that he knows his job. |
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7.60 DEMO: 10. |
EMPHASIS OF TITLE. The competent leader requires no "title" to give
him the respect of his followers. The man who makes too much over his
title generally has little else to emphasize. The doors to the office
of the real leader are open to all who wish to enter, and his working
quarters are free from formality or ostentation. |
7.60.1 PRACTICAL: Learn verbatim
these 10 factors, i.e. "1. INABILITY TO ORGANIZE DETAILS, 2.
UNWILLINGNESS TO RENDER HUMBLE SERVICE, …, 10. EMPHASIS OF TITLE."
Learn this list now before continuing this course.
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7.60.2 PRACTICAL: List out any
factors missing in your personal life from these 10 causes. Make a firm
decision to fix them. Write out the steps you need to take to deal with
these factors one by one, and incorporate them into your master plan of
action.
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7.61 These are among the more
common of the causes of failure in leadership. Any one of these faults
is sufficient to induce failure. Study the list carefully if you aspire
to leadership, and make sure that you are free of these faults.
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SOME FERTILE FIELDS IN WHICH "NEW LEADERSHIP" WILL BE REQUIRED
7.62 Before leaving this
chapter, your attention is called to a few of the fertile fields in
which there has been a decline of leadership, and in which the new type
of leader may find an abundance of OPPORTUNITY.
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7.63 First. |
In the field of politics there is a most insistent demand for new
leaders; a demand which indicates nothing less than an emergency. The
majority of politicians have, seemingly, become high-grade, legalized
racketeers. They have increased taxes and debauched the machinery of
industry and business until the people can no longer stand the burden. |
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7.64 Second. |
The banking business is undergoing a reform. The leaders in this
field have almost entirely lost the confidence of the public. Already
the bankers have sensed the need of reform, and they have begun it. |
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7.65 Third. |
Industry calls for new leaders. The old type of leaders thought and
moved in terms of dividends instead of thinking and moving in terms
of human equations! The future leader in industry, to endure, must
regard himself as a quasi-public official whose duty it is to manage
his trust in such a way that it will work hardship on no individual,
or group of individuals. Exploitation of working men is a thing of the
past. Let the man who aspires to leadership in the field of business,
industry, and labor remember this. |
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7.66 Fourth. |
The religious leader of the future will be forced to give more
attention to the temporal needs of his followers, in the solution of
their economic and personal problems of the present, and less
attention to the dead past, and the yet unborn future. |
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7.67 Fifth. |
In the professions of law, medicine, and education, a new brand of
leadership, and to some extent, new leaders will become a necessity.
This is especially true in the field of education. The leader in that
field must, in the future, find ways and means of teaching people HOW
TO APPLY the knowledge they receive in school. He must deal more with
PRACTICE and less with THEORY. |
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7.68 Sixth. |
New leaders will be required in the field of Journalism. Newspapers
of the future, to be conducted successfully, must be divorced from
"special privilege" and relieved from the subsidy of advertising. They
must cease to be organs of propaganda for the interests which
patronize their advertising columns. The type of newspaper which
publishes scandal and lewd pictures will eventually go the way of all
forces which debauch the human mind. |
7.69 These are but a few of the
fields in which opportunities for new leaders and a new brand of
leadership are now available. The world is undergoing a rapid change.
This means that the media through which the changes in human habits are
promoted, must be adapted to the changes. The media here described, are
the ones which, more than any others, determine the trend of
civilization.
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WHEN AND HOW TO APPLY FOR A POSITION
7.70 The information described
here is the net result of many years of experience during which
thousands of men and women were helped to market their services
effectively. It can, therefore, be relied upon as sound and practical.
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MEDIA THROUGH WHICH SERVICES MAY BE MARKETED
7.71 Experience has proved that
the following media offer the most direct and effective methods of
bringing the buyer and seller of personal services together.
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7.72 1. |
EMPLOYMENT BUREAUS. Care must be taken to select only reputable
bureaus, the management of which can show adequate records of
achievement of satisfactory results. There are comparatively few such
bureaus. |
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7.73 2. |
ADVERTISING in newspapers, trade journals, magazines, and radio.
Classified advertising may usually be relied upon to produce
satisfactory results in the case of those who apply for clerical or
ordinary salaried positions. Display advertising is more desirable in
the case of those who seek executive connections, the copy to appear
in the section of the paper which is most apt to come to the attention
of the class of employer being sought. The copy should be prepared by
an expert, who understands how to inject sufficient selling qualities
to produce replies. |
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7.74 3. |
PERSONAL LETTERS OF APPLICATION, directed to particular firms or
individuals most apt to need such services as are being offered.
Letters should be neatly typed, ALWAYS, and signed by hand. With the
letter, should be sent a complete "brief" or outline of the
applicant's qualifications. Both the letter of application and the
brief of experience or qualifications should be prepared by an expert.
(See instructions as to information to be supplied). |
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7.75 4. |
APPLICATION THROUGH PERSONAL ACQUAINTANCES. When possible, the
applicant should endeavor to approach prospective employers through
some mutual acquaintance. This method of approach is particularly
advantageous in the case of those who seek executive connections and
do not wish to appear to be "peddling" themselves. |
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7.76 5. |
APPLICATION IN PERSON. In some instances, it may be more effective
if the applicant offers personally, his services to prospective
employers, in which event a complete written statement of
qualifications for the position should be presented, for the reason
that prospective employers often wish to discuss with associates,
one's record. |
INFORMATION TO BE SUPPLIED IN A WRITTEN "BRIEF"
7.77 This brief should be
prepared as carefully as a lawyer would prepare the brief of a case to
be tried in court. Unless the applicant is experienced in the
preparation of such briefs, an expert should be consulted, and his
services enlisted for this purpose. Successful merchants employ men and
women who understand the art and the psychology of advertising to
present the merits of their merchandise. One who has personal services
for sale should do the same. The following information should appear in
the brief:
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7.78 1. |
Education. State briefly, but definitely, what schooling you
have had, and in what subjects you specialized in school, giving the
reasons for that specialization. |
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7.79 2. |
Experience. If you have had experience in connection with
positions similar to the one you seek, describe it fully, state names
and addresses of former employers. Be sure to bring out clearly any
special experience you may have had which would equip you to fill the
position you seek. |
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7.80 3. |
References. Practically every business firm desires to know all about the previous records, antecedents, etc., of prospective employees who seek positions of responsibility. Attach to your brief photostatic copies of letters from: |
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a. |
Former employers |
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b. |
Teachers under whom you studied |
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c. |
Prominent people whose judgement may be relied upon. |
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7.81 4. |
Photograph of self. Attach to your brief a recent, unmounted photograph of yourself. |
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7.82 5. |
Apply for a specific position. Avoid application for a
position without describing EXACTLY what particular position you seek.
Never apply for "just a position." That indicates you lack
specialized qualifications. |
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7.83 6. |
State your qualifications for the particular position for
which you apply. Give full details as to the reason you believe you
are qualified for the particular position you seek. This is THE MOST
IMPORTANT DETAIL OF YOUR APPLICATION. It will determine, more than
anything else, what consideration you receive. |
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7.84 7. |
Offer to go to work on probation. In the majority of instances if you are determined to have the position for which you apply, it will be most effective if you offer to work for a week, or a month, or for a sufficient length of time to enable your prospective employer to judge your value WITHOUT PAY. This may appear to be a radical suggestion, but experience has proved that it seldom fails to win at least a trial. If you are SURE OF YOUR QUALIFICATIONS, a trial is all you need. Incidentally, such an offer indicates that you have confidence in your ability to fill the position you seek. It is most convincing. If your offer is accepted, and you make good, more than likely you will be paid for your "probation" period. Make clear the fact that your offer is based upon: |
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Your confidence in your ability to fill the position. |
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Your confidence in your prospective employer's decision to employ you after trial. |
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Your DETERMINATION to have the position you seek. |
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7.85 8. |
Knowledge of your prospective employer's business. Before
applying for a position, do sufficient research in connection with the
business to familiarize yourself thoroughly with that business, and
indicate in your brief the knowledge you have acquired in this field.
This will be impressive, as it will indicate that you have
imagination, and a real interest in the position you seek. |
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7.86 Remember that it is not the
lawyer who knows the most law, but the one who best prepares his case,
who wins. If your "case" is properly prepared and presented, your
victory will have been more than half won at the outset.
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7.87 Do not be afraid of making
your brief too long. Employers are just as much interested in purchasing
the services of well-qualified applicants as you are in securing
employment. In fact, the success of most successful employers is due, in
the main, to their ability to select well-qualified lieutenants. They
want all the information available.
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7.88 Remember another thing;
neatness in the preparation of your brief will indicate that you are a
painstaking person. I have helped to prepare briefs for clients which
were so striking and out of the ordinary that they resulted in the
employment of the applicant without a personal interview.
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7.89 When your brief has been completed, have it neatly bound by an experienced binder, and lettered by an artist, or printer similar to the following:
BRIEF OF THE QUALIFICATIONS OF
Robert K. Smith
APPLYING FOR THE POSITION OF
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Private Secretary to The President of THE BLANK COMPANY, Inc. |
7.90 Change names each time brief is shown.
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7.91 This personal touch is sure
to command attention. Have your brief neatly typed or mimeographed on
the finest paper you can obtain, and bound with a heavy paper of the
book-cover variety, the binder to be changed, and the proper firm name
to be inserted if it is to be shown to more than one company. Your
photograph should be pasted on one of the pages of your brief. Follow
these instructions to the letter, improving upon them wherever your
imagination suggests.
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7.92 Successful salesmen groom
themselves with care. They understand that first impressions are
lasting. Your brief is your salesman. Give it a good suit of clothes, so
it will stand out in bold contrast to anything your prospective
employer ever saw, in the way of an application for a position. If the
position you seek is worth having, it is worth going after with care.
Moreover, if you sell yourself to an employer in a manner that impresses
him with your individuality, you probably will receive more money for
your services from the very start, than you would if you applied for
employment in the usual conventional way.
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7.93 If you seek employment
through an advertising agency, or an employment agency, have the agent
use copies of your brief in marketing your services. This will help to
gain preference for you, both with the agent, and the prospective
employers.
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HOW TO GET THE EXACT POSITION YOU DESIRE
7.94 Everyone enjoys doing the
kind of work for which he is best suited. An artist loves to work with
paints, a craftsman with his hands, a writer loves to write. Those with
less definite talents have their preferences for certain fields of
business and industry. If America does anything well, it offers a full
range of occupations, tilling the soil, manufacturing, marketing, and
the professions.
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7.95 First. |
Decide EXACTLY what kind of a job you want. If the job doesn't already exist, perhaps you can create it. |
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7.96 Second. |
Choose the company, or individual for whom you wish to work. |
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7.97 Third. |
Study your prospective employer, as to policies, personnel, and chances of advancement. |
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7.98 Fourth. |
By analysis of yourself, your talents and capabilities, figure WHAT
YOU CAN OFFER, and plan ways and means of giving advantages,
services, developments, ideas that you believe you can successfully deliver. |
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7.99 Fifth. |
Forget about "a job." Forget whether or not there is an opening.
Forget the usual routine of "have you got a job for me?" Concentrate
on what you can give. |
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7.100 Sixth. |
Once you have your plan in mind, arrange with an experienced writer to put it on paper in neat form, and in full detail. |
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7.101 Seventh. |
Present it to the proper person with authority and he will
do the rest. Every company is looking for men who can give something
of value, whether it be ideas, services, or "connections." Every
company has room for the man who has a definite plan of action which
is to the advantage of that company. |
7.102 This line of procedure may
take a few days or weeks of extra time, but the difference in income,
in advancement, and in gaining recognition will save years of hard work
at small pay. It has many advantages, the main one being that it will
often save from one to five years of time in reaching a chosen goal.
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7.103 Every person who starts,
or "gets in" half way up the ladder, does so by deliberate and careful
planning, (excepting, of course, the Boss' son).
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THE NEW WAY OF MARKETING SERVICES
"JOBS" ARE NOW "PARTNERSHIPS"
7.104 Men and women who market
their services to best advantage in the future, must recognize the
stupendous change which has taken place in connection with the
relationship between employer and employee.
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7.105 In the future, the "Golden Rule," and not the "Rule of Gold" will be the dominating factor in the marketing of merchandise as well as personal services. The future relationship between employers and their employees will be more in the nature of a partnership consisting of:
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The employer |
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The employee |
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The public they serve |
7.106 This new way of marketing
personal services is called new for many reasons, first, both the
employer and the employee of the future will be considered as
fellow-employees whose business it will be to SERVE THE PUBLIC
EFFICIENTLY. In times past, employers, and employees have bartered among
themselves, driving the best bargains they could with one another, not
considering that in the final analysis they were, in reality, BARGAINING
AT THE EXPENSE OF THE THIRD PARTY, THE PUBLIC THEY SERVED.
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7.107 The depression served as a
mighty protest from an injured public, whose rights had been trampled
upon in every direction by those who were clamoring for individual
advantages and profits. When the debris of the depression shall have
been cleared away, and business shall have been once again restored to
balance, both employers and employees will recognize that they are NO
LONGER PRIVILEGED TO DRIVE BARGAINS AT THE EXPENSE OF THOSE WHOM THEY
SERVE. The real employer of the future will be the public. This should
be kept uppermost in mind by every person seeking to market personal
services effectively.
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7.108 Nearly every railroad in
America is in financial difficulty. Who does not remember the day when,
if a citizen enquired at the ticket office, the time of departure of a
train, he was abruptly referred to the bulletin board instead of being
politely given the information?
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7.109 The street car companies
have experienced a "change of times" also. There was a time not so very
long ago when street car conductors took pride in giving argument to
passengers. Many of the street car tracks have been removed and
passengers ride on a bus, whose driver is "the last word in politeness."
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7.110 All over the country
street car tracks are rusting from abandonment, or have been taken up.
Whereever street cars are still in operation, passengers may now ride
without argument, and one may even hail the car in the middle of the
block, and the motorman will OBLIGINGLY pick him up.
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7.111 HOW TIMES HAVE CHANGED!
That is just the point I am trying to emphasize. TIMES HAVE CHANGED!
Moreover, the change is reflected not merely in railroad offices and on
street cars, but in other walks of life as well. The "public-be-damned"
policy is now passé. It has been supplanted by the
"we-are-obligingly-at-your-service, sir," policy.
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7.112 The bankers have learned a
thing or two during this rapid change which has taken place during the
past few years. Impoliteness on the part of a bank official, or bank
employee today is as rare as it was conspicuous a dozen years ago. In
the years past, some bankers (not all of them, of course), carried an
atmosphere of austerity which gave every would-be borrower a chill when
he even thought of approaching his banker for a loan.
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7.113 The thousands of bank
failures during the depression had the effect of removing the mahogany
doors behind which bankers formerly barricaded themselves. They now sit
at desks in the open, where they may be seen and approached at will by
any depositor, or by anyone who wishes to see them, and the whole
atmosphere of the bank is one of courtesy and understanding.
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7.114 It used to be customary
for customers to have to stand and wait at the corner grocery until the
clerks were through passing the time of day with friends, and the
proprietor had finished making up his bank deposit, before being waited
upon. Chain stores, managed by COURTEOUS MEN who do everything in the
way of service, short of shining the customer's shoes, have PUSHED THE
OLD-TIME MERCHANTS INTO THE BACKGROUND. TIME MARCHES ON!
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7.115 "Courtesy" and "Service"
are the watch-words of merchandising today, and apply to the person who
is marketing personal services even more directly than to the employer
whom he serves, because, in the final analysis, both the employer and
his employee are EMPLOYED BY THE PUBLIC THEY SERVE. If they fail to
serve well, they pay by the loss of their privilege of serving.
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7.116 We can all remember the
time when the gas-meter reader pounded on the door hard enough to break
the panels. When the door was opened, he pushed his way in, uninvited,
with a scowl on his face which plainly said,
"what-the-hell-did-you-keep-me-waiting-for?" All that has undergone a
change. The meter-man now conducts himself as a gentleman who is
"delighted-to-be-at-your-service-sir." Before the gas companies learned
that their scowling meter-men were accumulating liabilities never to be
cleared away, the polite salesmen of oil burners came along and did a
land office business.
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7.117 During the depression, I
spent several months in the anthracite coal region of Pennsylvania,
studying conditions which all but destroyed the coal industry. Among
several very significant discoveries, was the fact that greed on the
part of operators and their employees was the chief cause of the loss of
business for the operators, and loss of jobs for the miners.
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7.118 Through the pressure of a
group of overzealous labor leaders, representing the employees, and the
greed for profits on the part of the operators, the anthracite business
suddenly dwindled. The coal operators and their employees drove sharp
bargains with one another, adding the cost of the "bargaining" to the
price of the coal, until, finally, they discovered they had BUILT UP A
WONDERFUL BUSINESS FOR THE MANUFACTURERS OF OIL BURNING OUTFITS AND THE
PRODUCERS OF CRUDE OIL.
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7.119 "The wages of sin is
death!" Many have read this in the Bible, but few have discovered its
meaning. Now, and for several years, the entire world has been listening
BY FORCE, to a sermon which might well be called "WHATSOEVER A MAN
SOWETH, THAT SHALL HE ALSO REAP."
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7.120 Nothing as widespread and
effective as the depression could possibly be "just a coincidence."
Behind the depression was a CAUSE. Nothing ever happens without a CAUSE.
In the main, the cause of the depression is traceable directly to the
worldwide habit of trying to REAP without SOWING.
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7.121 This should not be
mistaken to mean that the depression represents a crop which the world
is being FORCED to reap without having SOWN. The trouble is that the
world sowed the wrong sort of seed. Any farmer knows he cannot
sow the seed of thistles, and reap a harvest of grain. Beginning at the
outbreak of the world war, the people of the world began to sow the seed
of service inadequate in both quality and quantity. Nearly everyone was
engaged in the pastime of trying to GET WITHOUT GIVING.
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7.122 These illustrations are
brought to the attention of those who have personal services to market,
to show that we are where we are, and what we are, because of our own conduct!
If there is a principle of cause and effect, which controls business,
finance, and transportation, this same principle controls individuals
and determines their economic status.
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WHAT IS YOUR "QQS" RATING?
7.123 The causes of success in
marketing services EFFECTIVELY and permanently, have been clearly
described. Unless those causes are studied, analyzed, understood and
APPLIED, no man can market his services effectively and permanently.
Every person must be his own salesman of personal services. The QUALITY
and the QUANTITY of service rendered, and the SPIRIT in which it is
rendered, determine to a large extent, the price, and the duration of
employment. To market Personal services effectively, (which means a
permanent market, at a satisfactory price, under pleasant conditions),
one must adopt and follow the "QQS" formula which means that QUALITY,
plus QUANTITY, plus the proper SPIRIT of cooperation, equals perfect
salesmanship of service. Remember the "QQS" formula, but do more—APPLY
IT AS A HABIT!
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7.124 Let us analyze the formula to make sure we understand exactly what it means.
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7.125 1. |
QUALITY of service shall be construed to mean the
performance of every detail, in connection with your position, in the
most efficient manner possible, with the object of greater efficiency
always in mind. |
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7.126 2. |
QUANTITY of service shall be understood to mean the HABIT of
rendering all the service of which you are capable, at all times,
with the purpose of increasing the amount of service rendered as
greater skill is developed through practice and experience. Emphasis
is again placed on the word HABIT. |
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7.127 3. |
SPIRIT of service shall be construed to mean the HABIT of
agreeable, harmonious conduct which will induce cooperation from
associates and fellow employees. |
7.128 Adequacy of QUALITY and
QUANTITY of service is not sufficient to maintain a permanent market for
your services. The conduct, or the SPIRIT in which you deliver service,
is a strong determining factor in connection with both the price you
receive, and the duration of employment.
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7.129 Andrew Carnegie stressed
this point more than others in connection with his description of the
factors which lead to success in the marketing of personal services. He
emphasized again, and again, the necessity for HARMONIOUS CONDUCT. He
stressed the fact that he would not retain any man, no matter how great a
QUANTITY, or how efficient the QUALITY of his work, unless he worked in
a spirit of HARMONY. Mr. Carnegie insisted upon men being AGREEABLE. To
prove that he placed a high value upon this quality, he permitted many
men who conformed to his standards to become very wealthy. Those who did not conform, had to make room for others.
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7.130 The importance of a
pleasing personality has been stressed, because it is a factor which
enables one to render service in the proper SPIRIT. If one has a
personality which PLEASES, and renders service in a spirit of HARMONY,
these assets often make up for deficiencies in both the QUALITY, and the
QUANTITY of service one renders. Nothing, however, can be SUCCESSFULLY
SUBSTITUTED FOR PLEASING CONDUCT.
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THE CAPITAL VALUE OF YOUR SERVICES
7.131 The person whose income is
derived entirely from the sale of personal services is no less a
merchant than the man who sells commodities, and it might well be added,
such a person is subject to EXACTLY THE SAME RULES of conduct as the
merchant who sells merchandise.
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7.132 This has been emphasized,
because the majority of people who live by the sale of personal services
make the mistake of considering themselves free from the rules of
conduct, and the responsibilities attached to those who are engaged in
marketing commodities.
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7.133 The new way of marketing
services has practically forced both employer and, employee into
partnership alliances, through which both take into consideration the
rights of the third party, THE PUBLIC THEY SERVE.
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7.134 The day of the "go-getter"
has passed. He has been supplanted by the "go-giver." High-pressure
methods in business finally blew the lid off. There will never be the
need to put the lid back on, because, in the future, business will be
conducted by methods that will require no pressure.
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7.135 The actual capital value
of your brains may be determined by the amount of income you can produce
(by marketing your services). A fair estimate of the capital value of
your services may be made by multiplying your annual income by sixteen
and two-thirds, as it is reasonable to estimate that your annual income
represents six percent of your capital value. Money rents for 6% per
annum. Money is worth no more than brains. It is often worth much less.
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7.136 Competent "brains," if
effectively marketed, represent a much more desirable form of capital
than that which is required to conduct a business dealing in
commodities, because "brains" are a form of capital which cannot be
permanently depreciated through depressions, nor can this form of
capital be stolen or spent. Moreover, the money which is essential for
the conduct of business is as worthless as a sand dune, until it has
been mixed with efficient "brains."
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THE THIRTY MAJOR CAUSES OF FAILURE
HOW MANY OF THESE ARE HOLDING YOU BACK?
7.137 Life's greatest tragedy
consists of men and women who earnestly try, and fail! The tragedy lies
in the overwhelmingly large majority of people who fail, as compared to
the few who succeed.
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7.138 I have had the privilege
of analyzing several thousand men and women, 98% of whom were classed as
"failures." There is something radically wrong with a civilization, and
a system of education, which permit 98% of the people to go through
life as failures. But I did not write this book for the purpose of
moralizing on the rights and wrongs of the world; that would require a
book a hundred times the size of this one.
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7.139 My analysis work proved
that there are thirty major reasons for failure, and thirteen major
principles through which people accumulate fortunes. In this chapter, a
description of the thirty major causes of failure will be given. As you
go over the list, check yourself by it, point by point, for the purpose
of discovering how many of these causes-of-failure stand between you and
success.
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7.140 1. |
UNFAVORABLE HEREDITARY BACKGROUND. There is but little, if
anything, which can be done for people who are born with a deficiency
in brain power. This philosophy offers but one method of bridging this
weakness—through the aid of the Master Mind. Observe with profit,
however, that this is the ONLY one of the thirty causes of failure
which may not be easily corrected by any individual. |
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7.141 2. |
LACK OF A WELL-DEFINED PURPOSE IN LIFE. There is no hope of success for the person who does not have a central purpose, or definite goal
at which to aim. Ninety-eight out of every hundred of those whom I
have analyzed, had no such aim. Perhaps this was the MAJOR CAUSE OF
THEIR FAILURE. |
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7.142 3. |
LACK OF AMBITION TO AIM ABOVE MEDIOCRITY. We offer no hope for the
person who is so indifferent as not to want to get ahead in life, and
who is not willing to pay the price. |
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7.143 4. |
INSUFFICIENT EDUCATION. This is a handicap which may be overcome
with comparative ease. Experience has proven that the best-educated
people are often those who are known as "self-made," or self-educated.
It takes more than a college degree to make one a person of
education. Any person who is educated is one who has learned to get
whatever he wants in life without violating the rights of others.
Education consists, not so much of knowledge, but of knowledge
effectively and persistently APPLIED. Men are paid, not merely for
what they know, but more particularly for WHAT THEY DO WITH THAT WHICH
THEY KNOW. |
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7.144 5. |
LACK OF SELF-DISCIPLINE. Discipline comes through self-control.
This means that one must control all negative qualities. Before you
can control conditions, you must first control yourself. Self-mastery
is the hardest job you will ever tackle. If you do not conquer self,
you will be conquered by self. You may see at one and the same time
both your best friend and your greatest enemy, by stepping in front of
a mirror. |
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7.145 6. |
ILL HEALTH. No person may enjoy outstanding success without good health. Many of the causes of ill health are subject to mastery and control. These, in the main are: |
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Overeating of foods not conducive to health |
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Wrong habits of thought; giving expression to negatives. |
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Wrong use of, and over indulgence in sex. |
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Lack of proper physical exercise |
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An inadequate supply of fresh air, due to improper breathing. |
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7.146 7. |
UNFAVORABLE ENVIRONMENTAL INFLUENCES DURING CHILDHOOD. "As the twig
is bent, so shall the tree grow." Most people who have criminal
tendencies acquire them as the result of bad environment, and improper
associates during childhood. |
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7.147 8. |
PROCRASTINATION. This is one of the most common causes of failure.
"Old Man Procrastination" stands within the shadow of every human
being, waiting his opportunity to spoil one's chances of success. Most
of us go through life as failures, because we are waiting for the
"time to be right" to start doing something worthwhile. Do not wait.
The time will never be "just right." Start where you stand, and work
with whatever tools you may have at your command, and better tools
will be found as you go along. |
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7.148 9. |
LACK OF PERSISTENCE. Most of us are good "starters" but poor
"finishers" of everything we begin. Moreover, people are prone to give
up at the first signs of defeat. There is no substitute for
PERSISTENCE. The person who makes PERSISTENCE his watch-word, discovers
that "Old Man Failure" finally becomes tired, and makes his
departure. Failure cannot cope with PERSISTENCE. |
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7.149 10. |
NEGATIVE PERSONALITY. There is no hope of success for the person
who repels people through a negative personality. Success comes
through the application of POWER, and power is attained through the
cooperative efforts of other people. A negative personality will not
induce cooperation. |
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7.150 11. |
LACK OF CONTROLLED SEXUAL URGE. Sex energy is the most powerful of
all the stimuli which move people into ACTION. Because it is the most
powerful of the emotions, it must be controlled, through
transmutation, and converted into other channels. |
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7.151 12. |
UNCONTROLLED DESIRE FOR "SOMETHING FOR NOTHING." The gambling
instinct drives millions of people to failure. Evidence of this may be
found in a study of the Wall Street crash of ’29, during which
millions of people tried to make money by gambling on stock margins. |
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7.152 13. |
LACK OF A WELL DEFINED POWER OF DECISION. Men who succeed reach
decisions promptly, and change them, if at all, very slowly. Men who
fail, reach decisions, if at all, very slowly, and change them
frequently, and quickly. Indecision and procrastination are twin
brothers. Where one is found, the other may usually be found also.
Kill off this pair before they completely "hog-tie" you to the
treadmill of FAILURE. |
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7.153 14. |
ONE OR MORE OF THE SIX BASIC FEARS. These fears have been analyzed
for you in a later chapter. They must be mastered before you can
market your services effectively. |
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7.154 15. |
WRONG SELECTION OF A MATE IN MARRIAGE. This a most common cause of
failure. The relationship of marriage brings people intimately into
contact. Unless this relationship is harmonious, failure is likely to
follow. Moreover, it will be a form of failure that is marked by
misery and unhappiness, destroying all signs of AMBITION. |
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7.155 16. |
OVER-CAUTION. The person who takes no chances, generally has to
take whatever is left when others are through choosing. Over-caution
is as bad as under-caution. Both are extremes to be guarded against.
Life itself is filled with the element of chance. |
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7.156 17. |
WRONG SELECTION OF ASSOCIATES IN BUSINESS. This is one of the most
common causes of failure in business. In marketing personal services,
one should use great care to select an employer who will be an
inspiration, and who is, himself, intelligent and successful. We
emulate those with whom we associate most closely. Pick an employer
who is worth emulating. |
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7.157 18. |
SUPERSTITION AND PREJUDICE. Superstition is a form of fear. It is
also a sign of ignorance. Men who succeed keep open minds and are
afraid of nothing. |
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7.158 19. |
WRONG SELECTION OF A VOCATION. No man can succeed in a line of
endeavor which he does not like. The most essential step in the
marketing of personal services is that of selecting an occupation into
which you can throw yourself wholeheartedly. |
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7.159 20. |
LACK OF CONCENTRATION OF EFFORT. The "jack-of-all-trades" seldom is
good at any. Concentrate all of your efforts on one DEFINITE CHIEF
AIM. |
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7.160 21. |
THE HABIT OF INDISCRIMINATE SPENDING. The spend-thrift cannot
succeed, mainly because he stands eternally in FEAR OF POVERTY. Form
the habit of systematic saving by putting aside a definite percentage
of your income. Money in the bank gives one a very safe foundation of
COURAGE when bargaining for the sale of personal services. Without
money, one must take what one is offered, and be glad to get it. |
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7.161 22. |
LACK OF ENTHUSIASM. Without enthusiasm one cannot be convincing.
Moreover, enthusiasm is contagious, and the person who has it, under
control, is generally welcome in any group of people. |
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7.162 23. |
INTOLERANCE. The person with a "closed" mind on any subject seldom
gets ahead. Intolerance means that one has stopped acquiring
knowledge. The most damaging forms of intolerance are those connected
with religious, racial, and political differences of opinion. |
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7.163 24. |
INTEMPERANCE. The most damaging forms of intemperance are connected
with eating, strong drink, and sexual activities. Overindulgence in
any of these is fatal to success. |
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7.164 25. |
INABILITY TO COOPERATE WITH OTHERS. More people lose their
positions and their big opportunities in life, because of this fault,
than for all other reasons combined. It is a fault which no
well-informed business man, or leader will tolerate. |
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7.165 26. |
POSSESSION OF POWER THAT WAS NOT ACQUIRED THROUGH SELF EFFORT.
(Sons and daughters of wealthy men, and others who inherit money which
they did not earn). Power in the hands of one who did not acquire it
gradually, is often fatal to success. QUICK RICHES are more dangerous
than poverty. |
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7.166 27. |
INTENTIONAL DISHONESTY. There is no substitute for honesty. One may
be temporarily dishonest by force of circumstances over which one has
no control, without permanent damage. But, there is NO HOPE for the
person who is dishonest by choice. Sooner or later, his deeds will
catch up with him, and he will pay by loss of reputation, and perhaps
even loss of liberty. |
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7.167 28. |
EGOTISM AND VANITY. These qualities serve as red lights which warn others to keep away. THEY ARE FATAL TO SUCCESS. |
|
|
7.168 29. |
GUESSING INSTEAD OF THINKING. Most people are too indifferent or
lazy to acquire FACTS with which to THINK ACCURATELY. They prefer to
act on "opinions" created by guesswork or snap-judgments. |
|
|
7.169 30. |
LACK OF CAPITAL. This is a common cause of failure among those who
start out in business for the first time, without sufficient reserve
of capital to absorb the shock of their mistakes, and to carry them
over until they have established a REPUTATION. |
|
|
7.170 31. |
Under this, name any particular cause of failure from which you
have suffered that has not been included in the foregoing list. |
|
7.171 In these thirty major
causes of failure is found a description of the tragedy of life, which
obtains for practically every person who tries and fails. It will be
helpful if you can induce someone who knows you well to go over this
list with you, and help to analyze you by the thirty causes of failure.
It may be beneficial if you try this alone. Most people cannot see
themselves as others see them. You may be one who cannot.
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7.172 The oldest of admonitions
is "Man, know thyself!" If you market merchandise successfully, you must
know the merchandise. The same is true in marketing personal services.
You should know all of your weaknesses in order that you may either
bridge them or eliminate them entirely. You should know your strength in
order that you may call attention to it when selling your services. You
can know yourself only through accurate analysis.
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7.173 The folly of ignorance in
connection with self was displayed by a young man who applied to the
manager of a well known business for a position. He made a very good
impression until the manager asked him what salary he expected. He
replied that he had no fixed sum in mind (lack of a definite aim). The manager then said, "We will pay you all you are worth, after we try you out for a week."
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7.174 "I will not accept it," the applicant replied, "because I AM GETTING MORE THAN THAT WHERE I AM NOW EMPLOYED."
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7.175 Before you even start to
negotiate for a readjustment of your salary in your present position, or
to seek employment elsewhere, BE SURE THAT YOU ARE WORTH MORE THAN YOU
NOW RECEIVE.
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7.176 It is one thing to WANT
money—everyone wants more—but it is something entirely different to be
WORTH MORE! Many people mistake their WANTS for their JUST DUES. Your
financial requirements or wants have nothing whatever to do with your
WORTH. Your value is established entirely by your ability to render
useful service or your capacity to induce others to render such service.
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TAKE INVENTORY OF YOURSELF
28 QUESTIONS YOU SHOULD ANSWER
7.177 Annual self-analysis is an
essential in the effective marketing of personal services, as is annual
inventory in merchandising. Moreover, the yearly analysis should
disclose a DECREASE IN FAULTS, and an increase in VIRTUES. One goes
ahead, stands still, or goes backward in life. One's object should be,
of course, to go ahead. Annual self-analysis will disclose whether
advancement has been made, and if so, how much. It will also disclose
any backward steps one may have made. The effective marketing of
personal services requires one to move forward even if the progress is
slow.
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7.178 Your annual self-analysis
should be made at the end of each year, so you can include in your New
Year's Resolutions any improvements which the analysis indicates should
be made. Take this inventory by asking yourself the following questions,
and by checking your answers with the aid of someone who will not
permit you to deceive yourself as to their accuracy.
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SELF-ANALYSIS QUESTIONNAIRE FOR PERSONAL INVENTORY
|
7.179 1. |
Have I attained the goal which I established as my objective for
this year? (You should work with a definite yearly objective to be
attained as a part of your major life objective). |
|
7.180 2. |
Have I delivered service of the best possible QUALITY of which I
was capable, or could I have improved any part of this service? |
|
7.181 3. |
Have I delivered service in the greatest possible QUANTITY of which I was capable? |
|
7.182 4. |
Has the spirit of my conduct been harmonious, and cooperative at all times? |
|
7.183 5. |
Have I permitted the habit of PROCRASTINATION to decrease my efficiency, and if so, to what extent? |
|
7.184 6. |
Have I improved my PERSONALITY, and if so, in what ways? |
|
7.185 7. |
Have I been PERSISTENT in following my plans through to completion? |
|
7.186 8. |
Have I reached DECISIONS PROMPTLY AND DEFINITELY on all occasions? |
|
7.187 9. |
Have I permitted any one or more of the six basic fears to decrease my efficiency? |
|
7.188 10. |
Have I been either "over-cautious," or "under-cautious?" |
|
7.189 11. |
Has my relationship with my associates in work been pleasant, or
unpleasant? If it has been unpleasant, has the fault been partly, or
wholly mine? |
|
7.190 12. |
Have I dissipated any of my energy through lack of CONCENTRATION of effort? |
|
7.191 13. |
Have I been open minded and tolerant in connection with all subjects? |
|
7.192 14. |
In what way have I improved my ability to render service? |
|
7.193 15. |
Have I been intemperate in any of my habits? |
|
7.194 16. |
Have I expressed, either openly or secretly, any form of EGOTISM? |
|
7.195 17. |
Has my conduct toward my associates been such that it has induced them to RESPECT me? |
|
7.196 18. |
Have my opinions and DECISIONS been based upon guesswork, or accuracy of analysis and THOUGHT? |
|
7.197 19. |
Have I followed the habit of budgeting my time, my expenses, and my income, and have I been conservative in these budgets? |
|
7.198 20. |
How much time have I devoted to UNPROFITABLE effort which I might have used to better advantage? |
|
7.199 21. |
How may I RE-BUDGET my time, and change my habits so I will be more efficient during the coming year? |
|
7.200 22. |
Have I been guilty of any conduct which was not approved by my conscience? |
|
7.201 23. |
In what ways have I rendered MORE SERVICE AND BETTER SERVICE than I was paid to render? |
|
7.202 24. |
Have I been unfair to anyone, and if so, in what way? |
|
7.203 25. |
If I had been the purchaser of my own services for the year, would I be satisfied with my purchase? |
|
7.204 26. |
Am I in the right vocation, and if not, why not? |
|
7.205 27. |
Has the purchaser of my services been satisfied with the service I have rendered, and if not, why not? |
|
7.206 28. |
What is my present rating on the fundamental principles of success?
(Make this rating fairly, and frankly, and have it checked by someone
who is courageous enough to do it accurately). |
7.207 Having read and
assimilated the information conveyed through this chapter, you are now
ready to create a practical plan for marketing your personal services.
In this chapter will be found an adequate description of every principle
essential in planning the sale of personal services, including the
major attributes of leadership; the most common causes of failure in
leadership; a description of the fields of opportunity for leadership;
the main causes of failure in all walks of life, and the important
questions which should be used in self-analysis.
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7.208 This extensive and
detailed presentation of accurate information has been included, because
it will be needed by all who must begin the accumulation of riches by
marketing personal services. Those who have lost their fortunes, and
those who are just beginning to earn money, have nothing but personal
services to offer in return for riches, therefore it is essential that
they have available the practical information needed to market services
to best advantage.
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7.209 The information contained
in this chapter will be of great value to all who aspire to attain
leadership in any calling. It will be particularly helpful to those
aiming to market their services as business or industrial executives.
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7.210 Complete assimilation and
understanding of the information here conveyed will be helpful in
marketing one's own services, and it will also help one to become more
analytical and capable of judging people. The information will be
priceless to personnel directors, employment managers, and other
executives charged with the selection of employees, and the maintenance
of efficient organizations. If you doubt this statement, test its
soundness by answering in writing the twenty-eight self-analysis
questions. That might be both interesting and profitable, even though
you do not doubt the soundness of the statement.
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WHERE AND HOW ONE MAY FIND OPPORTUNITIES TO ACCUMULATE RICHES
7.211 Now that we have analyzed
the principles by which riches may be accumulated, we naturally ask,
"where may one find favorable opportunities to apply these principles?"
Very well, let us take inventory and see what the United States of
America offer the person seeking riches, great or small.
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7.212 To begin with, let us remember, all of us, that we live in a country where every law-abiding citizen enjoys freedom of thought and freedom of deed unequaled anywhere in the world.
Most of us have never taken inventory of the advantages of this
freedom. We have never compared our unlimited freedom with the curtailed
freedom in other countries.
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7.213 Here we have freedom of
thought, freedom in the choice and enjoyment of education, freedom in
religion, freedom in politics, freedom in the choice of a business,
profession or occupation, freedom to accumulate and own without
molestation, ALL THE PROPERTY WE CAN ACCUMULATE, freedom to
choose our place of residence, freedom in marriage, freedom through
equal opportunity to all races, freedom of travel from one state to
another, freedom in our choice of foods, and freedom to AIM FOR ANY STATION IN LIFE FOR WHICH WE HAVE PREPARED OURSELVES, even for the presidency of the United States.
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7.214 We have other forms of
freedom, but this list will give a bird's eye view of the most
important, which constitute OPPORTUNITY of the highest order. This
advantage of freedom is all the more conspicuous because the United
States is the only country guaranteeing to every citizen, whether native
born or naturalized, so broad and varied a list of freedom.
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7.215 Next, let us recount some
of the blessings which our widespread freedom has placed within our
hands. Take the average American family for example (meaning, the family
of average income) and sum up the benefits available to every member of
the family, in this land of OPPORTUNITY and plenty!
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a. |
7.216 FOOD. Next to freedom of thought and deed comes FOOD, CLOTHING, and SHELTER, the three basic necessities of life. 7.217 Because of our universal
freedom the average American family has available, at its very door,
the choicest selection of food to be found anywhere in the world, and
at prices within its financial range. 7.218 A family of two, living
in the heart of Times Square district of New York City, far removed
from the source of production of foods, took careful inventory of the
cost of a simple breakfast, with this astonishing result: |
|
7.219 Articles of food; |
Cost at the breakfast table: |
|
Grape Fruit Juice, (From Florida) |
.02 |
|
Rippled Wheat Breakfast food (Kansas Farm) |
.02 |
|
Tea (From China) |
.02 |
|
Bananas (From South America) |
.02½ |
|
Toasted Bread (From Kansas Farm) |
.01 |
|
Fresh Country Eggs (From Utah) |
.07 |
|
Sugar (From Cuba, or Utah) |
.00½ |
|
Butter and Cream (From New England) |
.03 |
|
|
—————— |
|
Grand total |
.20 |
7.220 It is not very difficult
to obtain FOOD in a country where two people can have breakfast
consisting of all they want or need for a dime apiece! Observe that this
simple breakfast was gathered, by some strange form of magic (?) from
China, South America, Utah, Kansas and the New England States, and
delivered on the breakfast table, ready for consumption, in the very
heart of the most crowded city in America, at a cost well within the
means of the most humble laborer.
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7.221 The cost included all
federal, state and city taxes! (Here is a fact the politicians did not
mention when they were crying out to the voters to throw their opponents
out of office because the people were being taxed to death).
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|
b. |
7.222 SHELTER. This family
lives in a comfortable apartment, heated by steam, lighted with
electricity, with gas for cooking, all for $65.00 a month. In a smaller
city, or a more sparsely settled part of New York city, the same
apartment could be had for as low as $20.00 a month. 7.223 The toast they had for
breakfast in the food estimate was toasted on an electric toaster,
which cost but a few dollars, the apartment is cleaned with a vacuum
sweeper that is run by electricity. Hot and cold water is available,
at all times, in the kitchen and the bathroom. The food is kept cool
in a refrigerator that is run by electricity. The wife curls her hair,
washes her clothes and irons them with easily operated electrical
equipment, on power obtained by sticking a plug in the wall. The
husband shaves with an electric shaver, and they receive entertainment
from all over the world, twenty four hours a day, if they want it,
without cost, by merely turning the dial of their radio. 7.224 There are other
conveniences in this apartment, but the foregoing list will give a fair
idea of some of the concrete evidences of the freedom we, of America,
enjoy. (And this is neither political nor economic propaganda).
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|
c. |
7.225 CLOTHING. Anywhere in
the United States, the woman of average clothing requirements can
dress very comfortably and neatly for less than $200.00 a year, and the
average man can dress for the same, or less. |
7.226 Only the three basic
necessities of food, clothing, and shelter have been mentioned. The
average American citizen has other privileges and advantages available
in return for modest effort, not exceeding eight hours per day of labor.
Among these is the privilege of automobile transportation, with which
one can go and come at will, at very small cost.
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7.227 The average American has
security of property rights not found in any other country in the world.
He can place his surplus money in a bank with the assurance that his
government will protect it, and make good to him if the bank fails. If
an American citizen wants to travel from one state to another he needs
no passport, no one's permission. He may go when he pleases, and return
at will. Moreover, he may travel by train, private automobile, bus,
airplane, or ship, as his pocketbook permits. In Germany, Russia, Italy,
and most of the other European and Oriental countries, the people
cannot travel with so much freedom, and at so little cost.
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THE "MIRACLE" THAT HAS PROVIDED THESE BLESSINGS
7.228 We often hear politicians
proclaiming the freedom of America, when they solicit votes, but seldom
do they take the time or devote sufficient effort to the analysis of the
source or nature of this "freedom." Having no axe to grind, no grudge
to express, no ulterior motives to be carried out, I have the privilege
of going into a frank analysis of that mysterious, abstract, greatly
misunderstood "SOMETHING" which gives to every citizen of America more
blessings, more opportunities to accumulate wealth, more freedom of
every nature, than may be found in any other country.
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7.229 I have the right to
analyze the source and nature of this UNSEEN POWER, because I know, and
have known for more than a quarter of a century, many of the men who
organized that power, and many who are now responsible for its
maintenance.
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7.230 The name of this mysterious benefactor of mankind is CAPITAL!
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7.231 CAPITAL consists not alone
of money, but more particularly of highly organized, intelligent groups
of men who plan ways and means of using money efficiently for the good
of the public, and profitably to themselves.
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7.232 These groups consist of
scientists, educators, chemists, inventors, business analysts, publicity
men, transportation experts, accountants, lawyers, doctors, and both
men and women who have highly specialized knowledge in all fields of
industry and business. They pioneer, experiment, and blaze trails in new
fields of endeavor. They support colleges, hospitals, public schools,
build good roads, publish newspapers, pay most of the cost of
government, and take care of the multitudinous detail essential to human
progress. Stated briefly, the capitalists are the brains of
civilization, because they supply the entire fabric of which all
education, enlightenment and human progress consists.
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7.233 Money, without brains,
always is dangerous. Properly used, it is the most important essential
of civilization. The simple breakfast here described could not have been
delivered to the New York family at a dime each, or at any other price,
if organized capital had not provided the machinery, the ships, the
railroads, and the huge armies of trained men to operate them.
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7.234 Some slight idea of the
importance of ORGANIZED CAPITAL may be had by trying to imagine yourself
burdened with the responsibility of collecting, without the aid of
capital, and delivering to the New York City family, the simple
breakfast described.
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7.235 To supply the tea, you
would have to make a trip to China or India, both a very long way from
America. Unless you are an excellent swimmer, you would become rather
tired before making the round trip. Then, too, another problem would
confront you. What would you use for money, even if you had the physical
endurance to swim the ocean?
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7.236 To supply the sugar, you
would have to take another long swim to Cuba, or a long walk to the
sugar beet section of Utah. But even then, you might come back without
the sugar, because organized effort and money are necessary to produce
sugar, to say nothing of what is required to refine, transport, and
deliver it to the breakfast table anywhere in the United States.
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7.237 The eggs, you could
deliver easily enough from the barn yards near New York City, but you
would have a very long walk to Florida and return, before you could
serve the two glasses of grapefruit juice.
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7.238 You would have another
long walk, to Kansas, or one of the other wheat growing states, when you
went after the four slices of wheat bread.
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7.239 The Rippled Wheat Biscuits
would have to be omitted from the menu, because they would not be
available except through the labor of a trained organization of men and
suitable machinery, ALL OF WHICH CALL FOR CAPITAL.
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7.240 While resting, you could
take off for another little swim down to South America, where you would
pick up a couple of bananas, and on your return, you could take a short
walk to the nearest farm having a dairy and pick up some butter and
cream. Then your New York City family would be ready to sit down and
enjoy breakfast, and you could collect your two dimes for your labor!
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7.241 Seems absurd, doesn't it?
Well, the procedure described would be the only possible way these
simple items of food could be delivered to the heart of New York City,
if we had no capitalistic system.
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7.242 The sum of money required
for the building and maintenance of the railroads and steam ships used
in the delivery of that simple breakfast is so huge that it staggers
one's imagination. It runs into hundreds of millions of dollars, not to
mention the armies of trained employees required to man the ships and
trains. But, transportation is only a part of the requirements of modern
civilization in capitalistic America. Before there can be anything to
haul, something must be grown from the ground, or manufactured and
prepared for market. This calls for more millions of dollars for
equipment, machinery, boxing, marketing, and for the wages of millions
of men and women.
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7.243 Steam ships and railroads
do not spring up from the earth and function automatically. They come in
response to the call of civilization, through the labor and ingenuity
and organizing ability of men who have IMAGINATION, FAITH, ENTHUSIASM,
DECISION, PERSISTENCE! These men are known as capitalists. They are
motivated by the desire to build, construct, achieve, render useful
service, earn profits and accumulate riches. And, because they RENDER
SERVICE WITHOUT WHICH THERE WOULD BE NO CIVILIZATION, they put
themselves in the way of great riches.
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7.244 Just to keep the record
simple and understandable, I will add that these capitalists are the
selfsame men of whom most of us have heard soap-box orators speak. They
are the same men to whom radicals, racketeers, dishonest politicians and
grafting labor leaders refer as "the predatory interests," or "Wall
Street."
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7.245 I am not attempting to
present a brief for or against any group of men or any system of
economics. I am not attempting to condemn collective bargaining when I
refer to "grafting labor leaders," nor do I aim to give a clean bill of
health to all individuals known as capitalists.
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7.246 The purpose of this book—A purpose to which I have faithfully devoted over a quarter of a century—is
to present to all who want the knowledge, the most dependable
philosophy through which individuals may accumulate riches in whatever
amounts they desire.
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7.247 I have here analyzed the economic advantages of the capitalistic system for the two-fold purpose of showing:
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|
7.248 1. |
that all who seek riches must recognize and adapt themselves to the
system that controls all approaches to fortunes, large or small, and |
|
7.249 2. |
to present the side of the picture opposite to that being shown by
politicians and demagogues who deliberately becloud the issues they
bring up, by referring to organized capital as if it were something
poisonous. |
7.250 This is a capitalistic
country, it was developed through the use of capital, and we who claim
the right to partake of the blessings of freedom and opportunity, we who
seek to accumulate riches here, may as well know that neither riches
nor opportunity would be available to us if ORGANIZED CAPITAL had not
provided these benefits.
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7.251 For more than twenty years
it has been a somewhat popular and growing pastime for radicals,
self-seeking politicians, racketeers, crooked labor leaders, and on
occasion religious leaders, to take pot-shots at "WALL STREET, THE MONEY
CHANGERS, and BIG BUSINESS."
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7.252 The practice became so
general that we witnessed during the business depression, the
unbelievable sight of high government officials lining up with the cheap
politicians, and labor leaders, with the openly avowed purpose of
throttling the system which has made Industrial America the richest
country on earth. The line-up was so general and so well organized that
it prolonged the worst depression America has ever known. It cost
millions of men their jobs, because those jobs were inseparably a part
of the industrial and capitalistic system which form the very backbone
of the nation.
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7.253 During this unusual
alliance of government officials and self-seeking individuals who were
endeavoring to profit by declaring "open season" on the American system
of industry, a certain type of labor leader joined forces with the
politicians and offered to deliver voters in return for legislation
designed to permit men to TAKE RICHES AWAY FROM INDUSTRY BY ORGANIZED .
FORCE OF NUMBERS, INSTEAD OF THE BETTER METHOD OF GIVING A FAIR DAY'S
WORK FOR A FAIR DAY'S PAY.
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7.254 Millions of men and women
throughout the nation are still engaged in this popular pastime of
trying to GET without GIVING. Some of them are lined up with labor
unions, where they demand SHORTER HOURS AND MORE PAY! Others do not take
the trouble to work at all. THEY DEMAND GOVERNMENT RELIEF AND ARE
GETTING IT. Their idea of their rights of freedom was demonstrated in
New York City, where violent complaint was registered with the
Postmaster, by a group of "relief beneficiaries," because the Postmen
awakened them at 7:30 A.M. to deliver Government relief checks. They
DEMANDED that the time of delivery be set up to 10:00 o'clock.
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7.255 If you are one of those
who believe that riches can be accumulated by the mere act of men who
organize themselves into groups and demand MORE PAY for LESS SERVICE, if
you are one of those who DEMAND Government relief without early morning
disturbance when the money is delivered to you, if you are one of those
who believe in trading their votes to politicians in return for the
passing of laws which permit the raiding of the public treasury, you may
rest securely on your belief, with certain knowledge that no one will
disturb you, because THIS IS A FREE COUNTRY WHERE EVERY MAN MAY THINK AS
HE PLEASES, where nearly everybody can live with but little effort,
where many may live well without doing any work whatsoever.
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7.256 However, you should know
the full truth concerning this FREEDOM of which so many people boast,
and so few understand. As great as it is, as far as it reaches, as many
privileges as it provides, IT DOES NOT, AND CANNOT BRING RICHES WITHOUT
EFFORT.
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7.257 There is but one
dependable method of accumulating, and legally holding riches, and that
is by rendering useful service. No system has ever been created by which
men can legally acquire riches through mere force of numbers, or
without giving in return an equivalent value of one form or another.
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7.258 There is a principle known as the law of ECONOMICS! This is more than a theory. It is a law no man can beat.
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7.259 Mark well the name of the
principle, and remember it, because it is far more powerful than all the
politicians and political machines. It is above and beyond the control
of all the labor unions. It cannot be swayed, nor influenced nor bribed
by racketeers or self-appointed leaders in any calling. Moreover, IT HAS
AN ALL-SEEING EYE, AND A PERFECT SYSTEM OF BOOKKEEPING, in which it
keeps an accurate account of the transactions of every human being
engaged in the business of trying to get without giving. Sooner or later
its auditors come around, look over the records of individuals both
great and small, and demand an accounting.
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7.260 "Wall Street, Big
Business, Capital Predatory Interests," or whatever name you choose to
give the system which has given us AMERICAN FREEDOM, represents a group
of men who understand, respect, and adapt themselves to this powerful
LAW OF ECONOMICS! Their financial continuation depends upon their
respecting the law.
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7.261 Most people living in
America like this country, its capitalistic system and all. I must
confess I know of no better country, where one may find greater
opportunities to accumulate riches. Judging by their acts and deeds,
there are some in this country who do not like it. That, of course is
their privilege; if they do not like this country, its capitalistic
system, its boundless opportunities, THEY HAVE THE PRIVILEGE OF CLEARING OUT!
Always there are other countries, such as Germany, Russia, and Italy,
where one may try one's hand at enjoying freedom, and accumulating
riches providing one is not too particular.
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7.262 America provides all the
freedom and all the opportunity to accumulate riches that any honest
person may require. When one goes hunting for game, one selects hunting
grounds where game is plentiful. When seeking riches, the same rule
would naturally obtain.
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7.263 If it is riches you are
seeking, do not overlook the possibilities of a country whose citizens
are so rich that women, alone, spend over two hundred million dollars
annually for lip-sticks, rouge and cosmetics. Think twice, you who are
seeking riches, before trying to destroy the Capitalistic System of a
country whose citizens spend over fifty million dollars a year for
GREETING CARDS, with which to express their appreciation of their
FREEDOM!
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7.264 If it is money you are
seeking, consider carefully a country that spends hundreds of millions
of dollars annually for cigarettes, the bulk of the income from which
goes to only four major companies engaged in supplying this national
builder of "nonchalance" and "quiet nerves."
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7.265 By all means give plenty
of consideration to a country whose people spend annually more than
fifteen million dollars for the privilege of seeing moving pictures, and
toss in a few additional millions for liquor, narcotics, and other less
potent soft drinks and giggle-waters.
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7.266 Do not be in too big a
hurry to get away from a country whose people willingly, even eagerly,
hand over millions of dollars annually for football, baseball, and prize
fights.
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7.267 And, by all means, STICK
by a country whose inhabitants give up more than a million dollars a
year for chewing gum, and another million for safety razor blades.
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7.268 Remember, also, that this
is but the beginning of the available sources for the accumulation of
wealth. Only a few of the luxuries and non-essentials have been
mentioned. But, remember that the business of producing, transporting,
and marketing these few items of merchandise gives regular employment to
MANY MILLIONS OF MEN AND WOMEN, who receive for their services MANY
MILLIONS OF DOLLARS MONTHLY, and spend it freely for both the luxuries
and the necessities.
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7.269 Especially remember, that
back of all this exchange of merchandise and personal services may be
found an abundance of OPPORTUNITY to accumulate riches. Here our
AMERICAN FREEDOM comes to one's aid. There is nothing to stop you, or
anyone from engaging in any portion of the effort necessary to carry on
these businesses. If one has superior talent, training, experience, one
may accumulate riches in large amounts. Those not so fortunate may
accumulate smaller amounts. Anyone may earn a living in return for a
very nominal amount of labor.
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7.270 So—there you are!
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7.271 OPPORTUNITY has spread its
wares before you. Step up to the front, select what you want, create
your plan, put the plan into action, and follow through with
PERSISTENCE. "Capitalistic" America will do the rest. You can depend
upon this much—CAPITALISTIC AMERICA INSURES EVERY PERSON THE
OPPORTUNITY TO RENDER USEFUL SERVICE, AND TO COLLECT RICHES IN
PROPORTION TO THE VALUE OF THE SERVICE.
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7.272 The "System" denies no one
this right, but it does not, and cannot promise SOMETHING FOR NOTHING,
because the system, itself, is irrevocably controlled by the LAW OF
ECONOMICS which neither recognizes nor tolerates for long, GETTING
WITHOUT GIVING.
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7.273 The LAW OF ECONOMICS was
passed by Nature! There is no Supreme Court to which violators of this
law may appeal. The law hands out both penalties for its violation, and
appropriate rewards for its observance, without interference or the possibility of interference by any human being.
The law cannot be repealed. It is as fixed as the stars in the heavens,
and subject to, and a part of the same system that controls the stars.
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7.274 May one refuse to adapt one's self to the LAW OF ECONOMICS?
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7.275 Certainly! This is a free
country, where all men are born with equal rights, including the
privilege of ignoring the LAW OF ECONOMICS.
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7.276 What happens then?
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7.277 Well, nothing happens
until large numbers of men join forces for the avowed purpose of
ignoring the law, and taking what they want by force. THEN COMES THE DICTATOR, WITH WELL ORGANIZED FIRING SQUADS AND MACHINE GUNS!
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7.278 We have not yet reached
that stage in America! But we have heard all we want to know about how
the system works. Perhaps we shall be fortunate enough not to demand
personal knowledge of so gruesome a reality. Doubtless we shall prefer
to continue with our FREEDOM OF SPEECH, FREEDOM OF DEED, and FREEDOM TO
RENDER USEFUL SERVICE IN RETURN FOR RICHES.
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7.279 The practice, by
Government officials of extending to men and women the privilege of
raiding the public treasury in return for votes, sometimes results in
election, but as night follows day, the final payoff comes; when every
penny wrongfully used, must be repaid with compound interest on compound
interest. If those who make the grab are not forced to repay, the
burden falls on their children, and their children's children, "even
unto the third and fourth generations." There is no way to avoid the
debt.
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7.280 Men can, and sometimes do,
form themselves into groups for the purpose of crowding wages up, and
working hours down. There is a point beyond which they cannot go. It is
the point at which the LAW OF ECONOMICS steps in, and the sheriff gets
both the employer and the employees.
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7.281 For six years, from 1929,
to 1935, the people of America, both rich and poor, barely missed seeing
the Old Man Economics hand over to the sheriff all the businesses, and
industries and banks. It was not a pretty sight! It did not increase our
respect for mob psychology through which men cast reason to the winds
and start trying to GET without GIVING.
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7.282 We who went through those
six discouraging years, when FEAR WAS IN THE SADDLE, AND FAITH WAS ON
THE GROUND, cannot forget how ruthlessly the LAW OF ECONOMICS exacted
its toll from both rich and poor, weak and strong, old and young. We
shall not wish to go through another such experience.
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7.283 These observations are not
founded upon short-time experience. They are the result of twenty-five
years of careful analysis of the methods of both the most successful and
the most unsuccessful men America has known.
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7.FDS PRACTICAL: Skim over the chapter again to refamiliarize yourself with the main ideas, then check over the False Data Stripping questions with regard to it, using the PaulsRobot3 FDSing module. Remember the idea is to FIND and deal with False Data, not to confirm that of course you don't have any. :). Once you have found and dealt with any false data, study this chapter once more before going on to the next one. You can decide which demos and practicals you should do again.
7.LEC FINAL PRACTICAL: Deliver a 3-5 minute
lecture (by the clock) on the main points of this chapter, without using
any notes at all. You don't have to use people for an audience; use
the dog or the wall if you prefer. If you don't know the subject well
enough to do this, do the entire section again, paragraphs 7.1 to 7.FDS,
including all demos. This is a test of your understanding, not your
ability to remember a collection of words or phrases. Working out how
to explain the main points to someone else—IN SPOKEN WORDS, ALOUD—is
usually a very valuable aid to your own understanding.
CONGRATULATIONS! END OF SECTION 7