Certain Success Part 16

Have you ever stopped to a.n.a.lyze the mental att.i.tude of an employer toward the half dozen, dozen, or score of men who answer his advertis.e.m.e.nt for the services of one man? He thinks, "Here are a lot of fellows out of jobs. Probably most of them are no good, or they wouldn't be out of jobs. They are competing for this place. Each sees there are plenty of others who will be glad to have it. Therefore it is likely that I can get a man without paying him much to start with, and he probably won't be very independent for a while after I hire him. I'll take my pick of the lot, and keep the names and addresses of two or three others in case he doesn't make good."

[Sidenote: Shearing The Sheep]

Then the employer calls in the applicants as if they were so many sheep to be sheared by sharp cross-examination. Practically every candidate enters the private office with a considerable degree of sheepishness in his feelings, whether he tries to appear at ease or not. The employer first eyes him in keen appraisal. He then proceeds briskly to clip off facts about him. The man sitting behind the desk absolutely dominates the situation. He finishes his questioning, and disposes of the applicant as he pleases.

What chance to gain the desired opportunity for service does each candidate have in such an uncontrolled process of getting a job? He has one-sixth, or one-twelfth, or one-twentieth of a chance for success; according to whether there are six or a dozen or a score of applicants.

Also, practically without exception, men who come seeking a position and find that it has been filled make no further efforts to secure the opportunity for which they have applied; though the successful candidate may not make good and the position may soon be vacant again. Your own experience and observation have made familiar to you this common way of looking for jobs. You know that in such cases the employer has all the advantage. Certainly the applicants who try to gain a chance to work by this method use no _salesmans.h.i.+p_ at all.

[Sidenote: The Salesman's Method]

How would a "salesman" candidate for such a situation proceed? First, he would avoid the mistake of presenting himself as _merely one of a crowd_ of competing applicants. He would _make his particular personality stand out_. Before calling, he would do some prospecting to discover just what capabilities were needed to fill the position advertised. Then he would plan different ways of tackling the prospective employer. When all ready, but not before, he would go to the address.

If he should find a crowd there, he would not merge with it. He would avoid stating his business immediately in the outer office, rather than identify himself with the other candidates waiting. He would have a plan to get an interview later, after the dispersal of the crowd. If he should be told then that the position had been filled, he would go right ahead with his selling program regardless of the rebuff. He would proceed to sell the boss the idea that _he_ was an especially well fitted man for the job. He would a.s.sume that no one else could give such satisfaction.

Nevertheless the employer might feel that he had no place open for the latest candidate. In this event the applicant would demonstrate with salesmans.h.i.+p that he was the sort of person it is worth while for any business man to keep track of. Such a real "salesman" of his own capabilities, if put off for the time being, would be reasonably sure to get his desired chance the next time that employer might require such services as he could supply.

[Sidenote: A Salesman Cost Clerk]

A young acquaintance of mine wanted to secure a chance in the office of a prominent manufacturing corporation, under a certain executive whom he regarded as the most capable business man in the city. The company had advertised for a minor clerk in the cost department, which was managed by the particular executive. My acquaintance called, and found seven other applicants waiting in the general office. He did not join them, but sent in his card to the busy head of the cost department with the penciled request, "May I see you for twenty seconds in order to make a personal inquiry?" He was promptly admitted to the private office, and then stated his purpose in calling. He was careful to be extremely brief.

"My name is James A. Ward. I believe, Mr. Blank, I am the man you want for the clerks.h.i.+p in your cost section. In order to save your time, may I have permission to make some inquiries of the chief clerk in that department, to learn just what qualifications are required and what the work is? Then when you talk with me, it will be unnecessary for you to explain details."

[Sidenote: Securing A Stand-in]

Taken unawares, the executive was not prepared to refuse the courteous request. Moreover, he was impressed with the distinctive att.i.tude of the young man. He instructed that the candidate be taken to the cost department. There my acquaintance made an excellent impression on the cost accountant and several clerks. Thus in advance of any other applicant he secured a "stand-in" with a number of persons who might influence the judgment of their chief in selecting a new man. When he had learned the nature of the work to be done, Ward did not make the mistake of thrusting himself again into the sanctum. Instead, he wrote a note to the executive on whom he had called first.

"Dear Mr. Blank:

I know now exactly what the job in the cost department is, and that I can fill it. But I should like to think over the best ways to give you complete satisfaction, before talking with you about it.

Please telephone to me at Main 4683 when it will be convenient for you to see me.

Respectfully,

James A. Ward."

The young man sent his note into the private office and left at once.

There now were nine applicants on the anxious seat in the reception room. Ward did not wish to be asked to wait his turn. He felt sure the executive would inquire of the costs manager about him, and he got away from the office quickly so that there would be an opportunity for his chosen prospective employer to receive the full effect of the good impression made in the cost department.

[Sidenote: Giving Opportunity A Chance to Catch Up]

My acquaintance was not at all worried lest some other candidate be chosen in his absence. The measures of salesmans.h.i.+p he had taken made it practically certain that the executive would not employ any one else before talking to him. Ward went to his room and waited for the telephone call he was sure would come. While he sat expecting it, he used the time to think out the best ways to approach the big man with whom he wanted to work.

The salesman candidate was summoned in about an hour. None of the applicants ahead of him had come prepared with any definite plans.

Therefore my acquaintance, who knew in advance just what the conditions were and who had decided exactly how he would present his particular capabilities, found it easy to secure the chance he desired. He is earning a salary of four thousand dollars a year now, and is on his way up to a five-or-six-figure job. He will get there, "as sure as shooting." A salesman like that cannot be kept down.

[Sidenote: Turning Failure Into Success]

I asked Ward one day what he would have done if the telephone call he expected had not come. He replied that he would have gone to see the executive next morning anyhow, and that he had planned carefully how he would approach him.

"I'd have sent in a note that I was ready to report some ideas I had worked out regarding his cost-keeping as a result of the thinking I had done since learning his system. He wouldn't have refused to see me, even if he had hired some one else meanwhile. Then I'd have told him the very things that got me the job. They would have a.s.sured me a chance in his office, whether he had a place for me right then or not," Ward a.s.serted positively. "If that plan of mine hadn't succeeded," he amended, "I'd have known he wasn't the kind of man I wanted to work for, after all.

But it turned out exactly as I knew it would," my friend ended with a grin.

Can you imagine a man of such sales ability failing to get a chance almost anywhere? Yet Ward did only what any one, with a little forethought, might have done in the circ.u.mstances. a.n.a.lyze the selling process he used, and you will perceive that there was nothing marvelous about it--it was all perfectly natural. Is there any good reason why _you_ cannot employ similar methods to gain the chance you want?

[Sidenote: Service Purpose is Essence of Salesmans.h.i.+p]

Let us dig into what Ward did, and find the "essence" of his salesmans.h.i.+p in the ways and means he employed to a.s.sure his two "entrances," to the presence and into the mind of the executive. _He was successful princ.i.p.ally because he made the impression that he had come with a purpose of rendering real service to the other man._ His plan of approach a.s.sured him the opportunity he wanted because it was designed to serve the head of the department in his need for particular capabilities. _Very rarely will any one refuse a needed service._ So, coming with a purpose of service, Ward made certain in advance that he would be welcomed to his opportunity. The essence of a successful plan of approach to the mind of any prospect is _a carefully thought-out idea of how to supply him with exactly what he lacks_.

Just as the service purpose well planned is the key to the door of a man's _mind_; so is it the "Open Sesame" to his _presence_. Plan how to bring to the attention of a prospect your real service motive in coming to him, and how at the same time you can indicate to him your capabilities; then you will be as sure as was my ingenious acquaintance that no office door will long remain closed to you. _You only need to use the processes of the master salesman to gain any chance you want._ You will succeed almost always in your immediate object; and if you are unsuccessful in your first or second sales attempt you will be absolutely certain to get some other good opportunity very soon.

[Sidenote: Make a "Vacancy" For Yourself]

It is not necessary to wait until the employer for whom you have chosen to work advertises a job. You should plan ways and means of gaining an entrance into his business organization, regardless of any "vacancy" he may have in mind. Plan exactly how you can serve him. Prospect for a need that he may not realize himself. Afterward work out a particular method of showing him clearly _what he lacks_, and that _you are the man_ to fill the vacancy you yourself have discovered and revealed to him.

An elderly man who was down on his luck and who, on account of his grey hair, had been unable to get various kinds of work he had sought, devised a novel plan of approach that gained him a coveted chance in a big department store. He came to the main office and reached the sales manager without difficulty by appearing to be just a customer of the store. Then he whisked from under his coat a pasteboard sign on which he had printed, PORTER WANTED--TO KEEP SIDEWALK CLEAN.

"I'm after that job, sir," he explained his presence.

The sales manager waved the old man away.

"You're in the wrong place," he said curtly. "Employment office is on the top floor."

"I made the sign myself," the applicant declared, standing his ground.

"The employment manager--you--no one in this store has realized, I think, how filthy your sidewalk is. If you will come down with me and look at it, I'm sure you will want to have it cleaned and will instruct that I be given the chance. It is hurting your sales, as it is now. Kept clean, as I would keep it, it would be a fine advertis.e.m.e.nt of the store's policies, and would help sales."

The old man's plan of entrance gained him his initial opportunity. He swept the sidewalk only two weeks. Then the sales manager made a place for him behind a counter, where he is serving customers with satisfaction to-day.

[Sidenote: Distinguis.h.i.+ng Characteristic Of Masterly Salesmans.h.i.+p]

You will recall that in a previous chapter the _ability to discriminate_ was stated as the _distinguis.h.i.+ng characteristic_ of masterly salesmans.h.i.+p. The ability to perceive differences, and skill in emphasizing them, will _a.s.sure_ success in selling either ideas or goods.

The discriminative-restrictive study of anything is certain to give one a much clearer and more definite understanding of it than could be secured by a study of its likeness to something else. If, when describing two people, you _compare_ their points of _resemblance_, you do not paint a clear picture of either. But if you _restrict_ your comments to the _differences_ in their features, you will portray a pretty definite mental image of each.

[Sidenote: "Different" Ways Win]

You have been given several examples of ways and means to gain an entrance into the presence and into the mind of an employer. You will note that each applicant _restricted_ his plans of approach to methods that were entirely _different_ from those ordinarily used in getting a job. The purpose of the salesman in every case was to bring out the difference between him and competing candidates for the situation. The selling processes described were successful because _discriminative-restrictive principles of skill were employed to bring to the attention and interest of the prospect the service capabilities of the one applicant, in distinction from all others_.

When you plan to gain the chance you most want, you can a.s.sure yourself of success if you will work out in your own mind how to do _something effective that is different_ from the methods commonly used in attempts to gain opportunities, and that will impress your _real service purpose_ in applying for your chance.

First think out clearly _what the other man needs_. Distinguish exactly in your thoughts between what is _lacking_ in his organization, and what he _already has_. Then when planning to gain an entrance to the presence and the mind of your prospect, restrict your thoughts to ways and means of indicating and suggesting that _you know precisely what service is wanted_. Prepare to show him that you don't have merely a vague, indefinite idea of a job _like_ other jobs. Plan to indicate that you are not just about the _same_ as ordinary men who apply for positions.

Be ready to make the first impression that you are _a particular man with individual ideas and distinctive capability_. If you can prove that, you will be certain to gain your chance through good salesmans.h.i.+p of the true idea of your qualifications.

[Sidenote: Plan Approach To Fit the Particular Man]

When planning his approach, the master salesman combines his earlier work of preparation and his prospecting. He re-organizes in his mind all the information he previously has gained for his own benefit. Now he reviews his knowledge _from the standpoint of the prospect_. He plans to use what he has learned in the ways that seem to him most likely to fit the mentality, impulses, feelings, conditions, and real needs of the man he wants to influence to accept his proposition.

Having thus planned to _fit his knowledge to an individual prospect_, the skillful salesman arranges constructively in his own mind _particular, definite points of contact_ with the mind of this one other man. He plans restrictively. That is, he works out only the approach ideas that are likely to fit the characteristics of the certain man on whom he intends to call. He also discards ways and means that are not _especially adapted_ to this prospect.

[Sidenote: Different Effects on Different People]