Certain Success Part 17

Of course the master salesman purposes to make the best possible impression always; but he recognizes that words, tones, and actions which would create a favorable impression on one prospect might make an opposite impression on another. For instance, a jolly manner and expression help in gaining an entrance to the friendly consideration of a good-natured man, but would be likely to affect a cynical dyspeptic disagreeably.

The intelligence and skill used by the master professional salesman of goods in planning ways and means to gain his sales chances, can be used in the same way just as effectively by _you_ when planning _your_ approach to the presence and mind of any one related to your opportunities for success. Before you apply for the job you want, or before you present your qualifications for promotion or an increased salary, _make in advance a discriminative selection of ideas that will be likely to prove most effective in accomplishing your purpose_ with your employer prospect. Then, when you interview him, _restrict_ your presentation of your case to these discriminatively selected strong points of your particular capability.

[Sidenote: Contrast Selfish and Service Purposes]

You should suggest contrasts between yourself and ordinary job seekers or employees. When you present your qualifications for a promotion or for a raise, you will be _sure_ of succeeding if you are able to get across to your employer's mind the true idea that your services in the future may be _different and deserving of more reward_ than the services for which you have previously been paid.

When an employee asks for more money because other men are being paid higher wages in the same office, or because he has prospects of better pay elsewhere, or even because of increased costs of living, he makes an _unfavorable_ impression on the man from whom he requests a raise. His purpose in presenting his claims is evidently selfish. He appears to be looking out only for Number One, and the employer naturally looks out for _his_ Number One when responding. By using methods that suggest a wholly selfish purpose, the applicant decreases his chances of gaining what he desires. Yet most employees ask for raises in just this way.

[Sidenote: The Quid Pro Quo]

Contrast the impression made when an employee approaches the boss with a carefully planned demonstration of his _capability for increased service_, as the basis of a proposal that he be promoted or given a higher salary. He comes into "the old man's" office with an att.i.tude that produces a _favorable_ impression. When he explains exactly what he is doing, or can do if permitted, that is deserving of more reward than he has been receiving, he presents the idea of a "quid pro quo" to his "prospect," just as the salesman of goods presents the idea of _value_ in fair exchange for _price_.

If the service now being rendered by the employee, or the new service he wishes permission to render, is really worth more money to the employer, the applicant for a raise is practically certain to get it, provided he has chosen a fair boss. And, of course, a good salesman of himself does not go to work in the first place until he has prospected the squareness and fair-mindedness of the employer.

[Sidenote: The Saleswoman Secretary]

A young woman was employed in a secretarial capacity shortly before the world war began. In the course of the next two years her salary was voluntarily doubled by her employer. But her necessary expenses increased in proportion; so she was able to save no more money (in purchasing power) than it would have been possible for her to put in the bank if there had been no increase either in her earnings or in the cost of living. That is, if the war had not happened, and she had continued at work for two years without any raise at all, she would have been practically as well off at the end of that time as she actually found herself with her doubled pay.

As the months of her employment pa.s.sed, she had made herself progressively much more valuable to her employer. She was rendering him now a very large amount of high-grade service. But in effect she was being paid no more money than when she was engaged. The young woman knew her employer intended to be fair with her. Undoubtedly he felt he had treated her well by voluntarily doubling her salary in two years. If she had gone to him and had asked for more pay in the manner of the ordinary applicant for a raise; if she had stated her request without skillfully showing the difference between actual conditions and his misconception of the facts; she likely would have made an unfavorable impression. But she was a good saleswoman of her ideas. She made a discriminative-restrictive plan of approach to gain her object, and used first-cla.s.s selling skill to get into her employer's mind a true conception of her worth to him.

[Sidenote: Opening the Boss's Eyes]

She compiled from her budget the exact amount of increased living costs.

The comparative figures of two years showed that her necessary expenses were approximately double what they had been before the war. Then she used the percentage ratio to demonstrate in neat typewriting that approximately all of her salary increases had gone to some one else, and had not remained in her hands. On another sheet she typed a summary of the most important business responsibilities she carried for her employer at present, but which she had not been qualified nor trusted to bear when she was first engaged. The secretary brought the two exhibits to the desk of the business man, laid them before him with brief explanations of what they represented, and concluded with a simple personal statement which she worded most carefully.

[Sidenote: The Approach That Commands Respect]

"Mr. Blank, I know you mean to be perfectly square with me. So I want you to realize what has been the actual purchasing power of the salary I have received, and what I have done with it. This percentage slip shows that my additional pay was all used for additional expenses. I have been unable to increase my savings. I really have been paid only for the same kind of services I was able to render when you employed me. Now I know how to do all these additional things." She pointed to the list typed on the second sheet of paper. "In effect, I haven't been paid anything for them, you see. I am sure you have not appreciated the difference between the increased service I have rendered, and the buying power of the raises you have meant to give me but which have all gone to some one else. Please study these lists. I believe you will feel that I am earning a larger salary and really am worth more to you than two years ago."

Her "different" approach gained the secretary not only an immediate increase of fifty per cent in her salary; but five hundred dollars back pay that her fair-minded employer was convinced she should have received.

Such an approach commands the respect of the prospect. It is the approach of an equal, not of an inferior. _So greatly does it reduce the chances of failure that the salesman is practically certain to succeed in his purpose._

[Sidenote: Initiative Is Yours]

Recognize that the _initiative_ in gaining your chance should be in your own hands. Do not wait for any opportunity to come to you. "Go to it."

Go prepared to control the situation you have planned to create, but be ready also to meet _unexpected possibilities_. The object of the master salesman in his preparation is not only to make the selling process _easy_, but also to meet any _difficulties_ he can foresee that may arise to block him. He is ready to take full advantage of favorable conditions he has planned to meet, and is equally ready for turn-downs.

If you use the discriminative-restrictive method to gain admission to the presence and into the mind of your prospect, it is altogether unlikely that you will be denied the chance you seek. Nevertheless _go loaded for refusals_. Be ready with the quick come-back to every turn-down you can imagine.

A clerk in a real estate office wanted an opportunity to prove that he was capable of selling. Times were very hard, and the firm had flatly announced that it would not promote anybody or grant any raises. But this clerk, who had made up his mind to secure a salesman's job, carefully prepared a plan of approach before he went to the president's office. His ostensible purpose was to get a raise; so he had worked out an ingenious reply to every objection he could imagine his employer might make to paying him more money. But he really wanted a different job, not just a larger salary.

[Sidenote: Come-backs To Turn Downs]

He tackled the "old man" at a selected time when he knew the president would not be busy. One after another, in quick succession, he came back at every reason given for turning him down on his application for additional pay. Finally the cornered employer stated frankly that the clerk was ent.i.tled to a raise, but as frankly said it could not be granted because of general business conditions. The applicant, having gained his immediate object by proving his worth, then switched to the second part of his plan of approach.

"I didn't expect more money for my clerical work, but haven't I proved to you by the way I handle turn-downs that I possess the qualifications of a salesman? It would be just as hard for a prospect to say 'No' to me as it has been for you. I don't want a raise. I want a chance at selling real estate. Give me a drawing account equal to my present salary, and I'll earn it in commissions. I'm going to make it hard for anybody to get away from me after I tackle him to buy a lot or a house."

Of course the clerk got his chance.

[Sidenote: Touch Tender Spots]

Another important detail of good salesmanship in planning to approach opportunities to succeed, is _touching the tender spots of the subordinates_ in the office of the big man you want to reach. Also plan to touch tender spots in _him_. You can do it with a courteous bow, or with the tone of respect. Employ the _personal appeal_--that is, make _contact_ between _your personality_ and the personality of the _other party_ you desire to influence. There is no better way than by manifesting your _real friendliness_. One who comes as a friend is able to feel and to appear _at ease_. The bearing of perfect ease makes the excellent impression of _true equality in manhood_, and helps very greatly in gaining for one a chance to succeed.

[Sidenote: Strength and Resourcefulness]

Sometimes self-respect will require you to use very forceful methods to secure the opportunity you desire. A snippy clerk may refuse you admittance to the private office. The big man himself may send out word that he will not receive you, or perhaps he will attempt to dismiss you brusquely after you are granted an audience. So be prepared to manifest your _strength_, as well as your _resourcefulness_, should such _force_ of personality be needed in any imaginable situation. If you have planned exactly how you will show your strength, you will make the impression when you manifest it actually that you are strong in fact, and not just a bluffer. Often you can prove your strength by looking another person fearlessly in the eye.

[Sidenote: Four Essentials of Good Approach]

It is evident from what has already been outlined that to make a successful approach one needs particular qualifications. There are four essentials: First, _mental alertness in perceiving_; Second, _good memory for retaining the impressions received_; Third, _constructive imagination_ in planning the approach; Fourth, _friendly courage_ in securing an audience and in making the actual approach to the mind of the other man.

All your senses must be _wide awake_ if you are to _perceive every point of difference_ that can be used effectively to sell your particular ideas in contrast with ordinary ideas.

It is necessary not only that you _see_ distinctions clearly, but that you be able to _remember them instantly_, when you need to use them in selling your ideas.

You cannot make any certainly successful plan to deal with a future possible chance unless you _cultivate your power of imagination by working out in advance every conceivable situation that may be antic.i.p.ated_.

And all your other capabilities in gaining your chance will be of no avail if your purpose meets resistance; unless you are equipped beforehand with friendly courage, the _kind of real bravery that is likable_.

[Sidenote: Genius]

It is highly important to your success that you be able to make the impression that you are a person of _genius_. Genius, a.n.a.lyzed, is no more than the exceptional application of natural ability to doing work.

Application demands complete attention. Attention leads to discrimination. Discrimination concentrates, of course, upon the recognition of differences. And differentiation depends princ.i.p.ally upon sense training in alertness. Unless a sense is very keen, it cannot make distinctions sharply. _So we get back to the primary necessity of developing all your senses and of keeping them wide awake to perceive and act upon chances for success_.

[Sidenote: Memory]

Your discriminative power of perception will be well-nigh valueless to you, however, if you are unable to recall whenever needed, all the points of difference possible to utilize in your salesmanship. Therefore you should _train your memory_. We will not enlarge just now upon this factor of the process of making success certain; because in previous chapters and also in the companion book, "The Selling Process," the right methods of developing a good memory are indicated.

[Sidenote: Constructive Imagination]

The value of _constructive imagination_, not only in planning your entrance to the physical presence and into the mind of the prospect, but all through your salesmanship, cannot be over emphasized. If you are to gain your chance with another man, _you must be able to see imaginary future situations, through his eyes_. In advance of your interview it is necessary that you imagine yourself in his place when a caller like yourself is received.

Some so-called "realists" condemn imagination. They say it is apt to make men visionary and unable to recognize and meet successfully the every-day problems of life. But the _big_ men of finance, industry, and politics have become pre-eminent because of the fertility and productiveness of their imaginations. What the "hard-headed" man condemns is not imagination, but _inability to use it constructively_.

He deprecates imagination not carried into _action_. Constructive imagination, however, has always been man's greatest aid in making progress.

[Sidenote: Four Ways to Re-construct Ideas]

In order to develop your constructive imagination most effectively you must follow certain laws with regard to the re-adjustment of parts, qualities, or attributes of things you know. You can re-construct an idea; (1) by merely _enlarging_ an old mental image; or (2) by _diminishing_ the size of the previous image; or (3) by _separating_ a composite image into its parts; or (4) by imaging _each part as a whole_.

Let us ill.u.s.trate how these laws of constructive imagination might be applied effectively in planning the approach to a prospective employer.

[Sidenote: Using Constructive Imagination]

He perhaps has an idea that the possibilities of the job you want are limited. You should plan to _enlarge_ the picture of your possible service and to show that you could do more things than he is likely to expect of you.

So you can _diminish_ his idea of the salary you want, by planning to show him that in proportion to the enlarged service you purpose to render, the pay you ask is not really big.