the chief element in continuing long-term periods of service of skilled men has been personality, recognition of individualism when it is deserving, because it encourages the

man.

Another result of the absorption of this feeling by employees is the many suggestions that come from their brains. They give their best thought to their work. They plan to aid their employer; to extend the scope and power of the business to which they refer as "we." These suggestions, which often yield new mechanical improvements or new clerical methods that save time and expense, should be received with encouraging proof of their acceptability. That, too, will serve still further to stimulate the brain of the worker and inspire his loyalty and effort.

Granted that personality is of much value to the manufacturer in handling the men in his plant, how shall this be made a part of his policy? It must begin at the top. This quality should be one of the prime possessions of the factory superintendent or whatever title that official may bear who has direct charge of the men, wherever he may be employed. Here this personal power, accompanied by thorough practical knowledge of the work in hand, is a first requisite; for, where thousands of men are employed, all of varying temperament, friction is bound to come now and then. But the superintendent, or the foreman of the department, who treats every man on the personal plane, soon abates any of the little differences that arise; and he exercises this personal power in treating every worker fairly. He keeps every promise made to an employee. Only in this way is individualism nourished and the man in the ranks made to feel that his personality his personal force and work - is a factor in the roar and rush of the factory.

To this same end any practice of tactless or violent

assertion of authority - the "calling down" of an inferior by a superior in the presence of the former's working associates should be abjured, unless a fault or offense really merits the severest censure. That practice of showing authority merely for authority's sake always hurts rather than helps. It sears the sensitive workman. It acts, too, as a muscle-binder and, with the brake of resentment set, that man's quality and quantity of work depreciates. It is a sure cause of the "don't-care" feeling; and nothing is more injurious to a working force than the spread of that disposition. That practice is attended, as a rule, by the crushing out of individualism the doing away with the personal power of the individual.

I have in mind one man who worked his way upward from the ranks to a superintendency. At one time in his advance he was appointed an inspector. His duties required him to inspect the product of men with whom he had worked side by side at the bench. He had even been "best man" at the marriages of three or four.

These latter felt that, because of this close friendship, he should be lenient in inspection where they were concerned and allow any of their work which was below standard to pass as up to the chalk line. He refused, however. His factory prided itself on the constant quality of its product. He was loyal to that rule of quality. He inspected their work just as rigidly as that of the newcomer who had taken his bench but the week before.

And

He lost their friendship, but he kept his course. the time came when they voluntarily assured him that they were convinced he was in the right. Now, that man's personal power carried him through that experience without creating a storm of trouble. He found himself implanted more strongly than ever in the regard of the men under him. His fairness, his square-deal methods, had

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won out. He dealt with all the men on the same personal plane. He upheld individualism. He aided in manufacturing personality. And a better handler of men I

never saw.

If personality is a power in dealing with men in the factory, the shop, or the store, it is a superlative power in dealing with the customer at the selling end of the business. The business man, to succeed, must keep in personal touch with his customers. Letters which have the personal quality stamped in their typewritten lines do much. Frequent circulars that are drafted along personal lines and have the personal element carried in the ink form another bond that ties; but best of all is the personal contact between the seller and the consumer.

Many a business man could not execute a more effective stroke of business-getting than by packing his grip, making a tour of the houses of his customers, and announcing at each place he called that "I have come just to shake hands." I have seen ample proof of that. Its value has been demonstrated many times. Our sales manager some time ago made such a trip through a section of the country. Its results were immediate. It toned up business all along the line. It acted as a powerful supplementary influence to the efforts of the salesmen in the field. In one city this official called at the offices of a very prominent and very busy man. The corporation over which this man presides as the executive head had not been one of our constant customers. To the visitor's card the busy executive sent back word that he was so deluged with business affairs that he could not receive a call. The visitor merely said to the clerk:

"Very well. Kindly tell Mr. So-and-so that I do not want to bother him by soliciting orders; I merely came in to shake hands. I shall call again at ten o'clock to-mor

row morning. If he is not too busy then I should much desire the pleasure of meeting him."

The next morning our sales manager was promptly received. He was met by this corporation head with: "I am very glad to meet you. You displayed such a kindly and gentlemanly disposition yesterday when I was burdened with a mass of affairs that I have looked forward to endeavoring to make full amends to-day for my inability to see you yesterday."

That visit meant very, very much to us. To what must this result be attributed? To personality; nothing else. It shows what personal power will do.

That business house or manufacturing establishment which makes a constant practice of extending a personal welcome to the customers who come to its doors has learned one lesson in the success-book. Proper personality, even in the busiest retail house, radiates that atmosphere of welcome. In the great retail commercial house there may be no actual hand-shaking, but the customers feel that air of welcome almost unconsciously; for business houses, when rightly directed, have personalities as well as individuals. With manufacturing establishments there is opportunity to extend personal welcome to visiting customers. Let them know that they are at home. We are anxious that our customers who visit us should have full opportunity to observe every detail of the business; and that means that they are welcome to start at the pattern-making branch and visit every other department up to the general offices. We have no mysteries about our bookkeeping. We are glad to know that our customers are so interested in us that it is possible to establish such close personal relationship.

In putting the test of the power of personality to individual proof there is one case particularly that occurs to

me. Twenty-three years ago there was a young man at Detroit's telephone exchange. He handled the line that ran to my desk. He showed his ability to adapt himself to circumstances. He had that personal quality which fits itself to environment. And no telephone service was better than that segment of service which came under his control. Within a short time he was given a place with us — a very small place, that of a messenger. But he insisted that he was quite willing to take the opening that afforded.

That man now is one of the leading department heads; and his sole capital at the outset was personality. But that capital, to him, was better than money without personality. Men like that are always wanted. There is always a place for them. Just such men are needed for other departments, but they are hard to find. This man has continued a firm believer in the power of personal force in business. He has sought to develop that personal factor in the men under him. He has sought to train young men and develop their individual abilities so as to fit them for positions higher up which may be available for them if they prove worthy.

So I believe a young man of character and personal power can be developed into almost anything desired. Ability differs in each man, of course. But the business man can profit by training young men and placing them in those positions for which their abilities best fit them. Many a great business-builder in this way has been enabled to lay the foundations heavy enough and build his organization broad enough to meet promptly and most effectively every demand which ensuing years of leaping growth laid upon that industry. Many of the largest business houses of the country have attained their present magnitude because their organization structures were built