oyees. 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 attitude
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