ave to call me on the carpet for
information about my work after you hire me. Pay me two hundred dollars
a month, and I won't be back in this office to get a raise until you
send for me."

I know a young man who secured a good job from an "old crab" in just
that way, within three minutes after they first met.

Two men sought the position of office manager of an automobile company.
The owners of the business were thorough mechanics who had designed
their own car, but who were comparatively unfamiliar with office
operations. They were not at home outside their factory.

[Sidenote: Mistake of Speaking Different Language]

The first candidate for the vacant position brought the finest
recommendations of his qualifications for office management. The other
applicant had had much less experience, and was not nearly so well
qualified. But the first man was a poor salesman of his capabilities. He
failed to recognize, when he explained his ideas to the partners, that
he was talking to a pair of mechanics. They did not understand the
language he used. His presentation of his qualifications as an office
manager would have impressed an employer accustomed to sitting at a
desk. But the partners were intuitively prejudiced against the capable
candidate who was so very _unlike themselves_ in all respects.

[Sidenote: Speaking the Same Language]

The other applicant was shrewd. He used salesmanship in presenting his
lesser qualifications for the position. He talked in terms borrowed from
the language of shop practice. He compared the plans he suggested for
the office supplies stock room, with the "tool crib" in the factory. He
explained his idea of office organization by using as a model a chart of
the plant departments. He compared office expenses with factory
overhead.

The owners of the business understood very little about the subjects he
discussed, but he used words and expressions that were familiar to them.
So his ideas, as he presented them, impressed the partners as _like
their own way of looking at things_. The better salesman, who knew how
to interest his prospects, got the five-figure job; though he was a less
capable office executive than the disappointed applicant.

[Sidenote: Fitting Ideas To Prospect's Mind]

Do not try to sell another man particular ideas because _you_ like them.
You are not the buyer. Sell him ideas that _he_ likes. Fit the ideas you
bring him to the characteristics of his mind.

If you jud