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By Ernest W. Fair Success on the job, at selling, or in getting along with the people both within the plant and those who are customers on the route depends in great measure on being well liked. It's easier for undesirable characteristics to creep into our make-up than for desirable ones to become a part of us. And when, because at the time we are not even aware of their existence, these things that people do not like become a part of us. Our job becomes more difficult, our fellow routemen begin to shun us and in selling we soon find ourselves handicapped. What are these things? How can we recognize them and how can we combat them? The answers are easy for much study and research work has been expended on the problem. We have consolidated the information gleaned from a number of such studies and here's a resulting simple check list that can be used by any reader of these pages. Do I stay out of arguments?—Arguments are always easy to get into and hard to 'get off without damage. Even though we know the other fellow is wrong it's generally wiser to let him remain so . . . we seldom receive anything but ill-will through proving to people how wrong they are. It's always difficult to fight back such an impulse to correct but it generally pays to do so. He who gets into the fewest arguments is generally always the best liked person in the business. Do I avoid interruptions?—Whether it's a customer or a fellow routeman who has the floor it never pays to interrupt them; even though we may be bored to tears by what they are saying. The good listener generally gets along because most of us like to talk and have the other fellow listen. Sometimes, to put over our point, we have to seize "the floor" from the talker but it's far better to do so when that individual pauses for breath than to interrupt the flow of words while they are stemming forth in full avalanche. Do I show interest in others?— Whether it be customer or fellow worker that other fellow is vitally interested in himself and he has no interest in the other human being who ignores that self . . . the things, we think, what We do, our ideas and plans are all of vital interest to all of us. We expect other people to have as much interest in them as we possess. Its all wrong, we know but we unreasonably expect it of everyone. The most successful man or woman in business is always the one who has developed the ability to make everyone else think he is vitally interested in them. Doing so builds friendships ignoring this is another reason why people do not like us. Do I seek to help the other fellow? The 'best understanding between human beings and the greatest, friendships are built upon the desire of one of us to help the other whether it be in solving a problem of personal interest, of the work at hand or in choosing something they are about to purchase. The most successful salesmen never sell . . they help their customers to buy. The best liked person is always the one who is willing to help his fellow workers whenever he can not the one who shuns every such opportunity. There is, of course, a fine line not wise to cross over when a willingness to help is abused by those who take advantage of such a trait in others. Do I avoid high-pressure?—There was a clay when no one could be a success in the business world without learning the art of high-pressure application to one and all whom came in contact. That like the absence of income-tax, is gone and almost forgotten. Today the person who high pressures in selling, in getting others to do his work, in putting over "deals" and in everything where he comes in contact with his fellow human beings is the person least liked of all. Is my appearance offensive ?—The best people I know are generally the ugliest from point of facial appearance and they are generally always the best liked people within the groups where they live and work. But there are other things about appearance that readily leads people to dislike us . . . sloppiness in dress, inattention to personal appearance, the lack of neatness, disregard of the feelings of others through practice of offensive habits, etc. . . . all reasons why we can easily become disliked. Many such small things are apparently "overlooked" by others but subconsciously those with whom we come in contact resent them and though fellow routeman or customer could seldom tell just why they have a dislike for someone such a reason is generally at the base of the feeling. Does my voice create resentment against me?—All of us can control the vocal chords with which we speak; two few of our fellow human beings do so. No one likes the "loud voice" who seeks to outshout everyone else,no one likes the individual who exercises no restraint or control over what he has to say . . no one likes the individual who had better have been listening instead of talking. The gift of speech is a wonderful thing and because it is a gift is seldom valued high enough. Do I respect confidence?—No fellow routeman likes the one who violates a confidence by passing along the details to others . . . the confidence of fellow routeman or of a customer is a precious thing given to us alone and when we violate that confidence we may he sure that we have done something people do not like. Do I mis-lead or lie?—"Everything is fair in love, war and business," we have heard a business wag expound and were we to never see our fellow routeman again or never have cause to meet that customer again, perhaps a mis-leading representation might not be as harmful as it generally turns out to be for the firm. It's bad practice in even the minutest quantity; when made a matter of every-day business it's a sure way to not only becoming the most disliked individual in a business but the one due to be fired next pay day. Every big business in the land has heen built upon faith and confidence of its workers and of its customers in the business and in each other. Though sometimes it ready advantage can be gained through misrepresentation and. little harm done by the act the overall result is one more mark against our record and that of the firm ... one more good reason why people don't like us. Do I run down the firm in my talk and actions?—Some individuals think outsiders like to hear us tell of how badly treated we are by the firm for which · we work. Most outsiders, whether friends or customers, will join with us in such denunciations hoping to hear some scandal. The way to settle a grievance or fancied injustice is to take it to the person under whom we work; not the customers or friends of the plant. No one really likes the individual who constantly runs down his firm and its services . . even though they derive amusement from hearing that individual expose . his lack of good taste and sound sense. There are, of course, many other points which could be included in our summary but these are the most often mentioned ... those most often found to be the cause of dissatisfaction on one's job, with our fellow human beings and in people who come in contact with the customers of the company... those which hinder them from doing a good job of building business for the firm and for themselves these are the main reasons why people have a dislike for and make it difficult to get along with us as individuals. They are hard for any one to recognize in ones self but by searching examination they can be found and eradicated . . . and when the later step has been taken we are on the road to bigger succcess at our job, more enjoyment of our work, and advancement through the firm for which we work because its customers like us. |