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204 *AOT FnR B AZOPBi "' Introdttction: One of Amerioa's.greatest saless managers has compared a salesman to. -the battery in your oar, always dischargi!ng -- discharging energy, information, enthusiasm6 Bence,, like the battery, he needs a rega- lar 'recharge, if he is to operate full strength. Our next speaker will deal with some of the many ways you can recharge your men. . . . . . . s a • Down in ltiami where they piay the jai-alai (pro- nounced: "high-ligh*) games, the announcer hasia very short and important co®ment that he makes before each game. As you kknow,, 3ai-alai is a Cuban game 3ust about three times harder to play handball. It is played on a huge court, with the ball playable from all four walls and the ceiling. The announcer says, qdy players are Cuban, and! they speak no English. But there's one language that they all un- derstand: the language! of' applause. So, if' you really want to see afast game, give themia little encouragement." Yes, ap- plause is the universal language, and today we want to oonsider, the many and varied ways you can use it as a stimulant.. ?irst, let's understand that everything,you do can be a stimulation -- or a depressant. Training, for example, which, in a sense, is a strict- ly practical part of your role, when done right oan be a stimu- lating experience for the man. Hr. 202said, *Don't just tell men what to do wh training them; tell them

204 2 wh-v." The man who knows why he does things approaches his job with alheightened'interest,, with assured determination. He enjoys his work more:because he,understands the reason for it. ][r. 209 is going to:talk to you about Supervising. Here, too, is a great opportunity for stimulation -- or, conversely, " instimulation. "' Because supervision in- volves criticism and'corre.ct,ion -- two very important, -- yet, potentially dangerous aspects of your work. As George, Henn once. said, "'Thousands have oeased to try to do their best because they have been told only of their worst." In his excellent book on winning friends and influieno- ing,people, Dale Carnegie: gives us some helpful rules for, you might say, "disagreeing without being disagreeable!."' On the art of correction he says:. (I)i Begin with praise and honest appreciation- Every man does something well. Let him know you realize it. Say, something good before you say something bad. (2)Tal'kabout yourownim3sta]ces. Thatllets a man realize his own mistake is only human. Tell him how you used to do the same thing. (3) Let the man "save face." Don't ever correct any- one in front of a third party. (4') Be encouraging. Yake the situation seem easy to oaR'2'eot. The Carnegiek book is well worth reading. It's only

2bX. If'you have read it -- re-read itl' The Merit Awards present a wonderful potential as a stimulant. After our first year of'ezperienoe, we find thatt the Merit A'ward plan has aeoomplished just what we eapeoted of' it, due, in great part, to~the wise manner in which you have administered it in the field. Please oontinue along the same li!nes: telling the new man about it, romancing it just as soon as you bring a man in, reminding himlof it from!time to time, and publioizing your Yerit Awarde as you give them. M CAU is another valuable stimulant. Besides be- ( , ing a practical training device, TERCALLis a great morale builder in the field. Birst, it gives the salesman a feeling of' •belonging"'. He beoomes proud of his association wi!th a, group, which - from cover to cover - has done slolmany good thinge; he becomes proud of his company, which is so active on so many fronts. THR CALL represents prestige and growth. It radiates suooess. But most important, THH!CAISy'igtves the men the thrill of recognition when they do something worthwhile. 489 names of' salesmen, ran in the CAI.L,last year. -g3jof all men have been mentioned at least once; 347 men have had their pictures in the magazine. That's good; we want to keep it up.j N 01 N O N Cli C1R

204 4, Incidentally, I think we all owe a vote-of'apprecia- tion,to John Benson, who gnid'es this important magazine. 7inally, aad most important, stimulating th&salesman starts with your own personsl relations with the man who works for you - and the kind of an example you set for him. If he admires you - and likes you - he will work harder, if only for your approval. That's why we hand piak the men we promote in to your job, because a salesman will follow the example of his seniors. That's why vour personal conduct is so impartant.. To yon falls the immense satisfiLotion of'teaching some young fellow to~grow up the right way in business. On your shoulders is the responsibility if heigoes wrong. Guiding and stimulating -- guiding and stimulatings that's your ad ilv opportunity. As the philosopher has said, "Who ka~ows how far this little candle may throw its beam." Yes,,, there is no limit to the amount of good that you can do for your men,, for your company aad for yourself' to help men grow as they serve with you. That, too, can be one of'the most satisfying rewards in your career with Philip Morris.