The Book of Business Etiquette by Nella Braddy Henney (best pdf ebook reader .txt) 📕

and ask him to be seated before resuming one's own place. But promiscuous handshaking is an American habit which Europeans as a rule frown upon and in which a number of Americans do not indulge, for they like the grasp of their hand to mean something more than a careless greeting and reserve it for their friends. In any case, the caller should not be the first to extend his hand.

If a man is accustomed to see a great number of people he will find it too much of a strain on his vitality to shake hands with them all. Roosevelt used to surprise strangers with the laxness of his grasp, but the Colonel had learned to conserve his strength in small things so that he might give it to great ones. The President of the United States has more than once in the course of the history of our country come to the end of the day with his hands bleeding from the number of times people have pressed it during the day. Now the President ought to be willing to give his life for his country, but he ought not to be required to give it in this way. It probably meant a great deal to each one of the people in the throng to be able to say, “I once shook hands with the President,” but how much more it would have meant if each one of them could have said, “One day I helped my President,” even if the help was so small an act of thoughtfulness as forbearing to shake his hand.

But to get back to salesmen: Some of them have a way, especially the over-zealous ones, of getting as close to the prospect as is physically possible. They place their papers or their brief cases on the desk before which the prospect is sitting, hitch their chairs up as close as they can, and talk with their breath in his face. No one likes this and it is only a rude and thoughtless salesman who is guilty of it. One man who had been vexed by it over and over again had the visitor's chair nailed to the floor in his office some little distance from his own. And he never had a caller who didn't try to move it nearer to him!

For years it has been the habit for business men to receive their callers at their desks, but lately there has been a turning away from this. The desk is usually littered with papers and letters which the caller can hardly help reading, and there are constant interruptions from the telephone and the other members of the office. For these reasons a number of business men are going out to see their callers instead of bringing them in to see them, a practice which is much more cordial than the other if one can afford the time for it. One big business house abolished its large reception room and built in a number of smaller ones instead. In this way each visitor has privacy and there is a feeling of hospitality and coziness about the little room which the bigger one failed to give. Each room was fitted up with comfortable chairs, books, and magazines so that if the caller had to wait he would have the means of entertaining himself.

Once a man agrees to see a salesman or other visitor he should give, in so far as it is possible, his full attention to him. It is better to refuse an audience altogether than to give it grudgingly. A prominent man cannot possibly see all of the people, salesmen and whatnot, who want to talk with him or he would have no time left to keep himself prominent. A busy man has to protect himself against the cranks and idlers who try to gain access to him, and most men have to have devices by which they can rid themselves of objectionable or tiresome callers. One man who has a constant stream of visitors has only one chair in his office, and he sits in it. Another never allows a visitor to enter his office, but goes to the outer reception room and stands while he talks. One man stands up as a signal that the interview is at an end. Another begins to fumble with the papers on his desk, and the salesman does not live who is not familiar with the man who must hurry out to lunch or who has only five minutes to catch a train. One man has his secretary or his office boy interrupt him after a visitor has been in as much as ten minutes, to tell him that Mr. So-and-So is waiting outside. Another rises to his feet and walks slowly toward the door, the salesman following, until he has maneuvered him out. If the salesman is a man of sense none of these devices will be necessary. He knows that a courteous and prompt departure helps his cause much more than an annoying persistence, and the man who stays after his prospect's mind has lost every interest except to get him out of the way is lacking in one of the fundamentals of social good manners as well as business good manners. Rarely, perhaps never, does he succeed. For the successful salesman is the one who can put himself into his prospect's place and let him know that he has made a study of his needs and is there to help him.

Carefully prepared approaches and memorized speeches are worth much to the beginner, but an agility in adapting himself is much more important. Ludendorff failed to get to Paris because his original plan was upset and he could not think quickly enough to rally the German army and attack from a different angle. Most salesmen have to talk to men who are continually interrupted to attend to something else. And most business men know what they want, or think they do, and when they ask a direct question they want a direct answer. Many a young salesman has ruined himself so far as his career was concerned because he went out with instructions to keep the interview in his hands and every time the man he was “selling” asked a question he passed airily over it and kept stubbornly on the road he had mapped out for himself. The salesman cannot think in theoretical terms; he must think concretely and from the point of view of the man he is trying to convince. As one very excellent salesman has put it, he must get the prospect's own story and tell it to him in different words, and if he can actually show him a way to decrease expenses or to increase output he will win not only his attention, but his heart as well.

The salesman must be absorbed in his commodity, but not to the exclusion of the man he is trying to “sell.” A beginner of this type went into a man's office some time ago and rattled off a speech he had memorized about some charts. The man listened until he came to the end—the boy was talking so rapidly and excitedly that it would have been hard to interrupt him except by shouting at him—and then quietly told him that he had not been able to understand a word of what he had said. “You have not been talking to me,” he explained. “You have been talking at me.”

Another salesman of the same general kind went into the office of a busy lawyer one morning recently in a building which happened to be owned by the lawyer.

“I am going to give you some books,” he announced.

The lawyer asked him what they were, but the salesman refused to be diverted before he had led up to the dramatic moment in his carefully planned speech at which he thought it best to mention the name of the books. He went through the whole of his canvass and then thrust a paper under the lawyer's face with “Sign here” above the dotted line.

“I thought you were going to give them to me,” the lawyer said.

The salesman began to explain that of course he could not give him the books outright and so on and on and on—everybody has heard this part of his speech. The lawyer laughed and the salesman lost his temper. Very angry, he started out of the room. Near the door which opened into the hall was another door which opened into a closet that contained a shelf which was a little more than five feet high. The salesman opened this door by mistake and struck his head smartly against the shelf. This made him angrier than ever. He jerked the other door open and slammed it behind him with a crash that nearly broke the glass out. This was more than the lawyer could stand. He sprang up and started in pursuit of the salesman, who by this time was on his way into another office in the same building. The lawyer asked him where he was going. The salesman told him.

“Not in my building,” the lawyer said. “I can't have the men who have offices here disturbed by people who act like this. Now go on,” he added kindly but firmly, “and let's forget that you ever came here.”

And the salesman went.

Salesmanship is service, and the man who persuades another to buy something he knows he does not want, does not need, and cannot use, is a scoundrel. “Good salesmanship,” and this is the only sort that any self-respecting man will engage in, “is selling goods that won't come back to customers that will.” It is cumulative in its effect, and the man who sells another something that really fills a want wins his eternal gratitude and friendship. He tells his friends about it, they come to the same salesman and the product begins almost to sell itself. But it takes patience and courtesy to bring it up to this point.

Some salesmen kill a territory on their first trip. Bad manners can do it very easily. Sometimes they make themselves so objectionable that the customer will buy to get rid of them, especially if the purchase does not involve more than a dollar or two. Sometimes they carry the customer along so smoothly with plausible arguments that they persuade him to buy something that he knows he does not want. It is all right so long as the salesman is present, but discontent follows in his trail. Sometimes—stocks and bonds salesmen are guilty here—they wheedle the customer into buying more than he can afford, beginning on the premise that since their stocks are good (and the men who sell fraudulent ones use the same methods) a man should if he has a hundred dollars buy a hundred dollars' worth, if he has a million he should buy a million dollars' worth, if he has a home he must mortgage it, if he has an automobile he must sell it. No good salesman works like this. People are very gullible and it takes little argument to persuade them to invest nearly all they have in something that will make them rich in a hurry, but the fact that they are foolish is not quite sufficient justification for fooling them. Even if the stocks and bonds are all the salesman believes and represents them to be, no man has a right to risk his home or his happiness for them. A worth while salesman leaves his customer satisfied and comes back a year later and finds him still satisfied. And this sort of customer is the best advertisement and the best friend any business can have.

Bad salesmen create violent prejudices against the firms