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to kindergarten. I don’t want to be late.’ The enthusiasm of our entire family had aroused in Tim an eager want that no amount of discussion or threat could have possibly accomplished.”

      Tomorrow you may want to persuade somebody to do something. Before you speak, pause and ask yourself: “How can I make this person want to do it?”

      That question will stop us from rushing into a situation heedlessly, with futile chatter about our desires.

      At one time I rented the grand ballroom of a certain New York hotel for twenty nights in each season in order to hold a series of lectures.

      At the beginning of one season, I was suddenly informed that I should have to pay almost three times as much rent as formerly. This news reached me after the tickets had been printed and distributed and all announcements had been made.

      Naturally, I didn’t want to pay the increase, but what was the use of talking to the hotel about what I wanted? They were interested only in what they wanted. So a couple of days later I went to see the manager.

      “I was a bit shocked when I got your letter,” I said, “but I don’t blame you at all. If I had been in your position, I should probably have written a similar letter myself. Your duty as the manager of the hotel is to make all the profit possible. If you don’t do that, you, will be fired and you ought to be fired. Now, let’s take a piece of paper and write down the advantages and the disadvantages that will accrue to you, if you insist on this increase in rent.”

      Then I took a letterhead and ran a line through the center and headed one column “Advantages” and the other column “Disadvantages.”

      I wrote down under the head “Advantages” these words: “Ballroom free.” Then I went on to say: “You will have the advantage of having the ballroom free to rent for dances and conventions. That is a big advantage, for affairs like that will pay you much more than you can get for a series of lectures. If I tie your ballroom up for twenty nights during the course of the season, it is sure to mean a loss of some very profitable business to you.

      “Now, let’s consider the disadvantages. First, instead of increasing your income from me, you are going to decrease it. In fact, you are going to wipe it out because I cannot pay the rent you are asking. I shall be forced to hold these lectures at some other place.

      “There’s another disadvantage to you also. These lectures attract crowds of educated and cultured people to your hotel. That is good advertising for you, isn’t it? In fact, if you spent five thousand dollars advertising in the newspapers, you couldn’t bring as many people to look at your hotel as I can bring by these lectures. That is worth a lot to a hotel, isn’t it?”

      As I talked, I wrote these two “disadvantages” under the proper heading, and handed the sheet of paper to the manager, saying: “I wish you would carefully consider both the advantages and disadvantages that are going to accrue to you and then give me your final decision.”

      I received a letter the next day, informing me that my rent would be increased only 50 percent instead of 300 percent.

      Mind you[20], I got this reduction without saying a word about what I wanted. I talked all the time about what the other person wanted and how he could get it.

      Suppose I had done the human, natural thing; suppose I had stormed into his office and said, “What do you mean by raising my rent three hundred percent when you know the tickets have been printed and the announcements made? Three hundred percent! Ridiculous! Absurd! I won’t pay it!”

      What would have happened then? An argument would have begun to steam and boil and sputter – and you know how arguments end. Even if I had convinced him that he was wrong, his pride would have made it difficult for him to back down and give in.

      Here is one of the best bits of advice ever given about the fine art of human relationships. “If there is any one secret of success,” said Henry Ford, “it lies in the ability to get the other person’s point of view and see things from that person’s angle as well as from your own.”

      That is so good, I want to repeat it: “If there is any one secret of success, it lies in the ability to get the other person’s point of view and see things from that person’s angle as well as from your own.”

      That is so simple, so obvious, that anyone ought to see the truth of it at a glance[21]; yet 90 percent of the people on this earth ignore it 90 percent of the time.

      An example? Look at the letters that come across your desk tomorrow morning, and you will find that most of them violate this important canon of common sense. Take this one, a letter written by the head of the radio department of an advertising agency with offices scattered across the continent. This letter was sent to the managers of local radio stations throughout the country. (I have set down, in brackets, my reactions to each paragraph.)

      Mr. John Blank,

      Blankville,

      Indiana

      Dear Mr. Blank:

      The – company desires to retain its position in advertising agency leadership in the radio field.

      [Who cares what your company desires? I am worried about my own problems. The bank is foreclosing the mortgage on my house, the bugs are destroying the hollyhocks, the stock market tumbled yesterday. I missed the eight-fifteen this morning, I wasn’t invited to the Jones’s dance last night, the doctor tells me I have high blood pressure and neuritis and dandruff. And then what happens? I come down to the office this morning worried, open my mail and here is some little whippersnapper off in New York yapping about what his company wants. Bah! If he only realized what sort of impression his letter makes, he would get out of the advertising business and start manufacturing sheep dip.]

      This agency’s national advertising accounts were the bulwark of the network. Our subsequent clearances of station time have kept us at the top of agencies year after year.

      [You are big and rich and right at the top, are you? So what? I don’t give two whoops in Hades if you are as big as General Motors and General Electric and the General Staff of the U. S. Army all combined. If you had as much sense as a half-witted hummingbird, you would realize that I am interested in how big I am – not how big you are. All this talk about your enormous success makes me feel small and unimportant.]

      We desire to service our accounts with the last word on radio station information.

      [You desire! You desire. You unmitigated ass. I’m not interested in what you desire or what the President of the United States desires. Let me tell you once and for all[22] that I am interested in what I desire – and you haven’t said a word about that yet in this absurd letter of yours.]

      Will you, therefore, put the- company on your preferred list[23] for weekly station information – every single detail that will be useful to an agency in intelligently booking time.

      [“Preferred list.” You have your nerve![24] You make me feel insignificant by your big talk about your company – and then you ask me to put you on a “preferred” list, and you don’t even say “please” when you ask it.]

      A prompt acknowledgment of this letter, giving us your latest “doings,” will be mutually helpful.

      [You fool! You mail me a cheap form letter – a letter scattered far and wide like the autumn leaves – and you have the gall to ask me, when I am worried about the mortgage and the hollyhocks and my blood pressure, to sit down and dictate a personal note acknowledging your form letter – and you ask me to do it “promptly.” What do you mean, “promptly”? Don’t you know I am just as busy as you are – or, at least, I like to think I am. And while we are on the subject, who gave you the lordly right to order me around?… You say it will be “mutually helpful.” At last, at last, you have begun to see my viewpoint. But you are vague about how

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