Part 17 (1/2)

Benton Love, chairman of Texas Commerce Banc- shares, believes that the bigger a corporation gets, the colder it becomes. ” One way to warm it up,” he said, ”is to remember people's names. The executive who tells me he can't remember names is at the same time telling me he can't remember a significant part of his business and is operating on quicksand.”

Karen Kirsech of Rancho Palos Verdes, California, a flight attendant for TWA, made it a practice to learn the names of as many pa.s.sengers in her cabin as possible and use the name when serving them. This resulted in many compliments on her service expressed both to her directly and to the airline. One pa.s.senger wrote: ”I haven't flown TWA for some time, but I'm going to start flying nothing but TWA from now on. You make me feel that your airline has become a very personalized airline and that is important to me.”

People are so proud of their names that they strive to perpetuate them at any cost. Even bl.u.s.tering, hard-boiled old P. T. Barnum, the greatest showman of his time, disappointed because he had no sons to carry on his name, offered his grandson, C. H. Seeley, $25,000 dollars if he would call himself ”Barnum” Seeley.

For many centuries, n.o.bles and magnates supported artists, musicians and authors so that their creative works would be dedicated to them.

Libraries and museums owe their richest collections to people who cannot bear to think that their names might perish from the memory of the race. The New York Public Library has its Astor and Lenox collections.

The Metropolitan Museum perpetuates the names of Benjamin Altman and J. P. Morgan. And nearly every church is beautified by stained-gla.s.s windows commemorating the names of their donors. Many of the buildings on the campus of most universities bear the names of donors who contributed large sums of money for this honor.

Most people don't remember names, for the simple reason that they don't take the time and energy necessary to concentrate and repeat and fix names indelibly in their minds. They make excuses for themselves; they are too busy.

But they were probably no busier than Franklin D.

Roosevelt, and he took time to remember and recall even the names of mechanics with whom he came into contact.

To ill.u.s.trate: The Chrysler organization built a special car for Mr. Roosevelt, who could not use a standard car because his legs were paralyzed. W. F. Chamberlain and a mechanic delivered it to the White House. I have in front of me a letter from Mr. Chamberlain relating his experiences. ”I taught President Roosevelt how to handle a car with a lot of unusual gadgets, but he taught me a lot about the fine art of handling people.

”When I called at the White House,” Mr. Chamberlain writes, ”the President was extremely pleasant and cheerful. He called me by name, made me feel very comfortable, and particularly impressed me with the fact that he was vitally interested in things I had to show him and tell him. The car was so designed that it could be operated entirely by hand. A crowd gathered around to look at the car; and he remarked: 'I think it is marvelous.

All you have to do is to touch a b.u.t.ton and it moves away and you can drive it without effort. I think it is grand - I don't know what makes it go. I'd love to have the time to tear it down and see how it works.'

”When Roosevelt's friends and a.s.sociates admired the machine, he said in their presence: 'Mr. Chamberlain, I certainly appreciate all the time and effort you have spent in developing this car. It is a mighty fine job.' He admired the radiator, the special rear-vision mirror and clock, the special spotlight, the kind of upholstery, the sitting position of the driver's seat, the special suitcases in the trunk with his monogram on each suitcase. In other words, he took notice of every detail to which he knew I had given considerable thought. He made a point of bringing these various pieces of equipment to the attention of Mrs. Roosevelt, Miss Perkins, the Secretary of Labor, and his secretary. He even brought the old White House porter into the picture by saying, 'George, you want to take particularly good care of the suitcases.'

”When the driving lesson was finished, the President turned to me and said: 'Well, Mr. Chamberlain, I have been keeping the Federal Reserve Board waiting thirty minutes. I guess I had better get back to work.'

”I took a mechanic with me to the White House. He was introduced to Roosevelt when he arrived. He didn't talk to the President, and Roosevelt heard his name only once. He was a shy chap, and he kept in the background.

But before leaving us, the President looked for the mechanic, shook his hand, called him by name, and thanked him for coming to Was.h.i.+ngton. And there was nothing perfunctory about his thanks. He meant what he said. I could feel that.

”A few days after returning to New York, I got an autographed photograph of President Roosevelt and a little note of thanks again expressing his appreciation for my a.s.sistance. How he found time to do it is a mystery to me .”

Franklin D. Roosevelt knew that one of the simplest, most obvious and most important ways of gaining good will was by remembering names and making people feel important - yet how many of us do it?

Half the time we are introduced to a stranger, we chat a few minutes and can't even remember his or her name by the time we say goodbye.

One of the first lessons a politician learns is this: ”To recall a voter's name is statesmans.h.i.+p. To forget it is oblivion.”