Part 32 (1/2)
One of the largest automobile manufacturers in the United States was negotiating for a year's requirements of upholstery fabrics. Three important manufacturers had worked up fabrics in sample bodies. These had all been inspected by the executives of the motor company, and notice had been sent to each manufacturer saying that, on a certain day, a representative from each supplier would be given an opportunity to make a final plea for the contract.
G.B.R., a representative of one manufacturer, arrived in town with a severe attack of laryngitis. ”When it came my turn to meet the executives in conference,” Mr.
R---- said as he related the story before one of my cla.s.ses, ”I had lost my voice. I could hardly whisper. I was ushered into a room and found myself face to face with the textile engineer, the purchasing agent, the director of sales and the president of the company. I stood up and made a valiant effort to speak, but I couldn't do anything more than squeak.
”They were all seated around a table, so I wrote on a pad of paper: 'Gentlemen, I have lost my voice. I am speechless.'
” 'I'll do the talking for you,' the president said. He did. He exhibited my samples and praised their good points. A lively discussion arose about the merits of my goods. And the president, since he was talking for me, took the position I would have had during the discussion My sole partic.i.p.ation consisted of smiles, nods and a few gestures.
”As a result of this unique conference, I was awarded the contract, which called for over half a million yards of upholstery fabrics at an aggregate value of $1,600,000 - the biggest order I had ever received.
”I know I would have lost the contract if I hadn't lost my voice, because I had the wrong idea about the whole proposition. I discovered, quite by accident, how richly it sometimes pays to let the other person do the talking.'
Letting the other person do the talking helps in family situations as well as in business. Barbara Wilson's relations.h.i.+p with her daughter, Laurie, was deteriorating rapidly. Laurie, who had been a quiet, complacent child, had grown into an uncooperative, sometimes belligerent teenager. Mrs. Wilson lectured her, threatened her and punished her, but all to no avail.
”One day,” Mrs. Wilson told one of our cla.s.ses, ”I just gave up. Laurie had disobeyed me and had left the house to visit her girl friend before she had completed her ch.o.r.es. When she returned I was about to scream at her for the ten-thousandth time, but I just didn't have the strength to do it. I just looked at her and said sadly, 'Why, Laurie, Why?'
”Laurie noted my condition and in a calm voice asked, 'Do you really want to know?' I nodded and Laurie told me, first hesitantly, and then it all flowed out. I had never listened to her. I was always telling her to do this or that. When she wanted to tell me her thoughts, feelings, ideas, I interrupted with more orders. I began to realize that she needed me - not as a bossy mother, but as a confidante, an outlet for all her confusion about growing up. And all I had been doing was talking when I should have been listening. I never heard her.
”From that time on I let her do all the talking she wanted. She tells me what is on her mind, and our relations.h.i.+p has improved immeasurably. She is again a cooperative person.”
A large advertis.e.m.e.nt appeared on the financial page of a New York newspaper calling for a person with unusual ability and experience. Charles T. Cubellis answered the advertis.e.m.e.nt, sending his reply to a box number. A few days later, he was invited by letter to call for an interview. Before he called, he spent hours in Wall Street finding out everything possible about the person who had founded the business. During the interview, he remarked: ”I should be mighty proud to be a.s.sociated with an organization with a record like yours.
I understand you started twenty-eight years ago with nothing but desk room and one stenographer. Is that true?”
Almost every successful person likes to reminisce about his early struggles. This man was no exception.
He talked for a long time about how he had started with $450 in cash and an original idea. He told how he had fought against discouragement and battled against ridicule, working Sundays and holidays, twelve to sixteen hours a day; how he had finally won against all odds until now the most important executives on Wall Street were coming to him for information and guidance. He was proud of such a record. He had a right to be, and he had a splendid time telling about it. Finally, he questioned Mr. Cubellis briefly about his experience, then called in one of his vice presidents and said: ”I think this is the person we are looking for.”
Mr. Cubellis had taken the trouble to find out about the accomplishments of his prospective employer. He showed an interest in the other person and his problems.
He encouraged the other person to do most of the talking - and made a favorable impression.
Roy G. Bradley of Sacramento, California, had the opposite problem. He listened as a good prospect for a sales position talked himself into a job with Bradley's firm, Roy reported:
”Being a small brokerage firm, we had no fringe benefits, such as hospitalization, medical insurance and pensions.
Every representative is an independent agent. We don't even provide leads for prospects, as we cannot advertise for them as our larger compet.i.tors do.