Cutting out the details
It is necessarily true in all such cases that many of the over-busy man's duties recur day after day. They are of a semi-routine nature and could be made wholly routine by giving the proper instructions to some one else. In other words, this is a problem of organization similar to that of organizing a factory, a store, or a
body of men. The principles that are discussed in the Modern Business Course and Service apply to an individual just as well as to a company. A man can organize his desk very much on the same plan that he would organize a factory. When he does so, he invariably finds that his efficiency is increased, his work is more productive, and he himself has more leisure.
Accordingly, any business man who desires to forge ahead should reduce the details of his work to routine which can be carried on without special thought. The Modern Business Course and Service is a direct and invaluable aid to the man who feels himself tied down by details.
Of course, we must consider in this connection the man who thinks that he is much busier than he really is. There are spare moments in every man's day. There is the half-hour before or after the evening meal; the time spent in traveling to and from work; the one or two evenings a week that even the busiest man should spend at home. The measure of a man's chances of success may readily be taken by learning the manner in which he uses—or wastes—his spare time.
No better use can be made of these odd moments than in reading the Modern Business Course. This reading is not tiring; it is recreative
and stimulating. It will enable any man to organize his work so as to increase his leisure for reading and study. It will help him to rise to a higher level where his thought and energy will be more productive.
Many of the big business executives are investing their spare moments in just this way. They realize the great results that are bound to follow. It is unquestionably true that the use of one's spare moments count heavily in determining how much will be accomplished a year or two hence.
The following also give their opinion:
"For a good many years as a practising mining engineer, I gradually began to realize that there was something wrong with engineers in regard to their business success. Something that seemed to stand between the most brilliant of men and success in business. After a long study of men and conditions, I subscribed to your Course. From then on I began to take greater responsibilities and larger fees because of my added confidence and business knowledge. I truly feel that your course ferried me across to that phase of professional grasp where I became successful in business as a professional engineer."
GLENVILLE A. COLLINS,
Consulting Engineer of Seattle.
Much the same thoughts are admirably expressed by another busy executive, Mr. J. H.
Carter, Vice-President, National City Bank of New York:
"You will no doubt be interested to know that the class formed under the auspices of the City Bank Club to follow the Alexander Hamilton Institute Course, which you helped start about two years ago last Spring, is just completing its study.
"The majority of the original enrolment of fifty members have followed the Course regularly. It has held the interest of the men throughout and has proved unusually stimulating and interesting.
"The official staff of the bank has given the class its hearty moral support, and, in addition, has offered to refund a part of the fee to those completing the Course successfully. We feel that this policy has not only encouraged the men, but has benefited the bank as well.
"Personally, I cannot speak too highly of the Course. I feel that the time I have given to it during the past few years could not have been employed to greater advantage."