Increased ability to handle men
There are just two factors that determine a man's competence to direct the work of other men:
1. His superior knowledge of the work in hand.
2. His ability to command respect.
As a matter of fact, the second factor is almost wholly included in the first. The man who really knows what he is talking about always commands respect. The man who is largely a
"bluff," no matter how "magnetic" or forceful his personality, is soon found out and retired in favor of the man of smaller pretensions, but more knowledge. The history of almost any business success demonstrates the truth of this statement.
Modern business affairs are so complex that it is wholly out of the question to put an untrained man in command. One might as well talk of putting an untrained man in charge of a modern battleship. In both positions broad-gauge knowledge and judgment are absolutely essential. The same principle applies equally to the minor commands. The leading business men of the country are for the most part quiet, self-controlled men, who think before they speak and who are constantly studying business problems. This is the type of man best fitted to control and direct the work of others.
The man who develops himself, develops his ability to handle men. Through the Modern Business Course and Service the training can be secured that makes for self-development and for success.
T. H. Bailey Whipple, of the Publicity Department of the Westinghouse Electric Company, writes:
"Your Course unquestionably does for men what experience and native ability alone can never do."
Mr. G. E. Lucas, Office Efficiency Engineer, Sayles Finishing Plants, says:
"I am indeed glad that I took the opportunity to enrol for the Modern Business Course and Service. What I have obtained has been of very material benefit to me. My own experience bears on the experience of my other colleagues who have been getting help and information from you in the past two years. All the reports that we have obtained have been thoroughly satisfactory and very complete."
The experience of Mr. S. G. McMeen, President, Columbus Railway Power and Light Company, Columbus, Ohio, is equally to the point:
"My experience began many years ago in technical lines and continued along them to engineering and construction practice. As often happens, this technical work led me into executive matters. It was in them that I missed some of the advantages enjoyed by men who have specialized earlier in commercial and financial work.
"Naturally I formed a habit of appropriating the needed knowledge wherever I might find it, and found much more than I could assimilate. The long-felt need, therefore, was for a source of classified information for reference and study, a source of training by the use of intelligent problems and a source of advice to which I might turn when in doubt. This source I found in the volumes, periodical literature and service of the Alexander Hamilton Institute."