You remember he made it his business to find out all about the error in last night's paper and to prevent its occurring again. That was something which, to his way of thinking, affected the permanent standing of his paper. When the department store stood ready to start a big institutional campaign which meant nothing more to his business than a big increase in volume, he left the job of closing the contract to his hired help. But when, in another newspaper, the same department store advertised a new type of radio which he thought his readers ought to know about, once more he made it his own business to go out and get a few lines for his own paper and his own readers.
Then, if we keep tally—and consider whether they "score" above the line as increased profits, or below the line as permanent success, our card will look something like the chart on this page.
The handling of the error in last night's paper is something that will score down where the success of the business lies—and to lose on it means losing a vital point. In short, it affects the permanent standing of the business enterprise. So does the securing of the radio advertisement. It's business news and something his readers must know about. So after it he goes. On the other hand, the institutional advertising will add only to the revenue of the newspaper. Don't mistake the point. He wants that contract, too. It will add materially to his profits. But getting it or not getting it will in no way affect the standing of the paper with its customers. School will keep just the same. So that particular job is on the other side of the line. That's why he has a sales manager.
To illustrate once more, let's attempt to "score" the work of a credit man. What is the "vital element" in his work? What determines whether his work is worth doing, or whether it's worthless? Offhand, you might say: "Preventing losses on bad debts." But is it that? Surely not, when we analyze the job. The final objective of the credit department is to enable the house to sell more goods by extending credit wherever it is justified. On that basis it is easy to see that the "vital element" in the credit man's job is "to not lose a good sale"—and we know we're splitting an infinitive to say it. If it weren't, why have a credit man at all? It would be far simpler not to extend credit to anyone who could not prove his worth.
Now look at the credit man's score card. Such a chart might not help an old, experienced hand, but would it not help a beginner to get a grip on what his job is all about? Would it not enable him to see his job from the angle of CONSERVING THE BUSINESS?
Hold on, though. Lining up the various jobs according to whether they score "above or below the line"—that is, whether they affect the essential well-being of the business or simply swell its profit—does not mean that he shall neglect all tasks above the line any more than give his constant attention to those that score below the line. The chief value of such an outline of your job or business is to KEEP ACTIVELY IN MIND A SENSE OF THE VITAL SPOTS TO GUARD—the spots to keep an eye on—the tasks for which you are always ready to plunge in and defend, once they are threatened.
Wherever you find a successful manager, whether running a big business or just handling a small job, you will see that he has a clear understanding of the elements that mean the life of his work. And further observation will show that he is always protecting them.
The head miller in a small flour mill was smart and aggressive—a bit on the "go-getter" order, to be sure, but very, very competent none the less. It seems he had worked out some method of increasing the nutritive value of the mill's best grade of flour by adding something or other—it doesn't matter what.