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<br /> <br />Other People's Wants: <br /> <br />One sure way of getting along with ;people is to satisfy some of <br />their wants. We can be alert to notice and. remember their wishes and <br />preferences. Every business man knows ~hat it is not sufficient to give <br />a man good wages and stable employme nt .and comfortable working space; <br />other, more personal, needs must be met if business is to be a contented, <br />harmonious and efficient team. To build others' feeling of self-respect, <br />to give them the feeling that they are respected; these are important <br />techniques for the man seeking to work with people. <br /> <br /> <br />How can we be of greater service to people than by seeing their <br />emotional disturbances, quietly learning the cause, and instilling <br />confidence while helping toward good adjustment? When you help <br />someone to be right you are satisfying one of their greatest needs. <br /> <br />.. <br /> <br />.. <br /> <br />Look favorably on people's motives. The unhappiest person on <br />earth is the man who goes through life suspecting everyone with whom <br />he comes into contact of trying to wrong him. Friendship does not grow <br />out of suspicion, nor is loyalty built on distrust. <br /> <br />There are times to concede and conciliate. He is a wise organ- <br />izer who lets people beat him a little in discussion of some plan he is <br />trying to "sell," so long as he keeps the main issue clear, and gives in <br />to a change of detail in order to win p1:'inciple. <br /> <br />One can often get done what one wants done---the other man's way. <br /> <br />Sometimes it is wise to retreat and await a more favorable time. <br />A pliable plant on a river bank, dipping its branches into swiftly running <br />water, will save every twig and leaf, whereas a stout tree will be torn <br />away. And, having decided to yield, do so with good grace. <br /> <br />Personal Recognition: <br /> <br />J <br /> <br />Toe njoy good human relations we need to recognize the craving <br />of people for personal recognition. They desire prestige. By giving <br />them a feeling of importance we attract them to us, arouse their interest <br />in our ideas, and make them eager to help us accomplish our plans. <br /> <br />A true leader does not hog the limelight, but draws his friends and <br />fellow workers into it, thus inspiring them with enthusiasm and loyalty. <br />It is dangerous and unrewarding to igno:r;e subordinates. Charm, poise. <br />personality and efficiency---attributes of leadership---all arise from a <br />feeling of genuine interest in people and thoughtfulness for them. <br /> <br />The man who sincerely satisfied our hunger for recognition as <br />individuals will hold us in the palm of his hand. <br /> <br />- 16 - <br />