The Washington times. [volume] (Washington [D.C.]) 1902-1939, 1917-07-04
By Lillian Lauferty.
GST'M not getting Z square deal"
says Frank: there's q lot of

GETM not getting Z square deal"
says Frank: there's a lot of
favoritism in my office. They
advance fellows right over my head
fellows that haven't been with
the nrm as long as have and who
cont know as much about the busi-
ness as l do. They go out and hire
In a fellow who's made a name for
himself and don't give me a chance
TO prove that know more about
the Job than he does. That's the
way with my firm: they're always
looking for talent on the outside.
and taking the fellows who are
with them for granted"
Now. Franks firm is an eminently
successful one, and success is not
built on paying fancy salaries for
big names, but in recognizing and
advancing real merit and loyalty.
OF Franks ambition and energy.
there can be no question. OF his
loyalty to his firm there never has
been questton-but as soon a.
bitterness takes possession Of him,
the question OF loyalty 10 likely to
rise.
How Is Frank going to guard him
self against a broodinR discomfort,
an ugly sense of unfairnesS? How
IL he going to find out whether he
or his hrm IL to blame? re will
hape to appoint q referee. and he
can ind no better referee than him
self.
Sounds q bit Impractical, does it,
Prank knows the situation and has
Judged II, you say. so what more IL
there for him to do about it7 A lot
more!
Almost every one OF US has, to-
Eether with an earning capacity of
SO a week, a conviction that we are
worth fifteen and q determination TO
make the arm come across" for
twelve.
Many Handicaps.
II you are honestly worth half
again as much as you are being
paid, why shouldn't you get that
extra so per cent? The law of de-
mand and supply has been proven
by experts to work. If you are
worth So per cent more than you are
EettIng-it is your business to get
t. But are you worth as much as
you think?
There are a great many handicaps
which come between the individual
and success. Timidity 10 one, lazI-
ness another, and unreliability an
important third II you are too
.cowardly to take q hrm stand and
risk the loss OF your position. no
efficiently run corporation IL likely
10 raise your salary. The coward
hoes not create q demand for his
stervices. His very lack Of faith in
imself suggests that he has no real
bower, or is too lazy or unreliable
to turn on what power he possessed
The man or woman who means to
succeed must sit down and figure out
exactly why he is failing himself.
His tendency will be to take stock
of his good points-his ability. his
earneatness, his real willingness to
work. his regular hours, his moder-
ate life. He will NIL his credit side
of the ledger so completely that he
cannot help forgetting entirely the
fact that there Is another side to
that ledger!
Every Individual who IL failing to
advance in his work owes II TO him
self to give his firm the benefit OF
the doubt and to examine his own
enough to be real handicaps. then II
70 time for him TO look over his
inertia, gaze straight at the de-
merits he can chalk up against the
Armand then 80 out in search OF
another position OF course q real
coward won't do this He will pacify
himself with arguments against
making q change and terrify him
self with thoughts of being joblesE-
But no coward succeeds. And no
wise man fails to investigate care