With the rank-and-file worker courteous behavior toward his equals and his superiors must become a habit, for he should be able to do or say the right thing at the right moment instinctively and without conscious effort. If a young man's home training has been deficient, he must study the art of courtesy, ob serve its presence or absence in the conduct of others, and follow its precepts until he finds himself uncon sciously doing the gracious thing.
Good manners are only the conventional marks of courtesy; they do not constitute its essence. A gen tleman lifts his cap when he meets a lady whom he knows. He apologizes if he brushes against a stranger. He appears at a, social gathering in ap propriate attire. He thanks his host for the pleasure given. He does not laugh uproariously in a place of business or any public place. He respects his body and keeps it and his attire clean, neat and tidy. He does not bring up unpleasant or disgusting subjects, of conversation. His table mariners are so perfect that you do not think of them; you certainly never hear him eat. I want the rank-and-file worker to know that all these conventions, which he may per haps despise or think lightly of, are rooted in courtesy or in regard for the feelings and the welfare of others, and that if he can make them part of his "second na ture" he will find the path ahead of him much smoother and easier than if he phmges on recklessly, roughly, crudely, without much regard to the rules of politeness or good behavior.
A yOung man must not get the impression that the exercise of courtesy involves any lack of self-respect or display of false humility. About real courtesy there is nothing ingratiating, humble or self-depre catory. King Edward VII was said to be the most courteous man in. Great Britain, but he did not lack pride or tolerate any lack of respect due to his high station. The most courageous man is often the most courteous.
8. Personal man's personal ap pearance is part of his personality and makes an in stant impression upon strangers. A young man who is careless about his looks, priding' himself on not being a fop or a dandy, may seriouslY lessen his chances of getting on. A youth who is courteous and well dressed, but not over-dressed, is always preferred to one who is awkward and uncouth of manner and whose clothes look as if he slept in them. Fine, ex
pensive clothing is not necessary. Dressing is an art; it depends more on taste than on money.
Some years ago a young man who had proved him self a good student came to me and said he must go to work. Fortunately I was able to help him get a job with a firm of' accountants. A few weeks later he reported at my office again and said he was look ing for another place. "Why have you lost your job with the accounting firm?" "Because work was slack and men had to be laid off," was the answer. I took time to examine him more critically than ever before, and then said to him: "You never will hold a job unless you get your hair cut, keep your finger-nails clean, keep your teeth white and clean, keep your clothes brushed, keep your shoes polished, and always wear a clean shirt and clean collar." He took my advice sensibly, brushed up his personal appearance, and within six months had a position. which paid him $1,800 a year.
Business men lay great stress upon personal ap pearance. If a young man answers an advertise ment and writes a letter that pleases and commands attention, he will be asked to send on his photog,raph, and the people whom lie has named as references will be courteously asked for information with regard to the young man's character, ability and personal ap pearance. If a young man's personal appearance is not prepossessing, he simply is not wanted at all.
9. Punctuality.—One of the reasons why it is a good thing for any youth, no matter what his career finally may be, to spend a year in business working in some bumble capacity, is that he discovers the im portance and value of punctuality. In a well-or dered business the clock is the tyrant. Things must be done on time, engagements must be kept to the minute, instructions must be carried out not at "any old time," but now. .
No factory superintendent wants a machine in his shop which every now and then comes to a standstill, or which now and then refuses to start in the morn ing. Such a machine upsets all calculations as to the capacity and daily output of the shop, and if it can not be repaired and put in first-class order it is scrapped and a new machine is put in its place.