THE STUDY of Personal Magnetism has two main parts. First comes the internal develop­ment of the force; second comes its external use among men and women. Most of our progress thus far has been in laying the granite founda­tion for the power—the base upon which you are to build a magnificent structure.

Before closing our work it will be well and pleasing to dip into the vast field of magnetism which relates to its use in contact with other people. For it is here that you are to win your grandest triumphs.

The outer or external use of magnetism is commonly known as "personality." In this lesson, then, we give you definite directions for using your newly developed powers through the "winning personality."

You are constantly being "sized up" by others. Prac­tically every one who meets you makes either consciously or unconsciously, some estimate of what you are.

On what people think of you depends, to a great extent, what your success is and will continue to be.

Opinions are based, it is found, on both intuition and logical deduction. Intuition is the faculty animals use in "sizing up" a new object or individual. The average wild animal must be constantly on the lookout for two groups of things which would bring them harm or death—traps and enemies.

In those wild animals which have survived extermina­tion, there is almost an uncanny attribute which recognizes either a trap or an enemy. A cub does not have to learn to be afraid of a wolf. Intuition—not reason—tells it that the wolf is an enemy.

Human beings still have some instinctive faculties left. When you meet some one you do not like, it is a reasonably sure deduction that that person is of an antagonistic type. Your instinct (a faculty little called for in our civilization) tells you that you will lose rather than gain from that in­dividual's influence or from association with him.

Or, there may be an inherited repugnance which is due to ancestral experience. If your ancestors were at war for ages with another race, nation or tribe, some of that racial or tribal antipathy is quite likely to persist. Particularly is this so when an environment—as that of war—brings old differences into prominence.

To show how little consideration has been given to racial difference and the resulting dislikes, it is only necessary to consider how the various races have been thrown together. It was the custom, in a certain large industry employing large numbers of common labor, to put workers of all nationalities together in one group. Finally some observant foreman sug­gested that workmen be segregated into groups, and these groups be made of nationalities which would not clash. This elementary method was touted as being something wonderful —"a development brought about by the great war."

"Sizing up," so far, has been more on a destructive than a constructive basis. That is, people have been in the habit of looking for something to dislike, rather than for something which would do them good. A single flaw, in some cases, often affords more pleasure than finding everything the pink of perfection. Business men of the old type particularly always examined a prospective employee for flaws before con­sidering the constructive value of the applicant. Such points of dislike might range from some actual indication of in­feriority, to a mere whim.

One of the classic stories of a certain city in the middle-west is that of the city applicant for a position with a big "small-town man," who was advised to part his hair in the middle, offer his prospective employer a good cigarette and display his graduation diploma. As these were the prospective employer's three pet aversions, the lack of results made a par­ticularly gossipy small-town yarn.

The first step, therefore, in attaining popularity is the ex­ercise of diplomacy toward other's aversions. An aversion is usually associated with some past experience—either cruel or otherwise disagreeable. Merely to avoid arousing dis­agreeable recollections in the mind of another is sufficiently good management to vouch for this first principle in attain­ing popularity. When it is considered that a mind in which there is a strong recollection of something distasteful is unable to function constructively, this alone is object enough to restrain the one who would make a good impression.

The salesman, as a typical instance, naturally wants his prospect to buy. Buying calls for a clear mind—one un­clouded with distasteful recollections. As a consequence, the automatic action of the law of the survival of the fittest makes the successful salesman a diplomat insofar as "treading upon anybody's toes" is concerned. The salesman who offends, therefore, is automatically—and quickly—eliminated.

Nor does observance of this principle mean any loss of individuality or personality. The driver of an automobile in a race may show his individuality as much by skillfully avoid­ing objects which get in his way, as by "taking a whack at them." There is opportunity to show as much personality in avoidance as in fighting one's way.

Second in the attainment of popularity is the avoidance of rivalry. It is human nature, as it exists in the present stage, not only to fear rivalry but to dislike the rival. This condition is one which has to be met, no matter how much theorizing there may be over the idea that "it should not exist." Only does actual investigation show to what a degree a large number of people are actuated by the fear that some­one or something will prove a competitor.

It is within the memory of those of middle age, what a cry went up when the self-binder was put upon the market. In those days, gangs of men followed the harvest, binding the grain on the ground—a most difficult and back-breaking form of labor. These men, it was declared were to be put out of work, and thrown on the country to starve. The self-binder was their rival; consequently they were incapable of doing any clear thinking on the subject of self-binder com­petition.

But things did not work out as the poor hand-binder bad claimed. Today, with grain not only cut by self-binders, but by a battery of machines pulled by a tractor, it is almost an impossibility to get enough help during harvest—even at a wage of a dollar an hour.

A similar condition was seen when type-setting machines began to replace composition by hand. In many cases these machines were put in secretly, owing to the opposition of workers, who wished to continue to work the slow way.

"In installing our systems for lessening the work in busi­ness, it was no uncommon thing to find that a perfectly good system would not work in a certain plant," says a business engineer, who was one of the first to enter that work. "We had to know the reason for this, or go out of business. So we put in one of our employees in a plant we were going to systematize a few months later.

"By the time we were ready to install our system, our employee had learned considerable about general objections to systems. When our man started installing, he learned still more.

"It seemed that eight out of ten employees thought that a new system would put them out of their jobs. Further, when our investigators came in to study the field, and ques­tioned the high-grade men about the work they did, many of these men were sure that the investigators were 'after their jobs.' So sensitive were workers to possible competi­tion, in this plant, that when a new man was seen talking to the president, the rumor would immediately go forth that there was 'an applicant for So-and-So's job.'

"Basing our opinion on these reports, it was decided that we had either to keep from offending the employees—or go out of business. After considerable experimenting, we hit upon a plan—(now one of our most valued trade secrets) -by which we are able to secure the employees' co-operation instead of their opposition."

Here is an example of a business which, through no fault of its own, was not only disliked, but feared. Many a busi­ness manager and business is not only surprised, but incredu­lous on learning the true standing of himself or his business. Political officials particularly fall into the error of not know­ing the degree to which they are liked or disliked. A well-known Washington correspondent, speaking of an unpopular official says:

"It is a curious anomaly of the situation that Mr. according to the people who know him real well, believes that aside from a few agitators, the vested interests and Mr.—, of the----------------------, imagines that he is really popular; that the people look upon him as the persecuted champion of their interests."

If a man high in the counsel of the nation, with every power that money and politics can bring to bear is so poorly informed concerning his own popularity, there is considerable excuse if the ordinary man has little or no idea how he rates in the esteem of those who know him.

Esteem is not like financial rating. Any banker will tell a man how much money can be lent him and under what circumstances. This establishes the financial rating quickly and easily. But to establish a rating of esteem—that is not such an easy matter.

Even a voting contest may not be an accurate measure of the esteem in which a person is held. It is not unusual for organization—not popularity—to get out the vote and see that it is voted right.

When it is desired to get an indication of one's popular­ity, it commonly is not an easy matter for the one in an ordi­nary situation. Where a number of salesmen are selling the same lines in the same store, the relative popularity of each may be shown by the comparative sales. Of a number of salesmen traveling the same territory, it is not difficult to rate each according to his popularity. Other occupations in which such a comparison is possible are few indeed.

Yet it is almost a necessity for anyone who would be suc­cessful to have some rating of his popularity. As popularity comes from personality appreciated, the man with personality particularly needs to know whether the likable points of his personality are "getting across."

Then too, as a preventive of loss, some information con­cerning one's popularity is often a necessity. Many a busi­ness man, who stands high in his own business circle, has failed in understanding that his popularity did not extend beyond his business connections. Many a school teacher or college professor, his interests confined to his text books, has been astonished to learn that he has no rank in the friendship of those he meets every day in the routine of the class-room. Many a manager, the permanence of whose position hinges upon his popularity, has been chagrined to learn that the vast following of friends he fancied he had were due to an en­vironment he could not take with him.

Tests for popularity, being difficult to make, must often be made by the indirect method. Testing out the product is a simple matter in some lines. In authorship, the sales list is an accurate gauge of the popularity of the writer. The actor's popularity shows in the box office, particularly since it has been possible, by means of the moving picture, to spread a production over the world. Those whose work, in fact, partakes of the spectacular, will usually have no difficulty in judging popularity by returns.

A simplified form of test for an employee is based on de­mand for services. An employee of any versatility should be able to sell his services to from one to a dozen employers of labor. He should have placed the information before a number of employers, that he is a man of personality, and should bring that personality before those who are in a posi­tion to utilize it.

The number of employers who are actively in the market for a worker's services, therefore, furnishes a fair index of business popularity.

A professional man has two methods by which he can se­cure a fair idea of his professional popularity. The first is to compute the percentage of business he does, as compared with the total amount done, averaging all competition in the field. Thus, a dentist whose accounts show he is doing $6,000 yearly where there is a total of $50,000 in dental work performed in the community, is doing to exceed one-eighth of the work available.

The index of business popularity now depends upon the number of competitors in the field. With seven competitors —making eight to divide the business—the $6,000 year man is holding his own on an equal division. With four competi­tors, he is falling below; with ten competitors he is high in the scale.

Where it is possible—as is rarely the case—to learn the comparative incomes of competitors in professional work, such comparison is generally a direct indication of business popularity.

Everything is in favor of the man or business having an income on a competitive basis, when it comes to computing popularity in terms of figures. While the money standard— basing comparative popularity on comparisons based on re­turns in dollars—is not exactly accurate, yet it is the best basis that is immediately available.

Developing a likeable personality is—like making money —a simple matter, but not every one who knows how has the will to back his information. While method is of great value, yet will in backing is an absolute necessity.

As a general statement—as accurate as any general state­ment can be—people are liked for what they have that people generally do not have.

LAW OF PERSONALITY No. 1. The more traits, qualities, elements of personality you can express, above the general level of the people in your vicinity, the greater will be the reputation, power and magnetism they admire and honor in you.

The first great group of personality characteristics which tend to create liking, is the group embracing Affability, Cour­tesy, Pleasantness of Manner, Willingness to do a Favor, and the like. In order to understand thoroughly what this group of characteristics means in building friends it is necessary to consider something of the inheritance that these personal­ity indications reveal.

It is difficult for the civilized human, as one who leaves a peaceful neighborhood to do routine work in an environment safe even from catching cold from a draft, to realize the fearful risks his ancestors were obliged to take in order to gain shelter, clothes and something to appease hunger.

In the pursuit of food or any of the other necessities, anything strange was regarded as dangerous—hence an enemy. An enemy was something to be killed.

Under such circumstances as these, there was little friendship shown—except between members of the same tribe.

The old idea of regarding a stranger as an enemy still persists to a surprising degree. The surprise that results when the assumed enemy shows friendship signs—i.e., shows evidence of being affable, courteous, pleasant in manner, will­ing to do a favor—usually reacts in imitation. The mind must be readjusted to its error—that the stranger is an enemy —and it is when the mind is in this uncertain state that many good impressions are formed.

In determining what characteristics are necessary to likeableness you have but to list those which you yourself like in others. The characteristics you like in others, others will, it is very possible, like in you. The simplest method of personalizing for likeability is, therefore, to develop in your­self the social traits which you would like to see in others. Because of the simplicity of this method, it is one that is neglected to a considerable degree, even by those who are desirous of being thought likeable.

LAW OF PERSONALITY No. 2. The pathway from mediocrity, on upwards to world-fame, is simply that of steadily widening the scope of power in your business or profession; you must open up newer and stronger personality than anyone in your town, then in your state, and then in your nation. It is a straight mathematical problem of out­distancing competitors in personality. As fast as you can tower above personality-competition—just that rapidly does your influence spread and you mount nearer to supremacy.

Analysis of a large number of individuals with impres­sive and pleasing personalities, shows that their personality-factors can all be grouped under seven heads, as follows:

1. Appearance,

2. Manner,

3. Desire to Help Others,

4. Willingness to Meet Others Half Way,

5. Affability and Courtesy,

6. Reliability,

7. Individuality, or Genuine Expression of Self.

This analysis gives the groundwork for a detailed study of personality-factors, exactly what they are, and how to develop them to a marked degree. Let us now consider them in their order.

(1) APPEARANCE. "First impressions count most," is an old aphorism which we would all do well to constantly hold in mind. A bad first impression, like an unfortunate happening, is often hard to live down; and as the world judges largely by first impressions, it behooves us to con­sider carefully the sort of first impression we give to people we meet.

Invariably the greatest factor in a first impression is that of dress. Clothes may not make the man, but they are a sure indication of two things: first, his general characteristics and type of mind; second, his financial standing. Only poor people and millionaires can afford to dress carelessly. Consequently, the advice of Polonius, "Costly thy raiment as thy purse can buy; rich, yet not gaudy," should carefully be ob­served by all who wish to make a good first impression.

The psychological effect of clothes is but little under­stood by the general public. Everything around us tends to affect our mind either favorably or unfavorably; so how natural it is that our clothes, which are with us during the whole of our waking hours, should exert a powerful influence on our mind.

Famous actors and actresses have often told of the power of the costumes they wear to help them play their parts. Oftentimes, during preliminary rehearsals in everyday clothes, the director of a new show will doubt the ability of certain members of the cast to "get across the footlights." They seem to lack that "something" which gives life to their words and actions and which gets a grip on the audience.

But when dress rehearsal comes and the same members of the cast are attired in their costumes designed especially to fit the part, what a difference! Words and actions which for­merly seemed lifeless have now become dynamic, gripping, im­pressive, thrilling! What brings about the difference? Mainly, if not wholly, the effect on the mind of the actor of the clothes he is wearing. An actor, attired in a sack suit, may speak truly heroic words, but they sound hollow. But let the same man change into a military uniform and then speak the same words, and there is as much difference in their effect as there is between putty and steel.

There are sad clothes, joyful clothes, serious-matter-of-fact clothes, and frivolous clothes. Many a frivolous, thought­less, careless individual can be given a much-needed touch of seriousness simply by changing from "fripperies" into plain garments with simple lines.

Limitless are the opportunities for expressing personal­ity through clothes. You can so dress as to accentuate some strong point you have, to hide some weakness, or to give the impression that you possess some quality which you lack.

For example, take the boisterous type of man with what most people term a "harsh" personality. Obviously, he needs to tone down his aggressiveness in actions as well as in ap­pearance. A check suit on a man of this type serves only to accentuate the discordant elements in his personality. What he needs to do is to wear plain garments, preferably of a sin­gle color, such as blues, browns, grays, and the like.

Similarly, the man of too-quiet personality—commonly termed as of a "retiring disposition"—needs to put into his clothes the force and push which he lacks. It can be done by means of mixed weaves with prominent patterns.

Clothes have the power not only to hide or to bring out mental characteristics but also to make the stout man appear less stout—even slim; the slim man, broad; the short, thick­set man, slimmer.

An entire Manual could be devoted to this important sub­ject of expressing personality-factors through clothes. But that is unnecessary as you already have been given the basic principles and can easily work out the details for yourself. If necessary, take your tailor into your confidence; his help will be valuable.

(2) MANNER. How a man acts on first meeting you, what he says in his first few words, invariably will be found to correspond with opinions you form of him after a longer acquaintance. This fact is well known to business men. That is why so many men often cut short a preliminary inter­view, no matter whether they decide to accept or reject your proposition. The way you conduct yourself during the ap­proach, the point of view you express in your statements, even the words you use, show unerringly in a few minutes whether you are or are not the type of man they wish to do business with.

It is a great mistake to go to see anyone of importance without knowing in advance exactly what you intend to say. A good lesson can be learned from the methods of many pub­lic speakers. They are apparently called upon unexpectedly to give an impromptu speech, and seek to give the impression of surprise and unpreparedness. But in ninety-nine cases out of every hundred, they have most carefully thought out in advance just what they are going to say, how they are going to say it—even going so far as to have memorized the entire speech, expressions of surprise and all.

Under the same heading of Manner comes also your physical actions, such as the way you walk to greet the man you are meeting, your facial expression, the way you shake hands, sit down, and the like. The term "ease" most aptly describes what you should strive for in all your actions; you want to give the impression that you "feel at home" under any and all conditions.

The best way to develop this ease of manner is to notice carefully the actions of others in meeting you, and your own actions in meeting other people. Study of this nature will yield many useful pointers, good and bad. Strive to correct any weaknesses at once. Rehearse before a mirror, if you think this necessary. Hold firmly in mind your strong points, or any strong point you wish to develop. Practice them on every possible occasion. Soon they will become a habit and you will have acquired that ease of manner which makes you "all things to all men."

(3) DESIRE TO HELP OTHERS. Many an other­wise delightful man has often nullified his good qualities by holding the wrong attitude toward life and the thousand and one things which enter into it. Broadly speaking, there are two view-points as applied to anything; first, the positive, or helpful and constructive; second, the negative, or critical and destructive.

It is of great importance to maintain at all times a posi­tive, helpful, constructive attitude towards things. Everyone has to contend with enough unpleasantness of all kinds with­out having it poured into his ears by people he meets. Con­sequently the man who freely expresses on every possible occasion the opinion that "everything is wrong," or who tears down rather than builds up, is likely to find his presence not sought after, to say the least.

What the world at large wants is a genuine, happy smile and a constructive attitude towards all things. The individ­ual who maintains this helpful attitude not only finds favor with others but helps himself by the energizing effect of his own thoughts upon his mind and body.

The financial worth of this method of constructive per­sonality is well illustrated in the career and methods of Andrew Carnegie—for whom it helped amass several hun­dred million dollars. Charles M. Schwab, relating some of his early experiences as one of Carnegie's young lieutenants, says:

"Even in those early days his personality was such as to inspire one, whatever his station, to better efforts and to an appreciation of the finer things of life—not by what he may have said to you, not by what he may have written or spoken, but just by the tender attitude of a strong personality."

Schwab had been permitted to erect a new mill, but within two months he told Carnegie that he saw how greater profits could have been secured, if the mill had been con­structed differently. Carnegie said:

"Tear it down and build again. It's only a fool that will not profit by anything that may have been overlooked and discovered after the work is done."

That spirit was characteristic of Mr. Carnegie. He did not say in criticism "Why didn't you think of that before?" The new mill was constructed under Schwab's newer ideas and PAID CARNEGIE MANY HUNDRED FOLD.

There is your cue. Personality is power—when it wins the other man, enlists his support, inspires his utmost efforts -and keeps ever in view the ultimate big aim—PROFIT.

Think it over very carefully and you'll realize that you've never yet got a bright idea, or have done a lot of good work, or had any "good thing" come your way while you were in a negative, fault-finding frame of mind. No! Your good ideas and best work and "strokes of luck" always come when your mind is keyed up by optimism and acheery outlook on your present problems as well as on life itself. Another angle on this subject is the nature of the idea and opinions you hold toward things in general. No one can stop you from thinking what you please, but it is unwisdom to express freely to people at large ideas which do not conform to public opinion. Nature evidently had this thought in mind when she gave us two eyes and two ears, but only one mouth.

Everyone is most interested in himself and does not wish to have forced upon him the ideas and opinions of others. This attitude may be selfish, but it is a condition which exists nevertheless and should be borne in mind by the individual who wishes to "get on well" with others.

Business as well as life is largely a matter of give-and-take—the willingness to be considerate of others both in your victories and defeats as well as in their victories and defeats. No one can hope to win all the time—that runs contrary to the nature of things. This point leads logically up to the next personality-factor, which is:

(4) THE WILLINGNESS TO MEET OTHERS HALE WAY. Thorough analysis of disputes between in­dividuals, firms, and public bodies shows what the clash usually comes about through the unwillingness of one or both parties to concede even a single point.

How often you have seen a man with a grievance, fan­cied or real, who approached his disputant with an attitude of aggressiveness—literally bristling with antagonism—with the announced intention of "having my own way or—" Such an attitude is not only impolitic, but is a sure breeder of antagonism in the opposing party.

Then in contrast you have seen two men, each appointed by an opposing party to settle a dispute or to unravel an annoying tangle. Presuppose that each of these men is of the "right sort," and has a working knowledge of the per­sonality-factor under consideration.

They meet with a smile, a cordial handshake, and an easy manner. Then one says, "This trouble should never have come up. We are sorry about it. It's bad for us as well as for you. Frankly, we want to settle it in a friendly way, as we feel sure you do. And we are willing to meet you more than half way, etc . . ."

An attitude such as this wields a big advantage in that it wipes out personal antagonism right from the start and allows both parties to make clear decisions unclouded by feel­ings of resentment. Then if each individual is willing to be broadminded, and to trade the concession of one point in re­turn for the concession of another, the disagreement soon fades into thin air.

Tolerance is what we all need—tolerance in our attitude towards others in respect to their opinions, and in respect to the effect our opinions will have on them.

A thing may be wholly right from your viewpoint, but wrong from the viewpoint of another, and vice versa. As none of us can hope to win all the time, and as complete vic­tories of any sort are rare, the willingness to meet the other man half way will not only almost always settle disputes, but will generally prevent them from ever starting,

A variation of this is a type of man frequently met with in business. He may either come to you and ask frankly for some information, or meet you casually and then proceed, by means of more or less skillful maneuvering of the conversa­tion, to "pump" you. The right type of man is always will­ing to give out information which will help others, provided by so doing it will work no hardship on him. A typical ex­ample of this is the willingness with which most traveling salesmen, met on trains or in hotels, will give valuable trade information to chance acquaintances.

But the type of man under consideration is either greedy, selfish, or thoughtless. He wants information from you; but when it comes to his giving information to you, that is an altogether different matter! He either quickly changes the subject, or says "I don't know," and shuts up like a clam.

It does not take long for the word to be passed around business circles that a man is of this type, and from that time on he is given the cold shoulder. One particular case comes to mind. A certain man, whom we'll call Jones, owed much of his success in forcing a small business into national prominence, with resultant substantial profit, to information given to him from time to time by friends and acquaintances. But it was not long before they found that when they asked Jones for information he either professed no knowledge of the subject, or avoided a direct answer. And, of course, the word went around that as Jones was unwilling to reciprocate, care should be used in giving information to him.

An unexpected crisis arose in Jones' business. Some "in­side information" was all he needed to weather the storm. He scurried frantically to his friends and acquaintances and asked them for the information. Not at all strange to say, they had heard nothing at all about it; and, further, showed no desire to find out anything.

Jones' business did not go to the wall, but it was badly battered, and he suffered many trying weeks of black despair. The damage to his business, and his personal worry and nerve-strain, could all have been spared him had he not earned the reputation of being a man who was not willing to "fifty-fifty."

Reciprocity in all things is sound policy. When you accept a dinner invitation you do so with the intention of promptly returning it. So why not apply the same idea to other things. When someone does you a kindly act, or brings happiness into your life, or tells you something you were glad to know, or shows you friendship, pay back your obliga­tion promptly in the same coin. To render service to others will not only give you personal pleasure, but will cause others to continue to render you favors because you return them.

(5) AFFABILITY AND COURTESY. These factors are so well known as to need but little comment. Powerful as money is in these days, a manner that is genuinely affable and courteous will get you things which even money cannot buy. These two factors are largely an offset of Factor 3— The desire to Help Others. They can not be forced nor as­sumed; nothing is more hollow, insincere and instantly de­tectable than a forced smile or assumed courtesy.

They must come from the heart—from a genuine, deep-set regard for and desire to make things as pleasant for others as it is within your power to do—regardless of who they are or their standing in life. When this is done these two won­derfully valuable traits begin to show conspicuously in you". Develop them thoroughly and conscientiously—they will do much for you and will carry you far.

(6) RELIABILITY. This factor is the keystone of the arch of all personality-factors; without it the arch will fall. For no matter how able a man may be, how pleasing an impression he can make on others, all is useless unless he is known as a man "whose word is as good as his bond."

Much of the seeming "good luck" which comes repeat­edly to individuals and firms is due to their possession of this quality. In a certain line of business is a firm which, while fully awake to its opportunities, yet never goes out of its way to obtain business. Yet when large contracts are let this firm invariably gets its full share of the business, regardless of the spectacular efforts of competitors and oftentimes their considerably lower prices.

The answer to this seeming strange state of affairs is found in the factor, Reliability. This firm has the reputa­tion of being reliable, fair and square in every way. It has an almost sacred regard for promises, and looks upon their fulfillment to the letter as a matter of imperative necessity.

A wonderful tribute to this firm and its reliability was given during the war. In one of the big financial houses in Wall Street was gathered a brilliant aggregation of financiers, presidents of huge concerns and representatives of the Allies in the persons of government officials, diplomats and military and naval commanders.

Machinery of a certain type was urgently needed by the Allies. The purpose of the meeting was to find ways and means to get it quickly. Orders running into the millions were being placed around the board table. The procedure was as follows: The chairman—one of America's biggest financiers—would read from a list something like this, "Three thousand automatic screw machines. Bid by Blank & Co., accepted."

Then turning to Blank & Co's representative, he would say, "Will you give bond that delivery will be made on time?" Following the representative's "Yes," the order would be given and arrangements made for a bond often running into the hundreds of thousands of dollars to be given by the manu­facturer.

When the chairman put the bond question to one particu­lar manufacturer's representative, a prominent financier cut in with, "No bond is necessary from them—their word is as good as their bond."

The electrical effect of the financier's words can well be imagined. The money bond, in this case, was dispensed with. And as a result of this firm's reputation for reliability and the financier's unqualified endorsement of them, unsolicited orders running into the millions of dollars began to flow in on this firm from all parts of the world. Such is the power of a reputation for reliability.

Not all of us have the good fortune to transact business on so large a scale as the firm in question. But we can all make our reputation for reliability as great as theirs in our own field, be it business or personal.

Promises should never be given lightly; and when they are given they should rigidly be lived up to, even down to such a simple matter as keeping an appointment on time. Mastery of small things quickly leads to mastery of big things. Form the habit of reliability, apply it on every possible occasion, and soon you will win the greater-than-money reward of having it said that your "word is as good as your bond."

(7) INDIVIDUALITY, or Genuine Expression of Self. Just as no two things are exactly alike, so are no two men exactly alike. Each has points and characteristics peculiarly his own. There are two kinds of Individuality: (1) Pleasing and Impressive Individuality; and (2) "Queerness" of In­dividuality.

A Pleasing and Impressive Individuality is a composite thing—a natural outgrowth of the observance of the five per­sonality-factors before described.

The only way we want to consider the second factor, "Queerness" of Individuality, is from the standpoint of how; to avoid it. Far too many people who think they have In­dividuality, have not Individuality at all, but a distorted view­point on life, usually described as "peculiar." They are unduly opinionated, one-idea-minded, self-assertive and "cranky." Study them carefully and you will see that their unpleasant, peculiar and undesirable individuality is due to their having characteristics the exact opposite of the five per­sonality-factors before described. They are striking examples of what not to be.

In applying these five personality-factors, care should be taken to do so wholeheartedly—to think them, feel them, mean them—to make them a part of yourself, not merely to act them. By merely acting them you deceive no one but yourself. Live up to them wholeheartedly and you will soon be the possessor of man's crowning achievement—a pleasing and impressive Individuality which makes you stand out from the crowd as an oak stands out from the forest.

A well-known word painting of the likeable personality is that of Steerforth presented by Dickens in David Copper-Held. It breathes forth a freshness and buoyancy of person­ality which should be studied—and imitated:

"But his easy, spirited good humour; his genial manner, his handsome looks, his natural gift of adapting himself to whomsoever he pleased, and making direct, when he cared to do it, to the main point of interest in anybody's heart; bound one wholly to him in a few minutes. . . . He went into the room like light and air, brightening and refreshing it asif he were healthy weather. There was no noise, no effort, no consciousness, in anything he did; but in everything an indescribable lightness, a seeming impossibility of doing any­thing else, or doing anything better, which was so graceful, so natural, and agreeable, that it overcomes me, even now, in the remembrance."

Read that over again—let several readings saturate you with the decision to enter into that same sort of a breezy ex­pression of personality—the nice adaptation to others to please and win them.

A further sidelight upon the magnetic personality is seen in the following, written by one of the greatest thinkers of modern times:

"I had an appointment to meet one of my agents at a railway station, and, at the moment agreed upon for our meet­ing stepped away from the designated place, and waited with some curiosity, for I had not as yet sight acquaintance with him. When he entered the depot he did not at first discover my presence. He passed me like a healthy breeze, his whole manner vigorously expressive of action, courage, confidence, and a sense of ability. It was good to see him breathing power to right and left. Privately he frequently reveals the mood of modesty and a reasonable knowledge of personal de­fects, like an ordinary human being, but in business he is dy­namic and confident." This is the attitude of assertive power. The picture should be taken as a direction for imitation. A talismanic auto-suggestion may be given as follows:

"I am power! My manner, and my personal atmos­phere (a sphere of space around you)—vigorously express active and courageously confident personal power. It is my way. It's my attitude—just, enough to win confidence and respect."

The young man referred to in the foregoing, using intensively such methods of power culture as outlined in these lessons, has in the past few years accumulated a fortune; his rapid rise to success and the business he has founded, are on* of the romances of modern achievement. His method out­lined above is worth considering.

HOW TO START MAKING PERSONALITY PAY

Make deliberate effort to find various opportunities where your Personality can be invested.

Become consciously aware that you have a Personality, and resolve you are going to get cash dividends from it.

Frequently bring to mind the axiom "I am a live and surely successful Personality."

Make a practice of looking forward, not backward"; be ambitious, eager, optimistic, alert to the work before you. Pass out of your memory past failures, disagreeable expe­riences, and errors.

Remember that success is the natural condition—not failure. Start each day with the belief that you are to be brilliantly successful. Do not harbor in mind, moody, pessi­mistic, depressing thoughts of failure.

At night review the happenings of the day and see if at all favorable opportunities you have brought your Person­ality to the front. Was it a success or a failure? If a fail­ure, try and discover why—and avoid in the future; if a suc­cess, try and use the same personality factors again tomorrow. It is remarkable how quickly a few successful uses of Per­sonality give you a sure, confident grip upon yourself.

Look about you; analyze your particular work—and try and find the personality factor which is the secret of higher pay and power in that particular line.

When you find the "high-priced" Personality element for your special field, do your utmost to bring out a superla­tive degree of that quality in your daily work.

Read literature which inspires you to emulate the per­sonality of big men of the past and present. Much can be accomplished by the Personality afire with stimulus of en­thusiasm, inspiration, and example of world-leaders.

Every time you meet others, whether in a business transaction, or social assemblage, endeavor to loom up as the one with the master Personality. Try and dominate the situation, be the leading Intellect, and exert the superior in­fluence.

Train yourself so skillfully that whenever unusual events take place in your affairs, you calmly hold every Personality factor together, in a cool, calm, steady-steering way.

Remember the story of "The Man Who Bossed John­son." It really was Johnson himSELF. Supposing your name is Jones, your "bossing" is in this fashion: "Look here, Jones—you've got a Personality—a big, powerful, wealth-winning affair. Right now you've got to begin making that Personality pay. You've got to make it a power—efficient, likeable, attractive, popular. Get that, Jones—you start mak­ing, that Personality pay at once."

And you'll find that, Jones (yourself) will start making it pay.

Cast your mind over the twenty biggest men in your city or town—those who are prominent, well-liked—successful. Try and analyze them—find what elements of Personality really explain their leadership. If those elements of personality are the requisites for standing first in your locality, the point is clear—begin to use them yourself.

In almost every concern—whether store, factory, asso­ciation, college, etc., some one man's or a few men's person­alities impress every one connected therewith. The more personality a man has, the farther up the scale in his particu­lar organization he will be found. Therefore—seek every possible opportunity in your employment to extend your per­sonality—your influence. Not in the tactless way of being "bossy"—but by having that exterior of agreeableness, backed by so much inherent personal power that you really are a dominant, masterful factor.

No matter on what level toward the Presidency or head of your concern you may now be—endeavor to impress Personality upon those below you—on the same level with youand to extend it to such above you as can be secured as allies to help your advance.

If you had as strong, masterful, and highly specialized a Personality as the most influential man in the concern where you now work—you could be holding as big a position as he. Therefore, find out what his chief Personality traits are and start increasing their degree in yourself.

In your meeting with people outside of your work—at the church social, the lodge, the club, the theatre, the society event—begin to use Personality.

Eliminate the little personal whims, habits, traits which make people dislike you. Try in every way to have a ready command of the niceties, the manners, the ways of speech, etc., which make people begin to think "he's a mighty likeable fellow." That is the beginning of reputation for personality —and the more of this reputation you can get moving in your vicinity—the more you are going to make Personality pay.

SOME RULES THAT MAKE YOUR PERSONALITY

EFFECTIVE

1. Look men straight in the eyes, when seeking to im­press them. Wavering, shifting glances convey the thought of weakness to those with whom you deal.

2. Put your heart into your handshake; people are not interested in shaking hands with a clam. Look the man or woman in the face and mentally insist "You will like me." Put a snap and sparkle into your eyes; have the thought of being really there looking out of the windows of your soul.

3. Be enthusiastic, interested, vivacious. Personality literally bubbles over in the atmosphere surrounding the man who is bent upon making himself liked.

4. Cultivate a "Douglas Fairbanks" smile; it has been worth tens of thousands of dollars to him—it might be worth considerable to you. It is a grouch alone—whose help can mean little to you—that will not respond to the magnetic, genuine, pleasing smile.

5. Be optimistic—and insist upon holding that mood.

Many a man who is depressed is so, not because of any real reason, but because he fools himself into believing he is bad off, abused, unlucky. Personality and pessimism simply can not live together.

6. Wear clean linen; keep your person sweet; have your outer appearance attractive; look to your health; avoid sap­ping excesses. In short—have the tools through which your personality operates, keyed to the best pitch of impressiveness.

7. No matter what your work may be, endeavor to make personality lead you upwards on the financial ladder. It is not alone salesmen, actors, lecturers, politicians, diplomats, movie idols, lawyers, etc., whose personalities are their main assets. It is called for in store, office, factory, trades, the home, church, social gathering—everywhere.

8. Be alert to take prominent, leading parts in all con­tact with others—whether in business or society. Leadership is where one man assumes control or direction over the minds of others. Almost daily you have opportunities of greater or lesser magnitude, where you can exert the leading influence —can for the time being stand as the man in charge. And that's real Personality.

9. Investigate and inventory your power-possessions; search out and release locked up, pent-up forces of Personal­ity. You'd be astounded if it were possible to array before you the full extent of master traits which are slumbering within your make-up. Big men, whose success, influence, power and fame you envy, have simply found out how to bring into action more of their store of natural energies. Don't complain of ill-luck, but start a mining expedition into your own Gold Reserves.

10. Push yourself into association with others who can help you advance. Observe how people use their personality elements; note the effect upon others. If you see men using certain personality factors and making a hit—thenyou are NOT interested in becoming a master personality if you neglect to develop and use the same qualities.

11. If you work for somebody else, set down a list of Personality elements which would attract you to a man, and induce you to advance him, if he worked for you. With this list before you—you are probably confronted with precisely the elements which your present employer will expect if he is to advance you.

12. Don't merely look on, at men who have dominant Personalities, and decide you haven't a chance of equalling them. So long as your personality is left to drift for itself, with no pilot to steer it to the port of power, you get no­wheres. Find what elements of Personality are in demand —and then GET ACTION by going after them in your own make-up.