One f)oor in, place of 2 llEW -- IiIPROYED CASEY IR.

cotr BrNATloN

SASH AND SCREEN DOOR must first ftn61y p!'ecisely I'r'hat you believe-and whyand then base every business, or other, decision on a strict and rigid fidelity to that belief. f am not offering any easy alternative we face. Both of those jobs are tough. alreacly said, you and I and the other tens men rvho actually run our s1-stem of frcc terl>rise are either going to resell it in )'ears or it rvon't be here to run. to the dilemma But, as I have of thousands of competitive enthese next ferv

Cosey Jr. Door eliminotes the old foshioned, cumbersome lwo-door insiollotion. These convenient, smorl oppeoring doors ore well conslructed wilh weother tight, rust-proof metol gloss sqsh ond frome. Glozed sqsh ond frqme ore removoble in one unit. Sosh is mode in lwo seciions which slide up or down ond lock ot six positions to give ony desired ventilolion. Screen is 16-mesh golvonized.

That n'ill take care oi vorrr acls.

Then you rvill be readv to do the rest of your job. That is to seli your own belief, yotlr o\\.n convictions, to everyone you can reach, to everyone u,ithin the orbit of your influence, u'hether it be 20, 2N, or 2000.

Thinking is the hardest rvork mcn do. It is the rvork they do most reluctantly. Thinking straight about problcms that are beyond our personal experience such as the effects of government interr.entionism on production, prices, \\'ages, etc., the effects of deficit finar.rcing, the effects of confiscatory taxation, is strenons rncrrtal labor. It involves real self-disciolinc.

There is nrore truth than Doetrv the Arizortr liarm- er makes orlr economy tick; and on the indivisibility of freedom--that unce freedom of the market place is lost all others n.i1l fail.

Our Last Frontier

I l.rave been talking so far about the necessity of doing these things just as an obligation of citizenship, to recover the freedorns we have unthinkingly frittered away, and preserve our way of life for those rvho come after r.rs, but it seems to me also that doing this job is an absolutely essential first step that must be taken in order to lay a sound foundation for America's next great long-range pioneering job.

That pioneering job is the exploration and development of our last and greatest "frontier" of all-our one illimitable "fror-rtis1"-6s1 one greatest resource-the fund of tunused hnman energy in our 140 odd millions of people.

It is literally true that our really great unexplored "frontier" lies in the field of human relations, in broadening tl-re mental horizons of men and rvomen, expanding their skills, stimulatir-rg their zeal, increasing their accomplishments and heightening their satisfactions. \Ve have not even scratchecl the surface on that "frontier."

"In Gernrany it rvas against the lan' tcr rest of the rvorld it is against human naturc

Nicholas N{urray Butler said just bcforc think; in tl.re hc rctirecl as heacl of Columbia:

".\ll problerns of thc rvorld could bc settled easil,y if men l'ere only u'illing to think, but most of us u.ill resort to all kinds of clevices rather than think, because THINKING iS HARD \\rC)RK."

Yet, there is nri other n'ay to safeguard our freerlonrs. \\'e cannot rely on trial and error. The trouble u'ith economic experiments is that they cannot be conclucted in a laboratorv. If u'e continue to follorv blindly political expedients of economic illiterates, do-gooders and congenital collectivists rve shall flounder into an economic and political morass from lr,hicl-r u'e cannot escape.

Agatha Christie sometimes makes her famous fictional character Hercule Poirot preposterous, but she nevertheless bases his braggadocio or-r a very profound truth rvhen she l.ras him sal- so frequently :

"It is the brain, the little gray cells on rvl-rich one must rely. The senses misleacl. Onc must seek the truth u'ithin-not u'ithout."

Bnt u'hen you have done this first job. rvhen you have hammered out your own personal philosophv of individualism, u'hen you do knou' precisely rvhat you yoursel{ believe, then literally hundreds of u'ays to act on yorlr convictions rl'ill open be{ore you just as naturally as you put one foot in front of the other.

It's just a sellin.I job-no clifferent to selling merchan<lise or selling your banker on making a loan. If you give the other fellou' the reasons that convinced you, he is likely to come to the same conclusion. It's like all selling, too, in that the fnndamental element is sincerity. What your tongue says your heart must believe, or your rvords n,ill not carry conviction.

But if )rou make it your No. 1 job there is no reason \\.hy vou cannot resell your rvorkers and the people in the community in rvhich you live on your understanding of l'hat

The psr.chologists tell us that in spite of our remarkable accomplishments as a nation, the average American does not develop and use 2O/" of his capabilities. If rve succeeded in lifting this only tu'o percentage points, to 22/o, rve rvould have an overall improvement of lO/c. The possibilities stagger the rmagination.

Tl.rere is a limitation on the quantity of u'orkers ltut there is no limit on the QUALITY. If in this process of reselling An.rericans on the An.rerican rvay of life u'e succeed in rekinclling the old-fashioned rvill to n'ork and that results in stepping up the quality, in stepping up the use made of our inherent capabilities, by even so little as lO%, it rvill have an incredible effect upolt orlr economic rvell-being.

The greatest field for improvement open to management -thc best prospect u'e have for meeting management's goal of more and better goods and services at lorver prices, is undoubtedly in providing an inspired leadership that rvill step up the thinking of men and lvomen-tvill increase the qualitv of ourivorkers.

All business, rvhether manufacturing, distribution or service, is just r,r'hat the people in it make it. And what they make it depends not on the number of people, but orr the quality of the people.

Human laltor-mental and physical-is by far the largest element in the cost of producing the goods and serv, ices of industry.

A. H. Smith once said railroading u,as 95(/o r-nen and 5/o iron. Daniel Starch says a more correct appraisal of business is 85/o men, I}a/c materials and 5/n money.

In a recent exhaustive study he demonstrated that on a cold blooded dollar and cents evaluation the human aSsets of business are worth at a very minimum fifteen tinres the physical assets on the balance sheet. Ile summed up his study in these t.ords :

"Nearlv all business problerns, .lvhen sifted down, are human problems. Production problems, distribution problems, financial problems, administration problems, nearly all end up as humar-r problems. Nothing happens in business except through people."

The first responsibility tl-rerefore of management, 'rvhich l\'ould be successful is the development of competent, loyal, efficient service.minded people, to stimulate their thinking and step up the use of their inherent capabilities.

You may ask why I am so sure that the millions of rank and file workers can improve themselves if they become interested in doing it?

First I would cite the experience of men everyn'here lvho have themselves used thc little gray cells. I have no doubt at least eight out of every ten men in this audience came up out of the rank and file sim'ply by using more of his inherent capacity than it \\'as necessary to use to stay where he was.

And I have no doubt, either, that most of you rvill admit that the margin is not rvide-that all it took rvas just a little more interest, a little more thinking, a little more enthrrsiasm, a.little more u'ork-and probably admit just as frankly that you have bv no means made full use of all of your inherent caPabilities.

But let's take trvo everyday examples that everyone is familiar with. Driving an automobile requires the development of a whole nerv set of mechanical skills and ability to make instant decisions in a myriad of complicated situations. Yet, it is likely that 10O million of our 145 million population can drive.

Then there is qhe pedestrian' side of the same coin. Whenever you cross a street (except at a signal) you n'eigh the evidence of vehicles moving at varying speeds against your own ability to move to avoid them, and before you are across one street, u'ill have made a number of vital decisions as to rvhether to go orivait. We have become a nation of people highly trained in r,r'eighing that kind of evidence. A man from tl-re jungle lvho could rur.l faster and stop cluicker, n'ould be in far greater danger of being run dou,n because he 'rvould not be able to judge the vehicle speed.

Norv both of these examples are proof of a tremendous increase in the use of inherent capabilities of practically a whole nation iu less than tu'o decacles. We didn't grow ul) a new race of people of superior abilities. It's just that everyone decided to learn to use that much of his unused and inl.rerent capabilities that he had all the time.

\\'re are not talking about lierformir.rg miracles. Yet, if we got just that much more interest and developed just that much lxore use of these inherent capabilities in thinking, m,aking decisions, usiug skills, rvith respect to the jolt at rvhich each of our 60 r.nillion t'orkers earns l.ris living, as has been called forth lty tl.re advent of the automobile, the over-all result could u'ell seem miraculous.

The rvhole problem is creating interest, stimulating thinking, arousing desire.

\\re l.rave doubled, quadrupled and manv instances multiplied the efrficiency of our machines by hundreds and tl.rousands, and u'e see to it those machines are kept in good to perfect rvorking order, but rve have done verl' little about increasing the skills of men and rvomen or about keeping either their physical or mental condition in good working order.

On the contrary, the effect of the efficiency of our en- gineers has too often been to break dorvn traditional skills of artisans in the interest of mechanization without doing anything to compensate for the breakdown of the traditional pride and interest that n'ere the counterpart of high skill.

By-and-large management has lacked the "social skill," the innate understanding o{ social realities, the recognition of and belief in the dignity and ego of man, that is essential to the building of morale and that spontaneity of cooperation rvl-rich is the essence of teamwork.

That is understandable r,vhen rve remember how this country rvas built and horv fast it s'as built, but it does not alter the fact that in the process of mechanization we have lost that cohesiveness and mutuality that once characterized our people.

\\'re face nor,v the gigantic task of bridging over these chasms of misunderstandings and loss of faith in individual opportunity.

\Are must find a rvay to spin these tiny wires of individual ability into sturdy cables of cooperative strength if we are to re-unite our people in a common appreciation of our heritage and a rene'wal of faith in the opportunity it offers them.

People are largely u'hat leaders make them. Their attitude governs their actions and their attitude is primarily the reflection of rvhat they think is the attitude of management. It is because people inevitably reflect what they think is the faith, aspiration, interest and attitude of management, that we 'rvho are leaders MUST look long and deep into the quality of our faith, our aspirations and our convictions.

Nfr. James C. \\rorthy put this very plainly before the An-rerican Nf anagernent Association recently in these n'ords :

". attitudes are largely a product of experience. If the n'orker's experience on the job causes him to clislike and distrust management, no amount of 'education' t'ill change his feelings or behavior."

The morale of an organization does not well up from the bottom, it filters do'ivn from the !op.

Irrespective of rvhat u'orkers read or hear, they will make up their o'rl'n minds about the merits of our freedom of opportunity system, largely on the basis of the conduct o{ and their contact rvith that particular unit of it for which they r'vork. Deeds mean far more to all of us than lvords.

Edmund Burke said, 200 years ago:

"It is by imitation, far more than l>y precept, that we 1earn."

That is rvhy I keep saying over and over that the jolr must be clone by you and I and the tens of tl-rousands rvho actually run our freedom of opportunity system.

Advertisements, speeches, pamphlets can and do prepare the rvay, but ir-r the final analysis men are only going to be resold on the American 'ivay of seeing it demonstrated. It takes people to sell PeoPle.

Ntany highly successful men ha've been so long accustomed to having their orders and wishes obeyed without question that they have all unwittingly lost that innate sense of human action and reaction that is essential to influencing people.