Official Organ Of The Sla vonic Benevolent Order Of The State Of Texas. Founded 1897. H
BENEVOLENCE VOLUME 54 — NO. 41
ANITY
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Postmaster: Please Send Form 3579 with Undeliverable Copies to: SUPREME LODGE, SPJST, FOB 100, TEMPLE, TEX. 76501
°THERE:FOOD OCTOBER 12, 1966
FROM THE EDITOR'S DESK BUILD A FIRE UNDER YOURSELF . .
THINK IT OVER . . .
Build a fire under yourself and watch your sales climb. This advice was recently given to insurance salesman by a ranking insurance executive-head of a large insurance corporation. "Half the battle is getting going," he counseled. Then he went on to offer the following hints on how to make yourself a "selfstarter": 1) Begin each day with a success. Do the easiest thing first so as to rev up your enthusiasm. 2) Act as though it were impossible to fail. To feel confident, act confidently. 3) Make yourself feel more adequate. One good way to do it is to boost your competence by increasing your knowledge and skills. 4) Borrow inspiration from others. Emotions are contagious. Make it a habit to pal around with successful, enthusiastic people, not a bunch of Gloomy Guses. There's nothing wrong with trying to duplicate excellence. 5) Do two per cent of the job at once. It's hard to believe how keen you'll be to finish a task, once you've polished off part of it. Another wise man has this to say to employers: Each year, at the end of the school term, thousands of boys and girls who must earn their living for the rest of
A single fact can often spoil an interesting argument. Kindness and courtesy would be more in evidence if some people didn't mistake the former for weakness and the latter for cowardice. • • Believe in your goods and your customers will believe in them. Victor Hugo said: "Because the goal is distant, is that any reason we should not march toward it?"
their lives come to you seeking jobs. For most of them, they have had all the schooling they will ever get. Treat them as you would like to have another employer treat your own son or daughter. Be patient with them. Most of them have healthy ambitions. They are out to make good. They will come to you in the "rough" — very rough. Yours will be the task of developing them, and their progress will depend as much on you as on themselves. There is no tail to the kite of their ambitions. You can stick them in a corner of the office or let them watch a machine in the plant, and in the course of a few months they will come down to earth. If you forget them they will gradually move on. And if the next employer devotes himself to them as
little as you did, they will become soured, and will lose most of their value to themselves and others. And remember this: the strong men in most businesses were not hired; they were developed. Don't Knock It! One on the easiest things (and one of the most tempting) that a person can do is "knock" a project that was, is, or is about to be, undertaken by a lodge. No one will ever know just how much energy has been neededlessly expended by thoughtless people who spend so much time turning thumbs down on a lodge project that they presonally were not too fond of, especially if they didn't have a hand in it. It takes a lot of people to put almost any kind of project over in a lodge. You won't hit a home run every time, either: There will be failures, and there will be disappointments and setbacks. But like the farmer, you don't stop• farming because a crop doesn't make one year. You plant again and you try again. You do the very best your hands and brains let you do, and it is nothing less than malicious to have someone throw grains of sand into the machinery of a lodge organization because the project did not have that person's expressed approval. Lodge work is hard enough in itself. Much of it is done gratis and at considerable sacrifice on