To Employers (comparison)

Comparing “To Employers” to the original manuscript for our Basic Text

Comparison Format — Colors appear here only and are — — not used in the actual comparisons. — Words above brackets are from the pre-publication version. < Bracketed copy is from our Basic Text as it reads today. > ~ Format Examples ~ Rarely have we < RARELY HAVE WE > seen a person fail who has thoroughly directions followed our < path >... ~ ~ ~ Now we think you can take it! < — — — — — > Here are the steps we took... ~ ~ ~ 11. Sought through prayer and meditation to improve our — — — — — — < conscious > contact with God < as we understood Him >... ~ ~ ~

Chapter 10 < Chapter 10 > TO EMPLOYERS One of our friends, whose gripping story you have < AMONG MANY employers nowadays, we think of one member > read, < who > has spent much of his life in the world of big busi- ness. He has hired and fired hundreds of men. He knows the alcoholic as the employer sees him. His present views ought to prove exceptionally useful to business men everywhere. But let him tell you: I was at one time assistant manager of a corporation de- partment employing sixty-six hundred men. One day my secre- tary came in saying that Mr. B– insisted on speaking with me. I told her to say that I was not interested. I had warned this man < him > several times that he had but one more chance. Not long afterward he had called me from Hartford on two successive days, so drunk he could hardly speak. I told him he was through – finally and forever. My secretary returned to say that it was not Mr. B– on the phone; it was Mr. B–'s brother, and he wished to give me a message. I still expected a plea for clemency, but these words came through the receiver: "I just wanted to tell you Paul jumped from a hotel window in Hartford last Saturday. He left us a note saying you were the best boss he ever had, and that you were not to blame in any way." Another time, as I opened a letter which lay on my


137 desk, a newspaper clipping fell out. It was the obituary of one of the best salesman I ever had. After two weeks foot of drinking, he had placed his < toe > on the trigger of a loaded shotgun – the barrel was in his mouth. I had discharged him for drinking six weeks before. Still another experience: A woman's voice came faintly over long distance from Virginia. She wanted to know if her husband's company insurance was still in force. Four days before he had hanged himself in his woodshed. I had been obliged to discharge him for drinking, though he was brilli- ant, alert, and one of the best organizers I had ever known. Here were three exceptional men lost to this world because I did not understand < alcoholism > as I do now. Then < What irony – > I became an alcoholic myself! And but for the intervention of an understanding person, I might have followed in their footsteps. My downfall cost the business community unknown thousands of dollars, for it takes real money to train a man for an executive position. This kind Our of waste goes on unabated. < We think the > business fabric it and nothing will stop it but is shot through with < a situation which might be helped by > better understanding all around. You, an employer, want to understand. < > Nearly every modern employer feels a moral responsibility for the well- usually being of his help, and he < > tries to meet these responsibilities. That he has not always done so for the alcoholic is easily understood. To him the alcoholic has to be often seemed < > a fool of the first magnitude. Because of the employee's special ability, or of his own strong per- sonal attachment to him, the employer has sometimes kept such the time he ordinarily would a man at work long beyond < a reasonable period >. More often, Some employers have tried every known remedy. < In only > however, < a few instances >


138 is very little < has > there < been a lack of > patience and tolerance. And we, who have imposed on the best of employers, can scarcely blame them if they have been short with us. Here, for instance, is a typical example: An officer of one of the largest banking institutions in America knows I no longer drink. One day he told me about an executive of the , same bank < > who, from his description, was undoubtedly alco- holic. This seemed to me like an opportunity to be helpful . So a good < , so > I spent < > two hours talking about alcoholism, . I supported my the malady < , and > described the symptoms and < > statements with plenty of evidence < results as well as I could >. His comment was, "Very interesting. But I'm sure this man is done drinking. He has three-months' just returned from a < three-months > leave of absence, has taken a cure, looks fine, and to clinch the matter, the board of directors told him this was his last chance." My rejoinder was that if I could afford it, I would bet < The only answer I could make was that if the man > him a hundred to one the man < followed the usual pattern, he > would go on a bigger bust that than ever. I felt this was inevitable and < wondered if > the a possible the bank was doing < the man an > injustice. Why not bring the man in < him into > contact with some of our alcoholic crowd? He might have a chance. I pointed out < that > I had had nothing to drink whatever for three years, and this in the face of difficulties that would have made nine out of ten men drink their heads off. Why not at least afford him an no", opportunity to hear my story? "Oh < no," > said my friend, "this chap is either through with liquor, or he is minus a job. If he has your will power and guts, he will make the grade." I wanted to throw my hands up in discouragement, for my banking acquaintance had missed the point I saw that < I had failed to help my banker friend > entirely < understand >. He simply could not believe that his


139 deadly malady brother-executive suffered from a < serious illness >. There was nothing to do but wait. , of course, Presently the man did slip and < > was fired. our group Following his discharge, < we > contacted him. Without our Without much ado, he accepted < the > principles and procedure high < that had helped us >. He is undoubtedly on the < > road a lack of to recovery. To me, this incident illustrates < > understanding and knowledge on the part of employers – < > lack of understanding as to what really ails the alcoholic, and lack of knowledge as to what part employers might profi- tably take in salvaging their sick employees. To begin with, I think you employers would do < If you desire to help it might be > well experience to disregard your own drinking < >, or lack of it. , Whether you are a hard drinker, a moderate drinker < > or have but little notion of the inner a teetotaler, you < > workings of the alcoholic mind. Instead, you < > may have , based some pretty strong opinions, perhaps prejudices < > upon your own experiences of you < >. Those < > who drink are almost certain to moderately < may > be more annoyed with an alcoholic than a total abstainer would be. Drinking occa- sionally, and understanding your own reactions, it is pos- , sible for you to become quite sure of many things < > which, so far as the alcoholic is concerned, are not always so. This paragraph break appears in the manuscript only. As a moderate drinker, you can take your liquor or leave can it alone. Whenever you want to, you < > control your drink- ing. Of an evening, you can go on a mild bender, get up in , the morning, shake your head < > and go to business. To you, liquor is no real problem. You cannot see why it should be to anyone else, save the spineless and stupid. you have to fight an When dealing with an alcoholic, < there may be a > ingrained he < natural > annoyance that < a man > could be so weak, stupid and irresponsible. Even when you understand the malady bet- still have to check this feeling and remember ter, you may < feel this feeling rising. > that your employee is very ill, being seldom as weak and < > irresponsible as he appears. < > Take a < A > look at the alcoholic in your organization < is many times illuminating >. Is he not usually brilliant, fast-thinking, imaginative and likeable? When sober, does


140 he not work hard and have a knack of getting things done? Review his ask yourself whether he < If he had these > qualities and < did not drink would > would , if sober. And do you owe < he > be worth retaining < ? Should he have > him obligation you feel toward sick < > the same < consideration as > other < ailing > employees? Is he worth salvaging? If your decision is yes, , , whether the reason be humanitarian < > or business < > or you will wish to know what to do both, then < the following suggestions may be helpful >. The first part has to do with you. stop < > Can you < discard > < the > feeling that you are dealing only with habit, with you have stubbornness, or a weak will? If < this presents > difficul- about that I suggest you re-read ty < , re-reading > chapters two and three of this book < >, where the alcoholic sickness is discussed at length < might be worth while >. You, as a business man, better than most that when you deal with < want to > know < the necessities before considering the > any problem, you must know what it is. Having conceded < result. If you concede > you forgive him that your employee is ill, can < he be forgiven > for what you shelve the resentment you he has done in the past? Can < > may hold because of < > his past absurdities < be forgotten >? you fully appreciate the man Can < it be appreciated > that < he > has been a victim of crooked thinking, directly caused by the action of alcohol on his brain? I well remember the shock I received when a prominent doctor in Chicago told me of cases where pressure of the from within spinal fluid actually ruptured the brain < >. No wonder an alcoholic is strangely irrational. Who wouldn't be, with such a fevered brain? Normal drinkers are not so handicapped. < affected, nor can they understand the aberrations of the > < alcoholic. > Your man has probably been trying to conceal a number disgust of scrapes, perhaps pretty messy ones. They may < be > you puzzled by them, being unable < disgusting >. You may be < at a loss > above board to understand how such a seemingly < above-board > chap you could be so involved. But < these scrapes > can generally charge these < be charged >, no matter how bad, to the abnormal action of alcohol on his mind. When drinking, or getting over a bout, an alcoholic, sometimes the model of honesty when


141 normal, will do incredible things. Afterward, his revulsion will be terrible. Nearly always, these antics indicate abberations, and you should so nothing more than temporary < conditions. > treat them. < > This is not to say that all alcoholics are honest and that upright when not drinking. Of course < this > isn't so, and you will have to be careful that don't < > such people < often may > impose on you. Seeing your attempt to understand and help, some men will try to take advantage of your kindness. If you are sure your man does not want to stop, < he > may as well discharge him < be discharged >, the sooner the better. You are not doing him a favor by keeping him on. Firing such an individual may prove a blessing to him. It may be just the jolt he needs. I know, in my own particular case, that nothing my company , could have done would have stopped me < > for < , > so long as I was able to hold my position, I could not possibly realize how serious my situation was. Had they fired me first, and had they then taken steps to see that I was presented with the solution contained in this book, I might have returned to them six months later, a well man. right now But there are many men who want to stop < >, and If you make a start, you should with them you can go far. < > be prepared to go the limit, not in the sense that any great < > expense or trouble is to be expected, but rather in the < > matter of your own attitude, your < Your > understanding treatment the case of < their cases will pay dividends >. Perhaps you have such a man in mind. He wants to quit , drinking < > and you want to help him, even if it be only something of a matter of good business. You < now > know < more about > alcoholism. You < can > see that he is mentally and physi- cally sick. You are willing to overlook his past performan- you call the man in and go at him ces. Suppose < an approach is made something > like this: Hit him point blank with the thought < State > that you know all < > about his drinking, < and > that it must stop. < You > Say < might say > you appreciate his abilities, would like to , keep him, but cannot < > if he continues to


142 That you mean just what you say. And you should drink. < > mean it too! < A firm attitude at this point has helped many of us. > , assure him are not proposing Next < he can be assured > that you < do not intend > you have done so to lecture, moralize, or condemn; that if < this was done > is you misunderstood. Say, if formerly, it < was > because < of misunderstanding. > you possibly can, that you have no < If possible express a lack of > hard feeling toward him. bring out the idea of At this point, < it might be well to explain > alcoholism, sickness. Enlarge on that fully. Remark that you have the < illness. > been looking into the matter. You are sure of what you say, < > hence your change of attitude, hence your willingness to < > deal with the problem as though it were a disease. You are < > willing to look at your man as a gravely-ill < Say that you believe he is a gravely ill > person, with your this qualification – being perhaps fatally ill, does < > man , and right now < he > want to get well < >? You ask < , > because many alcoholics, being warped and drugged, do not want to quit. But does he? Will he take every necessary step, submit to anything to get well, to stop drinking forever? If he says yes, does he really mean it, or down inside does he think he is fooling you, and that after rest and treatment he will be able to get away with a few drinks now Probe your and then? < We believe a > man < should be > thoroughly < probed > on these points. Be satisfied he is not deceiving himself or you. Not a word about this book, unless you are sure you < Whether you mention this book is a matter for > ought to introduce it at this juncture. < your discretion. > If he temporizes you and still thinks he can ever drink again, even beer, < he > may discharge him < might > as well < be discharged > after the next bender which, if an alcoholic, he is < almost > certain to have. Tell him that , and mean it! < He should understand that > emphatically < . > Either you are dealing with a man who can and will get well , don't . < > or you are not. If not, < why > waste time with him < ? > This may seem severe, but it is usually the best course. After satisfying yourself that your man wants to recover and that he will go to any extreme to do so, you may suggest a definite course of action. For most alcoholics who are drink- ing, or who are just getting


143 over a spree, a certain amount of physical treatment is Some physicians favor cutting desirable, even imperative. < > off the liquor sharply, and prefer to use little or no < > sedative. This may be wise in some instances, but for the < > most of us it is a barbaric torture. For severe cases, < > some doctors prefer a slower tapering-down process, < > followed by a health farm or sanitarium. Other doctors < > prefer a few days of de-toxification, removal of poisons < > from the system by cathartics, belladonna, and the like, < > followed by a week of mild exercise and rest. Having < > tried them all, I personally favor the latter, though < > the < The > matter of physical treatment should, of course, be referred to your own doctor. Whatever the method, its should be object < is > to thoroughly clear mind and body of the effects of alcohol. In competent hands, this seldom , should it be takes long < > nor < is it > very expensive. Your man is entitled to be < will fare better if > placed in such physical condition physically that he can think straight and no longer < > craves These handicaps must be removed if you are going liquor. < > to give him the chance you want him to have. Propose < If you propose > such . Offer a procedure to him < , it may be necessary > to advance the if necessary, make cost of treatment, < > but < we believe > it plain that any expense will later be deducted from his pay. Make ; < It is better for > him < to feel > fully responsible < . > it is much better for him. < > When < If > your man accepts your offer, < it should be > point < pointed > out that physical treatment is but a small part of the picture. Though you are providing him with the best possible medical attention, he should understand that he must undergo a change of heart. To get over drinking will require He must a transformation of thought and attitude. < We all had to > even home and business, place recovery above everything, < > he will lose for without recovery < we would have lost > both < home > and < business >. Show that < Can > you have every confidence in his ability to . recover < ? > While on the subject of confidence, < can you > tell him , < adopt the attitude > that so far as you are concerned < > . His this will be a strictly personal matter < , that his > alco- holic derelictions, the treatment about to be undertaken, these . < > will never be discussed without his consent < ? > Cordially wish him success and say you want < It might be well > to have a on long chat with him < upon > his return. To return to the subject matter of this book: It contains , as you have seen, directions your < > full < suggestions > by which < the > employee may


144 solve his problem. To you, some of the ideas which it con- Perhaps some of them don't make sense to tains are novel. < > you. Possibly < Perhaps > you are not quite in sympathy with the approach we suggest. By no means do we offer it as the last word on this subject, but so far as we are concerned, it has been the best word so far. Our approach often does work. < worked with us. > you are After all, < are you not > looking for results rather than . methods < ? > Whether your employee likes it or not, he will learn the grim truth about alcoholism. That won't hurt him the a bit, < even > though he does not go for < this > remedy at first < >. I our < We > suggest you draw < the > book to the attention of the doctor who is to attend your patient during treatment. Ask that be < If > the book < is > read the moment the patient is – he is if possible. able < , > while < > acutely depressed, < > < realization of his condition may come to him. > The doctor should approve a spiritual approach. And < > besides, he ought to < We hope the doctor will > tell the patient the truth about his condition, whatever that happens to be. The doctor At should encourage him to acquire a spiritual experience. < > this stage it will be just as well if the doctor does not < > mention you in connection with this book. Above all, < > neither you, the doctor, nor anyone should place himself < When the man is presented with this volume it is best that > in the position of telling the man the < no one tell him > he must abide by < > contents of this volume < its suggestions >. The man must decide for himself. You cannot command him, you can only encourage. And you < > will surely agree that it may be better to withold any < > criticism you may have of our method until you see whether < > it works. < > You are betting, of course, that your changed attitude and < plus > the contents of this book will turn the trick. In will some cases it will, and in others it < may > not. But we persist think that if you < persevere >, the percentage of successes When will gratify you. < As > our work spreads and our numbers increase, we hope your employees may be put in personal , which, needless to say, will be contact with some of us < > more effective < >. Meanwhile, we are sure a great deal can be if you follow the suggestions of this chapter. accomplished < by the use of this book alone. > call him in and ask On your employee's return, < talk with him. > what happened. < > Ask him if he thinks he has the answer. Get him to tell you how he thinks it will work, and what < > he has to do about it. Make him feel < If he feels > free to discuss cares to. Show him his problems with you, if he < knows > you , understand < >


145 that you and < > will not be upset by anything he wishes to . say < , he will probably be off to a fast start. > it is important that In this connection, < can > you remain undisturbed if the man proceeds to tell you < shocking > which shock you. things < ? > He may, for example, reveal that , he has padded his expense account < > or that he has planned to take your best customers away from you. In fact, he may , say almost anything if he has accepted our solution < > which, as you know, demands rigorous honesty. < Can you > Charge < charge > this off as you would a bad account and start afresh . , < fresh > with him < ? > If he owes you money < you may > which are reasonable. From this < wish to > make terms < . > point on, never rake up the past unless he wishes to < > discuss it. < > be patient and If he speaks of his home situation, < you can > Let him see < undoubtedly > make helpful suggestions. < > that he can < Can he > talk frankly with you so long as he does not others. bear < business > tales or criticize < his associates? > the you want to keep, With < this > kind of employee < > such an attitude will command undying loyalty. the alcoholic The greatest enemies of < us alcoholics > are resentment, jealousy, envy, frustration, and fear. Wherever men are , , gathered together in business < > there will be rivalries < > and, arising out of these, a certain amount of office poli- the alcoholic has tics. Sometimes < we alcoholics have > an idea that people him trying to pull < us > down. Often this is not so at all. his as a basis of But sometimes < our > drinking will be used < > criticism < politically >. One instance comes to mind in which a malicious indivi- of dual was always making friendly little jokes < about > an alcoholic's drinking exploits. < In this way he was slyly > < carrying tales. > In another case, an alcoholic was sent to a hospital for treatment. Only a few knew of it at first , bill-boarded < > but < , > within a short time, it was < billboarded > throughout the entire company. Naturally this sort of thing decreases a < decreased the > man's chance of recovery. The


146 should make it his business to employer < can many times > protect the victim if he can from this kind of talk < >. The employer cannot play try to favorites, but he can always < > defend a man from need- less provocation and unfair criticism. As a class, alcoholics are energetic people. They work will hard and they play hard. Your man < should > be on his mettle to make good. Being somewhat weakened, and faced with physi- cal and mental readjustment to a life which knows no alcohol, Don't let him he may overdo. < You may have to curb his desire to > work sixteen hours a day just because he wants to. < You may > Encourage Make it < need to encourage > him to play once in a while. < > possible for him to do so. < > He may wish to do a lot for other alcoholics and something of the sort may come up during Don't begrudge him a business hours. < A > reasonable amount of time. < latitude will be helpful. > This work is necessary to main- tain his sobriety. After your man has gone along without drinking for a few try months, < you may be able > to make use of his services with other employees who are giving you the alcoholic run-around – provided, of course, they are willing to have a third party Don't hesitate to let an in the picture. < An > alcoholic who has recovered, but holds a relatively unimportant job, < can > talk to a man with a better position. Being on < a > radical- ly different basis of life, he will never take advantage of the situation. You must trust your man. < Your man may be trusted. > Long experience with alco- makes you suspicious holic excuses naturally < arouses suspicion >. When his wife don't next calls saying he is sick, < you might > jump to the con- clusion he is drunk. If he is, and is still trying to recover on our basis presently , < >, he will < > tell you about it < > even if it means the loss of his job. For he knows he must Let him see be honest if he would live at all. < He will appreciate > < knowing > you are not bothering your head about him


147 at all , < >, that you are not suspicious < > nor are you trying to run his life so he will be shielded from temptation to Program drink. If he is conscientiously following the < program > Recovery of < recovery > he can go anywhere your business may call Do not promote him, however, until you are sure. him. < > In case he does stumble, even once, you will have to de- cide whether to let him go. If you are sure he doesn't mean business, there is no doubt you should discharge him. If, on the contrary, you are sure he is doing his utmost, you may wish to give him another chance. But you should feel under no do so obligation to < keep him on >, for your obligation has been In any event, don't let him fool well discharged already. < > you, and don't let sentiment get the better of you if you < > are sure he ought to go. < > There is another thing you might < wish to > do. If your organization is a large one, your junior executives might be provided with this book. You might let them know you have no quarrel with the alcoholics of your organization. These juni- ors are often in a difficult position. Men under them are frequently their friends. So, for one reason or another, they cover these men, hoping matters will take a turn for the bet- ter. They often jeopardize their own positions by trying to help serious drinkers who should have been fired long ago, or else given an opportunity to get well. After reading this book, a junior executive can go to , "look such a man and say < approximately this, "Look > here, Ed. Do you want to stop drinking or not? You put me on the spot every time you get drunk. It isn't fair to me or the firm. I have been learning something about alcoholism. If you are an alcoholic, you are a mighty sick man. You act like one. The firm wants to help you get over it, < and > if you are . There and I hope you have interested < , there > is a way out < > sense enough to try it do < >. If you < take it >, your past will be forgotten


148 and the fact that you went away for treatment will not be , mentioned. But if you cannot < > or will not stop drinking, I think you ought to resign." Your junior executive may not agree with the contents of , our book. He need not, and often should not < > show it to his alcoholic prospect. But at least he will understand the problem and will no longer be misled by ordinary promises. He will be able to take a position with such a man which is eminently fair and square. He will have no further reason for covering up an alcoholic employee. It boils right down to this: No man should be fired just because he is alcoholic. If he wants to stop, he should be , afforded a real chance. If he cannot < > or does not want usually to stop, he should < > be discharged. The exceptions are few. We think this method of approach will accomplish several for you. It will promptly bring drinking situations things < . > to light. enable you to restore < > It will < permit the rehabilitation of > good men to useful activity good men < >. At the same time you will feel , no reluctance to rid yourself of those who cannot < > or will , not < > stop. Alcoholism may be causing your organization money considerable damage in its waste of < time >, men and reputa- tion. We hope our suggestions will help you plug up this We do not expect you to become a sometimes serious leak. < > missionary, attempting to save all who happen to be alcoho- < > lic. Being a business man is enough these days. But we can < > sensibly < We think we are sensible when we > urge that you stop this worth-while waste and give your < worthwhile > man a chance. vice- The other day an approach was made to the < vice > president of a large industrial concern. He remarked: "I'm mighty glad you fellows got over your drinking. But the policy of this company is not to interfere with the habits of our employees. If a man drinks so much that his job suffers, we fire him. I don't see how you can be of any , help to us < > for < , > as you see, we don't have


149 any alcoholic problem." This same company spends millions for research every year. Their cost of production is figured to a fine decimal point. They have recreational facilities. There is company insurance. There is a real interest, both humanitarian and business, in the well-being of employees. But alcoholism – well, they just don't < believe they > have that < it >. Perhaps this is a typical attitude. We, who have collec- tively seen a great deal of business life, at least from the alcoholic angle, had to smile at this gentleman's < sincere > opinion. He might be shocked if he knew how much alcoholism cost < is costing > his organization a year. That company may harbor many actual or potential alcoholics. We believe that managers of large enterprises often have little idea how Perhaps this is a guess, but we prevalent this problem is. < > have a hunch it's a good one. If still < Even if > you < > feel your you well organization has no alcoholic problem, < it > might < pay to > take another look down the line. You may make some interest- ing discoveries. Of course, this chapter refers to alcoholics, sick vice- people, deranged men. What our friend, the < vice > , president, had in mind < > was the habitual or whoopee probably drinker. As to them, his policy is < undoubtedly > sound, as you see, does but < > he < did > not distinguish between such people and the alcoholic. This next paragraph appears in the manuscript only. Being a business man, you might like to have a summary is of this chapter. Here it < Is >: One: Acquaint yourself with the nature of alcoholism. Two: Be prepared to discount and forget your man's past. Three: Confidentially offer him medical treatment and cooperation, provided you think he wants to stop. Four: Have the alcohol thoroughly removed from his system and give him a suitable chance to recover physically. Five: Have the doctor in attendance present him with this book, but don't cram it down his throat. Six: Have a frank talk with him when he gets back from his treatment, assuring him of your full support, encour- aging him to say anything he wishes about himself, and making it clear the past will not be held against him. Seven: Ask him to place recovery from alcoholism ahead of all else. Eight: Don't let him overwork. Nine: Protect him, when justified, from malicious gossip. Ten: If, after you have shot the works, he will not stop, then let him go. The previous paragraph appeared only in the manuscript. you give your It is not to be expected that < an > alcoholic employee < will receive > a disproportionate amount of time is not to and attention. He < should not > be made a favorite. The right kind of man, the kind who recovers, will not want this upon you sort of thing. He will not impose < >. Far from it. , He will work like the devil < > and thank you to his dying day. , Today < > I own a little company. There are two


150 alcoholic employees, who produce as much as five normal better way of life salesmen. But why not? They have a < new attitude >, and they have been saved from a living death. I have enjoyed every moment spent in getting them straightened out. You, Mr. Employer, may have the same experience! < >* See appendix – The Alcoholic Foundation. We may be *< See Appendix VI – We shall be happy to hear from you > able to carry on a limited correspondence. < if we can be of help. >

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