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 THE 
 
 PSYCHOLOGY 
 OF A SALE 
 
GIFT OF 
 
THE 
 
 PSYCHOLOGY 
 OF A SALE 
 
 Practical Application of Psychological 
 
 Principles to tne Processes of 
 
 Selling Life Insurance 
 
 By FORBES LINDSAY 
 
 Associate Manager of the Home Office Agency 
 
 PACIFIC MUTUAL LIFE INSURANCE COMPANY 
 OF CALIFORNIA 
 
 FORM 890 
 
COPYRIGHT BY 
 
 ?he 
 
 PACIFIC MUTUAL LIFE INSURANCE COMPANY 
 
 OF CALIFORNIA 
 
 1914 
 
336758 
 
The Psychology of a 
 Sale 
 
 BY WAY OF INTRODUCTION 
 
 If, in the following pages, I diverge from 
 the beaten track, it shall be with as much 
 care to keep on practical ground as the 
 traveler exercises to maintain his bearings 
 when he strikes into a by-way. You may 
 safely accompany me with the assurance 
 that we shall never lose sight of our main 
 object, that of increasing our efficiency in 
 selling Life Insurance. 
 
 Salesmanship is the most important func- 
 tion in business. Every man in active life has 
 something to sell, goods, services, knowl- 
 edge and the rest. Among all the commod- 
 ities and utilities offered for sale none is 
 of such universal need nor of such wide 
 beneficence as Life Insurance. 
 
 The Life Insurance salesman should be 
 the most efficient of all. But he is not. 
 We have been content to adopt the more 
 or less crude methods of our predecessors. 
 We have imagined that their practices could 
 not be improved upon, whereas, we might 
 learn valuable lessons from the street corner 
 fakir and itinerant peddler. 
 
T'-he bli^in^ss -qf personal salesmanship 
 is passing through" an acute stage of evolu- 
 tion. The public and the employer corpor- 
 ations are demanding efficiency. Life 
 insurance fieldmen must conform to this 
 movement, or drop back to the tail of the 
 procession. 
 
 There is a right and a wrong way of doing 
 everything, and the right way is usually 
 the easier. The requirement of today is 
 for scientific methods. This involves the 
 pains of qualification upon the part of the 
 salesman, but it entails more than commen- 
 surate advantages to him. 
 
 In the effort to find the best way, new 
 means have been resorted to, with the con- 
 sequence that the latter-day education in 
 efficiency carries the student into unaccus- 
 tomed fields. The scientific application of 
 psychology to salesmanship is a case in 
 point. This departure, far as it is from 
 the former methods, has been sufficiently 
 tested to prove its soundness and practic- 
 ability. Indeed, the innovation, though 
 essential, consists of no more than the intel- 
 ligent application of principles which have 
 always been used by salesmen in a hap- 
 hazard and unscientific manner. 
 
 The design of this little book is to expose 
 the principles of psychology in their rela- 
 tion to the sale of a life insurance policy 
 and to indicate their utility as a means of 
 increasing the general efficiency of the 
 salesman. I have exercised the utmost care 
 to keep within practical lines. If at any 
 
point the advice given is not apparently 
 sound to you, believe me that its value has 
 been thoroughly proven and that a faithful 
 trial of it will repay you. 
 
 The educational effect of this manual will 
 be inadequate unless it induces the reader to 
 make a deeper study of the subject. The 
 treatment has been suggestive, rather than 
 exhaustive or precise. You will find in the 
 following papers statements and hints which 
 it is hoped will act as sign-posts to guide 
 you into paths of investigation and prac- 
 tice. I have taken it for granted that you 
 are possessed of brains, and have done little 
 more than to furnish you food for reflection. 
 
 F. L. 
 
 Los Angeles, May 1, 1914. 
 
ONE 
 
 PRACTICAL PSYCHOLOGY 
 
 These excursions below the superficial 
 aspect of our work will be entirely free from 
 abstract philosophy and speculative theo- 
 ries. We shall not roam into the field of 
 far-reaching fancy but 'keep rigidly to the 
 paths of practical, common-sense fact. 
 
 Salesmanship is essentially a psychological 
 process. This is peculiarly true of life in- 
 surance salesmanship. The thing we offer 
 is intangible and imperceptible. Our task 
 is very different from that of selling an 
 automobile or a cash register. We can not 
 enlist the aid of material senses but must 
 depend entirely upon sentiment and imag- 
 ination. 
 
 The salesman may not realize it, but he 
 is using psychological principles at every 
 step of his canvass. They are the outcome 
 of his experience and intuition. In all prob- 
 ability he has no definite conception of them 
 and consequently does not utilize them to 
 the best advantage. 
 
 You will find the most ignorant farmer 
 practicing certain methods which experi- 
 ence has taught him to be effective. He is 
 unconsciously employing the principles of 
 scientific agriculture. If he understood 
 those principles he would apply them more 
 
efficiently and with far better results. So 
 with us. A knowledge of the psychology of 
 salesmanship will enable us to turn to bet- 
 ter account the factors which we are already 
 engaging in our business. 
 
 The process of making a sale is almost 
 entirely a mental one. The result is depen- 
 dent upon the mental attitude and expres- 
 sion of the seller and the mental attitude 
 and impression of the buyer. It is the out-? 
 come of the contact of two minds. 
 
 Now, if I want to sell something to Mr. 
 Bogue, I adopt certain mental tactics regu- 
 lated by my knowledge of his condition, 
 character, temperament and traits. I know 
 Mr. Bogue and I ought to be able to can- 
 vass him in the most effective manner. 
 
 But what about a stranger? I will endea- 
 vor by learning what I can regarding him 
 to secure in some degree a similar advan- 
 tage, but I must rely in the main on gen- 
 eral principles of psychology. Allowing 
 for idiosyncrasies, every mind is controlled 
 to a great extent by predilections and influ- 
 ences that are impersonal and common to 
 civilized mankind. The action of our minds 
 is much more automatic than we realize, and 
 is largely prompted by physical conditions, 
 instincts and habits that are quite indepen- 
 dent of reasoning or moral motives. 
 
 We play upon these mental tendencies of 
 others in our work. What we need is a 
 clearer knowledge of them and a more 
 deliberate application of the knowledge. 
 
 "But," you say, "there is nothing new 
 about this. It is merely human nature." 
 7 
 
Just so. Psychology is the inner science 
 of human nature. Don't associate it with 
 metaphysics, psychism, or anything else 
 that is mysterious. Psychology is as prac- 
 tical as physiology or anatomy. You are in 
 the habit of judging a man's physique from 
 superficial observation of the body. Why 
 not form a similar habit of gauging minds 
 by a study of mental manifestations? The 
 latter practice will be of infinitely greater 
 profit to you. It will enable you to make 
 the most of your resources, to avoid mis- 
 takes, to take the most direct route to your 
 object. It will make you a better salesman 
 and greatly increase the returns from your 
 work. 
 
 Now, what am I doing at this moment? 
 I want to interest you in the study of psy- 
 chology. I might have expatiated on its 
 advantages in mental training and develop- 
 ment. I might have dwelt upon its special 
 value to the lawyer or physician. I might 
 have advanced a score of reasons for my 
 advice that you should direct your attention 
 to psychology, with the result of stimulating 
 some of you by one, other/s by another 
 of my reasons. As a matter of fact I have 
 confined myself to one motive the love of 
 gain, which is universal and which I could 
 confidently expect to appeal to you all. 
 There you have a practical illustration of 
 a psychological principle, or, in other words, 
 a common sense action based on a knowl- 
 edge of human nature. 
 
 As I have said, from the moment a sales- 
 man enters the presence of a prospective pur- 
 8 
 
chaser until he leaves him, mental processes 
 are influencing the negotiation. A knowl- 
 edge of the psychology of salesmanship will 
 facilitate the creation of a good First Im- 
 pression, of Interest in the Proposition, De- 
 sire for the Thing offered and Resolve to 
 Purchase it. 
 
TWO 
 ASSOCIATION OF IDEAS 
 
 We have said that a sale is a psycholog- 
 ical process. The underlying operation con- 
 sists of a contact of two minds, a mingling 
 of their interests and a meeting of their 
 motives. You approach your prospect and 
 bring his mind into touch with yours on 
 the subject of life insurance. Now your 
 task is to produce a mixing of his thoughts 
 with yours not a mere compound, as the 
 chemists would say in the case of oil and 
 water but a true blend as with water and 
 wine. Finally, you must focus his thought, 
 crystallized into Desire and Resolve, upon 
 the act of purchase. 
 
 A simple metaphor will make this idea 
 clearer. The phases of a sale may be lik- 
 ened to two streams coming together from 
 different directions, commingling at the con- 
 fluence, flowing on through one bed, and 
 ultimately emptying into a lake. 
 
 The most constant and pervasive influ- 
 ences in our daily life are what psycholo- 
 gists call dispositions and associated ideas. 
 They color our emotions, affect our senti- 
 ments, modify our actions and permeate 
 our thoughts. Only an absolutely new ex- 
 perience or sensation, if such a thing were 
 possible to an adult, could be free from the 
 
 10 
 
effect of an acquired disposition and, even 
 so, might be influenced by an inherited one. 
 
 Every experience must create a more or 
 less strong disposition toward or against 
 its repetition. When you first brought your 
 hand into contact with fire, you burnt it. 
 At the same time you acquired a disposi- 
 tion to avoid contact with fire and ever 
 since, fire has been associated in your mind 
 with danger and pain. 
 
 Both these processes are sometimes quite 
 complex and subtle. While there are varia- 
 tions and marked exceptions, the vast 
 majority of dispositions and associated 
 ideas are universal. For practical purposes 
 these are the only kind that we can take into 
 account, though, of course, we would not 
 neglect to take advantage of the knowledge 
 of an idiosyncrasy in dealing with an indi- 
 vidual. 
 
 Before I begin to speak to the agents at 
 our Monday morning meetings, why do 
 they assume an attitude of receptive atten- 
 tion? Because they have had the experi- 
 ence of being interested on past occasions. 
 But there is no process of reasoning in- 
 volved in the matter. At previous times 
 we have assembled at 8:45 and enjoyed 
 interesting discussions. Again we come 
 together. The hands of the clock point to 
 8 :45. I step to my place. The physical con- 
 ditions are repeated and involuntarily the 
 associated idea of interest springs out of a 
 predisposition. 
 
 A yellow rag hanging from a window pro- 
 duces a disagreeable effect upon you. Why? 
 
 11 
 
Because it is associated with yellow fever, 
 quarantine, bile and other objectionable 
 matters. The yellow cloth may arouse the 
 sensation without a definite impression of 
 any of these things being created. 
 
 The association of ideas may be entirely 
 independent of deliberate reasoning or voli- 
 tional thought. Bear that in mind. If you 
 would test this, clap your hands behind the 
 back of a three-months old baby. It will 
 smile instantly and display evidence of 
 pleasurable anticipation. Why? Because 
 in its experience persons who clap their 
 hands make funny faces at it and talk to it 
 in goo-goo language. 
 
 Now try your experiment on a different 
 subject. Clap your hands suddenly in the 
 street car and watch the pained expression 
 come into the face of the sleepy little cash 
 girl. In her case the associated idea con- 
 jured up by the sound is an unpleasant one. 
 
 In the association of ideas you have the 
 key to successful salesmanship. You will 
 find suggestion more effective than direct 
 appeal. 
 
 I want to impress upon you the fact that 
 whether you will or not, predisposition and 
 the association of ideas must be constantly 
 operating in your canvass of a life insurance 
 policy. If you take no account of them, 
 they will be working against you, as often 
 as in your favor. You must play upon this 
 force, control it, direct it so that it shall 
 serve your purpose. Regard for the effects 
 of associated ideas will regulate your actions 
 and your speech, and that to the extent 
 
 12 
 
of what you may consider insignificant 
 trifles. It will influence your presentation 
 of a proposition, your arguments and your 
 statements. The practice of regarding the 
 association of ideas will necessarily create 
 the habit of keeping on the prospect's side 
 of the fence throughout the course of a 
 canvass. It will confirm you in the chess 
 player's strategy of prefacing every move 
 by an inspection of its effect upon the op- 
 ponent's position and a calculation of his 
 logical counteraction. 
 
 Otherwise inconsequential actions may, 
 through the association of ideas, work 
 serious injury to you in your business. 
 We shall consider this subject in its 
 direct bearing on the various phases of a 
 sale. At the present time we must be con- 
 tent with a few illustrations of the general 
 application of this principle. 
 
 The principle under consideration is con- 
 stantly violated or ignored in our speech. 
 We commonly excite an adverse train of 
 thought by speaking of "lapse'' when we 
 might resort to a favorable suggestion by 
 referring to the same condition as "selling 
 the policy to the company." If instead of 
 talking of "paying premiums," we should 
 use the term "making deposits" we would 
 arouse the associated idea of saving. In 
 scores of other instances we either use 
 words disadvantageously or neglect to em- 
 ploy those which would serve our object. 
 I recommend, as a thoroughly practical 
 measure, that you make from Roget's The- 
 saurus, or some other dictionary of syno- 
 
 13 
 
nyms and antonyms, collections of words 
 expressing the ideas that enter prominently 
 into our work, protection, profit, thrift, se- 
 curity, and so forth, as well as their con- 
 traries. Learn to incorporate one set in 
 your canvasses and to avoid the use of the 
 other. 
 
 Now let us see how the principle of asso- 
 ciatd ideas may influence your presentation 
 of a policy and your arguments in favor 
 of it. 
 
 You are canvassing a school tacher and 
 offer the Monthly Income Endowment, 
 dwelling on the certainty of periodical 
 checks. Your proposition immediately cre- 
 ates the pleasant suggestion of the contin- 
 uance of his salary. And don't overlook the 
 fact that your prospect will imagine that 
 he originated the idea and as a consequence 
 it will be much more effective than if you 
 had presented it. You are in the strategic 
 situation of the chess-player who prompts 
 his adversary to make the very move he 
 most desires that he should. 
 
 Or, in the case of the business man, the 
 mere mention of the word "collateral" will 
 give birth to comfortable thought of easy 
 loans and a reserve resource in time of 
 necessity. You will not need to do more 
 than introduce the expression briefly. Let 
 the everlasting action of the association of 
 ideas do the rest. 
 
 Don't treat your prospect as a mental 
 incompetent. Don't try to do his thinking 
 for him. Suggest and let him do the rest. 
 The trouble with most of us is that, like 
 
 14 
 
the parrot which came to an untimely end, 
 we "talk a damn sight too much." The 
 masterful salesman induces the purchaser to 
 sell himself. The most eloquent passages 
 in his canvass are the pauses of silence. 
 
 Let me repeat, in the universal mental 
 tendency which we term the association of 
 ideas you have a tremendous force at your 
 command. You may play upon it as on the 
 keys of a piano, producing discord or har- 
 mony, harshness or melody. Play upon it 
 you must, consciously or unconsciously, one 
 way or the other. If you can not avoid its 
 effect upon your effort it would seem to be 
 the part of wisdom to turn that effect to 
 your advantage. 
 
 15 
 
THREE 
 ATTITUDE OF THE SALESMAN 
 
 Let us have a clear understanding of the 
 task before us. We have to bring our 
 prospect's mind into touch with our own, 
 the point of contact being the subject of 
 Life Insurance. Next we have to induce 
 him to mingle his thoughts with ours, so 
 as to create a common Interest and in this 
 condition to carry him along with us to- 
 ward our objective. Finally, we have to 
 transform his Interest into Desire and the 
 Resolve to purchase. 
 
 A sale then is a process of mental evolu- 
 tion. It has three manifest stages : the Ap- 
 proach; the Canvass; the Close. The last is 
 a climax of the foregoing. The final result is 
 the effect of efficiency all along the line. 
 
 It is important to observe these distinct 
 phases of the sale, and to confine your effort 
 during each to the appropriate purpose. In 
 the Approach your object is to secure a 
 hearing for your proposition. Concentrate on 
 that object. Having accomplished it, devote 
 your entire faculties to the creation of De- 
 sire. Restrict yourself to that object. 
 
 You can make no greater mistake than 
 to introduce the tactics of one stage into the 
 conduct of another. You will confuse your 
 prospect and dissipate your strength by in- 
 
 16 
 
troducing your Canvass at the Approach or 
 attempting to Close before you have created 
 a favorable condition in your prospect's 
 mind. By doing so you place yourself in the 
 position of the impetuous chess player who 
 follows his opening gambit with a premature 
 attempt at mate. The adversary has an easy 
 defense and a pronounced advantage in the 
 situation. 
 
 Now, with a well-defined view of our ob- 
 ject and the manner in which we intend to 
 pursue it, let us proceed to a consideration 
 of the psychology of the Approach. The 
 prime necessity at this stage is to arouse in 
 your prospect's mind a feeling of receptive- 
 ness. And the chief factor in success is a 
 proper mental Attitude on your own part. 
 
 What is a proper Attitude in the Ap- 
 proach? In the main, it is the Attitude which 
 you should maintain throughout your work- 
 ing day. Its principal elements are Courage, 
 Confidence, Self-respect, Poise, Clarity of 
 Thought and Determination. These are to 
 a great extent inter-dependent and their 
 presence almost insures the co-relative qual- 
 ities of Geniality, Courtesy and Tact. 
 
 I have said that the proper Attitude in 
 the Approach is one which you should main- 
 tain constantly. The right time to assume 
 it is the moment you hit the floor in the 
 morning. Square your shoulders, draw a 
 few long breaths. Throw up your head with 
 a "Well, Old World, I'm going to take an- 
 other fall out of you today" feeling. Pre- 
 serve your equanimity on the street car 
 
 17 
 
the most difficult thing 1 could ask you to do. 
 Enter the office with a cheery greeting. Go 
 out to your first prospect with your mind 
 well balanced, your faculties on edge and 
 your feelings in tune with your work. 
 
 Let your mental Attitude manifest itself 
 in your bearing and address. Look the part 
 you wish to act. Take advantage of the 
 law of reciprocal action and reaction between 
 mind and body. It is one of the greatest 
 agencies at your command and one of the 
 most easy to put into operation. You can- 
 not look jolly without feeling cheerful. You 
 cannot feel depressed without looking glum. 
 Try a simple experiment in this direction. 
 Stand with your mind as nearly blank as 
 possible. Turn your eyes upward. Within 
 sixty seconds you find your thoughts ele- 
 vated. Now look upon the ground. Almost 
 immediately you feel a tendency to reverie. 
 Now look sideways. Thoughts of distrust 
 and suspicion intrude upon the mind. In 
 these little tests you are employing the 
 smallest set of muscles in the body. You 
 may secure much more marked results by 
 the employment of the larger muscles in 
 more extended action. 
 
 Don't wait until you are confronted by 
 your task to get into the right Attitude. 
 You can't do it. The engineer doesn't defer 
 getting up steam until he is on the track. He 
 does that in the roundhouse, and when he is 
 coupled to his train he is ready to pull out 
 at full speed. 
 
 18 
 
Now, a few brief remarks on the chief 
 elements of the proper Attitude. 
 
 Fear or timidity is the least excusable of 
 our failings. You are a business man meet- 
 ing another business man. In nine cases out 
 of every ten your calling is a far nobler one 
 than his. If you are doing your work hon- 
 estly you are at least his equal. If you are 
 doing it efficiently you are probably his su- 
 perior. To cap all, your errand is to do him 
 an inestimable service. Keep these facts 
 prominently before your mind's eye. Get the 
 right Attitude. 
 
 Timidity has a distinctly detrimental ef- 
 fect upon your work. It is instinctively as- 
 sociated in our minds with shame and weak- 
 ness. The man who approaches us with em- 
 barrassment makes a disagreeable impres- 
 sion upon us. Why? Because experience 
 has taught us that the man who addresses 
 us in a shrinking manner is going to borrow 
 money or say something which will be un- 
 pleasant to hear. 
 
 Before you have got so far as to state your 
 business, you have often created an adverse 
 impression by an air of hesitancy and apol- 
 ogy. If you are afflicted with this failing you 
 must overcome it. 
 
 Confidence is begotten of honest intention, 
 consciousness of ability and conviction of 
 the worth of the thing we have to sell. It is 
 a great force in the Approach. The confident 
 man is the personification of power. In- 
 stinctively we begin to let down the barriers 
 at his approach. It is as though a pigmy 
 
 19 
 
should see a giant coming along with a large 
 placard upon his breast inscribed: "I am 
 going to do something." The little fellow 
 would say, "I don't know what it is, but I 
 have no doubt you will do it if you want to." 
 
 This is the chief asset of the Rufus P. 
 Wallingfords. It opens doors and emp- 
 ties purses for them. They take advantage 
 of the principle of associated ideas and the 
 fact that frank speech and an open manner 
 are naturally suggestive of honesty. If these 
 indications were tested by reason they would 
 not be accepted so readily. We know that a 
 hardened crook may have an eye as steady 
 as the pole star whilst a perfectly honest 
 man may have a shifty look. 
 
 Acquire Confidence by forming a solid 
 substructure of efficiency for it to rest upon. 
 
 Of Self-respect I need say little . It de- 
 pends upon inherent characteristics and ac- 
 quired qualities. You cannot play a manly 
 part without it. Foster it by every means 
 in your power. Cherish it s your most 
 valuable possession. Jealously guarcLagainst 
 the least impairment of it. Bear in mind that 
 this is entirely under your control. No one 
 but yourself can injure your Self-respect. 
 Another can arouse in you any emotion but 
 one. He can not make you feel mean. That 
 feeling must emanate from some fault of 
 your own. 
 
 Poise is one of the most impressive char- 
 acteristics. The man who laughs unre- 
 strainedly, talks excitedly or slops over 
 sentimentally exhibits weakness. On the 
 
 20 
 
other hand, the man who seldom allows full 
 play to his emotions and feelings suggests 
 reserve force. 
 
 Keep yourself constantly in check. Only 
 in this way may you exert your mental fac- 
 ulties to the best advantage. When the hab- 
 itually poised man opens the sluice gates of 
 his soul on justifiable occasion the flood of 
 force is immeasurably greater than if he had 
 them half open all the time. 
 
 Clarity of Thought, which is, of course, 
 the mother of clarity of speech, is constantly 
 possible only to a well-poised mind. There 
 is no more effective agency at the command 
 of the salesman than the clear expression of 
 a well-defined thought. Its most essential 
 element is a thorough understanding of the 
 subject. I can make a statement pertaining 
 to life insurance more clearly than the great- 
 est orator or the brainiest man alive, if he 
 should be ignorant of the subject. And be- 
 cause my statement, though couched in 
 homely language, would penetrate your un- 
 derstanding farther than his, though con- 
 veyed with striking eloquence, I would con- 
 vince you before he would. 
 
 Spend no time in practicing rhetoric or 
 elocution. Learn to think logically and hon- 
 estly. Spare no pains in acquiring a thorough 
 comprehension of your subject. And you 
 may depend upon it that your presentation 
 will be clear and forceful. That is true elo- 
 quence, regardless of the verbiage. 
 
 Determination is the quality of being earn- 
 est and decided ; the resolve to accomplish 
 a purpose. If you approach a prospect with 
 
 21 
 
an earnest Attitude and a decided resolve to 
 secure a hearing, believe me, you will suc- 
 ceed in almost every case. 
 
 Obstruction melts away before a Deter- 
 mined Attitude. A thing willed is a thing 
 more than half done. 
 
 Now let us take these qualities this 
 woof and weft and pass them through the 
 loom. What is the resultant fabric? Per- 
 sonality. The Attitude of the salesman 
 should be an expression of his Personality. 
 The Attitude of the salesman should be in- 
 dicative of the qualities we have considered. 
 The true Attitude is a natural one. It fol- 
 lows that the Personality of the Salesman 
 must embrace Courage, Confidence, Self-re- 
 spect, Poise and Determination. 
 
 22 
 
FOUR 
 
 THE APPROACH 
 
 In the companion book, styled "Effici- 
 ency/' the outward or superficial features of 
 the Approach are examined and various 
 methods of "getting in" to see a prospect 
 are described. The contents of the chapter 
 on this subject in "Efficiency" should be 
 considered in connection with the following 
 study of the inward or psychological phases 
 of the Approach. 
 
 If you are in the right mental attitude the 
 means you employ to see your prospect will 
 not be deceptive, devious nor dishonest. Any 
 success secured by such means mustbe short- 
 lived and dearly bought. Its discovery will 
 be accompanied by the creation of an ad- 
 verse mental condition on the part of the 
 prospect, which you will have to overcome. 
 What folly to open in such a manner a pro- 
 ject which depends for its successful out- 
 come upon the establishment of Confidence! 
 If you were a process-server, your end would 
 be accomplished when you entered your 
 man's office. But as a salesman that is only 
 a preliminary step in your purpose, though 
 an important one which should be taken with 
 all the pains possible to create conditions 
 favorable to the success of your next step. 
 
 This admonition against equivocal meth- 
 
 23 
 
ods is not to be construed as a recommenda- 
 tion of unrestrained frankness. The chief 
 motives on which you have to rely for an 
 interview are Curiosity and Interest. In the 
 
 endeavor to excite these you may legiti- 
 mately exercise a certain degree of reserve 
 and resort to a certain degree of ambiguity 
 in your statement. But you must not state 
 an untruth, nor make any assertion which 
 will not be borne out in your canvass. 
 
 The principle involved in the matter is 
 illustrated in the chapter of "Efficiency" 
 treating the "Approach." From the same 
 source you may gain some additional sug- 
 gestions relating to the psychological pro- 
 cesses entering into the effort to secure an 
 interview. 
 
 At the first contact with your prospect 
 the important thing is to impress him by 
 your personality. The more natural your 
 attitude the more effectively you may do 
 this. If you possess the qualities which 
 have been enumerated as elements of the 
 proper attitude, you will be satisfied that 
 your prospect should "see through you," as 
 the saying is. You will invite his closest 
 scrutiny. It goes without saying that you 
 will avoid anything calculated to distract 
 his attention from your real self. Manner- 
 isms, peculiarities of dress, business cards, 
 are such distractions. 
 
 The first five minutes in the presence of a 
 prospect is nearly always of great conse- 
 quence to you, and not infrequently it is 
 the crucial period of your entire intercourse 
 
 24 
 
with him. It is then that he forms his first, 
 and perhaps final, estimate of you. Men of 
 affairs are in the habit of "sizing a man up" 
 quickly. This first impression is created 
 more by the outward expression of a sales- 
 man's personality or mental attitude than 
 by what he says. If it be a favorable im- 
 pression it remains with him to improve or 
 impair it in his later contact with the pros- 
 pect. 
 
 On this point the Instruction Manual of 
 the National Cash Register Company says: 
 "It is not sufficient to be merely a negative 
 quality. You should make a positive favor- 
 able impression, and not by cajolery, nor 
 attempted wit, nor cleverness. The only 
 right way to gain a man's liking is to de- 
 serve it. The majority of men do not often 
 know just what the characteristics of a man 
 are which make him pleasing or displeasing 
 to them ; but they FEEL pleased or dis- 
 pleased, attracted or repulsed, or indifferent, 
 and the feeling is definite and pronounced, 
 even though they can not understand just 
 what makes it." 
 
 Whilst there may occasionally be other 
 motives to which you will appeal for the 
 granting of an interview, in the great ma- 
 jority of cases you must depend upon ex- 
 citing Curiosity or Interest, if not both. 
 
 Curiosity is in fact an elemental form of 
 Interest, but it lacks the specific quality that 
 characerizes Associated Interest which we 
 shall consider presently. 
 
 25 
 
Curiosity is at once the most primitive and 
 the most universal trait of mankind. Per- 
 haps it is a heritage from our monkey an- 
 cestors and was a highly useful quality when 
 safety prompted the investigation of every 
 strange creature and novel condition, and 
 when the scanty knowledge of the race was 
 advanced almost solely by the acquisition 
 of new experience. At the dawn of civiliz- 
 ation Curiosity, hardly less than Necessity, 
 prompted the discovery of the useful arts. 
 But this is a digression. 
 
 If you can arouse Curiosity in your pros- 
 pect you will have, at least, secured his At- 
 tention and gone an appreciable way toward 
 exciting his Interest. In some instances this 
 may be sufficient to accomplish the imme- 
 diate object of the Approach that is, to 
 obtain for you the desired interview. 
 
 The principle involved is illustrated in the 
 tactics of the street fakir and the barker for 
 a dime museum, which are too familiar to 
 be dwelt upon. 
 
 An Associated Interest is one relating to 
 the personal affairs of an individual. It 
 would be almost, but not quite, exact to 
 call it self-interest. When you state : "I 
 can save you money" ; "My proposition will 
 promote your business"; you are arousing 
 Associated Interest. 
 
 Don't confuse this with the direct and 
 definite Interest which you must excite by 
 the presentation of your proposition. That 
 belongs to the next stage of the sale. At 
 
 26 
 
present your efforts are restricted to secur- 
 ing an interview. 
 
 A little thought and observation will sug- 
 gest many ways of bringing Curiosity and 
 Associated Interest into play. I will give 
 you three illustrations, in the form of re- 
 plies to the objections most frequently made 
 to the agent in the Approach. 
 
 "I don't want any more life insurance." 
 
 "Why, Mr. High, I know you don't. If you 
 
 did you'd have telephoned to the Mutual 
 
 before this to have a man sent to you. Of 
 course you don't want what I have to offer 
 you. You can't desire a thing of which you 
 have no conception. If I am not greatly mis- 
 taken my proposition is such as you have 
 never thought or heard of. You can't afford 
 to miss the opportunity of looking into it." 
 
 "I have all the life insurance I want." 
 
 "Now, tell me honestly, Mr. Collins, the 
 last time you took life insurance didn't you 
 make exactly the same statement to the 
 agent when he approached you? It was 
 true, too. But when you learned what he 
 had to offer, you took it, and you have been 
 glad ever since that you did. Is it not pos- 
 sible that you may repeat that profitable 
 experience with me?" 
 
 "I have all I need." 
 
 "I wonder whether you have figured that 
 by the new method recognized by business 
 men, financiers, banks and other corpora- 
 tions nowadays. Do you know that there 
 is a mathematical standard logically cal- 
 culable from every man's domestic and busi- 
 
 27 
 
ness conditions? No? It is the most inter- 
 esting sort of computation. Let us step into 
 your office for a moment and I will explain 
 it to you." 
 
 Remember you are not entering on your 
 canvass at this time. Don't be led into 
 making a statement of your proposition. 
 Your object is to obtain an interview. Get 
 that or nothing. More depends upon it than 
 the important condition of securing a fa- 
 vorable opportunity to make your canvass. 
 Success in this first tilt with your prospect 
 will give you a certain degree of mental 
 dominance over him which you will preserve 
 and increase in the later negotiation. 
 
 28 
 
FIVE 
 
 MENTAL ATTITUDE OF THE 
 PROSPECT 
 
 We are assuming that you have secured 
 an interview and that you are about to en- 
 ter upon the Canvass, or presentation of 
 your proposition. You have aroused Inter- 
 est. Your object now is to develop that 
 feeling into Desire. You have brought 
 about a contact of the two minds. The 
 next step is to induce a blending of their 
 interests and ideas. 
 
 We have described the proper mental At- 
 titude for you in the Approach. This Atti- 
 tude should be a permanent condition a re- 
 flection of your Personality. You will carry k 
 it into your Canvass. 
 
 Now let us consider the mental Attitude 
 which it is desirable for you to create in 
 your Prospect. As a preliminary to the ex- 
 amination of this phase of our subject I 
 will ask you to re-read the preceding chap- 
 ter dealing with dispositions and associated 
 ideas. 
 
 It must be assumed that you have made 
 reasonable effort to learn what you could 
 about your Prospect. Perhaps you have the 
 great advantage of knowing something of 
 his characteristics, traits, prejudices and 
 
 29 
 
tendencies. In this case you will disregard 
 or modify the general principles of psy- 
 chology which are safe tactical guides in a 
 large majority of instances. In the course 
 of the Canvass you should be watchful to 
 detect indications of mental idiosyncrasies 
 and alert to adapt your tactics to them. 
 
 The necessary limits of these papers for- 
 bid a discussion of methods peculiarly fitted 
 to influence men of certain temperaments 
 and dispositions. Such knowledge is valu- 
 able, however, and the salesman is strongly 
 recommended to cultivate it. Observation 
 is the best school of education in this re- 
 spect. Intelligent practice will develop a 
 surprising degree of detective skill in a short 
 while. Perseverance will ultimate in the pos- 
 session of a faculty akin to a sixth sense 
 which is enjoyed by some salesmen who can 
 correctly gauge a man's "quality" or "grain" 
 at sight, and find in the course of a short 
 conversation, clues to his chief characteris- 
 tics. 
 
 The dispositions which we may depend 
 upon finding more or less prominently pres- 
 ent in our Prospect's mental make-up are 
 love of kin, love of gain, self-esteem and sus- 
 ceptibility to flattery. The average person- 
 ality embraces all these traits. In endeav- 
 oring to stimulate Desire these are the senti- 
 ments and conditions upon which we must 
 play. These are the main sources of the 
 Motives that will prompt your Prospect to 
 purchase. 
 
 30 
 
The prime essential to success in the cre- 
 ation of Desire is a clear cut presentation of 
 the thing offered. A prerequisite to such a 
 presentation is a clear cut conception on the 
 part of the salesman of the thing he is offer- 
 ing. The life insurance solicitor must have a 
 thorough understanding of his policy. He 
 cannot comprehensively explain it other- 
 wise. The Prospect must receive a distinct 
 mental impression of it. He cannot fully 
 Desire it otherwise. 
 
 The mind naturally welcomes new ideas 
 when presented to it in a simple and easily 
 assimilable form. It just as naturally ab- 
 hors those which are complex and nebulous. 
 The former stimulate it, whilst the latter 
 confuse and irritate. 
 
 The bird-shot presentation of a proposi- 
 tion peppers a man's mind all over with a 
 great number of ineffectively expressed 
 statements, none of which penetrates to the 
 centre of his comprehension. The rifle 
 method sends six or eight bullets from the 
 magazine clean into the mind's bullseye. 
 
 The man who might restrict his presenta- 
 tion to the simple statement: "This policy 
 will guarantee the payment of $10,000 at 
 your death," would stand a better chance of 
 getting an application than the man who 
 should essay to explain every clause and 
 feature of the contract. 
 
 In order to bring about the desired blend 
 of the Prospect's mind with yours, you must 
 be completely absorbed in your subject. 
 Earnestness will always hold attention and 
 
 31 
 
stimulate interest. Use paper and pencil. 
 Illustrate your main points by simple dia- 
 grams and write down your principle fig- 
 ures. When your Prospect begins to use 
 such expressions as "That's so," "I see," etc., 
 his mind is beginning to mix in with yours. 
 Let it do so in due proportion. Encourage 
 him to make some of the calculations and 
 to reach some of the conclusions by inde- 
 pendent reasoning. Suggest and let him 
 draw deductions. Ask his opinion now and 
 again and do it with an air of being inter- 
 estedly anxious to know what it is. Try to 
 induce in his mind the feeling that "WE are 
 threshing out this thing together," not that 
 you are trying to drive him into it. There 
 are times to be positive and times to be 
 conciliatory and compromising. Reserve 
 your force for the closing stage. Lead him 
 now. You may push him then. 
 
 Whilst you are making your presentation 
 be on the look-out for the Motive that is 
 most likely to influence your Prospect. 
 Having detected it, make it the focal point 
 of your Canvass thereafter. Concentrate on 
 it. Direct all your efforts towards stimu- 
 lating it, and make the utmost use of the 
 principle of Disposition and Associated 
 Ideas. 
 
 You are now seeking a Motive to prompt 
 Desire. You may have to find another to 
 effect the Close. One Motive may create 
 willingness to insure and quite another de- 
 cide the Prospect to sign the application. 
 For instance, in the former case it may be 
 
 32 
 
Love of Gain; in the latter, an approaching 
 change of age. 
 
 "System" says : "Typewriters, automo- 
 biles, bonds, anything you may have to 
 sell are all dry subjects. And if you try to 
 build your Canvass entirely on them on 
 your goods you will build a dry, uninter- 
 esting Canvass. But a man's Motive his 
 pride, or desire for gain, his caution or weak- 
 nesses, are live, interesting things and a Can- 
 vass built around them is bound to be alive." 
 
 Having brought about a mingling of your 
 Prospect's thoughts with your own, it is 
 necessary to maintain that condition. In 
 order to do this you must control the inter- 
 view. This implies that you must regulate 
 your Prospect's thoughts. You know the 
 course which they should be taking. Keep 
 them to it. If your Prospect makes a diver- 
 sion, bring him back. Follow him only for 
 the purpose of doing so. 
 
 In such situations salesmen commit two 
 common errors. They either allow the 
 Prospect to side-track them or they DRAG 
 him back to the point of departure. The 
 expert accompanies his. man in the diverg- 
 ence with a show of interest, makes a short 
 detour, and smoothly leads him into the 
 path again. At this stage of the Canvass 
 he avoids mental jolts. That form of stimu- 
 lus should be employed only in the approach 
 and as a means of reviving waning interest. 
 
 The worst obstruction with which the 
 salesman has to contend in the conduct of 
 an interview are such distractions as tele- 
 
 33 
 
phone calls and interruptions by employees. 
 After one of these, it is generally best not 
 to resume at the point where you were cut 
 off. Go back a little way and repeat what 
 you had been saying shortly before the in- 
 terruption. The blending of your Prospect's 
 thoughts with your own will be most readily 
 resumed by your asking him a question 
 bearing upon the statements which you had 
 made just before the disturbance. Make it 
 a pertinent question and wait for the reply, 
 thus inducing him to detach his thoughts 
 from the matter that had intervened and 
 direct them again to the subject of your 
 Canvass. 
 
 Now let us summarize. Having by the 
 excitement of Curiosity or Associated In- 
 terest secured an interview, you must pro- 
 ceed to create direct Interest in your propo- 
 sition and develop that Interest into Desire 
 for the policy which you are offering. You 
 must make a clear presentation of the con- 
 tract. You should endeavor by suggestion 
 and the operation of associated ideas to in- 
 duce your Prospect to evolve in his mind 
 and to express some of the features and ad- 
 vantages of the policy. You must bring 
 his mind into co-operation with your own. 
 And you must control the interview. 
 
 34 
 
SIX 
 
 THE CANVASS 
 
 We are now going to consider the Can- 
 vass, or actual sale. 
 
 Someone has said that "a sale resembles 
 chimney-building in that it takes more time 
 for preliminary scaffold-making than it 
 does to build the permanent structure, once 
 the scaffold is made." 
 
 As a preparation for this stage of your 
 effort you should be in possession of all 
 the obtainable information regarding your 
 Prospect and you should have made a care- 
 ful rehearsal of your Canvass. You need 
 to know your policy so that you can ex- 
 plain it ; not only to an expert in life in- 
 surance, but also to a man who knows 
 nothing about the subject. 
 
 Throughout your statement let Logic and 
 Fact be your guide-posts. Don't say any- 
 thing but what will appeal to your Pros- 
 pect's reason, nor anything but what you 
 are prepared to substantiate. Remember 
 that your success depends upon the crea- 
 tion of Confidence. 
 
 See that your Mental Attitude is right 
 before you enter upon a Canvass. Key 
 yourself up to a state of confident hopeful- 
 ness and eager enthusiasm. Above all, 
 banish every vestige of Fear and Doubt. 
 
 35 
 
Remind yourself that it is no great matter 
 whether you get this particular application 
 or not. But that you are going to make an 
 earnest effort to secure it and, even though 
 you fail, you will be better and your Pros- 
 pect will be better for your attempt. 
 
 A good Canvass is a profitable perform- 
 ance, though you don't make a penny out 
 of it directly. Your work is not confined to 
 reaping. An important part of it is tilling. 
 Be willing to do something for the good 
 of the cause. You are constantly benefiting 
 by the labor of someone else. If we should 
 all restrict our attention to ripe cases there 
 would shortly be no insurance to write. 
 
 We will assume that you have made a 
 successful Approach and that you are about 
 to enter upon the Canvass of your Pros- 
 pect. Let us consider your task in its 
 psychological aspects. 
 
 There are nine mental states through 
 which a Prospect passes from the first Ap- 
 proach of the agent to the signing of the 
 application. These are: 1. Involuntary At- 
 tention. 2. First Impression. 3. Curiosity. 
 4. Associated Interest. 5. Consideration. 
 6. Imagination. 7. Desire. 8. Deliberation. 
 9. Resolve. 
 
 The first three of these, and sometimes 
 the fourth, are associated with the Ap- 
 proach. The fifth, Consideration, ushers in 
 the opening phase of the Canvass. Your 
 Prospect's mind has become receptive to 
 your proposition. He has decided to look 
 into it. He has passed from the passively 
 
 36 
 
interested to the actively interested state, 
 and expressly or tacitly invites you to pre- 
 sent your policy. It is here that the blend- 
 ing of the thoughts begins and the actual 
 selling commences. 
 
 If your presentation is lucid, logical and 
 easily assimilable by your Prospect's mind 
 it will excite his Imagination, which is an 
 essential prelude to Desire. A man must 
 have a mental picture of a thing before he 
 can wish to possess it. 
 
 It is at this stage that you convey to your 
 Prospect your own realization of the value 
 of the policy you are offering and the many 
 advantages it may secure to him. Your en- 
 deavor should be to make him imagine him- 
 self in possession of it, not now but years 
 hence and his beneficiary ultimately deriv- 
 ing the benefit of it. You will find Sugges- 
 tion and the Association of Ideas more ef- 
 fective agencies than explicit statements in 
 arousing the desired condition of Imagina- 
 tion. 
 
 Imagination is a direct current operating 
 Desire. The woman looking at a hat in a 
 show window imagines it on her head. The 
 man examining an automobile feels himself 
 in imagination flying over country roads in 
 it. The merchant considering an order for 
 goods imagines himself selling them at a 
 profit. Your Prospect should imagine his 
 widow maintaining the home, his children 
 being educated, his old-age passed in com- 
 fort on the proceeds of the policy you have 
 presented to him. 
 
 37 
 
If the thought rested on purchase, Desire 
 would never arise. The thought must ex- 
 tend to after-possession and be associated 
 with the ideas of enjoyment, utility, profit 
 and beneficence. Introduce your policy as a 
 three-year-old proposition and make it grow 
 fast. It is fatal to let your Prospect's mind 
 linger on the period of the birth. 
 
 At this point let me remind you of the 
 injunction used in "Efficiency," not to men- 
 tion the premium until the close of your 
 presentation and then to couple it with the 
 settlement. Don't refer to the child's birth 
 until it has attained maturity in your de- 
 scription. 
 
 The presentation of your policy has been 
 accompanied and followed by arguments 
 and suggestions which have stimulated the 
 Imagination until inclination or Desire is 
 aroused. The blending of the minds is com- 
 plete. You wish to sell and your Prospect 
 wishes to buy. But he has not resolved 
 to do so. 
 
 A boy may Desire an apple and be un- 
 able to summon resolution to climb the tree. 
 A man may desire wealth and lack the de- 
 cision to work for it. A woman may Desire 
 health and be too weak minded to pay the 
 price of it. In fact, most of us have more 
 wishbone than backbone. 
 
 There is a distinct gap between Desire 
 and Action. It is spanned by the bridge of 
 Deliberation. The consideration of this 
 final stage belongs to the section of our sub- 
 ject devoted to Closing. 
 
 38 
 
SEVEN 
 THE CLOSE 
 
 In this process your Prospect is influenced 
 by facts and reason and also by various sen- 
 timents. This necessarily involves a mental 
 conflict. Your presentation and arguments 
 have created a Desire, but the progress of 
 this toward Resolve is checked by caution, 
 perhaps doubt, and almost surely by the com- 
 mon tendency to procrastinate. 
 
 These are boulders in the bed of the 
 stream, impeding, but not stopping, the flow 
 of Desire. In the Closing stage of the sale 
 your entire task consists in removing them. 
 The instrument which you must employ for 
 the purpose is Motive. Play incessantly 
 upon the particular Motive which you be- 
 lieve to be most likely to stir your Prospect 
 to the point of resolution. Make your argu- 
 ment pointed and restricted. If it be diffuse 
 there is danger of your setting up fresh ob- 
 stacles in place of those you remove. 
 
 Bear in mind that with the majority of 
 persons "reasoning" resolves into seeking 
 excuses for doing what they wish. Encour- 
 age this disposition by supplying reasons 
 or excuses, or, better still, by stimulating 
 your Prospect to think of them by the 
 method of Suggestion. 
 
 39 
 
In the play and counter-play of conflict- 
 ing considerations, the balance is often 
 turned by a feather-weight, but frequently 
 the feather is dropped into the wrong scale. 
 
 Too often the salesman makes the mis- 
 take at this stage of returning to the Can- 
 vass reviewing his presentation. If his 
 work has been done rightly the desirability 
 of the proposition is no longer in question. 
 That the Prospect wants the policy may be 
 taken for granted; otherwise you have no 
 business at the Closing stage. 
 
 This is the stage of argument and the 
 excitement of Associated Ideas. On the 
 part of the salesman it calls for alert brain 
 work, tact and finesse. And throughout he 
 must maintain an Attitude of forceful self- 
 possession. Many men will conduct a sale to 
 this point in a masterful manner and then 
 fall for lack of force or by reason of over- 
 anxiety. The accumulated influence which 
 you have acquired over your Prospect in the 
 preceding stages must be maintained in this 
 and enhanced. 
 
 Whilst the Close is the critical phase of 
 the sale and the one in which the highest 
 powers are exercised, it is unquestionable 
 that salesmen are prone to magnify its 
 difficulties. This gives rise to feelings of 
 doubt and dread which, through the action 
 of auto-suggestion, become habitual and 
 seriously impair efficiency. 
 
 Closing is admittedly the most difficult 
 process in a sale and, for that reason, the 
 
 40 
 
greatest pains should be devoted to acquir- 
 ing skill in it. But, that it is by no means so 
 formidable an accomplishment as it appears 
 to be, may be adduced from the fact that so 
 many men of ordinary calibre become pro- 
 ficient in it. 
 
 In this effort to attain expertness in Clos- 
 ing the salesman must be careful not to 
 neglect the stages of the sale leading up to 
 it. Indeed, the result of the final effort de- 
 pends largely upon the manner in which the 
 preceding processes of the sale have been 
 conducted. The signature to the application 
 should be the culminating act of a series of 
 steps logically leading to it. 
 
 Good Closing, therefore, involves effici- 
 ency at every stage of the sale. A perfect 
 closer may greatly curtail his opportunities 
 by weakness in the Approach : he may null- 
 ify his advantage by a faulty Canvass. 
 
 Now we are assuming that your Canvass 
 has excited genuine Desire. Your task is 
 to convert that sentiment into Resolve 
 
 What is the condition of your Prospect's 
 mind? He is inclined to take what you 
 are offering to him. Under your stimula- 
 tion he gave his Imagination rein until it 
 carried him to Desire. But his arrival at 
 that point brought him within sight of De- 
 cision and Action. The realization often 
 sudden that he is at the end of the path, 
 checks him and arouses his Caution. De- 
 sire is still there but its influence does not 
 operate as smoothly as before. He begins 
 to weigh the pros and cons. 
 
 41 
 
His inclination is to go forward, just as 
 the physical tendency of the stream is to 
 flow past the rocks in the channel. If you 
 should attempt to accelerate the flow of the 
 river by violent pressure on the water from 
 behind the result would be to break the 
 surface into waves and to cause an over- 
 flowing of the banks. The effective way 
 of achieving your object would be to re- 
 move the obstructions in the course of the 
 stream. So with your Prospect. If at this 
 stage you try to rush him, you will confuse 
 his mind cause it to become splashy and 
 create mental backwater. You must remove 
 the obstacles to its flow. 
 
 Maintain a constant and even pressure but 
 do it in a quiet, earnest manner. Make posi- 
 tive and terse statements, accentuated by 
 pauses. Repeat such points to your Can- 
 vass as you observed to be effective. Keep 
 in step with your man by speaking delib- 
 erately. And don't talk too much. 
 
 Many salesmen ruin their cases by using 
 the methods of the stockyards drover, with 
 the result of stampeding their Prospects. 
 Don't fall into the error of thinking that 
 force necessitates physical manifestation. 
 Loud and rapid speech, gesticulations and 
 facial contortions are indicative of weakness. 
 They are apt to disturb and confuse the 
 Prospect. 
 
 At this critical point of the sale the agent 
 who lacks courage and confidence is in dan- 
 ger of resorting to a false motive. Nine 
 times in ten there is no cause for com- 
 
 42 
 
promise but his own cowardice. The man 
 who yields to temptation of this sort has 
 the spirit of an auctioneer. He will never 
 make a first-class salesman. 
 
 Don't offer a rebate, nor anything else but 
 what the policy contract covers. Don't make 
 any unusual conditions nor promise any 
 special advantages. Don't make doubt- 
 ful settlements nor deceive your man as to 
 the obligation he is incurring. Make a clean 
 sale or nothing. Better fail in an honest 
 endeavor than succeed in a tricky transac- 
 tion. 
 
 It is not quite correct to say that the 
 development of Resolve in the mind of your 
 Prospect is the end of your task. That re- 
 quires Action for its completion the phy- 
 "sical response to the mental stimulus. You 
 must obtain the signature, but there will 
 seldom be any difficulty about that if real 
 Resolve has been created. The mere re- 
 quest, especially if accompanied by the hand- 
 ing of a pen, will almost always accomplish 
 your object. 
 
 Bear in mind that many a man will allow 
 another to "make up his mind" for him 
 will, indeed, be relieved to have him do it. 
 Frequently a close is in such state that the 
 salesman needs only to make a decisive 
 statement, such as : "Very well, Mr. Blank, 
 then we will close this deal." On the other 
 hand, the agent who waits for the Prospect 
 to take the initiative may fail to secure the 
 application. 
 
 43 
 
Now you have closed your case, but you 
 must not relax your vigilance and tact. 
 Don't break the connection abruptly. Your 
 Prospect has been excited to a degree of 
 unusual mental activity. There will be a 
 tendency toward reaction. You should en- 
 deavor to counteract this tendency. Make 
 the arrangement for medical examination, 
 tell your man when he may expect the pol- 
 icy and gradually direct his mind to indif- 
 ferent matters. To illustrate: 
 
 "Very well, Mr. Blank. I'll see that the 
 doctor is here promptly at two o'clock. He 
 will not take more than twenty minutes of 
 your time. Let me see. Today is Tuesday. 
 It takes about a week ordinarily. You see, 
 there is quite a little to be done between 
 the examination and the delivery of a pol- 
 icy, etc., etc." 
 
 Your object is to help your Prospect's 
 excitement to subdue without reaction 
 to break his mental fall, so to speak, so 
 that, when you depart, his thoughts will 
 easily leave the subject of your visit and 
 revert to his business affairs. In this effort 
 beware of getting back into the field of 
 your Canvass. Your Prospect's mind has 
 just been occupied by a conflict of thought 
 which you have brought to the desired Con- 
 clusion. It is the easiest thing in the world 
 by direct suggestion or the Association of 
 Ideas to revive that mental disturbance and 
 throw him back into the stage of Delibera- 
 tion or even farther back. 
 
 The best protection of the life insurance 
 agent against this tendency to reaction is 
 
 44 
 
found in securing a settlement as an im- 
 mediate sequence to the signing of the ap- 
 plication. This is the proper time for re- 
 ceiving payment and your Prospect should 
 be disposed to make it at this time. 
 
 If you will remember that it is to the 
 applicant's interest to give you a check with 
 the application and if you will habituate 
 yourself to the idea that it is the correct 
 and ordinary thing for him to do, you will 
 ask for it in an expectant and matter-of- 
 fact manner which may be depended upon 
 to gain his assent almost invariably. 
 
 45 
 
EIGHT 
 
 SUGGESTION AND AUTO-SUGGESTION 
 
 A Suggestion may be described as an idea 
 that is imparted to the mind in an indirect 
 way, in contradistinction to one that is cre- 
 ated by reasoning or demonstration. This 
 definition is not exhaustive, nor precisely 
 correct, but it will serve very well for a 
 practical basis of the consideration of our 
 subject. 
 
 It is evident that we receive our mental im- 
 pressions from thousands of suggestive 
 sources, and vastly more of them in that 
 manner than through direct or definite agen- 
 cies. Suggestions are conveyed by hint, in- 
 timation, insinuation ; by gesture, look and 
 attitude. They are excited by partial state- 
 ment, incidental allusion, illustration and 
 question. They are derived from all kinds 
 of conditions and things. Inferences are gen- 
 erally in the nature of suggestions, rather 
 than positive deductions. Suggestions are 
 spontaneously set up by the Association of 
 Ideas. 
 
 In psychology, Suggestion is sometimes 
 held to include mental impressions which 
 are made by authoritative statement or repe- 
 tition, and not supported by logic or proof. 
 This form of Suggestion is widely employed 
 by the writers of advertisements, by preach- 
 
 46 
 
ers, by salesmen and others whose pur- 
 pose is to induce the acceptance of propo- 
 sitions which would be either impossible or 
 difficult of demonstration. 
 
 At almost every moment of the day we 
 are receiving and making mental impressions 
 by suggestive processes. When we think 
 about the matter we are forced to the some- 
 what humiliating conclusion that most of 
 our actions and thoughts have their origin 
 in such uncertain influences. 
 
 The power of Suggestion for good or evil 
 is extremely great because its application is 
 practically limitless, and because we are all 
 highly susceptible to its effects. Let us take 
 two contrasting examples. You attend a 
 strange place of worship and after awhile 
 find yourself imbued with some of the new 
 doctrines, although they conflict with your 
 former belief. You repeatedly read the cir- 
 cular of some patent nostrum and presently 
 you display some of the symptoms of disease 
 described in it, although you were pre- 
 viously perfectly healthy. 
 
 Certain medicines, containing nothing 
 more powerful than gentian or sugar, and 
 certain appliances, such as electric bells and 
 metallic finger rings, are undoubtedly ef- 
 fective in curing disease. Two facts are ab- 
 solutely established in these cases, first, 
 that the medium has no inherent therapeu- 
 tic quality, and, second, that it has effected 
 true cures. 
 
 Where are we to find the solution to this 
 paradox? In Suggestion, to be sure. 
 
 47 
 
Now, Suggestion and Auto-Suggestion dif- 
 fer only in source of origin. In principle and 
 operation they are alike. By insistance that 
 you are looking ill, I can make you look so. 
 You can produce the same result by similar 
 thought originating in your own mind. 
 
 If I should intimate to you daily for a 
 month that I believe you to be a strong 
 "closer," you would soon begin to share my 
 belief and which is of practical account 
 your efficiency in "closing" would actually 
 increase. But you could produce precisely 
 the same effect by Auto-Suggestion. 
 
 Now, let me give you another thought. 
 The effect of this Suggestion by me or by 
 yourself would not be limited to the moment 
 each day when the mind might be directed 
 consciously to the matter, but it would be 
 working and growing constantly. This, be- 
 cause when a seed has been planted in the 
 subconscious mind theprocessofgermination 
 and growth will go on without any realiza- 
 tion on your part, except in so far as you 
 infer it from manifest effect. The plant will 
 need occasional tending, just as the farmer's 
 corn does, but the development will pro- 
 ceed in one case as in the other whilst no 
 attention is being paid to it. 
 
 I shall not attempt to explain this phe- 
 nomenon. There are numerous reliable 
 books available to you should you desire to 
 know the why and the how of the matter. 
 My design is to draw your attention to the 
 Fact and to impress upon you the tremen- 
 dous value of Suggestion and Auto-Sugges- 
 
 48 
 
tion as practical agencies which you may 
 employ scientifically in your work and in 
 the development of your Efficiency. The 
 existence of Suggestion and the Subcon- 
 scious Mind are beyond dispute. You need 
 not go beyond yourself for evidence of them 
 and the phenomena connected with them. 
 
 At almost every moment of the day we 
 are subjected to Suggestion or exerting it 
 upon others, but for the most in a haphazard 
 or accidental manner. If we should learn the 
 principles governing this agency and adopt 
 methods of intelligent application, we would 
 have a very powerful force at our command 
 for the promotion of our business. 
 
 Advertising, which is selling by wireless, 
 so to speak, is based on identically the same 
 principles as "direct contact" salesmanship. 
 A study of first-class advertising, such as 
 may be found in the leading magazines, will 
 afford us many illustrations of the practical 
 application of the principles of Suggestion. 
 We may gain other valuable lessons from the 
 same source, and among them the import- 
 ant practice of getting on the Prospect's side 
 of the fence and examining the situation 
 from his point of view. 
 
 In the course of the canvass the Life In- 
 surance agent frequently resorts to Sugges- 
 tion. Experience has taught him that cer- 
 tain methods are likely to produce certain 
 results, but he has no clear conception of the 
 principles nor the mental processes involved. 
 If he had, his practices might be improved 
 by a greater degree of finesse and variety. 
 
 49 
 
The salesman names policyholders to a 
 Prospect in the hope of stimulating him 
 through the suggestion of imitation. He 
 habitually makes his technical statements 
 with an air of assurance, instinctively aim- 
 ing to create an impression by the sugges- 
 tion of authority. He may not fully appre- 
 ciate the force of suggestion by repetition, 
 but he knows that by conveying the same 
 thought to a Prospect's mind a sufficient 
 number of times it may be made to lodge 
 there. In similar manner he is constantly 
 playing upon the suggestion of habit without 
 conscious application of the principle of the 
 human tendency to move along the lines of 
 least resistance. 
 
 But you say : "If the salesman is already 
 practicing these methods is it of consequence 
 whether he is moved by experience or by a 
 knowledge of principles?" The reply is: "No 
 matter how skilled the unscientific salesman 
 may be, his efficiency must be greatly in- 
 creased by an understanding of the 'how and 
 why' of his processes/' 
 
 The subtler forms of Suggestion are sel- 
 dom employed extensively, except by sales- 
 men who have an intelligent grasp of the 
 principles involved. But these delicate 
 methods of making mental impressions are 
 the most effective and in many difficult sit- 
 uations the only means to the end. 
 
 Frequently men and especially those of 
 the positive types may be more readily in- 
 fluenced by indirect Suggestion than by ar- 
 gument. Indeed, it sometimes happens that 
 a man unconsciously acts under the former 
 
 50 
 
influence with the idea that his action is 
 entirely independent, when he would op- 
 pose an overt suggestion or request that he 
 should do the thing in question. 
 
 In conclusion, I would urge upon you the 
 great advantage of employing Auto-Sugges- 
 tion as an agency for self-improvement. I 
 must restrict myself to a few brief hints, 
 but the matter is one which will repay your 
 fullest consideration of it. Here you have 
 a medium that is limitless in its scope and 
 effect, and one that may be made the means 
 of developing in you the utmost Efficiency. 
 Indeed, it is an essential factor. Your per- 
 sonality and your business capacity are 
 largely the effect of Suggestions and influ- 
 ences from without, but in almost equal de- 
 gree are they the outcome of self-impression 
 and self-influence. By deliberate and sys- 
 tematic Auto-Suggestion you may secure 
 practically any results you please in these 
 directions. 
 
 One of the most important factors in a 
 sales operation is the Mental Attitude of the 
 salesman. This may be regulated to any 
 extent by Auto-Suggestion. Constantly re- 
 mind yourself that you are confident, well- 
 poised and determined. Begin each day's 
 work by re-impressing yourself with the 
 ideas of the superiority of your Company, 
 the excellence of its contracts, the benevo- 
 lent character of your business, and so forth. 
 Read the following "credo" every morning. 
 It will work as effectively as did the ancient 
 incantations, through the action of the same 
 cause Auto-Suggestion. 
 
 51 
 
MY STIMULUS 
 
 There is no better Company than mine. 
 
 I benefit every man whom I insure in it. 
 
 I am an efficient and well-posted sales- 
 man. 
 
 I am fair in dealing with Company, 
 client and manager. 
 
 I treat my competitor as I would have 
 him treat me. 
 
 I respect myself and challenge the re- 
 spect of others. 
 
 Mine is an honorable and profitable bus- 
 iness. 
 
 It is my life work, and I shall succeed 
 in it. 
 
 By means of Auto-Suggestion you may 
 make your habitual Mental Attitude what 
 you will. Think of yourself as energetic and 
 forceful. Impersonate the part. Regulate 
 your speech to correspond with it. Do this 
 for a short time and you will find the Mood 
 of masterly energy growing upon you. And 
 it will continue to grow with your persistent 
 effort until it shall ultimately become a per- 
 manent characteristic. 
 
 IT IS WITHIN THE POWER OF ANY 
 MAN TO COMPLETELY TRANSFORM 
 HIMSELF AND TO REFORM HIS 
 CHARACTER ON ANY LINES WHICH 
 HE MAY DESIRE. 
 
 52 
 
EFFICIENCY 
 
 PRACTICAL LESSONS 
 IN LIFE INSURANCE 
 SALESMANSHIP 
 
 BY 
 
 FORBES LINDSAY 
 
 Associate Manager of the Home Office Agency 
 
 The Pacific Mutual Life Insurance Company 
 
 of California 
 
 PRICE 
 
 Flexible Leather $1.00 
 
 Stiff Paper .75 
 
 To be obtained from Insurance Journals and from Forbes 
 Lindsay, Pacific Mutual Bldg., Los Angeles, California 
 
CONTENTS 
 
 CHAPTER I. 
 
 THE ESSENTIAL ATTITUDE. 
 
 Self Assurance Honest Dealing Earnest Attitude Preparation 
 Scientific Salesmanship. 
 
 CHAPTER II. 
 
 ELEMENTS OF LIFE INSURANCE. 
 
 Participating and Non-participating Insurance Forms of Life In- 
 surance The Premium and its Constituent Parts Methods of 
 Using Dividends. 
 
 CHAPTER III. 
 
 SECURING AND APPROACHING PROSPECTS. 
 Preparation for the Approach Meeting the Prospect Overcoming 
 Obstacles to Interviews. 
 
 CHAPTER IV. 
 
 PRESENTING THE POLICY. 
 
 Divisions of the Policy Statement Logical Sequence in Presenta- 
 tion Discriminating in Selection of Forms Motives that Move 
 Men to Insure. 
 
 CHAPTER V. 
 PREPARING THE CANVASS. 
 
 Scientific Method of Preparation Mode of Setting Forth Data 
 Specimen Illustration of Monthly Income Proposition Memo- 
 randa of Arguments Verbatim Specimen Canvass Explanation 
 of the Design and Purposes of the Method. 
 
 CHAPTER VI. 
 
 CLOSING. 
 
 Essentials to Success in Closing Keeping Control of the Inter- 
 view Closing at the Earliest Opportunity The Consecutive 
 . Stages of the Closing Effort Methods of Influencing the Pros- 
 pect. 
 
 CHAPTER VII. 
 
 STANDARD FORMS OF INSURANCE. 
 
 Term Insurance Life Policies The Monthly Income Policy The 
 Endowment Policy Explanations of Various Forms and Illus- 
 trations of Peculiar Advantages. 
 
 CHAPTER VIII. 
 
 COMMERCIAL LIFE INSURANCE. 
 
 Purpose of Business Insurance Business Insurance for the Corp- 
 oration Business Insurance for the Firm Joint Insurance for 
 Commercial Purposes Specializing in Commercial Life Insurance. 
 
 CHAPTER IX. 
 MATERIAL AID TO EFFICIENCY. 
 
 The Use and Abuse of Illustrations and Printed Matter in General 
 The Advantage of Making Statements in Percentages Prospect 
 Cards and other Memoranda A Valuable Time-keeper and Check 
 on Results Systematic Record Card A Method for Detecting 
 Weakness and Strong Points The Detective Card. 
 
 CHAPTER X. 
 
 GENERAL SUGGESTIONS. 
 
 Systematic Work Securing Cash with Application The Psycho- 
 logical Moment Extra Issues Making it Easy for the Prospect 
 Cultivating Policyholders Warning Against Underestimating 
 the Prospect. 
 
WHAT PROMINENT INSURANCE MEN THINK 
 OF "EFFICIENCY." 
 
 "It strikes me as one of the most helpful works of 
 the kind for the live agent that I have ever seen. It is 
 an aid alike to the 'man who knows* and the fellow who 
 'doesn't know/ It is especially strong in its treatment 
 of that all-important part of the business salesman- 
 ship." 
 
 J. C MATCHITT, Editor and Manager, 
 
 "Northwest Insurance," 
 
 Minneapolis, Minn. 
 
 "It is a strong document, written along right lines 
 and should be a great selling help in the hands of an 
 agency force." 
 
 MARSTON & SMALLEY, General Agents, 
 
 New England Mutual Life Ins. Co., 
 
 Philadelphia, Pa. 
 
 "I am in receipt of your most valuable booklet, 'Effi- 
 ciency/ and I am pleased to say I have re-read the book 
 the second time. I am very much interested in any 
 literature on insurance, and can truthfully say your 
 'Efficiency* has more useful information, both for the 
 beginner and the 'Old Field Man/ than anything I have 
 ever read." 
 
 IRA E. QUIMBY, 
 New York Life Insurance Co., 
 
 Victoria, B. C. 
 
 "I believe your booklet to be the best publication of 
 its kind which has come under my observation." 
 A. N. DES CHAMPS, Manager, 
 
 Aetna Life Insurance Co., 
 
 Bridgeport, Conn. 
 
 "Your book, 'Efficiency/ is the first and only real 
 practical treatise on Life Insurance Salesmanship that 
 has ever been brought to my attention. Brevity is an 
 essential element in efficiency. You have boiled down 
 what others have required volumes to say." 
 
 R. M. MALPAS, Agency Manager, 
 American National Insurance Co., 
 
 Galveston, Texas. 
 
 "It is my opinion that this is one of the most profit- 
 able and interesting treatises ever published in connec- 
 tion with insurance work. I am certain that I shall be 
 more efficient than I was in the past as a result of a 
 careful study of your valuable book." 
 
 M. MESSER, Manager Hoboken District, 
 
 Colonial Life Ins. Co. of America, 
 Hoboken, N. J. 
 
"The plans of soliciting which you have outlined 
 should be of tremendous value to new agents in analyz- 
 ing their work. Chapter I is a new pen picture of the 
 ideal Life Insurance Salesman." 
 
 W. F. McCAUGHEY, General Agent, 
 Northwestern Mutual Life Ins. Co., 
 Racine, Wis. 
 
 "It is all good, and any agent, young or old, experi- 
 enced or inexperienced, cannot fail to find many helpful 
 hints, and if he will then proceed to use his 'self-starter' 
 and do some real thinking he should be able to make 
 money from your information." 
 
 CHARLES M. IDE, Special Agent, 
 New England Mutual Life Ins. Co., 
 Boston, Mass. 
 
 "I think your little book is of the greatest value, not 
 only to beginners, but to men who have had experience 
 on the 'firing line/ " 
 
 WILLIAM H. RYAN, General Agent, 
 
 The Penn Mutual Life Ins. Co., 
 
 Brooklyn, N .Y. 
 
 "I have read with a great deal of pleasure your book- 
 let 'Efficiency* and have passed it around our office, 
 where nothing but favorable comments have been made 
 upon it. It is well gotten up, both from the standpoint 
 of arrangement and material, and I congratulate you 
 upon your success in getting out such a book." 
 
 EDWARD A. WOODS, Manager, 
 The Equitable Life Assurance Society, 
 
 Pittsburg, Pa. 
 
 "I found it very interesting and helpful; and, frankly, 
 I found nothing to criticize therein. On the other hand, 
 it is not only intelligently compiled, from the lay stand- 
 point, but is practical from the particular standpoint of 
 securing the application." 
 
 C. J. EDWARDS, Manager, 
 The Equitable Life Assurance Society, 
 New York, N. Y. 
 
 "I think it is one of the finest little books I have ever 
 read on insurance." 
 
 GEORGE M. SPIEGEL, General Agent, 
 
 Pacific Mutual Life Insurance Co., 
 Indianapolis, Ind. 
 
"The valuable little dynamo, 'Efficiency/ has been 
 received. I have read your book with interest and 
 much profit. 
 
 "The book is an authority which drives a nail home 
 so thoroughly it sticks. This treatise will make a man 
 think, and then it tersely and cleverly unfolds sugges- 
 tions on practical business methods that are invaluable 
 to the fellow who believes in the survival of the fittest." 
 
 W. C. HUTCHINS, General Agent, 
 
 Bankers Life Company, 
 Des Moines, la. 
 
 "I have before me your favor of the 5th inst., and 
 your Company indeed did me an honor when they sent 
 me your booklet on 'Efficiency/ I consider it tiptop in 
 every way, and I do not recall having mentally made 
 any notes which would improve it. I think it excellent 
 just as it is." 
 
 R. O. MILES, General Agent, 
 The Connecticut Mutual Life Ins. Co., 
 
 San Francisco, Cal. 
 
 "I believe that it is the best thing ever published for 
 life insurance agents. Instead of having spread-eagle 
 stuff covering generalities, as the expression goes, it 
 gets down to cases and gives something definite that 
 the agent can say." 
 
 C. D. RODMAN, General Agent, 
 The Northwestern Mutual Life Ins. Co., 
 
 Louisville, Ky. 
 
 "I will say for this booklet that it is without question 
 or doubt and without exception, the best work on 
 life insurance salesmanship, or any other kind of sales- 
 manship, that it has ever been my pleasure to read." 
 
 ROBERT M. GRAY, Agent, 
 First Nat'l. Life and Ace. Ins. Co., 
 
 Hankinson, N. D. 
 
 "I have read this little book with great pleasure, and 
 want to assure you that I have gained much valuable 
 information from the same. I do not know that I could 
 offer any suggestions at all for its improvement, as it 
 seems to me that you have covered the ground thor- 
 oughly." 
 
 E. G. SIMMONS, Vice-President, 
 Pan-American Life Insurance Co., 
 
 New Orleans, La. 
 
"We have received the booklet entitled 'Efficiency' 
 and wish to say thai we have never seen anything which 
 looked to us half as good." 
 
 PARKER & HINKLEY, General Agents, 
 
 New England Mutual Life Ins. Co., 
 Buffalo, N. Y. 
 
 "I have read the papers very carefully, and wish to 
 congratulate you most sincerely upon the exhaustive 
 handling you have given the subject. You write like an 
 artist. What you say is effective and beautiful. All my 
 criticism may be bunched in the one word, 'splendid.' " 
 
 CHARLES W. PICKELL, Manager, 
 Massachusetts Mutual Life Ins. Co., 
 Los Angeles, Cal. 
 
 "I want to say that after reading the booklet care- 
 fully I unhesitatingly pronounce it as a very valuable 
 one, indeed. I am using some parts of it in the man- 
 agement of my own office, and shall employ more of 
 the ideas it contains in time to come." 
 
 A. F. SOMMER, Superintendent, 
 
 Metropolitan Life Ins. Co., 
 
 Cincinnati, Ohio. 
 
 "Your book seems to me to be the most direct trail to 
 successful and constructive life insurance salesmanship. 
 * * I look upon chapters 3, 4, 5 and 6 as the guid- 
 ing stars to my future success in the selling of life 
 insurance, and take this opportunity to tell you I am 
 deeply grateful to you and your Company for sending 
 the book to our office." 
 
 JOHN J. O'NEILL, 
 The Penn Mutual Life Ins. Co., 
 
 Philadelphia, Pa. 
 
 "Permit me to say that the little booklet entitled 
 'Efficiency' is the very best of its kind it has been my 
 privilege to read, and is equally useful to experienced as 
 well as inexperienced life insurance men, since it covers 
 practically every phase of the business." 
 
 J. J. TYNDALL, District Manager, 
 The Union Central Life Ins. Co., 
 El Paso, Texas. 
 
 "I consider it the very best thing I have ever seen, 
 and all my agents endorse this statement." 
 
 J. W. DICKSON, General Agent, 
 The Pacific Mutual Life Ins. Co., 
 
 Anderson, S. C. 
 
"I have on hand for acknowledgment your valuable 
 booklet 'Efficiency/ and have no hesitation in express- 
 ing my enthusiastic approval of the very clever and in- 
 telligent way you have handled your subject. Your work 
 is an acquisition that should appeal strongly to all in- 
 surance men, as it is brimful with the best insurance 
 literature that I have seen anywhere for the practical 
 purpose of training agents, therefore the good it will do 
 is inconceivable." 
 
 J. B. MORRISETTE, President, 
 The Life Underwriters* Assn. of Canada, 
 
 Quebec, Que. 
 
 "I am delighted with the little book entitled 'Effi- 
 ciency/ I have found it exceedingly suggestive, and 
 every now and then in its pages I find some new view- 
 point which is exceedingly helpful. I want to thank you 
 most heartily for this work which you have done for 
 the field men." 
 
 H. EVERETT FARNHAM, General Agent, 
 
 The Connecticut Mutual Life Ins. Co., 
 
 Saint Joseph, Mo. 
 
 "I want you to know how much I enjoyed 'Efficiency/ 
 Between its covers can be found in concrete form so 
 many things tersely put that are usually the subject of 
 voluminous writing." 
 
 WM. H. KINGSLEY, Second 'Vice-Pres., 
 The Penn Mutual Life Ins. Co., 
 
 Philadelphia, Pa. 
 
 "It is a splendid work, and I think I have never read 
 a book explaining in such clear, simple language the 
 several subjects which it treats. * * * There are 
 valuable suggestions all through the work for the ex- 
 perienced solicitor as well as the beginner." 
 
 E. M. FRANCE, General Agent, 
 State Mutual Life Assurance Co., 
 
 Cleveland, Ohio. 
 
THIS BOOK IS DUE ON THE LAST DATE 
 STAMPED BELOW 
 
 AN INITIAL FINE OF 25 CENTS 
 
 WILL BE ASSESSED FOR FAILURE TO RETURN 
 THIS BOOK ON THE DATE DUE. THE PENALTY 
 WILL INCREASE TO SO CENTS ON THE FOURTH 
 DAY AND TO $1.OO ON THE SEVENTH DAY 
 OVERDUE. 
 
 APR I7193b 
 SEP 7 1935 
 
 240cf51LU 
 
 t6Dec'52SS 
 DEC 18 1952 LU 
 
 REC'tFl 
 APR 1-1959 
 
 RECTD LD 
 
 9 '65 -6PM 
 
 LD 21-50m-l,'33 
 
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 Y-A 01755 
 
 336758 
 
 UNIVERSITY OF CALIFORNIA LIBRARY