NOW WE COME to the last Clinic principle. Once you've propelled yourself into the job you want -- get yourself set for the future.

Your goal was the touchstone. And it powered your campaign. But the goal attained is the goal retired. It's hurrah! -- and hail to the new!

Review and revise your goals and plans once a year. Make it a birthday occasion; it's easy to remember that way.

Revise your presentation accordingly. Set all your achievements of the past year on paper. Add all the new assets you've developed or discovered. Always include new illustrations that depict your talents at a higher level than the year before.

With these facts at hand, think over your plan for the next year. Discuss it with your family and close business friends. Then put your revised plan on paper.

Now compare it with last year's. You will be excited to find how your talents have grown and your horizons broadened.

Excited -- that's the point of it. Your entire career, your whole life becomes more exciting, more stimulating when you know that everything you do can fit into your plans. Nothing can be dull when everything has goal-building and goal-achieving potential. <pg. 285>

Once people grasp this they often adopt the pick-your-job process as a living, lifetime philosophy. Let us look over some of the many letters that pour into us from Clinic "graduates."

We'll begin with an excerpt from a letter sent by Dorothy Mae Reeves, now with the Tobe-Coburn School for Fashion Careers, and who taught a Job Clinic course at Fairleigh Dickinson College:

To my way of thinking the Job Clinic course has been the most valuable I have been privileged to teach since I began teaching eleven years ago. The effect which it has upon the progress and improvement of young people and the evident change which it makes in their lives is unbelievable. For instance, there were several young women in my secretarial science classes who were also in the Job Clinic course. At the beginning of the term they were doing mediocre work in secretarial classes, but as they found themselves in the Job Clinic and established their goals, everything about them changed -- they seemed to gain confidence in themselves which was evident in the way they walked, in their faces, and in their general attitudes.

The Job Clinic plan has worked for me personally and for all my students who have applied it diligently. It not only teaches the students to apply tried and tested selling techniques to job getting, but it enables them to establish a goal, to gain a true perspective of the business world, and to see themselves as individuals with untold possibilities.

And just why do these students "seem to gain confidence in themselves"? And just why do they "see themselves as individuals with untold possibilities"? The answer is inherent in the Clinic process.

It's what happens inside you -- what happens in your mind when you yourself work out your destiny and you yourself dig out all the unsuspected facets of your talents. You're never the same again for it.

When you yourself awaken the powers so long dormant inside you, your whole personality blooms with the doing of it. As you plan for the future, the bloom is maintained.

Then there was Allen Mann, who became head of the research laboratories of National Chemicals: <pg. 286>

As far as I am concerned, the (self) examination goes on for the rest of my life in every economic situation that touches me, with every friend I want to help. . . . The principles you gave us must become part of one's unconscious common sense, like the General Orders for a soldier on guard duty.

Becoming part of your "unconscious" means no more than that these principles should become habit. They become habit as you apply them consistently to "every economic situation" you face. This last phrase shows how these principles go far beyond job campaign usage. They can indeed be applied to any "economic" -- and some noneconomic -- problems.

Mrs. Edith Harris Owen, a woman who when in her sixties used this philosophy to make a minor job take on added significance, writes:

My title is night clerk for one of the largest Y.W.C.A. Residence Clubs for Girls in New York City, where I am in charge of the house, alone, from 12:45 A.M. to 8:15 A.M.

Using Clinic principles I made a much bigger job of it than it has ever been. I set as a goal being accepted as a sort of Personal Service Counselor by our girls. . . . Since I was able to talk to them at the desk, they got into the habit of bringing their problems to me. It spread, and my shift soon became Counselor Service time.

The result is I have received six voluntary increases in salary in four years, and commendation, not only from our Committee of Management, who have said: "We recognize the tremendous responsibility you are carrying and the excellent job you are doing," but from the top executive of our City Board as well.

In short, no job need be dull or dead end when approached with a Clinic-oriented philosophy. Mrs. Owen had studied her situation realistically. She accepted its surface aspect of "deadendness." But she thereupon transformed the job itself into something new and exciting with unheard of potential.

She did this only because Clinic thinking had become ingrained in her mind. Because it had become part of her "unconscious common sense," to quote Allen Mann again.

Finally, here is part of a letter we received from the Director of Public Information of one of our great civic organizations: <pg. 287>

As a result of your coaching-- I learned to study myself more objectively. For the first time, I laid out more thorough long-range plans and personal business goals.

The Clinic sessions started me on an upward spiral both of earnings and satisfaction in my work.

Because of more thorough analysis and better planning my work efficiency increased. . . . I was able to take on assignments which drew upon a wider range of my capabilities.

This talk of greater job "satisfaction," of "increased work efficiency" and of tapping "a wider range of my capabilities" crops up again and again in "graduate" letters. They are the last of the major dividends of Clinic philosophy.

To keep mentally alert, always look to the future. Always set new goals and make new plans. You may be top man of a giant organization --- but if you sit smug and content where you are, with no thought of the future, then, brother, you're slipping!

While continually looking ahead, you should also be prepared to change your job if desirable or necessary. Why wait for the storm to break? Your firm may fold, merge, move, cut-back, leaving you high and dry. Make it part of your yearly plan to be ready -- to know precisely what you will do -- should you suddenly find yourself unemployed.

Such a preconceived plan helps you avoid the panic that often spoils your chances for a new connection. It enables you to swing into action with no loss of time.

Keep records of your accomplishments. Keep copies of the things you write, of the reports you make, of the sales you register, of the amount of money you save for your firm. Hold on to all letters that substantiate your achievements. Otherwise, the things you have done in the past will be of less help in building your future.

Whether you move ahead steadily on your present job, or whether you change out of need or desire; whether your goals shift with the passing years, or whether you work tirelessly and patiently toward one long-established objective -- Clinic philosophy pays off. Let us conclude with one of those many incredible Clinic stories. <pg. 288>

William Ackerman, a Clinic old-timer, revised his presentation each year for fifteen years. Always he searched for examples that would show progress in thinking and ability. Finally, he was sure he was qualified for the job he had set as his goal -- fifteen years before.

Mr. Ackerman then showed his fifteenth revised presentation to the one prospect he had in mind. Today he has the job he wanted.

To pick your job and land it, first build a rockbottom foundation. That is, first find out what it takes to succeed in different fields, find out what you have, then choose your goals and make plans to implement them.

With that done, apply selling principles to your job campaign. That is the secret. In every phase of your campaign you should:

1. Appeal to your prospect's self-interest. a) Offer him a service, a benefit. Show a genuine, active interest in his firm and products.

2. Be specific. a) Be specific about your offer. b) Be specific about what you want. Be specific about what you have.

3. Back up every statement about what you have -- your abilities and achievements -- with evidence. Use stories that dramatize your achievements and display your talents in action.

Always close strongly, invite positive action.

Look to the future!

It's Time to Act

The cumulative experience of the Man Marketing Clinic proves beyond any shadow of a doubt that you can get the kind of job you want, if you are qualified for it and if you give yourself proper exposure to a sufficient number of prospects. We have given you a slice of that experience -- enough, we trust, to bring the principles and methods involved vividly to life.

You may not agree with some of the methods discussed. Indeed, <pg. 289> we hope sincerely you will devise other and more effective ones. But all the methods we have discussed here have worked -- and worked amazingly well. As our case histories demonstrate.

While the methods we have discussed may change and new ones will most probably be developed, the underlying sales principles will apply so long as our economic system remains what it is.

Use these principles with the methods we have detailed or with any others you may favor, and you will get the job you want. And the job of getting a job will become a period of great growth. You will make many new business friends and strengthen your relations with old ones. You will gain in happiness and security.