do so
once in his life; but so far as mere luck is concerned, he is as liable
to lose it as to find it. "Like causes produce like effects." If a man
adopts the proper methods to be successful, "luck" will not prevent him.
If he does not succeed, there are reasons for it, although, perhaps, he
may not be able to see them.

USE THE BEST TOOLS

Men in engaging employees should be careful to get the best. Understand,
you cannot have too good tools to work with, and there is no tool you
should be so particular about as living tools. If you get a good one,
it is better to keep him, than keep changing. He learns something every
day; and you are benefited by the experience he acquires. He is worth
more to you this year than last, and he is the last man to part with,
provided his habits are good, and he continues faithful. If, as he
gets more valuable, he demands an exorbitant increase of salary; on the
supposition that you can't do without him, let him go. Whenever I have
such an employee, I always discharge him; first, to convince him that
his place may be supplied, and second, because he is good for nothing if
he thinks he is invaluable and cannot be spared.

But I would keep him, if possible, in order to profit from the result
of his experience. An important element in an employee is the brain. You
can see bills up, "Hands Wanted," but "hands" are not worth a great deal
without "heads." Mr. Beecher illustrates this, in this wise:

An employee offers his services by saving, "I have a pair of hands
and one of my fingers thinks." "That is very good," says the employer.
Another man comes along, and says "he has two fingers that think." "Ah!
that is better." But a third calls in and says that "all his fingers and
thumbs think." That is better still. Finally another steps in and says,
"I have a brain that thinks; I think all over; I am a thinking as
well as a working man!" "You are the man I want," says the delighted
employer.

Those men who have brains and experience are therefore the most valuable
and not to be readily parted with; it is better for them, as well as
yourself, to keep them, at reasonable advances in their salaries from
time to time.

DON'T GET ABOVE YOUR BUSINESS

Young men after they get through their business training, or
apprenticeship, instead of pursuing their avocation and rising in their
business, will often lie about doing nothing. They say; "I have learned
my business, but I am not go