ys had a cheery word for everybody. That he made no exception in Mr.
Morgan's case won the heart of the austere financier, who helped the boy
to get an education and to start in business.

[Sidenote: Do Not Over-sell Likability]

The emphasis placed on the importance of likableness as the _principal_
factor in getting yourself wanted may have made you forget the _primary_
necessity of showing your prospect _a real lack in his business, and
that you are capable of filling it_. It is possible to attract an
employer's liking for you, whether he has a place for you or not. But
his liking will do you no good unless you can also make him see he has a
need for you.

_Success is not to be won by getting in where you are not wanted,
however likable you may be_. You must sell the idea of your service
_value_ as well as the ideas that your services would be _liked_. You
_cannot over-develop_ the quality of likableness, but you _can
over-sell_ it, to the detriment of your own best interest.

[Sidenote: A Winning Personality Sometimes Fails]

One of the most conspicuous failures I know is a man who has "a winning
personality." Times without number his genuine agreeableness has won him
fine chances to succeed, but in the positions he has held he has never
studied the needs of his employers for other qualities than likability.
Consequently he has fallen down on all his big chances. Today he is just
a popular door man for a big department store. His intelligence and his
physical ability are so evident that he is an object of pity and wonder
as he smiles and bows to customers of the store. Undoubtedly if he had
studied the different opportunities he has had, and had fitted himself
into all the requirements of a particular situation, his winning
personality would have helped him higher and higher toward the mountain
peaks of success instead of leaving him on an ant hill.

[Sidenote: Three Impressions Necessary]

Of course the mind of your prospective employer acts in co-ordination
with his heart when you attract him so much that he really wants the
service you proffer. He imagines you rendering that service. He thinks
what "might be" if you were associated with his business. He paints
mental pictures that please him, and he wishes his vision to come true.
But when he begins to imagine you rendering service, the picture of your
agreeable personality will not be pleasant to him if he sees that he
doesn't really need you. _In order t