After an applicant for a position seems to have the coveted opportunity almost in his grasp, he is sometimes unable to clinch the sale of his services. He does not get the job. His failure is none the less complete because he nearly succeeded. No race was ever won by a man who could not finish. However successful you may have been in the earlier stages of the selling process, if your services are finally declined by the prospective employer you have interviewed, your sales effort has ended in failure.

When one has made a fine presentation of his capability, and therefore feels confident of selling his services, it shocks and disheartens him to have his application rejected. “It takes the starch out of a man.” He is apt to feel limp in courage when he turns his back on the lost chance to make good, and faces the necessity of starting the selling process all over again with another prospect. It is harder to lose a race in the shadow of the goal than to be disqualified before the start. The prospect who seems on the point of saying, “Yes,” but finally shakes his head is the heart-breaker to the salesman.

Of course, as you have been reminded, even the best salesman cannot get all the orders he tries to secure. But he seldom fails to “close” a real prospect whom he has conducted successfully through the preliminary steps of a sale. Each advance he makes increases his confidence that he will get the order. The master salesman does not falter and fall down just before the finish. He is at the top of his strength as he nears the goal. All his training and practice have had but one ultimate object a successfully completed sale. He knows that nothing else counts. He does not lose the ball on the one-yard line. He pushes it over for a touchdown. He cannot be held back when he gets that close to the goal posts. You must be like him if you would make the “almost sure” victory a certainty

Perhaps the commonest cause of the failures that occur at the closing stage is the salesman’s fear of bringing the selling process to a head. He is in doubt whether the prospect will say “Yes” or “No.” His lack of courageous confidence makes him falter when he should bravely put his fortune to the test of decision. He does not “strike while the iron is hot,” but hesitates until the prospect’s desire cools. Many an applicant for a position has talked an employer into the idea of engaging his services, and then has gone right on talking until he changed the other man’s mind. He is the worst of all failures. Though he has won the prize, he lets it slip through his fingers because he lacks the nerve to tighten his hold.

Doubt and timidity at the closing stage, after the earlier steps have been taken successfully, are paradoxes. Surely each preliminary advance the salesman makes should add to his confidence that he can complete the sale. His proved ability to handle objections and to overcome resistance should have developed all the courage he needs to finish the selling process. Closing requires less bravery and staunch faith than one must have when making his approach. Now he knows his man, and that this prospect’s mind and heart can be favorably influenced by salesmanship. Is it not a contradiction of good sense to weaken at the finish instead of pressing the advantages already gained and crowning the previous work with ultimate success? Yet there are salesmen who seem so afraid of hearing a possible “No” that they dare not prompt an almost certain “Yes.”

When you have presented to your prospective employer a thoroughly good case for yourself, do not slow down or stop the selling process. Especially avoid letting him take the reins. Thus far you have controlled the sale. Keep final developments in your own hands. Go ahead. Smile. Be and appear entirely at ease. Look the other man in the eye. Ask him, “When shall I start work?” Suggest that you believe he is favorable to your application. Even speak his decision for him, as though it were a matter-of-course. If the previous trend of the interview justifies you in assuming that he has almost made up his mind to employ you, pronounce his probable thought as if he had announced it as his final conclusion. He will not be likely to reverse the decision you have spoken for him. His mental inclination will be to follow your lead, and to accept as his own judgment what you have assumed to be settled in his mind.

A stubborn merchant made a dozen objections to hiring a new clerk. The young man cleared them all away, one after another, as soon as each was raised. But the employer leaned back obstinately in his chair and declared, “Just the same, I don’t need any more clerks.” This was but a repetition of an objection already disposed of. The applicant concluded, therefore, that he had his man cornered. The salesman smiled broadly at the indication of his success. He stood up and took off his overcoat.

“Well,” he said, “you certainly need one less than you did, now that I’m ready to begin work. I understand why you have been putting me off. You wanted to test my stick-to-it-ive-ness. I’m sure I have convinced you on that point. You needn’t worry about my staying on the job. Shall I report to the superintendent, or will you start me yourself?”

The merchant drew a deep breath; then emptied his lungs with a burst of astonishment mixed with relief. He could not help laughing.

“I meant to turn you down, but you say I’ve made up my mind to hire you. I didn’t know it myself, but you’re right. I believe you are the sort of clerk I always want.”

Remember, when you face your prospect at the closing stage, the motive that brought you to him. You came with the intention of rendering him services from which he will profit. You want your capability to be a “good buy” for him. Your consciousness that your motive is right should give you strengthened faith in yourself and in the successful outcome of your salesmanship. It should fill you with the courage necessary to close the sale.

Neither hesitate nor flinch. Confidently prompt the decision in your favor. Believe that you have won and you will not be intimidated by fears of failure. Your prospect is unlikely to say “No” if you really expect to hear “Yes." Even if he speaks the negative, still believe in your own faith. I know a man who, a minute after his application was flatly rejected, won the position he wanted. Unrebuffed, he came back with, “Eventually, why not now?” His evident conviction that he was needed gained the victory when his chance seemed lost.

We all laugh at the young swain who courts a girl devotedly for months and uses every art he knows to sell her the idea that he would make her happy as his wife; but who turns pale, then red, and chokes whenever he has a chance to pop the question. Often the girl must go half way with prompting. When, thus encouraged, he finally stammers out his appeal for her decision, she accepts him so quickly that he feels foolish. Women are reputed to be better “closers” of such sales than men.

You smile at the comparison of courting with salesmanship. Yet the selling process is as effective in making good impressions of the sort of husband one might be as in impressing an employer with the idea that one’s services in business would prove desirable.

The young man bent on marriage needs to prospect for the right girl, to secure an audience, to compel her attention, to regain it when diverted to other admirers, and to develop her curiosity about him into interest. He must size up her likes and dislikes; then adapt his salesmanship to her tastes, tactfully subordinating his own preferences to hers. If she is athletic, he will play tennis or go on tramps with her, however tired he feels after his work. If she is sentimental, he will take her canoeing and read poetry to her, though he may prefer detective yarns. Throughout his courtship he will do his utmost to stimulate in her a desire to have him as a life partner. Whatever objections she makes to him, he will get rid of or overcome.

Suppose he has taken all these preliminary selling steps successfully, and at last the time comes for pinning the girl down to a definite answer to the all-important question, is there any likelihood that it will be a refusal? Of course not! If his earlier salesmanship has been masterly, the reasons why she will be inclined to accept him in the end are of much greater weight and number than any causes for rejection that she may have thought of previously.

He should not fear to close the sale. He has been “going strong” until now; why should he weaken at the finish? The master salesman does not quaver then, or doubt his success. He asks his prospect’s decision bravely and with confidence, or he assumes it as a matter of course and kisses the girl. His heart beats faster than usual, but he is not afraid of hearing “No.”

You should feel the same way after leading your prospective employer successfully through the preliminary stages of the process of selling your services to him. Do not falter now. Promptly emphasize the idea that the weight, amount, and quality of your merits are fully worth the compensation previously discussed. If you are sure of that, if you have valued your services from his standpoint, and not just from your own, you will feel no doubts about the acceptance of your application. You will put your prospective employer through the process of decision as courageously and confidently as you first entered his presence.

Sometimes a prospect will be convinced, but will not express what is in his thoughts. Therefore it is not enough to bring about a favorable conclusion of mind. Until this has been pronounced or signified, it may easily be changed. Hence the effective process of decision includes both the mental action of judgment and its perceptible indication. Often a prospect who is thinking “Yes” will not say it until he is prompted by the salesman.

When a lawyer is trying a case, he endeavors to bring out the evidence in favor of his client and to make the jury see every point clearly. He shows also the fallacies and falsities of opposing testimony. But after all the evidence has been given, the case is not turned over immediately to the jury for decision. If that were done the lawyer would miss his best chance to influence the jurors to make up their minds in his favor. They are not so familiar as he with the facts and their significance. They would be apt to attach more importance to some details of testimony, and less to others, than the circumstances warrant. So, to assist the jurors in arriving at their verdict on the evidence, the lawyer sums up the case. He lays before their minds his views, and tries with all his power and art to convince them that his word pictures are true reproductions of the facts in their relation and proportion to all the circumstances surrounding the issue.

The object of the lawyer when he addresses the jury is to make the convincing impression that the testimony in favor of his client far outweighs the evidence on the other side. He adjures the twelve men before him to “weigh the evidence carefully.” He declares the judge will instruct them that in a lawsuit the verdict should be given to the party who has a “preponderance” or greater weight of proof on his side. At this closing stage of the case the lawyer acts as a weighmaster. He wants to make the jurors feel that he has handled the scales fairly, that he has taken into consideration the evidence against him as well as the facts in his favor; and that the preponderance of weight is as he has shown it so that they will accept his view and gave him the verdict. If he feels a sincere conviction that he is right in asking for a decision on his side, he makes his closing address with the ring of confidence. He looks the jurors in the eye and asks for the verdict in his favor as a matter of right. He does not beg, but claims what the weight of the evidence entitles him to receive.

The jury that will decide on your application when you apply for a position will usually consist of but one man, or will be composed of a committee or board of directors. Treat him or them as a jury. Remember that your capabilities and your deficiencies are on trial. Close your case with the same process the skillful lawyer uses when he sums up the evidence and weighs it before the minds of the jurors. Do what he does as a weighmaster. Avoid making any impression that you are not weighing your demerits fairly, though you minimize their importance; also miss no chance to impress the full weight of your qualifications. The essence of good salesmanship at this stage of the process is skillful, but honest weighing. That means using both sides of the scale, to convince the prospect that the balance tips in your favor. He will not believe in the correctness of the “Yes” weight unless you show the lesser weight of “No” in contrast. Then he cannot help seeing which is the heavier. Decision on the respective weights is only a process of perception

Let us suppose the employer has asserted the objections that you are not sufficiently experienced to earn the salary you want, and that you don’t know enough yet to fill the job. It would be poor salesmanship to try to convince him that you have had a good deal of experience. If you exaggerate the importance of the things you have learned, he almost surely will judge you to be an unfair weighman of yourself. So you should tacitly admit your inexperience and treat the value of experience lightly by reminding him that his business is unlike any other. Then bear down hard on your eagerness to learn his ways and to work for him. Thus you can make him perceive the two sides of the scale as you view them.

It is possible for you so to tip the balances in your favor, though previously the mind’s eye of your prospective employer may have been seeing the greater weight on the unfavorable side. It is legitimate salesmanship to influence the decision of the other man in this way. Your weighing is entirely honest; though you sharply reverse the balances. Certainly you have the right to estimate the full worth of your services, to depreciate the significance of points against you, and to picture your desirability to the prospect as you see it, however that view may differ from his previous conception. If your picture of the respective weights is attractive and convincing, the other man will adopt it as his own and discard his former opinions about you. Not only will he accept the idea of your capabilities that you make him perceive; he also will see that your deficiencies are much less important than he had before considered them.

Beware of a mistake commonly made by applicants for positions who do not understand the art of successfully closing the sale of one’s services. When they try to clinch the final decision, they just repeat strongly all their best points. They make no mention of their shortcomings. For dessert, in other words, they serve a hash of the best dishes of previous courses. Is it any wonder that such a close takes away any appetite the prospect may have had?

What would you think of a lawyer who had closed his case by simply reading to the jury all the testimony that had been given on his side, but who had made no reference to the opposing evidence? If you were a juror, would you vote for a verdict in favor of the side so summed up? Of course you would have heard the testimony of both parties to the case, but you would not feel that the lawyer who ignored the evidence against his client had helped you to arrive at the conclusion that he had the preponderance of proof on his side. On the contrary, you probably would be inclined to attach to the opposing evidence greater weight than the facts justified, and would discount whatever the lawyer claimed for his client. You, yourself, would act as weighmaster; and would give the other party to the suit the benefit of any doubt in your mind as to the contrasting weights of the testimony pro and con. The lawyer’s failure to weigh all the evidence before your eyes would make the impression on you that his view of the case was unfair to his opponent. If you felt at all doubtful, you would be likely to vote against him in order to make sure that the other side received a square deal.

The jury that is to decide favorably or unfavorably on your application for a position will feel similarly inclined to reach a negative conclusion if in closing you omit the process of weighing the pros and cons, and emphasize only your strong points. It is good salesmanship to stress these at the finishing stage, but they should be pictured in contrast with lighter objections to your employment. In order to convince the prospect that the reasons for employing you outweigh the reasons for turning you down, you must show his mind both sides of the scale. If you fail to do this, his own imagination will do the weighing and is certain to bear down with prejudice on every point against you. It will also depreciate your view of the points in your favor. The other man will make sure that he is getting a square deal on the weights, since he will believe you, too, are looking out only for Number One.

The certain way to make your prospect perceive that the reasons for accepting your proposal are of greater weight than any causes for turning down your application is to do the weighing yourself. First be sure the heavier weight is on your side. When you fully believe that, use all the arts of salesmanship to make the other man see the balances as you view them. Then he can come to but one conclusion, that the “preponderance” is on your side. Just as soon as you make the respective weights clear to his perception, he will be convinced. He cannot deny what his own mind’s eye has been made to see.

Therefore bringing about a favorable mental conclusion is not at all difficult. The judgment that your services would be desirable is no harder to gain than a decision that the weight of one side of a scale is greater than the other. Any one who looks at the balances sees at once which way they tip. The rub is not in getting the decision made but in getting it pronounced. The sale is not completed until the prospect has committed himself.

He feels that his mental processes are his own secret, which you cannot read; so he will not guard against the conclusion of his mind that you would be a desirable employee. But for some reason he may be unwilling to express his thoughts to you just then, however thoroughly he is convinced. He naturally prefers not to say “Yes” at once; so that he may change his mind if he wishes. You will endanger your chances of success if you let him put off action on his decision. To-morrow he is likely to see the weights in a different light and to imagine less on your side and more against you. Now is the time to close the sale, when he cannot help seeing things your way.

You know that sometimes a juror will be convinced in his own mind, yet cannot bring himself actually to vote according to his mental conclusion. Perhaps he is a “wobbler” by nature. So a girl may decide in her thoughts that a certain suitor would make a good husband, yet she may hesitate to accept him just because that step is final. These illustrations impress the importance of discriminating between the two stages of closing a sale. The success of the salesman is made certain only by his knowledge and skillful use, first of the art of vivid weighing, and second of the art of prompting the prospect to action on his perception of the difference in the balances. At the closing stage we have encountered again our old acquaintance, “the discriminative-restrictive process.”

A friend of mine who has an advertising agency wanted to secure the business of a prominent manufacturer who was inclined to vacillation. The prospect was always timid about acting and had the reputation of a chronic procrastinator. My friend went ahead with the selling process in ordinary course until he had proved the desirability of his service and had shown that there was no really weighty reason why the contract should not be given to him. He knew he was entitled to the decision then, but he did not wait for the timid man to pronounce it. The advertising agent knew the characteristics of the prospect and had planned just how he would handle the finishing stage of the selling process so as to get the order promptly.

He held in reserve a closing method that a less skillful salesman probably would have used earlier in the sale instead of reserving it especially for the end. As soon as he had completed the weighing process my friend took from his pocket a sheet of copy he had prepared for a first advertisement along the line he had proposed. This had been worked out carefully in advance, just as if the order had already been given for the advertising service. My friend laid the sheet of copy before the prospect, who was taken completely by surprise.

“I knew you would want this service as soon as I explained it to you,” said the salesman. “Therefore I prepared this ad for the first publication under the plan I have submitted, and which I am sure you approve. There is no question that you will get much better results from this copy than you have been receiving from the advertising you are doing now. Naturally you want to begin benefiting from my service as soon as possible. I’m all ready to deliver the goods. Just pencil your O.K. on the corner of this copy. I’ll do the rest.”

With a smile of confidence the salesman held out a soft lead pencil. The moment the other man involuntarily obeyed the suggestion by accepting the tendered pencil, he was started on the purely muscular process of pronouncing his approval of the proposition likewise tendered for his acceptance. The informality of the off-hand request that he “pencil his O.K.” kept him from being scared off. He did not feel that he had yet committed himself fully. Probably, with characteristic timidity, he would have shied from signing a formal contract at that moment. But he hesitated only slightly before he scribbled his initials on the corner of the proposed ad. Then he handed the pencil back to the salesman. The advertising agent picked up the approved copy, and at once laid before the prospect a formal contract. Simultaneously he tendered his fountain pen. He had started the advertiser to writing his name, and did not let the process stop

“Now just O.K. this, too,” he directed, “and the whole matter will be settled to your complete satisfaction.” Then, to prevent the procrastinator from backing up, the salesman reached for the telephone on the advertiser’s desk. “With your permission, I’ll call up the magazine and reserve choice space for this ad. It won’t cost any more and by getting in early we’ll make the ad most effective.”

My friend manifested complete confidence that the sale was closed. By continuing the process of affirming the decision, he prevented the prospect from backing up after making his pencilled O.K. Being thus committed informally, the usually vacillating advertiser could not well avoid using the pen put into his hand to sign the formal contract laid before him. Without speaking to him, the salesman pointed to the dotted line while he called the telephone number he wanted. The prospect wrote his name before he had time to stop the impulse that the advertising agent had started. The salesman had both induced the mental decision in his favor, and impelled its pronouncement. Really he first made up the prospect’s mind for him, and then committed him to the decision so made without the other man’s volition.

Only by performing both processes in right sequence at the closing stage can a sale be finished under the control of the salesman. If the favorable conclusion as to the respective weights of negative and affirmative is not first worked out before the mind’s eye of the prospect, anything done to commit him to a decision will likely kill the salesman’s chances for success. The prospect whose mind is not yet made up favorably, who does not clearly perceive that the preponderance is on the “Yes” side of the scale, will almost surely say “No” if his decision is prematurely impelled.

Hence it is important that the salesman discriminate between the two closing stages, and that he restrict his selling methods at each stage to the selling processes that are effective then. He must not get “the cart before the horse,” as the ignorant or unskillful closer is apt to do. The poor closer does not understand the “discriminative-restrictive” process. He lacks comprehension of the distinction that should be drawn between the methods he previously has used and what is now required to finish the sale. Let us be sure we know how to discriminate; so that our work at the closing stage may be restricted to the processes that are required to assure success in taking the particular step necessary.

Throughout the series of selling steps that precede the closing stage, the continuing purpose of the salesman is to make the prospect see the proposal in the true light, as the salesman himself views it. When the selling process draws to a conclusion, the purpose of the salesman changes. Now he wants the prospect to decide and then act upon what has been shown to his mind’s eye. If the salesman is to control the close, he must do something new to prompt decision and to actuate its pronouncement.

The unskillful closer, instead of changing his previous sales tactics, nearly always devotes his final efforts to making the prospect see more clearly the pictures already laid before his mind. He tries to impress the prospect with a re-hash of perception, by emphasizing more strongly than before the favorable points brought out clearly at earlier stages. Of course it is important that at the close of the sale the prospect have all these points in view, but it is not good salesmanship to emphasize only the appeal to his perceptive faculties. The guest who has had a good dinner does not need to be told just afterward what he has eaten, or reminded of the courses by having them brought in again.

As it is a mistake to serve at the close of a sale only a re-hash of favorable points; so is it bad salesmanship to rely on a dessert of “logic and reason” for the finishing touch. Logic and reason provoke antagonism. They are ineffective in bringing about either a favorable conclusion of mind or action on such a decision

If you have presented your capabilities fully to a prospective employer, do not wind up by marshalling reasons why he should engage you. Avoid the use of the “major premise, minor premise, argument, and logical conclusion.” You cannot debate yourself into a job, for the judge is made antagonistic by your method, which puts him on the defensive. It is human nature to resist a decision that logic tries to force. No man arrives at his conclusions of mind by putting himself through a reasoning process. A normal person does not need to reason about things he knows. He knows without reasoning. He attempts to use logic only when he is uncertain what to think. If logic is used by the salesman to convince the other man, it will be ineffective because it is an unnatural means that the prospect almost never employs to convince himself, and of which he is suspicious.

A major premise is but an assumption unless it is already known. If it is known, why should it be proved? Since the correctness of the conclusion depends entirely upon the validity of the premise, it is evidently absurd to attempt to prove a truth from the basis of an admitted assumption. The reasoning process that starts from a truth already known, and arrives at a truth that must similarly have been known, is utterly useless and a waste of time. Hence, if you use the reasoning process you will either fail to convince your prospect by starting from a premise that he does not know, or you will irritate and unfavorably impress him by seeming to reflect on his intelligence when you prove to him something he already knows. That is the wrong way to bring your man to a “Yes” decision.

If the whole process of the sale could be summed up in just one logical statement at closing, it might occasionally be practical for the salesman to apply reasoning with good effect to help him secure the decision. But the four steps, first and second premise, argument, and conclusion, must be applied to every point that is made with reasoning. Since the force of the conclusion is largely lost unless the major premise is an absolute truth recognized by everybody, there is danger of confusion, and no possibility of convincing the prospect by such methods. Besides, a multitude of reasoning processes would be necessary to cover all the points presented by the salesman and all the objections raised by the prospect. Moreover, as we have seen, the whole procedure of “a logical close” falls back upon itself unless everything the salesman hopes to prove was known and admitted to be true before he began to reason it out.

Favorable decision is the prospect’s mental conclusion that it is better to buy than not to buy; better to accept than to refuse. The process of securing decision is not complex; it is very simple. As has been said, the salesman needs only to weigh before the mind’s eye of the prospect the favorable and unfavorable ideas of the proposal. Any weighing of two mental images always results in a judgment as to which is preferable, or that one course of action would be better than the other. The mind is never so exactly balanced between contrasting ideas that it does not tip at all either way.

The skill of the salesman weighmaster, used legitimately before the mind’s eye of the prospect to tip the scales of decision to the favorable side, is illustrated in the story of a butcher who had been asked by a woman customer to weigh a steak for her. He knew that the weighing process in her mind included more than the balancing of a certain number of pounds and ounces on the scale. Against the reasons for her evident inclination to take the selected steak, she would weigh its cost, her personal ideas of its value, and other factors of the high cost of living.

The butcher wished to bring her quickly to a favorable decision. He wanted to make up the customer’s mind for her in such a conclusive way that she would be prevented from hesitating over the purchase. As a weighman of pounds and ounces he only wanted to show the prospect that he was honest. But in order to tip the buying scales in her mind he put into the balances, on the side opposite the cost of the steak, the heavier weight of buying inducements. First he did the actual weighing of the steak; then he added on the “Yes” side of the scales of decision ideas of the excellence and desirability of the meat. He followed immediately with a suggestion of action that would commit the prospect to buying.

“Two pounds and five ounces, ma’am! Only a dollar and forty-three cents. It’s the very choicest part of the loin. You couldn’t get a cut any tenderer than that, or with less bone. Would you like to have a little extra suet wrapped up with it?”

The butcher thus combined in his close three effects. He brought about judgment of the prospect’s intellect, plus increased desire for the goods, plus the impulse to carry the desire into action.

First, by emphasizing, “Two pounds and five ounces!” in a heavy tone, and by depreciating the cost, “Only a dollar and forty-three cents,” spoken lightly, he implied that the value of the steak far outweighed the price. Thus judgment of the prospect’s intellect was effected.

Second, to stimulate increased desire for the steak, the butcher skillfully put on the favorable side of the scales of decision the weight of a suggestion of excellence. He said temptingly, “It’s the very choicest part of the loin.” At this point he also employed contrast, to make the prospect’s desire stronger still. “You couldn’t get a cut any tenderer than this, or with less bone.”

Third, this skillful salesman prompted the immediate committal of his customer to a favorable decision. He impelled her to this affirmative action by suggesting, “Would you like to have a little extra suet wrapped up with it?” He put a question that was easy for the prospect to answer with “Yes.” Once she accepted the suet offered free, she tacitly accepted the steak at the price stated. It is skillful salesmanship to make it easy for the buyer to say “Yes” or to imply the favorable decision indirectly. The butcher might have been answered with “No” if he had asked, “Will you take this steak?” But he himself nodded when he made the proposal that he wrap up the extra suet. The woman was thus impelled to nod with him. The sale was closed, artistically, in a few seconds.

When you plan how you will close a sale of true ideas of your best capability, work out in advance a similar weighing process, followed at once by an indirect prompting of acceptance of the decision you suggest. Shape and re-shape your intended “close” in your mind until it includes the three effects the butcher produced.

Put a “kick” into your stimulation of desire at the closing stage. Paint the points in your favor brightly and glowingly, though in true colors. Conversely paint all objections to your employment unattractively

Suppose you are applying for a secretarial position. It would be good “painting” to close something like this:

“I am going to learn to do things your way. You would not want a man in the position who was experienced; because he would do things some one else’s way, not yours. My inexperience really means I am adaptable to your methods. I’d become exactly the sort of secretary you want. For instance, how do you prefer to have your mail brought to you just as it is opened, or with previous correspondence and notations attached?”

Such an alternative question, answered either way, leads the prospect through the stage of favorable decision and implies his committal to acceptance of the services offered. It can be followed by the direct proposal, “All, right, I’ll bring your mail that way.” Such a close is practically sure to succeed.

A man who was not at all prepossessing applied to me one day for a job. He conducted the sale of himself very skillfully, but I meant to put him off. It was our dull season, and his looks didn’t make a hit with me anyway. However, he realized there was a good deal on the negative side of the scale, and he weighed his disqualifications honestly; though he depreciated the importance of his unprepossessing appearance. Then, in contrast to the negative side, he showed me very weighty and attractive reasons for employing him. He started by grinning good-humoredly.

“I’m not a prize beauty,” he remarked. “But the other day I was reading about Abraham Lincoln, and the book made me feel encouraged about myself. I don’t believe I’m any homelier or any more awkward than he was. I don’t expect to be a parlor salesman, anyhow, or to rely on my good looks to get orders. I plan to succeed by work. I’m going to be on the job early and late and every minute between. I’ll believe in what I’m selling down to the very bottom of my heart. I’ll make anybody see I’m in dead earnest. I look honest, and I am. I’ll be square with customers and with you. I guess that out in the field a reputation for always being willing to help, and for telling the truth straight, will count more than anything else. I know I’m inexperienced, but that’s a fault I can cure mighty soon.” He grinned again. “I’ll start right away to get the greenness off, if you’ll tell me where to hang up my hat.”

His good nature warmed me into smiling with him. I could not help feeling inclined to try this man. I decided to give him his chance at once. He started my impulse to accept his services, and I pronounced the decision in his favor that he prompted. Of course he made good. That was a foregone conclusion. He had mastered the selling process, and was an especially fine closer. He succeeded in getting more than his quota of orders the first year. Selling never seemed to be hard work for him.

The pronouncement of the prospect’s decision can be prompted, his favorable action can be brought about, in two ways. First, as we have seen, the salesman can suggest, directly or indirectly, the action he wants the other man to take. Second, the salesman himself can do something that the prospect will be impelled to imitate.

For example, when you apply for a position, and have completed the process of weighing the points in your favor in contrast with the less weighty reasons for not employing you, lean forward slightly in an attitude of easy expectancy. The prospect’s mind will be inclined to imitate your physical act. He will lean toward acceptance of your services. Your act will tend to bring you together. Your magnetism will draw his.

Or you might extend your hand. He will have an impulse to reach out his in turn. It is natural for a man to take a hand that is courteously offered. The moment after you reach toward the prospect say, “Let’s shake hands on it.” Once his fingers start moving toward yours in imitation of your action, it will be easy for him to commit himself.

Now let us review the essentials of good salesmanship in closing, which we have been analyzing. We can summarize under five divisions the entire process of completing a sale most effectively and with the practical assurance of success.

First, the salesman must have definite, certain knowledge that the mind of the prospect has reached the closing stage; that it is time to end the “testimony” and to begin weighing the evidence. If the salesman has kept control of the selling process throughout all the preceding stages, he will know when the selling point is reached, for he will be there himself, with the prospect he has “safely conducted” thus far.

Second, at this “right time” it is necessary to change former sales tactics promptly, and to start contrasting the affirmative and negative ideas that have previously been brought out.

Third, the salesman should weigh these contrasting ideas so vividly that the mind’s eye of the prospect will see the scales and perceive the greater weight on the “Yes” side, as the salesman pictures it.

Fourth, it is important that the salesman color the affirmative ideas very alluringly, and increase the contrast by painting unattractively everything on the negative side of the scale; so that “No,” besides appearing much lighter than “Yes,” will seem uninviting.

Fifth, the selling process should be brought to a climax by the salesman’s suggestion or imitation of some act designed to commit the prospect to acceptance in an easy way.

Nothing so unbalances the process of securing a favorable decision and its pronouncement as any indication of fear, doubt, or hesitancy in the attitude of the salesman. Therefore, even though you may be uncertain as to the outcome of your selling efforts, do not show it. Long before you came to the decision point, you passed the worst dangers on the road to the end of the sale. Surely your courage should be strongest at the closing stage.

Fear usually arises from something unknown; it is due only to darkness. Since you know now just what closing involves, and light has been shed on the problems of getting the prospect’s “Yes,” your fears and doubts should be dissipated. You should not hesitate to end the sale you have controlled successfully throughout previous stages. Our analysis has revealed that closing is no more difficult than winning attention to your proposition in the first place. As a result, your present attitude toward closing is positive. Your courage and self-confidence have been built up. You realize just how success in finishing a well-conducted sale can be made practically sure.

Certain negative attitudes at the closing stage should be avoided. Especially do not throw into the scales of decision any little pleas for personal favor, with the hope that in so doing you will increase the weight on the “Yes” side. Such tactics almost invariably tend to tip the balance unfavorably. A plea of this sort is equivalent to an admission that the ideas you have presented for buying do not themselves outweigh the prospect’s images against buying. You suggest to him that you are trying to push the balance down on your side by putting your finger on it, by “weighing in your hand,” as unfair butchers sometimes do with a chicken they hold on the scales by the legs.

The prospect will instantly perceive your action. His mind, acting on the principle of the gyroscope, will resist by greater opposition any push of the personal plea. If you ask a decision as a personal favor, your prospect will lose confidence in the true weight of the ideas on your side that you have already registered in his mind. You are much more likely to hurt than to help your chances for success by making a personal plea. Even if it should prove effective, what you get that way would be alms given to a beggar, and not the earned prize of good salesmanship. Never buy success at the cost of self-respect. To be a successful beggar is nothing to feel proud of.

Do not attempt to “treat" your prospect by flattering him at the closing stage. Such “treating” is a tacit admission that your goods of sale, your best qualifications, have not sufficient merit to sell at their intrinsic value. Or you practically confess that you are not good enough salesman to win out with just your goods and your ability to sell yourself for what you claim to be worth. Flattery is a call for help. It is like the bad salesmanship of trying to buy an order with cigars or a dinner. Never “treat” at the closing stage, for to do so is to admit weakness when you should be your strongest.

Of course you should not take a first or second “No” as a final answer. Even if the prospect indicates that he is inclined to decide against you, continue confidently to heap images in favor of buying on the “Yes” side of the scale until you have used all the honest weight you have to put in the balance. He will not respect you as a salesman if you quit at his first “No.” It is up to you to tip the scales of decision your way. Remember that you should not bring the other man to the judgment point until after you have aroused and intensified his desire to a very great degree. If you have made him want you at all, you will disappoint him if you then fail to put enough weight on the “Yes” side of the scale to win his decision to employ you.

When you receive a “No,” understand it to mean, “No, that is not yet enough ideas for buying your services.” Keep right on putting weight into the “Yes” side of the balance until it tips your way. Do not consider any “No” final until you have run out of both contrasting weight and attractive colors; so that you cannot change the scales.

If it is possible for you to “stick,” don’t be put off when you come to the closing stage. All the weighing you do at the present time will be valueless lost effort unless you complete the selling process here and now. When your prospect tries to put you off, he tacitly admits your weights are right. Otherwise he would say “No” and be done with you. You really have won his mental decision. A continuance of skillful salesmanship will enable you to get him to act favorably without delay or further evasion.

Some salesmen make the mistake of mixing entertainment with the closing process. Earlier in the sale you may be able to secure excellent results by entertaining the prospect with clean jokes and good stories. But the close is the stage at which he arrives at his mental conclusion as to the “preponderance” of the evidence. Jests and light conversation are out of place when the judge is performing his functions in the courtroom of the mind. An amusing remark or a witty quip at this juncture would suggest that the scales of decision in the salesman’s own mind were somewhat unbalanced. Your attitude when you are weighing “Yes” and “No” before the prospect should be pleasant, but quiet and serious, as is becoming to a convincing weighman.

When you work to secure a favorable decision, you are weighing evidence with the purpose of impelling the prospect to take your judgment or to weigh the evidence just as you do. It is necessary all through the process that he be made to feel you realize you are aiding in the performance of a judicial function. He must have complete confidence in your intention and ability to handle the scales honestly and with serious pains to determine what is the right judgment about your proposition. Your levity at the closing stage would lessen the effect of honest, serious, painstaking weighing of the images for buying in contrast with the images against buying. So get the funny stories out of your system before you come to the decision step of the sale, or else keep them bottled up inside you and don’t pull the cork until you are safely at the celebration stage.

Do not forget when closing to add force to your words by tones and gestures that emphasize ideas of the contrast in weights between the two sides of the scale. By your light tone you can indicate the triviality of objections to your proposition. With the heavier tone of power you can suggest the great weight of the favorable ideas. If you use broad gestures of your whole hand and full arm, you can seem to pile a large heap of points on your side of the scale. Conversely you can indicate the smallness of objections by moving your fingers only, as if you were picking up a tiny object. Demolish unfavorable points with a strong gesture of negation, as by sweeping your arm horizontally. Give life to the ideas on the favorable side of the scale by accompanying your words with up and down gestures that signify vitality.

Your physical condition or outward appearance will help or harm your chances for success at the closing stage. You should not manifest the least indication that you are under a strain of anxiety as to the outcome, or that you lack the strength to control the completion of the selling process. Why should you not have a feeling of ease when you reach the close? If your bearing suggests your self-confidence, it will give the other man confidence in your capabilities. When a salesman has to “sweat blood” to finish a sale, he indicates that it is usually mighty hard work for him to get what he wants. This impression suggests to the other man that there must be something wrong with the proposition or it wouldn’t take so much effort of the salesman to put it across. Any element of doubt at the final stage will almost surely delay or kill the salesman’s chances to close successfully

Recall once more that the measure of success in selling is not 100% of closed sales; every possible order secured and none lost. Success is made certain when failures are reduced to the minimum and successes are increased to the maximum of practicability. There can be no question that if you use the right processes in closing, your chances for success will be so greatly increased that your batting average of actual sales should take you far above the failure line. Your career as a salesman involves continual selling. You must make sale after sale. However skillfully you employ the right process at the closing stage, you may not accomplish your purpose the first time you try. But if you keep on selling your services in the right way, you will be as absolutely certain to succeed as the master salesman of “goods” is sure of closing his quota every year he works