To Employers (comparison)

Comparing “To Employers” to the original manuscript for our Basic Text

Comparison Format — Colors appear here only and are — — not used in the actual comparisons. — Words above brackets are from the pre-publication version. < Bracketed copy is from our Basic Text as it reads today. > ~ Format Examples ~
Rarely have we < RARELY HAVE WE > seen a person fail who has thoroughly directions followed our < path >...
~ ~ ~
Now we think you can take it! < — — — — — > Here are the steps we took...
~ ~ ~
11. Sought through prayer and meditation to improve our — — — — — — < conscious > contact with God < as we understood Him >...
~ ~ ~

Chapter 10 < Chapter 10 > TO EMPLOYERS
One of our friends, whose gripping story you have < AMONG MANY employers nowadays, we think of one member > read, < who > has spent much of his life in the world of big busi- ness. He has hired and fired hundreds of men. He knows the alcoholic as the employer sees him. His present views ought to prove exceptionally useful to business men everywhere. But let him tell you: I was at one time assistant manager of a corporation de- partment employing sixty-six hundred men. One day my secre- tary came in saying that Mr. B– insisted on speaking with me. I told her to say that I was not interested. I had warned this man < him > several times that he had but one more chance. Not long afterward he had called me from Hartford on two successive days, so drunk he could hardly speak. I told him he was through – finally and forever. My secretary returned to say that it was not Mr. B– on the phone; it was Mr. B–'s brother, and he wished to give me a message. I still expected a plea for clemency, but these words came through the receiver: "I just wanted to tell you Paul jumped from a hotel window in Hartford last Saturday. He left us a note saying you were the best boss he ever had, and that you were not to blame in any way." Another time, as I opened a letter which lay on my



desk, a newspaper clipping fell out.  It was the obituary     
of one of the best salesman I ever had.  After two weeks      
of drinking, he had placed his < toe > on the trigger of      
a loaded shotgun – the barrel was in his mouth.  I had        
discharged him for drinking six weeks before.                 

     Still another experience: A woman's voice came faintly   
over long distance from Virginia.  She wanted to know if her  
husband's company insurance was still in force.  Four days    
before he had hanged himself in his woodshed.  I had been     
obliged to discharge him for drinking, though he was brilli-  
ant, alert, and one of the best organizers I had ever known.  

     Here were three exceptional men lost to this world       

because I did not understand < alcoholism > as I do now.      
< What irony – > I became an alcoholic myself!  And but for   
the intervention of an understanding person, I might have     
followed in their footsteps.  My downfall cost the business   
community unknown thousands of dollars, for it takes real     
money to train a man for an executive position.  This kind    
of waste goes on unabated.  < We think the > business fabric  
                          it and nothing will stop it but     
is shot through with < a situation which might be helped by > 
better understanding all around.                              

      You, an employer, want to understand.                   
     <                                     >  Nearly every    

modern employer feels a moral responsibility for the well-    
being of his help, and he <       > tries to meet these       
responsibilities.  That he has not always done so for the     
alcoholic is easily understood.  To him the alcoholic has     
              to be                                           
often seemed <     > a fool of the first magnitude.  Because  
of the employee's special ability, or of his own strong per-  
sonal attachment to him, the employer has sometimes kept such 
                           the time he ordinarily would       
a man at work long beyond <    a reasonable period     >.     
                                                More often,   
Some employers have tried every known remedy.  <  In only  >  
< a few instances >                                           


                is very little                                
< has > there < been a lack of > patience and tolerance.  And 
we, who have imposed on the best of employers, can scarcely   
blame them if they have been short with us.                   

     Here, for instance, is a typical example: An officer of  
one of the largest banking institutions in America knows I no 
longer drink.  One day he told me about an executive of the   
same bank < > who, from his description, was undoubtedly alco-

holic.  This seemed to me like an opportunity to be helpful   
  .  So           a good                                      
< , so > I spent <      > two hours talking about alcoholism, 
             .  I                                supported my 
the malady < , and > described the symptoms and <            >
 statements with plenty of evidence                           
<   results as well as I could     >.  His comment was, "Very 

interesting.  But I'm sure this man is done drinking.  He has 
just returned from a < three-months > leave of absence, has   
taken a cure, looks fine, and to clinch the matter, the board 
of directors told him this was his last chance."              

      My rejoinder was that if I could afford it, I would bet 
     <   The only answer I could make was that if the man    >
   him a hundred to one the man                               
< followed the usual pattern, he  > would go on a bigger bust 
than ever.  I felt this was inevitable and < wondered if > the
                     a possible                               
the bank was doing < the man an > injustice.  Why not bring   
 the man in                                                   
< him into > contact with some of our alcoholic crowd?        

He might have a chance.  I pointed out < that > I had had     
nothing to drink whatever for three years, and this in the    
face of difficulties that would have made nine out of ten     
men drink their heads off.  Why not at least afford him an    
opportunity to hear my story?  "Oh < no," > said my friend,   
"this chap is either through with liquor, or he is minus a    
job.  If he has your will power and guts, he will make the    

     I wanted to throw my hands up in discouragement, for     
            my banking acquaintance had missed the point      
I saw that <   I had failed to help my banker friend    >     
< understand >.  He simply could not believe that his         


                                     deadly malady            
brother-executive suffered from a < serious illness >.        
There was nothing to do but wait.                             

                                     , of course,             
     Presently the man did slip and <            > was fired. 
                          our group                           
Following his discharge, <   we    > contacted him.  Without  
Without much ado, he accepted < the > principles and procedure
< that had helped us >.  He is undoubtedly on the <    > road 
                                                a lack of     
to recovery.  To me, this incident illustrates <         >    
 understanding and knowledge on the part of  employers –      
<                                                       >     
lack of understanding as to what really ails the alcoholic,   
and lack of knowledge as to what part employers might profi-  
tably take in salvaging their sick employees.                 

      To begin with, I think you employers would do           
     <      If you desire to help it might be      > well     
to disregard your own drinking <          >, or lack of it.   
Whether you are a hard drinker, a moderate drinker < > or     
                   have but little notion of the inner        
a teetotaler, you <                                   >       
 workings of the alcoholic mind.  Instead, you                
<                                             > may have      
                                                 , based      
some pretty strong opinions, perhaps prejudices <       >     
 upon your own experiences           of you                   
<                         >.  Those <      > who drink        
            are almost certain to                             
moderately <         may         > be more annoyed with an    
alcoholic than a total abstainer would be.  Drinking occa-    
sionally, and understanding your own reactions, it is pos-    
sible for you to become quite sure of many things < > which,  
so far as the alcoholic is concerned, are not always so.      

This paragraph break appears in the manuscript only.

     As a moderate drinker, you can take your liquor or leave 
it alone.  Whenever you want to, you <   > control your drink-

ing.  Of an evening, you can go on a mild bender, get up in   
the morning, shake your head < > and go to business.  To you, 
liquor is no real problem.  You cannot see why it should be   
to anyone else, save the spineless and stupid.                

                                      you have to fight an    
     When dealing with an alcoholic, <    there may be a  >   
 ingrained                     he                             
< natural > annoyance that < a man > could be so weak, stupid 

and irresponsible.  Even when you understand the malady bet-  
              still have to check this feeling and remember   
ter, you may <          feel this feeling rising.          >  
 that your employee is very ill, being seldom as weak and     
<                                                        >    
 irresponsible as he appears.                                 
<                            >                                

      Take a                                                  
     <  A   > look at the alcoholic in your organization      

< is many times illuminating >.  Is he not usually brilliant, 
fast-thinking, imaginative and likeable?  When sober, does    



he not work hard and have a knack of getting things done?     
     Review his                    ask yourself whether he    
< If he had these > qualities and <  did not drink would  >   
 would                      , if sober.  And do you owe       
< he  > be worth retaining <       ?  Should he have   >      
 him            obligation you feel toward           sick     
<   > the same <     consideration as     > other < ailing >  

employees?  Is he worth salvaging?  If your decision is yes,  
                                    ,               ,         
whether the reason be humanitarian < > or business < > or     
                  you will wish to know what to do            
both, then < the following suggestions may be helpful >.      

      The first part has to do with you.               stop   
     <                                  >  Can you < discard >

< the > feeling that you are dealing only with habit, with    
                                       you have               
stubbornness, or a weak will?  If < this presents > difficul- 
    about that I suggest you re-read                          
ty <         , re-reading           > chapters two and three  
 of this book                                                 
<            >, where the alcoholic sickness is discussed     

at length < might be worth while >.  You, as a business man,  
                  better than most that when you deal with    
< want to > know < the necessities before considering the >   
 any problem, you must know what it is.  Having conceded      
<                result.  If you concede                >     
                                 you forgive him              
that your employee is ill, can < he be forgiven > for what    
                               you shelve the resentment you  
he has done in the past?  Can <                             > 
 may hold because of                                          
<                   > his past absurdities < be forgotten >?  
     you fully appreciate        the man                      
Can < it be appreciated  > that <  he   > has been a victim   
of crooked thinking, directly caused by the action of alcohol 
on his brain?                                                 

     I well remember the shock I received when a prominent    
doctor in Chicago told me of cases where pressure of the      
                                          from within         
spinal fluid actually ruptured the brain <           >.  No   
wonder an alcoholic is strangely irrational.  Who wouldn't    
be, with such a fevered brain?  Normal drinkers are not so    
< affected, nor can they understand the aberrations of the >  

< alcoholic. >                                                

     Your man has probably been trying to conceal a number    
of scrapes, perhaps pretty messy ones.  They may <   be  >    
      you                    puzzled by them, being unable    
< disgusting >.  You may be <         at a loss           >   
                                     above board              
to understand how such a seemingly < above-board > chap       
could be so involved.  But < these scrapes > can generally    
 charge these                                                 
< be charged >, no matter how bad, to the abnormal action of  
alcohol on his mind.  When drinking, or getting over a bout,  
an alcoholic, sometimes the model of honesty when             



normal, will do incredible things.  Afterward, his revulsion  
will be terrible.  Nearly always, these antics indicate       
                             abberations, and you should so   
nothing more than temporary <         conditions.          >  
 treat them.                                                  
<           >                                                 

     This is not to say that all alcoholics are honest and    
upright when not drinking.  Of course < this > isn't so, and  
 you will have to be careful that                  don't      
<                                > such people < often may >  
impose on you.  Seeing your attempt to understand and help,   
some men will try to take advantage of your kindness.  If you 

are sure your man does not want to stop, < he > may as well   
  discharge him                                               
< be discharged >, the sooner the better.  You are not doing  
him a favor by keeping him on.  Firing such an individual may 
prove a blessing to him.  It may be just the jolt he needs.   
I know, in my own particular case, that nothing my company    
could have done would have stopped me < > for < , > so long as
I was able to hold my position, I could not possibly realize  
how serious my situation was.  Had they fired me first, and   
had they then taken steps to see that I was presented with the
solution contained in this book, I might have returned to them
six months later, a well man.                                 

                                              right now       
     But there are many men who want to stop <         >, and 
                            If you make a start, you should   
with them you can go far.  <                               >  
 be prepared to go the limit, not in the sense that any great 
<                                                            >
 expense or trouble is to be expected, but rather in the      
<                                                       >     
 matter of your own attitude, your                            
<                Your             > understanding treatment   
               the case                                       
of < their cases will pay dividends >.                        

     Perhaps you have such a man in mind.  He wants to quit   
drinking < > and you want to help him, even if it be only     
                                              something of    
a matter of good business.  You < now > know < more about >   

alcoholism.  You < can > see that he is mentally and physi-   

cally sick.  You are willing to overlook his past performan-  
               you call the man in and go at him              
ces.  Suppose <  an approach is made something  > like this:  

      Hit him point blank with the thought                    
     <              State                 > that you know     
<   > about his drinking, < and > that it must stop.  < You > 
< might say > you appreciate his abilities, would like to     
keep him, but cannot < > if he continues to                   


         That you mean just what you say.  And you should     
drink.  <                                                >    
                      mean it too!                            
< A firm attitude at this point has helped many of us. >      

              , assure him                are not proposing   
     Next < he can be assured > that you < do not intend   >  
                                           you have done so   
to lecture, moralize, or condemn; that if < this was done  >  
                is            you misunderstood.  Say, if     
formerly, it < was > because <    of misunderstanding.   >    
 you possibly can, that you have no                           
<   If possible express a lack of  > hard feeling toward him. 
                     bring out the idea of                    
At this point, < it might be well to explain > alcoholism,    
     sickness.  Enlarge on that fully.  Remark that you have  
the < illness.                                              > 
 been looking into the matter.  You are sure of what you say, 
<                                                            >
 hence your change of attitude, hence your willingness to     
<                                                        >    
 deal with the problem as though it were a disease.  You are  
<                                                           > 
 willing to look at your man as a gravely-ill                 
<  Say that you believe he is a gravely ill  > person, with   
this qualification – being perhaps fatally ill, does <    >   
  man                    , and right now                      
< he > want to get well <               >?  You ask < , >     
because many alcoholics, being warped and drugged, do not want
to quit.  But does he?  Will he take every necessary step,    
submit to anything to get well, to stop drinking forever?     

     If he says yes, does he really mean it, or down inside   
does he think he is fooling you, and that after rest and      
treatment he will be able to get away with a few drinks now   
              Probe your                                      
and then?  < We believe a > man < should be > thoroughly      

< probed > on these points.  Be satisfied he is not deceiving 
himself or you.                                               

      Not a word about this book, unless you are sure you     
     <     Whether you mention this book is a matter for >    
 ought to introduce it at this juncture.                      
<          your discretion.             >  If he temporizes   
and still thinks he can ever drink again, even beer, < he >   
   may              discharge him                             
< might > as well < be discharged > after the next bender     

which, if an alcoholic, he is < almost > certain to have.     
        Tell him that                       , and mean it!    
< He should understand that > emphatically < .            >   

Either you are dealing with a man who can and will get well   
 ,                            don't                        .  
< > or you are not.  If not, < why > waste time with him < ? >
This may seem severe, but it is usually the best course.      

     After satisfying yourself that your man wants to recover 
and that he will go to any extreme to do so, you may suggest a
definite course of action.  For most alcoholics who are drink-
ing, or who are just getting                                  



over a spree, a certain amount of physical treatment is       
                              Some physicians favor cutting   
desirable, even imperative.  <                             >  
 off the liquor sharply, and prefer to use little or no       
<                                                      >      
 sedative.  This may be wise in some instances, but for the   
<                                                          >  
 most of us it is a barbaric torture.  For severe cases,      
<                                                       >     
 some doctors prefer a slower tapering-down process,          
<                                                   >         
 followed by a health farm or sanitarium.  Other doctors      
<                                                       >     
 prefer a few days of de-toxification, removal of poisons     
<                                                        >    
 from the system by cathartics, belladonna, and the like,     
<                                                        >    
 followed by a week of mild exercise and rest.  Having        
<                                                     >       
 tried them all, I personally favor the latter, though        
<                                                     >       
< The > matter of physical treatment should, of course,       

be referred to your own doctor.  Whatever the method, its     
        should be                                             
object <   is    > to thoroughly clear mind and body of       

the effects of alcohol.  In competent hands, this seldom      
            ,       should it be                              
takes long < > nor <    is it   > very expensive.  Your man   
   is entitled to be                                          
< will fare better if > placed in such physical condition     
that he can think straight and no longer <          > craves  
          These handicaps must be removed if you are going    
liquor.  <                                                >   
 to give him the chance you want him to have.  Propose        
<                    If you propose                   > such  
                            .  Offer                          
a procedure to him < , it may be necessary > to advance the   
                    if necessary,            make             
cost of treatment, <             > but < we believe > it      

plain that any expense will later be deducted from his pay.   
         Make                                            ;    
< It is better for > him < to feel > fully responsible < . >  
 it is much better for him.                                   
<                          >                                  

     < If > your man accepts your offer, < it should be >     
< pointed > out that physical treatment is but a small part   
of the picture.  Though you are providing him with the best   
possible medical attention, he should understand that he must 
undergo a change of heart.  To get over drinking will require 
                                                He must       
a transformation of thought and attitude.  < We all had to >  
                                  even home and business,     
place recovery above everything, <                       >    
                           he will lose                       
for without recovery < we would have lost > both < home > and 

< business >.                                                 

      Show that                                               
     <   Can   > you have every confidence in his ability to  
recover < ? >  While on the subject of confidence, < can you >
       tell him                                          ,    
< adopt the attitude > that so far as you are concerned < >   
                                            .  His            
this will be a strictly personal matter < , that his > alco-  

holic derelictions, the treatment about to be undertaken,     
 these                                                .       
<     > will never be discussed without his consent < ? >     
 Cordially wish him success and say you want                  
<              It might be well             > to have a       
long chat with him < upon > his return.                       

     To return to the subject matter of this book: It contains
 , as you have seen,          directions              your    
<                   > full < suggestions > by which < the >   
employee may                                                  



solve his problem.  To you, some of the ideas which it con-   
                   Perhaps some of them don't make sense to   
tains are novel.  <                                        >  
  you.  Possibly                                              
<    Perhaps    > you are not quite in sympathy with the      
approach we suggest.  By no means do we offer it as the last  
word on this subject, but so far as we are concerned, it has  
 been the best word so far.  Our approach often does work.    
<                     worked with us.                     >   
               you are                                        
After all, < are you not > looking for results rather than    
methods < ? >  Whether your employee likes it or not, he will 

learn the grim truth about alcoholism.  That won't hurt him   
a bit, < even > though he does not go for < this > remedy     
 at first                                                     
<        >.                                                   

        I                      our                            
     < We > suggest you draw < the > book to the attention    

of the doctor who is to attend your patient during treatment. 
 Ask that             be                                      
<   If   > the book < is > read the moment the patient is     
       –          he is                      if possible.     
able < , > while <     > acutely depressed, <            >    

< realization of his condition may come to him. >             

      The doctor should approve a spiritual approach.  And    
     <                                                    >   
    besides, he ought to                                      
< We hope the doctor will > tell the patient the truth about  

his condition, whatever that happens to be.   The doctor      
should encourage him to acquire a spiritual experience.  <  > 
 this stage it will be just as well if the doctor does not    
<                                                         >   
 mention you in connection with this book.  Above all,        
<                                                     >       
   neither you, the doctor, nor anyone should place himself   
< When the man is presented with this volume it is best that >
 in the position of telling the man                    the    
<        no one tell him           > he must abide by <   >   
 contents of this volume                                      
<    its suggestions    >.  The man must decide for himself.  
 You cannot command him, you can only encourage.  And you     
<                                                        >    
 will surely agree that it may be better to withold any       
<                                                      >      
 criticism you may have of our method until you see whether   
<                                                          >  
 it works.                                                    
<         >                                                   

     You are betting, of course, that your changed attitude   
< plus > the contents of this book will turn the trick.  In   
some cases it will, and in others it < may > not.  But we     
think that if you < persevere >, the percentage of successes  
will gratify you.  < As > our work spreads and our numbers    

increase, we hope your employees may be put in personal       
                         , which, needless to say, will be    
contact with some of us <                                 >   
 more effective                                               
<              >.  Meanwhile, we are sure a great deal can be 
              if you follow the suggestions of this chapter.  
accomplished <         by the use of this book alone.       > 

                                 call him in and ask          
     On your employee's return, <  talk with him.   >         
 what happened.                                               
<              >  Ask him if he thinks he has the answer.     
 Get him to tell you how he thinks it will work, and what     
<                                                        >    
 he has to do about it.  Make him feel                        
<              If he feels            > free to discuss       
                              cares to.  Show him             
his problems with you, if he <       knows       > you        
understand < >                                                


     that you                                                 
and <        > will not be upset by anything he wishes to     
say < , he will probably be off to a fast start. >            

                          it is important that                
     In this connection, <        can         > you remain    

undisturbed if the man proceeds to tell you < shocking >      
        which shock you.                                      
things <        ?       >  He may, for example, reveal that   
he has padded his expense account < > or that he has planned  

to take your best customers away from you.  In fact, he may   
say almost anything if he has accepted our solution < >       

which, as you know, demands rigorous honesty.  < Can you >    
< charge > this off as you would a bad account and start      
  afresh             .                              ,         
< fresh > with him < ? >  If he owes you money < you may >    
                        which are reasonable.  From this      
< wish to > make terms < .                              >     
 point on, never rake up the past unless he wishes to         
<                                                    >        
 discuss it.                                                  
<           >                                                 

                                          be patient and      
     If he speaks of his home situation, <    you can   >     
                                            Let him see       
< undoubtedly > make helpful suggestions.  <           >      
 that he can                                                  
<   Can he  > talk frankly with you so long as he does not    
bear < business > tales or criticize < his associates? >      
        the                     you want to keep,             
With < this > kind of employee <                 > such an    
attitude will command undying loyalty.                        

                               the alcoholic                  
     The greatest enemies of < us alcoholics > are resentment,

jealousy, envy, frustration, and fear.  Wherever men are      
                               ,                           ,  
gathered together in business < > there will be rivalries < > 

and, arising out of these, a certain amount of office poli-   
                    the alcoholic has                         
tics.  Sometimes < we alcoholics have > an idea that people   
trying to pull < us > down.  Often this is not so at all.     
                 his                         as a basis of    
But sometimes < our > drinking will be used <             >   
< politically >.                                              

     One instance comes to mind in which a malicious indivi-  
dual was always making friendly little jokes < about > an     

alcoholic's drinking exploits.  < In this way he was slyly >  

< carrying tales. >  In another case, an alcoholic was sent   

to a hospital for treatment.  Only a few knew of it at first  
 ,                                          bill-boarded      
< > but < , > within a short time, it was < billboarded >     

throughout the entire company.  Naturally this sort of thing  
   decreases a                                                
< decreased the > man's chance of recovery.  The              


          should make it his business to                      
employer <         can many times       > protect the victim  
                        if he can                             
from this kind of talk <         >.  The employer cannot play 
                              try to                          
favorites, but he can always <      > defend a man from need- 
less provocation and unfair criticism.                        

     As a class, alcoholics are energetic people.  They work  
hard and they play hard.  Your man < should > be on his mettle
to make good.  Being somewhat weakened, and faced with physi- 
cal and mental readjustment to a life which knows no alcohol, 
                            Don't let him                     
he may overdo.  < You may have to curb his desire to > work   

sixteen hours a day just because he wants to.  < You may >    
      Encourage                                      Make it  
< need to encourage > him to play once in a while.  <       > 
 possible for him to do so.                                   
<                          >  He may wish to do a lot for     

other alcoholics and something of the sort may come up during 
                  Don't begrudge him a                        
business hours.  <         A          > reasonable amount of  
< latitude will be helpful. >  This work is necessary to main-
tain his sobriety.                                            

     After your man has gone along without drinking for a few 
months, < you may be able > to make use of his services with  
other employees who are giving you the alcoholic run-around – 
provided, of course, they are willing to have a third party   
                  Don't hesitate to let an                    
in the picture.  <          An            > alcoholic who has 

recovered, but holds a relatively unimportant job, < can >    

talk to a man with a better position.  Being on < a > radical-
ly different basis of life, he will never take advantage of   
the situation.                                                

       You must trust your man.                               
     < Your man may be trusted. >  Long experience with alco- 
                         makes you suspicious                 
holic excuses naturally < arouses suspicion  >.  When his wife
next calls saying he is sick, < you might > jump to the con-  

clusion he is drunk.  If he is, and is still trying to recover
 on our basis            presently                     ,      
<            >, he will <         > tell you about it < >     

even if it means the loss of his job.  For he knows he must   
                                          Let him see         
be honest if he would live at all.  < He will appreciate >    

< knowing > you are not bothering your head about him         


 at all                                ,                      
<      >, that you are not suspicious < > nor are you trying  

to run his life so he will be shielded from temptation to     
drink.  If he is conscientiously following the < program >    
of < recovery > he can go anywhere your business may call     
       Do not promote him, however, until you are sure.       
him.  <                                                >      

     In case he does stumble, even once, you will have to de- 
cide whether to let him go.  If you are sure he doesn't mean  
business, there is no doubt you should discharge him.  If, on 
the contrary, you are sure he is doing his utmost, you may    
wish to give him another chance.  But you should feel under no
                    do so                                     
obligation to < keep him on >, for your obligation has been   
                           In any event, don't let him fool   
well discharged already.  <                                >  
 you, and don't let sentiment get the better of you if you    
<                                                         >   
 are sure he ought to go.                                     
<                        >                                    

     There is another thing you might < wish to > do.  If your
organization is a large one, your junior executives might be  
provided with this book.  You might let them know you have no 
quarrel with the alcoholics of your organization.  These juni-
ors are often in a difficult position.  Men under them are    
frequently their friends.  So, for one reason or another, they
cover these men, hoping matters will take a turn for the bet- 
ter.  They often jeopardize their own positions by trying to  
help serious drinkers who should have been fired long ago, or 
else given an opportunity to get well.                        

     After reading this book, a junior executive can go to    
                                       , "look                
such a man and say < approximately this, "Look > here, Ed.    
Do you want to stop drinking or not?  You put me on the spot  
every time you get drunk.  It isn't fair to me or the firm.   
I have been learning something about alcoholism.  If you are  
an alcoholic, you are a mighty sick man.  You act like one.   

The firm wants to help you get over it, < and > if you are    
             .  There                and I hope you have      
interested < , there > is a way out <                   >     
 sense enough to try it                do                     
<                      >.  If you < take it >, your past      
will be forgotten                                             



and the fact that you went away for treatment will not be     
mentioned.  But if you cannot < > or will not stop drinking,  
I think you ought to resign."                                 

     Your junior executive may not agree with the contents of 
our book.  He need not, and often should not < > show it to   
his alcoholic prospect.  But at least he will understand the  
problem and will no longer be misled by ordinary promises.    
He will be able to take a position with such a man which is   
eminently fair and square.  He will have no further reason    
for covering up an alcoholic employee.                        

     It boils right down to this: No man should be fired just 
because he is alcoholic.  If he wants to stop, he should be   
afforded a real chance.  If he cannot < > or does not want    
to stop, he should <       > be discharged.  The exceptions   
are few.                                                      

     We think this method of approach will accomplish several 
        for you.  It will promptly bring drinking situations  
things < .                                                  > 
 to light.                enable you to restore               
<         >  It will < permit the rehabilitation of > good men
          to useful activity                                  
good men <                  >.  At the same time you will feel
no reluctance to rid yourself of those who cannot < > or will 
not < > stop.  Alcoholism may be causing your organization    
considerable damage in its waste of < time >, men and reputa- 

tion.  We hope our suggestions will help you plug up this     
                          We do not  expect you to become a   
sometimes serious leak.  <                                 >  
 missionary, attempting to save all who happen to be alcoho-  
<                                                           > 
 lic.  Being a business man is enough these days.  But we can 
<                                                            >
< We think we are sensible when we > urge that you stop this  
waste and give your < worthwhile > man a chance.              

     The other day an approach was made to the < vice >       
president of a large industrial concern.  He remarked: "I'm   
mighty glad you fellows got over your drinking.  But the      
policy of this company is not to interfere with the habits    
of our employees.  If a man drinks so much that his job       
suffers, we fire him.  I don't see how you can be of any      
help to us < > for < , > as you see, we don't have            



any alcoholic problem."  This same company spends millions    
for research every year.  Their cost of production is figured 
to a fine decimal point.  They have recreational facilities.  
There is company insurance.  There is a real interest, both   
humanitarian and business, in the well-being of employees.    

But alcoholism – well, they just don't < believe they > have  
< it >.                                                       

     Perhaps this is a typical attitude.  We, who have collec-
tively seen a great deal of business life, at least from the  

alcoholic angle, had to smile at this gentleman's < sincere > 

opinion.  He might be shocked if he knew how much alcoholism  
< is costing > his organization a year.  That company may     
harbor many actual or potential alcoholics.  We believe that  
managers of large enterprises often have little idea how      
                             Perhaps this is a guess, but we  
prevalent this problem is.  <                               > 
 have a hunch it's a good one.  If       still                
<          Even if                > you <     > feel your     
                                         you           well   
organization has no alcoholic problem, < it > might < pay to >
take another look down the line.  You may make some interest- 
ing discoveries.                                              

     Of course, this chapter refers to alcoholics, sick       
people, deranged men.  What our friend, the < vice >          
president, had in mind < > was the habitual or whoopee        
drinker.  As to them, his policy is < undoubtedly > sound,    
     as you see,       does                                   
but <           > he < did > not distinguish between such     
people and the alcoholic.                                     

This next paragraph appears in the manuscript only.

     Being a business man, you might like to have a summary   
of this chapter.  Here it < Is >:                             

     One: Acquaint yourself with the nature of alcoholism.    
     Two: Be prepared to discount and forget your man's past. 
     Three: Confidentially offer him medical treatment and    
     cooperation, provided you think he wants to stop.        
     Four: Have the alcohol thoroughly removed from his system
     and give him a suitable chance to recover physically.    
     Five: Have the doctor in attendance present him with this
     book, but don't cram it down his throat.                 
     Six: Have a frank talk with him when he gets back from   
     his treatment, assuring him of your full support, encour-
     aging him to say anything he wishes about himself, and   
     making it clear the past will not be held against him.   
     Seven: Ask him to place recovery from alcoholism ahead   
     of all else.                                             
     Eight: Don't let him overwork.                           
     Nine: Protect him, when justified, from malicious gossip.
     Ten: If, after you have shot the works, he will not stop,
     then let him go.                                         

The previous paragraph appeared only in the manuscript.

                                    you give your             
     It is not to be expected that <     an      > alcoholic  

employee < will receive > a disproportionate amount of time   
                      is not to                               
and attention.  He < should not > be made a favorite.  The    

right kind of man, the kind who recovers, will not want this  
                                    upon you                  
sort of thing.  He will not impose <        >.  Far from it.  
He will work like the devil < > and thank you to his dying    

     Today < > I own a little company.  There are two         



alcoholic employees, who produce as much as five normal       
                                      better way of life      
salesmen.  But why not?  They have a <   new attitude   >,    
and they have been saved from a living death.  I have         
enjoyed every moment spent in getting them straightened out.  
 You, Mr. Employer, may have the same experience!             
<                                                >*           

   See appendix – The Alcoholic Foundation.  We may be        
*< See Appendix VI – We shall be happy to hear from you >     
 able to carry on a limited correspondence.                   
<         if we can be of help.            >                  

e-aa discussion of To Employers