To emphasize his difficulty, Basel brought in an organization chart of the company which clearly revealed the responsibilities of every man from floor washer to president, and just who reported to whom, and for what.
"You see, my boss is sitting on top of the whole sales department," he explained. "There is no one else I can go to without crossing organization lines, and I'd get my ears pinned back if I did that."
It was a beautiful chart, almost as complicated as the genealogical chart of Queen Elizabeth, but I was unimpressed. "This is the way the company wishes it was," I said. "A place for each man, and every man in his place, like tools in an efficient tool room. But men aren't as easily placed as tools, and that's what makes an organization chart a pretty dead thing. It shows the line of command, but it doesn't show the line of power."
"Double-talk," said Basel.
"Not at all. Some of these executives carry their own weight in their departments, but others ride on the title while another man, usually more quiet and approachable, has most of the responsibility. You have heard something like, 'It's all right to put the requisition through channels, but if you really want action, tell Hank.' Well, Hank might not be listed on the line of command, but when it comes to getting something done, he's on the line of power. And you can reach Hank without crossing organization lines."
Basel found his "Hank" in the person of the mild-mannered man who served as secretary to the Executive Vice President. To all intents and purposes, he had no more to say about what went on in the company than did the pencil with which he took notes, but what the V.P. didn't know about the company, he did.
Basel made his first approach by borrowing a technical manual from the front office, "to bone up for his field trip." When he returned from his trip he returned the book with a note: "The company I called on is using the procedures described on Page 17, but with some modifications I think you should know about. It looked good to me. I think Mr. K. (the head of another department) would be interested."
As Basel expected, he was called in to elaborate on his note, but when the secretary suggested he pass the information along to Mr. K. in person, he pleaded organization lines. "I don't want the word getting back to my boss that I've been going over his head."
"I get it," approved the secretary. "Just a minute, and PU clear it with the head man." Two minutes later Basel was in the V.P.'s office explaining the modifications he had encountered.
"I'll be glad to write up a full report," he volunteered.
"Okay, write it up," said the V.P.
In reporting the conversation to me, Basel was emotionally upset. "It was a run-around. The head man didn't smile. He showed no interest or enthusiasm. I know he just told me to write up the report to get rid of me."
It took a little explaining, but finally Basel appreciated the fact that the V.P. had been shown nothing to get enthusiastic about. All talk, possibly constructive talk, but still nothing had actually happened.
"You got what you wanted," I said. "The head man paid some attention to you, which was more than you expected, and now your Mr. K. will be showing you some attention if you write up the kind of a report he can use. Now you've got to really get to work to make that report good."
During the next four months Basel made two more long field trips, borrowed six books from the secretary, and turned in two more constructive reports. The secretary knew what Basel was up to, and so did the V.P., but they appreciate his extra efforts, especially when one report led to an unexpected sale. Under those circumstances, executives will usually cooperate with the man who is making his program effective; in fact, I have hundreds of cases to prove that they will clear a path for him. They did for Basel when they made him Mr. K.'s assistant at a substantial increase in salary, and took him off the road at a substantial increase in domestic bliss.
Tradition has it that Opportunity knocks but once. How typical of tradition-waiting for something as attractive as Opportunity to come around seeking you. How much more gallant to go out seeking her, especially now that she is no longer hard to find if you know where to look. The techniques described can be adjusted to lead you there from no matter whence you might start.
