That is, if the war had not happened, and she had continued
at work for two years without any raise at all, she would have been
practically as well off at the end of that time as she actually found
herself with her doubled pay.
As the months of her employment passed, she had made herself
progressively much more valuable to her employer. She was rendering
him now a very large amount of high-grade service. But in effect she
was being paid no more money than when she was engaged. The young
woman knew her employer intended to be fair with her. Undoubtedly he
felt he had treated her well by voluntarily doubling her salary in two
years. If she had gone to him and had asked for more pay in the manner
of the ordinary applicant for a raise; if she had stated her request
without skillfully showing the difference between actual conditions and
his misconception of the facts; she likely would have made an unfavorable
impression. But she was a good saleswoman of her ideas. She made a
discriminative-restrictive plan of approach to gain her object, and used
first-class selling skill to get into her employer's mind a true
conception of her worth to him.
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