The author begins with a personal account of his past unsuccessful dealings with alcoholic employees. This first person voice has not been used in the Big Book since Bill's Story and a few passages in More About Alcoholism. Like those earlier portions, the current chapter seeks to assure the reader's confidence in the proposed solution after having shown that it is grounded in painful experience. The author shares three stories of his own experience of alcoholic former employees, all of whom committed suicide. In this passage we see the author's regret over his past ignorance, a hint of his passion for this cause, and an overt appeal to the employer's practical side:

	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 un­
	abated. We think the business fabric is shot through  
	with a situation which might be helped by better un­
	derstanding all around.  (Page 137)  

Employers, like the world at large, often have a mistaken impression of alcoholism, thinking it a failure of character and willpower. They will sometimes issue an ultimatum, thinking that this may change the drinking behavior. This lack of knowledge about alcoholism may cause employers to ignore a way to salvage their sick employees by suggesting the help offered in this book. In addition to ignorance of alcoholism, an employer may be prejudiced by his own ability to take liquor or leave it alone - something an alcoholic cannot do. The boss, like the wife, is asked to think of the alcoholic as a sick person and afford him the same consideration as anyone else who is ailing. Reading chapters two and three is recommended to provide background on the alcoholic sickness. Considering this information, one might ask himself these questions:

	If you concede that your employee is ill, can  
	he be forgiven for what he has done in the  past? Can  
	his past absurdities be forgotten? Can it be appreci­
	ated that he has been a victim of crooked thinking,  
	directly caused by the action of alcohol on his brain? (Page 140) 

	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  and  then? We believe a man should be thor­
	oughly probed on these points. Be satisfied he is not  
	deceiving himself or you.  (Page 142) 

For the man who wants to quit drinking, medical care may be necessary. But such treatment is only a beginning: "To get over drinking will require a transformation of thought and attitude." (Page 143) The book has suggestions by which he can solve his drinking problem. The ideas may seem novel or disagreeable to employer. "By no means do we offer it as the last word on this subject, but so far as we are concerned, it has worked with us. After all, are you not looking for results rather than methods?" (Page 144) We see in this passage modesty in the part of the author, an A.A. messenger, and also an appeal to the employer's pragmatic nature.

After his return from the hospital, it will be helpful if he feels free to discuss his problems. It is best if the employer stays calm when the employee tells him some possible shocking things. "In fact, he may say almost anything if he has accepted our solution which, as you [the employer] know, demands rigorous honesty. Can you charge this off as you would a bad account and start fresh with him? If he owes you money you may wish to make terms." (Page 145) This passage prepares the employer for an eventual Ninth Step approach from the recovering employee, which is certain to happen if he follows the program of action in this book.

We next see a few more pieces of familiar advice. If he mentions problems at home, helpful and confidential suggestions might be made to the alcoholic - a role similar to that played by the ex-problem drinker in Working With Others, and one outside normal work conversations. Resentment is once again mentioned as a great danger. Rivalry in business and office politics are inevitable, and may produce gossip about the recovering alcoholic. "The employer cannot play favorites, but he can always defend a man from needless provocation and unfair criticism." (Page 146) "As a class, alcoholics are energetic people. They work hard and they play hard... You may have to curb his desire to work sixteen hours a day. You may need to encourage him to play once in a while." (Page 146) This last piece of advice may be especially important, for the authors of the previous chapter felt that a man who concentrates too heavily on work and neglects other considerations has misplaced priorities. (Page 126 and 130) Reasonable latitude should be allowed for a new man who wants to spend time working with other alcoholics.

After he has been sober for a few months, the man may be able to help others in the company with drinking problems,if these others are willing. The new man should be trusted to be discreet, as well as scrupulously honest. The latter is vital to his recovery. As we have seen in Working With Others, shielding him from temptation is of no use, but he may go anywhere for a legitimate business reason if he is following the program of recovery. If the employee does slip, he should certainly be fired, if he doesn't mean business, but may be given another chance if he is sincere. The choice is up to the boss in the latter case, as his obligation has already been discharged.

This suggested approach to drinking employees may be shared with junior executives. They may be covering for friends under their authority, hoping (without good reason) that the former will get better, risking their positions all the while. A softer approach is suggested for these lower level managers, perhaps due to having less authority and their closeness to the drinker. They may not agree with or understand the approach to alcoholism in this 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." (Page 148) There is a similar suggestion in Working With Others and To Wives to avoid introducing the book to the drinker too soon. Note that the word 'prospect' used here is also one of a few words used in Working With Others for the man a recovered alcoholic is approaching. After all, the employer and the junior executives are taking on some of that role: the author writes that "As our work spreads and our numbers increase, we hope your employees may be put in personal contact with some of us. Meanwhile, we are sure a great deal can be accomplished by the use of the book alone." (Page 144)

	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 excep­
	tions are few. (Page 148)  

	It will permit the rehabilitation of 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 consid­
	erable damage in its waste of time, men and reputa­
	tion. We hope our suggestions will help you plug up  
	this sometimes serious leak. We think we are sensible  
	when we urge that you stop this waste and give your  
	worthwhile man a chance. (Page 148)