Chapter 10

         TO EMPLOYERS

AMONG MANY employers nowadays, we think of

one member who has spent much of his life in

the world of big business. He has hired and fired hun-

dreds of men. He knows the alcoholic as the employer

sees him. His present views ought to prove exception-

ally useful to business men everywhere.

   But let him tell you:

   I was at one time assistant manager of a corporation

department employing sixty-six hundred men. One

day my secretary came in saying that Mr. B- insisted

on speaking with me. I told her to say that I was not

interested. I had warned 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 re-

ceiver: “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

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  TO EMPLOYERS  137

desk, a newspaper clipping fell out. It was the obitu-

ary of one of the best salesmen 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 brilliant, alert, and one of

the best organizers I have 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 un-

abated. We think the business fabric is shot through

with a situation which might be helped by better un-

derstanding all around.

   Nearly every modern employer feels a moral respon-

sibility 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 often seemed a fool of the first mag-

nitude. Because of the employee’s special ability, or

of his own strong personal attachment to him, the

employer has sometimes kept such a man at work long

beyond a reasonable period. Some employers have

tried every known remedy. In only a few instances

 138  ALCOHOLICS ANONYMOUS

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 alcoholic. This seemed to me like an

opportunity to be helpful, so I spent two hours talking

about alcoholism, the malady, and described the

symptoms and results as well as I could. His com-

ment 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.”

   The only answer I could make was that if the man

followed the usual pattern, he would go on a bigger

bust than ever. I felt this was inevitable and wondered

if the bank was doing the man an injustice. Why not

bring 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 grade.”

   I wanted to throw up my hands in discouragement,

for I saw that I had failed to help my banker friend

understand. He simply could not believe that his

  TO EMPLOYERS  139

brother-executive suffered from a serious illness.

There was nothing to do but wait.

   Presently the man did slip and was fired. Follow-

ing his discharge, we contacted him. Without much

ado, he accepted the principles and procedure that

had helped us. He is undoubtedly on the road to re-

covery. To me, this incident illustrates lack of under-

standing as to what really ails the alcoholic, and lack

of knowledge as to what part employers might prof-

itably take in salvaging their sick employees.

   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 a teetotaler, you

may have some pretty strong opinions, perhaps preju-

dices. Those who drink moderately may be more an-

noyed with an alcoholic than a total abstainer would

be. Drinking occasionally, and understanding your

own reactions, it is possible for you to become quite

sure of many things which, so far as the alcoholic is

concerned, are not always so. As a moderate drinker,

you can take your liquor or leave it alone. Whenever

you want to, you control your drinking. Of an even-

ing, you can go on a mild bender, get up in the morn-

ing, 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.

   (See BB 20:4; 23:3; 107:1)

   When dealing with an alcoholic, there may be a

natural annoyance that a man could be so weak,

stupid and irresponsible. Even when you understand the

malady better, you may feel this feeling rising.

   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

 140  ALCOHOLICS ANONYMOUS

he not work hard and have a knack of getting things

done? If he had these qualities and did not drink

would he be worth retaining? Should he have the

same consideration as other ailing employees? Is he

worth salvaging? If your decision is yes, whether the

reason be humanitarian or business or both, then the

following suggestions may be helpful.

   Can you discard the feeling that you are dealing

only with habit, with stubbornness, or a weak will? If

this presents difficulty, re-reading chapters two and

three, where the alcoholic sickness is discussed at

length might be worth while. You, as a business man,

want to know the necessities before considering the

result. 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?

   I well remember the shock I received when a

prominent doctor in Chicago told me of cases where

pressure of the 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 disgusting. You may be at a loss to understand

how such a seemingly above-board chap could be so

involved. But these scrapes can generally be charged,

no matter how bad, to the abnormal action of alcohol

on his mind.

   (See BB 108:1, 142:1)

  When drinking, or getting over a bout,

an alcoholic, sometimes the model of honesty when

  TO EMPLOYERS  141

normal, will do incredible things. Afterward, his

revulsion will be terrible. Nearly always, these antics

indicate nothing more than temporary conditions.

   This is not to say that all alcoholics are honest and

upright when not drinking. Of course that isn’t so,

and such people often may impose on you. Seeing

your attempt to understand and help, some men will

try to take advantage of your kindness.

   (See BB 95:2, 108:3)

            If you are

sure your man does not want to stop, he may as well

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.

   But there are many men who want to stop, and with

them you can go far. Your understanding treatment

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 a matter of good business. You now know more

about alcoholism. You can see that he is mentally and

physically sick. You are willing to overlook his past

performances. Suppose an approach is made some-

thing like this:

   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

 142  ALCOHOLICS ANONYMOUS

drink. A firm attitude at this point has helped many

of us.

   Next he can be assured that you do not intend to

lecture, moralize, or condemn; that if this was done

formerly, it was because of misunderstanding. If pos-

sible express a lack of hard feeling toward him. At

this point, it might be well to explain alcoholism, the

illness. Say that you believe he is a gravely ill per-

son, with this qualification-being perhaps fatally ill,

does 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 for-

ever?

   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.

   Whether you mention this book is a matter for your

discretion. If he temporizes and still thinks he can

ever drink again, even beer, he might as well be dis-

charged after the next bender which, if an alcoholic,

he is almost certain to have. He should understand

that emphatically. Either you are dealing with a man

who can and will get well or you are not. If not, why

waste time with him? This may seem severe, but it is

usually the best course.

   (See BB 108:3)

   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 drinking, or who are just getting

  TO EMPLOYERS  143

over a spree, a certain amount of physical treatment

is desirable, even imperative. The matter of physical

treatment should, of course, be referred to your

own doctor. Whatever the method, its object is to

thoroughly clear mind and body of the effects of alco-

hol. In competent hands, this seldom takes long nor

is it very expensive. Your man will fare better if

placed in such physical condition that he can think

straight and no longer craves liquor. If you propose

such a procedure to him, it may be necessary to ad-

vance the cost of treatment, but we believe it should

be made plain that any expense will later be deducted

from his pay. It is better for him to feel fully responsible.

   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 drink-

ing will require a transformation of thought and atti-

tude. We all had to place recovery above everything,

for without recovery we would have lost both home

and business.

   Can you have every confidence in his ability to

recover? While on the subject of confidence, can you

adopt the attitude that so far as you are concerned

this will be a strictly personal matter, that his alco-

holic derelictions, the treatment about to be under-

taken, will never be discussed without his consent?

It might be well to have a long chat with him on his

return.

   To return to the subject matter of this book: It con-

tains full suggestions by which the employee may

 144  ALCOHOLICS ANONYMOUS

solve his problem. To you, some of the ideas which

it contains are novel. 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 worked with us. After

all, are you not looking for results rather than meth-

ods? 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.

   We suggest you draw the book to the attention of

the doctor who is to attend your patient during treat-

ment. If the book is read the moment the patient is

able, while acutely depressed, realization of his condi-

tion may come to him.

   We hope the doctor will tell the patient the truth

about his condition, whatever that happens to be.

When the man is presented with this volume it is best

that no one tell him he must abide by its suggestions.

The man must decide for himself.

   You are betting, of course, that your changed atti-

tude 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 suc-

cesses will gratify you. 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.

   (See BB 162 Bottom)

   On your employee’s return, talk with him. Ask him

if he thinks he has the answer. If he feels free to

discuss his problems with you, if he knows you under­

  TO EMPLOYERS  145

stand and will not be upset by anything he wishes to

say, he will probably be off to a fast start.

   In this connection, can you remain undisturbed if

the man proceeds to tell you shocking things? He

may, for example, reveal that he has padded his ex-

pense 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

fresh with him? If he owes you money you may wish

to make terms.

   If he speaks of his home situation, you can un-

doubtedly make helpful suggestions. Can he talk

frankly with you so long as he does not bear business

tales or criticize his associates? With this kind of em-

ployee such an attitude will command undying loyalty.

The greatest enemies of us alcoholics are resent-

ment, 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 politics. Sometimes we alcoholics have an idea

that people are trying to pull us down. Often this is

not so at all. But sometimes our drinking will be used

politically.

   One instance comes to mind in which a malicious

individual 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 but, within a short time, it was billboarded

throughout the entire company. Naturally this sort of

thing decreased the man’s chance of recovery. The

  146  ALCOHOLICS ANONYMOUS

employer can many times protect the victim from this

kind of talk. The employer cannot play favorites, but

he can always defend a man from needless provoca-

tion 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 weak-

ened, and faced with physical and mental readjust-

ment to a life which knows no alcohol, he may overdo.

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. He may wish to do a lot for other alco-

holics and something of the sort may come up during

business hours. A reasonable amount of latitude will

be helpful. This work is necessary to maintain his

sobriety.

   (See BB 119:1, 129 Bottom)

   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 in the picture. An alco-

holic who has recovered, but holds a relatively un-

important job, can talk to a man with a better position.

Being on a radically different basis of life, he will never

take advantage of the situation.

   Your man may be trusted. Long experience with

alcoholic excuses naturally arouses suspicion. When

his wife next calls saying he is sick, you might jump

to the conclusion he is drunk.

   (See BB 115:4)

      If he is, and is still

trying to recover, he will tell you about it even if it

means the loss of his job. For he knows he must be

honest if he would live at all. He will appreciate

knowing you are not bothering your head about him,

  TO EMPLOYERS  147

that you are not suspicious nor are you trying to run

his life so he will be shielded from temptation to drink.

   (See BB 85 Top, 101:2, 120:3)

If he is conscientiously following the program of re-

covery he can go anywhere your business may call

him.

   (See BB 101:3)

   In case he does stumble, even once, you will have to

decide 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 obligation to

keep him on, for your obligation has been well dis-

charged already.

   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 juniors 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 better. 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

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 interested, there

is a way out. If you take it, your past will be forgotten

 148  ALCOHOLICS ANONYMOUS

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 con-

tents 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 posi-

tion 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 excep-

tions are few.

   We think this method of approach will accomplish

several things. 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.

   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

  TO EMPLOYERS  149

any alcoholic problem.” This same company spends

millions for research every year. Their cost of produc-

tion is figured to a fine decimal point. They have

recreational facilities. There is company insurance.

There is a real interest, both humanitarian and busi-

ness, 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 col-

lectively seen a great deal of business life, at least

from the alcoholic angle, had to smile at this gentle-

man’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 prevalent

this problem is. Even if you feel your organization has

no alcoholic problem, it might pay to take another look

down the line. You may make some interesting dis-

coveries.

   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,

but he did not distinguish between such people and

the alcoholic.

   It is not to be expected that an alcoholic employee

will receive a disproportionate amount of time and

attention. He should not be made a favorite. The

right kind of man, the kind who recovers, will not

want this sort of thing. He will not impose. Far from

it. He will work like the devil and thank you to his

dying day.

   Today I own a little company. There are two

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alcoholic employees, who produce as much as five

normal 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.