Alcoholics Anonymous, Fourth Edition

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