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HARRY'S
A BC OF :\IIX!NG COCKTAILS.
As th(;re has been such a great <lcm;rnd for my
A B
C
of
.1Jixi11g
Corkla:/s
since I left Ciro's
London, to open a place o f my own in Paris, known
fa r a nd wi.lc ;i_s JJarry 's
:'.\<.:w
York lJ;i_r, 5, H.ue
Da unou, Paris. in this new edition I ha ,·e added
a ll the htcst coc kt;i_ils ; at lhc same time, .,_, I am
now a propridor, there arc a few things which may
be of some scn·ice tu those pushing young men who
wa n t tu !Jranch ou t thernsch·cs.
If
you wa nt t o
111:1ke yo11r business successful, you mus t obtain,
right from the st art, the best staff possible, for the
better yo ur assist a nts , t he more fr iends you w ill
ma ke, a nd better yo u will \Jc able to conduct your
b usiness; h;l\·iugscc11rcd yo ur cmplo>·ees, pay them
well, and t r(;;Lt t hem as t hey ought t o be treated–
politely, :ind in lhat way set them a good exa mple.
Don't ignore the people who work for you, that
will be the most serious mistake yo u can make .
Treat th m kindly and encourage them t o take a n
interest in yo ur business. for no ma n can s ucceed
with employees who fail to interest t hemselves
in his intC'rests , or you may be carr1·ing dead
wood in yo ur pay roll and you are bou nd to su ffer
for it. l
t
is a fac t that when the employees are not
treated right, the proprietor acting ha rsh ly or
with a n overbearing ma nner. ne ver having a good
word for a n yone, he will fail to make a success ;
for his employees instead of caring for his interests
will be a ntagonistic to him, caring little whether
his business runs down or not. Employers a nd
employees shou ld be in harmony with one a no ther,
Q