The Go-Getter
A Story That Tells You How To Be One
Book Edition Details
Summary
In the roaring chaos of the post-war world, William Peck stands as a testament to indomitable spirit. A war veteran and amputee, Peck is a man who refuses to be defined by his limitations. His journey at the Ricks Lumber Company is not merely a quest for employment; it’s a relentless pursuit of respect and recognition. In this riveting narrative, each obstacle becomes a catalyst for showcasing Peck's unyielding determination and boundless enthusiasm. "The Go Getter" is a timeless tale of grit and gumption, capturing the essence of perseverance against formidable odds. With every test he faces, Peck not only proves his worth but also embodies the very spirit of resilience. This motivational story is a powerful reminder of the strength that lies within unwavering resolve and a can-do attitude.
Introduction
Have you ever wondered what separates those who merely dream from those who actually achieve? In offices across the world, we see two types of people: those who make excuses when faced with obstacles, and those rare individuals who find a way to get things done no matter what stands in their way. The difference isn't talent, education, or even luck—it's an unwavering commitment to seeing tasks through to completion, regardless of the challenges that arise. This timeless story reveals the secret to developing an unstoppable mindset that transforms ordinary employees into extraordinary achievers. Through the journey of a determined war veteran seeking opportunity in a skeptical business world, you'll discover how persistence, resourcefulness, and an unshakeable "it shall be done" attitude can open doors that seemed permanently closed. You'll learn why the most successful people view obstacles not as roadblocks, but as puzzles to be solved. Most importantly, you'll understand how to cultivate the kind of reliability and initiative that makes you indispensable in any organization, turning every challenge into a stepping stone toward greater responsibility and success.
The Veteran Who Wouldn't Be Refused
When William E. Peck walked into Cappy Ricks' office with his empty sleeve tucked into his coat pocket, he carried something more valuable than any resume—an unshakeable belief in his own worth. The war had taken his left forearm and damaged his leg, but it had given him something in return: absolute confidence in his ability to overcome any obstacle. "I've called for my job," he announced to the bewildered lumber magnate, speaking like a man who simply didn't expect to be refused. What made this moment extraordinary wasn't just Peck's boldness, but his strategic approach. He had already been turned down by both Mr. Skinner and Captain Peasley, the men who actually ran the day-to-day operations. A lesser person might have accepted defeat, but Peck understood something crucial about organizational dynamics—sometimes you have to go over heads to get what you deserve. He had even prepared business cards in advance, demonstrating a level of commitment that caught Cappy completely off guard. "I am a salesman," Peck explained with that compelling smile that would become his trademark. "I know that statement to be true because I have demonstrated, over a period of five years, that I can sell my share of anything that has a hockable value. I have always found, however, that before proceeding to sell goods I had to sell the manufacturer of those goods something, to-wit—myself! I am about to sell myself to you." The lesson here cuts to the heart of professional success: confidence isn't arrogance when it's backed by proven ability and genuine value. Peck didn't ask for charity or sympathy despite his obvious disabilities. Instead, he focused entirely on what he could deliver. When you approach opportunities with this mindset—leading with your capabilities rather than your limitations—you force others to see you as a solution rather than a problem. This shift in perspective is often the difference between getting hired and getting passed over.
The Degree of the Blue Vase
The ultimate test came when Cappy Ricks casually asked Peck to retrieve a blue vase from a shop on Sutter Street, needed for a friend's wedding anniversary that very evening. What seemed like a simple errand quickly revealed itself as an elaborate obstacle course designed to test the limits of human persistence. The address was wrong, the shop was closed, and the owner's name was spelled differently than expected. Most people would have given up after the first few failed phone calls to confused shop owners named Cohen, Cohn, and Cohan scattered across the San Francisco Bay Area. But Peck had been trained by a military commander whose brigade motto was simply: "It shall be done." As he spent hours tracking down the right store owner, encountering dead ends at every turn, Peck never wavered from his commitment. When he finally located the vase, the price was an astronomical two thousand dollars—far more than he had ever imagined. With the train departing at eight o'clock and no time to secure proper funding, Peck made the ultimate sacrifice: he used his war souvenir, a ring taken from a battlefield, as collateral for the purchase. Missing the train didn't stop him either. Peck hired a pilot friend and flew through the night to intercept the train in the Salinas Valley, flagging it down with a burning newspaper torch at two in the morning. When he finally delivered the vase to a stunned Cappy Ricks, the old man revealed the truth: it was all a test, and Peck had just earned himself a ten-thousand-dollar position as manager of their Shanghai office. The brilliance of this test lies in its psychological architecture. True go-getters don't quit when circumstances become difficult—they become more creative. When normal channels fail, they find abnormal ones. When resources run short, they leverage what they have. The "Degree of the Blue Vase" reveals that exceptional achievement often requires exceptional sacrifice and resourcefulness, qualities that can only be tested under genuine pressure.
When Obstacles Become Opportunities
Throughout his ordeal with the blue vase, Peck encountered what most people would consider insurmountable obstacles: wrong addresses, closed shops, unavailable shop owners, insufficient funds, and impossible time constraints. Yet each barrier became a stepping stone to demonstrate his problem-solving abilities. When he couldn't reach the shop owner through normal business channels, he systematically called every similarly-named person in multiple cities until he found the right one. When he lacked the cash to purchase the vase, he leveraged his most precious possession as collateral. The transformation of obstacles into opportunities requires a fundamental shift in mindset. Instead of asking "Why is this so difficult?" Peck asked "How can I make this work?" This subtle difference in questioning led to creative solutions that others would never consider. Flying to intercept a moving train wasn't a normal business practice, but normal methods had already failed. The situation demanded extraordinary measures, and Peck was prepared to take them. What makes this approach so powerful is its universal applicability. In every career, in every industry, obstacles are inevitable. The people who advance are those who view problems as puzzles to be solved rather than walls to stop them. They understand that the bigger the challenge, the greater the opportunity to demonstrate their unique value. When you consistently find ways to overcome what stops others, you become the person organizations turn to when they face their most critical challenges. This mindset shift from victim to victor is what separates genuine go-getters from everyone else. They don't see unfair circumstances—they see chances to prove their worth. They don't make excuses—they make solutions. And most importantly, they understand that temporary setbacks are often the setup for permanent breakthroughs.
Leadership That Inspires Unstoppable Action
Behind Peck's extraordinary persistence lay a powerful source of inspiration: his former military commander, a brigadier general whose simple motto—"It shall be done"—had shaped an entire brigade's approach to impossible missions. This leader understood that organizational culture flows from the top down, not the bottom up. When he received orders to take territory, his response was always the same: "Very well, sir. It shall be done." His subordinates learned that this wasn't just a catchphrase—it was a sacred commitment that defined their identity as soldiers. The brigadier's leadership style reveals a profound truth about human motivation. He didn't insult his soldiers' intelligence by micromanaging every detail of how they accomplished their missions. Instead, he clearly communicated what needed to be done and trusted them to figure out the how. When Peck was ordered to eliminate a particular German sniper, the brigadier simply pointed to a map and said, "Go get him, Private Peck." The expectation of success was so complete, so unwavering, that failure wasn't even considered as an option. Even when Peck lay wounded in a field hospital, having lost his arm and nearly his life, the brigadier's influence continued to shape his character. "Private Peck will do his utmost to recover and as a starter he will smile," the general ordered. By framing recovery as a direct command rather than a personal choice, he gave Peck the mental framework he needed to overcome despair and self-pity. This type of leadership creates what psychologists call "learned industriousness"—the habit of persisting through difficulties because success has become part of one's identity. When you've been trained to say "It shall be done" regardless of circumstances, you develop an internal compass that points toward completion rather than excuses. The most effective leaders understand that they're not just managing tasks—they're shaping the character and capabilities of the people they lead, creating cultures where extraordinary achievement becomes ordinary behavior.
Summary
The ultimate measure of professional worth isn't talent or education—it's the unwavering commitment to see every task through to completion, transforming obstacles into stepping stones and impossibilities into achievements. True go-getters operate from a simple but powerful principle: when given a mission, the only acceptable response is "It shall be done," followed by whatever creative action is necessary to make it happen. They understand that reliability under pressure, not just competence under ideal conditions, determines who gets the biggest opportunities and responsibilities. Start viewing every challenge at work as a test of your character rather than an unfair burden—each obstacle overcome builds your reputation as someone who delivers results regardless of circumstances. When faced with seemingly impossible deadlines or unreasonable requests, resist the urge to explain why it can't be done and instead focus all your energy on finding ways to make it work. Remember that the person who consistently finds solutions when others find excuses becomes indispensable to any organization, opening doors to opportunities that would otherwise remain forever closed.
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