Old Gorgon Graham · Chapter 10Contents (10)
This chapter is not translated yet. You are reading the original.
The fact of the matter is, that we're all in trade when we've got anything, from poetry to pork, to sell; and it's all foolishness to talk about one fellow's goods being sweller than another's. The only way in which he can be different is by making them better. But if we haven't anything to sell, we ain't doing anything to shove the world along; and we ought to make room on it for some coarse, commercial cuss with a sample-case.
I've met a heap of men who were idling through life because they'd made money or inherited it, and so far as I could see, about all that they could do was to read till they got the dry rot, or to booze till they got the wet rot. All books and no business makes Jack a jack-in-the-box, with springs and wheels in his head; all play and no work makes Jack a jackass, with bosh in his skull. The right prescription for him is play when he really needs it, and work whether he needs it or not; for that dose makes Jack a cracker-jack.
Like most fellows who haven't any too much of it, I've a great deal of respect for education, and that's why I'm sorry to see so many men who deal in it selling gold-bricks to young fellows who can't afford to be buncoed. It would be a mighty good thing if we could put a lot of the professors at work in the offices and shops, and give these canned-culture boys jobs in the glue and fertilizer factories until a little of their floss and foolishness had worn off. For it looks to an old fellow, who's taking a bird's-eye view from the top of a packing house, as if some of the colleges were still running their plants with machinery that would have been sent to the scrap-heap, in any other business, a hundred years ago. They turn out a pretty fair article as it is, but with improved machinery they could save a lot of waste and by-products and find a quicker market for their output. But it's the years before our kid goes to college that I'm worrying about now. For I believe that we ought to teach a boy how to use his hands as well as his brain; that he ought to begin his history lessons in the present and work back to B.C. about the time he is ready to graduate; that he ought to know a good deal about the wheat belt before he begins loading up with the list of Patagonian products; that he ought to post up on Abraham Lincoln and Grover Cleveland and Thomas Edison first, and save Rameses Second to while away the long winter evenings after business hours, because old Rameses is embalmed and guaranteed to keep anyway; that if he's inclined to be tonguey he ought to learn a living language or two, which he can talk when a Dutch buyer pretends he doesn't understand English, before he tackles a dead one which in all probability he will only give decent interment in his memory.
Of course, it's a fine thing to know all about the past and to have the date when the geese cackled in Rome down pat, but life is the present and the future. The really valuable thing which we get from the past is experience, and a fellow can pick up a pretty fair working line of that along La Salle Street. A boy's education should begin with to-day, deal a little with to-morrow, and then go back to day before yesterday. But when a fellow begins with the past, it's apt to take him too long to catch up with the present. A man can learn better most of the things that happened between A.D. 1492 and B.C. 5000 after he's grown, for then he can sense their meaning and remember what's worth knowing. But you take the average boy who's been loaded up with this sort of stuff, and dig into him, and his mind is simply a cemetery of useless dates from the tombstones of those tough and sporty old kings, with here and there the jaw-bone of an ass who made a living by killing every one in sight and unsettling business for honest men. Some professors will tell you that it's good training anyway to teach boys a lot of things they're going to forget, but it's been my experience that it's the best training to teach them things they'll remember.
I simply mention these matters in a general way. I don't want you to underestimate the value of any sort of knowledge, and I want you to appreciate the value of other work besides your own—music and railroading, ground and lofty tumbling and banking, painting pictures and soap advertising; because if you're not broad enough to do this you're just as narrow as those fellows who are running the culture corner, and your mind will get so blame narrow it will overlap.
I want to raise our kid to be a poor man's son, and then, if it's necessary, we can always teach him how to be a rich one's. Child nature is human nature, and a man who understands it can make his children like the plain, sensible things and ways as easily as the rich and foolish ones. I remember a nice old lady who was raising a lot of orphan grandchildren on a mighty slim income. They couldn't have chicken often in that house, and when they did it was a pretty close fit and none to throw away. So instead of beginning with the white meat and stirring up the kids like a cage full of hyenas when the "feeding the carnivora" sign is out, she would play up the pieces that don't even get a mention on the bill-of-fare of a two-dollar country hotel. She would begin by saying in a please-don't-all-speak-at-once tone, "Now, children, who wants this dear little neck?" and naturally they all wanted it, because it was pretty plain to them that it was something extra sweet and juicy. So she would allot it as a reward of goodness to the child who had been behaving best, and throw in the gizzard for nourishment. The nice old lady always helped herself last, and there was nothing left for her but white meat.
It isn't the final result which the nice old lady achieved, but the first one, that I want to commend. A child naturally likes the simple things till you teach him to like the rich ones; and it's just as easy to start him with books and amusements that hold sense and health as those that are filled with slop and stomach-ache. A lot of mothers think a child starts out with a brain that can't learn anything but nonsense; so when Maudie asks a sensible question they answer in goo-goo gush. And they believe that a child can digest everything from carpet tacks to fried steak, so whenever Willie hollers they think he's hungry, and try to plug his throat with a banana.
You want to have it in mind all the time while you're raising this boy that you can't turn over your children to subordinates, any more than you can your business, and get good results. Nurses and governesses are no doubt all right in their place, but there's nothing "just as good" as a father and mother. A boy doesn't pick up cuss-words when his mother's around or learn cussedness from his father. Yet a lot of mothers turn over the children, along with the horses and dogs, to be fed and broken by the servants, and then wonder from which side of the family Isobel inherited her weak stomach, and where she picked up her naughty ways, and why she drops the h's from some words and pronounces others with a brogue. But she needn't look to Isobel for any information, because she is the only person about the place with whom the child ain't on free and easy terms.
I simply mention these things in passing. Life is getting broader and business bigger right along, and we've got to breed a better race of men if we're going to keep just a little ahead of it. There are a lot of problems in the business now—trust problems and labor problems—that I'm getting old enough to shirk, which you and the boy must meet, though I'm not doing any particular worrying about them. While I believe that the trusts are pretty good things in theory, a lot of them have been pretty bad things in practice, and we shall be mighty slow to hook up with one.
The trouble is that too many trusts start wrong. A lot of these fellows take a strong, sound business idea—the economy of cost in manufacture and selling—and hitch it to a load of the rottenest business principle in the bunch—the inflation of the value of your plant and stock—, and then wonder why people hold their noses when their outfit drives down Wall Street. Of course, when you stop a little leakage between the staves and dip out the sugar by the bucket from the top, your net gain is going to be a deficit for somebody. So if these fellows try to do business as they should do it, by clean and sound methods and at fair and square prices, they can't earn money enough to satisfy their stockholders, and they get sore; and if they try to do business in the only way that's left, by clubbing competition to death, and gouging the public, then the whole country gets sore. It seems to me that a good many of these trusts are at a stage where the old individual character of the businesses from which they came is dead, and a new corporate character hasn't had time to form and strengthen. Naturally, when a youngster hangs fire over developing a conscience, he's got to have one licked into him.
Personally, I want to see fewer businesses put into trusts on the canned-soup theory—add hot water and serve—before I go into one; and I want to know that the new concern is going to put a little of itself into every case that leaves the plant, just as I have always put in a little of myself. Of course, I don't believe that this stage of the trusts can last, because, in the end, a business that is founded on doubtful values and that makes money by doubtful methods will go to smash or be smashed, and the bigger the business the bigger the smash. The real trust-busters are going to be the crooked trusts, but so long as they can keep out of jail they will make it hard for the sound and straight ones to prove their virtue. Yet once the trust idea strikes bed-rock, and a trust is built up of sound properties on a safe valuation; once the most capable man has had time to rise to the head, and a new breed, trained to the new idea, to grow up under him; and once dishonest competition—not hard competition—is made a penitentiary offense, and the road to the penitentiary macadamized so that it won't be impassable to the fellows who ride in automobiles—then there'll be no more trust-busting talk, because a trust will be the most efficient, the most economical, and the most profitable way of doing business; and there's no use bucking that idea or no sense in being so foolish as to want to. It would be like grabbing a comet by the tail and trying to put a twist in it. And there's nothing about it for a young fellow to be afraid of, because a good man isn't lost in a big business—he simply has bigger opportunities and more of them. The larger the interests at stake, the less people are inclined to jeopardize them by putting them in the hands of any one but the best man in sight.
I'm not afraid of any trust that's likely to come along for a while, because Graham & Co. ain't any spring chicken. I'm not too old to change, but I don't expect to have to just yet, and so long as the trust and labor situation remains as it is I don't believe that you and I and the kid can do much better than to follow my old rule:
Mind your own business; own your own business; and run your own business.
Your affectionate father,
JOHN GRAHAM.
THE END.