The Mitchell capital. (Mitchell, Dakota [S.D.]) 1879-1918, 1903-11-13
The Man WHO Makes Mistakes.

The Man WHO Makes Mistakes.
II. Irving Hancock i'll the November
Success: 1t is by no means q new con-
ception in commercial circles that tho
man who makes mistakes, and who
therefore finds himself an object OF
censure from his employer, may really
be a very valuable employee. Yet it has
probably occurred to but few people
VINO toll for success that there iSN a
corollary to the effect that he goes on
in his placid business way yea after
year, without being guilty of a single
error, is a positive menace to the well
being Of the one who ngage his ser-
vices. ~
No American business maj under!
stood his latter proposition better than
the late Eben [. Jordan of Rostons
founder of the great dry goods house
OF Jordan, Marsh & Co. During one Of
his daily strolls through the. store Mr.
Iordan's glance fell upo one of his
men who. for ten years, had been at
the head Of q certain department.
"That reminds me-" unused MI. JorJ
dan, that I made note yesterday to
lock- into the record of this Mr.. Smith.
I'll do so today
Returning to his private Office he
sent for one Of his head men and in3
CURED:
What sort of a fellow is snith?'
The very best sort, I consider him.
replied the subordinate.
Il am very glad to hear that" quoth
Mr.. Jordan. HE has had charge Of
his department. for ten years, 1 be-
lieve?" y,
Yes. sir, and he has a unique rec
ord. He has never made Il mistake.|
"Eh? What's that? Discharge him
at once
,slr;N star1rnered the surprised
subordinate.
mo, on second thought continued
Mr.. Jordan, you needn't discharge
him right away. I'll give him another
chance. Send him in to me-.
Smith came, entering the private
Office With some trepidation.
Sit down. Smith, said Jordan,
kindly; 81 AVE been told hat YOU
AVE had charge of your department
for ten years, and that you have never
committed a blunder."
"Such, I believe. has been my record
sir" replied Smith. who now saw his
way to certain promotion.
II want you to mend your ways, Mr.
Smith" went on his employer.
But I don't understand you, sir, was
the astounded nan reply.
Il dare say you don't. That's What
I wanted to see you about, Mr.. Smith.
I don't like men who never make miss
takes. What [ need here is IA pro1
gressive nlan-one with plenty of push
and enterprise. Now, a mar who tg
full OF zeal for me and primed with
ambition for himself is sure OF make a
mistake now and then. The man who
never plumbers is too cautious, too
slow to be worth much here. Recently
/ had a statement made out showing
me the percentage of increase or de-
crease in the business of each depart-
ment. I am sorry to say that you de-
partment is the only one that causes
me any uneasiness. I find the reason
to be that you are too Internally cau-i
tious. You V make any mistakesH
Unless you can SOON show some
changes in your methods, Mr.. Smith,
you will not be a candidate for con-
tinued employment in his establish
ment.".
Then you want me to make MIS-
takes hereafter?'' cried the dazed de-
partnient manager.
There, again, you have failed to get
the idea. The man who makes a lot
Of senseless blunders is an expensive
luxury. The man who never does any
thing foolish is equally useless. Pro-,
vided you blunder once in awhile, yet
SHOW me that your department is be~i
coming increasingly profitable to me, z
shall consider o a Valuabl man.
Think it over what 1 have said to you,
Mr.. Smith. 1t is equally applicable to-
any business that calls for progressive
men and methods. If at any time you,
are in doubt, come to me for advic4si
Remember that in my life Of striving,
and struggling I have made plenty OF
blunders, and yet have made some1
money, too. 1t is restless zeal that
counts. Go back to your department.
Mr.. Smith. I will give you two months3
In which to redeem yourself"
1t is worth while recording that Mr.
Smith lost, with reason, much of hiS
complacenCy about the absence Of mis-
Tx in his work, but he showed AMI
improved balance sheet and retained
his position,