The Birmingham age-herald., 1918-11-30
The Elements of Success
Article 1. "The Wagon and the Star'
By John H. FRYE President Traders National Bank

In looking back to the oral and writ ten advice on the subject of success, which came to the writer in early life, it seems to him that the views ex- pressed were, as a rule, too far reach ing, and that a shorter view of life would have been better. For example, it is quite the fashion to tell an errand boy that if he is faithful, he will some day own the store. But the law of aver ages is so strongly against that doc Urine as to make it unsound.
 The majority of boys can hope to at tain higher position, but only linn iteo number will do more than manage a department, to say nothing of owning a store. However, it must be remem- bered that diligence and faithfulness are just as necessary to win promotion to the management of a department, as they are to the ownership of a busi- ness.
 The hitch your wagon to star" theory often results only in getting the wagon torn up. For most young people the safer teaching is to do their best in each place, and this will lead to all the advancement they are capable of measuring up to. One errand boy, who becomes a floorwalker, may have made the very best of his capacity and op- portunity. Another, who becomes a vice president of the company, may not have achieved what he is capable of achieving.
 Men who succeed beyond a mediocre degree cannot reckon with small diff culties, nor with hard work, for 1t has been said that stumbling block in the way of the weak, becomes a stepping stone in the path of the strong. No man can hope to make success, either for himself or others, who is unwilling to do, at any hour, as much work as is requisite to a successful performance of his duties. Delay destroys the value of many otherwise good plans; if thing is worth doing at all, it ought to be done well and promptly. Such labor and personal sacrifices as may be in- volved are not to be considered; and young men, especially, cannot afford to act on any other principle.
 ON WORKING FOR OTHERS
 In order to gain experience, practic- ally everyone must begin his business life as an employe, and the great ma jority continue to work in that ca pacity. Unfortunately, some persons working for others regard an employer as a natural enemy. But the ideal con dition is for employer and employe to cooperate in the interest of both, and a conscientious management will treat employees fairly In fact, in many con cerns employees receive a larger pro- portionate return from the business than the owners.
 At the present writing there Is a great scarcity of help in every line; but in normal times this condition does not obtain, and there is surplus of people from whom to select. In that case, only the more competent are employed IL rarely pays to change from one line oi work to another, in order to secure an increase in pay; for ones value is great CT to a concern by which he has been employed for a long time. A very es- sential thing also is to do ones work cheerfully and promptly, and to be es- pecially careful in attending to small matters, for most of us are inclined to regard them as not worthy of that sort of attention.
 From time to time it becomes neces- sary for those in authority to make sug- gestions to employees relative to the man. ner of handling their work, or to cor rect them for derelictions of duty. A mar who is unwilling to be corrected Is Tn a bad condition to learn, and one whose feelings are so near the surface as to cause him to resent reasonable sugges- tions, ought not to work for others, but, if competent to do so, should engage in business on his own account. How ever, before being able to command, one must first learn to obey.
 COMPENSATION
 A person sometimes expects an in- crease in salary more often than condi- tions warrant. Expense must be kept within reasonable limits, and salaries cannot be raised because certain period of time has elapsed since they were fixed, because the money could be used to advantage by the employe, or be- cause the management would be glad to see him do well. When man s salary gets to the point where an equally competent person can be employed at lower figure, raise cannot be made. To increase the revenue of the busl. ness, to decrease it's expense, or to i'm. prove the methods in use, are the best means of meriting a larger salary.
 The average man is anxious to secure a position of greater authority, but he should realize that increased honors and