The sun., 1919-09-21

1.-THE pertilence 70 completely overcome
that II was perfectly safe for him to
quit the Job and entrust its continuance
to other able hands.
Then in 1907 he became president OF
the interlocklng companies controlling
the bulk Of the city's traction lineg at
salary Of 100000 per year. He was al
ready a man of wealth, however. having
made his fortune in his earlier railway
| enterprises
! In undertaking this taslx-Mr. Shonts
again frankly admitted that he was em-
barking upon a strange course. II know
nothing about the New York transporta-
| ton system" he said to an interviewer.
! when 1 get there and get a chance to
| look things over I'll be able to talk"
Although his experience with steam rail-
4, roads had been broad, he had never been
connected with city railway system In
any capacity whatever. The traction
heads took him on his demonstrated
ability as an executive, finapcier and en-
1 gineer.
studies ProblemA First.
Mr. Shonts set out at first to study
his new Job. He went down into the
subway, where 100000 people we're fight
ing to ride on a railroad built to accom-
modate AGO. 900. He explored the under
ground lines, after which he travelled
all over the routes Of the elevated and
surface lines. He also put a corps OF
his own Investigators to work to look
the proposition over and report to him
on the immediate and future needs OF
the system.
Mr.. Shonts faced criticism and ridi-
Guile from those who expected immediate
tangible results. The first few months
were very trying indeed, with the public
| clamoring for better accommodations,
the cars packed and the surface lines
bankrupt. But the former canal builder
did not give up.
His first work was TO centralize the
organization of the marlborough Metro
politan organization and its various sub
sidiary companies. He swung the axe
freely, and one after another the heads
of the various departments that had
been Juggling in opposite directions in
the past, the Earring, discordant ele-
ments, went into the scrap heap.
| He was opposed by certain directors
who favored the men that he was elifni-
mating, and things came to a crisis when
some OF them intimated that he would
resign before he would be able to over
come their interests. But in the strug-
gle that followed these directors resigned
and Mr.. Shonts remained supreme ruler
of the traction lines. From that time
he had Welded undisputed authority.
It was his autocratic rule that en-
abled Mr.. Shonts to accomplish so much
with the city railways In 30 short a time.
That enabled him to evolve out OF the
old chaotic organization a traction sys-
tenn which has drawn the attention Of
the whole railroad world to New York.
Legal Luxuries Abolished.
Among the luxuries abolished by Mr..
Shonts was a costly legal staff. On
hearing that one prominent lawyer was
receiving $4,000 per year and 5000 ad-
ditional for every day of court work ne
sent for him and was informed by the
attorney that he could not work for
, less
Il don't want you to-" said Mr.
Shonts; II am dispensing with your
services entirely"
From his office on the twelfth floor
of the building at 1866 Broadway Mt
| Shonts directed the work of charging
the subways and other transit systems
! to meet the ever increasing demand.
and engineered a plan which would Der
init still further development as time
went on. He revolutionized the signal
! system on the city's railroads in order
that larger number of cars and trains
might be operated safely upon the same
tracks. By this means he made X pos
sible for the express trains In the sub
way to operate in rush hours within
minute and a half apart Many 4 time
his Innovations have prevented serious
. accidents
; Mr.. Shonts was always an .untiring
worker. His hours OF business ran far
into the morning in times of stress
With big problems on hand he could not
be induced to rest until he had hattled
with them and completely overcome
them. He specialized in the difficulties
and the creative work. leaving the rou-
tine to subordinates.
The relations between Mr.. Shonts and
his employees have been most amicable
While there was strike about two
years ago. his employees have generally
; expressed perfect satisfaction with his
! arrangements. w. Leon Peppermint
! formerly of the Canal Commission, and
} associated with Mr.. Shonts in the Inter-
borough. declared to a representative OF
THE SUN that one OF Mr.. Shonts's
, greatest accomplishments had been his
humanizing of the system. The interest
that he has taken in his employees is
evidenced in the organization of the
welfare department At the time Of
their strike his train and car workers
: broke away from the American Fedora
ton of Labor and set up a union of
their own, and Mr.. Shonts approved
their action in 80 doing.
His views on the capital and labor
problem are set forth fairly in an ad-
I dress that he delivered some time ago.
I in which he declared that both workers
I and employers in railroad strikes should
I consider the interests and safety OF the
public before their own wants or
grievances.
He suggested the three following
principles for guidance of both capital
and labor in all disturbances
That in any conflict between the
officers and men OF public service cor
poratioR the rights OF the public are
paramount.
There can be no permanent benefit in
, the triumph of either capital or labor
In such conflict If the struggle leaves
scars and wounds or bad blood. Unless
good will based on justice and right is
restored and made permanent tho
struggle is loss for all.
Nothing must be done to impair any
of the fundamental rights belonging TO
any man to work-or not to work-for
or with whomsoever he will and under
conditions satisfactory to himself"
His Advice TO Unions.
|, Speaking of unionism he said, "If
= ! unIonisTu ia IN aucCeed II must do Ro nv