The Washington times., 1921-09-17
How Schwab Works.


How Schwab Works.
Did you ever hear the story OF how
Schwab crossed the continent to meet
two visiting nabobs from China, of.
fered them the use Of his railroad car
and spent much time showing them
the sights Of America and in extend
ing other courtesies to them, and that
quite some time later. when the
Chinese government had a very large
order to place for steel, 1t got into
touch with Schwab?
The enormous war orders Schwab
received from the British were, in a
sense, the result OF q friendship
Schwab struck up with young Brit
ish officer whom he spotted as big
conner. This young officer later be-
came the head OF the British war de-
partment. He was Lord Kitchener.
Schwab had also made II his business
to become very well acquainted with a
British naval officer who struck him
as of unusual caliber.. This officer
later reached the top of the British
navy as Admiral Fisher.
These incidents came to my mind
on reading that Judge Gary arrived
in Mexico City the other day. The
head Of the United States Steel Corp
grafton Is in Mexico purely for pleas
ure-so II Is solernnly given out You
can be assured. however. that Judge
Gary will make II his business to get
into touch with the principal figures
in the Mexican government. in Mex
lean finance and in Mexican business.
Mexico City isn't exactly the spot one
would choose to visit for amusement
at time like this.
One hears hints that tremendously
important developments will shortly
come to the surface in Mexico, de-
veiopments which will mean a very
great deal in the way Of stimulating
business between this country and
our southern neighbor. In this con-
nection Judge Gary's visit looks sig
nificant.
Hustllng Wins.
Is this sort of thing taking place
in many lines? An insurance agent
told me yesterday that he had been
able to book a very creditable amount
Of business during the last two
months. When he stepped into the
office and told of the policies he had
booked, the small army Of statesmen
hanging around always expressed
great surprise and wanted to know
what personal influence had been
used to do the trick. The agent in
every case explained that the bust.
ness had been secured simply by
going after 1t tooth and nail, without
any personal influence whatsoever.
He added that the trouble with most
of the other agents was that they
made up their minds that II was
impossible to book business during
so dull a period, and that conse-
quently they spent more time in the
office sympathizing with one an
other than in hunting up and calling
upon prospects.
Maybe there is a pointer here for
not a few companies and not a few
statesmen.
had a talk yesterday with a man
who, though only thirty-eight, is the
general manager Of one Of the best
known industrial companies in Amer
lea. He started with the company
only fourteen years ago at the bot
tom. His first notable promotion
came at $50 in the morning. The
president of the company came into
the place at that hour and found the
young man busy as a halter. The
president called him into his office,
talked with him. was impressed by
the young man, and raised his sal
week. One remark this man made
to me yesterday has much point. He
said:
Secret Of Success.
IF could engage President Hard
ing's Cabinet, would do II. I mean
by that, I always try to surround my.
self with the very ablest brains In the
country. I want men who know ten
times as much as do. A lot of execu-
tives make the mistake of feeling zeal.
Gus of other men and Of trying either
to shunt them to the background or
to get rid Of them. That's a short
sighted mistake. The way I reason
things out Is that, II I can ger round
me a group of extraordinarily able
men the results thIy help to achieve
will reflect tavorgb.y upo1 me aS gen
erul nlnnNgIr
What my directors look for is re.
suits. II I can get hold Of men who
help me to get results the directors
naturally are pleased. II. on the other
hand, I were to be such a pinheai as
to be afraid to employ exceptionally
able fellows and the results as a con-
sequence were unsattsfuctcry, the d.
rectors would sooner or later get rid
of me-they ouSnt to, anyway
Have you not often noticed that
jealousy has intorsuped with the cf.
ficient running Of q business7 Ig,t
the plan adopted by his young man.
aeer the right ohe7
Copyright 1891. ~ =. c. rorsss