New-York tribune., 1922-09-28

makes powerful and active enemies.
Secret revenges set misrepresenta-
tion and prejudice to work TO
frugtrate or revenge the policy of
retrenchment by making flank at
tacks on pretended grounds. Politi-
cal and business and social and per-
sonal influences stand in the way
with specious arguments for excep-
tlons to the policy, which, If allowed,
would presently become the rule and
destroy the policy. The liberal and
expansive administration is popular
and praised. The economical admin
lstration is hated and abused. One
receives from its benefciaries CRATE
ful recognition and prophecies Of po-
lItlcal success and personal prefer
ment to great and still greater Of
iice; while the other inevitably pro-
ceeds in an atmosphere Of promised
disaster.
We need not impute either wrong
doing or wrong motives to the man
ayers OF our state government during
this period Of increasing expendi-
ture. We must consider, however.
mat during period when the coun-
try's enormous war debt demanded
retrenchment, and when the i'm
poverishment of the civilized world
by war, and the diminished purchas-
ing power of the world for all
products of industry, demanded per
sonal and public thrift and economy,
the people of the State of New York
mad tailed to secure economy in their
own government.
In the election of November. 1920.
however, the people of the state elect.
ed Governor who happened to have
exactly the qualities needed for lead
ership in change of the business of
the state from public extravaganza
TO public economy and efficiency. I
say happened because there is ALWAYS
an element of chance when a man is
selected for new duties. We I'LL knew
that Nathan L. Miller had been an
honest and efficient Comptroller Of
the state. We all knew that he had
been an able and impartial judge of
the Supreme Court and Of the Court
OF Appeals of the state. But nobody
knew-nobody could know-whether
ne had the special qualities neces-
sary to stop the habit of increasing
extravaganza in the state govern
ment. 1t appears that he had those
qualities. We now know from the
test of experience that we were
fortunate in finding just the right
man for this difficult task.
Governor Miller knew the public
business Of the state. He did not
have to depend upon the ex-pArte
statement of any bureau chief or anv
interested party in the states trans
actions. He knew the life of the
state and its people, its politics and
politicians, it's business and business
men, its farm life and it's city life,
its production and it's trade. To an
active and alert intelligence he adds
a trained faculty for thorough and
systematic study Of difficult ques-
tions and a cheerful willingness to
do hard work. He always knows
where he stands and is able to COM
mand the confidence which comes
from the consciousness of knowing
the true conditions with which he
has to deal. He has perfect cour-
age; not the kind of courage which
man has to be keyed up to by ex-
element; not the kind of courage
by which a man succeeds IN over
coming fear; but the habitual and
instructive courage which leads q
man to do his duty without thinking
at all what is going to happen to
hlm. He is not only considerate and
fair in the performance Of his official
duties, but the sincerity and firm
ness of his character carry to others
a conviction that they may expect
justice in treatment of them. He
is free from the inhrmities of tenn
per which breed hatred and the sub
tleties which invite suspicion and
distrust. He has the frankness and
truth natural to courage. He is SIM
pie and direct in speech, without
duplicity. He never talks for the gall
leries. And he commands belief. He
has perfect Indifference to his own
political future. He is thinking about
mis- job-not about himself. He is
not playing the part of Governor in
order to be President or Senator or
to be reelected Governor. He is
simply doing what hn thinks is wise
and just and for the benefit of the
state. He did not seek the Office of
Governor-it sought him. He is not
seeking office now; it is seeking him.