The Morning Tulsa daily world. [volume] (Tulsa, Okla.) 1919-1927, 1922-08-03
IN THE OIL FIELDS
ofrcs ssst Residence f44a w. II. PECK. r. o. Hor sss

w. ". PECK.

more sincere mourner anywhere
than Henry l.. Daugherty with
whom he has been 80 closely ssso-
clatcd.
That he made the start In Denver
II well known to all the fricnda or
the Daugherty organization, ana
especially TO any OF them who ever
visited Denver. There is the most
amazing efficiency on tap at the
Denver office Of tho Gas ~ Electric
Co.. and the employees seem 10 be
working lido mad TO mako good and
20 show tho onlOokcr Just how won
deruily efficient "A gas ana electric
office can be made.
Tho visitor Is told OF r. W. Frue-
huffs start In the business rs meter
reader. and Of the time when lie
became general manager and there
~ great deal said about Frucauff,
although he has been located In New
YORK for some years. a visit to the
office IL the greatest demonstration
~ what II meant by teamwork and
pride I'm the boss" that can be had
anywhere In the country.
Tho American Magazine, in the
January Issue. has n long story
about Frucnuff which IL well worth
reading. IL quotes Frueauft as 'ol-
lows;
what learned from the time
| began reading meters TIL | was
master OF the general MANAGERS JOB.
is what stands me la good stend 20.
day. Got into business you Ike
and aticX to g. Regin ot tho grass
That's where you'll get the ntmOs-
phcre and the experience that will
TT YOU 20 he an executive,
"The worst luck that can bcfall n
man IL TO he IN work that ho doesn't
like. Decide what you want TO do,
and fight for an opening In that
line. Think. worH. stick, look
ahead. fight and hope. The greatest
stumbling block r. not caring. II
you want to succeed, ana want It
hard enough there are plenty OF
helping hands around you.
Cultivate n good memory. n
saves lot OF time In the end. study
people. faces, events, and how 90
get along with people. Many n man
makes n good impression In minor
position. but when no gets TO an
executive Job. he CRATES on tho em-
ployes under him and on the public
with whom he has to deal.
AN executive who has grown up
with tho business will still have to
decide things with which he In only
slightly familiar. That's why II is
essential for him 10 have n big fund
or experience with the everyday
happenings In his line. lie has 10 he
prompt. take advice. know how 10
pick men who can give him reliable
advice from the field, and then use
his judgment and take responsible
ity Bullheodlncss won't do.
IAN executives decisions are the
result OF accumulated decisions from
the bottom up. and any man In an
organization who is using his brains
has by virtue OF this fact good
chance to come out nj the top.
"A man representing one OF our
companies comes In and says: DO
you want to do so and soc' He is
trying to use MY head. Another man
comes In and says. I think we
ought to do 40 and So lie has been
using his own head. You can tell a
good deal about n man by the type
OF letter he mas been sending In, and
by tho kind OF reports ho has made.
IL you've talked with him. you re-
member whether he was ia general
the kind OF n man who said: Would
you like to do this?' or i think We
OUGHT 10 do this And you remem.
Der whether. when you asked him
something connected with his work
he had the facts or was obliged 70
looks them up. In all his business
problems. an executive II finding
out which OF his men are using their
brains"