Evening star., 1936-01-19

days executives younger than yes
terday's?"
"On the whole" says Mr.. Wiecking,
lit is question of supply and demand.
There are not enough Older men to
60 around. Not enough older men
are trained in the particular type of
work the Government is involved i'll
right now, to f1ll the executive posi-
tions. There is tremendous demand
for what we call technically trained
men. 1t is tremendous responsibility
to spend billions of dollars a year. but
some young men are meeting this re-
sponsiblity and meeting it we'll"
"DERHAPS there Is another reason
why the younger men are being
called to flll these executive positions
under the New Deal. and that is be-
cause younger men are little more
ready to take crack at the social
improvement ideas OF the New Deal
than the older business men who have
gotten a little callous to ideas Of So
cial reform"
Mr.. Wiecking says many persons
aren't successful because they have
never been given any responsibility.
"You never know what a man will
do until you give him responsibility,
and yet real executive ability is rare.
The two ideas may seem to contradict
each other. but in practice 1t works
out that way
What do you think are some Of the
Wiecking?"
"To understand the other fellows
point OF view is important to an eX-
ecutive, it seems to me. Also the
ability to get at the root of a matter
quickly without wasting words. In
making a decision, like to get the
Judgment of competent people acting
from sincere motives, and then try
to base q decision on the combined
viewpoints of others. Another impor-
tant thing Is what might be called
sense Of organization. Pick good men;
then trust them. Recognize the hui
man problems of the people who work
for you. Win the support of your
people by treating them like human
beings. Try to understand your work.
ing force. That seems to me almost
the most important thing in an or
ganization-the morale of the people
who make it up"
WHEN asked how early in life his
w leadership began to show itself,
Mr. Wiecking answered:
I'm high school, guess. Somehow
the gang picks you out and says
there's a goat What can you do
about it?"
Maurice Maytum Kelso, who is just
30 and supervisor of the procedure
and planning unit. laughingly AYERS
that luck had a great deal to do with
his being an executive so young. 1t is
just this genial personality Of his,
however, with that laugh, which is
responsible for large part OF his sue
cess.
Mr.. Kelso's first job as a young
PHI. D was in the Interior Department
with the Division of Subsistence
Homesteads.
As an undergraduate at the Uni
versity of Minnesota has was active
in campus affairs. although he had to
be pushed into things by his fra
ternity brothers.
"Self-consciousness was the great
est handicap ] had to overcome" Mr..
Kelso admits. my fraternity BROTH
ers literally pushed me into campus
activities when my natural timidity
would have kept me from ever going
into things Of my own accord.
"Ill never forget the advice Of one
fraternity brother in particular.
When You get outside somebody's
door, he said, and get that sinking
feeling IN the bottom of your stom-
ach, when you want to turn around
and run, just take yourself by the
seat of the pants and walk int I've
always remembered that"
When asked to what one trait he
would attribute his success. he an
swered, smiling, of course:
well, I never had any dificulty
IN getting along with people, and !
believe that y Important 70 success.