Little Visits with Great Americans. Эндрю Карнеги

is brought before him, he takes it up with the seeming of one who has nothing else on his mind. While under the cares of his stores—retail and wholesale—of the Sunday school, of the postmaster-generalship, of vast railroad interests, of extensive real estate transactions, and while he was weighing the demands of leading citizens that he accept a nomination for mayor of Philadelphia, I have seen him take up the case of a struggling church society, or the troubles of an individual, with the interest and patience that would be expected of a pastor or a professional adviser. He is phenomenal in this respect. Probably not one young man in a thousand could develop this trait so remarkably, but any young man can try for it, and he will be all the better and stronger for so trying.

      In one physical particular Mr. Wanamaker is now very remarkable; he can work continually for a long time without sleep and without evidence of strain, and make up for it by good rest afterward. This, perhaps, is because of his lack of nervousness. He is always calm. Under the greatest stress he never loses his head. I fancy that this comes from training, as well as from inheritance. It adds amazingly to the power that any man can assert. It is certainly a tendency that can be cultivated.

CONDITIONS THEN AND NOW.

       Table of Contents

      I have heard it said a hundred times that Mr. Wanamaker started when success was easy. Here is what he says himself about it:—

      “I think I could succeed as well now as in the past. It seems to me that the conditions of to-day are even more favorable to success than when I was a boy. There are better facilities for doing business, and more business to be done. Information in the shape of books and newspapers is now in the reach of all, and the young man has two opportunities where he formerly had one.

      “We are much more afraid of combinations of capital than we have any reason for being. Competition regulates everything of that kind. No organization can make immense profits for any length of time without its field soon swarming with competitors. It requires brain and muscle to manage any kind of business, and the same elements which have produced business success in the past will produce it now, and will always produce it.”

      I have heard others marvel at the unbroken upward course of Mr. Wanamaker’s career, and lament that they so often make mistakes. But hear him:—

      “Who does not make mistakes? Why, if I were to think only of the mistakes I have made, I should be miserable indeed.”

THE VALUE OF “PUSH.”

       Table of Contents

      He has exceptional skill in getting the best that is possible out of his helpers. On one occasion he said:—

      “We are very foolish people if we shut our ears and eyes to what other people are doing. I often pick up things from strangers. As you go along, pick up suggestions here and there, jot them down and send them along. Even writing them down helps to concentrate your mind on that part of the work. You need not be afraid of overstepping the mark and stepping on somebody’s heels. The more we push each other, the better.”

      This is another Wanamaker characteristic: he wants everyone associated with him to “push.” Stagnation and death are very nearly synonymous words in his vocabulary.

      Out of it all stands a man who has been monumentally successful as a merchant and in general business; a man who has helped his fellow-man while helping himself.

      The lesson of such a life should be precious to every young man. It teaches the value of untiring effort, of economy, of common sense applied to common business. It gives one more proof that no height of success is, in this country, beyond the reasonable ambition of any youth who desires to succeed.

      I have no doubt that thousands on thousands of young men in the United States are to-day better equipped in almost every way than was John Wanamaker when he began business for himself in 1861. Very likely, not one in a hundred of them will make a mark of any significance. The fault will be their own—they will not have the compelling force that comes from “thinking, toiling, trying,” and the serene confidence that then comes from “trusting” a guiding power through every change of circumstances.

VII

       A British Boy Wins Fortune and Title by American Business Methods.

       Table of Contents

      THE lower bay was charged with subdued excitement everywhere as the “Water Witch” hove to alongside Sir Thomas J. Lipton’s “Erin,” and I stepped aboard. The hum of preparation for the great race was heard above the lapping waves. Fresh and keen came the breezes from the snowy ridges of the ocean’s breast. A thousand spreads of sail studded the bay, the great ships standing up in fixed majesty, the smaller vessels darting here and there in the wind, while right in the path of the sun’s glare lay the green hull of the “Shamrock.” Along the whitened shores beyond were hundreds of fishing craft dancing at their work, and in the offing were the smoke-stacks of the Atlantic liners.

      “Good morning!” came a cheery sailor’s voice from the promenade deck. “Step right up here and you will get a better view of our little beauty.”

      The voice belonged to Sir Thomas Lipton, and the “little beauty” was the dainty craft to which he had pinned his faith. The Scotch-Irish knight was as enthusiastic as a boy. With a cordial handshake, he led the way to the rail and pointed to the emerald swan below.

      “There she is,” he tenderly exclaimed; “the pride of a nation; isn’t she a picture!” His tone fairly caressed the graceful thing. I fully expected to see him clamber down the rope-way and go out to pet her, as the Arab is said to pet his steed, but he satisfied himself by gazing at her and talking about her.

      Confessedly, I was more interested in her owner than in the “Shamrock,” but I was too diplomatic to show it, so I quite won my way into his heart by praising her.

SIR THOMAS WAS WON.

       Table of Contents

      “Sir Thomas,” I said, “I can’t say I hope she will win, but I hope she will come so close to it that she will turn us all green with envy!”

      “Ah, my boy, that’s the spirit,” he said; “that’s why it’s a pleasure to race against you Americans. You meet a fellow more than half way.”

      The “Erin” is no less beautiful than the racer. With the “Shamrock’s” pennant at the foremast and the Stars and Stripes flying from the after-pole, she is a model. Commodore Morgan says she is one of the three finest ocean-going yachts in the world. The Prince and Princess of Wales visited her often, and gave signed photographs of themselves to hang in the elegant cabin. Admiral Dewey’s likeness hangs near the “Columbia’s.” The appointments of the yacht are worthy of the Waldorf-Astoria. Sir Thomas never leaves her, he told me, except to go aboard the “Shamrock.” I could not blame him. Finding a pair of upholstered steamer chairs forward, we dropped into them.

      The conversation drifted into the early struggles of the baronet, to the days when he did not own a floating palace or an international cup challenger.

WHEN HE BORROWED FIVE CENTS.

       Table of Contents

      “I remember, as if it were yesterday,” said Sir Thomas, “how utterly hopeless my financial condition seemed to be when I was a boy