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About Omaha daily bee. (Omaha [Neb.]) 187?-1922 | View Entire Issue (June 8, 1913)
semi-monthly magazine test, a meeting face to face. If ho was not wrong, he had found tlio freshness of viewpoint, the general knowledgo and the business philosophy and judgment ho had been looking for over a period of months. Ho wroto frankly to tlio new discovery, telling him that ho had him In mind ho did not say for what and asking him to come to see him. Another "big Job man" was found and se cured, started on a salary of $25,000 a year, chosen over tho heads of ex perienced men in tho same lino of business. Dig business today more and moro sees tho man of the hour in tho man who does not know tho details of a particular field, but has peculiar force, adaptability and Ingenuity, in a cold-blooded way it figures, and with much sound commonsonse.'that under ordinary circumstances expert knowledgo and able routine men are not costly. It pays to spend tho money for the man who will direct them. A RICH man in a big American city made up his mind at tho age of fifty-two that life was not worth living if ho had personally to slave as ho had been doing for a dozen years. Ho wanted to travel abroad, to take long automobile touring trips through America. All through his business career a little placard had stood on his desk: If You Want A Thing Done Well, Do It Yourseir. Tho placard went Into tho waste paper basket. Tho rich man said: "I 'm going to have other fellows do tho work. Now I '11 see how good a man of affairs I really am, whether I know how to pick good men." Outside of his real estato Interests, tho management of which was easy to arrange, this capitalist's largest enterprise was a very successful de partment store. It had grown with the city, and was an inheritance from his father. It was practically his exclusivo property, and bore tho family name. Tho rich man was prouder of It than of anything else on earth. "Clarkson's" meant every thing to him. In tho store itself, in tho same city, in other cities, were hundreds of export department store men, men that had worked their way up from tho bottom. Tho rich man might havo had an ample choice from among these men of long and largo experience. What he did was not to give them a thought. He went lato that afternoon to his club, nnd drew into a corner ono of his best friends. The friend had had practically no business career. Ho managed a small estato of his own that gave him suf ficient Income for his needs. A single clerk and a stenographer were all the staff he had. Yet to this man Clarkson offered the management of Clarkson's, calmly remarking that ho thought $30,000 would be about the right figure for the first year. Charley Merrington looked at his boon companion of long standing in amazement. The only thing he could say was: "Clark, you're crazy." "On tho contrary," said Clarkson of "Clarkson's, "I'm going to do a very good stroke of business within tho noxt hour. It will probably tako that time to mako you see it." "It's nonsense! I simply can't! Why, man, I don't know a thing about department stores." "There are three hundred peoplo in the store," said Clarkson with some Irritation, "who know any amount about department stores, and probably a hundred thousand more of the same kind of men over tho country. You can hire any one of them you please. I don't want a de partment store man, but a man to handle department store people, and more especially tho public as it con cerns tho store. "I 've good men hero with me, men who know this branch and that, a few who know nearly all. Confiden tially, I've never been able to see that any ono of them was worth over $5,000 or $C,000 a year. Tho best aro faithful, reliable, smart so far as they go; but they know too much of tho details, too llttlo of tho world outsldo tho store. They aro not con structive, they can not develop, they havo no imagination and inspiration. I have had to supply lhat. Now, I want a man who can do all this, who can see ahead, can guide men, ana lyze what experts tell him and plan policies. For this work I havo se lected you." Clarkson was right. It took him exactly ono hour to persuade his friend, Merrington. Then Merring ton began to see. Ho commenced to enthuse. Tho two men lunched to gether, still talking, and afterward spent an hour in a rapidly driven motor car. Lato In tho nfternoon Merrington went into Clarkson's as its general manager. Within a week he was installed as vice-president and treasurer in addition, and a fortnight later Clarkson nnd his wife sailed on a long European tour. This happened three years ago. Only tho other day ono of Clarkson's intimates met him at tho Metropolitan Opera House while ho was paying n flying visit to New York. He had just completed a motor tour to Cali fornia and 'jack. "I don't know how it is, Tom, but I am a much richer man since I took my own nose off tho grindstone and paid others well for putting theirs there. And that reminds me, Tom. You know a lot of people. I 'vo Just bought tho con trol of a new process, and I want a man I can pay $20,000 a year to mar ket tho stuff. Can you suggest some ono?" Tho capitalist may find his "big man" for his "big Job" anywhere. There is a tall, slim banker in Wall Street who has two enthusiasms out sldo of business reform politics and philanthropy. In both ho is equally skilled. Not long ago ho and his associates came across a patented article that responded to every test and seemed certain to sell largely If backed by much advertising, ingeni ous publicity and a snappy sales force. There was no question of money, hundreds of thousands of dot lars could bo secured at an Instant's notice. The problem was a man who could plan in detail, overseo and carry out a campaign. INVESTOR Dartlett dismissed tho puzzle from his mind ono afternoon, for ho had tho monthly meeting of lio PhnrlMpa Alii in nttnnil. Ho fie- ured on tho board as first vice-president. Tho chairman was a youngish man Harry Teller who had re placed an old-timer and had been In stalled in response to a cry for young bloou. uarueu iounu a iascinuuou in Teller that grew upon him. The chairman handled tho meeting with ollll nnil rulrnltness nnd his ideas were fresh, practical and able. Teller knew how to mako a dollar go to wnrlt nnil iln Hi Intra. An cvenlnc or so later at a citizen's political meet ing, tho same Keen Teuer mauo Him self head and front in a threatened nrlala Tin wna a natural leader. Dartlett had known him for half a dozen years. Ho had never realized It before. "That's my man," ho said, as ho rcacneu mo steps or. nis uouse "That's him." If rnmnlnml fnr Tnrt1fitt to find OUt something about Teller in a business way. Ho had never known anything about the young man except that Tnlloi- linil nlwnvn Rpnmpil to lie com fortably well off. He was the son of a man of means who had been some thin nf n iiprflnnnlltv In his time. A llttlo investigation showed that Teller had a record behind him. As the metropolitan agent of a product none too easy to market at best, he had wnrltort iin n nrofltablo clientele. "He doesn't make any $25,000 a year, I thlnK," saiu uanieu 10 mm oolf "T Ml tret him." tta (ltd. Teller, auietly and nleas antly, drove a pretty hard bargain, ICIg ill 1 m .-aaEaM m If you are going to build a new home or remodel the old one send for a copy of "Modern Bathrooms" 100 pages illustrated in color. NO room in the house is so impor tant as the bathroom nnd too great care cannot be given to the selec tion of fixtures to make it sanitary nnd beautiful. 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