of greatness were hardly visible.”
It is interesting to note in this connection that the story of Mr. Field’s progress is a wonderfully close index of Chicago’s marvelous growth. An almost exact parallel may be drawn between the career of the individual and the growth of the town. Chicago was organized in 1837, two years after Mr. Field was born on the far-off farm in New England, and the place then had a population of a little more than four thousand. In 1856, when Mr. Field, fully equipped for a successful mercantile career, became a resident of the future metropolis of the west, the population had grown to little more than eighty-four thousand. Mr. Field’s prosperity advanced in strides parallel to those of the city; with Chicago he was stricken but not crushed by the great fire of 1871, and with Chicago he advanced again to higher achievement and far greater prosperity than before the calamity.
“What were your equipments for success when you started as a clerk here in Chicago, in 1856?”
“Health, sound principles, I hope, and ambition,” answered Mr. Field.
“And brains,” I suggested; but he only smiled.
“What were the conditions here?”
“Well, merit did not have to wait for dead men’s shoes in a growing town, of course. Good qualities were usually promptly discovered, and men were pushed forward rapidly.”
“How long did you remain a clerk?”
“Only four years. In 1860, I was made a partner, and in 1865, there was a partial reorganization, and the firm consisted after that of Mr. Leiter, Mr. Palmer and myself (Field, Palmer & Leiter). Two years later Mr. Palmer withdrew, and until 1881 the style of the firm was Field, Leiter & Co. Mr. Leiter retired in that year, and since then it has been as at present: (Marshall Field & Co.)
“What contributed most to the great growth of your business?” I asked.
“To answer that question,” said Mr. Field, “would be to review the condition of the west from the time Chicago began until the fire in 1871. Everything was coming this way: immigration, railways and water traffic, and Chicago was enjoying what was called ‘flush times.’ There were things to learn about the country, and the man who learned the quickest fared the best. For instance, the comparative newness of rural communities and settlements made a knowledge of local solvency impossible. The old state banking system prevailed, and speculation of every kind was rampant. The panic of 1857 swept almost everything away except the house I worked for, and I learned that the reason they survived was because they understood the nature of the new country, and did a cash business. That is, they bought for cash, and sold on thirty and sixty days, instead of giving the customers, whose financial condition you could hardly tell anything about, all the time they wanted. When the panic came, they had no debts, and little owing to them, and so they weathered it all right. I learned what I consider my best lesson, and that was to do a cash business.”
HIS PRINCIPLES OF BUSINESS.
“What were some of the principles you applied to your business?” I questioned.
“Well, I made it a point that all goods should be exactly what they were represented to be. It was a rule of the house that an exact scrutiny of the quality of all goods purchased should be maintained, and that nothing was to induce the house to place upon the market any line of goods at a shade of variation from their real value. Every article sold must be regarded as warranted, and every purchaser must be enabled to feel secure.”
“Did you suffer any losses or reverses during your career?”
“No loss except by the fire of 1871. It swept away everything—about three and a half millions. We were, of course, protected by insurance, which would have been sufficient against any ordinary calamity of the kind. But the disaster was so sweeping that some of the companies which had insured our property were blotted out, and a long time passed before our claims against others were settled. We managed, however, to start again. There were no buildings of brick or stone left standing, but there were some great shells of horse-car barns at State and Twentieth streets which were not burned, and I hired those. We put up signs announcing that we would continue business uninterruptedly, and then rushed the work of fitting things up and getting in the stock.”
“Did the panic of 1873 effect your business?”
“Not at all. We didn’t have any debts.”
“May I ask what you consider to have been the turning-point in your career—the point after which there was no more danger of poverty?”
“Saving the first five thousand dollars I ever had, when I might just as well have spent the moderate salary I made. Possession of that sum, once I had it, gave me the ability to meet opportunities. That I consider the turning-point.”
PERSEVERANCE, MR. FIELD’S ESSENTIAL TRAIT.
“What one trait of your character do you look upon as having been the most essential to your successful career?”
“Perseverance,” said Mr. Field; but another at hand insisted upon the addition of “good judgment” to this, which Mr. Field indifferently acknowledged. “If I am compelled to lay claim to these traits,” he went on, “it is simply because I have tried to practice them, and because the trying has availed me much, I suppose. I have always tried to make all my acts and commercial moves the result of definite consideration and sound judgment. There were never any great ventures or risks—nothing exciting whatever. I simply practiced honest, slow-growing business methods, and tried to back them with energy and good system.”
“Have you always been a hard-worker?”
“No,” Mr. Field said, with the shadow of a smile. “I have never believed in overworking, either as applied to myself or others. It is always paid for with a short life, and I do not believe in it.”
“Has there ever been a time in your life when you gave as much as eighteen hours a day to your work?”
“Never. That is, never as a steady practice. During the time of the fire in 1871, there was a short period in which I worked very hard. For several weeks then I worked the greater part of night and day, as almost anyone would have done in my place. My fortune, however, has not been made in that manner, and, as I have said, I believe in reasonable hours for everyone, but close attention during those hours.”
“Do you work as much as you once did?”
“I never worked very many hours a day. Besides, people do not work as many hours a day now as they once did. The day’s labor has shortened in the last twenty years for everyone. Still, granting that, I cannot say that I work as much as I once did, and I frankly admit that I do not feel the need of it.”
“Do you believe,” I went on, “that a man should cease laboring before his period of usefulness is over, so that he may enjoy some of the results of his labor before death, or do you believe in retaining constant interest in affairs while strength lasts?”
“As to that, I hold the French idea, that a man ought to
