Union just fifty years to a month after I first entered the Joliet office and asked for work.”
“Do you think that a young man starting in commercial life to-day has as good a chance to rise as one had fifty years ago?” Colonel Clowry was asked.
“Yes, indeed; in my opinion the chances of success in commercial business, for the right sort of young men, have never before been so good as they are at the present time, provided that the young men are well educated, honest, industrious, and faithful, and not handicapped by mental or physical defects.”
“But you had only a common-school education, Colonel Clowry.”
“Yes, and that is quite sufficient in business if it is supplemented by some technical training. I have always thought that a full university course has a tendency to unfit young men for the rough struggles incident to the small beginnings of a commercial business career. It is advisable for boys to enter business early in life, so that they may be moulded to their work, and be in line for promotion when opportunities present themselves. Boys have an idea nowadays that they can leave college and immediately fill important positions in business life. There was never a greater mistake. Although I was in charge of an office six months after beginning work, it has taken fifty years to reach my present position.”
XIII
Enthusiasm for Railroading Makes a Section Hand Head of the Metropolitan System.
SOME time ago New York learned with interest and some astonishment that the head of its greatest transportation system, Herbert H. Vreeland, had received from several of his associates, as individuals, a “valentine” present of $100,000, in recognition of his superb management of their properties. Many New Yorkers then learned, for the first time, what railroad experts throughout the country had long known, that the transportation of a million people a day in New York’s busy streets, without serious friction or public annoyance, is not a matter of chance, but is the result of perhaps the most perfect traffic organization ever created, at the head of which is a man, quiet, forceful, able, with the ability of a great general—a master, and, at the same time a friend of men—himself one for whom, in the judgment of his associates, almost any career is possible.
Thirty years ago Mr. Vreeland, then a lad thirteen years old, was, to use his own humorous, reminiscent phrase, “h’isting ice” on the Hudson River, one of a gang of eighteen or twenty men and boys filling the ice carts for retail city delivery. A picture just brought to light shows him among the force lined up to be photographed, as a tall, loosely built, hatchet-faced lad in working garb, with a fragment of a smile on his face, as if he could appreciate the contrast of the boy of that day with the man of the future.
How do these things happen? What was the divine spark in this boy’s brain and heart that should lift him out of the crowd of the commonplace to the position of responsibility and influence in the world which he now occupies? If my readers could have been present at the interview kindly granted by Mr. Vreeland and could have heard him recalling his early life and its many struggles and disappointments with a smile that was often near a tear, they would have gone away feeling that nothing is impossible to him who dares, and, above all else, who works, and they would have derived inspiration far greater than can possibly be given in these written words.
HE INHERITED A TASTE FOR HARD WORK.
The desire to work was hereditary with Mr. Vreeland. His father incurred the displeasure of his own father and family, who were people of large means, by refusing to lead a life of gentlemanly idleness, and deciding, instead, to enter the ministry. The boy Herbert was the youngest son in a family of several children, each of whom in turn helped to support the mother and younger members after the death of the father. At ten years of age, in his passionate desire to do something, he drove a grocery wagon in Jersey City, to which his family had moved from his birth-place in Glen, New York, and, as before said, at thirteen years of age, he was hard at work in an ice business, of which an elder brother was superintendent.
“I first entered the railroad business in 1875,” said Mr. Vreeland, “shoveling gravel on one of the Long Island Railroad Company’s night construction trains. Though this position was certainly humble enough, it was a great thing to me then to feel myself a railroad man, with all that that term implied; and, when, after a few months’ trial, I was given the job of inspecting ties and roadbed at a dollar a day, I felt that I was well on the road to the presidency.
“One day the superintendent asked the boss if he could give him a reliable man to replace a switchman who had just made a blunder leading to a collision, and had been discharged. The reply was: ‘Well, I’ve got a man here named Vreeland, who will do exactly what you tell him to.’ They called me up, and, after a few short, sharp questions from the train-master, I went down to the dreary and desolate marsh near Bushwick, Long Island, and took charge of a switch. For a few days I had to camp out near that switch, in any way that might happen, but finally the officers made up their minds that they could afford me the luxury of a two-by-four flag house with a stove in it, and I settled down for more railroading.”
HE LOVED HIS WORK.
“The Bushwick station was not far away, and one of the company’s division headquarters was there. I soon made the acquaintance of all the officials around that station, and got into their good graces by offering to help them out in their clerical work at any and all times when I was off duty. It was a godsend to them, and exactly what I wanted, for I had determined to get into the inside of the railroad business from bottom to top. Many’s the time I have worked till eleven or twelve o’clock at night in that little station, figuring out train receipts and expenses, engine cost and duty, and freight and passenger statistics of all kinds; and, as a result of this work, I quickly acquired a grasp of railroad details in all stages, which few managers possess, for, in one way and another, I got into and through every branch of the business.
“My Bushwick switch was a temporary one, put in for construction purposes only, and, after some months’ use, was discontinued, and I was discharged. This did not suit me at all, and I went to one of the officials of the road and told him that I wanted to remain with the Long Island Railroad Company in any capacity whatsoever, and would be obliged to him if he would give me a job. He said, at first, that he hadn’t a thing for me to do, but finally added, as if he was ashamed to suggest it, that, if I had a mind to go down on another division and sweep out and dust cars, I might do it. I instantly accepted, and thereby learned the details of another important railroad department.
“Pretty soon they made me brakeman on an early morning train to Hempstead, and then I found that I was worth to the world, after two years of railroad training, just forty dollars a month, plus a perquisite or two obtained from running a card-table department in the smoking-cars. I remember that I paid eighteen dollars of my munificent salary for board and lodging, sent twenty dollars home for the support of my mother and sister, and had two dollars a month and the aforesaid perquisites left for ‘luxuries.’ ”
A NICKNAME THAT BECAME A REAL TITLE.
“It
