was the response, “if everybody was like you, it would be spent in two months, and what would you do then?”
“Oh! divide again; keep dividing, of course!”
I was recently reading in a London paper an account of a like philosophic pauper who was kicked out of a cheap boarding-house because he could not pay his bill, but he had a roll of papers sticking out of his coat pocket, which, upon examination, proved to be his plan for paying off the national debt of England without the aid of a penny. People have got to do as Cromwell said: “not only trust in Providence, but keep the powder dry.” Do your part of the work, or you cannot succeed. Mahomet, one night, while encamping in the desert, overheard one of his fatigued followers remark: “I will loose my camel, and trust it to God!” “No, no, not so,” said the prophet, “tie thy camel, and trust it to God!” Do all you can for yourselves, and then trust to Providence, or luck, or whatever you please to call it, for the rest.
Depend Upon Your Own Personal Exertions
The eye of the employer is often worth more than the hands of a dozen employees. In the nature of things, an agent cannot be so faithful to his employer as to himself. Many who are employers will call to mind instances where the best employees have overlooked important points which could not have escaped their own observation as a proprietor. No man has a right to expect to succeed in life unless he understands his business, and nobody can understand his business thoroughly unless he learns it by personal application and experience. A man may be a manufacturer: he has got to learn the many details of his business personally; he will learn something every day, and he will find he will make mistakes nearly every day. And these very mistakes are helps to him in the way of experiences if he but heeds them. He will be like the Yankee tin-peddler, who, having been cheated as to quality in the purchase of his merchandise, said: “All right, there’s a little information to be gained every day; I will never be cheated in that way again.” Thus a man buys his experience, and it is the best kind if not purchased at too dear a rate.
I hold that every man should, like Cuvier, the French naturalist, thoroughly know his business. So proficient was he in the study of natural history, that you might bring to him the bone, or even a section of a bone of an animal which he had never seen described, and, reasoning from analogy, he would be able to draw a picture of the object from which the bone had been taken. On one occasion his students attempted to deceive him. They rolled one of their number in a cow skin and put him under the professor’s table as a new specimen. When the philosopher came into the room, some of the students asked him what animal it was. Suddenly the animal said “I am the devil and I am going to eat you.” It was but natural that Cuvier should desire to classify this creature, and examining it intently, he said:
“Divided hoof; graminivorous! It cannot be done.”
He knew that an animal with a split hoof must live upon grass and grain, or other kind of vegetation, and would not be inclined to eat flesh, dead or alive, so he considered himself perfectly safe. The possession of a perfect knowledge of your business is an absolute necessity in order to insure success.
Among the maxims of the elder Rothschild was one, all apparent paradox: “Be cautious and bold.” This seems to be a contradiction in terms, but it is not, and there is great wisdom in the maxim. It is, in fact, a condensed statement of what I have already said. It is to say; “you must exercise your caution in laying your plans, but be bold in carrying them out.” A man who is all caution, will never dare to take hold and be successful; and a man who is all boldness, is merely reckless, and must eventually fail. A man may go on “‘change” and make fifty, or one hundred thousand dollars in speculating in stocks, at a single operation. But if he has simple boldness without caution, it is mere chance, and what he gains to-day he will lose to-morrow. You must have both the caution and the boldness, to insure success.
The Rothschilds have another maxim: “Never have anything to do with an unlucky man or place.” That is to say, never have anything to do with a man or place which never succeeds, because, although a man may appear to be honest and intelligent, yet if he tries this or that thing and always fails, it is on account of some fault or infirmity that you may not be able to discover but nevertheless which must exist.
There is no such thing in the world as luck. There never was a man who could go out in the morning and find a purse full of gold in the street to-day, and another to-morrow, and so on, day after day: He may do so once in his life; but so far as mere luck is concerned, he is as liable to lose it as to find it. “Like causes produce like effects.” If a man adopts the proper methods to be successful, “luck” will not prevent him. If he does not succeed, there are reasons for it, although, perhaps, he may not be able to see them.
Use the Best Tools
Men in engaging employees should be careful to get the best. Understand, you cannot have too good tools to work with, and there is no tool you should be so particular about as living tools. If you get a good one, it is better to keep him, than keep changing. He learns something every day; and you are benefited by the experience he acquires. He is worth more to you this year than last, and he is the last man to part with, provided his habits are good, and he continues faithful. If, as he gets more valuable, he demands an exorbitant increase of salary; on the supposition that you can’t do without him, let him go. Whenever I have such an employee, I always discharge him; first, to convince him that his place may be supplied, and second, because he is good for nothing if he thinks he is invaluable and cannot be spared.
But I would keep him, if possible, in order to profit from the result of his experience. An important element in an employee is the brain. You can see bills up, “Hands Wanted,” but “hands” are not worth a great deal without “heads.” Mr. Beecher illustrates this, in this wise:
An employee offers his services by saving, “I have a pair of hands and one of my fingers thinks.” “That is very good,” says the employer. Another man comes along, and says “he has two fingers that think.” “Ah! that is better.” But a third calls in and says that “all his fingers and thumbs think.” That is better still. Finally another steps in and says, “I have a brain that thinks; I think all over; I am a thinking as well as a working man!” “You are the man I want,” says the delighted employer.
Those men who have brains and experience are therefore the most valuable and not to be readily parted with; it is better for them, as well as yourself, to keep them, at reasonable advances in their salaries from time to time.
Don’t Get Above Your Business
Young men after they get through their business training, or apprenticeship, instead of pursuing their avocation and rising in their business, will often lie about doing nothing. They say; “I have learned my business, but I am not going to be a hireling; what is the object of learning my trade or profession, unless I establish myself?’”
“Have you capital to start with?”
“No, but I am going to have it.”
“How are you going to get it?”
“I will tell you confidentially; I have a wealthy old aunt, and she will die pretty soon; but if she does not, I expect to find some rich old man who will lend me a few thousands to give me a start. If I only get the money to start with I will do well.”
There is no greater mistake than when a young man believes he will succeed with borrowed money. Why? Because every man’s experience coincides with that of Mr. Astor, who said, “it was more difficult for him to accumulate
