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THE
MUJIC TRADE
V O L . L X . N o . 14
Published Every Saturday by Edward Lyman Bill at 373 Fourth Ave., New York, April 3,19i5
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PER E V'EA^ E N T S
tUpon What Does Success Depend ?
HILE recently discussing a variety of business topics with an industrial leader he re-
marked that he had not a single contract with a man in any department of his business
which existed over night. In other words, he said that it was his aim to encourage
men of ambition and to give them the largest play possible for their ability. He argued
that the most profitable course for employer as well as employe was a reasonable independence of
thought and action, and that when in his opinion a man ceased to be productive he did not propose
to be entangled in the slightest through existing contractural relations with any member of his staff.
His policy was to reward a man according to his earning capacity, and that when a man felt that such
a motive was back of the employer the best results could be secured.
I believe it is emphasized to-day, more perhaps than ever before, in industrial history that employ-
ers are willing to go the extreme limit in remuneration that the producing power of the individual
warrants. They do not want to separate themselves from men who have the right kind of producing
powers. And the man who knows that his services are appreciated in the proper way does not desire
to change.
In truth, fair-minded employers are willing to concede to a man all that he can show himself to
be worth in the way of remuneration. They realize that the success of their business depends upon
the creative forces behind them, and the larger the enterprise the more necessary it is to depend upon
the ability and intelligence of departmental chiefs. Employes know, too, that there is an efficiency
lost in almost every change.
Success does not come by an employe fixing a large valuation upon his services. The employer
is watching results, and if success is to be achieved it must be through the intelligent and harmoni-
ous effort of the directing forces of the business enterprise.
Business men commonly define success as the ability to make money, and from a strictly busi-
ness viewpoint probably that is the correct idea; but success is a term that is so commonly used that
we actually do not stop to think just what it means.
Is its degree to be judged by the size of a man's bank account or the amount of publicity which
he receives through the daily newspapers every morning at all the breakfast tables in the land?
Is it success to be known to a large number of people as a representative man?
To get a correct view of the condition we term success it is first necessary that we should realize
that it is something in which the opinions of other people play comparatively little part.
There are plenty of successful men who never get credit for their achievements.
. •
There are many legitimate definitions for success.
Perhaps each one of us may possess special characteristics. We may be able to do one thing a
trifle better than we can do a lot of other things. If we know this to be true, why then is it not our
duty to make the best of such talents as we may possess? In other words, to specialize.
Success to my mind means doing the best we can with the facilities which we have at hand,
and the fact that a record of our success is not carried to the remote corners of the earth does not
alter the situation, or take from us the joy that comes with the knowledge of achievement.
Publicity may have its rewards. It must have, so many men strive for that alone, but nothing
that other people think about us can give one-half the joy and satisfaction that the knowledge of
having labored successfully inevitably brings to the heart of the conscientious worker,
W
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