EDITOR'S INTRODUCTION. XV and fifty million dollars, it certainly is of interest to other toilers after wealth, to learn something of the principles; something of the secrets of his methods. And it is exceedingly fortunate that this man of great experience, of deep, practical knowledge, has the happy faculty of being able to impart his wisdom to others; and having the faculty, is also possessed of a generousminded willingness to point the way of success to all who would tread the golden road. His article "How to Win Fortune" is a notable and valuable contribution to the literature of business and is at the same time a wonderful mine of facts and principles governing what is to many, if not all, the gist of business. It is an especial pleasure to have the privilege of including in this book articles by John Farson, W. T. Fenton and John W. Ferguson. These Chicago business men plainly evidence that their knowledge, in general and in detail, is the result of personal effort and experience in large affairs. They tell of practical things in a practical manner. Each deals with a subject most intimately vital to the success of business enterprises. He who would build broadly and safely must know, at all times, the state of his business; must keenly sift the varying matters claiming his attention; and must, most surely, cultivate in spirit and in fact, 'tactful relations with customers.' The three articles, Mr. Farson's 'Importance of Audits'; Mr. Fenton's 'Analyzing a Business Proposition'; and Mr. Ferguson's "Tactful Relations with Customers' are earnestly commended to the careful, thoughtful perusal of business men. The four essays of Francis Bacon will certainly be of value and interest. Bacon exhibits a profound knowledge and an incisive analysis of human nature. He was a brilliant, cool, and skilful lawyer; a member of Parliament; and a favorite of the great Lord Essex. His mental endowments won rapid advancement for him to positions of trust and power. In 1601 he was Queen's Counsel. In 1607 King James made him Solicitor General. In 1613 he was appointed Attorney General; in 1618 Lord Chancellor. We cannot do better than quote Helps' estimate of Bacon where he says, 'His lucid order, his grasp of the subject, the comprehensiveness of his views, his knowledge of mankind, the greatest perhaps that has been distinctly given out by any uninspired man; the practical nature of his purposes, render Bacon's works unrivaled in their fitness to form the best men for the conduct of the highest affairs. His essays penetrate to the heart of many a close-thicketed matter, hewing with short, trenchant strokes, like those of a Roman sword.' The article by Elbert Hubbard is included because of its evident aptness to the purpose of this book. It will be enjoyed by the veterans of business, and ought to profit the young men who have not yet won their spurs. DAVID E. GOE. Madison, Wis. Get the thing done. The tag ends of unfinished business are time-consumers. They drag on. They multiply. They take ten minutes to do, if they are done today; two hours, if they are done tomorrow. Get the thing done. That is system. System stands at the door and denies admittance to every interrupting detail. System sees that every facility is at hand-at the finger's end. System keeps things away from you until you are ready for them. When, by no fault of yours, a thing goes wrong, it is a symptom that there is a lack of system. Sit down then and there and devise a system which will insure you that that particular thing will never again go wrong. Don't wait till tomorrow to devise the system. Get the thing done. There is satisfaction and success in a finished article. There is danger and delay in even an unfinished detail. Proceed calmly, forcefully, quickly, but not hurriedly. Get the thing done.-SYSTEM. BRAKY O. THE UNIVERSITY OF CALIFORNIA The Transaction of Business THIS HIS subject may be divided into two parts. 1. Dealing with others about business. 2. Dealing with the business itself. 1. DEALING WITH OTHERS ABOUT BUSINESS. The first part of the general subject embraces the choice and management of agents, the transaction of business by means of interviews, the choice of colleagues, and the use of councils. Each of these topics will be treated separately. There remain, however, certain general rules with respect to our dealings with others which may naturally find a place here. In your converse with the world avoid anything like a juggling dexterity. The proper use of dexterity is to prevent your being circumvented by the cunning of others. It should not be aggressive. Concessions and compromises form a large and very important part of our dealings with others. Concessions must generally be looked upon as distinct defeats; and you must expect no gratitude for them. I am far from saying that it may not be wise to make concessions, but this will be done more wisely when you understand the nature of them. |