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elements. One general rule for progress in big business concerns is the introduction of new blood. You must keep step with the business world. If you lag behind, the outlaws that hang on the flanks of commerce will cut you out and take you captive, just as the wolves lie in wait for the sick cow of the plains. To keep your columns marching you must introduce new methods, new inspiration and seize upon the best that others have invented or discovered. The great railroads of America have evolved together. No one of them has an appliance or a method that is much beyond the rest. If it were not for this interchange of men and ideas some railroads would still be using the link and pin, and snake-heads would be as common as in the year 1869. The railroad manager who knows his business is ever on the lookout for excellence among his men, and he promotes those who give an undivided service. But besides this he hires a strong man occasionally from the outside and promotes him over every body. Then out come the hammers! But this makes but little difference to your competent manager—if a place is to be filled and he has no one on his payroll big enough to fill it, he hires an outsider. That is right and well for every one concerned. The new life of many a firm dates from the day they hired a new man. Communities that intermarry raise a fine crop of scrubs, and the result is the same in business ventures. Two of America's largest publishing houses failed for a tidy sum of five millions or so each, a few years ago, just thru a dogged policy, that extended over a period of fifty years, of promoting cousins, uncles and aunts whose only claim of efficiency was that they had been on the pension roll for a long time. This way lies dry-rot. If you are a business man, and have a position of responsibility to be filled, look carefully among your old helpers for a man to promote. But if you have n't a man big enough to fill the place, do not put in a little one for the sake of peace. Go outside and find a man and hire him-never mind the salary if he can man the position-wages are always relative to earning power. This will be the only way you can really man your ship.

As for Civil Service Rules-rules are made to be broken. And as for the long-horned ones who will attempt to make life miserable for your new employe, be patient with them. It is the privilege of everybody to do a reasonable amount of kicking, especially if the person has been a long time with one concern and has received many benefits. But if at the last, worst comes to worst, do not forget that you yourself are at the head of the concern. If it fails you get the blame * And should the anvil chorus become so persistent that there is danger of discord taking the place of harmony, stand by your new man, even tho it is necessary to give the blue envelope to every antediluvian. Precedence in business is a matter of power, and years in one position may mean that the man has been there so long that he needs a change to Let the zephyrs of natural law play freely thru your whiskers.

So here is the argument: promote your deserving men, but do not be afraid to hire a keen outsider; he helps everybody, even the kickers, for if you disintegrate and go down in defeat, the kickers will have to skirmish around for new jobs anyway. Is n't that so ?



BRAHAM LINCOLN’S letter to Hooker! If all the letters, messages and speeches of Lincoln were destroyed, except that one letter to Hooker, we still would have an excellent index to the heart of the

Rail-Splitter. In this letter we see that Lincoln ruled his own spirit; and we also behold the fact that he could rule others. The letter shows wise diplomacy, frankness, kindliness, wit, tact and infinite patience Hooker had harshly and unjustly criticised Lincoln, his commander in chief. But Lincoln waives all this in deference to the virtues he believes Hooker possesses, and promotes him to succeed Burnside. In other words, the man who had been wronged promotes the man who had wronged him, over the head of a man whom the promotee had wronged and for whom the promoter had a warm personal friendship. But all personal considerations were sunk in view of the end desired. Yet it was necessary that the man promoted should know the truth,

and Lincoln told it to him in a way that did not humiliate nor fire to foolish anger; but which surely prevented the attack of cerebral elephantiasis to which Hooker was liable. Perhaps we had better give the letter entire, and so here it is:

Executive Mansion,

Washington, January 26, 1863. Major-General Hooker:

General :I have placed you at the head of the Army of the Potomac. Of course, I have done this upon what appear to me to be sufficient reasons, and yet I think it best for you to know that there are some things in regard to which I am not quite satisfied with you. I believe you to be a brave and skilful soldier, which, of course, I like. I also believe you do not mix politics with your position, in which you are right. You have confidence in yourself, which is a valuable if not an indispensable quality. You are ambitious, which, within reasonable bounds, does good rather than harm; but I think that during General Burnside's command of the army you have taken counsel of your ambition and thwarted him as much as you could, in which you did a great wrong to the country, and to a most meritorious and honorable brother officer. I have heard, in such a way as to believe it, of your recently saying that both the army and the government needed a dictator. Of course, it was not for this, but in spite of it, that I have given you the command. Only those generals

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