George Eggleston - A Captain in the Ranks - A Romance of Affairs

But no advance of salary came to the young man as a result. It was one of Captain Hallam's rules never to pay a man more for his services than he must, and never to advance a man's salary until the advance was asked for.

Captain Hallam was in no fibre of his being a miser, but he acted always upon those cold-blooded prudential principles that had brought him wealth. It was not money that this great captain of commerce worshiped, but success. Success was the one god of his idolatry. Outside of his business he was liberal in the extreme. Even in his business operations he never hesitated at lavish expenditure where such expenditure promised good results. But he regarded all unnecessary spending as waste, of the kind that imperils success.

In his cynical moments, indeed, he sometimes said that "if you have a valuable man in your employ, you must keep him poor; otherwise you'll lose him." But in so saying he perhaps did himself an injustice. He was apt to feign a heartless selfishness that he did not feel.

Little by little Guilford Duncan had learned all this as he had learned business methods. He had at first modestly proposed to himself nothing more in the way of achievement than to make himself a valuable subordinate – a private, or at most a corporal or a sergeant – in the ranks of the great army of work. But before many months had passed his modesty was compelled to yield somewhat to an increasingly clear understanding of conditions and possibilities. Somewhat to his own surprise he began to suspect himself of possessing capacities superior to those of the men about him, and even superior to those of many men who had risen to high place in commerce and finance.

As Captain Hallam came more and more to rely upon the sagacity and character of this his most trusted man, he more and more brought young Duncan into those confidential conferences with the leading men of affairs, which were frequently necessary in the planning and execution of important enterprises, or in the meeting of difficulties and obstacles. In that way Duncan was brought into personal contact with the recognized masters – big and little – with railroad presidents, financiers, bankers, capitalists, and other men whose positions were in a greater or less degree commanding.

At first he modestly held himself as nothing more than the tool and servitor of these great men. But presently he began to suspect that they were not very great men after all – to see that it was usually he himself who devised and suggested the enterprises that these men undertook, and he who saved them from mistakes in the execution of those enterprises.

Guilford Duncan had never in his life kept a diary. He regarded that practice as a useless puerility and usually an indulgence in morbid self-communing and unwholesome self-consciousness. But it was his practice, sometimes, late at night, to set down upon paper such thoughts as had interested him during the day, for the sole sake of formulating them in his own mind. Often he would in this way discuss with himself questions concerning which he had not yet matured his opinion.

He found the practice conducive to clear thinking and sound judgment. It served for him the same purpose that the writing of intimate letters might have done if he had had any intimates to whom to write letters.

"I've been in conference this day," he wrote one night, "with half a dozen nabobs – not great nabobs, but second rate ones. Mr. M – was the biggest one. He's a railroad president, and he always talks loftily of his 'system' when he means the single railroad he presides over and its little branches. Then there was D – . He's a General Freight Agent, and he never forgets the fact or lets anybody else forget it. That's because he was a small shipping clerk until less than two years ago. I don't think much of his capacity. Yes, I do. He knows how to manage a big traffic fairly well, and he has had nous enough to climb out of his small clerkship into a position of responsibility. What I mean is that he has little education, no culture, and no intelligence outside of business. But I begin to see that except in its very highest places, business does not require anything better than good ordinary ability inspired by inordinate selfishness. Perhaps that is the reason that the novelists so rarely – I may say never – take a man of business for the hero of a romantic story.

"All this has put a new thought into my mind. Why should not I, Guilford Duncan, make myself a leader, a captain, or even a commanding general of affairs. I am far better educated than any of these men. They hold that education is a hindrance rather than a help in business, but in that they are mightily wrong, as I intend presently to show them. Other things being equal, a man of trained mind should certainly achieve better results, even in business, than a man of untrained mind. A man of trained mind, if he has natural capacity and energy, can do anything that he chooses to do . I must never forget that.

"But the man who would do things of any consequence in business ways must have money. The bank account is his tool chest.

"I suggested some combinations to-night to those nabobs, and they are going to carry them out. They would never have thought of the combinations but for my suggestion. But they can and will carry them out, with great credit and profit to themselves, because they have command of money. I could not even think of conducting such affairs, simply because I have no command of money.

"Very well, then. I shall proceed to get money, just as I should study to acquire skill in a profession, or just as I should read up the law pertaining to a matter with which I must deal.

"I shall not learn to love money. That would degrade my soul. I shall regard money always as a means – a mere tool with which to do such work as I can in this great undeveloped country.

"That also is something to be remembered. The era of development is just beginning. These men are nation builders, though they don't know it, or intend it, or care anything about that aspect of their activities. Their motives are the sordid impulses of greed and selfish ambition alone.

"At least that is true of all of them except Captain Hallam. He is a man apart. His attitude is a peculiar one. He does not care for wealth in itself and yet he scrambles for it as greedily and as hungrily as the rest of them. Sometimes I think he regards the whole thing as a game which he enjoys playing with superior skill, just as one might with whist or chess. He likes to win, not for the sake of the winnings, but for the sake of the winning.

"I must go to bed now. To-morrow I'll begin thinking out plans for getting money. One thing is sure. No man can get much money by working for any other man. The man who gets rich is he who hires other men to work for him for less than their work is worth. But it is only by working for another man that one can get the first little capital – the first rude but handy tool with which to achieve success. I'll go on working as a hired man till I get a little hoard together. After that – well, we shall see."

Duncan was greatly admired but little understood by his fellows in the service of the Hallam firm, or by the similar people who thronged the town. His fellows, in and out of the office, were commonplace young men, all looking to the main chance alone and pursuing it with only such honesty of conduct as business prudence required. They felt no further interest in their work than such as was necessary to enable them to retain their places and their salaries.

Therefore they did not understand Guilford Duncan. Neither could they. They regarded with amazement and almost with incredulity his manifestations of sensitive honor and of unselfish loyalty to duty. They thought of him as a sort of freak, or what we should nowadays call a crank.