When we admit that business success to-day turns or is beginning to turn on a man"s power of getting work out of people, we admit that a man"s power of getting work out of people, his business efficiency, turns on his power of supplying his people with ideals.
Ideals are news.
You come on a man who thinks he is out of breath and that he cannot possibly run. You happen to be able to tell him that some dynamite in the quarry across the road is going to blow the side of the hill out in forty-five seconds and he will run like a gazelle.
You tell a man the news, the true news that his employees are literally and honestly finding increased pay or promotion, either in their own establishment or elsewhere for every man they employ, as fast as he makes himself fit, and you have created a man three times his own size before your own eyes, all in a minute. And he begins working for you like a man three times his own size, and not because he is getting more for it, but because he suddenly believes in you, suddenly believes in the world and in the human race he belongs to.
To make a man work, say something to him or do something to him which will make him swing his hat for humanity, and give three cheers (like a meeting of workmen the other day): "Three cheers for G.o.d!"
There is a well-known firm in England which has the best labour of its kind in the world, because the moment the Firm finds that a man"s skill has reached the uttermost point in his work, where it would be to the Firm"s immediate interests to keep him and where the Firm could keep on making money out of him and where the man could not keep on growing, they have a way of stepping up to such a man (and such things happen every few days), and telling him that he ought to go elsewhere, finding him a better place and sending him to it. This is a regular system and highly organized. The factory is known or looked upon as a big family or school. There are hundreds of young men and young women who, in order to get in and get started, and merely be on the premises of such a factory, would offer to work for the firm for nothing. The Factory, to them, is like a great Gate on the World.
It is its ideals that have made the factory a great gate on the World.
And ideals are news. Ideals are news to a man about himself. News to a man about himself and about what he can be, is gospel.
And a factory with men at the top who have the brains about human nature to do things like this, men who can tell people news about themselves, all day, every day, all the week, like a church--let such a factory, I say, for one, have a steeple with chimes in it, if it wants to, and be counted with the other churches!
People have a fashion of speaking of a man"s ideals in a kind of weak, pale way, as if ideals were clouds, done in water-colour by schoolgirls, as if they were pretty, innocent things, instead of being fierce, splendid, terrific energies, victorious, irrevocable in human history, trampling the earth like unicorns, breathing wonder, deaths, births upon the world, carrying everything before them, everywhere they go. These are ideals! This may not be the way ideals work in a moment or in a year, but it is the way they work in history, and it is the way they make a man feel when he is working on them. It is what they are for, to make him feel like this, when he is working on them. With the men who are most alive and who live the longest, the men who live farther ahead and think in longer periods of time, the energies in ideals function as an everyday matter of course.
I wish people would speak oftener of a man"s motives, what he lives for, as his motive powers. They generally speak of motives in a man as if they were a mere kind of dead chart or spiritual geography in him, or clock-hand on him or map of his soul. The motives and desires in a man are the motors or engines in him, the central power house in a man, the thing in him that makes him go.
All a man has to do to live suddenly and unexpectedly a big life is to have suddenly a big motive.
Anybody who has ever tried, for five minutes, a big motive, ever tried working a little happiness for other people into what he is doing for himself, for instance, if he stopped to think about it and how it worked and how happy it made him himself, would never do anything in any other way all his life. It is the big motives that are efficient.
PART TWO
NEWS AND MONEY
I think it was Sir William Lever who remarked (but I have heard in the last two years so many pearls dropped from the lips of millionaires that I am not quite sure) that the way to tell a millionaire, when one saw one, was by his lack of ready money. He added that perhaps a surer way of knowing a millionaire, when one saw one, was by his lack of ideas.
My own experience is that neither of these ways works as well as it used to. I very often meet a man now--a real live millionaire, no one would think it of.
One of them--one of the last ones--telegraphed me from down in the country one morning, swung up to London on a quick train, cooped me up with him at a little corner table in his hotel, and gave me more ideas in two hours than I had had in a week.
I came away very curious about him--whoever he was.
Not many days afterward I found myself motoring up a long, slow hill, full of wind and heather, and there in a stately park with all his treetops around him, and his own blue sky, in a big, beautiful, serene room, I saw him again.
He began at once, "Do you think Christ would have approved of my house?"
His five grown sons were sitting around him but he spoke vividly and directly and like a child, and as if he had just brushed sixty years away, and could, any time.
I said I did not think it fair to Christ, two thousand years off, to ask what he would have thought of a house like his, now. The only fair thing to do would be to ask what Christ would think if He were living here to-day.
"Well, suppose He had motored over here with you this afternoon from ---- Manor, and spent last night with you there, and talked with you and with ---- and had seen the pictures, and the great music room and wandered through the gardens, and suppose that then He had come through on his way up, all those two miles of slums down in ---- seen all those poor, driven, crowded people, and had finally come up here with you to this big, still, restful place two thousand people could live in, and which I keep all to myself. You don"t really mean to say, do you, that He would approve of my living in a house like this?"
I said that I did not think that Christ would be tipped over by a house or lose his bearings with a human soul because he lived in a park. I thought He would look him straight in the eyes.
"But Christ said, "He that loseth his life shall save it!""
"Yes, but He did not intend it as a mere remark about people"s houses."
It did not seem to me that Christ meant simply giving up to other people easy and ordinary things like houses or like money, but that He meant giving up to others our motives, giving up the deepest, hardest things in us, our very selves to other people.
"And so you really think that if Christ came and looked at this house and looked at me in it, He would not mind?"
"I do not know. I think that after He had looked at your house He would go down and look at your factory, possibly. How many men do you employ?"
"Sixteen hundred."
"I think He would look at them, the sixteen hundred men, and then He would move about a little. Very likely He would look at their wives and the little children."
He thought a moment. I could see that he was not as afraid of having Christ see the factory as he was of having Him see the house.
I was not quite sure but I thought there was a little faint gleam in his eye when I mentioned the factory.
"What do you make?" I asked.
He named something that everybody knows.
Then I remembered suddenly who he was. He was one of the men I had first been told about in England, and the name had slipped from me. He had managed to do and do together the three things one goes about looking for everywhere in business--what might be called the Three R"s of great business (though not necessarily R"s). (1) He had raised the wages of his employees. (2) He had reduced prices to consumers. (3) He had reduced his proportion of profit and raised the income of the works, by inventing new cla.s.ses of customers, and increasing the volume of the business.
He had found himself, one day, as most men do, sooner or later, with a demand for wages that he could not pay.
At first he told the men he could not pay them more, said that he would have to close the works if he did.
He was a very busy man to be confronted with a crisis like this. The market was trouble enough.
One morning, when he was up early, and the house was all still and he was sitting alone with himself, the thought slipped into his mind that there had been several times before in his life when he had sat thinking about certain things that could not be done. And then he had got up from thinking they could not be done and gone out and done them.
He wondered if he could not get up and go out and do this one.
As he sat in the stillness with a clear road before his mind and not a soul in the world up, the thought occurred to him, with not a thing in sight to stop it, that he had not really trained himself to be quite such an expert in raising wages as he had in some other things.
Perhaps he did not know about raising wages.
Perhaps if he concentrated his imagination as much on getting higher wages for his workmen as he had in those early days years before on making over all his obstinate raw material into the best cases of ---- on earth, he might find it possible to get more wages for his men by persuading them to earn more and by getting their cooperation in finding ways to earn more.
As he sat in the stillness, gradually (perhaps it was the stillness that did it) the idea grew on him.
He made up his mind to see what would happen if he worked as hard at paying higher wages for three months as he had for three years at making raw material into cases of the best----on earth.
Then things began happening every day. One of the most important happened to him.