class="small">A WORD OF CONGRATULATION.

March 20, 1904.

My Dear Boy:—The circular announcing your appointment as division superintendent has just been received, and it brings up a flood of thoughts of former years. I felt that you had made a mistake in leaving us to go with the new system, but it has turned out all right. I can appreciate the fact that you would rather work away from me, so as to make people believe that you can go up the official hill without having a pusher behind you.

This should be one of the proudest periods of your life. You are now in a position to do good to your company, to your fellow man, and incidentally to yourself. No matter how highly organized a road may be, the importance of the office of division superintendent is in direct proportion to the ability and earnestness of the incumbent. The position is little or big, restricted or untrammeled, just as you make it. Many a superintendent has had to double the hill of a swelled knob, and run as a last section into the next promotion terminal. You have too much of your mother's good sense ever to cause anybody else to put up signals for you on this account. Therefore do not lose your democratic manner. Keep your heart warm and regard the wider field as an opportunity to get more friends on your staff. Try to call every employe in your territory by name, as Cæsar did his soldiers; for all the traffic of goodwill must run in a direction toward you if you want maximum results, as they call efficiency nowadays. Good old rule 121 of the standard code says: "When in doubt take the safe course and run no risks," which, in the case of acquaintance, means if uncertain whether you know a man or not, speak to him and give him the glad hand anyway. You will have to discipline men, but that can be done without parting company with your good manners. Remember that the much-abused word "discipline" comes from the same root as the word "disciple," a pupil, a learner, a follower. It is always easier to lead men than to drive them.

When you go over the division do not try to see how many telegrams you can send, but how few. It is usually a pretty safe rule after writing a telegram on the hind end of a train to carry it by two or three stations to see if you would rather not take it back to the office yourself. The dispatchers used to tell your old dad that they couldn't have told he was out on the line as far as his messages were an indication. Another thing, do not try to plug your whistle and muffle your bell. Let everybody know you are coming. The "Old Sleuth" stunt is for criminals, not for honest employes. Be on hand so frequently that your coming is taken as a matter of course. Never hunt quail with a brass band, but bear in mind that men, unlike quail, rather like to perch on a band wagon. If you are tempted to wait behind box cars to see if the men on a night pony have gone in the hay, do not yield, but get out, see that the switches are lined up, and count the ties in front of the headlight until somebody gives her steam; just as Napoleon walked post for the sleeping sentinel. Then, if you administer a polite jacking up it will be twice as effective, even if the delay to the work that one time has continued. Remember that things are not as they should be, and it is probably your own fault if, under normal conditions, a particular movement depends upon your personal efforts. Any routine action that you take should be calculated to help many trains, or one train many times; or to help many men, not merely the trains or men in question. It is all right, in emergencies, to jump in and do the work of a conductor, of an engineman, of a switch tender, or of any other employe. The great trouble is in discriminating between an emergency and a defect which can better be remedied in some other way. The smaller the caliber of the official the more numerous the emergencies to his mind.

You should try to arrange your work so as to stay up all night at least once a week, either in the office, or better, on the road or in the yards. You will keep better in touch with the men and the things for which you, asleep or awake, are always responsible. You remember when your sister Lucy was little how we asked her why she said her prayers at night but usually omitted them in the morning. Her answer which so tickled you was, "I ask God to take care of me at night, but I can take care of myself in the daytime." It is much the same way with a railroad. From your point of view it will take pretty fair care of itself as a daylight job, but at night that proposition loses its rights. The youngest dispatcher, by virtue of being the senior representative awake, is to a certain extent general manager. The least experienced men are in the yards and roundhouses. The ever-faithful sectionmen are off the right of way. The car inspector's light and the engineman's torch are poor substitutes for the sun in locating defects. The most active brains are dulled by the darkness just before dawn. Then it is that a brief hour may side-track or derail the good work of many days. It is this responsibility, this struggle with nature, this helping God to work out the good in men, that makes our profession noble and develops qualities of greatness in its members.

Next time I shall try to tell you something about helping your train dispatchers.

With a father's blessing, ever your own,

D. A. D.

  LETTER II.

HELPING THE TRAIN DISPATCHERS.

March 27, 1904.

My Dear Boy:—I promised in my last to say something about helping your train dispatchers. The way to help any man is first to encourage him and by showing that you appreciate his good qualities give him confidence in himself. When you come in off the road tell the dispatcher, if such be the case, "Nice meeting point you made yesterday for 15 and 16; I was there and they both kept moving almost like double track." If your division has been badly handled, the dispatcher, unaccustomed to such appreciation, will at first think this is a sarcastic prelude to having the harpoon thrown into him; but your sincerity will soon disabuse his mind of such a notion. Sarcasm in official intercourse or toward one's subordinates should never be tolerated. It is an expensive kind of extra that should never be run. When you praise a man it will add to his good feeling if some one else happens to be present. If you have to censure anyone, whether directly or through the channels, do it privately and spare the recipient all unnecessary humiliation. The official who remembers to mention good work will find his rebukes and criticisms much more effective in remedying poor work than the official whose theory and practice are to take up failures and to let successes be taken for granted.

Another way to help a man is to lead him away from the pitfalls that are peculiar to his path of work. The official who is an old dispatcher has to fight in himself the temptation to be the whole cheese. He has to learn to trust subordinates with details. Every position entails some inherent temptations. The absolute, unquestioned authority given a dispatcher in train movements breeds a temptation to be autocratic and unreasonable, to put out too many orders, to give too many instructions. Therefore, try to get your dispatchers in touch with your crews. If the former are in a skyscraper uptown, get authority to build an office for them at the terminal where most of the crews live. Personal contact is much better than long-distance communication by wire. There is enough of the latter from the very nature of the business without causing an unnecessary amount by artificial conditions.

The temptation of a legislator is to make too many laws; of a doctor to prescribe too much medicine; of an old man to give too much advice; and of a train dispatcher, once more, to put out too many orders. It used to be thought by some that the best dispatcher was the one who put out the most orders. The later and