When Locke had gone Joe turned to his manager.
“Now,” he said, “will you please tell me what I ought to know about the business, just what we have on hand and what we must do to keep going? I don’t know a thing about it, and I’m here to learn. I’ve got to. Make it as simple as you can. I’m not going to pretend I understand if I don’t. Therefore I’ll probably ask a lot of fool questions. You see, I’m showing you my hand, and I own up to you that there’s nothing in it. But I won’t show it to any one else. When I want to know things I’ll come to you; but for all other people know to the contrary I’ll be playing my own game. That is, till I’m capable of running the business without advice I’ll run it on yours. I’ve got to make a bluff, and this is the only way I see of doing it. What do you think?”
“I think,” said Wright, “that it’s the best thing you can do, though I wouldn’t have suggested it myself. I’ll give you the best I’ve got. An hour ago I was rather doubtful, but now I think you’ve got it in you to play a mighty good game of your own one of these days.”
Whereupon old Bob Wright and young Joe Kent shook hands with mutual respect—Wright because he had found that Kent was not a self-sufficient young ass, and Kent because Wright had treated him as a man instead of merely as an employer.
II
In the course of a few weeks Joe Kent began to feel that he was making some progress. The business was no longer a mysterious machine that somehow produced money for his needs. It became a breathing, throbbing creature, sensitive to the touch, thriving with attention, languishing with neglect. It was a delicate organism, wonderfully responsive to the handling. Every action, every word, every hastily dictated letter had far reaching results. Conscientiously and humbly, as became a beginner, he came to the study of it.
He began to meet his men. Not those with whom he came in daily contact in the office; but his foremen, tanned, weather-beaten, level-eyed logging bosses, silent for the most part, not at all certain how to take the “Old Man’s” son, and apparently considering “yes” and “no” perfectly adequate contributions to conversation, who consumed his proffered cigars, kept their own opinions, and went their several ways.
Kent was conscious that he was being held at arm’s length; conscious that the steady eyes took note of his smart shoes, his well-pressed clothes, and his smooth cheeks. He did not know that the same critical eyes also noted approvingly his broad shoulders, deep chest, and firm jaw. He felt that the questions he asked and the conversation he tried to make were not the questions and conversation which his father would have addressed to them. But he was building better than he knew.
Many old friends of William Kent dropped in to shake hands with his son, and one morning Joe was handed the card of Mr. Stanley Ackerman.
“Tell him to walk in,” said Joe.