"Mr. Park, I vas glad to hear dat de old rails what I sell you don't suit for steel. I will buy dem all from you back, five dollars ton profit for you." Well did William know that they had all been used. Mr. Park was non-plussed, and the affair ended. William had triumphed.
Upon one of my visits to Pittsburgh William told me he had something "particular" he wished to tell me—something he couldn't tell any one else. This was upon his return from the trip to Germany. There he had been asked to visit for a few days a former schoolfellow, who had risen to be a professor:
"Well, Mr. Carnegie, his sister who kept his house was very kind to me, and ven I got to Hamburg I tought I sent her yust a little present. She write me a letter, then I write her a letter. She write me and I write her, and den I ask her would she marry me. She was very educated, but she write yes. Den I ask her to come to New York, and I meet her dere, but, Mr. Carnegie, dem people don't know noting about business and de mills. Her bruder write me dey want me to go dere again and marry her in Chairmany, and I can go away not again from de mills. I tought I yust ask you aboud it."
"Of course you can go again. Quite right, William, you should go. I think the better of her people for feeling so. You go over at once and bring her home. I'll arrange it." Then, when parting, I said: "William, I suppose your sweetheart is a beautiful, tall, 'peaches-and-cream' kind of German young lady."
"Vell, Mr. Carnegie, she is a leetle stout. If I had the rolling of her I give her yust one more pass." All William's illustrations were founded on mill practice. [I find myself bursting into fits of laughter this morning (June, 1912) as I re-read this story. But I did this also when reading that "Every man must stand on his own bottom.">[
Mr. Phipps had been head of the commercial department of the mills, but when our business was enlarged, he was required for the steel business. Another young man, William L. Abbott, took his place. Mr. Abbott's history is somewhat akin to Borntraeger's. He came to us as a clerk upon a small salary and was soon assigned to the front in charge of the business of the iron mills. He was no less successful than was William. He became a partner with an interest equal to William's, and finally was promoted to the presidency of the company.
Mr. Curry had distinguished himself by this time in his management of the Lucy Furnaces, and he took his place among the partners, sharing equally with the others. There is no way of making a business successful that can vie with the policy of promoting those who render exceptional service. We finally converted the firm of Carnegie, McCandless & Co. into the Edgar Thomson Steel Company, and included my brother and Mr. Phipps, both of whom had declined at first to go into the steel business with their too enterprising senior. But when I showed them the earnings for the first year and told them if they did not get into steel they would find themselves in the wrong boat, they both reconsidered and came with us. It was fortunate for them as for us.
My experience has been that no partnership of new men gathered promiscuously from various fields can prove a good working organization as at first constituted. Changes are required. Our Edgar Thomson Steel Company was no exception to this rule. Even before we began to make rails, Mr. Coleman became dissatisfied with the management of a railway official who had come to us with a great and deserved reputation for method and ability. I had, therefore, to take over Mr. Coleman's interest. It was not long, however, before we found that his judgment was correct. The new man had been a railway auditor, and was excellent in accounts, but it was unjust to expect him, or any other office man, to be able to step into manufacturing and be successful from the start. He had neither the knowledge nor the training for this new work. This does not mean that he was not a splendid auditor. It was our own blunder in expecting the impossible.
The mills were at last about ready to begin[34] and an organization the auditor proposed was laid before me for approval. I found he had divided the works into two departments and had given control of one to Mr. Stevenson, a Scotsman who afterwards made a fine record as a manufacturer, and control of the other to a Mr. Jones. Nothing, I am certain, ever affected the success of the steel company more than the decision which I gave upon that proposal. Upon no account could two men be in the same works with equal authority. An army with two commanders-in-chief, a ship with two captains, could not fare more disastrously than a manufacturing concern with two men in command upon the same ground, even though in two different departments. I said:
"This will not do. I do not know Mr. Stevenson, nor do I know Mr. Jones, but one or the other must be made captain and he alone must report to you."