“I know, sir; and the doctor waited for half an hour beyond the time; but he has only gone in this moment.”
It is just possible, in Layton's then frame of mind, that he had turned away and left the house, never to re-enter it, when a slight circumstance determined him to the opposite. This was the footman's respectful manner as he took the hat from his hand, and threw wide the door for him to pass onward. Ay, it is ever so! Things too trivial and insignificant for notice in this life are every hour influencing our actions and swaying our motives. Men have stormed a breach for a smile, and gone out in black despair with life just for a cold word or a cold look. So much more quickly does the heart influence than the head, even with the very cleverest amongst us.
As Layton entered the dining-room, his host rose to receive him, and, with a polished courtesy, apologized for having gone to table before his arrival. “I gave you half an hour, doctor, and I would have given you longer, but that I am aware a physician is not always master of his time. Colonel Karstairs you are acquainted with. Let me present you to Mr. Ogden. Dr. Layton, Mr. Ogden.”
There is no manner that so impresses the world with the idea of self-sufficiency and pretension as that of the bashful man contending against his own diffidence; and this same timidity, that one would imagine so easily rubbed off by contact with the world, actually increases with age, and, however glossed over by an assumed ease and a seeming indifference, lives to torment its possessor to his last day. Of this Layton was an unhappy victim, and while imbued with a consummate self-esteem, he had a painful consciousness of the criticism that his manner and breeding might call forth. The result of this conflict was to render him stern, defiant, and even overbearing,—traits which imparted their character even to his features in first intercourse with strangers.
“I don't know how Halford managed it,” said Mr. Ogden, as he reseated himself at table, “but I 've heard him say that his professional engagements never lost him a dinner.”
Simple as were these words, they contained a rebuke, and the air of the man that uttered them did not diminish their significance.
Mr. Ogden was a thin, pale, pock-marked man, with an upstanding head of gray hair, a very high and retreating forehead, and a long upper lip,—one of those men in whom the face, disproportionately large for the head, always gives the impression of a self-sufficient nature. He had a harsh, sharp voice, with an articulation of a most painful accuracy, even his commonplaces being enunciated with a sort of distinct impressiveness, as though to imply that his copper was of more value than another man's gold. Nor was this altogether a delusion; he had had a considerable experience of mankind and the world, and had contrived to pass his bad money on them as excellent coin of the realm. He was—and it is very distinctive in its mark—one of those men who always live in a class above their own, and, whatever be the recognition and the acceptance they have there, are ever regarded by their rightful equals as something peculiarly privileged and superior.
“My Lord” would have called him a useful man; his friends all described him as “influential.” But he was something greater than either,—he was a successful man. We are constantly told that the efficiency of our army is mainly owing to the admirable skill and ability of its petty officers. That to their unobtrusive diligence, care, and intelligence we are indebted for all those qualities by which a force is rendered manageable, and victories are won. Do we not see something very similar in our Bureaucracy? Is not our Government itself almost entirely in the hands of “petty officers”? The great minister who rises in his place in Parliament, the exponent of some grand policy, the author of some extensive measure, is, after all, little more than the mouthpiece of some “Mr. Ogden” in Downing Street; some not very brilliant or very statesmanlike personage, but a man of business habits, every-day intelligence, and long official traditions,—one of those three or four men in all England who can say to a minister, “It can't be done,” and yet give no reason why.
The men of this Ogden stamp are, in reality, great influences in a country like ours, where frequent changes of government require that the traditions of office should be transmitted through something higher and more responsible than mere clerks. They are the stokers who keep the fires alight and the steam up till a new captain comes aboard, and, though neither commanders nor pilots, they do manage to influence the course of the ship, by the mere fact that they can diminish the force of her speed or increase its power without any one being very well aware of how or wherefore.
Such men as these are great people in that dingy old house, whose frail props without are more than emblems of what goes on within. Of their very offices men speak as of the Holy of Holies; places where none enter fearlessly save secretaries of state, and at whose door inferior mortals wipe their feet with heart-sinking fear and lowness of spirit, rehearsing not unfrequently the abject words of submissiveness with which they are to approach such greatness.