Railway rivalry is as keen as any other rivalry in business or politics, though I think it is healthier than what one sometimes sees in the political sphere, where ultimate rewards and punishments lie with electorates who may have given no study to the affairs they judge. Human nature being human nature, the personal equation sometimes enters prejudicially into the larger responsibilities confided to individuals.
The public has occasionally seen it in speed contests and rate wars. In the middle eighties the Grand Trunk, stung by the too challenging advent of the C.P.R., and both lines being subject to certain personalities which should have subdued themselves, ran competing trains between Ottawa and Montreal in something over two hours. For several years, owing to incompatibilities at the top, the Grand Trunk and C.P.R. did not exchange passes. When the Grand Trunk Pacific was building, and a Grand Trunk Pacific man had business in Montreal, although the shortest way was by C.P.R.—and the journey would bring revenue to the C.P.R. sleeping and dining car departments—he travelled via Chicago, because President Shaughnessy and President Hays had fallen out.
It is no reflection on Lord Shaughnessy or Sir William Mackenzie to say that they did not get along well together. The explanation was in the conscious majesty of the C.P.R. in presence of a rival which had carried all the marks of infant feebleness and youthful audacity; and in the natural-born imperiousness of a man who knew without boasting of it, that he was doing a great work, and did not need, on his abilities, to take second place to any native or adopted Canadian. But even here, the individual incompatibility could be subordinated to a statesmanlike regard for interests which were greater than either man’s temperament—of which two instances may be given.
Perhaps the most brilliant stroke the Canadian Northern ever made was the acquisition of the line from Regina to Prince Albert from its owners, and away from its lessees the Canadian Pacific. When it is said that at the beginning of its operation as a Canadian Northern branch the old Qu’Appelle and Long Lake furnished six million bushels of wheat for delivery at Port Arthur, the importance of the change may be appreciated. It gave us main line haulage equal to 600,000 miles for one full-loaded car.
In the fall of 1906 the lease to the C.P.R. was expiring, and the owners of the railway offered it to the Canadian Northern. Mr. Mackenzie caused Sir Thomas Shaughnessy to be asked whether he desired to retain the road, as he would not negotiate if the C.P.R. wished to retain the property. The reply was a speedy “No,” and the transfer was settled that very day.
On the other side of the account—a time came when it was thought that some closer association between the C.P.R. and C.N.R. might be advisable, in view of the impending competition of the G.T.P. against both. Sir Thomas Shaughnessy, meeting a Canadian Northern officer one day in Montreal, took him to his room; and said there was an opportunity for better relations between the two lines. He and Mackenzie, Sir Thomas said, didn’t get along very well, but that needn’t make any difference. Wouldn’t his present friend and old colleague take the matter up, in a friendly spirit, with Mackenzie? The effort was made, with excellent prospects of success, until political consid—but that’s another story.
These things are mentioned because, when one goes on to say that railway relations are fully as good as human nature and commercial competition will permit, it must not be understood that anything like Christian perfection is claimed for our sort of people. Speaking broadly, but very comprehensively, the personal relations of railway chiefs are excellent. When difficult questions have been fought over, and fought out, friendliness resumes its wonted dominion over the contenders. It would be said by my friends Mr. Beatty, President of the C.P.R., and Mr. Kelley, formerly President of the Grand Trunk, I think, that our relations were always of the happiest, whether we were associated competitively, or co-operatively.
Mr. Kelley, who dropped out of Canadian activities when the Grand Trunk organization was nationalized, was like M. H. MacLeod, in his change from engineering to general administration. He was an American with a wide range of construction experience, abroad as well as in the western United States when the Indians were a menace to advancing civilization.
Mr. Beatty, too, is an example of what is regarded as a change of profession. He went to the C.P.R. as a young lawyer; and became president at forty years old, after several years’ headship of the legal department. He exemplifies the great truth about administrative quality—that it is not routine proficiency, but grasp of varying conditions, and capacity quickly to reach and execute decisions which constitute the title to supreme executive control.
When, in October, 1918, Lord Shaughnessy retired, and Mr. Beatty became his successor, a very experienced C.P.R. director was asked why so young a lawyer had been so remarkably elevated. “Because he is the best-equipped man for the job,” was the complete answer.