So to-day the president of the railroad has fortified himself in the only possible way—by creating vice-presidencies. Each ranking department to-day is apt to be recognized in council by a vice-president; and these heads form a cabinet as informal as that of the Federal Government and, in its way, quite as important. Legal traffic, and engineering traffic each demands a vice-president at that cabinet-board, and gets him. The general manager usually is the vice-president representing operation. One big road has eight vice-presidents. It is indeed a poor property that cannot show three or four men that are the fittest to hold this title.
There is another cabinet where the president must sit, which is formal and recognized; it is the board of directors. Between it and the lesser cabinet the president must take good care that he is not ground as between millstones. The cabinet of his department heads will tell him how he can spend his money; but he must get it from the upper cabinet. It is not always harmonious pulling in the upper cabinet. Imagine for a moment the troubles that sometimes arise in the lower.
You are sitting in the office of a big railroad president, talking straight to that big-shouldered soul himself. Outside is the shadowy roof of the train-shed of a terminal, which is filled with long lines of cars that come and go, of platforms that are black with humans one instant and quite deserted the next. The room has the quiet elegance of a comfortable home library. There are long rows of books upon the shelves; a great table is set squarely in the centre. But it is business—for a ticker is slowly spelling the fate of that railroad and every other railroad, upon the endless tape; a huge map of the system—many thousands of miles of high-class railroad—lies under the glass that covers the table top.
“They don’t always pull together,” the president of the railroad admits, when you ask him about the lower cabinet. “Sometimes they pull apart when they have honestly different ideas as to policy, and other times—there’s to be a big college football game up at G—— next Saturday. We have only two private cars for our four vice-presidents, every single blessed one of whom wants to go. I don’t want to go myself, and I’ve contributed my car, but we’re one short then, and the man that’s left is going around like a boy who’s had a chip knocked off his shoulder. He’s just been in here, and I’ve settled the matter by hiring a car for his party from the Pullman folks and footing the bill myself. I sent him out ashamed of himself.
“That’s Pete every time. Flares up quick, and every time he flares up I can remember when we were working the day-and-night tricks in a God-forsaken junction out on a prairie stretch of the Great West. He’s like a boy in some ways—awfully fussy about the rights and prerogatives of his department; and he’ll go all to pieces over some little thing if he thinks another man has stepped over on to his side of the line. But let a big situation arise—a flood that sets a whole division of our lines awash; a wicked congestion of traffic in midwinter blizzards; a nasty accident that takes away our nerve—and you ought to see Pete! He’ll be handling the thing as if he were putting a ball up on the links, and he’ll never lose his confident smile. That man in one such emergency is worth the hire of a dozen Pullmans.”
You ask about the upper cabinet, and the president lowers his voice. The board is no matter for light conversation. He steps to the window and points down into the concourse of the train-shed.
“I happen to know that young fellow over there by the mailbox,” he answers. “He’s one of our travelling freight-agents. He’s lucky. He works for one boss, and is responsible to him; I work for a whole regiment of bosses, and am held responsible by a group of pretty keen old citizens who gather around this table and put me on the rack.
“There are many interests in this property, and some of them are too big to sleep in the same bed. I have three directors who never speak to one another outside of this room, and rarely ever in it. There is another who represents the holdings of a road that fights this at every turn, and he hurts the property worse than any good husky plague. A big estate, with a bitter aversion to spending money for any purpose whatsoever, has another director here; and a banking interest presents a director who seconds him in every move, fool or good. That is the crowd I have got to work with when I want ten or fifteen millions to hold our own against some other fellow who is crowding us hard for business in our competitive territory or threatening to run a line into one of our own private melon-patches. That boy down there is lucky. He has only got to get out and land a couple of hundred carloads from a shipper who hates corporations worse than politics, and who has just had a claim for spoiled goods turned down by this particular corporation. That boy has the cinch job.”
This imaginary railroad president has told you of one of the vital points in the business of the railroad, the necessity for constant teamwork. A railroad head may have the genius of a Napoleon, the stubborn persistence of a Grant, or the marvellous executive ability of a Pierpont Morgan, and be worthless if his board is not working enthusiastically with and for him. It is not all pie and preserves by any means. The board may set its sweet will straight against his, and he may be forced to execute a policy of which in his own mind he has no trust. It is only once in a generation that a man like Harriman, who can bend a whole mighty directorate to his absolute will, arises. Harriman was a railroad president in the fullest sense of the word.