"Some people prefer mediocrity in the lime-light to greatness in the dark."
Herein he summed up the reason why Miss Adams has been an elusive and almost mysterious figure. By tremendous reading, solitary thinking, and extraordinary personal application she rose to her great eminence. With her it has always been a creed of career first. Like Charles Frohman, she has hidden behind her activities, and they form a worthy rampart.
The history of the stage records no more interesting parallel than the one afforded by these two people—each a recluse, yet each known to the multitudes.
IX
THE BIRTH OF THE SYNDICATE
C harles Frohman's talents and energies were very much like those of E. H. Harriman in that they found their largest and best expression when dedicated to a multitude of enterprises. Like Harriman, too, he did things in a wholesale way, for he had a contempt for small sums and small ventures.
Going back a little in point of time from the close of the preceding chapter, the final years of the last century found Frohman geared up to a myriad of activities. He had already assumed the rôle of Star-Maker, for Drew and Gillette were on his roster, and Maude Adams was about to be launched; the Empire Stock Company was an accredited institution with a national influence; he had started a chain of theaters; his booking interests in the West had assumed the proportions of an immense business; he had begun to make his presence felt in London. Yet no event of these middle 'nineties was more momentous in its relation to the future of the whole American theater than one which was about to transpire—one in which Charles Frohman had an important hand.
Despite the efforts made by the booking offices conducted by Charles Frohman and Klaw & Erlanger, the making of routes for theatrical attractions in the United States was in a most disorganized and economically unsound condition. The local manager was still more or less at the mercy of the booking free-lance in New York. The booking agent himself only represented a comparatively few theaters and could not book a complete season for a traveling attraction.
In New York the manager was an autocrat who frequently dictated unbelievable terms to the traveling companies. Immense losses resulted from small traveling companies being pitted against one another in provincial towns that could only support one first-class attraction. Most theatrical contracts were not worth the paper they were written on.
Charles Frohman had first counted the cost of this theatrical demoralization when his great "Shenandoah" run at the old Star Theater had to be interrupted while playing to capacity because another attraction had been booked into that theater. He and all his representative colleagues in the business realized that some steps must be taken to rectify the situation. Piled on this was the general business depression that had followed the panic of 1893.