“Whose is?” inquired his father, curtly.
“But about Tony,” continued Jack, “I wish I had him in a gang under me. I would work him, or break his neck.”
His father sat silently pondering for some minutes. Then, as if making a sudden resolve, he said: “Jack, I have been wanting to speak with you about something for some weeks. I have come to a place where it is imperative that I get some relief from my load. You see, I am carrying the whole burden of management practically alone. I look after the financing, the markets, I keep an eye on production and even upon the factory management. In normal conditions I could manage to get along, but in these critical days, when every department calls for close, constant and sane supervision, I feel that I must have relief. If I could be relieved of the job of shop management, I could give myself to the other departments where the situation at present is extremely critical. I want a manager, Jack. Why not take the job? Now,” he continued, holding up his hand, as his son was about to speak, “listen for a moment or two. I have said the situation is serious. Let me explain that. The financing of this business in the present crisis requires a man's full time and energy. Markets, credits, collections, all demand the very closest attention.”
Jack glanced at his father's face. For the first time he noticed how deep-cut were the lines that indicated care, anxiety and worry. A sudden remorse seized him.
“I am awfully sorry, sir,” he said, “I have not been of much help to you.”
Maitland waved his hand as if dismissing the suggestion. “Now you know nothing of the financial side, but you do know men and you can handle them. You proved that in the war, and, in another way, you proved that during this recent athletic contest. I followed that very closely and I say without hesitation that it was a remarkably fine bit of work and the reactions were of the best. Jack, I believe that you would make a great manager if you gave yourself to it, and thought it worth while. Now, listen to me.” Thereupon the father proceeded to lay before his son the immediately pressing problems in the business—the financial obligations already assumed, the heavy accumulation of stock for which there were no markets, the increasing costs in production with no hope of relief, but rather every expectation of added burdens in this direction.
As he listened to his father, Jack was appalled with what he considered the overwhelmingly disastrous situation in which the business was placed. At the same time he saw his father in a new light. This silent, stern, reserved man assumed a role of hero in his eyes, facing desperate odds and silently fighting a lonely and doubtful battle. The son was smitten with a sense of his own futility. In him was born a desire and a resolve to stand beside his father in this conflict and if the battle went against them, to share in the defeat.
“Dad,” cried his son impulsively, “I am a rotter. I have been of no help to you, but only a burden. I had no idea the situation was so serious.” Remorse and alarm showed in his tone.
“Don't misunderstand me,” said his father. “This is new to you and appears more serious than it is. There is really no ground, or little ground, for anxiety or alarm. Let me give you the other side.” Then he proceeded to set forth the resources of the business, the extent of his credit, his plans to meet the present situation and to prepare for possible emergencies. “We are not at the wall yet, by any means, Jack,” he said, his voice ringing out with a resolute courage. “But I am bound to say that if any sudden or untoward combination of circumstances, a strike, for instance, should arise, disaster might follow.”
Jack's heart sank still lower. He was practically certain that a strike was imminent. Although without any official confirmation of his suspicions, he had kept his eyes and ears opened and he was convinced that trouble was unavoidable. As his father continued to set forth his plans, his admiration for him grew. He brought to bear upon the problems with which he was grappling a clear head, wide knowledge and steady courage. He was a general, planning a campaign in the face of serious odds. He recalled a saying of his old Commander-in-Chief in France: “War is a business and will be won by the application of business principles and business methods. Given a body of fighting men such as I command, the thing becomes a problem of transportation, organization, reserve, insurance. War is a business and will be won by fighting men directed or governed by business principles.” He was filled with regret that he had not given himself more during these last months to the study of these principles. The prospect of a fight against impending disaster touched his imagination and stimulated him like a bugle call.