The Cow Puncher

by Robert J. C. Stead

Dave read the account with a sinking heart. By the time he reached the end it seemed his heart could sink no further. He found that the editor had not left the office, so he approached him with as much spirit as he could command.

"I guess you won't need me any more," he said. "I'm sorry I made a mess of that fire story."

There was a kind twinkle in the chief's eye as he answered, "Nonsense. Of course we need you. You have merely made the mistake every one else makes, in supposing you could write for a newspaper without training. We will give you the training—and pay you while you learn. The only man we can't use is the man who won't learn. Now let me give you a few pointers," and the editor got up from his desk and held the paper with the fire story before him. "In the first place, don't start a story with 'the,' at least, not more than once or twice a week. In the second place, get the meat into the first paragraph. Seventy-five per cent. of the readers never go further than the first paragraph; give them the raw facts there; if they want the trimmings they will go down for them. That is where a magazine story is exactly opposite to a newspaper story; a newspaper story shows its hand in the first paragraph, a magazine story in the last.

"Then, get the facts. Nobody cares whether the fire bell rang or not, but they do care about the man who was suffocated; who he was, what he was doing there, what became of him. Revel in names. Get the names of everybody, and get them right. The closest tight-wad in the town will buy a paper if it has his name in it. Every story, no matter how short, is good for a number of names. In your copy as you turned it in"—the editor picked it up from his desk; he had evidently saved it for such an occasion as this—"the only name you had was that of the clothing store. I had one of the other boys get to work on the telephone, and you see he got the name of the proprietor; of the insurance company, with the amount of the insurance; of the man who turned in the alarm; of the owner of the dray team that obstructed the engine, and of the firemen who carried Beecher to safety. Every one of these people, with their families, their cousins, and their aunts, become especially interested in the story the moment their names are introduced.

"Next, remember that it is not the business of a reporter to pass editorial comment. It may have been too bad that the fire engine was delayed, but that is a matter for the editor to decide. The business of the reporter is to find out why it was delayed, and state the facts, without regrets or opinions. You must learn to hold the mirror up to nature without making faces in it. You know what I mean—keep your own reflection out of the picture. If you think the incident calls for an expression of opinion by the paper, write an editorial and submit it to me. But remember that the editorial and news columns of a paper should be as distinct as the two sides of a fence."

"Thank you very much," said Dave, slowly, when it was plain the editor had finished. "I think I begin to see. But there's one thing I don't understand. Why did you not mention the origin of the fire?"

A flicker of amusement—or was it confession?—ran across the chief's face as he answered, "Because we don't know what started it—and Beecher is one of our best advertisers. To say the origin of the fire is unknown always leaves a smack of suspicion. It is like the almost imperceptible shrug of the shoulder at the mention of a woman's name. You can't get away from it. And it is the advertiser who keeps the paper alive… I know it's not idealism, but idealism doesn't pay wages and paper bills, and as long as readers demand papers for less than it costs to print them they will have to take second place to the advertiser."

"Then all reports are to be coloured to suit the advertiser?" demanded Dave.

"No. Where a principle is involved—and we have principles, even in these degenerate days—we stand by the principle, even if we lose the patronage. Our notions of what is for the public good have cost us a lot of money at times. You see, the exploiter is always ready to pay his servants, which is more than can be said of the public. But where no real principle is involved we try to be friendly to our friends."

With these fresh viewpoints on his profession Dave entered upon his work the following day chastened but determined. Almost immediately he found the need of acquaintanceships. The isolation of his boyhood had bred in him qualities of aloofness which had now to be overcome. He was not naturally a good "mixer;" he preferred his own company, but his own company would not bring him much news. So he set about deliberately to cultivate acquaintance with the members of the police force and the fire brigade, and the clerks in the hotels. And he had in his character a quality of sincerity which gave him almost instant admission into their friendships. He had not suspected the charm of his own personality, and its discovery, feeding upon his new-born enthusiasm for friendships, still further enriched the charm.