“It is. Another class of young men attribute failure to rise to
employers having near relatives or favorites whom they advance
unfairly. They also insist that their employers dislike brighter
intelligence than their own, and are disposed to discourage aspiring
genius, and delighted in keeping young men down. There is nothing in
this. On the contrary, there is no one suffering more for lack of the
right man in the right place than the average employer, nor anyone more
anxious to find him.”
“Was this your theory on the subject when you began working for the
railroad company?”
“I had no theory then, although I have formulated one since. It lies
mainly in this: Instead of the question, ‘What must I do for my
employer?’ substitute, ‘What can I do?’ Faithful and conscientious
discharge of duties assigned you is all very well, but the verdict in
such cases generally is that you perform your present duties so well,
that you would better continue performing them. Now, this will not do.
It will not do for the coming partners. There must be something beyond
this. We make clerks, bookkeepers, treasurers, bank tellers of this
class, and there they remain to the end of the chapter. The rising man
must do something exceptional, and beyond the range of his special
department. He must attract attention.”