Analyzing Character by Arthur Newcomb (best ereader for epub .txt) 📕

other automobile racing kings. You look in vain among the aviators for a huge, rotund figure. Spend a week in New York City looking over subway workers, structural iron workers, guards, brakemen, motormen, carpenters, bricklayers, truckmen, stevedores, and boatmen. Go out into the country, look over the farm hands, the gardeners, the woodsmen, and all who work with their hands in the midst of nature, and in all the list you will find very few, if any, fat men. Fat men are, therefore, doing neither the actual intellectual nor the actual physical work of the world.

THE FAT MAN'S MODERN THRONE

Study butchers, bakers, chefs, provision merchants, and others who deal in food products. Among them you will find a good many corpulent figures. They are interested in good things to eat. They know how to handle them. They know how to purchase them, and they know how to sell them. They are able to tickle the palate of the lean and hungry scholar, of the robust and active soldier or worker, and, especially, of men as epicurean as themselves. They are, therefore, successful in the handling of food products. Go a little further—study foremen, superintendents, managers, and presidents of corporations. In many a large upholstered chair, which represents, in our modern life, the golden throne of the olden days, you will find a fat man. Here, as of old, they are taking the ideas of the thinkers and the muscular powers of the workers, and combining the two to make profit for themselves. At the same time, they are finding for the thinker a market for his ideas that he himself could never find. Unless the fat man fed him, the lean man would become so lean that he would finally die of starvation. The big fellow is also finding a market for the muscular power, energy, and skill of the worker; a market which the worker, by himself, could never find.

THE FAT MAN'S VALUABLE SERVICE

Recently we made a study of a large corporation. Amongst other things, we found it required ten thousand dollars capital to provide the building, machinery, help, tools, advertising, selling, and other necessities of that business for every employee on the payroll. It also required unusual organizing ability and unusual selling ability to gather together the means for manufacturing the product and getting it into the hands of the consumer. It also required considerable genius to collect the money for the product and apply it to the needs of the workers in the form of payroll. These services of the fat man are often forgotten by those who work under his direction.

In order that huge industries may be built up and employment secured for hundreds of thousands of men, large bodies of capital must be gathered together. This is a work for financiers. Go down into Wall Street, in New York; La Salle Street, in Chicago; State Street, in Boston, and look over the financiers there. A considerable number of them are fat men. Because thinkers and workers cannot appreciate financial value, many of them complain loudly because the fat man sits in an easy chair and reaps the profits from their efforts. They restlessly agitate for an economic system which will yield them all the profits from their ideas and labor. They want to eliminate the capitalist—to condemn the fat man to a choice between scholarship or working as they work and starvation. They know human aptitudes so vaguely that they want to turn the corpulent into farm hands or philosophers and the great mass of lean and bony into financial rulers.

There is a prevalent notion among the unthinking that capital takes about four-fifths of the products of labor's hands and keeps it. A committee of the American Civic Federation, after three years of careful investigation in industries employing an aggregate of ten million workers, found that this idea is based upon the assumption that capital gets and keeps all the gross income from production except what is paid to labor. It leaves out of account the cost of raw materials, the upkeep of buildings and machinery, and miscellaneous expenses. When these are subtracted from gross income, the committee found, labor receives two-thirds of the remainder in wages and salaries, capital one-third for interest, upkeep of capital, and profit.

FINANCIER AND JUDGE

With some exceptions, neither the deep thinker nor the hard physical worker is capable of handling finances. They are lacking in financial acumen, due, no doubt, to the fact that the thinker is interested chiefly in the object of his thought, the worker chiefly in the exercise of his powerful muscles. Neither of them is sufficiently eager for the good things of life to have a true and unerring sense of financial values. The lean man is nervous. He is inclined to be irritable; he probably lacks patience. Therefore, he is not well qualified to judge impartially. The active, energetic, restless man is not contented to sit quietly for hours at a time and listen to the troubles of other people. He must get away, be out of doors, have something to do to exercise those splendid muscles of his. Therefore, it is left to the fat man to sit upon the bench, to listen to tiresome details of the woe of those who have had trouble with one another. Because he is neither nervous nor irritable; because his mind is at rest; because he is well fed and well clothed and has no need to be anxious, he can take time to be impartial and to judge righteous judgment between his fellowmen. And so you will find fat men on the bench, in politics, in the halls of legislature, on the police force, and in other places where they have an opportunity to use their judicial ability.

HOW MISFITS HAPPEN

So unerring is the fat man's judgment of values, as a general rule, that it is not at all likely that he would ever find himself a misfit were it not for the fact that many men are lean and slender or muscular and robust up to the age of 30 or 40, and after that put on flesh rapidly. These men, therefore, are often deceived in regard to themselves. In the slenderness of youth, they feel active and are active. In short, they have the qualities, in these early periods of their life, which we should expect in men of similar build. They are, therefore, too likely to enter upon vocations for which they will find themselves unfitted as the years go by and they put on more flesh. It often happens that men of this class graduate from the ranks of thinkers or workers into the ranks of managers, financiers, bankers, and judges, as they put on flesh and become better and better adapted for that particular kind of work. The only trouble is that sometimes they are not well enough trained—they do not have sufficient education for the higher positions. In these cases they remain misfits. Oftentimes they succeed in getting into positions of comparatively mediocre executive nature, when they could assume and make a success of very much higher positions if they had a true knowledge of their vocations.

A FAT MAN'S SUCCESS

The story of Hon. Alfred L. Cutting, of Weston, Massachusetts, perhaps illustrates as well as any other in our records the aptitudes and vocational possibilities of this type. Mr. Cutting comes of good old New England stock, his ancestors on both sides having settled in Massachusetts comparatively early in the seventeenth century. His father and his grandfather before him were merchants, and young Alfred began working in the parental general store as soon as he had finished school.

As a youth, Mr. Cutting was quite distinctly of the bony and muscular type, being very active, fond of rowing and fishing, a great lover of nature and of long tramps through the beautiful hills of eastern Massachusetts. As he entered manhood, however, he began to put on more flesh and to take less interest in strenuous outdoor sports. At the same time, he began to take a hand, in a quiet, modest way, in the town politics of Weston. While still a comparatively young man, he was elected a member of the board of selectmen of this town and has held this position with singular acceptability to his fellow-citizens almost continuously ever since.

For a number of years, Mr. Cutting was associated with his father and brother in the general store, but, as time went on, he became ambitious to enlarge his activities. He, therefore, assisted in the organization of the New England branch of the Sheldon School, of Chicago, and was its manager for a number of years. When he first undertook this work, Mr. Cutting had never made a public speech in his life, and, while he was interested in politics and ambitious for success along this line, he felt greatly handicapped by what he considered to be his inability to face an audience acceptably. It was at about this time that we first formed the acquaintance of Mr. Cutting and, upon consultation, informed him of his natural aptitudes and talents. He immediately began a careful study of public speaking, supplementing this study with actual practice both in politics and in his capacity as manager of the Sheldon School. In 1908 and 1909 he was a member of the House of Representatives for the State of Massachusetts, gaining credit for himself as a member of important committees and rendering to his own constituency unusually faithful and efficient service.

SUCCESS IN EXECUTIVE CAPACITY

As manager for the Sheldon School, Mr. Cutting selected and trained a number of salesmen and assistants in the leadership of whom he did excellent work, he himself delivering lectures before boards of trade, chambers of commerce, trade conventions, and other such bodies in all parts of New England. He has since, however, given up this particular line of work to devote himself to politics, to his civic duties, and to the management of his growing mercantile business. He is, at present, chairman of the board of selectmen for the town of Weston, an office which he has held with distinction for five years. He is also a member of the executive committee of the Republican Club of Massachusetts. In 1913 he was the Republican candidate for representative in Congress for the thirteenth district, at the special election held during that year to fill the vacancy caused by the promotion of the Hon. John W. Weeks to the United States Senate. This was the year when the Progressive vote was very large and the Republican candidate for governor in Massachusetts was thousands of votes behind the Progressive. Notwithstanding this unusual political situation, Mr. Cutting, though not elected, led his Progressive opponent by more than 3,000 votes, and, by his splendid leadership, helped lay the foundation for the Republican victory in the same district the following year. At this writing, Mr. Cutting has just won a notable victory at the polls, having been elected a member of the board of county commissioners for Middlesex County by a very large plurality. He carried every district in the county except two, and in nearly every district he ran far ahead of his ticket.

POLITICAL PRINCIPLES AND PRACTICES

Mr. Cutting's ability, however, is by no means fully indicated by the offices which he has held. He has never been an office seeker, but has preferred rather to work as a political leader. His great interest in politics arises, first, from his ardent desire for excellence and efficiency in the public service. Under his leadership, the town of Weston has built and maintains more miles of excellent roads, at less cost to the tax payer, than any other town of its area in the State. Its schools and other public institutions are similarly efficient and conducted with a similar degree of economy. Second, Mr. Cutting enjoys politics because he loves the game.