LITMIR.BIZ

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you'll 'make the riffle,' sure. But you must live more regularly, now that you are to have a salary. I know what it means to live as you've been doing. I used to do it myself. I could tell to a cent the nutritive value of a pegged pie or a sewed one, and at a single glance I could guess the probable proportions of the dog and cat in a sausage. That sort of thing's all right for a little while, but not for long, and as for the sleeping among lumber piles, it's risky. I used to sleep in an empty sugar hogshead by preference, but sleeping out of doors may give you rheumatism."

      "I've been doing it for four years," answered Duncan, smiling, "and I still have the use of my limbs."

      "Yes, of course. I didn't think of that. But you must live better now. There's a well-furnished room above the office. It was my brother's quarters before he got married, and it is very comfortable. You can take it for your own. Give Dutch John, the scrub boy, half a dollar a week to take care of it for you and that's all the rent you need pay. As for your meals, most young men in Cairo feed their faces at the hotel. But that's expensive and what the proprietor calls his 'kuzene' is distinctly bad. There's a lady, however, – Mrs. Deming, – who furnishes very good 'square meals,' I hear, over in Walnut street. You'd better try there, I think. She's what you would call a gentlewoman, but she needs all the money you'll pay her."

      Duncan wondered a little what a 'square meal' might be, but he was getting somewhat used to the prevalence in the West of those figurative forms of expression which we call slang. So he took it for granted that "square meals" were for some reason preferable to meals of any other geometrical form, and answered simply that he would look up Mrs. Deming's house after business hours should be over.

      "Remember," said Captain Hallam as he passed out of the office, "you are to see me at my house to-night. Better come to supper – say at seven – and after supper we'll talk over that law point you mentioned, and other things."

      Duncan wondered a little that Captain Hallam should give him so intimate an invitation when he knew so little of him. Everybody else in the office understood. Captain Will was planning to "size up his man" still further, in an evening's conversation.

      IX

      One Night's Work

      As the weeks and months went on the results of Guilford Duncan's work completely justified the confident assertion he had made to Captain Hallam that a capable man can learn anything if he really wants to.

      He rapidly familiarized himself with the technicalities, as well as with the methods and broad principles of business. He sat up till midnight for many nights in succession, in order to learn from the head bookkeeper the rather scant mysteries of bookkeeping. By observing the gaugers who measured coal barges to determine their contents, he quickly acquired skill in doing that.

      It was so with everything. He was determined to master every art and mystery that in anywise pertained to business, whether the skill in question was or was not one that he was ever likely to need or to practice.

      His diligence, his conscientiousness in work, his readiness of resource, his alert intelligence, and his sturdy integrity daily commended him more and more to the head of the firm, and not many months had passed before everyone in the office tacitly recognized the young Virginian as the confidential adviser and assistant of Captain Hallam himself, though no formal appointment of that kind had been made.

      But no advance of salary came to the young man as a result. It was one of Captain Hallam's rules never to pay a man more for his services than he must, and never to advance a man's salary until the advance was asked for.

      Captain Hallam was in no fibre of his being a miser, but he acted always upon those cold-blooded prudential principles that had brought him wealth. It was not money that this great captain of commerce worshiped, but success. Success was the one god of his idolatry. Outside of his business he was liberal in the extreme. Even in his business operations he never hesitated at lavish expenditure where such expenditure promised good results. But he regarded all unnecessary spending as waste, of the kind that imperils success.

      In his cynical moments, indeed, he sometimes said that "if you have a valuable man in your employ, you must keep him poor; otherwise you'll lose him." But in so saying he perhaps did himself an injustice. He was apt to feign a heartless selfishness that he did not feel.

      Little by little Guilford Duncan had learned all this as he had learned business methods. He had at first modestly proposed to himself nothing more in the way of achievement than to make himself a valuable subordinate – a private, or at most a corporal or a sergeant – in the ranks of the great army of work. But before many months had passed his modesty was compelled to yield somewhat to an increasingly clear understanding of conditions and possibilities. Somewhat to his own surprise he began to suspect himself of possessing capacities superior to those of the men about him, and even superior to those of many men who had risen to high place in commerce and finance.

      As Captain Hallam came more and more to rely upon the sagacity and character of this his most trusted man, he more and more brought young Duncan into those confidential conferences with the leading men of affairs, which were frequently necessary in the planning and execution of important enterprises, or in the meeting of difficulties and obstacles. In that way Duncan was brought into personal contact with the recognized masters – big and little – with railroad presidents, financiers, bankers, capitalists, and other men whose positions were in a greater or less degree commanding.

      At first he modestly held himself as nothing more than the tool and servitor of these great men. But presently he began to suspect that they were not very great men after all – to see that it was usually he himself who devised and suggested the enterprises that these men undertook, and he who saved them from mistakes in the execution of those enterprises.

      Guilford Duncan had never in his life kept a diary. He regarded that practice as a useless puerility and usually an indulgence in morbid self-communing and unwholesome self-consciousness. But it was his practice, sometimes, late at night, to set down upon paper such thoughts as had interested him during the day, for the sole sake of formulating them in his own mind. Often he would in this way discuss with himself questions concerning which he had not yet matured his opinion.

      He found the practice conducive to clear thinking and sound judgment. It served for him the same purpose that the writing of intimate letters might have done if he had had any intimates to whom to write letters.

      "I've been in conference this day," he wrote one night, "with half a dozen nabobs – not great nabobs, but second rate ones. Mr. M – was the biggest one. He's a railroad president, and he always talks loftily of his 'system' when he means the single railroad he presides over and its little branches. Then there was D – . He's a General Freight Agent, and he never forgets the fact or lets anybody else forget it. That's because he was a small shipping clerk until less than two years ago. I don't think much of his capacity. Yes, I do. He knows how to manage a big traffic fairly well, and he has had nous enough to climb out of his small clerkship into a position of responsibility. What I mean is that he has little education, no culture, and no intelligence outside of business. But I begin to see that except in its very highest places, business does not require anything better than good ordinary ability inspired by inordinate selfishness. Perhaps that is the reason that the novelists so rarely – I may say never – take a man of business for the hero of a romantic story.

      "All this has put a new thought into my mind. Why should not I, Guilford Duncan, make myself a leader, a captain, or even a commanding general of affairs. I am far better educated than any of these men. They hold that education is a hindrance rather than a help in business, but in that they are mightily wrong, as I intend presently to show them. Other things being equal, a man of trained mind should certainly achieve better results, even in business, than a man of untrained mind. A man of trained mind, if he has natural capacity and energy, can do anything that he chooses to do. I must never forget that.

      "But the man who would do things of any consequence in business ways must have money. The bank account is his tool chest.

      "I suggested some combinations to-night to those nabobs, and they are going to carry them out. They would never have thought of the combinations but for my suggestion. But they can and will carry them out, with great credit and

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