Letters from an old railway official/Letter 18
LETTER XVIII.
BE A SUPERINTENDENT—NOT A NURSE.
July 17, 1904.
My Dear Boy:—I am so sure that you will be a general manager some day that I have been writing you a good deal of advice as to matters that are above the control of a division superintendent. As a rule, however, a man will fill any position better if he has a good conception of the work that is beyond his own sphere. Some people do not like to hire an ex-official for work subordinate to positions that he may previously have held. They fear that the old superintendent who gets aboard as yardmaster or dispatcher will be a nuisance, that he will be all the time scheming for promotion, that he may try to dictate to his superiors, that he will have too much dignity to climb a side ladder, that he will be only temporary, that they will soon be put to the trouble of breaking in another man. All of which is narrow and shows in the aforesaid objectors a lack of confidence in themselves and in their own organization. It all depends on the man himself. If he is the right stuff he will take a broader view for having been an official. He will appreciate the difficulties of his superiors. His desire to make good should induce him to put forth maximum effort. He may be able to get his men out of ruts of many years’ standing. It is so seldom that we get fresh blood we should be thankful that circumstances permit us to get a three-hundred-dollar man to work for one hundred. He may be only temporary for that position, but if he makes us money we should be willing to be incommoded later on. It is a selfish fear, this feeling that by and by our royal selves may suffer the personal inconvenience of having to look after a certain part of our machine that we thought was running itself. Vain hope, this looking for any kind of perpetual motion. We are paid official salaries to be big enough to tower over such lazy feelings, over our own personal disinclination to exertion. Let me repeat, once more, that for every position you should have an understudy. Then if anybody drops out through promotion or otherwise your task is a simple one.
A fact that none of us should overlook is that we all have superiors. The president reports to the directors, and the latter to the stockholders. The stockholder, big or little, is his or her majesty, the citizen. Our superiors must know what we are doing. They will not butt in and give us so many directions if we just keep them advised of our progress. Your general superintendent is an able man, but neither you nor he is a mental telegrapher. After you get the surgeons called, the wreck train started, the general superintendent should be the next man to have the wire. Tell him briefly what has happened, what you have done, are doing and expect to do. If conditions are such that it is wise for you to go to the wreck or the washout yourself, wire him that you are on the ground. Don’t think this is enough, but every half hour or so tell him how you are getting along. He will feel better and the officials above him will feel better. You will feel better because, if they are wise, they will let you alone and not bother you with instructions. Above all things do not try to pass responsibility up higher by asking what to do. Tell the general superintendent what trains you will detour, what equipment you will need from other divisions for stub runs, what you have requested your neighbors to do. War has been declared, the writs of the courts have ceased to run. You are the general in the field and it is all up to you. From the moment that you are wideawake enough to answer the telephone at the head of your bed, your brain should be earning your company many dollars a minute. As you slip into your clothes, think connectedly where all available men and material are to be had. As you rush over to the office, figure what the situation needs to protect the morning suburban trains. When you see the train sheet, tell the dispatcher what trains should be kept on time as long as possible, what trains should be tied up to prevent a blockade. Don’t sit down and take the key, or act as call boy or for one second forget that you are the superintendent, that the whole push looks to you. The cooler your manner, the less hesitating your instructions, the greater the confidence of your men in you and in themselves, the better their work.
Arriving at the scene of trouble, size up the situation, reassure the panic-stricken passengers, organize everybody present, give politely all the information you have, how many hours passengers will be delayed, what train will come to take them forward, when their baggage can be expected. Be cool but sympathetic; alert, but polite. In a few minutes your presence for good will be felt. Tell the wreckmaster what to do first, but do not try to handle his men. Resist the temptation to use an axe or shovel yourself. Do not shrink from the sight of blood. Lead the relief parties, but do not try to be surgeon or nurse. Let the others do the lifting of the killed or injured. You do your work with your brains and with your voice. Be a superintendent. Care first for the injured and the dead. Then look to the comfort of the other passengers. Next in importance comes the mails, then the express and the baggage. Do not give any grand stand orders to burn cars or roll heavy equipment down the bank. Think twice before you destroy more property. The line must be opened, but conditions may be such that an extra hour or two will not complicate the situation, and will save the company thousands of dollars. Men often earn big salaries by the things they avoid doing.
When the work has been organized, circulate among the gangs, give each foreman a word of praise, tell them all that you have ordered coffee and sandwiches, that the company also gives its men square meals at wrecks. Arrange to feed your transferred passengers earlier rather than later than usual. Do not hesitate to feed badly delayed passengers at the company’s expense. When everything is running smoothly keep your mouth shut and your ears open. As the country people come flocking in to see the wreck, as the roadmaster yells his orders, you will hear some sweetheart ask her swain if that is the superintendent who has such a big voice. When he shakes his head and the wreckmaster roars to take a fresh hitch, she guesses again, only to be told that the quiet man over there with apparently the least to say is the boss of all. Soon many of the bystanders are pointing admiringly at you as the master of the situation. When it is all over, when, hours or days later, you lie down for a well-earned rest, you will feel that you are a railroad man, that you are holding down a job for which no old woman need apply. There is some self-satisfaction in this world which outruns the pay car, which cannot be measured in dollars and cents.
What I am telling you holds good for a trainmaster, a yardmaster or whoever happens to be the senior representative present. Sometimes it is better to send out the trainmaster and stay in yourself to handle an already congested situation. Sometimes the trainmaster is at the wrong end of the line and you must go yourself. Common sense is a pretty safe guide as to one’s course of action. The principle to be remembered is to avoid interference with the man on the ground. If it is a minor derailment which the conductor is handling, do not rattle him with messages, with requests for reports. When you examine your conductors on rules, include questions and explanations which outline action expected in emergencies. Forbid your dispatcher sending a stereotyped message to get written statements of all witnesses every time a personal injury occurs. Have your conductors, your agents and your section foremen so drilled that they will keep the office informed and will depend on themselves, not on the dispatchers, for such things. Your rules, your organization, the instructions on your blanks will amount to little if they are continually discounted by special messages. You had better lose a set of reports than tear your organization to pieces. When somebody falls down, discipline him in such a way that the others will keep in line.
It takes patience and persistence, forbearance and firmness to drill men to a high state of discipline. Disobedience and indifference can sometimes be traced to unwise orders. The impossible or the unreasonable is expected. There are too many bulletins and too many instructions. Do not think a thing is done, an abuse corrected, a condition remedied simply because you have given an order to produce the desired effect. It is up to you to follow the matter to a finish. You must know by observation, by inspection, by the reports of your staff, that your order is being obeyed. The way to enforce discipline is not to keep repeating the order. Except in rare cases an order should not be repeated or a bulletin reissued. Weak men try to strengthen their discipline by extravagant language in their instructions. Do not say that no excuse will be taken for failure to turn in these reports or to comply with these instructions. You may be made to appear ridiculous, even mendacious, by a cloudburst, by a holdup, by an act of God or the public enemy, as the old law phrase runs. Vitality in expression is a good thing. It is useless without vigor in enforcement. The latter does not depend upon the kind of breakfast food you order in the dining car, but upon the ginger in your administration.
Affectionately, your own
D. A. D.