Letters From A Railway Official
master for having so much overtime, see if the cutting out of that overtime will mean the greater expense of working another engine. The constant thought of every official is how to reduce expenses, how to cut down payrolls. This habit of mind, commendable as it is, has its dangers. In any business we must spend money to get money. The auditor’s statements do not tell us why we lost certain traffic through relatively poor service. Their silence is not eloquent upon the subject of the business we failed to get. Figures must be fought with figures and many a good operating official has had to lie down in the face of the auditor’s fire because, from lack of intelligent study of statistics on his own part, he had no ammunition with which to reload. Do not feel that if you happen to advocate an increase of expense you are necessarily a discredit to the profession, a dishonor to the cloth.
There are few roads that would not save money in the long run by allowing each division say one hundred dollars per month for developing talent. The expense distributed to oil for administrative machinery would express the idea. It would then be up
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