CHAPTER XIX
A NEW LINE
Whena man sets his heart on a thing he can accomplish a great deal in a comparatively short time. Thomas McGuire had been a careful, industrious employee. He had never acquired the habit of wasting all of his leisure hours and spare dollars in the wild resorts of the thriving towns that lay at either end of his run. He began now to study the history of American railways. He devoured everything in print, from the local weekly paper to the monthly magazines and reviews. He bought, begged, and borrowed books that would give him more or less of the financial history of the various railways of the country. He had the advantage of a fair education, which enabled him to read rapidly and understandingly. What he longed for and worked for was promotion, but it seemed to go by the other way. He grew impatient. To be sure, nobody ran around him, but promotioncame slowly. Nobody seemed to want to quit, or get killed, and so, when the Inter-Mountain Air Line was built, McGuire got in on the ground floor. He had the first passenger train on the road, and in a little while was made trainmaster, but there he hung for a whole year. Another step would put him in a place where he could send his song to Gloucester, but he was powerless to help himself on. At last an Assistant Superintendent was appointed and McGuire got the job.
Another man might have strained a point here and knocked, at once, at the gate of the handsome woman’s walled-up heart, but McGuire was severely exact. He must not be the Assistant Superintendent, but the whole thing, and so he worked and waited until another year had gone by. Of course, promotion was bound to come to a man who worked as he worked, he knew that, and it did come one spring morning when it was least expected. He was asked to take the place of General Superintendent of a competing line. As might have been expected, one of the first things he did was to mail a copy of a certain homely song to Gloucester, as asignal of his success, and then he went to work with a will. In less than six months he had made a name for himself, crippled the Air Line, which means success in this country where competition is the life (or death) of railroading, and they asked him to come back, and proposed to double his salary. But he would not go as assistant to a man who was notoriously incompetent, and whose only excuse for being in the business was that his father had inherited money and put it into the building of the new line. It happened, however, as it frequently does, that other people had put money into the same enterprise; they were losing it, and they objected to assessments where they had expected dividends. The young man resigned; McGuire took his place, and in ninety days had pulled the business back that he had pulled away with him. When a merchant is going to ship a few cars of goods over somebody’s railroad, he says to McGuire, who happens to be his personal friend, “You can do this as cheaply as the other fellows?” “Yes,” says McGuire, “the rate is about the same on all lines.” So it comes down to a matter of personal popularity, and McGuire getsthe freight, and that’s all there is to railroading, so far as getting business goes. When it comes to handling men and keeping up track, that requires a genius with colder blood.
In a little while McGuire was made General Manager, but he was unhappy. What was the good of all this success? The manuscript of the song had come back to him from the dead-letter office. He was famous in railway circles but miserable in mind. It was impossible to pick up a newspaper that ran “Railroads” without reading of the Inter-Mountain Air Line and its brilliant young manager. He was dignified enough to command the respect, and simple and democratic enough to win the love, of his subordinates. He looked to the heads of the various departments to manage the business, but watched over it all himself. He was always accessible. He could awe a manager’s meeting or he could put in a frog.
He never locked his door.