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Show o BUILD FROM BELOW. There seems to be a disposition on the part of some in positions of authority to look with apprehension upon the obvious efficiency of the man "next in line." Instead of commendable pride in the fact that the understudy is developing to the point where he is qualified to step into the "boss's" shoes, the "boss" has a lurking fear that his subordinate may crowd him out into the cold Of course, such an attitude is plainly indefensible. Tho man who, in addition to doing his work well, is training some one else to do it equally well, is building better for his own future than is the man who entrenches himself behind his own knowledge and experience and keeps the man "next in line" on the outside. Men do not take wings and soar to higher positions; it is necessary to build a structure upon which to rise, and the foundation of such a structure is organization. A vacancy always causes serious consideration of the question as to who is best fitted to fill it. Finally it is agreed that a certain individual is the right man. Comes then the question of filling Mr. Rightman's place. If he can say "I have a man in my office or my department whom I have trained for the position; he's as good a man as I am," the problem is immediately solved. But on the I other hand, if no one has been trained to Mr. Rightman's duties, some one else, who has properly built his organization, organiza-tion, will probably land the plum. The idea is to build up from below. An efficient organization, or-ganization, or perhaps, rather, an organization of efficient men, is the best possible means to employ in an effort to reach the next higher station. Credit for building up men is quite as much to be desired as credit for being proficient; and credit for both points in the direction of preferments. M. S. Monitor. ' o |
