THE MAN WHO MAKES MISTAKES.
By H. Irving Hancock
[H. Irving Hancock, in the November Success.] It is by no means a new conception in commercial circles that the man who makes mistakes, and who therefore finds himself an object of censure from his employer, may be a very valuable employee. Yet it has probably occurred to but few people who toil for success that there is a corollary to the effect that he who goes on in his placid business way year after year, without being guilty of a single error, is a positive menace to the well-being of the one who engages his services. No American business man understood this latter proposition better than the late Eben D. Jordan, of Boston, founder of the great dry-goods house of Jordan, Marsh and Company. During one of his daily strolls through the store Mr. Jordan's glance fell upon one of his men who, for ten years, had been at the head of a certain department. "That reminds me," mused Mr. Jordan, "that I made a note yesterday to look into the record of this Mr. Smith. I'll do so to-day." Returning to his private office he sent for one of his head men and inquired:— "What sort of a fellow is Smith?" "The very best sort, I consider him," replied the subordinate. "I am very glad to hear that," quoth Mr. Jordan. "He has had charge of his department for ten years, I believe." "Yes, sir, and he has a unique record. He has never made a mistake." "Eh? What's that? Discharge him at once." "Sir?" stammered the surprised subordinate. "No, on second thought," continued Mr. Jordan, "you needn't discharge him right away. I'll give him another chance. Send him in to me." Smith came, entering the private office with some trepidation. "Sit down, Smith," said Mr. Jordan, kindly; "I have been told that you have had charge of your department for ten years, and that you have never committed a blunder." "Such, I believe, has been my record, sir," replied Smith, who now saw his way to certain promotion. "I want you to mend your ways, Mr. Smith," went on his employer. "But I don't understand you, sir," was the astounded man's reply. "I dare say you don't. That's what I wanted to see you about, Mr. Smith. I don't like men who never make mistakes. What I need here is a progressive man—one with plenty of push and enterprise. Now, a man who is full of zeal for me and primed with ambition for himself is sure to make a mistake now and then. The man who never blunders is too cautious, too slow to be worth much here. Recently I had a statement made out showing me the percentage of increase or decrease in the business of each department. I am sorry to say that your department is the only one that causes me any uneasiness. I find the reason to be that you are altogether too cautious. You never make any mistakes! Unless you can soon show some changes in your methods, Mr. Smith, you will not be a candidate for continued employment in this establishment." "Then you want me to make mistakes hereafter?" cried the dazed department manager. "There, again, you have failed to get the idea. The man who makes a lot of senseless blunders is an expensive luxury. The man who never does anything foolish is equally useless. Provided you blunder once in a while, yet show me that your department is becoming increasingly profitable to me, I shall consider you a valuable man. Think over what I have said to you, Mr. Smith. It is equally applicable to any business that calls for progressive men and methods. If at any time you are in doubt, come to me for advice. Remember that in my life of striving and struggling I have made plenty of blunders, and yet have made some money, too. It is restless zeal that counts. Go back to your department, Mr. Smith. I will give you two months in which to redeem yourself." It is worth while recording that Smith lost, with reason, much of his complacency about the absence of mistakes in his work, but he showed an improved balance sheet, and retained his position.