VoL.41, No.9
HEAD OFFICE:MONTREAL, NOVEt~fBER1960
On Beinga JuniorExecutive
T
HISMonthly
Letter
is forpeoplewhobelieve
that
progress
canbe madetowardbecoming
an executive.It is notfor thosewho lookuponmanagement
as an inherited
talent,
or onewhichdescends
upona
man likea prophet’s
cloakwhenhe is elevatedto
managerial
rank.
Youngmen and womenwho feelthe urge to move
aheadin business
haveeveryencouragement
to do so.
No matterhowgreatly
theeconomic
llfeof theworld
maychange,
therewillstillbe opportunities
on the
juniorlevelof management
opento peoplewho have
developed
theirexecutive
ability
andtrainedthemselves
inadministration.
Whois a junior
executive?
Everyone
isentitled
to be
calleda juniorexecutive
whosejobrequires
himto
exercise
independent
judgment
in thehandling
of staff
andin dealing
withbusiness
responsibilities.
He may
be a teamleader,
a foreman,
a supervisor,
a department
orbranch
manager,
oranassistant
tothechief
executive.
Whatever
heiscalled,
heisresponsible
fortheproper
conduct
of hisjob,setting
thetopexecutive
freefrom
routine
detail
sothathe mayconcentrate
on thelarger
problems
of thebusiness.
Thejuniorwilldo,within
hissphere,
allthatthechiefhimself
woulddo if he
werethere.
Anytwo-by-four
clerkcancriticize.
Hecanpointto
wherehischiefstumbled
or wheretheworkerscould
havedonesomething
better.
Thejuniorexecutive
does
notindulge
in thissortof thing.
He assumes
responsibility
forkeeping
hischief
fromstumbling,
andaccepts
responsibility
forthequality
ofhispeople’s
work.
Humanskillis a basicrequirement
in thejunior
executive.
He mustgainthecollaboration
of hiswork
group.
He mustbringoutthebestefforts
of others
and
unitethoseeffortsin a commonpurpose.
If he can
cleara pathforothermento walkin,he hascontributedgreatly
to them,to thebusiness,
andto hisown
satisfaction.
Cardinal
qualities
It is customary
to summarize
theexecutive
functions
inthisway:originate,
direct
andscrutinize.
We shouldemphasizeabilityto originate.
The
juniorexecutive
whoconceives
anddevelops
ideasis
bestofall;insecond
place,
butstill
good,
istheperson
who can acceptand adaptgoodsuggestions
and put
themintooperation;
behindthese,and practically
useless
as managerial
material,
arethosewhocannot
themselves
thinkof newand improved
waysof doing
thingsand cannotaccept,understandand apply
suggestions
fromothers.
Themanin thetopgradehasmanypersonal
qualities:
patience,
self-control,
perseverance,
self-reliance
anda
sense
ofvalues.
Without
thesebasicqualities
no mancancarryout
thethreepersistent
tasksof management:
applying
science
andtechnical
skillto somematerial
orservice;
systematically
ordering
operations;
organizing
sustained
co-operation.
Howareyoutoshowyourvalueas a junior
executive?
Oneof thebestwaysisby saving
yoursuperior’s
time.
Before
yougo to himwitha problem,
trynotto.Ifyou
mustgo,choosea timewhenhe is mostconveniently
ableto givesuchmatters
consideration.
Whenyoudo
go,takea complete
outline
of yourproblem
or plan,
notjusta sketchy
suggestion.
Half-baked
ideasshow
youina poorlight.
Personality
Personality
is yourpersonal
identity.
It is what
enablesyouto bringtogether
a basicneedandthe
results
ofresearch
anddigest
themintoa workable
plan.
Themorepersonal
qualities
youapplyto yourwork,
thebetter
junior
executive
youwillbe.Thesuccess
or
failureof anyprojectof magnitude
turnsuponthe
individual
skill,
thecapability,
andtheleadership
of
themanwhowhipsit intoshape.
Personality
demandsthe discipline
of character
whichcansay "yes"and"no"to menand proposals,
notoutof blindobstinacy,
butwiththefirmness
which
is derived
froma conscious
weighing
of alternatives.
Thisquality
istheendresult
ofgoodhabits
ofthought.
Personality
includes
firmness
ofmind.George
Eliot’s
Middlemarch,
written
in 1871,
is notcurrent
reading
for
thoseresponsible
foradministrative
training,
butit
containsat leastone seasonablesentence.Mr.
Cadwallader,
therector,
saysofthesquire:
"Brooke
is
a verygoodfellow,butpulpy;he willrunintoany
mould,
buthe won’tkeepshape."
Thatis a truepicture
of a manwhowillnevermakean executive.
thewrongway,the moreactiveandswifthe is,the
further
hewillgoastray."
Youmusttailor
yourambition
to fityourabilities.
Don’ttryto forceit.Either
makeoveryourdesire
to
fityoureveryday
life,or determine
to makeoveryour
lifetoaccommodate
yourdesire.
Ifthereisconflict,
if
thereis a seesawing,
youandyourfamilywillbe unhappy.
It doesnotpayto be an over-eager,
acquisitive,
person,
whosebrowis crowned
witha fevered
diadem.
Competition
is,to sucha man,toogrim,toomucha
matterof tautmuscles,
to makea satisfactory
basis
forlife.
SirWalter
Scotttellsus in oneof hisstories
that
The man withan optimistic
turnof mindhas an
whenQueenElizabeth
I gaveRaleigha diamondring
advantage.
People
do notliketo workfora pessimist.
he usedit to scratch
on a window
in thepalace:
"Fain
Theup-and-coming
junior
is always
optimistically
alert
wouldI climbbut thatI fearto fall."The Queen
foropportunities
tousehistalent
constructively.
completed
thecouplet:
"Ifthymindfailthee,do not
climb
at
all."
Opportunity
is nothing
elsebuta special
arrangementof circumstances
in whichwe can,if we havethe
At everystagein hisprogress
thejunior
executive
gumption
andenergy,showourexcellence.
needsto keepin mindthathe is onlyas goodas his
performance
proves
thatheis.If hefails
to deliver
the
Special
opportunities
do notliein anyparticular goods,
hesoonloseshisreputation.
industry
or business
or profession,
butwithin
people.
Theyareat handaccording
to a man’sability,
his
Preparing
for leadership
visionand hiswillforaction.Ability
presupposes
Yourpreparation
mustbe suitable
to thegreatness
constant
learning;
vision
meansseeing
bitsofevidence
of yourhopesandthelargeness
of theenterprise.
You
which
others
ignore;
thewillforaction
arises
outofjoy
aregoingto capture
a fortress:
makesurebeforehand
in striving
withandovercoming
difficulties:
andthisis
thatyourscaling
ladders
arelongenough.
thehighest
humanfelicity.
Preparation
consists
in pushing
outtheboundaries
Aboutambition
of ignorance
Youneedto learnnotonlywhatthejob
requires
buthowyoumeasureup to the requirements
The man promotedto juniorexecutiverankmust
yourself
to meetthem
notbelikethepoint
inEuclid’s
first
definition:
having andwhatyoucando to prepare
triumphantly.
position
butno magnitude.
Ambition
is a dynamic
thing,havingan endin view
anddevising
meansto attain
thatend.Itis thedriving
forceof themanwhowishes
to be,notto appear,
the
best.
Theidealwayof promotion
is this:yoursuperiors
pullyou up becausetheyneedyourhelp;yourassociatespushyou up becausetheybelievein youand
likeyou.
It is arrogant
to thinkthatyoucansolvecomplex
problems,
or compete
successfully
withshrewdopponents,or captaina team,withoutdoingyourhomework.An orchestra
leaderdoesnothaveto be ableto
playall theinstruments,
buthe doesneedto know
how they shouldsoundwhen playedwell,and how
theyblendto produce
music.
Trytomatchyourchief’s
vision
ofyourorganization.
Knowtheuniversal
principles
of business,
andproceed
Thereis nothingneurotic
aboutan ambition
that
to bringthe knowledge
of individual
partsto your
worksin thisway.Themanof neurotic
ambition
does
fingertips.
Don’tdependuponotherpeopleto teach
not wishto makea contribution
to anyoneaboveor
you:thekeywordin yourprogress
is "learning."
If
belowhim,butmerely
to surpass
others.
youare nota self-starter
you arenotcompetent
to
startothers.
Youmayreachsomesuccess
as a driver
Ambition
isnotfulfilled
easily.
Itrequires
direction,
of men,butyouwillnotbecome
a leader
of men.
energy,
patience,
vigilance
anddetermination.
Francis
Bacongavea newtwisttoAesop’s
fableofthehareand
One monthof genuineresearchinto yourwants,
the tortoise.
As Bacontellsit: "Thelamemanwho
yourcapability,
yourpersonality
and the powerof
keepstherightroadoutstrips
therunner
whotakesthe
yourambition
willbe worthyearsof tryingthisand
wrongone.Nay it is obviousthatwhena man runs
thatin searchof satisfaction.
If thereis anydoubt
I
Whenyoucometo makea responsibility-accepting
in yourmindaboutyourability
andinstinct
to be a
decision,
it isa greatcomfort
toknowthatyouhavethe
leader,
resolve
it.Youwillneverbe a goodexecutive
respect
and
support
of
those
around
you.If everyone
unless
youaresureofyourself.
is pulling
in therightdirection,
withesteem
foryou
An executive
mustbe ableto facehimself
honestly, as a personas wellas in yourroleof topman,your
andprofit
by hismistakes.
He cannot
perfect
histechmindisfreeofjarring
thoughts.
niques
as a spectator.
He is thesonofhisownworks.
Veryfew personsin topmanagement
in thesedays
Hisdevelopment
is self-development.
clingto theideaof runningthingsby dictatorial
Itis oftheessence
oflearning
to benefit
by criti- methods.
No generalin war,or stateman
in governcism.An envious
jibewhichrousesus to takea clear
ment,or executivein business,can performany
view of ourselvesmay improveour work.We may
glorious
exploits,
or notableservice,
withoutthe
havebeensailinga littlelop-sided,
but whenour
concurrence
of othermen’sendeavours.
attention
is called
toitwecantakeconstructive
action,
To obtainthismeansthe removalof friction
and
shiftourballast,
andgetbackon anevenkeel.
conflict.
Co-operation
mustbe practised
by everyone,
Virtues
tocultivate
bythosesupervising
as wellas thosebeingsupervised.
Everyyoungmanwhoaspiresto executive
position Thatstateof affairs
is notbrought
aboutby mimeomustlearnto obey.Themanwhohas notlearned
the
graphed
messages
fromthefrontoffice,
butby personal
importance
ofcarrying
outinstructions
is notfitted
to
qualities.
command.
Obedience
is a virtuethatis onlygainedin
Thejuniorexecutive
shouldcultivate
thecapacity
oneway-- by practice
inobeying.
for
changing
his
mind.
Consistency
may
be a jewel,
Patience
is needed.This
wordtakes
in a lotofground:
but
not
at
the
cost
of
making
a
mistake.
Whenyour
it implies
mental
health,
maturity
andurbanity.
peopleproducenew evidence
of a convincing
sort,
repudiate
youryesterdays
withindifference
tocriticism.
We mustbe patientevenwhenwe are calledupon
Themanwhosticks
to hisopinions
tenaciously
willfind
to do thingswhichseemto us to be belowthelevelof
that the worldhas movedon and left him behind.
ourskillor dignity.
In a philharmonic
orchestra
it
sometimes
fallsto thelotof artists
whoareacclaimed RalphWaldoEmersondid not write:"Consistency
is thehobgoblin
of littleminds."
He didwrite:"A
in theirownrightto provide
theconventional
backfoolish
consistency
is thehobgoblin
of little
minds."
ground
musicfortheshowyvocalparts.
Itisnota signofgreatness
tobeimpatient.
Thesun,
thegreatest
sphere
in ourgalaxyandthemostimportant,ripens
thesmallest
bunchof grapes
as if it had
nothing
elsetodo.
Taketimeto think
Making
decisions
terdayandthedaybeforeyesterday
is allrightfor
todaybecause
it gotyouintono trouble:
if youthink
likethatyouarenotdisplaying
executive
qualities.
You mustlearnto livepositively
in thisage of
transition,
an age in whichwe are temptedto compromise
andto driftwiththe tide.Theenlightened
statesmen
of ancient
Athensencountered
suchan age,
Thejuniorexecutive,
morethananyof thosewhose
thatis validtoday:
workhe directs,
hasneedfortact.He willusecourtesy buttheyhada savingprinciple
theyscorned
falseobjectivity,
which
consists
inkeeping
to takethesharpedgeoffpower.He willnevertreat
exactlythe same distanceawayfrom each of two
an idea,evena grotesque
one,withcontempt.
He will
opinions,
regardless
ofthetruthofeither.
payattention
toit anddiscuss
it.He willdealjustly, contrary
buttenderly,
withcomplaints.
Hewillnothesitate
to
If you areforeverhankering
afterthe safetyof
askpardon
forhismistakes.
straddling
thefence;
if youfeelthatwhatyoudidyesBy a happycombination
of several
of thesevirtues
the juniorexecutive
laysgoodgroundwork
for his
ultimate
test:theacceptance
of responsibility.
Decision
makingis a commitment
of yourself.
Before
youreachit youmusthavetested
factsrigorously
and
weighed
possible
results.
Youcannotalways
go by the
plotted
course.
Therealities
maycontradict
charts
and
statistics.
The leadsman
on a shipsingsout:"The
water’s
shoaling
rapidly;"
thecaptain
says:"There’s
sixfathoms
bythechart;"
to thistheleadsman
replies:
"Fourby theline."Is thecaptain
goingto sailon~
reckoning
hischarta better
guidethanthelead?
Insteadof contenting
yourselfwithfollowing
a
formula,
youwillaskabouteveryease:is theformula
applicable
to thesecircumstances;
has something
happenedto changethe conditions
underwhichthe
formula
wasarrived
at?
Thisentails
open-mindedness,
beingwilling
to listen
to andgiveconsideration
to otherpeople’s
opinions.
Onlythe mediocre
personis surebeyonddoubt.The
executive-minded
personis pursuedby the feeling
thattheremaybe a betterway.
Thatis whyhe takestimeout formeditation.
He
maynotcallit that,buthe doesstepasidefromthe
noiseandhurryofencumbering
workto takea prospect
of thingsas seenfromthegreatdistance
of lakeor
stream,
of gardenor parkor someotherquietplace.
There,
he prepares
himself
to meetthesurprises
ofthe
future,
events
thatareyetunknown.
Robert
N. Hilkert,
FirstVice-President
of theFederal
ReserveBankof
Philadelphia,
toldhisstaff:
"Meditation
maywellbe
oneof ourbestmanagerial
techniques."
Somepeople
fleefromtheirthoughts.
At lunchthey
pokedimesintomusicboxesto drownsilenceand
thinking;
intheevenings
theystuffthevoidwithtelevision;
between-times
theyfillwithtalkif theydon’t
carrypocket
radios.
Theyexplore
no roots;
theysprout
no ideas;theygrowno plans;theymakeno effortto
cultivate
their
sense
ofvalues.
Thejunior
executive
isofa different
sort,always
on
tiptoe
to meetexistence.
Outofhiswell-ordered
mind,
wherefactsandexperiences
arenotonlystoredbut
studied,
he givesharmony
to thingsaroundhim,and
brings
newthings
intobeing.
Who elsebut sucha man can attaindignity?His
effective
activity
is sure-footed.
Hedoesnotneedthe
crutch
of self-pride.
Heis givenappreciation
anddoes
notmissadulation.
He is knownforwhathe is,not
forwhathemightfancyhimself
tobe.
An ancientGreekpoetsaid:"Ourhighrank,with
greatness
longacquainted,
knowstouseitspowerwith
gentleness."
Youknow,of yourownexperience,
how
pleasant
it is to havea bosswhowantsyouto make good,who helpsyou to makegood,and whorejoices
whenyousucceed.
Vitalto getting
whatyouwantis goodcommunicationofideas.
Oneofthespecial
qualities
oftheproficient
junior
executive
ishisability
to translate
complicated
directives
or muddyinstructions
intocommon-sense
terms
so astogetthings
done.
Andherewe cometo thecrucial
test:getting
things
done.Thejuniorexecutive’s
worthwillnotbe determinedby the numberof reports
and memoshe writes.
He demonstrates
hismanagerial
capacity
by grasping
quickly
theessentials
of a problem,
deciding
rapidly
whathe willdo,makingclearto allconcerned
what
theirpartwillbe,andthenseeing
thathispeople
get
on withthejob.
Theexecutive’s
vocabulary
is fullof activeverbs
leading
to effective
work.He doesnotsitat hisdesk
waitingfor theday to cometo him.He goesout to
meetit,pushing
himself
intothewayofideaswaiting
to fallon thosewhoaregoodcatchers.
Keepon learning
Youarenotdoingjustice
to youropportunities
if
you dependupon daily experienceas your only
teacher.
Youmaybe discharging
yourdutiesacceptDealing
withstaff
ably,butyoumayfeelthatyouarenotprogressing.
Executives
polledby Fortune
someyearsagoabout
Listen
to this:"A man’sefficiency
depends
absolutely
the qualities
contributing
mostto theirpersonal
uponthestrength
of hispurpose.
Systems,
time-cards,
success
placed
"ability
tohandle
people"
aboveability stop-watches,
calculated
economyof timeand effort
to makedecisions
or thepossession
of technical
knowareas if theywereworthless
fiddle-faddle
unlessa
ledge.
man’sspiritis blazing
withpurpose."
Thatdoesnot
visionary,
butfroma textThemainjobof thejuniorexecutive
is to achieve comefromanywild-eyed
business
education
establishresults
throughpeoplewhoareunderhisdirection. bookofoneof theoldest
ments,The Alexander
HamiltonInstitute.
You will
He mustframehis instructions
and orderswiththe
andtheMan.
difficulties
inmindsoastowinthebestpossible
response. finditinBusiness
If youaredrivenby purposeful
ambition
youwill
Youcangiveyourself
goodmarksin thisdepartment
broadenyouroutlookby makingwide contactwith
if:(1)yourworkers
leaveyouroffice
aftera briefing
knowledge
of allsorts.Wherever
youtouchthestream
witha feeling
ofuplift
andconfidence;
(2)yourworkers
of lifeyouwillfindbenefit.
Youarenotlimited
to a
areclear-minded
aboutwhatyouwantthemto do;(3)
narrowknowledge
of a particular
business.
Youare
yourworkers
knowthatyouarepulling
yourweight.
seekinga broad,intellectual
environment
in which
yourideashaveroomto grow.
Employee
resentment
is roused
particularly
by these
executive
attitudes:
saying
"no"habitually
to requests
Thetop-flight
manis notafraidto readgoodbooks
andsuggestions;
procrastination
of decisions;
inadeoutside
hisbusiness
library.
He is notafraidof the
quacyof instructions,
leaving
theworkerto findhis
splendid
wordsandideashe findsin them,likehonour,
ownwayto an ill-defined
goal.
integrity,
fairplay,conviction,
enthusiasm.
Youdon’t,
asa junior
executive
inbusiness,
actlike
an armysergeant
on thedrillsquare.Whenhe barks
an orderallhe wantsis a reflex;
whenyougivean
orderyouwantintelligent
reaction.
Authorized
as ~econdela~mail,
PostOfficeDepartment.
Ottawa
(4 ,)
Learning
addszestto lifeandhelpsyouto overcome
difficulties.
It enables
youtoplaya leading
part,and
by thehighmannerof yourplaying
youwillstandout
asa goodexecutive.
PRINTED IN CANADA
by The RoyalBank of Canada