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Under our highly developed competitive system, modern business is done very largely upon personality. From the attitude of both father and son, Hanford began to count his chickens. Instead of letting up, however, he redoubled his efforts, which was his way. He spent so much time on the matter that his other work suffered, and in consequence his firm called him down. He outlined his progress with the Atlantic Bridge Company, declared he was going to succeed, and continued to camp with the job, notwithstanding the firm’s open doubts.

Sixty days after his first interview he had another visit with Wylie, senior, during which the latter drained him of information and made an appointment for a month later. Said Mr. Wylie:

“You impress me strongly, Hanford, and I want my associates to hear you. Get your proposition into shape and make the same talk to them that you have made to me.”

Hanford went away elated; he even bragged a bit at the office, and the report got around among the other salesmen that he really had done the impossible and had pulled off something big with the Atlantic. It was a busy month for that young gentleman, and when the red-letter day at last arrived he went on to Newark to find both Wylies awaiting him.

“Well, sir, are you prepared to make a good argument?” the father inquired.

“I am.” Hanford decided that three months was not too long a time to devote to work of this magnitude, after all.

“I want you to do your best,” the bridge-builder continued, encouragingly, then he led Hanford into the directors’ room, where, to his visitor’s astonishment, some fifty men were seated.

“These are our salesmen,” announced Mr. Wylie. He introduced Hanford to them with the request that they listen attentively to what the young man had to say.

It was rather nervous work for Hanford, but he soon warmed up and forgot his embarrassment. He stood on his feet for two long hours pleading as if for his life. He went over the Atlantic plant from end to end; he showed the economic necessity for new machinery; then he explained the efficiency of his own appliances. He took rival types and picked them to pieces, pointing out their inferiority. He showed his familiarity with bridge work by going into figures which bore out his contention that the Atlantic’s output could be increased and at an actual monthly saving. He wound up by proving that the General Equipment Company was the one concern best fitted to effect the improvement.

It had taken months of unremitting toil to prepare himself for this exposition, but the young fellow felt he had made his case. When he took up the cost of the proposed instalment, however, Mr. Jackson Wylie, Sr., interrupted him.

“That is all I care to have you cover,” the latter explained. “Thank you very kindly, Mr. Hanford.”

Hanford sat down and wiped his forehead, whereupon the other stepped forward and addressed his employees.

“Gentlemen,” said he, “you have just listened to the best argument I ever heard. I purposely called you in from the road so that you might have a practical lesson in salesmanship and learn something from an outsider about your own business. I want you to profit by this talk. Take it to heart and apply it to your own customers. Our selling efficiency has deteriorated lately; you are getting lazy. I want you to wake up and show better results. That is all. You might thank this young gentleman for his kindness.”

When the audience had dispersed, Hanford inquired, blankly, “Don’t you intend to act on my suggestions?”

“Oh no!” said Mr. Wylie, in apparent surprise. “We are doing nicely, as it is. I merely wanted you to address the boys.”

“But–I’ve spent three months of hard labor on this! You led me to believe that you would put in new equipment.”

The younger Wylie laughed, languidly exhaling a lungful of cigarette smoke. “When Dad gets ready to purchase, he’ll let you know,” said he.