The sub-executives, or junior odcers as they are sometimes called, we shall study more in detail in the next chapter. It is from their ranks that the respon sible chief executive is chosen.
4. Qualities of the executive.—The great executive must possess all the qualities which we discussed in the chapter on "The Efficient Business Man." The larger his business, the greater his responsibilities and the heavier the load be carries. He must have intel lectual power, a vivid ima ination:intuitive knowledge o n , an a personality which makes others keen tQ, must radiate energy and enthusiasm, and so must have a strong neck, large lungs and a stomach not afraid of nails. Finally, and most im portant of all, he must have the power of prompt de cision that is associated with a strong chin; lacking this he will fail as an executive. According to mythol ogy, Achilles worried only about his heel, the one vulnerable part of his anatomy; the business man who would be a great executive need worry most about his chin.
5. writing this chapter I re ceived a letter from a business man making inquiry about a man of my acquaintance, about 30 years old. "Has he executive ability, and will be absorb responsi bility?" the writer asked. The questions are perti nent. A man may possess executive ability, and yet, from laziness or lack of ambition, be unwilling to exer cise it. Some people like to assume responsibility and are proud and glad when it is heaped upon them. Others dread and avoid it, and if circumstances force it upon them they either ask too much advice, thereby seeking to throw the responsibility upon others, or they complain that the "boss" does not make clear what he wants, or does not give them sufficient author ity.
The executive is captain of the ship; lie picked the officers and the crew ; in fair weather he may leave the ship entirely in the hands of others, but when a storm comes on he is on the bridge and is proud to be there. A sailor who shrinks from responsibility, no matter what his education or his experience on the high seas, would be a failure as captain.
Legally, the responsibility for the conduct of a cor poration rests with the board of directors, but they, as a rule, promptly delegate their authority to the president, or to a general manager, or to an executive committee, and at the same time they shift much of their responsibility. In the United States, corpora
tion directors too often feel that their work is done when they have thus delegated their authority and re sponsibility, their concern thereafter being mainly in dividends. Hence we hear so much about "directors who do not direct." Nevertheless, ultimate respon sibility for the conduct of a business corporation does rest upon the board of directors, and no meniber has the moral right to feel that lie, personally, cannot be blamed if things go wrong, unless lie has endeavored most vigorously to impress his views and will upon his fellow-directors. The director who gives up eas ily, and then when losses come excuses himself be cause he "did not really favor the company's new policy," is not made of the right kind of timber. He is a weak spoke in the wheel.
Some young men are made, so to speak, by respon sibility. In subordinate positions they raay have done their work conscientiously and yet have given no sign of the real power within them. They do not suspect its existence themselves. -When such a man is given a position carrying some responsibility, his latent quality co/hes to the surface and is discovered. His advancement thereafter is limited only by his mental and physical powers. Unhappily, young men who welcome responsibility and joyfully early its load are in the minority. Business men are always on the lookout for them.
The man who really heeds the advice, "Make your employer's interest your own," gladly takes on all possible responsibility. He is not fearful lest some one else will get the credit for what he does, nor does he try to dodge the blame when he makes a mistake.
6. all know the man of fine ideas and great plans who never gets anywhere. With ()Teat enthusiasm he describes his wonderful schemes to you and points out the mistakes that are being made 133,- this or that business inan. If you are inexperi enced you will, wonder why his talents are undiscov ered and unrewarded—for this talkative man, so full of great ideas, has a small job that hardly yields a living.