e
and practice. His frequent instruction to all his subordinates ran
somewhat in this wise:

"Never save a word in telegraphing at the risk of being misunderstood.
Mistakes are the most costly luxuries that a man can indulge in. Never
forget that we live in the Nineteenth Century."

In that spirit Captain Will sent a dozen other telegrams that day,
addressed to all the different men at the mines who had even the
smallest pretension to authority. In each of them he said:

Guilford Duncan represents me fully and absolutely. His authority
is unlimited. Obey him or quit. Obey him with all good will. Help
him if you can, and in every way you can. There must be no
interference, no kicking, no withholding of information. These are
orders.

Thus armed, Duncan set to work in earnest.

"Why isn't your output of coal larger than it is?" he asked of Davidson,
the superintendent.

"I can't make it larger under the circumstances."

"What are the circumstances? What difficulties are there in the way? You
have miners enough, surely."

"Well, for one thing, the mine is badly ventilated. Many of the best
galleries are filled with choke-damp, and must be kept closed."

"Why don't you improve the ventilation? As an engineer you ought to
know how to do that much."

"It isn't feasible, as you would know, Mr. Duncan, if you knew anything
about mining."

"Oh, never mind my ignorance. It is your knowledge that I'm concerned
about just now. Do I understand you to say that a mine lying only
seventy-five feet or so below the surface cannot be ventilated?"

"I suppose it might be if the business could afford the expense."

"The business can and will afford any expense that may be necessary to
make it pay. If you know enough of engineering to devise a practicable
plan for ventilating the mine, I'll furnish you all the money you need
to carry it out."

He had it in mind to add: "If you don't know enough for that, I'll find
a more competent engineer," but he kept his temper and refrained.

"Twouldn't be of any use," answered Davidson, after a moment. "We're
producing more coal now than we can market."

"How is that? I don't understand. Your order book--which I looked over
to-day--shows orders a full month ahead of shipments, besides many
canceled orders, countermanded because not filled promptly enough to
satisfy the customers. You're superintendent as well as engineer. I wish
you'd try to clear up this pu