e a long story of a terrible
accident to Tony that had called you away to Toronto. I must say it was
rather incoherent."

"But who told her? I swear not a soul knew but his people and myself,"
said Jack.

"Strange how things get out," said his father. "Well, where is Tony
now?"

"Here, in the outer office."

"But," said Maitland, desperately, "where can we place him? He is
impossible in any position--dangerous in the office, useless as a
foreman, doubtful and uncertain as a workman."

"One thing is quite certain," said Jack decidedly, "he must be under
discipline. He is useless on his own. I thought that perhaps he might
work beside me. I could keep an eye on him. Tony has nothing in him
to work with. I should like to hear old Matheson on him--the Reverend
Murdo, I mean. That is a great theme of his--'To the man who has nothing
you can give nothing.'"

"Matheson?" said Maitland. "A chum of yours, I understand. Radical, eh?"

"A very decent sort, father," replied Jack. "I have been doing a little
economics with him during the winter. His radicalism is of a sound type,
I think. He is a regular bear at economics and he is even better at the
humanity business, the brother-man stuff. He is really sound there."

"I can guess what you mean," said his father, "though I don't quite
catch on to all your jargon. But I confess that I suspect there is a
whole lot of nonsense associated with these theories."

"You will pardon me, Dad," said Jack, "if I suggest that your education
is really not yet complete."

"Whose is?" inquired his father, curtly.

"But about Tony," continued Jack, "I wish I had him in a gang under me.
I would work him, or break his neck."

His father sat silently pondering for some minutes. Then, as if making
a sudden resolve, he said: "Jack, I have been wanting to speak with
you about something for some weeks. I have come to a place where it is
imperative that I get some relief from my load. You see, I am carrying
the whole burden of management practically alone. I look after the
financing, the markets, I keep an eye on production and even upon the
factory management. In normal conditions I could manage to get along,
but in these critical days, when every department calls for close,
constant and sane supervision, I feel that I must have relief. If I
could be relieved of the job of shop management, I could give myself
to the other departments where the situation at present is extremely
critical. I