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Arrow Newsletter 1920 03 Vol 3 No 3

Arrow Newsletter 1920 03 Vol 3 No 3

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Published by Maurice Atkinson
Here's a 1920 Pierce Arrow Motor Car Company newsletter. It's an amazing snapshot of life, nearly 100 years ago. Look at the issues the people faced. Also, look at how the company and their employees worked to make that enterprise successful. Pretty amazing stuff. It's a pretty big file, so be patient on the download
Here's a 1920 Pierce Arrow Motor Car Company newsletter. It's an amazing snapshot of life, nearly 100 years ago. Look at the issues the people faced. Also, look at how the company and their employees worked to make that enterprise successful. Pretty amazing stuff. It's a pretty big file, so be patient on the download

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Published by: Maurice Atkinson on Jan 17, 2012
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01/17/2012

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ad-
just
the matter with the customer.
tiii
not only cost money to
reqmre
you to
guard this good name. If a sin-gle car or truck leaves this plant
that has in it one defective part, it
.
ARROW.Your per-
sonalinterests
;
he must seethat a man does a day’s work, anddoes it well; try to fit the rightmen into the right job for whichthey are specially suited. Thewages the business can afford topay depend on the efficiency ofthe whole organization, and everytime a foreman permits an incom-petent or dissolute man to con-tinue not doing his share, some-
thing is being taken from the good
men.
At the very top of the motorcar industry stands the namePIERCEworking under
him.
He must have no loafersor poor workmen
nomically
and on time.times we forgot that he not onlyresents every man
buZ1:
eco-
represents the Company
:the
problems of the business, andplans to meet these problems.The great responsibility of aforeman for the management ofhis part of the business is seldomfully understood.We all knowhe must get out the work
is
the policy of the Management. totell you through The Arrow of
.a11
of themembers of the family about the
business.
You are particularlyfortunate in having The Arrowavailable every month, and it
1
Evidently the family cannotprosper unless money, men andcustomers all pull together. It isthe job of the Management totake care of all of these interests,see that they do pull together,and that every one gets a square
deal.
It is difficult to tell
;g=$&!;;
 
1
I
operate
over one hundred stores for thesale of the product that you menbuild in the factory. The factory
could not continue to run a month
without the dealers who are,therefore, a very important partof the big family.
The dealers in turn sell our carsand trucks to users, and the dealer
gets the money he sends to Buf-falo from the money he receivesfrom the users of our cars andtrucks. Unless we build our carsand trucks of the highest quality,and at a low cost, quality con-sidered, we cannot hope to con-
tinue to sell and increase our salesto the users.
The money which the Companypays out really comes from thepeople that buy our cars and
trucks.
The company will payout this year eight hundred thou-sand dollars to the stockholders,about seven hundred thousand intaxes, over ten million dollars inwages, and over twenty milliondollars for material.
MO-
tor Car Company as a source of
income.
The money received by theCompany from day to day comesfrom the Agents who buy our carsand trucks.We haveaboutseventy-five dealers
throughout
the United States who
machine.ry
and tools, and pays forraw materials and wages untilsuch time as the money paid outfor material and wages can bereturned by the sale of the carsand trucks we manufacture.
There are about seven thousand
people at the plant in Buffalo;which means that, including thefamilies, about twenty-five thou-sand people in this city dependdirectly on the Pierce-Arrow
?
In fact, two very
important parts of the family arespread all over the United States,and to an extent, over the world.There are about four thousanddifferent stockholders who have,in effect, loaned the Company themoney with which to do business.This money provides buildings,
I
How many of you realize thatthe Pierce-Arrow Family is not all
here in Buffalo
1920’
By COL. GEORGE W. MIXTER, Vice-President and General Manager
The Information We Should Have In Order to Carry Out Successfullythe Programme Arranged for Our Accomplishment This Year
Problems We Must Solve In
 
1
.
 
.
 
certain;dynar
mic brain was filled with
thoughts
of assurance, confidence,
.with
open arms the man whose
welcoAe
 
;r
No, you would
thoughts
 could
you or
vital question
to a man filled
with
such
ecisions.
synonymous,
subtleny!
and power to make these. Snap
d
decide:
and it takes a strong, healthy;:clean mind in a body of
to
 
__
have the will with which
_
 
it,
will hurt you; and forwell completed your gain iser than that of your employer.To decideevidences of a strong character
be
the efficient and loyal worker whois chosen.
You can see that you are inreality working for yourself, nomatter who hands you your pay
envelope.
Shirking will not hurtyour work nearly as much as
-and- un-
biased consideration of the inter-ests of your employer.Ones own work is the onlystandard by which an employercan gauge, and when the time
comes to choose between two men
for a promotion, it is going to
i
dutiesthroughfair
teed.You mustproveyourown
;
ue-
 
and.ready to back yourself, eventhough you may make a wrongmove once
in
a while.You may fail, not only once,but several times. Every person
fails more times than he succeeds,
but its the man that takes theselittle slaps of Fate with a smilestudy and find out how and whyhe failed that will eventually
snappy9
be manly,square
1
indecision is the direct cause of
a large percentage of failures anda man must decide for himself
quickly or subordinate his opinion
to others and become eventuallya clinging vineor a ship withouta rudder.
-
Arrow organization, thatthis evil can be eradicated, andthe American Ship of State per-mitted to sail the seas of industrytoward the harbor of greater pros-perity and success.This is thegreatest thought The Arrow cancarry to its readers.
Work and save for
peace and
reconstruction.
B u y TreasurySavings Certificates. Ask any
foreman.
Indecision the Cause
of Many Failures
It
is only through enlightenedpublic opinion founded on thewisdom and good judgment ofsuch workmen as make up ThePierce
citi-
ezns, arouse their self-interest andarouse their patriotic loyalty. Each
one of you can give to those withwhom you come in contact a bet-ter understanding of some of theefforts of today to overthrow our
institutions,
largely through theradical agitator who is taking ad-vantage of organized labor tobore from within and force theprinciples of anarchy upon theAmerican people.
It
is abig job to get the tools ready, andrearrange the shop for this new
work.
During this rearrangementyou may find your own work up-set. Talk to your foreman aboutyour problems, always bearing in
mind,
the man worth while isthe man with a smile when every-thing goes dead wrong,” and re-member that you are all aiming ata greater and more prosperousPierce-Arrow Motor Car Com-
pany-
Your own personal busi-
ness interests require that you get
the work out right, and get it outon time,and help get the newwork started right.These things we have talkedabout can best be told to youthrough the Arrow. There is an-other very great service the Ar-row can render, not only thePierce-Arrow organization, but tothe whole country, and that is tocontinually help its readers makeclear to others the principles ofthe Constitution of the UnitedStates. The Arrow can tell eachof you how to help the peoplewith whom you come in contactrealize their responsibility as
WC
want hisgood will and future business. Inother words, we must keep up to
the schedule.
For next fall shipment we willhave many new designs.
the
customer if
II
We are building more passen-ger cars than we have ever built
before.
A large number of thecars now being worked on in theshops have already been sold to
customers.
We must not disap-point
gusson,
to accomplish the lastword in results with a simple,clean, economical design that will
give service for one hundred thou-sand miles.
Any kind of a shop can get outa set of parts for an engine, leavea few thousandths for fitting, andif you have enough experts with
a file, some engines will work, andsome won’t.
We must build qual-ity product and get the qualityrapidly and economically by mak-
ing the parts right.
Every man or woman in thePierce-Arrow organization is re-sponsible for his or her particularjob and it is essential for yourindividual success that your workbe well and economically done.We propose to increase the out-put of the Pierce-Arrow plant sothat regardless of how rapidly andeconomically the work be exe-cuted, there will be more thanenough work for everybody, andprosperity through promotion forthose who are thoroughly compe-tent and render excellent service.Do your part to make yourself
prosperous.
Fer-
any
school-boy can lay out
a mess of cylinders, pistons, cams,
levers, springs, and hang a lot ofChristmas tree trimmings on it,and call it an engine, but it takesa great engineer, like DavidQuali,v
is the first essential, but
we must get over the idea thatit is necessary to throw awaymoney to get high quality. Al-most
2
but make additional sales
o
thatcustomer less likely.In otherwords, there will be less moneyavailable for wages.
 
re-
tical,
inter-
esting, forceful English. He must
learn to stand on his feet and
speak without embarrassment.
1 am told that in British train-ing camps student officers are
gramma
ascendency,self-sacrifice,paternalism,fair-
ness, initiative, decision, dignity,
courage.
Let me discuss these with youin detail. Self-confidence results,first, from exact knowledge; sec-ond, the ability to impart thatknowledge; and, third, the feelingof superiority over others thatnaturally follows. All these give
the officer poise.
To lead, you must know-youmay bluff all your men some ofthe time, but you can’t do it all
the time.
Men will not have con-fidence in an officer unless heknows his business, and he mustknow it from the ground up.
Knowledge
Is Power
The officer should know moreabout paper work than his firstsergeant and company clerk puttogether; he should know moreabout messing than his mess ser-geant; more about diseases of thehorse than his troop farrier. Heshould be at least as good a shot
as any man in his company.
If the officer does not know,and demonstrates the fact that hedoes not know, it is entirely hu-man for the soldier to say to him-
self,
To hell with him. Hedoesnt know as much about thisas 1 do,and calmly disregards
the instructions received.
There is no substitute for ac-curate knowledge.Become sowell informed that men will hunt
you up to ask questions; that yourbrother officers will say to one an-
other,
“Ask Smith-he knows.And not only should each of-ficer know thoroughly the dutiesof his own grade, but he shouldstudy those of the two gradesnext above-him. A twofold ben-
efit attaches to this.
He prepareshimself for duties which may fallto his lot at any time during bat-tle: he further gains a broaderviewpoint which enables him to
appreciate the necessity for the
s-
suance of orders and join more in-telligently in their execution.
Not only must the officer know,
but he must be able to put what
he knows into
self-confidence,moral
e8sary.
You
will ask yourself:“Ofjust what, then, does leadership
consist?
What must 1 do to be-come a leader?What are the at-tributes of leadership, and howcan I cultivate them!Leadership is a composite ofa number of qualities. Among themost important 1 would list
nec-
*
Such men obey the letter oftheir orders, but no more. Ofdevotion to their commander, ofexalted enthusiasm which scornspersonal risk, of their self-sacri-fice to insure his personal safety,they know nothing. Their legscarry them forward because theirbrain and their training tell themthey must go.Their spirit doesnot go with them.
Great results are not achieved
by cold, passive, unresponsive
soldiers.
They dont go very far,
and they stop as soon as they can.Leadership not only demands butreceives the willing, unhesitating,unfaltering obedience and loyaltyof other men; and a devotion that
will cause them, when the time
comes, to follow their uncrowned
kii to hell and back again if
.
In a few days the great mass ofyou men will receive commissionsas officers.These commissionswill not make you leaders; theywill merely make you officers.They will place you in a positionwhere you can become leaders ifyou possess the proper qualities.But you must make good-not somuch with the men over you as
with the men under you.
Chance to Become Leaders
Men must and will follow into
battle officers who are not leaders,
but the driving power behindthese men is not enthusiasm butdiscipline. They go with doubtand trembling and with an awfulfear tugging at their heartstringsthat prompts the unspoken ques-tion, What will he do next?
In
all this leadership it is difficult,if not impossible, to separate from
the element of pure leadershipthat selfish element of personalgain or advantage to the individ-
ual, without which such leadership
would lose its value.
It is in the military service only,
where men freely sacrifice theirlives for a faith, where men arewilling to suffer and die for theright of the prevention of a great
wrong, that we can hope to realize
leadership in its most exaltedand distinguished sense. There-
fore,
when I say leadership, Imean MILITARY LEADERSHIP.
the
standpoint of society,
the world may be divided intoleaders and followers. The pro-fessions have their leaders, thefinancial world has its leaders. Wehave religious leaders, and poli-tical leaders, and society leaders.
usefuhress
in that organization is
at an and.
Leaders and Followers
From
goodby.
Your
quabties.
When the time
comes that they are satisfied youdo not possess them you might as
well kiss yourself
instructiqns
and guidance.Your word will be their law.Your most casual remark will be
remembered.
Your mannerismswill be aped.
Your clothing, yourcarriage,
your vocabulary, yourmanner of command will be imi-
tated.
When you join your organiza-tion you will find there a willingbody of men, who ask from younothing more than the qualitiesthat will command their respect,their loyalty and their obedience.They are
perfectly ready and
eager to follow you so long as youcan convince them that you have
these
YOU
for
In
a short time each of you men
will. control the lives of a certainnumber of other men.You willhave in your charge loyal but un-trained citizens, who look to
is*
the
Best Composition on
Leadership” Ever Recordedand as Well Applicable to Officials of Industry asto Military Officials.
.
Farewell
Instructions Given to Student Officers atFort Sheridan, by Major C. A. Bach, a Quiet Un-
assuming Officer Acting as an Instructor.
It
3
Leadership!

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