THE DAIRY CONFERENCE AT PALMERSTON NORTH.

Otago Witness, Issue 2579, 19 August 1903, Page 8

THE DAIRY CONFERENCE AT PALMERSTON NORTH.

SOME OF THE PAPERS READ AT THE' CONFERENCE.

III.— I HE DUTIES AND RESPONSIBILITIES OF SECRETARIES.

Bi Mb Harkxess

Had I been consulted as to the subject I should discuss at this conference, it would certainly not have been the one allotted to me. In the course of a somewhat varied experience it has been my lot to deal with many diverse and difficult -subjects, but so far none have given mo the anxiety and trouble as 'ths one I now propose to handle. Originality is not a strong point in connection with this paper. Allow me therefore to acknowledge" my indebtedness to others better qualified to express an opinion than myself of many of the thoughts contained therein. You will consequently recognise that I feel the responsibility of my undertaking, and if the paper lacks precision and lucidity of thought and clearness of diction attribute 'tha-t failure to the want of leisure on the part of a ousy man, and not to any. shortcomings on my part to do justice to the importance of the subject. Duty has been defined as that which one person owes to_. another, or-that which a person is 'bound" by any natural, moral, or legal obligation to pay, do, or perform. The responsibility may too defined as a truth or a liability to be called to account or rendered eftisf action. Keeping, therefore, these definitions in view, you will not expect me to give detail? of a secretary's work, such as, for example, the principles which should regulate your methods of bookkeeping, the proper manner of cirtc-r-ing up minutes and records of the board's transactions, or the issuing of notice's as may be required. Whether it is advisable to be on ter»s of cordiality with your directors and meet them as friends or acknowledge them a-5 your superiors and masters, though you find it difficult to keep yourself on 'this matter within reasonable bounds — these points require- a delicacy of treatment, and are too intricate and difficult to be discussed at the present time. Therefore I propose leaving the interesting points an open question and treating my s-übject in its broadest possible .aspect. Remembering the fact that this subject was ."elected by the New Zealand Dairies Institute, it would perhaps be travelling beyond my province to eoiwidei the work of secretaries in conr.e£tion with mining or 'manufacturing companies as we know them in thia colony, but primarily with the industry with which we all have more or less acquaintance. It wiM no doubt be admitted by all who have given tlie matter any consideration that the application of co-operative principles to the manufacture of biitter and cheese has produced an entirely new «t of conditions never contemplated by the first promoters of the movement or by '"The Companiefa Act, 1882," and the amendments thereof. This new order has in consequence necessitated a class or stamp nf man as a secretary who almost needs to be an export in the manufacture of the article his company makes. The great number of dairy companies incorporated within the last 10 years under "The Companies Act, 1882," as limited liability companies renders it imperative that those who arc specially responsible for the management of 6 uch concerns should have a special fitness for the work. There can be no question that the secretary is in a gr&at measure responsible for the success of his company, for the simple reason that, as ft rule, the directors are farmers, but not business men. The farmer is well — or should be— acquainted with tho best methods of cultivating hi? farm, management of his stock, the improvement of his dairy herd: but, on tho other hand, his knowledge of company law find businca method is frequency limited. Hcnro it becomes an absolute necessity that tho secretary should posses^ something moro than the ftuperficial knowledge of these important matters that his directors may p««ibly lack, and »o bo able to a c sibt and guide thorn in coming to loasonable conclusions. Indicating ju.°t now that this indt'-itry ha= involved new conditions of work not contemplated and not provided for, invohing all the duties of a uip^hanical secretary, # with tho addition of ofh^r importj'ir U'ouir<?me<nt-, '-''■* inquiry naturally rises, "What are the best quallifications needed to ensure success in n typical secretary?" Enumerating these in tho order of then importance, it logically follows that the first essential is that there nhould be a special training. This is the object of the piesfnt institute, and the purpo«e for which it was hrouc;ht into cxi-tcnr ?— to assibt those aheady m the work and to

help those who must eventually fill tiio vacancies that occur .o discharge their duties wifh earnestness, zeal, and faithfulness. Taking into account the vast interests that are at stake now it is a selfevident proposition requiring little truth that every profession in life for its proper discharge needs a definite training extending over certain clearly-defined limits. For instance, a statesman — not the politician, for the latter are as plentiful as blackberries and about as useless — must have years of close study of the typical principles that govern political economy, a varied experience of human nature, and a special power to guide and control his fellows. The doctor must apply himself to etudy for j a considerable' period, rartly at the university and partly at the hospital, before he is competent to practice his profession ; a barrister and solicitor must possess a special amount of general knowledge and e*»dy law ■before he is supposed to be able to enlighten us as to the intricacies of what the Legislature intended or did not intend ; and so it is with the surveyor, an engineer, tho clergyman, the journalist, and other-3. How is it -with the secretary? la it not a fact with hundreds, to-day that because they ■have some knowledge of an accountant's work, md write indifferently, prefering a typewrite?, they imagine they would make exceptional secretaries? Has experience not taught us that for this work and its proper fulfilment a epecial fitness is necessary — a knowledge peculiar to itself — to discharge aright the duties devolving upon them? The qualifications possessed' by al 1 «n2a<*ed in •ecretarial work, such as a knowledge of l>ookkeeping, a record of minutes and transactions, the arrangement of papers, and the conduct of general correspondence, these several points are common to all: they may be regarded as the first principles of the elementary part of a secretary's education. There is something beyond and above this that is essential to the dairy secretary that is not common to all. Let U3 illustrate my moaning. A capable man was secretary to a dairy compatiy, and filled the position with exceptional credit" to all concerned at the lucrative salary of £40 per annum. No doubt on this allowance he was passing rich. At a board meeting a certain question arose, and the secretary's opinion j invited. He replied that certain detail work had prevented him from looking into tlve matter. The chairman's reply was characteristic : " Leave those matters to. someone else ; we pay you to think." Imagine being paid £40 a year to use the noblest faculty of manhood ! A leading merchant of this colony said to the manager of one of his departments who had applied for an increase of salary that he might ■go if not satisfied : "brains were cheap." Probably the qualifications common to all c?n be bought 10-day in t^ie highways of commerce at a marvellously cheap rate.

The dairy secretary who by experience and special fitness is competent to do his work with marked ability, who has the interest and welfare of liis company 3t heart, who aims at progress himself, who discharges his duty with consistent and unflagging energy, is deserving of fair recompcase for such work, and will get it in view of Ilia aptitude and training for the position. An indispensable qualification, is that the secretary should be a business man, and not a man of business. There is a marked difference between those two, not merely in the terms used, but in actual fact. To some these terms aro synonymous. It is a great mistake to confound these characters, af is frequently done. A writer in an American paper defines them as follows: — "The man of business and the business man both have business to do, but the business man is the one that does it. The bu«inoss man thinks, moves, acts, and makes himsslf felt in the world. If a thought comes into his head it is one of breadth and com pass. Their thoughts become acting, living realities in the wide and busy world. Men of thought, men ot action, clear the way." On the other hand, tho man 'of business is emphatically what the name implies. His business is always on his hands. Ho does not know how to do it. He does not know how to go to work the light way. The man of business won't go ahead ; he eddies round and round. He does not progress ; his path is a circle. He ventures ahead, and falls bacik ; has a stout heart in fancy, but none in fact. You will at once notice that a man of business is? not necessarily in the best sonso a business man. It is therefore imperativethat the man who is practically at the Herd of a. business concern .should possess the faculty to think clearly, weigh carefully, cad, if need be, act promptly. Another point upon which too much importance cannot be placed is accuracy. Th's k -vital to success. Inaccuracy is indicative of unieliabilily. It is contended that perfection cannot bo readied in this matter. Admitted that it i-? net possible to so act in any capacity, that sometimes mistakes will not be made; errors of judgment will occasionally result as the offspring of the best balanced minds. , The mistakes that are preventable are what we should guard against. Such inaccuracies aie conclusive proof and evidence of tho unreliable man, and form no part of a secretary's woik.

A qualification that should not bo overlooked is tho "power of expression." He i-hould bo able to write clearly and forcibly. It is not required that he possess a diction equal in polish to that of Disraeli or nf vigour to that of Maeaulay. but he should adopt a clear, concise, and terse method of writing memoranda, reports, correspondence, minutes, and resolutions that can be easily interpreted end without ambiguity. It is often £Mi important part of his work to knock into shape resolutions which sometimes wlien first bunched are remarkable for meaning something very wide of the expressed intention of the author. ITe bhoukl also have tho faculty of e3LprP:*=iii£r him-elf in speech distinctly and to the point. It i= not nece-sary to be -.in orator, \alnable as this factor may be in the proper sphere. Frequently, however, in the di-char^o of •his duties -explanations aie lequired in crunoction with technical points, and if he should be able to put his thoughts into fimple and effective language, logical m it? reason, luoid in its argument, the rjoint involved will he diverted of some of its difficulties, and the interest ki question vr f 1 1 bo> advanced.

Anot'ier imnortant reauisite : A complete 'knowledge of tlic condi'Horn and lestrictiona under which his company carries on its operation?. Tim© will not allow a reference to this in detail. Suffice it to nutrition this includes a thorough acquaintance with the mrmoiandum and articles of association find by-law" of the company. The.*--* should be at" his finger ends ready Tor every and

any emergency that may occur. The provisions of "The Companies Act, 1888," and the various amendments in connection therewith should be understood, such as the method of procedure at geneiral extraordinary meetings convened for a 6pecial purpose and directors' meetings, so that he may, if required, give valuable help to his ohairmau in the conduct and despatch of business. Numerous other points might be enumrated of paramount importance whioh if? not carried out in etriot conformity with tho spirit of the law render many acts 'done ultra vires. In' addition to the above-mentioned', thera are several New Zealand Statutes that apply to a company, and ought to be understood, such as the Chattels Security Aot, and several labour laws — for example, the Factories Aot, the Employers' Liability Aot, and the Workmen's Compensation Act, the Dairy Industry Act. Last, but not least, the management of hia board. This admittedly is a delicate subjcot, but is of considerable importance: and consummate patience. The directors may control the company and its policy, but the secretary often controls the dircotors. He occupies the dual position of master and servant. Nominally he is a servsint, but if possessed of those special gifts already enumerated, he will virtually be master, for he shapes the policy and guides the procedure ,of the company. If capable and! trusted, his opinion on most subjects will bo solicited, and such recommendations as he may suggest will be invariably given effeob to. The secretary who Tcnows- his work will have an almost unlimited scope for his .influence. He is the unseen, yet ever preseutsi "power behind the throne." Remember, however, the curious fact in connection therewith is that his power musb never be seen or openly felt. This is where patience and tact will stand his be'sfc friends, for if he allows the board tp feel that he is controlling them he makes a fatal and irreparable mistake. Ho has entered a path that is difficult to tread, md ones entered, to retrace your steps is almoot impossible. You must direct without appearing to do so; influence to be successful must always- come as a suggestion deferentially expressed i and offered. Should a secretary forfeit by any act or conduct of his own the control, the time is not fa.r distant when his board will become imbued with the idea tliat he is unfit to orcitrol anything. * One factor that should be borne in mind is that, if possible, the chairman should ba favourably disposed towards the secretary. Without his help his efforts will be frequently futile. He can hardly hope to have every member of the board entirely with him, and it is the experience of many secretaries that someone will take un an attitude of active and persistent hostility. , A member who is 6killed in the fine art of "nagging" and worrying an unfortunate secretary is capable of making his life exceedingly_tunhar>py. A chairman who un-dersta;--d3 s "tliose. he has to control and _is acquainted with the distinct peculiarities of each, if friendly, can do much tfprotect p. secretary from unjust and unnecossory interference. After all, a seeretairj must have confidence in himself and trust mainly to his own efforts for success. These remarks would be hardly complete) if I did not conclude with some refercmce to the difficulties of a secretary's life. Someone ha*, said that "variety is the spico o£ life." It this be true the condiment ia -not wanting in the work of a secretary. Difficulties beset him on every side. The unwarranted complaints of directors a r d shareholders, the influencing of his board, the leading of t'jem to wise- and just decisions, are all tre-nendous odds that barer to be faced and overcome. If it be the objfot of capricious directors amd 6hareholders to "get at" a man who is doing his duty, it is ?asy to find som* pretext, real or imaginary, of making charges that are practically without foundation. Secretary baitima is not an uncommon recreation for those directors and others who should aa far as possible restrain th<*msplves from giving unnecessary trouble an humiliation to a servant who is conscientiously doing hie duty. It is only by the exercise of great tact and control that under such provocation he' carries on his worki

The secretary's life is a life like a policeman'*;—not a happy lot. It is no royal road to -success; it is only by snecial fitness, special nualifications. tact, and a thorough knowledee of men and a consistent application to hard work, and far accomplishment of your woik efficiently thr-re- is-m better rule than that of Ju'ius Caspar. The great man fii-t thought nf what he had to do: then com » a firm decision, which he- executed 1 -with invincib'e determination. Tho secretary who tints acts will become great and effective. The finest words Sir Fowell Burton ever uttered were these:— "The Innqor 'T I've the more I am certain that the "rent diffei-F.nes hptwe-en men — the fefble and thr> powerful, the e-reat and the insignificant— is energy, invincible determination, a pur nose once fixed, and then dea-Hi or victory. That quality will do anything that can ho done in this word. and no tn'cnts. no circumstance, opportunities. wMI roaVe a twolegged creature a num without it."