ELEMKXTS OF DANGKR IX COOPERATION. 230 



There are, however, many facts and considerations which can 

 be definitely formulated, and which, if thoroughly digested 

 and properly acted upon, ought to insure both competent 

 and honest management. Some of these things might be 

 quite properly discussed under the heading of this chapter, 

 but their importance justifies a separate grouping. 



In this connection I may say that it is not necessary, nor 

 will it usually be possible, that the manager of a cooperative 

 enterprise should be one of the class known as "successful 

 business men" — that is, men of wealth. Such men invariably 

 have a strong accumulating instinct, and the idea of coopera- 

 tion does not permit the accumulation of private fortunes by 

 the profits of distribution. There is no money to be made, 

 honestly, in these positions. As a class, also, such men are 

 nearly destitute of sentiment, a fair touch of which is essential 

 to induce men of ability to lead cooperative movements. 



Fortunately, such men are not necessary. The majority 

 of really good business men do not possess the accumulating 

 instinct. They are often unwilling to submit to the privations 

 upon which, in most cases, the foundations of large fortunes 

 are laid, preferring the comforts of home and the advancement 

 of those dependent upon them, to the accumulation of wealth. 

 The brains and push of all great business organizations is 

 largely composed of such men, who sell their talents and vigor 

 for a fixed compensation, to colder-blooded men, who make a 

 profit on them, and secure the reputation for business ability, 

 which should, in great measure, be shared by their employees. 

 They are also, of course, themselves men of ability. To become 

 very rich, you must be very able; but you may be very able 

 and never become rich. 



