confidential secretary. That private secretary I selected from among the force already in the Department. I soon found a man of excellent capacity, entire trustworthiness and good manners, who at the same time had the important advantage of being already acquainted with Departmental affairs. So much for that peculiarly “confidential” position. Now, when looking at the papers put before me for my signature—papers of importance which I could not possibly study in detail—I felt myself as to the discharge of very grave responsibilities—much graver than those of an internal revenue collector—to an appalling extent at the mercy of my subordinates. At the same time I was set upon by Senators and Representatives and other political magnates, who urgently asked me to fill existing vacancies, or vacancies to be made by removals, with men whom they recommended to me for appointment. Most of them demanded places for their favorites for reasons which had nothing to do with the public interest. Some told me that in my responsible position I must have subordinates whom I could trust, and they were ready to furnish me just such men. I heard them all and concluded that the public interest would be best served if the vacant places in my Department—fiduciary as well as others—were filled on the principles of the merit system, and I attempted the introduction of that system in the Department—imperfectly of course, as I had no appropriation for the purpose, and only an improvised and constantly changing machinery, depending on clerks whose time was temporarily not fully employed, or who were willing to work after office hours. I carried this on for four years against the bitterest opposition of the patronage-mongers high and low, and I learned thus from actual practice on that field of very complicated duties and heavy responsibilities quite thoroughly to appreciate the practical value of the merit system in the conduct of
