The Training of a Forester Part 2

These and many other conditions of sale must be studied out in a form adapted to each particular case, and must be discussed with the men who propose to buy, who often have wise and practical suggestions to make.

Similar questions on a less important scale present themselves and must be answered in the matter of small timber sales, and of timber given without charge under free-use permits to settlers and others.

When the terms of a contract of sale have been worked out and accepted and the timber has been sold, then the Forest a.s.sistant has charge of the extremely interesting task of marking the trees that are to be cut, in accordance with these terms. Usually this is done by marking all the trees which are to be felled, but sometimes by marking only the trees which are to remain.

The marking is usually done by blazing each tree and stamping the letters "U. S." upon the blaze with a Government marking axe or hatchet.

It must be done in such a way that the loggers will have no excuse either for cutting an unmarked tree or leaving a marked tree uncut, or _vice versa_, as the case may be. The marking may be carried out by the Rangers and Forest Guards under supervision of the Forest a.s.sistant, or in difficult situations he may mark or direct the marking of each tree himself. Marking is fascinating work.

Later, while the logging is under way, the Forest Examiner will often inspect it to see that the terms of the sale are complied with, that the trees cut are thrown in places where they will not unduly damage either young growth or the larger trees which are to remain, and that the other conditions laid down for the logging in the contract of sale are observed. The scaling of the logs to determine the amount of payment to the Government will many times be under his supervision, although in the larger sales this work, as well as the routine inspection of the logging, is usually carried out by a special body of expert lumbermen, who often bring to it a much wider knowledge of the woods than the men in actual charge of the lumbering.

In nearly every National Forest there are areas upon which the trees have been destroyed by fire. Many of these are so large or so remote from seed-bearing trees that natural reproduction will not suffice to replace the forest. In such localities planting is needed, and for that purpose the Forest Examiner must establish and conduct a forest nursery.

The decision on the kind of trees to plant and on the methods of raising and planting them, the collection of the seed, the care and transplanting of the young trees until they are set out on the site of the future forest, forms a task of absorbing interest. Such work often requires a high degree of technical skill. It is likely to occupy a larger and larger share of the time and attention of the trained men of the Forest Service.

[Ill.u.s.tration: A FOREST EXAMINER RUNNING A COMPa.s.s LINE]

The Forest a.s.sistant's or Examiner's knowledge of surveying makes it natural for him to take an important part in the laying out of new roads and trails in the forest, or in correcting the lines of old ones, and there is little work more immediately useful. The forest can be safeguarded effectively just in proportion to the ease with which all parts of it can be reached. Forest protection may be less technically interesting than other parts of the Forester's work, but nothing that he does is more important or pays larger dividends in future results.

In addition to his studies of the habits and reproduction of the different trees for working plans or timber sales, or simply to increase his knowledge of the forest, the Forest Examiner is often called upon to lay out sample plots for ascertaining the exact relation of each species to light, heat, and moisture, or for studying its rate of growth. He may find it necessary to determine the effect of the grazing of cattle or sheep on young growth of various species and of various ages, or to ascertain their relative resistance to fire. In general, what time he can spare from more pressing duties is very fully occupied with adding to his silvical knowledge by observation, with studies of injurious insects or fungi, of the reasons for the increase or decrease of valuable or worthless species of trees in the forest, the innumerable secondary effects of forest fires, the causes of the local distribution of trees, or with some other of the thousand questions which give a never-failing interest to work in the woods.

The protection of a valuable kind of tree often depends upon the ability to find a use for, and therefore to remove, a less-valuable species which is crowding it out, for as yet the American Forester can do very little cutting or thinning that does not pay. Just so, the protection of a given tract against fire may depend upon the ability to use, and therefore to remove, a part or the whole of the dead and down timber which now makes it a fire trap. For such reasons as these, the uses of wood and the markets for its disposal form exceedingly important branches of study for the Forest Examiner, who will usually find that his duties require him to be thoroughly familiar with them.

It is more and more common to find each Forest Officer--Ranger, Forest Examiner, or Supervisor--combining in himself the qualities and the knowledge required to fill any or all of the other positions. The professionally trained man who develops marked executive ability is likely to become a Supervisor, just as a Ranger, with the necessary training and experience, who may wish to devote himself to silvical investigations may be transferred to that work. The point is that each man has individual opportunity to establish and occupy the place for which he is best fitted.

The success of the technical Forester, like that of the Ranger, and indeed of nearly every Government Forest Officer, in whatever position or line of work, will very frequently depend on his good judgment and practical sense, the chief ingredient of which will always be his knowledge of local needs and conditions, and his sympathetic understanding of the local point of view. This does not mean that the local point of view is always to control. On the contrary, the Forest Officer must often decide against it in the interest of the welfare of the larger public. But the desires and demands of the users of the forest should always be given the fullest hearing and the most careful consideration. To this rule there is no exception whatsoever.

PERSONAL EQUIPMENT

Forestry differs from most professions in this, that it requires as much vigor of body as it does vigor of mind. The sort of man to which it appeals, and which it seeks, is the man with high powers of observation, who does not shrink from responsibility, and whose mental vigor is balanced by physical strength and hardiness. The man who takes up forestry should be little interested in his own personal comfort, and should have and conserve endurance enough to stand severe physical work accompanied by mental labor equally exhausting.

Foresters are still few in numbers, and the point of view which they represent, while it is making immense strides in public acceptance, is still far from general application. Therefore, Foresters are still missionaries in a very real sense, and since they are so few, it is of the utmost importance that they should stand closely together.

Differences of opinion there must always be in all professions, but there is no other profession in which it is more important to keep these differences from working out into animosities or separations of any kind. We are fortunate above all in this, that American Foresters are united as probably the members of no other profession. This _esprit de corps_ has given them their greatest power of achievement, and any man who proposes to enter the profession should do so with this fact clearly in mind.

The high standard which the profession of forestry, new in the United States, has already reached, its great power for usefulness to the Nation, now and hereafter, and the large responsibilities which fall so quickly on the men who are trained to accept it--all these things give to the profession a position and dignity which it should be the first care of every man who enters it to maintain or increase.

To stand well at graduation is or ought to be far less the object of a Forester's training than to stand well ten or twenty years after graduation. It is of the first importance that the training should be thorough and complete.

A friend of mine, John Muir, says that the best advice he can give young men is: "Take time to get rich." His idea of getting rich is to fill his mind and spirit full with observations of the nature he so deeply loves and so well understands; so that in his mind it is not money which makes riches, but life in the open and the seeing eye.

Next to those basic traits of personal character, without which no man is worth his salt, the Forester's most important quality is the power of observation, the power to note and understand, or seek to understand, what he sees in the forest. It is just as essential a part of the Forester's equipment to be able to see what is wrong with a piece of forest, and what is required for its improvement, as it is necessary for a physician to be able to diagnose a disease and to prescribe the remedy.

Silvics, which may be said to be the knowledge of how trees behave in health and disease toward each other, and toward light, heat, moisture, and the soil, is the foundation of forestry and the Forester's first task is to bring himself to a high point of efficiency in observing and interpreting these facts of the forest, and to keep himself there. It should be as hard work to walk through the forest, and see what is there to be seen, as to wrestle with the most difficult problem of mathematics. No man can be a good Forester without that quality of observation and understanding which the French call "the forester's eye." It is not the only quality required for success in forestry, but it is unquestionably the first.

Perhaps the second among the qualities necessary for the Forester is common sense, which most often simply means a sympathetic understanding of the circ.u.mstances among which a man finds himself. The American Forester must know the United States and understand its people. Nothing which affects the welfare of his country should be indifferent to him.

Forestry is a form of practical statesmans.h.i.+p which touches the national life at so many points that no Forester can safely allow himself to remain ignorant of the needs and purposes of his fellow citizens, or to be out of touch with the current questions of the day. The best citizen makes the best Forester, and no man can make a good Forester unless he is a good citizen also.

The Forester can not succeed unless he understands the problems and point of view of his country, and that is the reason why Foresters from other lands were not brought into the United States in the early stages of the forest movement. At that time practically no American Foresters had yet been trained, and the great need of the situation was for men to do the immediately pressing work. Foresters from Germany, France, Switzerland, and other countries could have been obtained in abundant numbers and at reasonable salaries. They were not invited to come because, however well trained in technical forestry, they could not have understood the habits of thought of our people. Therefore, in too many cases, they would have failed to establish the kind of practical understanding which a Forester must have with the men who use, or work in, his forest, if he is to succeed. It was wiser to wait until Americans could be trained, for the practising Forester must handle men as well as trees.

One of the most difficult things to do in any profession which involves drudgery (and I take it that no profession which does not involve drudgery is worth the attention of a man) is to look beyond the daily routine to the things which that routine is intended to a.s.sist in accomplis.h.i.+ng. This is peculiarly true of forestry, in which, perhaps more than in any other profession, the long-distance, far-sighted att.i.tude of mind is essential to success. The trees a Forester plants he himself will seldom live to harvest. Much of his thought about his forest must be in terms of centuries. The great object for which he is striving of necessity can not be fully accomplished during his lifetime.

He must, therefore, accustom himself to look ahead, and to reap his personal satisfaction from the planned and orderly development of a scheme the perfect fruit of which he can never hope to see.

This is one of the strongest reasons why the Forester, whether in public or private employment, must always look upon himself as a public servant. It is of the first importance that he should accustom himself to think of the results of his work as affecting, not primarily himself, but others, always including the general public. It is essential for a Forester to form the habit of looking far ahead, out of which grows a sound perspective and persistence in body and mind.

One of the greatest football players of our time makes the distinction between a player who is "quick" and a player who is "soon." In his description, the "quick" player is the man who waits until the last moment and then moves with nervous and desperate haste in the little time he has left. The man who is "soon," however, almost invariably arrives ahead of the man who is "quick," because he has thought out in advance exactly where he is going and how to get there, and when the moment comes he does not delay his start, makes no false motions, and thereby makes and keeps himself efficient. Forestry is preeminently a profession for the "soon" man, for it is the steady preparation long in advance, the well-thoughtout plan well stuck to, which in forestry brings success.

In my experience, men differ comparatively little in mere ability, in the quality of the mental machine, through which the spirit works. Nine times out of ten, it is not ability which brings success, but persistence and enthusiasm, which are usually, but not always, the same as vision and will. We all have ability enough to do the things which lie before us, but the man with the will to keep everlastingly at it, and the vision to realize the meaning and value of the results for which he is striving, is the man who wins in nearly every case. This is true in all human affairs, but it is peculiarly true of the Forester and his task, the end of which lies so far ahead.

In a cla.s.s below me at Phillips-Exeter Academy was a boy who had just entered the school. His great ambition was to play football, and he came to the practise day after day. His abilities, however, were apparently not on the same plane with his ambitions, and his work was so ridiculously poor that he became the laughing stock of the whole school.

That, however, troubled him not at all. What held his mind was football.

Undiscouraged and undismayed, he kept on playing football until in his last year he became captain of the Exeter football team.

Every man of experience has known many similar cases. It is clear, I think, that the master qualities in achievement are neither luck nor mere ability, but rather enthusiasm and persistence, or vision and will.

In a peculiar sense the Forester depends upon public opinion and public support for the means of carrying on his work, and for its final success. But the attention which the public gives or can give to any particular subject varies, and of necessity must vary, from time to time. Under these circ.u.mstances, it is inevitable that the Forester must meet discouragements, checks, and delays, as well as periods of smooth sailing. He should expect them, and should be prepared to discount them when they come. When they do come, I know of no better way of reducing their bad effects than for a man to make allowance for his own state of mind. He who can stand off and look at himself impartially, realizing that he will not feel to-morrow as he feels to-day, has a powerful weapon against the temporary discouragements which are necessarily met in any work that is really worth while. Progress is always in spirals, and there is always a good time coming. There is nothing so fatal to good work as that flabby spirit under which some weak men try to hide their inefficiency--the spirit of "What's the use?"

It has been the experience of every Forester, as he goes about the country, to be told that a certain mountain is impa.s.sable, that a certain trail can not be travelled, that a certain stream can not be crossed, and to find that mountain, trail, and stream can all be pa.s.sed with little serious difficulty by a man who is willing to try. Most things said to be impossible are so only in the mind of the man whose timidity or inertness keeps him from making the attempt. The whole story of the establishment and growth of the United States Forest Service is a story of the doing of things which the men who did them were warned in advance would be impossible. Usually the thing which "can't be done" is well worth trying.

Perhaps I ought to add that I am not urging the young Forester to disregard local public opinion without the best of reasons, or to rush his horse blindly into the ford of a swollen stream. Good sense is the first condition of success. I am merely saying that in ninety-nine cases out of a hundred, when a thing ought to be done it can be done, if the effort is made with that idea in mind.

All this is but one way of saying that the Forester should be his own severest taskmaster. The Forester must keep himself up to his own work.

In no other profession, to my knowledge, is a man thrown so completely on his own responsibility. The Forester often leads an isolated life for weeks or months at a time, seeing the men under whom he works only at distant intervals. Because he is so much his own master, the responsibility which rests upon him is peculiarly his own, and must be met out of the resources within himself.

The training of a Forester should lead him to be practical in the right sense of that word, which emphatically is not the sense of abandoning standards of work or conduct in order to get immediate results. The "practical" men with whom the Forester must do his work--lumbermen, cattlemen, sheepmen, settlers, forest users of all kinds--are often by very much his superiors in usable knowledge of the details of their work. Their opinions are ent.i.tled to the most complete hearing and respect. There is no other cla.s.s of men from whose advice the Forester can so greatly profit if he chooses to do so. He is superior to them, if at all, only in his technical knowledge, and in the broader point of view he has derived from his professional training. It is of the first importance that the young Forester should know these men, should learn to like and respect them, and that he should get all the help he can from their knowledge and practical experience. The willingness to use the information and a.s.sistance which such men were ready to give has more than once meant the difference between failure and success.

The young Forester, like other young men, is likely to be impatient. I do not blame him for it. Rightly directed, his impatience may become one of his best a.s.sets. But it will do no harm to remember, also, that the human race has reached its present degree of civilization and advancement only step by step, and that it seems likely to proceed in very much the same way hereafter. As a general rule, results slowly and painfully accomplished are lasting. The results to be achieved in forestry must be lasting if they are to be valuable.

In general, the men with whom the Forester deals can adopt, and in many cases, ought to adopt, a new point of view but slowly. To fall in love at first sight with theories or policies is as rare as the same experience is between persons. As a rule, an intellectual conviction, however well founded, must be followed by a period of incubation and growth before it can blossom into a definite principle of action, before the man who holds it is ready to work or fight in order to carry it out.

There is a rate in the adoption of new ideas beyond which only the most unusual circ.u.mstances will induce men's minds to move. Forestry has gone ahead in the United States faster than it ever did in any other land. If it proceeds a little less rapidly, now that so much of the field has been won, there will be no reason for discouragement in that.

AS A SUBORDINATE OFFICER

Necessarily the young Forester will begin as a subordinate. How soon he will come to give orders of his own will depend on how well he executes the orders of his superior. In particular, it will depend on whether he requires to be coddled in doing his work, or whether he is willing and able to stand on his own feet. The man for whom every employer of men is searching, everywhere and always, is the man who will accept the responsibility for the work he has to do--who will not lean at every point upon his superior for additional instructions, advice, or encouragement.

There is no more valuable subordinate than the man to whom you can give a piece of work and then forget about it, in the confident expectation that the next time it is brought to your attention it will come in the form of a report that the thing has been done. When this master quality is joined to executive power, loyalty, and common sense, the result is a man whom you can trust. On the other hand, there is no greater nuisance to a man heavily burdened with the direction of affairs than the weak-backed a.s.sistant who is continually trying to get his chief to do his work for him, on the feeble plea that he thought the chief would like to decide this or that himself. The man to whom an executive is most grateful, the man whom he will work hardest and value most, is the man who accepts responsibility willingly, and is not continually under his feet.

AS A SUPERIOR OFFICER

The principles of effective administrative work have never, so far as I know, been adequately cla.s.sified and defined. When they come to be stated one of the most important will be found to be the exact a.s.signment of responsibility, so that whatever goes wrong the administrative head will know clearly and at once upon whom the responsibility falls. This is one of the reasons why, as a rule, boards and commissions are far less effective in getting things done than single men with clear-cut authority and equally clear-cut responsibility. Another principle, so well known that it has almost become a proverb, is to delegate everything you can, to do nothing that you can get someone else to do for you. But the wisdom of letting a good man alone is less commonly understood. It is sometimes as important for the superior officer not to worry his subordinate with useless orders as it is for the subordinate not to hara.s.s his superior with useless questions.

Let a good man alone. Give him his head. Nothing will hold him so rigidly to his work as the feeling that he is trusted. Lead your men in their work, and above all make of your organization not a monarchy, limited or unlimited, but a democracy, in which the responsibility of each man for a particular piece of work shall not only be defined but recognized, in which the credit for each man's work, so far as possible, shall be attached to his own name, in which the opinions and advice of your subordinates are often sought before decisions are made; in a word, a democracy in which each man feels a personal responsibility for the success of the whole enterprise.

The young Forester may be years removed from the chance to apply these principles in practice, but since no superior officer can put them into fruitful effect without the cooperation of his subordinates, it is well that they should be known at both ends of the line.