The first Scotsman who
dabbled successfully in finance in England was King James VI. He was constantly talking about
money and his acute need of it, and the fact that he managed things so well
as he did on his slender and uncertain income indicated that he had a
business head on his shoulders. He was not above selling titles to swell his
purse, and he was always on the look-out for private undertakings that gave
promise of producing substantial dividends. On more than one occasion he
took a half-interest in enterprises of that character—with or without the
sanction of the promoter—and it is a curious fact that his gambles were
invariably successful. [When Hugh Middleton proposed building the first
canal that supplied London with water, King James took a hand in the scheme,
paying half the cost of construction. For this, however, he demanded half
the property. Actually, he received thirty-six "King's Shares", which King
Charles sacrificed for £500. At the end of the last century one of these
undivided shares sold for £94,900I]
A far more constructive and
dramatic force in English finance, however, was William Paterson, who
founded the Bank of England in 1694. This Scot really understood the
principles of private business and public finance. He combined sound
business sense with spacious ideas about the development of the Empire, and
the curious contradiction of his life was that he established the most
powerful financial institution that England has ever seen, and then led
Scotland to the greatest financial disaster that she has ever encountered.
Paterson was born on a farm
at Skipmyre, in the parish of Tinwald, Dumfriesshire, in the year 1658. Soon
after leaving school he walked down into England with a pack on his back and
a few shillings in his pocket. He settled at Bristol, became interested in
the West India trade, made a fortune, and became a member of the Merchant
Taylors Company in November of 1681.
During the next decade the
picture of his career is rather hazy, but he was a substantial man of
affairs, and was undoubtedly active in more than one commercial enterprise.
He emerged from temporary obscurity in 1691, to make history in England ;
for in that year, with Michael Godfrey and several other prosperous
merchants supporting him, he approached the Government with the proposal
that he and his partners establish a bank to be known as the Bank of
England.
Paterson's associates were
not very active, but he kept the scheme alive, pursued the Government with
it, and finally succeeded, in January of 1692, in bringing matters to a
head. He appeared before a parliamentary committee, and stated that "himself
and some others might come forward to advance £500,000". Presto! The
Government's apathy vanished, and in 1694 the Bank of England came into
existence, with Paterson dominating its Board of Directors.
Such was the contribution of
this Dumfriesshire farmer's son to the financial development of England. He
had accomplished something of incalculable value to the country, but the
next phase of his life was a tragedy, largely as a result of the treatment
he received from the King and the Government of the day. [In all the
historical references to Paterson that we have read, there is not a word
about the suitability of the Isthmus of Darien for colonization purposes.
Its development has never justified Paterson's optimism.]
While the Bank of England was
still in its swaddling clothes, he conceived the idea of colonizing the
Isthmus of Darien. It looked like a promising scheme, and its promoter
enjoyed a sound reputation. The British public was soon infected by his
boundless enthusiasm. He visited Scotland in 1695 to ascertain the feeling
of his own countrymen towards the project. He found that they were more than
ready to support a scheme that promised to give them trading opportunities
which England had denied them. [The Navigation Laws, framed for the benefit
of English shipping, had crippled the ports of Scotland, preventing them
from competing for colonial trade on an equal basis with English ports.]
Convinced that his grandiose scheme would revive trade in Great Britain, and
produce untold wealth by opening up the vast gold-mines that were supposed
to exist in the Isthmus, Paterson went ahead. He raised £300,000 in England.
Scottish subscriptions began to flow in.
At this promising stage of
the promotion trouble developed. The English-owned East India Company used
its influence to discredit and cripple the scheme. It scurried to the
Government, asking for an investigation, and the result of the lobbying was
that Parliament sent a gelatinous address to the King, stating: "That by
reason of the superior advantages granted to the Scottish East India
Company, and the duties imposed upon the India trade in England, a great
part of the stock and shipping of this nation would be carried thither, by
which means Scotland would be rendered a free port, and Europe from thence
supplied with the products of the East much cheaper than through them, and
thus a great article in the balance of foreign commerce would be lost to
England, to the prejudice of the national navigation and the royal revenue";
and, in the same wheedling document: "That when the Scots should have
established themselves in plantations in America, the western branch of
traffic would also be lost, the privileges granted their company would
render their country the general storehouse for tobacco, sugar, cotton,
hides, and timber ; the low rates at which they would be enabled to carry on
their manufactures would render it impossible for the English to compete
with them ; while, in addition, His Majesty stood engaged to protect, by the
naval strength of England, a company whose success was incompatible with its
existence."
The King could not permit the
English East India Company to be subjected to competition from a concern
controlled by Scots, so, remarking that "he had been ill-served in Scotland,
but hoped some remedy would be found to prevent the inconvenience that might
arise from the act", he pacified his parliament by dismissing his Scottish
ministers. Parliament, taking the royal cue, declared William Paterson and
twenty-one other members of the Company guilty of a high misdemeanour.
[How different was the
attitude of King and parliament towards the South Sea Company, the English
trading company organized in 1711. It was readily granted a monopoly of
British trade with South America and the Pacific Islands, and King George I
became its governor in 1718. In the following year, in order to gain
additional trading concessions, the Company had the effrontery to propose
that they take over the National Debt, then standing at £51,300,000, for a
cash consideration £3.500,000. The idea behind the proposal was to get the
annuitants of the State to exchange their annuities for South Sea stock, and
as the Company's stock was to be issued at a high premium a large amount of
annuities would be extinguished by a comparatively small issue of South Sea
stock. In addition to this pleasant feature of the transaction, the Company
was to receive £1,500,000 a year as interest from the Government.
The ridiculous proposition
was accepted by the Earl of Sunderland, then Prime Minister; but the Company
had to raise its bid to £7,567,000 —in order to meet the competition of the
Bank of England! The Government annuitants readily exchanged their annuities
for shares in the Company, and a boom followed, the new stock soaring from
128½ to 1000 in seven months. The inevitable crash came within the year, and
the stock fell to 135, spreading ruination throughout England.
A parliamentary investigation
followed, of course, and it disclosed that the Company's books contained
fictitious entries, that members of the Cabinet had accepted bribes from the
directors of the bubble and had made fortunes by speculating in the stock,
and that the Prime Minister, John Aislabie, the Chancellor of the Exchequer,
and James Craggs, the Postmaster-General, were implicated in the scandal.
Walpole managed to get the Prime Minister acquitted ; Craggs died before
justice overtook him; and Aislabie, after being found guilty of "the most
notorious, dangerous, and infamous corruption", and, serving a short term in
prison, retired to his country estate in Yorkshire. That county, apparently,
had not invested in South Sea stock, for the son of John Aislabie succeeded
his father as Member of Parliament for Ripon in 1721, and held his seat till
1781!]
The impeachment did not
materialize, but the petty and malicious campaign of the English parliament
had accomplished the anticipated results. The English subscription had to be
abandoned. Nevertheless, Paterson continued to promote his badly crippled
venture. In spite of the obstructive tactics of the English Government, more
than £200,000 sterling was subscribed to the scheme by merchants of Holland
and Hamburg, who had learned to have confidence in Scottish methods of
business. The English Government, however, could not suffer to see that
foreign money flowing towards Scotland, so the English Ambassador at Hamburg
was instructed by King William to present a remonstrance to the magistrates
of the German city, complaining of the countenance they had given to the
promoters of the Darien Company.
The reply of the Hamburg
subscribers is worth recording, for it cuts across the devious proceedings
of the English obstructionists like a knife. "We consider it strange", wrote
the hard-headed Hamburgers, "that the King of England should dictate to us,
a free people, how, or with whom, we are to engage in the arrangements of
commerce, and still more so that we should be blamed for offering to connect
ourselves in this way with a body of Your Majesty's own subjects
incorporated under a special Act of Parliament".
However, the confidence of
the Hamburgers had, naturally enough, been seriously shaken by the
propaganda from England, and they began to withdraw their subscriptions. The
Dutch, equally alarmed, withdrew their support.
William Paterson was left in
an appalling predicament, but the impoverished Scottish people, in one of
the most laudable bursts of courage, tenacity, and race loyalty that they
have ever displayed, rallied to his support with a perfectly astounding
unanimity. They actually subscribed £400,000 to the tottering scheme—a sum
calculated to be more than half of the total circulating capital of the
country at that time. The money came from rich and poor alike, in a
never-ending stream. Never, in all her history, has Scotland been so
magnificently loyal to a doomed cause. Her unwavering and heedless support
of Paterson gave the world a glimpse of the terrible courage that can be
generated, on occasion, north of the Cheviot Hills.
There is no need to dwell at
length upon the tragic fate of the Darien Scheme. Paterson went ahead with
it, supplies were bought for the colonizers, and on 26th July, 1698, the
expedition, consisting of five ships carrying twelve hundred men, recruited
from good Scottish families, set sail from Leith for the Eldorado. William
Paterson led the expedition. It reached its destination, but on the soil of
Darien a succession of unforeseen calamities overtook the colonists. The
climate was unhealthy, the natives were hostile; the colonial satraps,
acting on orders from the still hostile England, saw to it that the
colonists were denied the food of which they soon found themselves in
desperate need; and finally quarrels paralysed the diffused management and
spread hopeless dejection among the colonists.
The end of the scheme was in
sight. William Paterson himself succumbed to fever, and later, in New York,
was for a time mentally unbalanced by the shocking nervous strain which he
had undergone. Nowadays men in his position shoot themselves on divans,
inhale carbon-monoxide, or fall out of aeroplanes. William Paterson was
fashioned of different stuff. He came back to Scotland, faced his public,
made a report on the ill-fated enterprise, and even tried to resuscitate it.
The Scottish people forgave him, as we shall see.
Most people would assume that
a man who had been the central figure of such a calamitous fiasco would be
thankful for the opportunity to step quietly into oblivion. William
Paterson, however, did not choose the easy road, and he lived to do great
things for the country that had treated him so scurvily. He went back to
England, at the turn of the century, faced the King, and made such a
favourable impression that he was asked to put his ideas about the national
finances into writing. This he did, suggesting, among other reforms, the
provision of interest for the national debts, rules for regulating the
treasury and the exchequer so that internal frauds would be impossible, and
last, but not least, the complete union of England and Scotland.
It was agreed at the time
that Paterson was the man who convinced King William that the union of the
two countries would be an achievement of statecraft. He was also
acknowledged to be the genius behind Walpole's famous financial reforms,
particularly the "Walpole Sinking Fund", and the sound and comprehensive
scheme of 1717 for the consolidation and conversion of the National Debt.
When Parliamentary Union became a reality, he went back to Scotland, stood
as a Member of Parliament in Dumfriesshire—where nearly every well-to-do
family had been ruined by the Darien Scheme and where the Union had been
stubbornly opposed—and was elected! The fact has been cited as a great
tribute to Paterson's character; more likely, it simply reflects the fact
that the political machines of those days rode roughshod over the public.
They still do, in rural Scotland.
The next Scotsman to cause a
noticeable stir in London's financial circles was John Law, who was born in
Edinburgh in the year 1671. He became a notable swordsman and tennis-player,
but he had a flair for high finance and headed for London. There he
maintained himself, somewhat precariously, by gambling. He was described, at
this time, as a man "nicely expert in all manner of debaucheries". As a
result of his skill at cards he was challenged to a duel, and as a result of
the duel he found himself charged with murder. He was tried at the Old
Bailey, found guilty, and sentenced to death on 20th April, 1694.
That finished John Law's
financial career in London—but it did not finish his career. He escaped from
prison and disappeared. The following advertisement, published in the London
Gazette of 7th January, 1695, purported to describe him:
Captain John Law, a
Scotchman, lately a prisoner in the King's Bench for murther, aged 26, a
very tall, black, lean man, well-shaped, above six feet high, large
pock-holes in his face, big high nosed, speaks broad and loud, made his
escape from the said prison. Whoever secures him, so as he may be delivered
at the said prison, shall have fifty pounds paid immediately by the marshall
of the King's Bench.
That was probably not an
accurate description of Law, but it was accurate enough to make the reward
for his recapture seem inadequate. Obviously, he was not the sort of man to
be carelessly challenged in the dark, and as nobody did challenge him, he
made his way to France. There he vanished, but not for long, for within two
years he was Comptroller-General of the finances of the Republic, under the
famous Colbert. It was really a pity that England lost the services of this
Scot, for he was a brilliant financier, and one of the few men who
understood the intricate and secretive banking system that had made
Amsterdam the financial capital of Europe.
Law's death in 1729 marked
the end of a period of dangerous national financing and reckless
speculations on the part of the public. A series of protracted booms in the
stocks of vast foreign trading companies had collapsed; those who had had
their greedy fingers burned were, as always, demanding this safeguard and
that for private investors; Cabinet Ministers had to be exceedingly
cautious, and the country settled down to a quieter but sounder routine. We
do not hear of dazzling financiers and daring stock-jobbers for a while, but
the country was being developed rapidly by engineers, inventors, and
hard-working industrialists; and, in Scotland, a system of finance was being
built that supported and developed the new industrialism.
In point of fact, one of the
reasons for the Scots' ascendancy in English business is to be found in the
banking system of Scotland. There were no banks worthy of the name in the
country prior to 1695, and the money-changing and storing was done by
tradesmen. In 1695, however, with the support of William, Prince of Orange,
and the old Scottish Parliament, the Bank of Scotland was incorporated, with
an initial capital of £100,000 sterling, which was doubled in a few years.
The Bank of Scotland issued its first notes in 1704.
Other banks were established.
The Royal Bank of Scotland was formed in 1727, largely for the purpose of
handling "the Equivalent". With £248,550 of this English money to work with,
the Scots entrusted with its distribution formed themselves into a company
and established the Royal Bank.
With the establishment of
these two banks, these islands saw the first financial war that ever rocked
our economic structure. "The New Bank" proceeded to kill the "Auld Bank" by
the simple but deadly process of surreptitiously buying up its notes. By the
year 1730 the Bank of Scotland was in deep water, and to keep afloat it
resorted to the desperate expedient of issuing new five-pound notes, payable
on demand, or six months after being presented, but with interest at the
high rate of 5 per cent. Two years later it was obliged to issue one-pound
notes on the same terms. The insane war ended, as most wars do, when both
the combatants had wearied themselves to the point of exhaustion, and soon
afterwards the Royal Bank felt that it had been victorious when its capital
was raised to the same amount as that of its pioneer competitor—the
staggering sum of £1,500,000 sterling!
In the meantime, the linen
industry of Scotland was developing, and, largely to foster it, the British
Linen Company was incorporated as a bank in 1746. with a capital of
£100,000.
Such were the beginnings of
banking in Scotland; but from these modest establishments was built up a
system of banks and a system of banking that has served, and still serves
for that matter, as a model that the world might well copy. The first and
foremost reason for this is that Scottish banks have always been in close
personal contact with their customers. Open an account with a Scottish bank,
and you may rest assured that you are not merely a walking number, carrying
a bank-book. You are noticed. Quietly, without noticeable prying, your
character is shrewdly assessed, your financial resources and possibilities
gauged. In a small country like Scotland it is not difficult for a bank
manager to get a reasonably accurate focus on the backgrounds of his
customers. The value of the knowledge goes without saying.
In the second place, the
Scottish bankers led the world, and still lead the world, in the matter of
ingenuity of money management. Their system of paper currency has never been
surpassed for efficiency, and indeed it has been copied in England and in
nearly every other country in the world. This sound elasticity, backed by
knowledge and caution, had the result of establishing scientific systems of
credits in Scotland long before England evolved such schemes. The first cash
credit system was established as far back as 1729. It evolved in the mind of
an Edinburgh shopkeeper, and he proposed that he would make up debts
periodically if he got loans of accommodation.
The system worked, and by the
year 1826 there were ten thousand cash credits in Scotland, ranging from
£100 to £5000. When Benjamin Franklin, the great American philosopher,
recommended his scheme to advance loans to small tradesmen who were
beginning in business, he was surprised to learn that such a scheme had been
in successful operation in Scotland for half a century before he mooted his.
Scotland, in fact, had not much to learn about the art of handling money.
Her banks were models of efficiency, and they drew to them, from the first,
the able young men of the country, for in Scotland in those days—as indeed
in the present— the son of a tradesman seldom followed the occupation of his
sire. He aimed for what are termed, probably erroneously, "the higher
professions". The system has made many indifferent preachers out of lads who
would have made good farmers, but on the whole it has drawn brains and
character to professions such as banking.
The success of Scottish
banks, from the beginning, exerted a strong influence on the English banking
system, so much so that when the District Bank was opened at Manchester
about 1820, its management was modelled on the Scottish system, and to make
sure that the system was carried out, a Scotsman was installed as manager.
At that time Scotsmen were in demand in England as bank managers, for the
success of Scotland's paper money had been noted, and whatever Englishmen
may have thought about the Scottish race in general, they were quick to
recognize that its bankers were men of sound training and splendid
character. [England has continued to strengthen her great financial
institutions by enlisting the skill and judgment of Scots. Sir John Gordon
Nairne, Kt., a native of Kirkcudbrightshire, was one of the ablest directors
and comptrollers the Bank of England has ever had. Mr. Kenneth Graham,
author of The Golden Age, was secretary of the Bank of England for many
years, and in his day the governor, chief cashier, and butler were all
Scots! Sir Charles Stewart Addis, born in Edinburgh, was a director of the
Bank of England, and was also president of the Institute of Bankers,
1921-1923. Another able Scottish director of the Bank of England was Sir
Andrew Rae Duncan. Other Scots who have distinguished themselves in the
financial life of England are: Sir William Carruthers, director of Barclays
Bank, Ltd., and vice-president of the Council of the Institute of Bankers;
Sir John Ferguson, president of the Institute of Bankers, 1925-1927; Sir
Robert Home, ex-Chancellor of the Exchequer, and now chairman of the Great
Western Railway; Mr. John F. Darling, for many years a director of the
Midland Bank; and Lord Amulree, whose latest achievement was the financial
rehabilitation of Newfoundland.]
It is a fact that, between
1704 and 1830, there was not one panic or bank-run in Scotland. In England,
on the other hand, the Bank of England was in such a desperate plight in the
early part of the nineteenth century that it was reduced to the necessity of
protracting cash payments by counting out sixpences!
The Bank of England was not
the only enduring financial institution that was given to England by a
Scotsman. The founder of the Savings Bank, as we know it to-day, was the
Rev. Dr. Henry Duncan, who, like
William Paterson, was a native of Dumfriesshire. Dr. Duncan was minister in
the parish of Ruthwell. He was struck with the good which would be
accomplished in his parish if some scheme could be devised to encourage his
parishioners to save their money systematically, and with that idea in his
head drew up a scheme in May of the year 1810 and put it into operation. To
make the habit of thrift permanent, the Governor of this tiny savings bank
had this quaint clause in his first draft of rules: "Every depositor must
lodge to the amount of four shillings at least within the year, under the
penalty of one shilling." He also drew up this rule, and made it work :
"Interest at the rate of 5 per cent is allowed to every depositor who
continues a member of the bank for three years, but such as withdraw the
whole of their deposits before that period receive only 4 per cent."
There was to be no nonsense
about this pioneer savings bank. Depositors had to support it—or get out
with a loss. They did not get out. In the first year of operation the
deposits—in a poor little agricultural parish, remember!—amounted to £151.
In the second year they had increased to £176, in the third year there was a
further increase to £241, and at the end of the fourth year the bank was the
guardian of the vast sum of £922! The minister had made a discovery that was
destined to bring out the amazing strength of Great Britain in years to
come—he had demonstrated that the real wealth of this country is in the
hands of the poor people. A glorious paradox!
The following notice appeared
on the balance-sheet of the bank for the year ending 31st May, 1826.
The general meeting of the
Ruthwell Parish Bank takes place at Ruthwell Church on the first Saturday of
August, at six o'clock in the afternoon, when it is expected there will be a
full attendance, to receive new vouchers, elect office-bearers for the
ensuing year, etc. Each member who is not present at the annual meeting,
either personally or by proxy, incurs a fine of sixpence.
The annual meetings, needless
to add, were well attended.
From this tiny savings bank
of Dumfriesshire grew the modern system of savings banks. Liverpool
established a system in 1815, Manchester followed with a system in 1818, and
other savings banks, all modelled on the principle of the one started by the
Dumfriesshire minister, began to open up all over England, tapping a new and
vast source of national wealth. In 1844 there were 577 savings banks in the
United Kingdom, and they had on deposit £30,000,000—the savings of a million
obscure workers.
In the year 1861 another
distinguished Scotsman, William Ewart Gladstone, Chancellor of the
Exchequer, added tremendous strength to the country's financial fabric by
putting through the Post Office Savings Bank Act. England had been shown
where her real financial reserves lay, and the proof of it was seen during
the great storm that beat upon these shores between 1914 and 1918, and
later, in 1933, when the world gasped at the phenomenon of our war-weary
country converting more than £2,000,000,000 of Five per cent War Loan to a
three and a half per cent basis in a few hours.
In considering the influence
which Scotsmen have exerted on the commercial and financial development of
England, it is impossible to overlook the man who analysed the new
commercial status of England and gave it a meaning and purpose that made
Great Britain the supreme trading nation of the world. We refer, of course,
to Adam Smith, the father of political economy in this country.
This profound thinker was
born on 5th June, 1723, at Kirkcaldy. Thoughtful, but not particularly
brilliant as a boy, he was advised by some well-meaning idiot to enter the
English Church. He had a narrow escape too, for he went on to Balliol
College, Oxford, in 1740, studied there long enough to display a genius for
mathematics and a quiet contempt for the logic of Aristotle, which pervaded
Oxford, and to make up his mind that a pulpit was scarcely a suitable
rostrum for Adam Smith. He went back to Edinburgh, became friendly with
David Hume, looked round for a position, and eventually was appointed
Professor of Logic at Glasgow University in 1751. From that modest pedestal
in the seat of learning he stepped up to the chair of Moral Philosophy, and
it was while in this position that he turned his mind to the scientific
study of the politico-economic system of Great Britain. He did not rush into
print with his profound conclusions, for it was not until 1776 that he
published his Wealth of Nations, but when that book did appear it changed
England, bringing it into economic and political harmony with the industrial
revolution brought about by that other Scot from Glasgow— James Watt.
Adam Smith tackled the
involved problems of British and world economics with the sure skill of
instinctive knowledge. He did not probe here and there, as so many
pseudo-economists are doing to-day, and then base impressive but hazy
conclusions on these random thrusts. He did not need to make thrusts. He was
sure of himself, and analysed the political and economic problem that had
grown up in England with the same skill that one sees in the surgeon who
thoroughly understands the case which comes under his knife. Thus, instead
of involved and hazy economic theories, such as have inundated us during the
past few years, Adam Smith reduced the complicated mysteries of
international economics to plain understandable formulae and equations. With
the deceiving ease of a master, he explained the sources of the world's
vastly increased wealth, showed that real wealth consisted, not of coined
metals but of plentiful supplies of ordinary human necessities,
conveniences, and luxuries, and that labour was the only source of this
wealth.
It is the maxim of every
prudent master of a family [he wrote] never to attempt to make at home what
it will cost him more to make than buy. The tailor does not attempt to make
his own shoes, but buys them of the shoemaker; the shoemaker does not
attempt to make his own clothes, but employs a tailor. The farmer attempts
to make neither the one nor the other, but employs those different
artificers, all of whom find it for their interest to employ their whole
industry in a way in which they have some advantage over their neighbours,
and to purchase with a part of its produce whatever else they have occasion
for. What is prudent for a family, is prudent for a great kingdom. If a
foreign country can supply us with a commodity cheaper than we ourselves can
make it, better buy it of them with some part of the produce of our own
industry, employed in a way in which we have some advantage."
Thus Adam Smith in 1776. His
profound analysis of Great Britain's economic system was translated into
every European language, and was debated in a thousand seats of learning.
Its effect upon England was profound. Politicians and manufacturers and
workmen saw a clear picture of the country's complicated condition, brought
about by the mechanical age. They saw Great Britain in her future
relationship to the world.
Adam Smith completed the
Wealth of Nations in 1776 [wrote Walter Bagehot, the noted English
economist, in 1896], and our English political economy is therefore just a
hundred years old. In that time it has had a wonderful effect. The life of
almost everyone in England—perhaps of everyone—is different and better in
consequence of it. The whole commercial policy of the country is not so much
founded on it as instinct with it. Ideas which are paradoxes everywhere else
in the world are accepted axioms here as results of it. No other form of
political philosophy has ever had one thousandth part of the influence on
us; its teachings have settled down into the common sense of the nation, and
have become irreversible.
There was only one conclusion
possible after studying Adam Smith's theories—industrialized England should
march forward under the banner of Free Trade. That is what she did, and
before the author of The Wealth of Nations died he had caught a glimpse of
the glorious destiny of these islands under a free government and free
ports. It was only a glimpse. Adam Smith himself could scarcely have
visualized the astounding wealth, power, and cultural development that
followed the adoption of his political economy. Indeed, the country itself
scarcely realized how strong it had become until its financial and
industrial fabric were tested by the Great War. Then, in good truth, the
wealth of nations seemed to be centred in Great Britain. The picture had
been clouded during the past few years. A confused and paternal Government,
with costly tariffs and quotas paid for by the taxpayers, has departed from
the sound doctrine laid down in The Wealth of Nations, but in our heart of
hearts we know that the measure of this country's commercial strength is its
capacity to buy and sell in free markets—and that the other road leads to
paralysis.
In his delightful delineation
of Scottish character, Mr. T. W. H. Crosland hinted darkly that the day of
the Scot in England's offices of business was waning:
Brilliancy and imagination
are nowadays just as much wanted in business as in any other department of
life [he wrote]. Tact and a reasonably decent feeling for your fellow man
are also wanted. Your Scot on his own showing does not possess these
qualities. He even goes so far as to disdain them and to assure you that
they are not consistent with "force of character" and "rugged independence".
The moral is obvious, and I should not be surprised if English employers of
labour have not already begun to take it to heart.
The sombre prophecy has not
come true, probably because of the obvious difficulty of discharging a Scot
in England when he happens to be the managing director! Business is
business, and the Scot generally goes a long way in English business simply
because he is equipped for business. He has been trained to be diligent and
thoroughgoing, and these are priceless virtues in the world of business.
There is a tradition that the Scot, when vested with authority, becomes a
bully. Some do. We have been bullied by Scottish sub-editors, but in every
case the sub-editors were terrorized by managing-editors who were not Scots,
and when subjected to pressure from above, a Scottish sub-editor is a
pitiable object. We remember being sent out by one of them to interview the
famous American airman, Colonel Charles Lindbergh. It was to be something
special. The "big chief" had nominated us for the job. Two motor-cars were
placed at our disposal, and a squad of dizzy young reporters and hard-boiled
photographers. They were to run down the game; our job was to shoot it at
close range. Just before the newspaper went to press we discovered that
somebody had gone off at half-cock. Lindbergh wasn't even in the country. We
broke the sad news to the Scottish sub-editor, adding a few comments.
"He should have been here!"
he wailed, and with a baleful glance at us straightened his tie and went
into the "big chief's" office to be slapped.
All over England, in high
places and low, Scots are battling for their daily bread, or scheming to
keep caviare on their tables. On the whole, they are not a bad lot, but they
suffer, in the eyes of the Englishman, because the occasional Mungo appears
among them. When an Englishmen meets a man like Mungo, he is suspicious ever
afterwards of anybody who has a Scottish accent. You cannot blame him.
Mungo was a stupid dolt of a
lad. He was brought up on a poor farm and sent out into the world with a
moist nose and a voice that suggested adenoids. At school we all knew that
he was an arrant coward, afraid of a fight but ready to hug himself with
delight if he could induce smaller lads to bash one another.
We were thrown together after
we left school. None of us had much money to spend in those days, but
Mungo's meanness began to dawn upon us. He would not spend a penny for a
newspaper, but he read them every day—by borrowing them from his friends. He
walked out into the country one day to see some people he knew—he could have
gone by train, but the fare amounted to three-and-sixpence— and when he
reached his destination the people were away at the seaside. Mungo walked
back home. His feet were blistered, and he was weak with hunger. When we sat
down at the boarding-house table that evening, he ate everything in sight,
including the mustard pickles, which had been an ornament on the table for
weeks. The landlady, a decent old dame, did not let it pass unnoticed. "Did
ye hear whut she sayed?" complained Mungo, when we got upstairs. "Jingo! I
hadna eaten a thing since breakfast!" "Why didn't you buy a lunch in one of
the villages?" we asked. Mungo made creaking sounds like a rusty door.
"I wusna gaun tae spend my money like that!" he
protested sulkily. "No' when I'm paying for ma board here. Nae fear! Note
me!"
Poor old Mungo went through
life like that. He slaved away in London for several years with a big
commercial concern, and was eventually sent to the tropics as an inspector
of trading posts owned by his London employers. He was meaner than ever
under tropical skies, hounded the men under him, and added to his company's
profits. His manager, a genial Englishman who was hit periodically by
malaria, was suddenly discharged. Of course Mungo had nothing to do with
that—beyond indicating in private reports to the Scottish manager at home,
as he told piously, that things were a bit slack. Mungo was put into the
Englishman's place. He was too penurious to engage native servants, and
lived like a dog. Even the malaria wouldn't touch him. He drove a number of
public school boys back to England, and replaced them with raw young
snivelling Scots, whom he bullied.
Unfortunately, one of the
Scottish recruits happened to be a Glasgow chap with a short temper and
considerable courage. Primed with whisky one night, he walked up to Mungo's
bungalow and invited the general manager to "put them up". Not having any
servants around, Mungo was in a bad corner. He tried to threaten the
intruder. It didn't work. Then he became placatory. That didn't work either.
The upshot of the conference was that the Glasgow lad was discharged, but
Mungo remained in his bungalow for several days.
He was more severe with his
staff after that, but his number was up. The Glasgow man's uncle, it turned
out, was a man of some importance, and he had gone into action after he
heard the nephew's story. Mungo's services were eventually dispensed with,
and he came back to Scotland and bought a home in the country. He died
several years ago, and his neighbours, with the sly malice that one
encounters sometimes in rural communities in Scotland, said that the cause
of death was malnutrition. Poor old Mungo didn't die of hunger, although, as
he grew older, he reduced his diet to the minimum. I think he gave up the
ghost because he had failed to discover how to live without spending money.
Life had lost its meaning. He left an astonishingly large amount of cash,
and it started a frightful row among the relatives who survived him.
It is an unfortunate fact
that Scots of Mungo's type go into business, and it is equally unfortunate
that in business their unsocial characteristics are apt to be mistaken for
virtues. The result is that the Mungos get along—up to a certain point. They
never become mellow, but when success is no longer in doubt, they make
sickly attempts to appear civilized. They will tell you proudly about the
harrrd strrruggle they have had, and how proud they are to be Scots, and, if
they are not firmly checked, they will go on and tell you the execrable
story about the Scot who spent a week in London on business, and who got
back to Glasgow without having met an Englishman. The Mungos are too keen
and single-minded to be crowded out of England's business, but they should
be ignored by all good Scots. Above all, they should never be permitted to
hold office in Caledonian societies.
We had just got nicely
started with a description of the best type of Scot found in English
business, when our eye was caught by an obituary notice in The Times of 5th
April, 1934. We had never heard of the Aberdonian whose death it recorded,
but it is so far ahead of anything we could have written that we append it
proudly, without a word of comment:
Mr. Henry Walter Thomson, who
died on Sunday, after a long illness, at his country home, The Warren,
Woodham Walter, Essex, at the age of 78, was a member of a large Aberdeen
family which had played a worthy part in the life of the past two
generations.
Several of his brothers were
pioneers in their respective spheres. George founded the African Banking
Corporation, which some years ago was absorbed by the Standard Bank of South
Africa. Peter built up the fortunes of the Borneo Company, and was for some
time its managing director. Alexander started the Stock Exchange firm of
Alexander Thomson and Co., which was the first to deal in Colonial
Government securities. Three other brothers were at one time members of the
Stock Exchange, of whom the best known was Henry. In 1887 he joined his
brother's firm, of which he was senior partner at the time of his death.
Reference to the family would be incomplete without the inclusion of one
other brother, the late Mr. Leslie Thomson, the water-colour artist.
While for some years prior to
the seizure that left him an invalid he was content to leave the actual work
of dealing to his younger partners, Henry Thomson to the end took the
closest interest in the business of his firm, and on account of his wide
knowledge and ripe experience his opinions on finance, and especially the
finances of the Overseas Dominions, were freely sought by fellow members of
the Stock Exchange. One other business activity of his was the directorship,
dating from its inception, of the Pahang Corporation. Together with his
brothers he was instrumental some years ago in preserving this great
tin-mine in British hands when there was a real danger of its passing into
the possession of Chinese mining interests.
Mr. Thomson's business
engagements did not preclude him from doing a great deal of charitable work.
Service to others, indeed, seemed to be the motto of his daily life. For
over thirty years—in fact, until he was compelled to retire on medical
grounds—he was on the committee of St. Thomas's Hospital, of which he was
one of the governors. He was also a life governor and member of the finance
committee of Christ's Hospital, and a member of the committee of the
Scottish Corporation, and in addition took a keen interest in the Royal
Caledonian School and the Foundling Hospital. To the time he so ungrudgingly
gave in the interests of these organizations he supplemented the help of an
ever-open purse. It might truly be said of him that to any deserving case of
need he never turned a deaf ear.
He had that true charity of
disposition that made him incapable of cherishing or invoking enmity. In the
office over which he presided, virtually the whole staff have grown up in
the firm's service, and all the present partners began business life in the
office of the firm and were gradually admitted by their chiefs. In
meditating on the characters of Henry Thomson and his brother Alexander—for
although the latter died nearly twelve years ago, it seems impossible to
separate them—one reminded forcibly of the Cheerybles immortalized by
Dickens. Each possessed in rare degree the milk of human kindness, and,
moreover, there was about the two brothers just that touch of mid-Victorian
manners that Dickens so inimitably pictured. To the last both brothers
practised a number of those outward courtesies that virtually went out with
the incoming of the telephone and the motor-car. It was, for instance, a
habit of theirs, never missed, before leaving the office each day to shake
hands with each member of the staff, and the habit was one that fitly
symbolized the relationship between employer and employed.