An acquaintance of my own came to the city a youth without capital. He was honest, frugal, industrious, and of firm will. Having begun business in a small way, and mostly on credit, he was invited by a friend—after business hours—to ride beyond the limits of the city behind a fast horse and with a fine turn-out. He accepted the invitation, but found the pleasure of the ride reduced to a minimum by the tormenting thought that he might be seen by some of the men who had given him credit. In a new firm, with very large capital, one of the younger partners secretly bought a horse. A senior partner learning the fact quietly informed him by letter that his early extravagance would hurt the reputation of the house. It may be a hit at our times, but I have seen it stated that business men sometimes inquire of persons seeking advanced positions whether they have already supplied themselves with such trifles as elegant jewelry and fast horses, hardly daring to risk employing them if these things are yet to be secured. It remains a truth that needs to be made very emphatic that young men laying their plans for success in business, whether as subordinates or principals, must look well to their reputation. Are they given to billiards? There are many reasons why they would do well to limit their indulgence. Of one thing at least they cannot afford to make light: conservative men older and wiser than themselves, on whose favor they must depend for a while at least, look with distrust on young men who indulge largely in this game, and especially in not very reputable places. A young man drinks beer, wine, whisky or brandy with his dinner. This habit will grow upon him. His young blood needs no quicker rush than it has. If he gives it the force of such a stimulant when he is young he will be old before his time, and never enjoy the full confidence of men with whom he wishes to stand well and without whose favor he cannot succeed. He may not spend half his income in extravagance but other people cannot be sure of this, and he has need both to deserve and keep their confidence. Credit is the equivalent of reputation. It may be hurt by not saving at the outset and increasing capital. In that case one must pay more for goods than men who have better credit. Or he may not be able to buy at all of men who know him well and have the goods he needs. Then he must buy of others goods that will not suit his customers; and so his lack of credit or loss of reputation will bring him to speedy grief. The first bad year in the business would leave him like a vessel that hardly floats when the tide is at the full, but sticks fast in the mud at the first of the ebb.