Harriet White Fisher was a woman of action and independence. When her husband died, she took over running his family’s business, Fisher & Norris Eagle Anvil Works in Trenton, NJ. To make sales calls, she traveled around the country by chauffeured automobile. In early 1908, with the anvil business slow because the country was in a recession, she started a reduced-rate automobile repair business.
It made perfect sense. It allowed her to keep all her workers busy instead of having to lay some off. It generated revenue. There was room in the factory to do the work. And it injected competitive pricing into a business where mechanics, Fisher felt, colluded and were “practicing extortion on the automobilists.”
To oversee the department, Fisher hired an experienced manager, Harold Fisher Brooks. He knew marine engines as well as automobile, so they included motorboat repairs in their services. The business was limited to machinery repair—no painting or upholstery work. Fisher guaranteed the workmanship, promising that it would adhere to Eagle Anvil Works’ reputation for quality.
Fisher invested in some machinery for the repair department and began advertising in the Trenton Evening Times classified advertising pages in late January 1908.
Gasoline Engines AUTOMOBILE Repairs, motor boat engines repaired and installed, by expert machinist and engineer; first-class work guaranteed; no trust prices. Fisher & Norris Anvil Works, Fair Street, Trenton, N.J.
Slow economic times caused Harriet White Fisher to think creatively and act decisively. She found a niche that utilized some of her business assets, required a manageable amount of investment, and was personally satisfying.
Trenton Evening Times 23 January 1908; 21 January 1908; and 21 April 1908 via newspapers.com
New York Times 24 January 1908
Philadelphia Inquirer 24 January 1908 via newspapers.com
The Motor World magazine 6 February 1908 via Google Books
In 1917, after the US had entered World War I, the American Red Cross put out a call for volunteers to run canteens in France. Mary Vail Andress answered. She easily met the requirements. At 34 years old, she was in good health and on the young side of age the prerequisite. Having operated a school in Paris for American girls until war had broken out in 1914, she already spoke French. She was able to pay all her own expenses. While she had no experience with the American Red Cross (ARC), she knew the service sector: in addition to running her school, she’d also worked for the New York Settlement house. Quickly selected, by late summer, Andress was in France with ARC’s Canteen Corps.
Canteens provided weary soldiers with rest and refreshments. The Red Cross worked with officials of both the French military and the American Expeditionary Forces (AEF) to open, staff, and supply canteens where they would most benefit soldiers: both at railway stations to serve soldiers in transit and, more dangerously, just behind the battlefront. No matter the flag under which the allied soldiers served, they could find hot or cold drinks, sandwiches, candies, chocolates, cookies, fruit, and a place to relax at an American Red Cross canteen.
It took some persuasion for Andress to get an assignment in the field. She initially worked in Paris as the assistant to the director of the canteen service, according to Edward Hungerford in his book With the Doughboy in France (1920). Her desire for more active duty was eventually granted. After completing several short-term jobs at canteens in Épernay and Chantilly, she was assigned to direct a small French railway canteen at Toul, on the Moselle River in northeastern France. She arrived in January 1918.
Toul, because of its location on major rail lines and closeness to battlefields at Nancy and Verdun, was becoming an important military center for transporting soldiers, supplies, and equipment. Later that year it would become the headquarters of the US Second Army. Toul often was the last canteen for soldiers headed to the German front and the first for those leaving the battlefield with injuries or on leave.
It was clear to Andress that the little French canteen at the railway station would need to be re-outfitted to serve more soldiers—many more. She envisioned facilities like those in Paris and Épernay, where she’d been assigned earlier. There soldiers could buy (at minimal cost) not only snacks, sandwiches, and drinks, but also full meals of soup, meat, vegetables, salads, bread, cheese, and eggs. These canteens had sleeping rooms, showers, recreation areas, and rooms for letter-writing or reading. Andress wanted to offer the soldiers stopping off at Toul all these services and comforts. The question was, How?
Her solution was multi-pronged. To give increasing numbers of traveling soldiers easier access to the railway canteen, she moved it into a 50-foot tent in the railway yard. This took copious amounts of persuasion, but Andress kept at it until she secured the necessary authorizations from railroad, military, and Red Cross officials.
She found and rented a three-story apartment house a short walk from the railroad station. This was converted into a rest house. Twenty-five beds for officers were on the first two floors and eight more for enlisted men on the top floor. Food and showers were also available.
The building that became her main facility, the Hôtel de la Gare, was across the street from the train station. Andress rented it and then adapted it for the needs of soldiers. In the basement, she added showers that could accommodate up to sixteen men at a time. The kitchen produced full meals, thick sandwiches, hot dogs, doughnuts, cookies, and coffee brewed in ten-gallon marmites. Soldiers could buy candies, chocolates, and chewing gum, and canned goods like jam. Other items—toothbrushes, toothpaste, razors and blades, soap, towels, combs, brushes, handkerchiefs, underwear, socks, sweaters, cigarettes, playing cards, checkers—were also available, some at minimal cost, some given away. There was a writing room with stationery, postcards, pencils, pens, and ink, as well as a reading room with as many newspapers, magazines, and books as could be collected. There were 400 beds plus a system for announcing trains so that sleeping soldiers didn’t miss their departures.
Andress and her growing staff worked tirelessly to get each venue operating. Demand was high. By June, during the build-up for major military campaigns conducted in the summer and fall of 1918, the Toul canteen was serving 3,000 troops a day. Days were filled with cooking, baking, cleaning and—above all—friendly and upbeat conversation with soldiers. Shifts could run ten, twelve, fourteen hours or more. The search for supplies and provisions was endless, keeping Andress’s supply officer on the road between ARC warehouses, French and AEF commissaries, and local markets. A new, enlarged canteen was built in the plaza in front of the railway station and a small one placed in the yard on one of the platforms to serve those not able to leave trains. Sometimes even the nighttime was overactive with the sounds of artillery at the not-too-distant front.
As busy as Andress’s Toul operations were during the war, their biggest test came after the November 11, 1918 armistice. For months, hundreds of thousands of AEF soldiers returned from battlefields, passing through Toul as they headed to French ports and home. Shortly after the armistice, 11,000 arrived in a single day. After that, it averaged 6,000-7,000 daily for months, according to Carter H. Harrison, an ARC manager at the Red Cross hospital in Toul who tells much of Andress’s story in his memoir With the American Red Cross in France.
The Red Cross Bulletin of July 1919, published highlights from a year-end report about the Toul operation, and the article was subsequently reprinted in newspapers across the country. The 1.6 million soldiers who passed through the canteen during the previous eleven months had eaten 1,561,625 well-filled sandwiches, 461,114 doughnuts, and “oceans of coffee, chocolate, and lemonade . . . and pyramids of ice cream” as well as plenty of other food.
The article said that Gen. John J. Pershing, commander of the AEF, had inspected the canteen and complimented its management. While the article did not mention Mary Vail Andress, the AEF had noticed her extraordinary effort and responsive administration. She was awarded the Distinguished Service Medal for her initiative and for displaying “marked foresight and sound judgement, with untiring personal devotion to the interests and comfort of those whom she served.”
In an exceptional salute to her work, Gen. Pershing himself presented her with the medal.
Mary Vail Andress’s Distinguished Service Medal citation:
For exceptionally meritorious and distinguished services. On her own initiative she organized and efficiently developed and administered the work of the American Red Cross at Toul, France. Under her wise supervision this work grew from the ministering and supplying of small comforts to soldiers passing through in hospital trains to an undertaking of extensive proportions, which has aided and cheered thousands of men in the service. In the performance of her exacting tasks, she has displayed marked foresight and sound judgement, with untiring personal devotion to the interests and comfort of those whom she served.
Congressional Medal of Honor, The Distinguished Service Cross, and the Distinguished Service Medal Issued by the War Department Since April 4, 1917 up to and including General Orders, No. 126, War Department, November 11, 1919,Compiled in the Office of the Adjutant General of the Army, 1919 (Washington, D.C.: US Government Printing Office, 1920), p. 840
With the American Red Cross in France, 1918-1919 by Carter Henry Harrison
With the Doughboy in France; a Few Chapters of an American Effort by Edward Hungerford
The American National Red Cross Annual Report For the Year Ended Jane 30, 1918
The Red Cross Bulletin, vol 3: Jan. 7, 1919 p. 7; Jul. 7, 1919 p. 8
Captions are based on information provided by the source and information in The Catalogue of Official A.E.F. Photographs Taken by The Signal Corps, U.S.A., War Department Document No. 903, 1919, accessible via Internet Archive or HathiTrust .
Library of Congress Prints and Photographs Division, American National Red Cross photograph collection, Reproduction Number: LC-DIG-anrc-16624
Library of Congress Prints and Photographs Division, American National Red Cross photograph collection, Reproduction Number: LC-DIG-anrc-15425 (digital file from original)
Library of Congress Prints and Photographs Division, American National Red Cross photograph collection, Reproduction Number: LC-DIG-anrc-15426
National Archives Identifier: 20803806. Another version is in the collection of Library of Congress Prints and Photographs Division, American National Red Cross photograph collection, Reproduction Number: LC-DIG-anrc-15423
The banking career of Lillian G. Jones was uncommon in many ways.
It started in 1910, when Jones took a job as a stenographer at the New York branch of the National Bank of Cuba. She worked her way up, becoming an expert in foreign exchange. This was a critical area for the bank because of its deep involvement in the Cuban sugar trade. A woman with this kind of expertise was rare. Many of the women who went into banking in the late nineteen-teens were hired—at least in part—because of their extensive social networks; they were then taught the necessary banking skills.
Jones’s work was rewarded when, in May 1916, she was appointed assistant cashier of the Bank of Cuba of New York. (It was the same bank, but renamed to reflect it becoming a state bank). Jones, then in her mid-20s, was one of the country’s earliest female bank executives.
Two years later, newspapers across the country noted how “Wall Street precedence was shattered” when Lillian Jones was appointed the cashier of the bank. The job opening was created when the bank’s cashier, Charles F. Plarre, was called to World War I military duty in July 1918. The New York Tribune noted how the even “the more important” financial posts were being filled by women because of the war. The Associated Press said she was first woman in New York to hold the cashier’s position.
As cashier, Jones was responsible for receiving and paying out the bank’s money, collecting and paying its debts, receiving and transferring its commercial securities, and overseeing the work of assistant cashiers, auditors and accountants, and tellers. The position of cashier is similar to the modern position of controller (comptroller).
Jones’s tenure as cashier was temporary. The war ended in November 1918; Plarre was discharged in January and returned to the bank as cashier shortly thereafter. Jones was again assistant cashier. Her achievement was valued by the bank for in all of its ads her name and title, L. G. Jones, Assistant Cashier, are listed with the president, vice president, and cashier. She also showed that women were capable of so much more than the standard of the day assumed.
Jones’s career was not long. Bank of Cuba of New York closed in 1921 after a precipitous drop in sugar prices caused the failure of its parent, the National Bank of Cuba. She married in 1923. It’s possible that she continued to apply her skills behind the scenes to her husband’s business (real estate), like countless other wives who have worked unacknowledged.
Singer, songwriter, and producer Madonna has been called the “Queen of Pop” and is one of the best-selling female recording artists of all time. The achievements of her long—and still active—career did not help her when her 2015 single, “Living for Love” was rejected for airplay by BBC Radio 1. The reason? The station is working to attract listeners in the age 15-30 demographic. “The vast majority of people who like Madonna, who like her music now, are over 30 and frankly, we’ve moved on from Madonna,” the head of music for BBC1 explained.
One of the hazards of being a popular artist is the loss of popularity, real or imagined. Music distribution companies and promoters make business decisions based on market popularity. Slow sales can mean lost recording contracts and canceled tours, and put a career in the doldrums—or worse—leaving the artists struggling to get their music out to their fans.
While this scenario is very unlikely to describe Madonna’s future, it does describe the careers of thousands of recording artists of the 20th century, especially mid-century when pop music “moved on,” shifting from big band jazz to rock-and-roll. Some recording artists, including pianist Marian McPartland, dealt with the problem by founding a label and signing themselves.
“Marian McPartland has three strikes against her,” wrote noted jazz critic Leonard Feather, “she’s English, white, and a woman.” In spite of these “liabilities,” McPartland, who moved to the US after World War II, created a career as a jazz soloist, bandleader, composer, writer, radio host, and headed her own record business, Halcyon.
Halcyon Records was formed in 1968. McPartland’s recording contract with Capitol Records had ended and she was looking for alternatives. Twenty years before, she and her husband, cornetist Jimmy McPartland, had started a small record company, Unison, to release their work, so the process of producing and marketing was not entirely new to her.
Right from Halcyon’s start, McPartland had several objectives, according to biographer Clare Hansson: “to record herself with artistic freedom, retain executive control over her recorded output, and to record other musicians who were major jazz talents yet being ignored by record companies.” Retaining control over output was especially important to McPartland. “I think the thing that annoyed me the most was seeing albums recorded for the big companies, which, if they didn’t sell immediately, would be quickly taken out of the catalog,” she told an interviewer in 1978. Artistic control and steady sales mattered more to McPartland.
Initially McPartland had two partners, Sherman Fairchild and Hank O’Neal. According to McPartland biographer Paul de Barros, all three put up $500 to give the company working capital and split management and production duties according to their expertise. Fairchild, a very successful inventor and entrepreneur, provided his home recording studio plus administrative support for the venture and an employee to handle distribution (which was to be primarily mail order). O’Neal engineered the recordings. McPartland selected music, worked on album cover design and often wrote the liner notes. She also came up with the Halcyon name and worked with a friend to design the logo. Halcyon’s first recording, Interplay, featuring McPartland with bassist Linc Millimen, was released in 1969 and was praised by jazz critics. Over the next three years Halcyon released several more albums. The partnership ended with Fairchild’s death and O’Neal forming a new recording company, Chiaroscuro. McPartland became the sole owner of Halcyon.
As every small business owner knows, ownership means responsibility. For McPartland that meant she was now responsible for production duties formerly split with two others, plus all the expenses for creating the albums. She rented recording studios and hired engineers in addition to selecting music and musicians to record. She contracted for the manufacturing of the LPs, usually pressing one thousand copies at a time, and arranged for them to warehoused, often in her own home (she bought a big house in the New York City suburbs for this purpose). She handled publicity—getting review copies to critics and deejays to encourage airplay on radio stations—and even invested in a small amount of advertising, running ads in The New Yorker, in 1976 and 1977. She worked out distribution agreements with record stores in the New York City area and, in later years, in Europe, and made sure that orders from individuals and retail outlets were filled, too, sometimes relying on neighbors to do the work when she was traveling. She was the collection agency when retailers were late with payments. McPartland worked these tasks in around her performances, which themselves were a major source of record sales. On the road, she shipped cartons of records to her destination.
McPartland held true to her objectives. Her solo recordings on Halcyon—some critically acclaimed—documented her growth and artistic maturity. She recorded talented jazz musicians who were being passed over by the big record companies. Halcyon released albums of Marian performing with Teddy Wilson, Earl Hines, Joe Venuti, and her ex-husband, Jimmy McPartland, as well as solo albums by Dave McKenna and Jimmy Rowles. She even re-released on Halcyon music that the McPartlands recorded in 1948 and 1949 for their Unison label, illustrating her commitment to preserve and manage recordings, including the eighteen albums that ultimately made up Halcyon’s catalog. She felt keenly the art that was lost when recordings—old or contemporary—were no longer available. “It makes it all the more important to have a catalog and keep the catalog up. You know, I wouldn’t take anything out. I still get a number of orders on the first of them. They all sell slow and steady all the time,” she said in 1978. Critics lamented that Halcyon did not have broad distribution throughout the country.
Halcyon Records did not make McPartland rich. It was one revenue stream (sometimes a trickle) in a career that included performing, composing, teaching, and (starting in 1979) a radio program, Piano Jazz, broadcast on National Public Radio. McPartland recorded for other labels during the time she was running Halcyon, including three albums for Tony Bennett’s label, Improv (Bennett had co-founded his own label in 1975). Running Halcyon did have its rewards. “Even if I lost lots of money out of my own pocket, always having a new record is a form of publicity. And it’s very satisfying” she explained in a 1974 interview.
Today many Halcyon recordings are available through Concord Music Group. Thanks to electronic media, McPartland’s fans—like Madonna’s—can see music videos on YouTube and hear her music via radio and music streaming services.
Here’s to the crazy ones. The rebels. The troublemakers. The ones who see things differently. While some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.
Apple’s Think Different advertising campaign (1997-2002), used those words to describe 20th century icons—Einstein, Gandhi, Martha Graham, and Martin Luther King, Jr.—whose images were the other integral piece of the television and print ads. Two of the visionaries in this series were business leaders—Richard Branson (founder Virgin Records, Virgin Atlantic Airways, etc.) and Ted Turner (founder CNN and TBS).
Businesswoman Josephine A. Roche was not part of Apple’s campaign but the ads’ description fits her, particularly when she took over the Rocky Mountain Fuel Company and changed its management policies.
Forty-year-old Josephine Roche took her seat in the boardroom after inheriting 40% of the Colorado-based coal mining company’s stock in 1927. She knew her positions on pressing issues differed from those of the company’s other directors and her late father, the company’s former president. She’d been educated at Vassar College and Columbia University and, in her professional life, had instituted progressive policies within organizations where she worked as an administrator: the US Foreign Language Information Service, the editorial division of the US Department of Labor’s Children’s Bureau, and the Denver Juvenile Court System. She expected to be seen as a troublemaker by her boardroom colleagues.
Disputes over working conditions and wages had caused years of labor-management conflicts for all of Colorado’s coal mining businesses. Seen from today, management’s treatment of labor is harsh and unfair. Miners’ wages and hours fluctuated dramatically and they were not paid for time that was integral to the operation but not “mining,” such as loading coal or building support structures. Pay raises frequently were followed by cuts that zeroed the increase. Often miners were paid not in cash but in scrip, which only had value at the company store. Inside the mine, there was spotty compliance with safety and ventilation regulations. Complainers faced instant job loss. These issues, unresolved for decades, led employees to call strikes and for unionization. Management believed in their inalienable right to control their property (i.e., the business). They chose to quash dissent, ruthlessly and unscrupulously, using their economic power to support their business practices, no matter the cost in dollars or lives.
Josephine Roche saw things differently. She believed the company should be managed for the benefit of all stakeholders—employees, customers, managers, and investors—not exclusively for those controlling the capital. She was sympathetic to workers’ demand for union representation because she’d witnessed their deplorable living and working conditions. Her vision for RMFC was farsighted and progressively capitalistic: She believed the company could both make money and improve the lives of her workers and their families.
In order to realize her vision, Roche first needed a majority of stockholders supporting her. According to biographer Robyn Muncy, Roche contacted non-board investors and received enough authorizations (proxies) to fire the current board of directors and re-build it. The president of RMFC was so incensed that he offered to sell his shares to Roche. She borrowed $35,000, completed the deal, and became RMFC’s controlling stockholder.
Roche installed progressive managers to oversee the business, and named herself as vice president (within a few years she became president). She then invited her workers to organize and choose their own representatives for negotiations with management. They chose the United Mine Workers and in the summer of 1928 Roche signed the labor contract she and the union had negotiated. Its provisions—an eight-hour day and six-day work week at $7 per day (the highest coal mining wage in the state), as well as other benefits—won her increased productivity, labor peace, and the support and gratitude of her employees. She needed it.
Her competitors viewed her as a “dangerous industrial radical” according to TIME magazine and started a price war. These coal operators, including Colorado’s largest, the Rockefeller–owned Colorado Fuel and Iron Corp., dropped prices 50 to 75 cents per ton so RMFC’s higher labor costs put the company at a big disadvantage. Some operators gave secret rebates to customers. The predatory practices were designed to force RMFC into bankruptcy and rid the industry of unions.
Roche fought back. She met the competition on price, then, to supplement the loss of income, raised money privately. Six hundred of her workers, according to TIME, voluntarily voted to take only half their wages for three months, thus loaning the company about $80,000. The union-led “Buy from Josephine” campaign to increase sales to households, merchants and manufacturers was pumped up. The United Mine Workers loaned her money, too.
Rocky Mountain Fuel Company hung on, even as the Great Depression added more economic hardship and the newly developed natural gas industry competed for coal customers. Roche was forced to lower wages to $5.25 a day in 1932 but opened company property to farming and provided credit at the company store to help offset the cuts. That same year, the New York Times reported that the company’s costs for digging a ton of coal had steadily declined since the 1928 contract took effect and its sales increased. The company was making money because of the joint efforts of management and labor. In 1935, a nationwide poll of 500 business executives named her the top US businesswoman. By then, all the other Colorado coal mines were unionized.
Josephine Roche was crazy enough to think she could change the world. And she did.
“A Woman Unravels an Industrial Knot,” by Louis Stark, New York Times, February 7, 1932
Restless Reformer: Josephine Roche and Progressivism in Twentieth Century America by Robyn Muncy
A Wide-Awake Woman: Josephine Roche in the Era of Reform by Elinor McGinn
Regulating Danger: The Struggle for Mine Safety in the Rocky Mountain Coal Industry by James Whiteside
Bernice Fitz-Gibbon was the head of advertising and publicity at New York’s Gimbels department store in the 1940s and early 50s. Her policy was to only hire Phi Beta Kappas for copywriting jobs.
She wrote in her book Macy’s, Gimbels, and Me:
At Gimbels, we offered hard work, stern training, challenge and opportunity, and, ultimately, some pretty handsome cash rewards. But first, training and work. We wanted hustlers and scramblers, the type that takes on tough problems for fun.
There are many people like that, and they don’t have to have college degrees. College degrees do not guarantee brilliance. . . . It is true, however, that college does provide some kind of rough sorting system for brains. It was on the latter theory that we adopted our recruiting policy.
Fitz-Gibbon summed up her hiring policy quoting an old slogan for Campbell’s Soup “To make the best begin with the best . . .”
Her method comes to mind because of the report “Moving the Goalposts,” recently published by the labor analytics firm Burning Glass Technologies. The firm found that an increasing number of employers demand a bachelor’s degree for jobs that previously did not require it. Burning Glass reached its conclusions by comparing “the education levels of workers currently employed in an occupation – a measure of past employer preferences – with the education levels employers are currently demanding for the same occupation.”
Why the change? The report says there are two common explanations.
Some jobs have become more complex and require more skills.
Employers are being more selective, favoring more highly educated workers.
The hiring practices of Bernice Fitz-Gibbon fit precisely under explanation #2.
Sources Macy’s, Gimbels, and Me: How to Earn $90,000 a Year in Retail Advertising by Bernice Fitz-Gibbon (Simon and Schuster, 1967)
“A friendly gathering of women of note whose work lies in different fields, but who feel the same big purpose inspiring them all”
by Mary Goljenboom
As I read old newspaper and magazine articles about historic women, I am always curious about who knew whom. It is a small triumph to come across a story that puts several of these historic women together. One recent triumph begins with a plate.
Written on the plate’s rim in blue script is Votes for Women . The plate is a reproduction from a set of stoneware found at Marble House, the home of Alva Smith Vanderbilt Belmont (aka Mrs. O.H.P. Belmont). Today, Marble House is one of the mansions in Newport, RI, that is open to the public. I bought my reproduction at the gift shop. According to Professor Kenneth Florey, the original set of stoneware was made in 1913; Belmont probably had it made for her July 1914 “Conference of Great Women”.
An ardent suffragist, Alva Belmont’s conference was not only about votes for women. According to journalist Doris E. Fleischman, it was “a friendly gathering of women of note whose work lies in different fields, but who feel the same big purpose inspiring them all, to make practical the connotation of the vague term betterment.” It allowed Belmont to draw attention to issues important to her: American women’s status and accomplishments, and her own status in New York society. She liked publicity.
Belmont used the visit of her daughter, the Duchess of Marlborough (née Consuelo Vanderbilt), as the celebrity hook to assure newspaper coverage and attendance by members of New York society. The duchess was more than just a society matron; in England, her work providing help to the wives and children of men who were in prison and building hostels for young working women was respected.
Eight women shared the dais with the duchess. The ones most interesting to me all had notable careers as leaders and administrators. They worked to improve social welfare and believed that women’s suffrage improved their chances of accomplishing their goals.
Florence Kelley, the general secretary of National Consumers’ League since 1899 and leader of the organization’s efforts to abolish child labor and secure legislation for a minimum wage and an eight hour work day.
Rose Schneiderman, vice president of the New York Women’s Trade Union League (later president), who, throughout her long career as a union administrator and organizer, championed working women and sought work rules and legislation to protect them.
Mary M. Bartelme, the assistant judge of the juvenile court of Cook County, IL, (later circuit court judge) whose innovative practices for dealing with girls in the justice system became a model for other juvenile courts.
Maud Ballington Booth, the co-founder of Volunteers of America and leader of its work in rehabilitating prisoners and assisting prisoners’ families.
Katharine B. Davis, the newly appointed commissioner of corrections for the city of New York, who worked to reform prisons, abolishing widespread graft and corruption.
In addition to the speakers, journalist Doris Fleischman, who covered the conference for the New York Tribune, also had a notable career. She wrote feature articles and a book about women’s careers in business and the professions, and was an executive in the public relations firm her husband founded, Edward L. Bernays.
The results of the “Conference of Great Women” were mixed. The speech by the Duchess of Marlborough was covered in newspapers across the country, as was the new Chinese Tea House on the grounds of Marble House (another hook Belmont used to get publicity). Most of the speakers were listed in articles, so they received some attention, but the duchess got most of the space. The New York Tribune gave Doris Fleischman’s coverage of the conference, which included a synopsis of each talk along with photos and an opinion piece, a full page—far more than most other publications.
The conference received publicity for its causes, but some felt Belmont had simply put on a publicity stunt. Even speakers had opinions. According to historian Sylvia D. Hoffert, Rose Schneiderman felt afterward that very little would be accomplished. “I was furious with myself for attending,” she wrote in her memoir.* Florence Kelley wrote a thank you note to Belmont full of gratitude and praise. “No one could fail to feel at the time that the audience was receptive and responsive. The editorials which have come to me from many parts of the country show the press to have been respectful and largely sympathetic. You must feel great satisfaction in having helped, on a nationwide scale . . .”**
One hundred years after the conference, the replica of the plate is a reminder of these women, whose careers as managers and administrators are usually overlooked, and of the day they stood together to publicize women’s abilities and the importance of votes for women.
Notes and Sources
The other speakers were: Kate M. Gordon, president of the Southern States Woman Suffrage Conference; Helen Ring Robinson, Colorado’s first female state senator; Harriot Stanton Blatch, daughter of suffragist Elizabeth Cady Stanton and president of the Women’s Political Union.
* Alva Vanderbilt Belmont: Unlikely Champion of Women’s Rights by Sylvia D. Hoffert, p. 103
** The Selected Letters of Florence Kelley, 1869-1931 edited by Kathryn Kish Sklar and Beverly Wilson Palmer, p. 197
Read Doris E. Fleishman’s coverage in the New York Tribune, July 12, 1914 at Chronicling America: Historic American Newspapers from the Library of Congress
A reproduction cup and saucer from Alva Belmont’s Votes for Women set are for sale at the Newport Mansionswebsite of The Preservation Society of Newport County (scroll down towards the bottom of the page)
For more information about Alva Vanderbilt Belmont and her daughter, Consuelo, Duchess of Marlborough, see Amanda Mackenzie Stuart’s book Consuelo and Alva Vanderbilt
Although there is no rule against them, the floor of the Exchange has been better protected against women members than that of Congress.
That’s Eunice Fuller Barnard’s opinion of opportunities for women at the New York Stock Exchange (NYSE) from her 1929 article “Ladies of the Ticker.” She goes on to describe what seems to be an impossible barrier to women members.
A woman . . . could not just buy a seat. As in any club, she would have to be admitted by vote of the membership committee. And it seems doubtful whether either she or they yet desire her presence . . . .
That barrier worked for almost forty more years. During that time at least one woman was said to have tried to buy a seat. Her bid was ignored. But in 1967 the barrier was finally broken. Muriel “Mickie” Siebert finally had all the necessary requirements to purchase an NYSE seat: desire, established ability and experience, money, and, most importantly, support of two members.
In her autobiography, Changing the Rules, Siebert told how she made the New York Stock Exchange co-ed.
“It took me six months to summon up the nerve to apply.” During that time she considered the risks and rewards, and compared the levels of potential aggravation to satisfaction. “It’s hard to imagine that any man would have been troubled by similar doubts and concerns, but, realistically, I had to consider what I was risking” she said. She was already a very successful securities analyst with a strong client list of institutional investors to whom she provided both research and suggestions about securities purchases and sales.
Siebert, like all other applicants, put up twenty per cent of the seat’s purchase price as a deposit and had arranged financing (using stocks she owned as collateral) for the remainder; found two NYSE members to sponsor her (a difficult task); underwent a background check by a detective agency; and was interviewed by the admissions committee. Parts of Siebert’s application process were not standard. She was required to present a letter from her bank stating that it was prepared to loan Siebert the necessary funds to complete the purchase of the seat. One of her sponsors was asked what he knew about Siebert’s private life. During the admissions committee interview, Siebert reported seeing the committee’s relief upon learning that she would not be working on the NYSE floor.
It was evident that the NYSE did not wish to admit Siebert to the “club,” and it did what it could to dissuade her from completing the process. But the exchange could not ignore her application (as it did with at least one earlier female candidate) and, because of her strong qualifications, it could not afford to vote her down. Why? Because members knew that Siebert would sue and the law was on her side. Title VII of the Civil Rights Act, which outlawed sex-based discrimination, had taken effect in 1964.
Whether or not the majority of members of the New York Stock Exchange desired the presence of a female colleague, they got one on December 28, 1967.
Siebert died in August 2013. In her life, she changed rules and made it easier for women to rise in their chosen professions.
Changing the Rules by Muriel Siebert and Aimee Lee Ball
Finding pieces of women’s business history sometimes requires that you look up.
For instance, in downtown Minneapolis, if you stand on the Nicollet Mall outside the Target store and look across the street, you’ll see the historic Young-Quinlan Building. Look up above the third floor windows and you will see “Elizabeth C. Quinlan”, the name of the businesswoman who built both the building and the business that was housed in it.
Young-Quinlan Company opened its doors in March 1895 as Fred D. Young & Company, selling women’s clothing. Fred Young had left his position as manager and buyer for the cloak department of another popular Minneapolis store to start his own business. Elizabeth Quinlan joined Young in his new venture. She was well-known to customers, judging by Young’s mention her in pre-opening publicity and advertising. In 1903 her name was added to the business.
Young and Quinlan’s great innovation was to stock their shop with high quality, ready-to-wear clothing at a time when most clothing was made individually by dressmakers. The team also benefited from the growing personal wealth and affluence created by burgeoning Minneapolis and St. Paul businesses such as Pillsbury, General Mills, and the Northern Pacific Railroad. To attract upper-income customers, the Young & Co.’s opening day ad announced “the finest line of imported and domestic cloaks, mantles, suits, separate skirts, and waists ever seen” in Minneapolis. According to Elizabeth Quinlan, they sold out most of their merchandise on their first day. And they never strayed from stocking the finest.
By the time the Young-Quinlan Building was opened in 1926, Elizabeth Quinlan had been with the company for more than thirty years. She had been sole owner and president since the death of Fred Young in 1911. The business grew significantly so that by the 1920s, Quinlan saw its need for more space. She purchased the land at Nicollet Avenue and Ninth Street South for $1.25 million; the $1.25 million she needed to erect the building was financed by issuing bonds (which sold quickly because her credit was so good). The elegant new Young-Quinlan building was filled with walnut fixtures, stairs, cathedral windows as well as modern conveniences like a 250-car parking garage and elevators. It reflected the success and taste of Elizabeth C. Quinlan, who put her name on the Nicollet facade, above the third floor windows.
Quinlan sold Young-Quinlan Company in 1945, and it lasted until 1985. The landmark Young-Quinlan Building today prominently houses J.B. Hudson jewelers. Reflected in the glass door into Hudson’s, you can catch Target’s bulls-eye logo. Young-Quinlan’s merchandising innovation of providing women with ready-to-wear clothing eventually revolutionized the apparel industry and led to the rise of mass merchandisers like Target. It’s a glimpse of the future reflected from the past.
In 1924, Mary Vail Andress was hired by Chase National Bank to be an assistant cashier, thus becoming the bank’s first female officer. She left the Paris office of Banker’s Trust Company to take the position at Chase. Bankers magazine included the following information about Miss Andress’ new job:
“Miss Andress will be associated with the main office of the bank and will occupy a desk on the officers’ platform together with the other operating officials. It is understood that her duties will be the same as any other official of similar rank. This is a most forward step in the position of women in banking . . .”
A most forward step . . . a woman, hired to a position currently occupied only by men, expected to do the same job as the men.
Andress held her position with Chase for fifteen years, until 1940 when she left to help the war relief efforts in Europe.
In December 2013, Sotheby’s auctioned a Cartier enamel, diamond, and gold compact inscribed to Mary Vail Andress from Bankers Trust Company, Paris. View the Sotheby’s catalog entry.