David mccullough library.., p.430
David McCullough Library E-book Box Set, page 430
Others living elsewhere around the country wrote to wish Harry well. “I see no reason,” said one man, “why you, with your engaging personality and honest morals, should not be very successful in that business.”
“Well, sir, don’t forget me,” wrote another, Eugene Donnelly, in a letter from a remote Texas oil field, “and when you see a keen young lady come out of the Muehlebach, just say to yourself gee I’d hate to be old Donnelly, living seven miles from a railroad, enjoying the company of two hundred men.” Once, in France, after the Armistice, when Donnelly and several others from Battery D were due to go to Paris on furlough but had no money, Harry had found out about it and loaned them what they needed. “We’d have done anything for him then,” Donnelly would say in an interview years afterward, “and nobody that I know has changed his mind.”
Eddie’s wife Bluma said later that her husband never worked as hard as he did that first year in the 12th Street store, nor Harry either, she supposed. There were no signed agreements between them, there was never a need for it. “They just felt that close to one another that they could trust each other, which they did all through their lives.”
By the year’s end they had sold $70,000 worth of goods, which meant a high return on their investment.
In his campaign for President in 1920, the handsome Republican candidate, Senator Warren G. Harding of Ohio—who had been picked in a famous “smoke-filled room” at the Blackstone Hotel in Chicago, just a year after Mr. and Mrs. Harry Truman stopped there—called for a return to “normalcy.” The American people, Harding said, had had enough of heroism, and he and his running mate, former Massachusetts Governor Calvin Coolidge, defeated the Democratic ticket of James Cox and Franklin Roosevelt with a bigger majority than in any previous election. Normalcy seemed indeed to be what the country wanted, and in this respect Truman and Jacobson, restocking their shelves in Kansas City, waiting on customers, seemed in perfect step with the times. Harry joined the Kansas City Club, the Triangle Club (a businessmen’s lunch group much like Rotary), and the Kansas City Athletic Club, where, with relentless determination, he taught himself to swim, using a strange, choppy, self-styled sidestroke, his head above water, so he could keep his glasses dry. With Ted Marks or Jim Pendergast, he ate regularly at the Savoy Grill, in the old Savoy Hotel on 9th Street, his favorite place for lunch. He dreamed also of a new car, to replace the second-hand, four-cylinder Dodge roadster he was driving to and from the city.
The one looming worry was that the farmers were hurting and the reasons were plain enough at the same Kansas City grain exchange where John Truman had lost his money twenty years earlier. Prices were tumbling. Wheat that had sold for a record $2.15 a bushel in 1919 had dropped to $1.44 a bushel by the fall of 1920. Farm prices overall fell 40 percent and the farmers’ plight began to spread. The Middle West was especially hard hit. By 1921 the silk shirt that had been such a symbol of the postwar boom became the shirt Truman & Jacobson could no longer sell. By mid-year their “flourishing business” had evaporated. With the country in a full-scale depression, Harry and Eddie Jacobson were in trouble. To keep their stock up to date, they were forced to borrow more money.
The same old friends kept dropping in, but no one was buying as before. Several now found the store a convenient place to borrow an extra five or ten dollars. It became a combination club and unemployment agency, and, because of Harry’s generosity, small loan office. If they came in asking for “Captain Harry,” Eddie Jacobson recalled, he knew it was for a touch. If they asked for “Captain Truman,” he knew he had a sale.
It was Harry also who paid for the damages after a Battery D reunion on St. Patrick’s Day, 1921, a dinner at the Kansas City Elks Club that turned into a brawl, with the “boys” hilariously “airlining” soup and dinner rolls at one another. There had been no shortage of whiskey for the evening, Prohibition notwithstanding, and things were finally so out of hand that the police had to be called. But then one of the police turned out to be a former Battery D sergeant, George Brice, who, to the delight of the other police, was unceremoniously relieved of his revolver and most of his clothes.
As the depression grew worse and the partners had less and less to do, Harry became increasingly restless. “He would get out and go to lunches and mix with people…and Eddie Jacobson would stay around and take care of business,” said Ted Marks, who had not encouraged Harry to go into the retail line. Now they talked about anything and everything but Harry’s troubles. “We all were having a hard time those days…. Rents were high and starting anew—it was pretty rough,” Marks remembered.
Harry and Eddie had an ink blotter printed up as a flyer to hand out at the counter:
Dr. A. Gloom Chaser Says:
“It Takes 65 Muscles of the Face to Make a Frown and 13 to Make a Smile—Why Work Overtime?”
Buy Your Men’s Furnishings from Us at New Prices. YOU Will Smile at the Great Reductions. WE will Smile at the Increased Business. Then NONE of US Will be Overworked.
In the fall of 1921, when plans were announced for an American Legion convention in Kansas City, as part of ceremonies to dedicate the site for a colossal new war memorial, Harry at once volunteered his services. As chairman of the decorations committee, he raised money, ordered flags and bunting, and launched a campaign to have every downtown business, trade association, club, every household “show the flag” in what he promised would be the most patriotic gathering ever in the country and one certain to make Kansas City “the most talked about town in the world.” He was brisk, enthusiastic, and effective. The big day was November 1. France sent Marshal Ferdinand Foch; Great Britain sent Admiral Earl David Beatty; Italy, General Armando Diaz; and Belgium, General Baron Jacques, a strapping figure with a pink face and huge cavalryman’s mustache. General Pershing came to town—a thrill for Harry—and Eddie Rickenbacker and Vice President Coolidge, who, reportedly, looked and acted so effacingly vice-presidential that he had trouble gaining admittance to several gatherings. Eighty-five bands marched and sixty thousand men of the American Legion, including former Captain Harry Truman, who was chosen for the honor of presenting flags to the Allied commanders. Foch, whose presence on the reviewing stand electrified the crowds, said he had never seen such a display of feeling, such patient, “almost sacred,” attention from so many people. More than a hundred thousand had turned out.
Later activities, however, were considerably different in spirit. “That,” remembered Harry’s friend and fellow legionnaire, Harry Vaughan, “was when we took the Hotel Baltimore to pieces.” Somebody drove a Texas steer into the hotel lobby. A crap game in the street outside stopped traffic. Eddie McKim could not recall Harry taking part in any of the “high jinks…except he probably looked out of his haberdashery store door and would see some of the ladies’ negligées floating down from the windows of the Muehlebach Hotel. They used to lodge in the trolley wires….”
The goodwill and mutual respect between Harry and Eddie Jacobson, meantime, seemed not to suffer from the strain they were under, though it remained at heart a business friendship. Eddie’s wife sensed a certain distance between the Trumans and the Jacobsons that she took to be a sign of anti-Semitism among Harry’s in-laws. The Wallaces, she said, were considered aristocracy, and under the circumstances the Trumans could not afford to have Jews in their house. But then Harry seldom if ever brought any of his friends home to North Delaware Street. The privacy of Madge Wallace’s world was one thing, the world without was another, and so it would remain.
Truman & Jacobson failed in 1922. After much discussion, the partners decided not to file for bankruptcy—and thereby wipe out their debts—but to try to pay off their creditors as best they could, little by little as time went on. The business was approximately $35,000 in the red. Eddie, who went on the road as a shirt salesman, did all he could to meet his part of the debt, but in three years, unable to keep up, was forced to declare himself bankrupt. Some time later, when the two friends met for lunch downtown, Harry, seeing Eddie’s frayed suit, gave him some money and told him to buy some new clothes. Fifteen years after the store went under, Harry would still be paying off on the haberdashery, and as a consequence would be strapped for money for twenty years. But like his father, he never ever neglected appearances.
The store had been a dismal failure. Yet few thought it Harry’s fault. He was the victim of circumstances, the times were against him. “It was a nice store, and he was just a victim of circumstances like all the rest of us,” remembered former First Lieutenant Edgar Hinde, who was trying to sell Willys-Overland automobiles in Independence. “It was rough, I’ll tell you, it was rough!” The price of wheat in 1922 was 88 cents a bushel.
An exception to this view was Harry’s former Grandview neighbor and Lodge brother Gaylon Babcock, who remembered Harry’s downfall coming as no surprise. To Babcock, whose father had put money in the store, it was just another case of “There goes Harry again.”
Harry blamed the Republicans in Washington. The fault was neither in himself nor in his stars, but in the tight money policy of Secretary of the Treasury Andrew Mellon, he insisted. But it could also be said that the trouble began in 1920 when the Wilson administration suddenly cut government spending and raised taxes.
III
To his wife Bess, who regarded most of his Army friends as roughnecks, Harry once described Jimmy Pendergast as “a nice boy and as smart as the old man he’s named for.”
The old man in question, the original James Pendergast, was the legendary Alderman Jim, the first Pendergast in Kansas City politics and founding father of what became a famous, or infamous, depending on one’s point of view, Kansas City dynasty. His was a familiar American story. The son of Irish Catholic immigrants who had settled and raised a numerous family in St. Joseph, upstream on the Missouri River, Alderman Jim had come to Kansas City in the centennial year of 1876, a young man with neither money nor connections and in desperate need of a job. He found work first in a slaughterhouse, then in an iron foundry, in the West Bottoms, a roaring industrial section that stretched across the muddy lowlands between the river’s great bend and the bluffs of the city. Jim Pendergast was brawny and gregarious and with his sunny disposition made friends rapidly. He also saved his money and in 1881, after betting on a winning horse called Climax, he purchased a combination hotel and saloon which, in tribute to his lucky horse, he called the Climax. Other saloons were acquired as years passed, these, too, proving popular and profitable, especially with the added attraction of back-room gambling. In addition, Jim Pendergast moved into the wholesale liquor business.
His real love, however, was politics. He was of course a Democrat and a natural vote-getter. In time, with the hardworking, hard-drinking, steadily expanding populace of the West Bottoms, the First Ward, as his base of power, he built Kansas City’s first political organization and made himself boss, a term he disliked. “I’ve got friends,” he would say cheerfully. “And, by the way, that’s all there is to this boss business—friends.” In 1889, Jim brought three younger brothers, Michael, John, and Thomas, on from St. Joseph to help manage things. Three years later, in 1892, he ran for alderman from the First Ward. “There is no kinder hearted or more sympathetic man in Kansas City than Jim Pendergast,” said one devoted Democrat introducing the candidate. It was a reputation not lightly earned.
No deserving man, woman or child that appealed to Jim Pendergast went away empty-handed [remembered a contemporary], and this is saying a great deal, as he was continually giving aid and help to the poor and unfortunate…. There was never a winter in the last twenty years that he did not circulate among the poor of the West Bottoms, ascertaining their needs, and after his visit there were no empty larders. Grocers, butchers, bakers, and coal men had unlimited orders to see that there was no suffering among the poor of the West Bottoms, and to send the bills to Jim Pendergast.
He remained on the city council for eighteen years, never losing an election. He was “Big Jim,” “King of the First,” conspicuously, proudly Irish and Catholic, with a physical resemblance to the great Irish-American hero of the day, prizefighter John L. Sullivan, which did him no harm as a public personality. With his love of good food he had grown to well over 200 pounds. He had a thick, black handlebar mustache, wore small black bow ties and a heavy gold watch chain, and worked steadily for public improvements—parks, boulevards, buildings, all projects that meant work for his people. He fought for higher pay for firemen. He fought the anti-Catholic American Protective Association. He fought the reformers, kept the saloons open and purchased another on Main Street, a block from City Hall, which he made his headquarters. He had courage and a much-loved sense of humor. When a bill was put before the state legislature in Jefferson City that would have prohibited anyone who owned a saloon from holding elective office and reporters asked what he thought of it, Alderman Jim said probably the bill was intended as a way of improving the reputation of saloonkeepers.
With the city growing by leaps and bounds, he reached out more and more to constituencies other than the Irish—to blacks, Poles, Slavs, Croatian slaughterhouse workers, to every immigrant group, and particularly the largest, the Italians, whose stronghold lay beyond the First Ward in the teeming, crime-ridden North End. The peak of his power came after the turn of the century, at the time when the bankrupt Truman family had moved to Kansas City. By then he had picked his own mayor, James A. (“Fighting Jim”) Reed, in addition to nearly every other key office at City Hall. Charges of vote fraud in the First Ward led to investigations that produced no evidence of wrongdoing. “I never needed a crooked vote,” Jim enjoyed telling reporters. “All I want is a chance for my friends to get to the polls.”
Following his death in 1911, a ten-foot bronze statue was erected in Mulkey Square, on the heights overlooking the West Bottoms, a commanding seated figure of Alderman Jim paid for by public subscription and inscribed “to the rugged character and splendid achievements of a man whose private and public life was the embodiment of truth and courage.” Even the Kansas City Star, arch-opponent of machine politics, lamented his passing. His word had been his bond, said the paper. “His support of any man or measure never had a price in cash.”
It was the Pendergast “organization,” however, that stood as Big Jim’s great legacy, and it was to his brother Tom, sixteen years his junior—young enough nearly to have been his son—that he passed the mantle of leadership. “Brother Tom will make a fine alderman, and he’ll be good to the boys—just as I have been,” an ailing Jim had reassured a gathering of patrons at his Main Street saloon. As bookkeeper for the saloons and precinct captain, young Tom had learned the business and politics from the ground up, rising to superintendent of streets, a job second only to mayor in the patronage it offered. At Jim’s retirement, Tom was elected to Jim’s old seat on the city council. But unlike Jim, Tom cared little for public office and retired from the council in 1915, not to run for anything ever again.
Tom—Thomas Joseph Pendergast, or T.J.—was no one to quarrel with. Though only 5 feet 9, he was a blond, ruddy-faced bull of a man, with a head so massive it looked oversized even on so large and powerful a body. His neck seemed part of his heavy shoulders, almost as though he had no neck, and it was well known that he could knock a man senseless with a single blow. Yet for all this, he had a kind of jauntiness, an appealing ease of manner. People spoke of the warmth, not menace, in his large, oddly protruding, pale blue eyes. It was the eyes, in combination with his “hugeness,” according to a close observer named William Reddig, that made Tom look both formidable and engaging. To Reddig, a veteran reporter for the Star, Tom was one of the most arresting figures ever seen in Kansas City, and once seen, never forgotten.
Like his brother, Tom was a saloonkeeper who abhorred drunkenness and drank only an occasional glass of beer. He dutifully attended early mass every morning. He liked to say he had never spent a night away from his wife. Further, as Big Jim had long appreciated, Tom was acutely intelligent.
Though the Pendergast operations had never suffered from lack of money, and money, as often said, was nowhere more useful than in politics, Tom, the bookkeeper, perceived politics as a business opportunity to a degree Jim never had. He acquired more saloons. He expanded the wholesale liquor business. Brother Mike Pendergast, meantime, was made the liquor license inspector for all Jackson County, which gave him the power to say yes or no to the operations of more than six hundred saloons, this naturally depending in no small part on how willingly the proprietors did business with the Pendergasts.
Even more important, as time would tell, was the Ready-Mixed Concrete Company established by Tom, one of the first companies anywhere to mix concrete in a plant, then deliver it by truck to the construction site. With his love of public improvements, Jim had been known as a builder—all the Pendergasts were builders—but Tom, with the city growing as never before, saw no reason why others should profit from the work if the organization could. In addition to the Ready-Mixed Company, he eventually founded or had substantial interest in the W. A. Ross Construction Company, the Midwest Paving Company, the Midwest Precoat Company, the Kansas City Concrete Pipe Company, the Centropolis Crusher Company, a cigar company, an oil company, and something called the Public Service Pulverizing Company. To charges that he used his political power to control contracts and furnish material for public use, Tom would reply, “Yes. Why not? Aren’t my products as good as any?” And, by and large, they were, often better.
Hundreds of people from all walks of life, every level of society, would later testify to the kindness, generosity, and fundamental decency of Tom Pendergast, not to say his impressiveness as a political leader. “He was a master! He had an analytical mind,” said one loyal foot soldier in the organization, a street repair inspector. “He ran the organization for people. His first concern was always people…. He was a man of immense heart and imagination…. He was always courteous. He would always listen you out.” To a young lawyer with no connection to the organization, a single face-to-face meeting with Tom was enough to convince him that “that fellow could probably talk anyone into anything.”
