Book Review: A Square Meal – Part II: Politics

The book is still A Square Meal: A Culinary History of the Great Depression, recommended to us by reader Phil Wagner, and Part I of the review is here.

Condescension, Means Testing, and Infinite Busybodies

The other big thing we learned from A Square Meal, besides the fact that food in the 1920s was bonkers, is that the Great Depression brought out the absolute worst in the American political machine: the tendency for condescension to the unfortunate, constant means testing to make sure the needy are really as needy as they say, and infinite busybodies of every stripe.

Some of this was just standard government condescension. In WWI, the United States Food Administration tried to convince Americans that dried peas were a fine substitute for beefcake, and that “Wheatless, Eggless, Butterless, Milkless, Sugarless Cake” was a food substance at all. Sure.

When the Great Depression hit, things got steadily worse. Homemakers were encouraged to turn anything and everything into casseroles, which had the benefit of making their contents indistinguishable under a layer of white sauce and bread crumbs. The housewife could serve unappetizing food or leftovers over and over again without her family catching on, or at least that was the idea. Among other things this gives us this unusual early example of the overuse of the term “epic”:

Whatever the answer, [the casserole] is bound to be an epic if mother is up to the minute on the art of turning homely foods into culinary triumphs

Some people in government seemed to be confused — they seemed to think that the food issues facing the nation were a matter of presentation, that food just didn’t look appetizing enough. It’s hard to interpret some of these suggestions in any other light, like the idea that good advice for Americans in the Depression could be, “to impart a touch of elegance to a bowl of split pea soup, why not float a thin slice of lemon on top and sprinkle it with some bright red paprika and finely chopped parsley.” Or the suggestion that beans could be fried in croquettes to make them more appealing. Authorities trotted out “reassuring” announcements like: 

The fact that a really good cook can serve better meals on a small budget than a poor cook can serve on the fat of the land suggests that the fault may be not in the food material itself but in the manner in which the food is prepared and served, and therein lays a tale!

But what really grinds our gears isn’t the condescension, it’s the means testing. The second half of the book is mostly depressing stories about the government refusing to provide basic aid to starving families, or screwing up one relief program after another with means testing, or other things along these lines.

American society at the time was firmly anti-charity. People thought that everyone on the breadline could be divided into the “deserving poor” and the “undeserving poor”, and it was their job to search out which was which. They seemed to believe that even one whiff of assistance would immediately turn any hardworking, self-respecting American into a total layabout. 

People in the 1930s are always saying things like, “if a man keeps beating a path to the welfare office to get a grocery order he will gradually learn the way and it will be pretty hard to get him off that path.” They really seemed to believe in the corrupting power of government support, to the point where they were often afraid to even use the word “charity”.

Before the Great Depression, there was very little history of big-picture welfare. The support that society did provide was administered locally, and not very well administered at all:

The poor laws combined guarded concern for needy Americans with suspicions that they were complicit in their own misfortune. Under the poor laws, the chronically jobless were removed from society and dispatched to county poorhouses, catchall institutions that were also home to the old, infirm, and mentally ill. Those who could ordinarily shift for themselves but were temporarily jobless applied to public officials, men with no special welfare training, for what was known as outdoor or home relief, assistance generally given in the form of food and coal. To discourage idlers, the welfare experience was made as unpleasant as possible. Before applying for help, the poor were made to wait until utterly penniless, and then declare it publicly. When granting relief, officers followed the old rule of thumb that families living “on the town” must never reach the comfort level of the poorest independent family. The weekly food allowance was a meager four dollars a week—and less in some areas—regardless of how many people it was supposed to feed. Finally, it was customary to give food and coal on alternate weeks, providing minimal nourishment and warmth, but never both at the same time.

Journalists called people who received government assistance “tax eaters”. When support from the town was forthcoming, it looked like this: 

…the board made all relief applicants fill out a detailed form with questions like: Do you own a radio? Do you own a car? Do you spend any money for movies and entertainment? Did you plant a garden? How many bushels of potatoes do you have? The board gave aid in the form of scrip, which now could only be used to purchase the “necessities of life” at local stores: “flour, potatoes, navy beans, corn meal, oatmeal, coffee, tea, sugar, rice, yeast cakes, baking soda, pepper, matches, butter, lard, canned milk, laundry soap, prunes, syrup, tomatoes, canned peas, salmon, salt, vinegar, eggs, kerosene.”

The Manhattan breadline is emblematic of the Great Depression, so we were sort of surprised at just how much people at the time hated them, even very mainstream sources. You’d think that giving out bread to the starving would be one of the more defensible forms of charity, but people loathed it. And none more than the city’s social workers, described as the breadlines’ “harshest critics”:

Welfare professionals with a long-standing aversion to food charity, social workers condemned the breadlines as relief of the most haphazard and temporary variety, not much different from standing on a street corner and handing out nickels. The people who ran the breadlines, moreover, made no attempt to learn the first thing about the men they were trying to help, or to offer any form of “service” or counseling. The cause of more harm than good, the breadlines were humiliating and demoralizing and encouraged dependence, depriving able-bodied men of the impulse to fend for themselves. Social workers were adamant. Breadlines were the work of fumbling amateurs and “should be abolished entirely; if necessary by legal enactment.”

As the Depression dragged on and things became worse, more relief did come. But when it came, the relief was invasive. Housewives were told not only what to cook, but where to shop. Some women had to venture far outside their own neighborhoods to use food tickets. Social workers dropped in on schools to criticize the work of teachers, in particular the tendency of teachers to be overly “sentimental” or “solicitous”. They feared that schoolteachers lacked the “well-honed detective skills” required to distinguish between whining and genuine tales of woe. 

To ascertain that applicants were truly destitute, officials subjected them to a round of interviews. Candor was not assumed. Rather, all claims were verified through interviews with relatives and former employers, which was not only embarrassing but could hurt a man’s chances for employment in the future. More demeaning, however, were the home visits by TERA investigators to make sure the family’s situation was sufficiently desperate. Investigators came once a month, unannounced, anxious to catch welfare abusers. Any sign that the family’s finances had improved—a suspiciously new-looking dress or fresh set of window curtains—was grounds for cross-examination. If the man of the house was not at home—a suggestion that he might be out earning money—investigators asked for his whereabouts, collecting names and addresses for later verification. Finally, though instructed otherwise, investigators were known to reprimand women for becoming pregnant while on relief, the ultimate intrusion.

Families lived in dread of these monthly visits, terrified they would be cut off if it was discovered that one of the kids had a paper route or some similar infraction.

In some areas, including New York City, “pantry snoopers” accompanied women to the market to confirm that all parties (both shopper and shopkeeper) were complying with TERA’s marketing guidelines. More prying took place in the kitchen itself, where investigators lifted pot covers and peered into iceboxes on the lookout for dietary violations.

Relief was often inadequate. Public officials were sometimes able to set relief levels at whatever amount they saw fit, regardless of state or federal guidance. Some of them assumed that poor families would be able to provide their own farm goods, but often this was not the case. In some places officials reasoned that poor workers would be easier to push around, and kept food allowances low to keep them in line. There was also just straight-up racism: 

Six Eyetalians will live like kings for two weeks if you send in twenty pounds of spaghetti, six cans of tomato paste and a dozen loaves of three-foot-long bread. But give them a food order like this [$13.50, state minimum for six persons for half a month], and they will still live like kings and put five bucks in the bank. Now you ought to give a colored boy more. He likes his pork chops and half a fried chicken. Needs them, too, to keep up his strength. Let him have a chicken now and then and maybe he’ll go out and find himself a job. But a good meal of meat would kill an Eyetalian on account of he ain’t used to it.

Families on relief who asked for seasonings on their food, like vinegar or mustard, were refused on the grounds that they might “begin to feel too much like other families”. Officials who were afraid that cash handouts to the poor might encourage dependence instead used that money to hire a resident home economist to help the poor make better use of what little they had.

As with modern means testing, this seems heart-breakingly callous. All these “supervisory” jobs intended to keep poor people from getting too much relief look suspiciously like a method for taking money that’s meant to help starving families and using it to pay the middle class to snoop on their less fortunate neighbors. Everyone loves giving middle-class busybodies jobs in “charity” work, no one seems to worry all that much about getting food to malnourished children. 

To be fair, no one expected that the relief would have to go on for years. Everyone thought that the panic was temporary, that it would all be over in a couple of months. This doesn’t make it much better, but it does explain some of the reluctance.

Another surprising villain in all this is, of all things, the American Red Cross. Over and over again, the Red Cross either refused to provide aid or gave only the smallest amounts, even when people were literally starving to death. They sent officials to areas stricken by drought and flood, who reported back that there was not “evidence of malnutrition more than exists in normal times” or brought back stories about an old man complaining that the Red Cross was feeding him too well. Meanwhile, actual Red Cross workers were reporting circumstances like this, from Kentucky: 

We have filled up the poor farm. We have carted our children to orphanages for the sake of feeding them. There is no more room. Our people in the country are starving and freezing.

The Red Cross’s reasoning was the same as everyone else in government: “If people get it into their heads that when they have made a little cotton crop and tried to make a corn crop and failed and then expected charity to feed them for five months, then the Red Cross had defeated the very thing that it should have promoted, self-reliance and initiative.” Actually this statement is on the friendlier side of things; another Red Cross official, after touring Kentucky, wrote: “There is a feeling among the better farmers in Boyd County that the drought is providential; that God intended the dumb ones should be wiped out; and that it is a mistake to feed them.”

Was Hoover the Villain? 

This brings us to a major question — namely, was Herbert Hoover the real villain of the Great Depression? 

At first glance it certainly looks that way. Hoover consistently blocked relief bills in Congress. He had a clear no-relief policy, and he stuck to it throughout his time as president. And he did send the US Army to drive a bunch of poor veterans out of DC

(He also lived in incredible opulence during his time in the White House. Always black tie dinners, always a table awash in gold, always fancy gourmet foreign food, always a row of butlers all exactly the same height. As they say, “not a good look”.)

But when you start looking at things in more detail, it becomes more complicated. It may seem naïve, but Hoover really thought that Americans would come together and take care of each other without the need for government assistance. He seemed to oppose relief because he thought that the federal government stepping in would make things worse. In one speech, he promised that “no man, woman or child shall go hungry or unsheltered through the coming winter” and emphasized that voluntary relief organizations would make sure that everyone was taken care of. He might have been wrong, but this doesn’t look villainous. (He also said, “This is, I trust, the last winter of this great calamity.” It was 1932.)

In a pretty bizarre state of affairs, he also seems to have been thwarted by the Red Cross at every turn, especially its chairman John Barton Payne. It makes sense that Hoover approved of the Red Cross, since it was one of the voluntary generous organizations he liked so much. What’s strange is how frequently the Red Cross just didn’t do jack, even when asked.

For example: In 1930, Hoover pressured the Red Cross to help out with drought relief in the Mississippi delta. The Red Cross agreed to give out $5 million in aid, but by the end of the year they had spent less than $500,000, mostly on handing out seed to farmers. 

Another time, Hoover went to the Red Cross to help provide relief to striking miners. This time the Red Cross refused, though again they offered seed to the miners (it’s unclear if there was even arable land near the mine). So Hoover went to a Quaker relief organization instead, and the Quakers agreed to help feed hungry children in the mining areas. Hoover struck a deal where the Red Cross would provide $200,000 to help the Quakers out. The Quakers waited two months before the Red Cross refused again. So the Quakers went ahead without them.

Somehow Hoover never turned his back on the Red Cross. Maybe he just liked the idea of aid organizations too much to realize that this one kept undermining him in times of crisis. 

But the other thing to understand about Hoover is that, despite his gruff no-handouts exterior, inside he was a bit of a softie. He stuck to his guns on the subject of cash relief, but he usually found a way to help without breaking his own rules. When the Red Cross refused to help the Quakers, Hoover rooted around and found $225,000 in an idle account belonging to a World War I relief organization, and sent that instead. In the flood of 1927 (when he was secretary of commerce), he refused to allocate federal funds directly, but he did have the U.S. Army distribute rations, tents, and blankets, organized local governments to rebuild roads and bridges, and got the Red Cross to distribute seeds and farm implements (the only thing they seem comfortable with). This was a huge success, and a big part of what won him the 1928 presidential election!  

The reason Hoover believed in the no-relief approach was simple — he had used it many times before, and it had always worked. He had a long track record of dealing with this kind of crisis. Before he was president, his nickname was “The Great Humanitarian” for the relief work he had done in Europe during World War I. People saw him as an omnicompetent engineering genius, and the reputation is at least partially deserved. It’s hard to overstate just how popular he was before the Depression: He won the election of 1928 with 444 electoral votes to 87, a total landslide.

Hoover thinks that attitude is the key to fighting financial panics, because this is exactly what he saw in 1921. There was a big stock market panic, which Hoover recognized was at least partially psychological. So he put out a bunch of reassuring press releases, told everyone that the panic was over, and sure enough, the market recovered.

So when the same thing happens in 1929, he figures the same approach will work. He does everything he can to project confidence and a sense of business as usual, and tries not to do anything that will start a bigger panic. This includes no federal relief — because if the federal government starts handing out money, that must mean things are REALLY bad. It makes a certain amount of sense, it did work for him in the past, but for some reason, it doesn’t work this time around. Maybe blame the Red Cross. 

FDR definitely jumped in to take advantage of the confusion. As then-governor of New York, he started implementing the kind of relief plans that Hoover refused to consider. He gave direct food relief. He used the word “charity”. And when he ran for president, he made it very clear that he thought the federal government should cover what the states could not, and make sure that no one would starve.

This did win him the election. But afterwards, he started looking a lot more like Hoover and some of his cronies. In his 1935 state of the union address, he said, “continued dependence upon relief induces a spiritual and moral disintegration fundamentally destructive to the national fiber. To dole out relief in this way is to administer a narcotic, a subtle destroyer of the human spirit. It is inimical to the dictates of sound policy. It is in violation of the traditions of America.” We’re right back to where we started. 

FDR rolls out the Works Progress Administration, another program that ties relief to a person’s work. But this isn’t administered much better than the Red Cross. Many workers couldn’t live on the low wages they offered. Even when they could, the jobs lasted only as long as the projects did, so workers often went months without jobs between different programs. 

The Civilian Conservation Corps was for a long time the most popular of these programs, but in 1936, Roosevelt decided to focus on balancing the budget instead. He slashed the program from 300,000 people to about 1,400. Over time, most of the relief burden fell back on state and city governments, many of which descended back into cronyism.

Some of the programs, for migrants and “transients”, were worse, nearly Orwellian:

Before the New Deal, transients were the last group to receive relief under the old poor laws. Now the FTP funded a separate system of transient centers guided by federal regulations meant to guard against local governments’ ingrained cultural biases against drifters and migrant job seekers. In rural areas, transients would be gathered into federal “concentration camps” (a term that had not yet gained its ominous connotations) designed for long-term stays.

As waves of agricultural migrants spread across the United States, by 1940 the FSA had opened 56 camps around the country, 18 of them in California, each accommodating up to 350 families. Administrators nevertheless continued to keep costs as low as possible, following the “rehabilitation rather than relief” rule handed down by President Roosevelt. Rather than give migrants food, the camps taught home economics–style classes on nutrition and food budgeting.

By 1937 everything seems to have fallen apart again, and the authors suggest that the second half of the 1930s was as bad or worse than the first half. In 1938, Roosevelt refused to give any further direct food relief from the WPA coffers. The stories from 1939 are kind of harrowing. 

By 1939, the problems of unemployment and what to do with millions of jobless Americans seemed intractable. The economy continued to sputter along; real prosperity remained an elusive goal; and Americans were losing compassion for the destitute and hungry.  

A Houston, Texas, reporter lived for a week on the city’s $1.20 weekly food handout, eating mostly oatmeal, potatoes, stewed tomatoes, and cabbage, and lost nearly ten pounds. In Chicago, a family of four received $36.50 a month, meant to cover food, clothing, fuel, rent, and everything else. But fuel in the cold Chicago winters was expensive; families had no choice but to cut back on food. In Ohio, the governor again refused to give aid to Cleveland, which ran out of money for nearly a month—called the “Hunger Weeks”—at the end of 1939. The city was reduced to feeding its poor with flour and apples as desperate families combed garbage bins for anything edible. Adults lost as much as fifteen pounds, while children had to stay home, too weak from hunger to attend school. Doctors saw a jump in cases of pneumonia, influenza, pleurisy, tuberculosis, heart disease, suicide attempts, and mental breakdowns.

So whatever Hoover did wrong, he doesn’t deserve all the blame, and the WPA certainly did not end the Great Depression.

Book Review: A Square Meal – Part I: Foods of the ‘20s and ‘30s

[Content warning: Food, culture shock, milk]

They say that the past is a foreign country, and nowhere is this more true than with food. 

The book is A Square Meal: A Culinary History of the Great Depression by Jane Ziegelman and Andrew Coe, recommended to us by reader Phil Wagner. This book is, no pun intended, just what it says on the tin, a history of food during the 1920s and 1930s. Both decades are covered because you need to understand what food was like in the 1920s to understand what changed when the Great Depression battered the world in the ‘30s. 

Home is where the lard-based diet is

We read this book and were like, “what are you eating? I would never eat this.” 

The book picks up at end of World War I, and the weird food anecdotes begin immediately:  

Their greeting back in American waters—even before they landed—was rapturous. Local governments, newspapers, and anybody else who could chartered boats to race out to meet the arriving ships. When the Mauretania, carrying 3,999 troops, steamed into New York Harbor late in 1918, a police boat carrying the mayor’s welcoming committee pulled alongside. After city dignitaries shouted greetings to them through megaphones, the troops who crowded the deck and hung from every porthole bellowed en masse: “When do we eat?!” It became a custom for greeting parties to hire professional baseball pitchers to hurl California oranges at the troops—some soldiers sustained concussions from the barrage—to give them their first taste of fresh American produce in more than a year.

Not that the soldiers weren’t also well-fed at the front lines: 

Despite the privations they had undergone, the Americans held one great advantage over both the German enemy and the soldiers of their French and British allies. They were by far the best-fed troops of World War I.

The U.S. Army field ration in France varied according to circumstances, but the core of the soldiers’ daily diet was twenty ounces of fresh beef (or sixteen ounces of canned meat or twelve ounces of bacon), twenty ounces of potatoes, and eighteen ounces of bread, hard or soft. American troops were always proud that they enjoyed white bread, while all the other armies had to subsist on dark breads of various sorts. This ration was supplemented with coffee, sugar, salt, pepper, dried fruit, and jam. If supply lines were running, a soldier could eat almost four pounds of food, or 5,000 calories, a day. American generals believed that this was the best diet for building bone, muscle, tissue, and endurance. British and French troops consumed closer to 4,000 calories, while in the last months of the war the Germans were barely receiving enough rations to sustain themselves.

The overall food landscape of the 1920s is almost unrecognizable. The term “salad” at the time referred to “assemblages made from canned fruit, cream cheese, gelatin, and mayonnaise,” which the authors note FDR especially hated [1]. Any dish that contained tomatoes was called “Spanish” (a tradition that today survives only in the dish Spanish rice). And whatever the circumstances, there was ALWAYS dessert — even in the quasi-military CCC camps, even in the government-issued guides to balanced meals, even in school lunch programs that were barely scraping by. 

This book also has some interesting reminders that constipation used to be the disease of civilization. In fact, they mention constipation being called “civilization’s curse”. This is why we have the stereotype of old people being obsessed with fiber and regularity, even though that stereotype is about a generation old now, and refers to a generation that has largely passed.

In the countryside, farm diets were enormous and overwhelmingly delicious: 

In midwestern kitchens, the lard-based diet achieved its apotheosis in a dish called salt pork with milk gravy, here served with a typical side of boiled potatoes:

On a great platter lay two dozen or more pieces of fried salt pork, crisp in their shells of browned flour, and fit for a king. On one side of the platter was a heaping dish of steaming potatoes. A knife had been drawn once around each, just to give it a chance to expand and show mealy white between the gaping circles that covered its bulk. At the other side was a boat of milk gravy, which had followed the pork into the frying-pan and had come forth fit company for the boiled potatoes.

The first volume of their oral history, Feeding Our Families, describes the Indiana farmhouse diet from season to season and meal to meal. In the early decades of the century, the Hoosier breakfast was a proper sit-down feast featuring fried eggs and fried “meat,” which throughout much of rural American meant bacon, ham, or some other form of pork. In the nineteenth century, large tracts of Indiana had been settled by Germans, who left their mark on the local food culture. A common breakfast item among their descendants was pon haus, a relative of scrapple, made from pork scraps and cornmeal cooked into mush, molded into loaf pans and left to solidify. For breakfast, it was cut and fried. Toward fall, as the pork barrel emptied, the women replaced meat with slices of fried apples or potatoes. The required accompaniment was biscuits dressed with butter, jam, jelly, sorghum syrup, or fruit butter made from apples, peaches, or plums. A final possibility—country biscuits were never served naked—was milk gravy thickened with a flour roux.

Where farmhouse breakfasts were ample, lunch was more so, especially in summer when workdays were long and appetites pushed to their highest register. With the kitchen garden at full production, the midday meal often included stewed beets, stewed tomatoes, long-simmered green beans, boiled corn, and potatoes fried in salt pork, all cooked to maximum tenderness. At the center of the table often stood a pot of chicken and dumplings, with cushiony slices of white bread to sop up the cooking broth. The gaps between the plates were filled with jars of chow-chow; onion relish; and pickled peaches, cauliflower, and watermelon rinds. The midday meal concluded with a solid wedge of pie. Like bread, pies were baked in bulk, up to a dozen at a time, and could be consumed at breakfast, lunch, and dinner.

Ingredients were prepared in ways that sound pretty strange to a modern ear. Whole onions were baked in tomato sauce and then eaten for lunch. Whole tomatoes were scalloped on their own. 

Organ meats were considered perfectly normal, if somewhat tricky to cook. The book mentions how food columnists had to teach urban housewives about how to remove the “transparent casing” that brains naturally come in, the membrane from kidneys, and the arteries and veins from hearts — not the sort of thing you would expect from a modern food columnist. On hog-killing day, an annual event all over the rural United States: 

The most perishable parts of the animal were consumed by the assembled crowd, the brains scrambled with eggs, the heart and liver fried up and eaten with biscuits and gravy. Even bladders were put to good use—though it wasn’t culinary. Rather, they were given to the children, who inflated them, filled them with beans, and used them as rattles.

There are a lot of fascinating recipes in this book, but perhaps our favorite is this recipe that appears in a section on the many uses of pork lard: 

Appalachian farm women prepared a springtime specialty called “killed lettuce,” made from pokeweed, dandelion, and other wild greens drizzled with hot bacon grease that “killed,” or wilted, the tender, new leaves. The final touch to this fat-slicked salad was a welcome dose of vinegar.

You might expect the urban food situation to be more modern, seeing as it involves less hog-killing. But if anything, it’s stranger. 

To start with, ice cream delicacies were considered normal lunch fare: 

The most typical soda fountain concoction was the ice cream soda, which was defined as “a measured quantity of ice cream added to the mixture of syrup and carbonated water. From there, the imaginations of soda jerks were given free range. Trade manuals such as The Dispenser’s Formulary or Soda Water Guide contained more than three thousand soda fountain recipes for concoctions like the Garden Sass Sundae (made with rhubarb) and the Cherry Suey (topped with chopped fruit, nuts, and cherry syrup). … From relatively austere malted milks to the most elaborate sundaes, all of these sweet confections were considered perfectly acceptable as a main course for lunch, particularly by women. In fact, American sugar consumption spiked during the 1920s. This was in part thanks to Prohibition—deprived of alcohol, Americans turned to anything sweet for a quick, satisfying rush.

Delicatessens and cafeterias, which we take for granted today, were strange new forms of dining. The reaction to these new eateries can only be described as apocalyptic. Delicatessens were described as “emblems of a declining civilization, the source of all our ills, the promoter of equal suffrage, the permitter of business and professional women, the destroyer of the home.” The world of the 1920s demanded an entirely new vocabulary for many new social ills springing up — “cafeteria brides” and “delicatessen husbands” facing down the possibility of that new phenomenon, the “delicatessen divorce.” The fear was that your flapper wife, unable to make a meal in her tiny city kitchenette, or out all day with a self-supporting career, would feed you food that she got from the delicatessen, instead of a home-cooked and hearty meal. 

In all of these cases, the idea was that new ways of eating would destroy the kitchen-centric American way of life — which, to be fair, it did. Calling a deli “the destroyer of the home” seems comical to us, but they were concerned that these new conveniences would destroy the social structures that they knew and loved, and they were right. We think our way of life is an improvement, of course, but you can hardly fault the accuracy of their forecasting.

Really, people found these new eateries equal parts wonderful and terrifying — like any major change, they had their songs of praise as well as their fiery condemnations (hot take: delicatessens were the TikTok of the 1920s). For a stirring example from the praise section, take a look at this lyrical excerpt from the June 18, 1922 edition of the New York Tribune:

Spices of the Orient render delectable the fruits of the Occident. Peach perches on peach and pineapple, slice on slice, within graceful glass jars. Candies are there and exhibits of the manifold things that can be pickled in one way or another. Chickens, hams and sausages are ready to slice, having already been taken through the preliminaries on the range. There are cheeses, fearful and wonderful, and all the pretty bottles are seen, as enticing looking as ever, although they are but the fraction of their former selves [i.e., under Prohibition].”

CHEESES FEARFUL AND WONDERFUL

Sandwiches were not only strange and new, but practically futuristic. “Before the 1920s, sandwiches were largely confined to picnics and free lunches in saloons,” they tell us, “and, with their crusts cut off, delicate accompaniments to afternoon tea.” The writer George Jean Nathan claimed that before the 1920s, there existed only eight basic sandwich types: Swiss cheese, ham, sardine, liverwurst, egg, corned beef, roast beef, and tongue (yes). But by 1926, he “claimed that he had counted 946 different sandwich varieties stuffed with fillings such as watermelon and pimento, peanut butter, fried oyster, Bermuda onion and parsley, fruit salad, aspic of foie gras, spaghetti, red snapper roe, salmi of duck, bacon and fried egg, lettuce and tomato, spiced beef, chow-chow, pickled herring, asparagus tips, deep sea scallops, and so on ad infinitum.”

Like the delicatessen, Americans were not going to take this sandwich thing lying down. Nor would they take it at all calmly! Boston writer Joseph Dinneen described sandwiches as “a natural by-product of modern machine civilization.”

Make your own “biggest thing since sliced bread” joke here, but actually this sandwich craze led directly to first the invention of special sandwich-shaped loaves with flattened tops, and then to sliced bread, which hit the market in 1928.

Frozen foods had also just been invented (frozen foods are soggy and tasteless unless you freeze them really fast; Clarence Birdseye figured out how to do quick freezing by seeing fish freeze solid during an ice fishing trip in Labrador) and were considered a novelty. Yet somehow the brand name Jell-O dates all the way back to 1897.

Many new foods didn’t fit squarely within existing categories. This is sort of like how squid ice cream seems normal in Japan. We have rules about what you can put in an ice cream — mint ice cream makes sense, but onion ice cream is right out — but the Japanese don’t care what we think the ice cream rules are. In the 1920s and 1930s many foods were unfamiliar or actually brand new, so no one had any expectations of what to do with them. For example, the banana, which you know as a fruit, was new enough to Americans that they were still figuring out how the thing should be served

Does seem guaranteed to start conversation! 

We’re sure bananas would be fine served as a vegetable, or with bacon, but this is certainly not the role we would assign to them today.

When the Depression hit, grapefruit somehow found its way into food relief boxes in huge quantities; “so much grapefruit that people didn’t know what to do with it.” Soon the newspapers were coming up with imaginative serving suggestions, like in this piece from the Atlanta Constitution:

It may open the meal, served as a fruit cocktail, in halves with a spoonful of mint jelly in the center or sprinkled with a snow of powdered sugar. It bobs up in a fruit cup, or in a delicious ice. It may be served broiled with meat, appear in a fruit salad or in a grapefruit soufflé pie. Broiled grapefruit slices, seasoned with chili sauce, make an unusual and delightful accompaniment for broiled fish, baked fish or chops.

Some of these sound pretty good; but still, unusual.

Vitamins

The other really strange and exciting thing about this period is that they had just discovered vitamins.

As we’ve covered previously, this was not as easy as you might think. It’s simple to think in terms of vitamins when you’re raised with the idea, but it took literally centuries for people to come up with the concept of a disease of deficiency, even with the totally obvious problem of scurvy staring everyone right in the face. 

Scurvy isn’t just a problem for polar explorers and sailors in the Royal Navy. Farm families living through the winter on preserved foods from their cellar tended to develop “spring fever” just before the frost broke, which the authors of this book think was probably scurvy. Farmwives treated it with “blood tonics” like sassafras tea or sulfured molasses, or the first-sprouted dandelions and onions of spring.

But just around the turn of the century, and with the help of cosmic accidents involving guinea pigs, people finally started to get this vitamin thing right. So the 1920s and 30s paint an interesting picture of what cutting-edge nutrition research looks like when it’s so new that it’s still totally bumbling and incompetent. 

In 1894, Wilbur Olin Atwater established America’s first dietary standards. Unfortunately, Atwater’s recommendations didn’t make much sense. For example, in this system men with more strenuous jobs were assigned more food than men with less strenuous jobs — a carpenter would get more calories than a clerk. This makes some sense, but Atwater then used each man’s food levels to calculate the amount of food required for his wife and kids. The children of men with desk jobs sometimes got half as much food as the children of manual laborers! The idea of treating each member of the family as their own person, nutritionally speaking, was radical in the early 1900s, but the observation that some children were “kept alive in a state of semi-starvation” had begun to attract attention.

People knew they could do better, so following Atwater’s death in 1907, the next generation got to work on coming up with a better system. Atwater had assumed that basically all fats were the same, as were all carbohydrates, all protein, etc. But Dr. Elmer V. McCollum, “a Kansas farm boy turned biochemist”, was on the case investigating fats. 

We really want to emphasize that they had no system at this point, no idea what they were doing. Medical science was young, and nutritional science was barely a decade old. Back then they were still just making things up. These days “guinea pig” and “lab rat” are clichés, but these clichés hadn’t been invented back in 1907. Just like how Holst and Frolich seem to have picked guinea pigs more or less at random to study scurvy, and how ​Karl Koller’s lab used big frogs to test new anesthetics, McCollum was one of the first researchers to use rats as test subjects.

Anyways, McCollum tried feeding his rats different kinds of fats to see if, as Atwater claimed, all fats had the same nutritional value. He found that rats that ate lots of butterfat “grew strong and reproduced, while those that ate the olive oil did not”. He teamed up with a volunteer, Marguerite Davis, and they discovered a factor that was needed for growth and present not only in milk, but eggs, organ meat, and alfalfa leaves. This factor was later renamed vitamin A (as the first to be discovered), and the age of the vitamins had begun. Soon McCollum and Davis were on the trail of a second vitamin, which they naturally called vitamin B.

The public went absolutely bananas for vitamins. It’s not clear if this was a totally natural public reaction, or if it was in response to fears drummed up by… home economists. Yes, home economics, the most lackluster class of all of middle school, represents that last lingering influence of what was once a terrible force in American politics: 

More than anything else, women were afraid of the “hidden hunger” caused by undetectable vitamin deficiencies that could well be injuring their children. … Home economists leveraged those fears. To ensure compliance, bureau food guides came with stark admonitions, warning mothers that poor nutrition in childhood could handicap a person for life. Women were left with the impression that one false move on their part meant their children would grow up with night blindness and bowed knees.

Whatever the cause, vitamins took America by storm. Any food found to be high in one vitamin or another quickly turned that finding to advertising purposes. Quaker oats, found to be high in vitamin B, advertised to kids with a campaign that “teamed up with Little Orphan Annie and her new pal, a soldier named Captain Sparks, who could perform his daring rescues because he had eaten his vitamins.” For adults, they implied that vitamin B would help make you vigorous in bed: 

…a snappy new advertising campaign: “I eat Quaker Oats for that wonderful extra energy ‘spark-plug.’ Jim thinks I have ‘Oomph!’ but I know it’s just that I have plenty of vitality and the kind of disposition a man likes to live with.” What she did with her extra “oomph” was unspecified, but the graphic showed a young couple nose to nose, smiling into each other’s eyes.

Vitamins continued to have this weird grip over the imagination for a long time. As late as the 1940s, American food experts worried that the Nazis had developed some kind of super-nutritional supplement, a “magical Buck Rogers pill,” to keep their army tireless and efficient (there probably was such a pill, but that pill was methamphetamine). In response, Roosevelt convened a 900–person National Nutrition Conference for Defense, a full quarter of them home economists, to tackle malnutrition as part of the war effort.

Maybe it’s not surprising that vitamins had such a hold on the popular imagination. It’s hard for us to imagine growing up in a world where scurvy, beriberi, and rickets were a real and even terrifying danger, not just funny-sounding words you might encounter in a Dickens novel. But for people living in the 1920s, they were no joke. Look at your local five-year-old and think how they will never understand the real importance of the internet, and what life was like before. You’re the same way about vitamins.

Milk

The final thing we learned is that people from the 1920s and 1930s had an intense, almost deranged love for milk.

Milk was always mentioned first and usually mentioned often. It was on every menu. Good Housekeeping’s 1926 article, Guide Posts to Balanced Meals, included “One pint of milk a day as either a beverage or partly in soups, sauces or desserts” as guidepost #1. Pamphlets from the USDA’s Bureau of Home Economics suggested that one fifth of a family’s food budget should be spent on milk. Milk was served at every meal in the schoolhouse, with milk and crackers at recess, the target being a quart of milk for every child, every day.

Milk was on every relief list. Food relief in NYC in 1930, a very strict beans-and-potatoes affair, still made sure to include a pound of evaporated milk for every family. Even for those on microscopic fifty-cent-a-day menus, milk was recommended at every meal, “one pint for breakfast, some for lunch, and then another pint for supper.” One father struggling to adjust to the Depression said, “We had trouble learning to live within the food allowance allotted us. We learned it meant oleomargarine instead of butter. It meant one quart of milk a day for the children instead of three.” Even the tightest-fisted relief lists included a pint of milk a day for adults, and a quart a day for children. The most restrictive diets of all were bread and — you guessed it — milk.

Milk was the measure of destitution. Descriptions of people eating “whatever they could get” sound like this: “inferior qualities of food and less of it; less milk; loose milk instead of bottled milk, coffee for children who previously drank milk.” When describing the plight of West Virginia mining families, a state union leader said, “Their diet is potatoes, bread, beans, oleomargarine, but not meat, except sow-belly two or three times a week. The company won’t let the miners keep cows or pigs and the children almost never have fresh milk. Only a few get even canned milk.”

There’s no question — milk was the best food. The government sent McCollum, the guy who discovered vitamins, around the country, where in his lectures he said:

Who are the peoples who have achieved, who have become large, strong, vigorous people, who have reduced their infant mortality, who have the best trades in the world, who have an appreciation for art and literature and music, who are progressive in science and every activity of the human intellect? They are the people who have patronized the dairy industry.

Normal milk wasn’t enough for these people, so in 1933 they developed a line of “wonder foods” around the idea of combining milk with different kinds of cereals. They called them: Milkorno, Milkwheato, and Milkoat. These products are about what you would expect, but the reception was feverish:  

With great fanfare, Rose introduced Milkorno, the first of the cereals, at Cornell’s February 1933 Farm & Home Week, where the assembled dignitaries—including Eleanor Roosevelt, wife of the president-elect—were fed a budget meal that included a Milkorno polenta with tomato sauce. The price tag per person was 6½ cents. FERA chose Milkwheato (manufactured under the Cornell Research Foundation’s patent) to add to its shipments of surplus foods, contracting with the Grange League Federation and the Ralston Purina Company to manufacture it. … Milkwheato and its sister cereals represented the pinnacle of scientifically enlightened eating. Forerunners to our own protein bars and nutritional shakes, they were high in nutrients, inexpensive, and nonperishable. White in color and with no pronounced flavor of their own, they were versatile too. Easily adapted to a variety of culinary applications, they boosted the nutritional value of whatever dish they touched. They could be baked into muffins, cookies, biscuits, and breads; stirred into chowders and chili con carne; mixed into meat loaf; and even used in place of noodles in Chinese chop suey.

We had always assumed that the American obsession with milk was the result of the dairy lobby trying to push more calcium on us than we really need. And maybe this is partially true. But public opinion of dairy has fallen so far from the rabid heights of the 1930s that now we wonder if milk might actually be underestimated. Is the dairy lobby asleep at the wheel? Still resting on their laurels? Anyways, if you want to eat the way your ancestors ate back in the 1920s, the authentic way to start your day off right is by drinking a nice tall pint of milk.

[1] : There might be a class element here? The authors say, “FDR recoiled from the plebeian food foisted on him as president; perhaps no dish was more off-putting to him than what home economists referred to as ‘salads,’ assemblages made from canned fruit, cream cheese, gelatin, and mayonnaise.”


PART II HERE

Double Book Review: Confessions of an Ad Man & The Way of the General

I.

David Ogilvy’s Confessions of an Advertising Man opens:

As a child I lived in Lewis Carroll’s house in Guildford. My father, whom I adored, was a Gaelic-speaking Highlander, a classical scholar and a bigoted agnostic. One day he discovered that I had started going to church secretly.

“My dear old son, how can you swallow that mumbo-jumbo? It is all very well for servants but not for educated people. You don’t have to be a Christian to behave like a gentleman!

My mother was a beautiful and eccentric Irishwoman. She disinherited me on the ground that I was likely to acquire more money than was good for me without any help from her. I could not disagree.

For those of you who are just tuning in, David Ogilvy was a copywriter who made his way to advertising stardom. He founded the advertising firm Ogilvy & Mather (now known simply as “Ogilvy”), and in 1962, Time Magazine called him “the most sought-after wizard in today’s advertising industry”. People still call him “the Father of Advertising” and “the King of Madison Avenue” to this day. Wikipedia describes him simply as a “British advertising tycoon”. 

It’s immediately obvious that Ogilvy is an engaging writer. He knows this, because he’s cultivated it. From the start he’s talking about the value of writing, and he never strays too far from the topic. You can tell it’s important to him. “We like reports and correspondence to be well-written, easy to read – and short,” he says. “We are revolted by pseudo-academic jargon.” Later he says, “American businessmen are not taught that it is a sin to bore your fellow creatures.”

The writing shines brightest in his personal narratives — his statistics training at Princeton, his time as a door-to-door salesman, dropping out of Oxford to go to work as an apprentice chef at the Hotel Majestic in Paris, trying to avoid the storm of forty-seven raw eggs thrown across the kitchen at his head (“scoring nine direct hits”) by the Hotel’s chef potager who had grown impatient with Ogilvy’s constant “raids on his stock pot in search of bones for the poodles of an important client” — and so on.

The Hotel Majestic, now known as The Peninsula Paris

But his business advice is equally gripping — hiring and firing, how to get clients, how to keep clients, how to be a good client, how to write ads for television, and so on. This is striking, because most business advice is tedious and bad. 

His advice escapes these clichés partly because it is delivered in the writing style he recommends — easy to read, short, and direct. But another part of it is that his advice has something of a timeless quality to it. So after the quality of the writing, the second thing we noticed is that Ogilvy strongly reminds us of 2nd-century Chinese statesman, mystic, and military strategist Zhuge Liang.

II.  

Zhuge Liang, also known by his courtesy name Kongming, or his nickname Wolong (meaning “Crouching Dragon”), was born in 181 CE, in eastern China. He grew to become a scholar so highly regarded that his surname alone is synonymous with intelligence. In China, calling someone “Zhuge” is like calling someone “Einstein” in the west, except less likely to be sarcastic. 

Zhuge’s parents died when he was very young, and he was raised by one of his father’s cousins. This was during the extremely unstable years leading up to the Three Kingdoms period, when war was tearing the empire apart, and famines were so extreme that whole provinces resorted to cannibalism. While Zhuge was still a teenager, he was forced to move to a town in central China.

There he grew into a man of great insight and intelligence. Eventually he was discovered by Liu Bei, a distant relation of the Emperor and one of the great men of the age. Liu Bei was an accomplished general, but he had a reputation for being direct and honorable to a fault. Zhuge, on the other hand, already had a reputation for trickery and cunning. He shared with Liu Bei an idea that came to be known as the Longzhong Plan, a plan which eventually led to Liu Bei being crowned emperor of the new state of Shu Han. Zhuge is a central character in the massive historical classic Romance of the Three Kingdoms, and shrines in his honor still dot China 1,800 years later.

The parallels between Ogilvy and Zhuge are surprisingly strong. Both were extremely well-read in a wide variety of topics, but neither of them were snobs. Zhuge could quote classics like the Analects of Confucius and Sun Tzu’s The Art of War, but also enjoyed reciting folk songs from his hometown. In his book, Ogilvy references the ancient Greek orator Demosthenes, quotes statesmen like Winston Churchill, but also quotes a stanza sung by The Pirate King from Gilbert and Sullivan’s Pirates of Penzance

David Ogilvy

When Liu Bei recruited Zhuge Liang, Zhuge was working as a subsistence farmer in Longzhong valley. Fifteen years later, he was appointed Regent to Liu Bei’s son, the young Emperor of Shu Han, when Liu Bei died. 

“Fifteen years ago,” writes Ogilvy at the beginning of Chapter Two, “I was an obscure tobacco farmer in Pennsylvania. Today I preside over one of the best advertising agencies in the United States, with billings of $55,000,000 a year, a payroll of $5,000,000, and offices in New York, Chicago, Los Angeles, San Francisco, and Toronto.”

Farming wasn’t the only profession they shared. After finishing his book, we were surprised to learn that Ogilvy also worked as a military strategist. In World War II he served with British Intelligence, where he applied the insights he had gained from studying polling (with George Gallup himself) to secret intelligence and propaganda.

Takeshi Kaneshiro as Zhuge Liang, in John Woo’s Red Cliff

Zhuge Liang has a couple surviving works to his name. His longest work is called The Way of the General, so that’s the main book we draw on today. We also consider his two memorials known as the Chu Shi Biao, as well as a letter he wrote to his son, called Admonition to His Son. Finally, as The Way of the General is sometimes considered to be a sort of commentary on Sun Tzu’s The Art of War, we will occasionally reference that work as well. 

Similarly, Ogilvy has not only Confessions of an Advertising Man, but also a fascinating manual, The Theory and Practice of Selling the AGA Cooker, which Fortune magazine called “the finest sales instruction manual ever written.” With an endorsement like that, you know we will be referring to this piece.

III.

Let’s start with the writing. The two men have a very similar style. Both books are clearly written. But while the language they use is normally plain, both men have an occasional tendency to dip into wild metaphors. 

Ogilvy describes founders who get rich and let their creative fires go out as “extinct volcanoes”, and refers to his set of techniques for writing great campaigns as “my magic lantern.” Meanwhile, Zhuge opens his book with the following imagery: “If the general can hold the authority of the military and operate its power, he oversees his subordinates like a fierce tiger with wings, flying over the four seas, going into action whenever there is an encounter.” On the other hand: “If the general loses his authority and cannot control the power, he is like a dragon cast into a lake.” 

“Those who would be military leaders must have loyal hearts, eyes and ears, claws and fangs. Without people loyal to them, they are like someone walking at night, not knowing where to step. Without eyes and ears, they are as though in the dark, not knowing how to proceed. Without claws and fangs, they are like hungry men eating poisoned food, inevitably to die,” says Zhuge, while Ogilvy says, I prefer the discipline of knowledge to the anarchy of ignorance. We pursue knowledge the way a pig pursues truffles. A blind pig can sometimes find truffles, but it helps to know that they grow in oak forests.”

Sometimes these metaphors veer into the farcical. “Advertising is a business of words,” writes Ogilvy, “but advertising agencies are infested with men and women who cannot write. They cannot write advertisements, and they cannot write plans. They are helpless as deaf mutes on the stage of the Metropolitan Opera.” Zhuge strikes a similar note in writing, “If the rulership does not give [generals] the power to reward and punish, this is like tying up a monkey and trying to make it cavort around, or like gluing someone’s eyes shut and asking him to distinguish colors.”

Both of them make a lot of lists. Zhuge has lists of five skills, four desires, fifteen avenues of order, and eight kinds of decadence in generalship (“Seventh is to be a malicious liar with a cowardly heart.”). Ogilvy has lists of ten criteria for accounts, fourteen devices to use when you need to use very long copy, and twenty-two commandments for advertising food products (“The larger your food illustration, the more appetite appeal.”). 

These lists are good enough that you could easily turn them into a series of Buzzfeed-style listicles: “8 Kinds of Decadence in Generalship – Number 7 will SHOCK YOU”

Both men sometimes use little parables to drive home their points. In one section, Zhuge lists a number of ancient kings and their approaches to winning wars with the least possible violence. Ogilvy sometimes combines a parable with one of his vivid metaphors, and ends up sounding rather a lot like a Chinese courtier himself:  

When Arthur Houghton asked us to do the advertising for Steuben, he gave me a crystal-clear directive: “We make the best glass in the world. Your job is to make the best advertising.”

I replied, “Making perfect glass is very difficult. Even the Steuben craftsmen produce some imperfect pieces. Your inspectors break them. Making perfect advertisements is equally difficult.”

Six weeks later I showed him the proof of our first Steuben advertisement. It was in color, and the plates, which had cost $1,200, were imperfect. Without demur, Arthur agreed to let me break them and make a new set. For such enlightened clients it is impossible to do shoddy work.

Both books hit their key themes over and over, in slightly different guises each time. They look at the same few ideas repeatedly, from different perspectives. Continuous focus on the fundamentals highlights what really matters, and maybe this is why much of their advice ends up sounding so similar.

Ambition

For these two men, the root of their advice, and probably the root of their similarity, is that both of them are enormously ambitious. “Aspirations should remain lofty and far-sighted,” writes Zhuge. Despite being born a Scotsman, Ogilvy sounds very American when he says, “Don’t bunt. Aim out of the park.” Then he sounds kind of like Zhuge again, when he finishes with, “Aim for the company of immortals.”

Ambition gets a bad rap these days, but these two aren’t talking about accumulating piles of money, or being as big or as famous as humanly possible. Ambition means doing something meaningful with your life. “I have no ambition to preside over a vast bureaucracy.” says our Ad Man. “That is why we have only nineteen clients. The pursuit of excellence is less profitable than the pursuit of bigness, but it can be more satisfying.” 

Zhuge goes out of his way to specifically mention fighting injustice. “If your will is not strong,” he says, “if your thought does not oppose injustice, you will fritter away your life stuck in the commonplace, silently submitting to the bonds of emotion, forever cowering before mediocrities, never escaping the downward flow.”

And this is the other side of ambition, maybe the side that really matters: freedom from fear. Zhuge says, “The years run off with the hours, aspirations flee with the years. Eventually one ages and collapses. What good will it do to lament over poverty?” You only get one life and it’s going to end someday. You’re going to lose it all no matter what, so why not be ambitious? The alternative is cowering before mediocrity.

Many people are afraid of failing, or worse, the embarrassment that they imagine comes with failure. We say “imagine” because, once you try it, you’ll find that most of the time, the embarrassment never comes. And you can’t fight injustice, let alone make excellent ads, if you’re hung up on the idea of failing.

Hard Work & Relaxation

To the short-sighted, effort and relaxation seem like opposites. It’s easy to think there are two categories of people: those who work very hard for very long hours (and presumably burn out) and those who are slackers (and presumably go nowhere). In certain rare cases people talk about aiming for “work-life balance”, a sort of purgatorial or limbo-like concept that combines the worst of both worlds — the inability to get anything done at work with the inability to have anything more than the most superficial personal life.

Ogilvy and Zhuge understand that this isn’t how it works. Work and rest are complements, and they advocate a life where you both work extremely hard and place a high premium on relaxation. 

Maybe it’s not surprising to hear that a Madison Avenue executive worked long hours, but Ogilvy really did work some long hours. He reminisces about his time working for the head chef at the Parisian Hotel Majestic, who worked seventy-seven hours a week, and says, “That is about my schedule today.” When describing what he admires, Ogilvy comes right out and says, “It is more fun to be overworked than to be underworked.” Elsewhere he says, “I believe in the Scottish proverb: ‘Hard work never killed a man.’ Men die of boredom, psychological conflict and disease. They never die of hard work.”

Zhuge mentions some long hours himself. “One who rises early in the morning and retires late at night,” he says, “is the leader of a hundred men.” He kind of makes a point of it. “Generals do not say they are thirsty before the soldiers have drawn from the well,” he says. “Generals do not say they are hungry before the soldiers’ food is cooked; generals do not say they are cold before the soldiers’ fire are kindled; generals do not say they are hot before the soldiers’ canopies are drawn.” 

These are grueling requirements, but much of it seems to spring from the noble desire to not expect anything from others that you wouldn’t do yourself. Zhuge says, “Lead them into battle personally, and soldiers will be brave.” In explaining his own long hours, Ogilvy says, “I figure that my staff will be less reluctant to work overtime if I work longer hours than they do.”

This seems like more than hustle culture. It’s closely related to the drive for excellence. “From morning to night we sweated and shouted and cursed and cooked,” says Ogilvy of his time at the Hotel Majestic. “Every man jack was inspired by one ambition: to cook better than any chef had ever cooked before.”

In warfare, excellence can save thousands of lives. It is somewhat more prosaic in advertising, but we think Ogilvy is sincere when he promises his employees, “I try to make sufficient profits to keep you all from penury in old age,” and excellence in advertising helps him make good on that promise.

The commitment to hard work is important in part because hard work is how you make something look easy. The height of woodworking is when you cannot see the seams, and the height of advertising is when you cannot see the ad:

A good advertisement is one which sells the product without drawing attention to itself. It should rivet the reader’s attention on the product. Instead of saying “What a clever advertisement”, the reader says “I never knew that before. I must try this product.”

It is the professional duty of the advertising agent to conceal his artifice. When Aeschines spoke, they said, “How well he speaks.” But when Demosthenes spoke, they said, “Let us march against Philip.” I’m for Demosthenes.

To our ear, this sounds almost exactly like the following passage from The Art of War

To see victory only when it is within the ken of the common herd is not the acme of excellence. Neither is it the acme of excellence if you fight and conquer and the whole Empire says, “Well done!” To lift an autumn hair is no sign of great strength; to see the sun and moon is no sign of sharp sight; to hear the noise of thunder is no sign of a quick ear.

What the ancients called a clever fighter is one who not only wins, but excels in winning with ease. Hence his victories bring him neither reputation for wisdom nor credit for courage. He wins his battles by making no mistakes. Making no mistakes is what establishes the certainty of victory, for it means conquering an enemy that is already defeated. 

While we think Ogilvy is more like Zhuge Liang than Sun Tzu, Confessions of an Advertising Man might be more like The Art of War than The Way of the General. Both are about the same length. The physical books are about the same size. Both are divided up into a modest number of chapters — 11 chapters for Confessions, and 13 for The Art of War. In both books, each chapter is devoted to a specific topic, like “How to Keep Clients”, “Variation in Tactics”, “How to Rise to the Top of the Tree”, “Laying Plans”, “How to Build Great Campaigns”, “The Use of Spies”, and “Attack by Fire”.

Zhuge and Ogilvy both stress the importance of relaxation as an explicit complement to their focus on hard work and long hours. In a letter to his son where he warns against being lazy, Zhuge also says:

The practice of a cultivated man is to refine himself by quietude and develop virtue by frugality. Without detachment, there is no way to clarify the will; without serenity, there is no way to get far.

Study requires calm, talent requires study. Without study there is no way to expand talent; without calm there is no way to accomplish study.

Ogilvy also likes to study, but he tends to think of it as “homework”. His true love is vacations, which he describes like so:

I hear a great deal of music. I am on friendly terms with John Barleycorn. I take long hot baths. I garden. I go into retreat among the Amish. I watch birds. I go for long walks in the country. And I take frequent vacations, so that my brain can lie fallow—no golf, no cocktail parties, no tennis, no bridge, no concentration; only a bicycle.

Zhuge makes it clear that calm is needed for study, so that you can increase your talents. Ogilvy is equally clear that he takes vacations because he needs them to be creative:

The creative process requires more than reason. … I am almost incapable of logical thought, but I have developed techniques for keeping open the telephone line to my unconscious, in case that disorderly repository has anything to tell me. …

While thus employed in doing nothing [on vacation], I receive a constant stream of telegrams from my unconscious, and these become the raw material for my advertisements.

Both men emphasize relaxation because they believe it will help them be more productive. You may see this as dysfunctional; if so, it’s telling that Ogilvy agrees with you. “If you prefer to spend all your spare time growing roses or playing with your children, I like you better,” he says, “but do not complain that you are not being promoted fast enough.“ 

But there’s also an interesting point to be made. Even if productivity is the only thing you care about (let’s hope it’s not, but even so), you still need lots of calm and rest to make it happen. Working long hours can be fine if that’s what you want, but people who work all the time are doing it wrong. 

It’s also worth noting how the two of them think about creativity in about the same terms: 

Creative people are especially observant, and they value accurate observation (telling themselves the truth) more than other people do. They often express part-truths, but this they do vividly; the part they express is the generally unrecognized; by displacement of accent and apparent disproportion in statement they seek to point to the usually unobserved. They see things as others do, but also as others do not.

And:

An observant and perceptive government is one that looks at subtle phenomena and listens to small voices. When phenomena are subtle they are not seen, and when voices are small they are not heard; therefore an enlightened leader looks closely at the subtle and listens for the importance of the small voice. This harmonizes the outside with the inside, and harmonizes the inside with the outside; so the Way of government involves the effort to see and hear much.

Recruiting Great People

Zhuge and Ogilvy had different sorts of ambitions. Ogilvy wanted to be a great chef, then he wanted to make the best advertisements. Somewhere in between he wanted to be a tobacco farmer. Zhuge wanted to fight injustice, lower the people’s taxes, prevent government corruption, and (depending on the version of the story) embarrass Zhou Yu.

But despite these differences in focus, both of them agree that the highest form of ambition is to work with great people. Even so, the trouble with amazing people is, how do you find them? This question is at least as old as Zhuge’s time, probably much older, and both authors take it very seriously.

Ogilvy tells us that he has talked to some psychologists who have been working on the problem of creativity. But, he tells us, they have not yet caught up to his approach:

While I wait for Dr. Barron and his colleagues to synthesize their clinical observations into formal psychometric tests, I have to rely on more old-fashioned and empirical techniques for spotting creative dynamos. Whenever I see a remarkable advertisement or television commercial, I find out who wrote it. Then I call the writer on the telephone and congratulate him on his work. A poll has shown that creative people would rather work at Ogilvy, Benson & Mather than at any other agency, so my telephone call often produces an application for a job.

I then ask the candidate to send me the six best advertisements and commercials he has ever written. This reveals, among other things, whether he can recognize a good advertisement when he sees one, or is only the instrument of an able supervisor. Sometimes I call on my victim at home; ten minutes after crossing the threshold I can tell whether he has a richly furnished mind, what kind of taste he has, and whether he is happy enough to sustain pressure.

Zhuge has similar tricks. “Hard though it be to know people,” says Zhuge, “there are ways.” He doesn’t recommend visiting your prospective hires at home; instead, he suggests other situations you can put them in, to test their personalities. In characteristic fashion, he gives us a list:

First is to question them concerning right and wrong, to observe their ideas.

Second is to exhaust all their arguments, to see how they change.

Third is to consult with them about strategy, to see how perceptive they are.

Fourth is to announce that there is trouble, to see how brave they are.

Fifth is to present them with the prospect of gain, to see how modest they are.

Sixth is to give them a task to do within a specific time, to see how trustworthy they are.

Ogilvy goes a step further — not only does he give advice on how ad agencies can take the measure of potential employees, he lays out advice on how clients (that is, businesses) can take the measure of a potential ad agency! In spelling it out, he practically reiterates Zhuge’s list:

Invite the chief executive from each of the leading contenders to bring two of his key men to dine at your house. Loosen their tongues. Find out if they are discreet about the secrets of their present clients. Find out if they have the spine to disagree when you say something stupid. Observe their relationship with each other; are they professional colleagues or quarrelsome politicians? Do they promise you results which are obviously exaggerated? Do they sound like extinct volcanoes, or are they alive? Are they good listeners? Are they intellectually honest?

Above all, find out if you like them; the relationship between client and agency has to be an intimate one, and it can be hell if the personal chemistry is sour.

The most specific piece of advice the two authors agree on is where to find great people. “We receive hundreds of job applications every year,” Ogilvy admits. “I am particularly interested in those which come from the Middle West. I would rather hire an ambitious young man from Des Moines than a high-priced fugitive from a fashionable agency on Madison Avenue.” 

They agree that great people usually come from obscurity. “For strong pillars you need straight trees; for wise public servants you need upright people,” says Zhuge. “Straight trees are found in remote forests; upright people come from the humble masses. Therefore when rulers are going to make appointments they need to look in obscure places.” And apparently, this practice goes back pretty far. “Ancient kings are known to have hired unknowns and nobodies,” says Zhuge, “finding in them the human qualities whereby they were able to bring peace.”

Maybe these authors both feel this way because both of them started out in obscurity. But then again, here we are reading their books approximately 60 and 1,800 years later, so maybe they’re right. 

This is how Zhuge describes himself:

I was of humble origin, and used to lead the life of a peasant in Nanyang. In those days, I only hoped to survive in such a chaotic era. I did not aspire to become famous among nobles and aristocrats. The Late Emperor did not look down on me because of my background. He lowered himself and visited me thrice in the thatched cottage, where he consulted me on the affairs of our time. I was so deeply touched that I promised to do my best for him. 

Driving the point home is this memo Ogilvy sent to one of his partners in 1981:

Will Any Agency Hire This Man? 

He is 38, and unemployed. He dropped out of college. 

He has been a cook, a salesman, a diplomatist and a farmer. 

He knows nothing about marketing and had never written any copy. 

He professes to be interested in advertising as a career (at the age of 38!) and is ready to go to work for $5,000 a year. 

I doubt if any American agency will hire him.

However, a London agency did hire him. Three years later he became the most famous copywriter in the world, and in due course built the tenth biggest agency in the world. 

The moral: it sometimes pays an agency to be imaginative and unorthodox in hiring.

In case you can’t tell, he is describing himself.

Integrity

When Zhuge and Ogilvy talk about greatness, they’re not just talking about skill. In fact, skill comes second, and a distant second at that! Without integrity, without virtue, skill means nothing. 

“I admire people with first-class brains, because you cannot run a great advertising agency without brainy people,” says Ogilvy. “But brains are not enough unless they are combined with intellectual honesty.” Zhuge quotes Confucius as saying, “People may have the finest talents, but if they are arrogant and stingy, their other qualities are not worthy of consideration.”

Ogilvy doesn’t pull his punches, here or indeed ever. “I despise toadies who suck up to their bosses,” he says. “They are generally the same people who bully their subordinates. … I admire people who hire subordinates who are good enough to succeed them. I pity people who are so insecure that they feel compelled to hire inferiors as their subordinates.” 

A good leader looks to their team for counsel — these people were recruited for a reason! “Those who consider themselves lacking when they see the wise, who go along with good advice like following a current, who are magnanimous yet able to be firm, who are uncomplicated yet have many strategies,” says Zhuge, “are called great generals.”

You don’t expect much personal virtue from Madison Avenue, but Ogilvy really seems to feel strongly about this one:

I admire people who build up their subordinates, because this is the only way we can promote from within the ranks. I detest having to go outside to fill important jobs, and I look forward to the day when that will never be necessary.

I admire people with gentle manners who treat other people as human beings. I abhor quarrelsome people. I abhor people who wage paper-warfare. The best way to keep the peace is to be candid. 

Integrity is especially important in leadership — “for what is done by those above,” says Zhuge, “is observed by those below.” Here especially, the two leaders exhibit their belief that they should not expect anything of others that they are not prepared to demonstrate themselves. “To indulge oneself yet instruct others is contrary to proper government,” says Zhuge. “To correct oneself and then teach others is in accord with proper government. … If [leaders] are not upright themselves, their directives will not be followed, resulting in disorder.”

Ogilvy gives more detail. “I try to be fair and to be firm,” he says, “to make unpopular decisions without cowardice, to create an atmosphere of stability, and to listen more than I talk.” This is in some ways a very Confucian perspective, that a leader owes their subordinates exemplary behavior. “A policy of instruction and direction means those above educate those below,” says Zhuge, “not saying anything that is unlawful and not doing anything that is immoral.”

Exceptional integrity means understanding that you have a commitment to the people who work for you. Not the same commitment than they have to you — more of a commitment.  

Zhuge paraphrases Confucius as saying, “an enlightened ruler does not worry about people not knowing him, he worries about not knowing people. He worries not about outsiders not knowing insiders, but about insiders not knowing outsiders. He worries not about subordinates not knowing superiors, but about superiors not knowing subordinates. He worries not about the lower classes not knowing the upper classes, but about the upper classes not knowing the lower classes.”

“In the early days of our agency I worked cheek by jowl with every employee; communication and affection were easy,” says Ogilvy. “But as our brigade grows bigger I find it more difficult. How can I be a father figure to people who don’t even know me by sight?” If Confuicius was right, I guess this makes Ogilvy an enlightened ruler.

“It is important to admit your mistakes,” Ogilvy tells us, “and do so before you are charged with them. Many clients are surrounded by buckpassers who make a fine art of blaming the agency for their own failures. I seize the earliest opportunity to assume the blame.” 

But it’s not all tactics — you also want to earn the respect of the people you work with. “If you are brave about admitting your mistakes to your clients and your colleagues, you will earn their respect. Candor, objectivity and intellectual honesty are a sine qua non for the advertising careerist.” 

Being respected does happen to be good for business, but it’s also important for your self-worth as a person. Ogilvy offers a few conspicuous cases where he decided to act honorably, even though it was against his business interests:

Several times I have advised manufacturers who wanted to hire our agency to stay where they were. For example, when the head of Hallmark Cards sent emissaries to sound me out, I said to them, “Your agency has contributed much to your fortunes. It would be an act of gross ingratitude to appoint another agency. Tell them exactly what it is about their service which you now find unsatisfactory. I am sure they will put it right. Stay where you are.” Hallmark took my advice.

When one of the can companies invited us to solicit their account, I said, “Your agency has been giving you superb service, in circumstances of notorious difficulty. I happen to know that they lose money on your account. Instead of firing them, reward them.”

Exceptional integrity means exceptional humanity. “One whose humanitarian care extends to all under his command, whose trustworthiness and justice win the allegiance of neighboring nations, who understands the signs of the sky above, the patterns of the earth below, and the affairs of humanity in between, and who regards all people as his family,” says Zhuge, “is a world-class leader, one who cannot be opposed.”

Exceptional humanity in advertising — in 1963 no less! — looks like this:

Some of our people spend their entire working lives in our agency. We do our damnedest to make it a nice place to work. 

We treat our people like human beings. We help them when they are in trouble–with their jobs, with illness, with alcoholism, and so on.

We help our people make the best of their talents, investing an awful lot of time and money in training–like a teaching hospital. 

Our system of management is singularly democratic. We don’t like hierarchical bureaucracy or rigid pecking orders.

We give our executives an extraordinary degree of freedom and independence. 

We like people with gentle manners. Our New York office gives an annual award for “professionalism combined with civility.” 

We like people who are honest in argument, honest with clients, and above all, honest with consumers.

We admire people who work hard, who are objective and thorough.

We despise office politicians, toadies, bullies and pompous asses. We abhor ruthlessness.

The way up the ladder is open to everybody. We are free from prejudice of any kind — religious prejudice, racial prejudice or sexual prejudice. 

We detest nepotism and every other form of favouritism. In promoting people to top jobs, we are influenced as much by their character as anything else.

And in case that isn’t scrupulous enough for you, there’s at least one product that Ogilvy entirely refuses to advertise: politicians. “The use of advertising to sell statesmen,” he says, “is the ultimate vulgarity.”

V.

Zhuge and Ogilvy focus on different things. Zhuge has a section on grieving for the dead, Ogilvy has a chapter on writing television commercials. But these differences are superficial. Both men are animated by the same spirit. Both of them are infinitely ambitious — but it’s not a callous ambition. Their ambition is to be honest, relaxed, creative, and humane. 

We think these men would have been good friends. It’s tragic that they were born 1,730 years and several thousand miles apart. But it’s to our advantage that we get to read both books and see that these two authors are drawing from the same well. The best wisdom is timeless.