The Go-Getter

The Go-Getter Plot Summary

Introduction

Have you ever wondered what separates those who consistently achieve their goals from those who merely dream about them? In today's fast-paced world, we often marvel at individuals who seem to have an uncanny ability to overcome obstacles and deliver results, no matter the circumstances. These rare individuals possess what can only be described as the "go-getter spirit"—an unwavering determination that transforms seemingly impossible challenges into accomplished missions. This spirit isn't merely about working hard; it's about developing a mindset where "it shall be done" becomes your personal motto. The principles explored in this narrative will transform how you approach challenges in your professional and personal life. You'll discover how to cultivate relentless persistence in the face of obstacles, find creative solutions when no clear path exists, and understand the value of following through on commitments. The story of Bill Peck and his extraordinary blue vase test demonstrates that success isn't about having perfect conditions—it's about your response when confronted with seemingly insurmountable barriers.

Chapter 1: The Blue Vase Test: Cappy Ricks' Ultimate Challenge

Cappy Ricks, the shrewd leader of a successful shipping and lumber empire, had developed a peculiar method for identifying exceptional talent. He called it "the Degree of the Blue Vase," and it served as his ultimate test for anyone being considered for significant responsibility within his organizations. When a management position worth ten thousand dollars annually became available in Shanghai, Cappy decided it was time to administer this legendary test once again. The test involved a seemingly simple task: acquire a specific blue vase from a store and deliver it by a strict deadline. However, Cappy deliberately engineered nearly impossible conditions. He provided vague location details, created confusion about the store owner's name (alternating between Cohen and Cohn), arranged for the store to be closed, and even positioned a policeman to prevent any desperate window-breaking attempts. To further complicate matters, the candidate would need to somehow secure two thousand dollars on a Sunday evening when banks were closed. "By the Holy Pink-toed Prophet!" Cappy would exclaim to his skeptical executives. "The next man we send out to that Shanghai office is going to be a go-getter. We've had three managers go rotten on us and that's three too many." His general manager, Skinner, and son-in-law, Matt Peasley, watched with amusement as Cappy crafted what they believed was an impossible challenge. When Bill Peck, a disabled veteran missing part of his left arm and walking with a limp, emerged as the candidate for this test, few believed he could succeed. Yet what followed was an extraordinary demonstration of persistence. Peck spent hours tracking down every Cohen, Cohn, and variation thereof in the city and surrounding areas. When conventional methods failed, he leveraged his resourcefulness—eventually locating the right shop owner, securing the vase using his own valuable ring as collateral, and when he missed the train, hiring a pilot friend to fly him to intercept Cappy's train in the middle of the night. The blue vase test reveals something profound about exceptional achievement: what appears to be an impossibility to most people is merely a complex problem awaiting a creative solution to those with the go-getter spirit. As Cappy later revealed to Peck, "Every time I have to pick out a permanent holder of a job worth ten thousand dollars or more, I give the candidate the Degree of the Blue Vase. I've had two men out of a field of fifteen deliver the vase."

Chapter 2: Relentless Persistence in the Face of Obstacles

When Bill Peck confronted the seemingly impossible blue vase challenge, his approach revealed the essence of true persistence. After discovering that the store was closed, a normal person might have given up, citing circumstances beyond their control. But Peck's response was dramatically different. He began methodically tracking down every possible Cohen, Cohn, and Cohan in the telephone directory, making dozens of calls across multiple cities. "If I have to take a Jewish census again tonight I'll die," he complained at one point, exhausted and frustrated. Yet he continued dialing number after number. When he finally located the right Mr. Cohn dining at a friend's house in Mill Valley, he encountered another roadblock—the owner refused to return to the city. Undeterred, Peck pivoted to tracking down the head salesman, facing another labyrinthine search through country clubs and residences. What made Peck's persistence truly remarkable wasn't just his refusal to quit, but his ability to adapt his approach when facing each new obstacle. When he couldn't afford the two thousand dollar price, he offered his personal diamond ring as collateral. When he missed Cappy's train, he arranged for a midnight flight to intercept it. At each juncture where most would see a dead end, Peck saw only a detour requiring a creative solution. The lesson here transcends mere stubbornness. True persistence combines tenacity with flexibility—the determination to reach the goal paired with the agility to change tactics when necessary. As Peck explained to Cappy: "I've been trained not to question orders, even when they seem utterly foolish to me; I've been trained to obey them—on time, if possible, but if impossible, to obey them anyhow." This principle applies universally: exceptional achievement requires not just working hard, but refusing to accept that obstacles represent the end of the journey. The path may change, but the destination remains fixed in the go-getter's mind.

Chapter 3: When 'It Shall Be Done' Becomes Your Motto

The power of a personal motto became evident in Bill Peck's explanation of where his extraordinary determination originated. When Cappy asked him why he couldn't quit despite the overwhelming challenges, Peck shared the story of his brigadier general who had instilled in his entire brigade a simple yet powerful motto: "It shall be done." "In the army, sir," Peck explained, "the esprit de corps doesn't bubble up from the bottom. It filters down from the top. An organization is what its commanding officer is—neither better nor worse." This brigadier had created a culture where excuses were unacceptable and commitment to accomplishing the mission was absolute. Peck recounted a particularly poignant example: "The brigadier sent for me once and ordered me to go out and get a certain German sniper. He opened a map and said to me: 'Here's about where he holes up. Go get him, Private Peck.' Well, Mr. Ricks, I snapped into it and gave him a rifle salute, and said, 'Sir, it shall be done.'" That same brigadier later visited Peck in the field hospital after he'd been severely wounded, losing his arm and injuring his leg. When Peck was downhearted and wanted to die, the brigadier challenged him: "Private Peck will do his utmost to recover and as a starter he will smile." Peck responded with the brigade's standard reply: "Sir, it shall be done." This exchange reveals how deeply the motto had become ingrained in Peck's character—it wasn't just words, but a fundamental approach to life's challenges. The transformative power of adopting "It shall be done" as a personal motto lies in how it shifts your mindset from questioning whether something is possible to focusing entirely on how to accomplish it. This motto eliminates the option of failure and directs all mental energy toward solution-finding. When faced with obstacles, the person who has internalized this motto doesn't waste time contemplating retreat—they simply begin calculating alternative routes forward. The remarkable thing about this mindset is that once adopted, it becomes self-reinforcing. Each successful application of the "it shall be done" philosophy builds confidence for the next challenge, creating an upward spiral of achievement.

Chapter 4: Bill Peck: The Embodiment of Unstoppable Determination

When Bill Peck first walked into Cappy Ricks' office, few would have predicted his extraordinary capability. With his missing left forearm, injured leg that caused him to limp, and the lingering effects of tuberculosis from his war service, he appeared disadvantaged in the competitive business world. Yet his introduction revealed the spirit that defined him: "I am a salesman, Mr. Ricks. I know that statement to be true because I have demonstrated, over a period of five years, that I can sell my share of anything that has a hockable value." Peck's military background had forged his character in ways that transcended physical limitations. When seeking employment, he approached each rejection not as a final answer but as a challenge to overcome. After being turned down by both Mr. Skinner and Captain Peasley, instead of becoming discouraged, he went straight to the top—to Cappy Ricks himself. "I want you to go over their heads and give me a job," he stated directly. "I don't care a hoot what it is, provided I can do it. If I can do it, I'll do it better than it was ever done before." What made Peck's determination truly remarkable was his absolute refusal to use his disabilities as an excuse. When Cappy apologetically mentioned golf, assuming Peck couldn't play due to his missing arm, Peck's response was immediate: "I'm big enough and ugly enough to play one-handed golf." When Cappy asked if he'd ever tried it, Peck's answer epitomized his approach to all challenges: "No, sir, but—it shall be done!" This mindset extended to how Peck viewed responsibility. During the blue vase challenge, when he realized the task was nearly impossible within the time constraints, he didn't blame the unfair conditions. Instead, he took full ownership: "It was absolutely impossible for me to accomplish the task within the time limit set, but I was resolved that you should not be disappointed." His commitment wasn't to the letter of the instructions but to their spirit—ensuring Cappy got his vase, regardless of the obstacles. Peck's example teaches us that determination isn't about physical capacity or advantages—it's about mental fortitude and the refusal to accept limitations as final. His story demonstrates that our greatest obstacles are rarely external circumstances but rather our willingness to surrender to them.

Chapter 5: Finding Solutions When No Clear Path Exists

The true measure of a go-getter is most apparent when facing situations where conventional approaches fail completely. When Bill Peck realized that normal methods wouldn't secure the blue vase in time, he began contemplating increasingly creative alternatives. "I'm going to heave a brick through that show window, grab the vase and run with it," he considered at one point, demonstrating his willingness to push boundaries when necessary. Throughout his ordeal, Peck demonstrated extraordinary resourcefulness. When he couldn't reach the store owner directly, he tracked down the man's head salesman. When he couldn't afford the vase's price, he offered his personal diamond ring as collateral. When he missed Cappy's train, he arranged for a midnight flight with a pilot friend to intercept it, landing in a stubble field in the Salinas Valley and flagging down the train with a flaming newspaper. What distinguished Peck's problem-solving approach was his refusal to become fixated on a single solution path. Each time he encountered an obstacle, he quickly pivoted to an alternative approach. This flexibility of thinking allowed him to maintain forward momentum even as conditions continuously deteriorated. "You shouldn't treat me that way, sir," Peck later told Cappy. "I've been trained not to question orders, even when they seem utterly foolish to me; I've been trained to obey them—on time, if possible, but if impossible, to obey them anyhow." This principle reveals a crucial distinction between ordinary workers and exceptional achievers: the ordinary become paralyzed when their primary plan fails, while the exceptional immediately begin generating alternatives. They recognize that while the goal remains fixed, the path to achieve it can be fluid and improvised. The ability to find solutions when no clear path exists isn't merely about creativity—it's about maintaining an unwavering focus on the objective while refusing to be discouraged by setbacks. As Peck explained using a military analogy: "When my late brigadier sent me after the German sniper, he didn't take into consideration the probability that the sniper might get me. He told me to get the sniper. It was my business to see to it that I accomplished my mission."

Chapter 6: The Value of Loyalty and Following Through

Loyalty emerged as a defining characteristic of Bill Peck's approach to every challenge. When Cappy asked him why he hadn't simply given up on the impossible blue vase task, Peck revealed the deeper motivation behind his persistence: "I just couldn't quit because that would have been disloyal to a man I once knew." That man was his brigadier general, whose spirit and motto had become integral to Peck's character. This sense of loyalty extended beyond individuals to commitments and principles. When Peck discovered that the entire blue vase challenge had been an elaborate test—that the vase itself was worth only fifteen cents rather than two thousand dollars—his response wasn't anger at being deceived, but rather concern that he had fulfilled his mission properly. His first question was whether Cappy would still be able to attend the wedding anniversary in Santa Barbara. The story reveals how true loyalty transforms obligations from external pressures into internal drives. Peck didn't continue his search for the vase because someone was watching or because he feared consequences—he persisted because abandoning the mission would have violated his own standards and betrayed the principles instilled in him by his brigadier. This kind of loyalty creates extraordinary reliability. Cappy recognized that a person who would go to such lengths to fulfill a seemingly trivial task would apply the same dedication to more significant responsibilities. As he explained when offering Peck the Shanghai position: "What you really carried in was a ten thousand dollar job as our Shanghai manager." The principle applies universally: those who demonstrate unwavering follow-through on small commitments build the trust necessary for larger opportunities. Following through isn't merely about completing tasks—it's about honoring your word as an extension of your character. As Peck demonstrated, true loyalty means maintaining this commitment even when circumstances make it seemingly impossible, inconvenient, or when no one would know if you gave up. The value of such loyalty is immeasurable in both business and personal relationships, creating a foundation of trust that opens doors to progressively greater responsibilities and opportunities.

Chapter 7: How Leadership Filters Down from the Top

One of the most profound insights from Bill Peck's story concerns the transmission of values and culture throughout an organization. When explaining the source of his extraordinary determination, Peck shared a crucial observation about his military experience: "In the army, sir, the esprit de corps doesn't bubble up from the bottom. It filters down from the top. An organization is what its commanding officer is—neither better nor worse." This principle was vividly illustrated in how Peck's brigadier general had created a culture defined by the motto "It shall be done." The general didn't merely state these words—he embodied them in his leadership style and expectations. When giving orders, he communicated absolute confidence that they would be accomplished, regardless of obstacles. This expectation gradually permeated the entire brigade until it became their defining characteristic. The same dynamic was evident in Cappy Ricks' organization. His penchant for unconventional challenges and his refusal to accept excuses created a company culture that valued resourcefulness and determination. Though his subordinates like Skinner might have preferred more conventional approaches, Cappy's leadership style established the tone for the entire organization. Peck described how his brigadier visited him in the hospital after he had been severely wounded, demonstrating that leadership extends beyond professional demands to personal concern. When Peck was despondent about his injuries, the general ordered him to smile and recover, knowing that maintaining the right attitude would be crucial to his rehabilitation. This personal touch showed how effective leaders recognize that their influence extends to all aspects of their team members' professional development. The broader lesson is clear: organizations don't rise above the standards set by their leaders. A culture of excellence, persistence, and unwavering commitment cannot be created through policy manuals or mission statements—it must be demonstrated consistently by those at the top. When leaders personally embody the values they espouse, those values naturally "filter down" throughout the organization. This principle applies equally to formal leadership positions and informal influence. Anyone who wishes to elevate the performance of a team must first demonstrate the desired qualities in their own conduct and decisions.

Summary

The essence of the go-getter spirit can be distilled into a single powerful truth: extraordinary achievement belongs to those who respond to obstacles not with excuses but with an unwavering commitment to finding a way forward. As Bill Peck demonstrated through his remarkable blue vase quest, success is not determined by your initial circumstances or the challenges you encounter, but by your resolute refusal to be defeated by them. Adopt "It shall be done" as your personal motto and apply it relentlessly to every challenge you face. When conventional approaches fail, immediately begin generating alternative solutions rather than focusing on why success seems impossible. Remember that your response to seemingly impossible tasks reveals your true character and potential value. Most importantly, recognize that the spirit of determination is contagious—whether you lead a formal organization or simply influence those around you, your commitment to overcoming obstacles will inspire others to discover their own capacity for extraordinary achievement.

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Peter B. Kyne

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