It was over thirty-three years ago that I thus became a member of the Twenty-first District Republican Association in the city of New York.  The men I knew best were the men in the clubs of social pretension and the men of cultivated taste and easy life.  When I began to make inquiries as to the whereabouts of the local Republican Association and the means of joining it, these men—­and the big business men and lawyers also—­laughed at me, and told me that politics were “low”; that the organizations were not controlled by “gentlemen”; that I would find them run by saloon-keepers, horse-car conductors, and the like, and not by men with any of whom I would come in contact outside; and, moreover, they assured me that the men I met would be rough and brutal and unpleasant to deal with.  I answered that if this were so it merely meant that the people I knew did not belong to the governing class, and that the other people did—­and that I intended to be one of the governing class; that if they proved too hard-bit for me I supposed I would have to quit, but that I certainly would not quit until I had made the effort and found out whether I really was too weak to hold my own in the rough and tumble.

The Republican Association of which I became a member held its meetings in Morton Hall, a large, barn-like room over a saloon.  Its furniture was of the canonical kind:  dingy benches, spittoons, a dais at one end with a table and chair and a stout pitcher for iced water, and on the walls pictures of General Grant, and of Levi P. Morton, to whose generosity we owed the room.  We had regular meetings once or twice a month, and between times the place was treated, at least on certain nights, as a kind of club-room.  I went around there often enough to have the men get accustomed to me and to have me get accustomed to them, so that we began to speak the same language, and so that each could begin to live down in the other’s mind what Bret Harte has called “the defective moral quality of being a stranger.”  It is not often that a man can make opportunities for himself.  But he can put himself in such shape that when or if the opportunities come he is ready to take advantage of them.  This was what happened to me in connection with my experiences in Morton Hall.  I soon became on good terms with a number of the ordinary “heelers” and even some of the minor leaders.  The big leader was Jake Hess, who treated me with rather distant affability.  There were prominent lawyers and business men who belonged, but they took little part in the actual meetings.  What they did was done elsewhere.  The running of the machine was left to Jake Hess and his captains of tens and of hundreds.