Chapter III: The Principles of Leadership (2)

That is the spirit of the relationship between leader and men by which he is to regulate his conduct. You can see how this spirit is sure to be offended by anything like patronizing or exhibitions of either pompous authority or childish familiarity. Both men and leader are each entitled to the serious consideration of the other, and to respect in direct proportion to the ability each shows in performing his own part on the team; and each will be judged by this test. As an officer in one of the new war organizations put it to his men in explaining the spirit he sought in training, "We are all on the same team. It happens that I am in the pitcher's box now, but some day each one of us will have to come to the bat."

_Reception of New Men._--The ultimate success of a new man joining an outfit depends of course on the real stuff that is in him. But much can be done to hasten this success. It has been the practice of the ages to haze the newcomer, and thus bring out this real stuff if it is there. But this is not approved in modern practice, which aims to get good results quicker through encouragement and by showing him how rather than baffing him on the head with a marlin spike for not knowing. Both schools of training have their adherents, and youth--excepting the hazee--is generally in favor of hazing. There is something to be said in favor of enough judicious hazing to remove any tendencies toward "freshness" which might interfere with the new man's progress, and enough to implant in him an appreciation of the seriousness of life where that is lacking. But the difficulty is to make the hazing judicious--to avoid overdoing it, or doing it where not needed.

So this becomes another care for the leader, who must see that each new man gets the right start if possible. You can be sure that most new men want to make good. Encourage them along that line and try to prevent the occurrence of anything which will switch them to the other track. To most of them an early exhibition of your friendly personal interest in how they are coming on will be a great help and incentive to better work. There will be many things that they do not understand, and some real or fancied troubles. This is your chance to establish a relation of confidence in which they form the habit of bringing these troubles to you for solution, instead of letting them rankle in their minds and act as deterrents to the good impulses for work. This gives you many opportunities for improving the group spirit and may some day be the means of clearing up real grievances which might otherwise lead to serious trouble.

The man's future depends largely on the start he gets, on his first impressions of the spirit and policies of the outfit, and on the habits he personally forms. The smarter he finds the outfit to be, the more pride he will take in belonging to it. The closer attention he is forced to give to the exact performance of little details the sooner he will get the habit of doing things exactly right, and the sooner he will become a helpful member of the team. You can teach new tricks to new men much more easily than you can to old ones, whose well-formed habits you must break before you can implant the new ones. New men are a valuable asset to a live leader, for he can come nearer making them the kind of men he wants.

_Take Time to Hear Men._--The leader must have time to listen to his men. He must not be too busy to take up this matter or that which anyone of them may properly bring to him for consideration. It is easy to look important and say "I haven't got time," but each time the leader does it he drives one more nail in the coffin of the team spirit whose life he should really be cherishing. The chances are that he declines the interview because he fears that he does not know the answer. But it is far better to take that chance, make the man feel that he was right in coming to you, and listen to his proposition, even if in the end you have to admit that you do not know. You must "have time," if you want the loyal co-operation of your subordinates. I know an officer who took charge of and straightened out a tangled organization in Paris, and the first thing he did was to tack outside his office door, "I have got time to hear you." It is much harder to get your subordinates to give you the frank timely expressions you need, than it is to avoid being bothered by too many of them.

The busiest leader can and should so arrange his affairs and his policy that every subordinate may know that he may personally see the chief if the occasion warrants. In the midst of all the cares of building the Panama Canal, General Goethals still set aside one morning each week for his men; and among all those thousands of employees every Jamaican and Hottentot had the comfort during the week of knowing he could see the big boss in person on Sunday. His gang boss also knew that the Hottentot could go to see the general, which had a salutary effect on his methods--so in the end not so many actually went after all. Let everyone know that anyone having troubles is to bring them direct to you and the troubles will rapidly diminish, and your time be well repaid in added efficiency.

_Talking to Men._--There is much for the leader to consider in the matter of talking to his subordinates. He may not talk enough, or he may talk too much. He must explain to all the object, organization, and policy of any new undertaking. He thus gets better results and saves a lot of talking later. On the other hand a reputation for constantly "sounding off" as they say on the street and especially for preaching, would practically ruin him. A leader should observe the rule not to talk unless he has something worth saying, and that _nothing is worth saying unless it is worth being listened to_. The habit of talking without demanding the close attention of those supposed to be interested is bad business, and makes trouble and misunderstandings later. Yet many leaders are guilty of it, and expect to repeat their instructions over and over before they are understood. This is partly their fault and partly that of the listeners--but the leaders are responsible for both. In the first place the leader must talk directly to the point. If he has not this ability, he must self train in it, which he may daily do to advantage, both at home and abroad. Let him first think what he has to say, even exactly how he is going to say it--then say it _and stop_. He will not talk as much, but it will go farther. There are many men so unaccustomed to saying things which really count, that they become embarrassed and confused when they find themselves the object of close attention. Yet the leader must meet this, for holding the close attention of the men is the second and equally important part of his responsibility in talking successfully.

_Demanding Attention of All._--When you have anything to say, to one man or to many, get full attention first, and insist on having it while you are talking. We so often see the impossible situation of a leader making remarks which he considers important and the men of his group plainly giving attention to other matters, even engaging in side conversations. When you have to talk to a number of men, call them all about you, in front of you where you can see all their faces, and as near you as practicable so you may speak if possible in a conversational tone. You will have to give this constant attention, for the devil prompts some men always to slip around behind you, while others always take the most distant seats and await the Biblical invitation to come forward. With the men thus before you, you can now make sure that your points tell. If an interruption occurs, immediately stop talking until all can give attention again. If your remarks are for everybody, everybody should hear them, and _you_ are responsible that they do. Make that a rule, stick to it yourself, and you should have no trouble.

_Talking to Individuals._--In talking to an individual, try to be so clear and definite that you will not have to repeat, and let it be understood that you expect such attention from him that repetition will not be necessary. Of course, you sometimes have to deal with a mind so untrained in concentration that it cannot take things in and retain them, and you will have to be patient in making yourself understood. The meanest type of mind is that which keeps thinking, while you are talking, of what it is going to say when it gets a chance, and gives your remarks just enough attention to note when a pause comes so it may begin to talk. This kind of man is a curse in any walk of life, and not to be tolerated in business. The art of listening is a valuable one. Everyone should cultivate the habit of concentrated attention to what is being said, if it means anything to him. It is particularly valuable in receiving instructions, and promotion is more likely to come to one of whom his superior can report that "He gives his full attention when you tell him anything, and you never have to repeat."

_Example Better Than Talk._--In the line of not talking too much, it is well to remember that American spirit is not aroused by Napoleonic addresses before the fight. If the leader wants keenness and enthusiasm in doing a piece of work, he arouses them rather by example than by words. It is here that actions speak louder than words. You cannot put your men "on their toes" by telling them that you want them there. You must bring the "follow me" spirit to the work, and put so much cheerful energy and vitality into it that your spirit is contagious. By keen direction, happy suggestion, possibly a bit of competition, and most of all by example you put your men on their toes unconsciously, and hold them there till the task is done. Then you may all talk about how good it was, and share the credit.

_Proper Subjects for Talk._--On the other hand there are things that you must talk about. Your subordinates must understand your methods and policies, for you want their co-operation in carrying them out. Remember that while you are dealing with intelligent men, they still are not wizards to be able to divine your thoughts. So do not assume a manner of aloofness and superiority, or wrap yourself and the work in an atmosphere of mystery. Explain in frank, homely, man-to-man talks what you are getting at and how you intend to get at it. The atmosphere you want is one of mutual understanding and confidence. You get it, however, not by saying you have it, but by showing that you have it in the way you treat the men.

Another subject for you to explain is the spirit of discipline, its objects and its necessity. Many men have never thought about it, never realized the necessity for obedience and the advantages of cheerful obedience, never heard of teamwork or thought of loyalty to comrades. As occasions arise you can explain these things in a way to make them interesting and very real influences on the men's conduct. In this way you may do much toward building up the group spirit you want. In a given case of violation of rules or dereliction of duty it is often possible to explain to all your men how this offense damages the discipline and reputation of the group, and thus get better results than you would from inflicting punishment.

You should also take occasion from time to time to explain the affairs of the larger organization, to tell the men what it is trying to do and how it is getting on with it. Tell them anything to increase their knowledge of the whole scheme and their interest in its success, for both these add to loyalty and morale. You want the men to have the stimulation that comes from a live interest in the general result, so keep "the cards on the table," and make the men participants with you in the developments of the work. We Americans are all "from Missouri," and need to be shown. But when we once understand what is wanted, we jump in heartily and put it over.

_Talks by the Big Chief._--The head of any organization will get far better results if he will make occasions for assembling all his subordinate leaders in a body and talking to them of his policies, his plans, and of how things are going in general. The day has passed when the source of authority is supposed to be clothed in awe-inspiring majesty, whence issue commands for servile obedience. That chief who denies close relationship to his subordinate leaders, who does not take them into his confidence and let them know his plans and how he proposes to carry them out, creates to-day the suspicion either that he is not sure of himself in his job or that his plans and purposes will not bear the light. The big man does not fear close scrutiny and does seek co-operation and suggestion. The successful business head to-day makes himself the captain of a team whose members co-operate intelligently for the team's success. For this purpose he brings them together in a body where shoulder to shoulder they feel their comradeship in a common cause; where they all get the inspiration of their captain's personal leadership, and absorb enthusiasm from his personal presentation of his hopes and plans. All are thus filled with a common purpose and return to their tasks each better fitted and more highly determined to play his part to the best advantage of the larger organization. Thus the most successful American commanders, like General Summerall, took time and pains to go about before a battle and explain in person to assembled groups of their commands the general plan of the coming action and the exact part this particular group was to play. There was no effort at oratorical appeal to passion or patriotism, simply a recognition of the American's ability and willingness to do his full part if he only knows what it is. It never failed to work, and it will work as well in civil affairs.

_Mutual Acquaintance Among Subordinates._--Another important thing is to get these subordinates together in such a way that they will get to know each other personally. They are really partners in the same enterprise, and a knowledge of each other's personal equations is quite indispensable to their successful teamwork. Personal acquaintance and even better, friendship, will add tremendously to their efficiency. The various departments of an organization are more or less interdependent, and Smith will give quicker and better attention to the needs of Jones if he knows him and especially if he thinks him a good fellow. Thus in battle the covering fire of the artillery is far more efficient when its commander knows that his friend Bill is out there commanding the infantry. Therefore army control takes pains to bring those two commanders into personal relationship before the battle. So in business the head should make occasions for getting his subordinates together in friendly personal relations. They will be pleased to find that they all speak pretty much the same language, though some may not have thought so before. This closer association removes the affectation of some and the extreme humility of others, and exposes them all for what they really are, fellow members of the same purpose; equally sincere in striving for its success, and equally to be judged on their sole merits of performance. This has been tried out successfully in many industrial enterprises, with happy surprise for the holier-than-thou skeptics. It is sure to be of advantage if the management goes into it with sincerity of purpose.

_Supervision of Workers._--It is plain that the leader's job is one of supervision and direction. It is his business to see that each member of the team does his part to the best advantage for the general result, and so to know the individual capacities of his men that he can assign the right man to each task. This, as in fact do all the other duties of leadership, requires him to be continually watching the individual performances of his men, commending, correcting, and co-ordinating their efforts. This forbids his actually taking part in the work himself, not because to do so would be beneath his dignity, but because to become involved in doing the actual work would distract his attention from the duties of supervision, and many things would be going on without his knowledge. If the boss shows himself anxious to use the pick or shovel, there is always some man willing to lend him the tools and watch his efforts with assumed interest. I recall the case of an officer charged with building a piece of government road in the mountains of California. No one could have been more faithful, he set a wonderful example of energy, but expended it all on personally working the road plow. Meantime the contractor was putting in blind culverts and otherwise so slighting his work that most of the road slid down the mountain that winter.

There are always some members of the team who need to be held up to their work. For the leader to allow them to "get away with it" in shirking their parts of the task, would naturally cause chagrin to the others. The leader is responsible for the spirit of teamwork, which requires that each man may feel sure that all the others are equally faithful in doing each his part, and he must therefore see to it that they are. Of course conditions may arise, as when the task is unfamiliar or peculiarly difficult, when the leader may jump in for a minute to show the men how or to set the pace--but he should never put himself in as an actual performer of the work.

_Choosing Men for Tasks._--The duties of a leader constantly require him to be picking some man to do this task or that. In the minds of his men this is always a test of both his ability and fairness--and he wants to prove that he has both. He does this by picking the right man for the job--the right man not alone because he is the best qualified but because everything considered it is best for the team that he be chosen. This requires that the leader know their capacities and their spirit, and that he shall have kept general track of their conduct and work. Each group generally has certain cheerful, willing souls who seem almost to invite the task. The leader who is not sure his orders will be obeyed will always pick one of these men to avoid the possibility of disobedience. The shiftless leader will pick one because it is the easiest course. Both would be wrong. They would thus fail in fairness, and, by putting extra work on the more willing, put a premium on being mean spirited and so injure the group discipline. They would do better to choose the lazy or sullen ones for the extra work, thus putting the premium on cheerfulness, and showing that they had a sense of justice and an ability to run the team.

_Cheerfulness, a Responsibility._--It is plain that men cannot do good work in an atmosphere of gloom. In fact in happy Burma, "The Land of Mandalay," the people refuse to work at all unless things are cheerful; and the best labor boss there is he who can crack the most jokes and keep his men chuckling. That has its application even in handling stoical Anglo-Saxons--"Angry Saxons" as one of our colored soldiers called it. Elastic muscles, alert minds, superior energy and endurance come from cheerful spirits and happy hearts. That group is unfortunate which does not contain at least one indomitable soul (generally Irish) who will joke and jolly the crowd along through hardships and to far greater accomplishment. You know why the bo's'n always leads the sailors in a swinging song or in cheering as they haul the heavy sheet. He puts this spirit into them for the greater exertions they will make. One group of marching soldiers will sing and joke themselves happily into camp, when other grim and silent ones will barely drag themselves in for their fatigue. Yet true as all this is there are leaders who sacrifice it by such surly, inconsiderate, dominating control as to keep their men sore and heavy-hearted, discouraged with themselves and the work, and indifferent to results. These leaders create an atmosphere of impenetrable gloom, and then expect the impossible in demanding good work. Cheerfulness and hopefulness must always emanate from the leader--no possible hardship or obstacle may justify his failing to radiate these helpful qualities. They shine out from a character too strong and resourceful to be overcome by any obstacle, too confident of the excellence of his men and their ability to overcome it to be other than cheerful in meeting it. You will find occasions when it will test your own courage, physical fitness and vitality to do this; for you must give of your spirit to put spirit into the men, and by the sheer force of your cheerful dominance over the adversity, _lead_ them through to a happy conclusion.

_Growling Permissible._--As to growling and "kicking agin the government," it all depends on who does it and how he does it. A certain amount of thus letting off steam seems good for the soul of man--and so far should not be denied to your men. You may ignore it, make light of it, and even sometimes get a good laugh out of it and so clear the atmosphere. It is doubtful if you may ever indulge yourself in it in the hearing of the men. And if it smack of real disloyalty, then you may not tolerate it, for it will undermine their morale, and injure that determined spirit of putting things over at all costs. You must know your men so you may use good sense about taking their vaporings too seriously, and still prevent anything like real disloyalty. As members of a group men lose much of their individual responsibility and become more or less like children. You consider this in judging their real feelings as they talk together.

I recall the case of a French lieutenant whose platoon, just out of a severe fight, was ordered to go back into it in fifteen minutes. He sat complacently smoking while his resting men audibly growled about it and told each other the dire things that would take place before they would go in again. He knew his men and let them growl it out, and when the time was up not one of them hesitated to obey his order to fall in and swing back into the fight. In his place a hot-headed youngster could easily have started a mutiny. And equally true, a few vicious disloyal spirits among those men would have made it wrong for the lieutenant to have allowed them to growl and threaten. Such situations require a level head and a knowledge of the true spirit of the men--and are interesting tests of one's qualifications as a leader.

_Loyalty by Example._--One of the basic things the leader has to develop in his men is loyalty--and loyalty not alone to him and to the team, but to the larger organization. To this end he may do much by the power of his own example in cheerfully carrying out the instructions from higher authority. If you are told to do some disagreeable thing, do not try for cheap popularity by saying to the men "so and so has ordered this, and we have got to do it." Accept the full responsibility of your subordinate office, and take your men loyally and unquestioningly through the work. Your team is a member of the larger team, and should play its part therein as loyally and keenly as you want the individuals to play their parts in your team. You should try to arouse their pride in having their team do its part well, their interest in the success of the larger team, and their belief in the ability of its leader.

_When to Question Instructions._--Any questioning before your men of the wisdom of instructions from higher authority, any grumbling from you about their unfairness, would injure this fine spirit of loyalty and of co-operation in the larger team. It would show you up as unworthy of your responsible position in the organization and thus hurt the men's respect for you. If you have an honest question of the fairness or wisdom of the instructions go to higher authority first and fight it out yourself in the interests of your men, without any question of loyalty. That is part of your business both as guardian of your men's welfare, and as a loyal member of the larger organization. It is a delicate matter, involving your own sense of subordination, and your judgment as to what is really best. It can never be done in a spirit of brag or bluster, but only quietly in a spirit of loyalty, true subordination, and desire for the best interests of the whole. Occasions for such action are happily very rare--if your larger organization is in reasonably good hands.

_Receiving Instructions._--When you receive instructions from higher authority be sure you get their true meaning before you begin to act. The subordinate with the quick, cheerful, "Yes, sir," and away to the task, leaves a pleasant sensation until we discover that he has bungled the job because he did not half understand what we wanted. Take time to understand, but do not quibble about little details nor fuss about the way in which the instructions are expressed. You are expected to use your own sense and ingenuity in executing these instructions, so be sure that you have grasped their spirit and purpose, and then go to their execution with an enthusiasm and loyalty which will carry the same spirit to the men.

_How to Encourage Suggestions._--We have spoken of the value of encouraging subordinates to make suggestions for improvements, etc., of how they may add to the general efficiency, and how they certainly increase the man's pleasure in his work and thus his personal efficiency through giving play to his constructive instincts and his natural desire for self-expression. The point now is how these suggestions are to be encouraged. Certainly not by superficial methods. For example, an organization which had accepted the idea of the value of suggestions from the men tried simply to buy them off-hand by inaugurating a bi-weekly prize rewarding contest in giving suggestions. It was their notion that for a prize of five dollars some employee was going to tell them how to make two blades of grass grow in place of one. This method missed all appreciation of the fundamental principles involved and of course ended in a farce.

These suggestions we want spring naturally from the interest and partnership you have made the men feel in the organization; from the ideas for improvement which they then evolve as they carry on at their work, thinking how it might be done better or how the team might get bigger results. The only encouragement they need is first this atmosphere of partnership; and second, a boss who has sense enough to give their suggestions fair consideration. The leader who has not the time or patience to listen to suggestions can never get the best efforts of the men, and is doing the enterprise real damage.

Every man should feel sure that his suggestion will be fairly considered and, if his idea has real value, that he will be given full credit all the way up the line to the big chief. And the way to do this is to take the man in person to higher authority and have him personally explain his idea. This makes very real to him and his fellows his importance as a member of the team. If in a big business concern the man were actually called before the board of directors to explain the details of some improvement he had thought out, nothing could do more to establish a sense of partnership in the undertaking. Appreciating their value, you can make as much as you will of every opportunity thus to increase the men's interest in the work and their sense of co-operation.

_Advantage of Ambition._--Ambition for advancement is another of the human instincts to be considered by the leader both in connection with his own career and in handling his subordinates. Every one should feel that he may progress as far as his actual ability warrants--and he certainly may, for good leaders are still rare and to be desired and the truest saying of life is that there is plenty of room at the top. But subordinates must realize that selfish ambition cannot win, that it is only by playing for the team and working for the best interests of the whole outfit that one can win his superior's recommendation for promotion. The unselfish ambition of an individual thus improves both his chances for promotion and the work of the team. Industrial progress and individual promotion both spring from individual effort to increase output or to decrease expenditure of energy. It is generally true throughout industry that "the great stream of intelligence, inventiveness and adaptation flows from the bottom up and not from the top down, and that the top is continually being recruited from the bottom," as employers daily graduate from the classes of laborers. This latter is so common a fact that it is frequently overlooked. It is so wholesome a fact, so characteristic of our democratic institutions and so helpful a thought in times of unrest and discouragement, that it should be emphasized and frequently brought to mind.

_Never Deny an Earned Promotion._--An earned promotion should never be denied a man when his opportunity does come, simply because his superior feels that he cannot spare this man's services. As unjust as that is, it is often done, and always to the cost of the group spirit. In reality there are very few men in life so important to their positions that they cannot be replaced--and often to surprising advantage. No matter what pains are necessary to train the man's replacement, it is far better to let him go than it is to keep him and thus lower the morale of all by showing that your selfishness or laziness is going to stand in the way of a deserved promotion. This situation is often avoided by the excellent rule that each man in the organization shall always have at least one other who has qualified to take his place.

_How to Win Promotion._--It is not practical here to detail the ways to win advancement,--magazine articles are always giving happy suggestions in this field,--but these are general hints: A man does not win by bragging about his abilities, or by anything that smacks of "freshness." The way to get the superior's attention to your merit is to make the merit conspicuous. You may be sure that management is always seeking the man who can produce, and that superior results will soon catch its eye. So go at each task cheerfully, and above all make it clear that your one big interest is the success of the outfit. One thing that so often denies promotion to a keen man is the statement of his superior that "Jones is keen all right, but he thinks nine times for Jones and once for the company." This is too bad, when the same amount of work and ability unselfishly directed might so easily have carried him ahead.

_Value of True Merit._--But the saddest thing is to see a man get sore at heart and quit trying because he thinks that his merit is not recognized. Make the merit big enough, and it is sure to win. Someone will find it out, and buy your superior services. Ralph Parlette well explains this in his so human pamphlet, "It's Up to You," in which he illustrates human experience by what happens when you shake a jar containing a mixture of beans and nuts: The little beans rattle down, the smallest to the very bottom, and the larger nuts shake up, the largest to the very top. Thus we find our place and hold it in life's struggle according not to our wishes but to our actual size. Friendly influence may elevate the little bean to high position, but the jolts of experience soon rattle him back to the place he fits without rattling; adversity may have crowded the big nut to the bottom, but the same jolts will see him shaking up again to the top. It is not luck that takes one up or down, it is size--and the answer to ambition is _grow bigger_. There is so much true human nature in them that a few sentences are quoted: "Everybody wants to go up. But everybody is not willing to pay the price by first growing bigger so that he can shake higher. So many want to be boosted up. Everybody is doing one of three things: holding his place, rattling down, or shaking up. Whatever place we shake into, if we want to hold our place, we must hold our size. We must fill the place, for if we shrink up smaller than the place, we rattle. Nobody can stay long where he rattles. And you observe that in order to hold our size, we must keep on growing enough to supply the loss by evaporation. Evaporation is going on all the time, in lives as well as in liquids. A plum becomes a prune by evaporation. I wish human plums became as valuable when they become prunes."

_Joy of Accomplishment._--Akin to man's natural delight in doing things well is the motive for accomplishment, and the pleasure he gets from seeing a thing completed. We all know people who are more or less ruled by this passion, who "get their teeth set" as we say in doing something, and can be interested in nothing else until they have done it. One of America's most successful business men recently replied when asked what he considered the best thing in life, "The satisfaction that comes from accomplishment." This may be enjoyed by every individual no matter in what walk of life, for it means the satisfaction to be had from the accomplishment of the tasks in our own daily life and work. The housewife has it from the contemplation of her glistening shelf of preserves, the farmer gets it from his crops and the schoolboy from his work and play--when he completes a set task, or first swims across the river.

The leader may often appeal to this instinct to increase accomplishment. It helps explain the advantage of letting the men know what they are doing as they work, and especially of letting them know from time to time what they have accomplished toward the general result. This is the reason that the posting of progress charts does so much to arouse interest in factory and shop work, and is another reason for including the workman in a knowledge of the general progress of the whole organization.

Everyone is supposed to have some underlying purpose, some goal in life--as Bishop Brent says, "even the loafer may be supposed to have the purpose to live as easily as possible." But we do not have to await the satisfaction of having attained this distant goal. We get more satisfaction en route from the successful completion of each of the small steps that bring us a bit nearer the goal, and count that day good in which we have taken one. So the leader may encourage the faith and assure the continued efforts of his subordinates by showing them from time to time where they have made successful progress toward the desired end.

_Indifference and Discouragement_ are the natural enemies of this instinct for accomplishment, which may invade our minds and prevent the operation of this instinct. They come from failure, or what seems like failure when long-continued efforts show no results; and from getting stale through the constant repetition of the same task, without variety or the stimulation of new ideas. The leader must combat these enemies by introducing other thoughts to replace them. He must encourage the discouraged and interest those who are bored. He may often stimulate interest in even monotonous work by commenting on the perfection of its execution and the amount of its daily output. It is possible to relieve the monotony of long hours at the same tedious machine by letting two men alternate tasks, if it can be done without offending the instinct of proprietorship which makes a man resent having another touch "his machine." Here is the leader's chance for ingenuity--he knows what is needed, it is up to him to supply it. Learning other jobs in fitting himself for promotion, brief opportunities for supervising the work of others, getting better acquainted with the general work of the whole outfit--are possible suggestions.

_Justice and Fairness._--Justice and fairness are generally considered the first essentials for handling men successfully, and yet how often we see leaders who give them no consideration. Human nature demands fair play, and gives its best response only in that atmosphere. No matter what our religious beliefs, we have to recognize that our best advances in civilization and community living have been based on the philosophy of life taught by the Son of the carpenter of Nazareth; a philosophy which recognizes how the natural impulses of mankind react to fair dealing and decent treatment.

The eminently successful Endicott Johnson corporation is run on the basic proposition that ninety per cent of mankind are good and will make good when confidence is shown in their good intentions. The working rules for their organization are accordingly made to fit the big majority rather than the ten per cent minority. And this policy works--though it be revolutionary. Rules are generally made to fit the few weaklings who are not man enough to play fair in the team--and the big majority have accordingly had to be cramped in their freedom because of the meanness or ignorance of these few. This has been a common fault in army administration. One ignorant trooper injures a horse by running him on a hard road, and an indifferent commander at once forbids all soldiers ever to ride at a gallop. One man is disorderly in town, and all men are forbidden to visit the town. This may be an easy way to avoid trouble, but it is distinctly arbitrary and unjust--and indicative of unfitness for leadership.

This same spirit of indifference to the well being of the good men in making efforts to control the shiftless is to be found in every business and walk of life. The point is that better results may often be obtained by showing confidence in good intentions, allowing more freedom of action, and controlling the meaner spirits through education, elimination, and the spirit and example of their comrades. The leader should remember that fitness for command is proven by ability to arouse a spirit that makes the men want to give one hundred per cent results. It is not shown by control through arbitrary methods--any "dub" can make rules which practically reduce his men to a state of serfdom.

This is but one phase of showing fairness. The leader will have all kinds of situations to meet in which he must show it. It is impossible to anticipate them with rules, but you may meet them successfully by a continuing determination not to act in passion or impatience, and to judge each case fairly with thought for the effect on all. In doing this, you will arrive at the best solutions by giving full consideration to the Golden Rule about "doing unto others"; and by remembering that your final decisions must have for their object the development of the individual's character and the group's discipline.

_Surplus Spirit._--There are now and then men of so much virility of body and spirit that they are unable to expend enough of it on the ordinary day's affairs--and the surplus often gets them into trouble. A good leader tries to accommodate them with enough hard work and play to keep them comfortably steady, while the poor leader, blind to human nature, punishes their derelictions without effort at remedy, and gives them a reputation for deviltry, and even for worthlessness. Yet these very men were capable of tremendous exertions for good had they been properly directed. War always astonishes the community by bringing such cases of reputed worthlessness to the fore in often brilliant performance. These men found in the demands of war enough to engage all their surplus energies; and because of this very store of surplus energy they were able to outdo their fellows. Giving men work to "keep them out of trouble" is as wise a saying as it is homely--and is well worth remembering when you find some man looking for trouble. It is a well known trick in the army to call up some wild lad who is always getting into mischief, arouse his pride by finding some element of his personality to praise and rely on, and then put him in charge of a squad of men or even appoint him a corporal. Nine times out of ten he will react to this responsibility by giving unusual service. The difficulty is to find opportunity so to promote a seemingly bad man as not to establish an unfortunate standard of performance for winning promotion. Such are the interesting things in leadership.

_Self-Respect Essential._--The leader has to guard his own self-respect and that of his men. Self-respect is absolutely essential to having self-confidence, and self-confidence is absolutely essential for either leader or man to play his part successfully. If work is to progress efficiently each will be constantly called upon to make decisions as to what is best to be done, and to act upon them definitely. Each must therefore have enough self-confidence to do this without running to someone to ask what to do in an effort "to pass the buck" of responsibility.

_In the Leader._--First, then, the leader must maintain his own self-respect--in his daily contact with life and men, and in the conduct of his office. His relations with his superiors and co-ordinate leaders; his knowledge of his job; his self-control of temper, frivolity, pettiness, etc.; his methods of directing work and handling men--all these are to influence and to evidence his self-respect, and are thus matters for his consideration. He must realize that he stands before his men as a better man on the job than any one of them--and in this light he wants to be an inspiration, not an apology. It need not lessen his self-respect if he lacks either physical stature, or age and long experience--though both these may be helpful. Superior knowledge and moral qualities determine one's fitness for leadership, and enlist the men's loyalty and obedience. How often in the war, especially in the French army, we saw grizzled old fighters loyally following youngsters just out of the training schools because they had confidence in the knowledge these boys had gained. In our draft army training it was not uncommon to see a squad of big Northwestern lumbermen following a keen-eyed little corporal as though they thought him a second Napoleon. It is not the size or age of the body but what emanates from the soul within it, that makes the leader of men.

_In the Men._--And second, the leader has to cherish the self-respect of his individual subordinates, be they leaders of smaller groups or the men themselves. He needs their intelligent co-operation and must often depend on their individual judgment and their willingness to carry on without specific instructions. And unless these men believe in themselves and feel that he believes in them they will be afraid to decide what to do, and afraid to do it, for fear of failure and its consequences. So by showing confidence in them, by never ignoring them as individuals, by encouraging and commending good as well as correcting error, the leader develops the self-respect of his men as a sure basis for the self-confidence and strength of character they need in order to meet his requirements.

_Courage, Fear and Self-Control._--In many fields of activity a leader is likely to be called upon to meet emergencies requiring a cool head and a stout heart. Some men shrink from assuming the responsibilities of leadership in these fields lest they lack the nerve and show fear when the test comes. It should be helpful to them to understand something about these emotions, why they come and how they are controlled. We may assume that everyone feels fear, for the self-protective instincts are perhaps the strongest, and fear is Nature's instinctive warning of the imminence of danger or of consequences which threaten our well being. The purpose of this warning is to make us take steps to meet the danger, and it thus leads us to action. Then we forget the fear, as it generally disappears when we have gotten into action. A developed mind and character, bodily health, and a determined purpose, all combine to enable one to avoid showing fear or letting it improperly influence his actions. No one would willingly follow a leader who lacked a courageous character, nor could a leader hope to carry on successfully if he was self-conscious of his own moral weakness. So we say that both the leader and his men must have confidence that the leader possesses courage and force of character, so he will be self-controlled and capable of calm reasonable judgments in the crises of his work. The leader establishes this mutual confidence by the self-control and good judgment with which he meets the smaller emergencies of daily administration. If he becomes excited over little things, bellows and shouts because something goes wrong, he is not only failing in self-control, but is making his men question his force of character and his ability to meet a real situation. A new leader should therefore make a point of training himself in self-control under trying circumstances; he should even seek situations which try his nerve and judgment, rather than avoid trouble as the weak man does by quietly slipping around it.

_Control by Power of Example._--It is the leader's function to be calm in emergency; unruffled, even sardonic if he has it in him, in the face of hardships; unperturbed and even casual in the face of danger. The psychological power of mental suggestion is now well understood, and accepted as one of the sure means for controlling men. If you are a real leader your men will take their mental attitude from what yours appears to be. In danger they will watch your movements, even facial expression, for reassurance. It is then that you drop some casual remark, "borrow the makings" and roll a cigarette, do any simple thing naturally, showing that you are at ease and confident in these abnormal circumstances; and your men regain their wavering confidence, feeling that you are not afraid. So, in time of unavoidable hardship, you must avoid showing annoyance or impatience. Your sardonic acceptance of necessary conditions will unconsciously lead to theirs, and save the nerve strain and damage to _esprit_ which result from grumbling, and bucking, and cursing out everything in general. And in emergency you must show perfect self-control. Remember that your conduct will determine that of your men. If you are excited, they will be more so. The emergency will call for perhaps the most accurate, determined, self-controlled work, and if your heart has jumped into your throat and made your voice quaver and your ideas confused (and this will happen to the best of men), nothing but disaster can result if you communicate this to your men. You will gain time and success in the end, if you take time now to swallow your heart, and regain perfect self-control, before you say one word to betray your perturbation. Then with calm self-assured demeanor give your directions as becomes a real leader. Directions so given are a great comfort to the men, and assure steady intelligent execution. To begin shouting excited ill-advised instructions in an emergency is one of the most characteristic failures of inexperienced leadership. Try to train yourself so that you will be one of the exceptions, by acquiring the habit in any given situation of being first sure of yourself, and then calmly giving directions to your men.

You have opportunity to train for this in the ordinary affairs of life, and may thus acquire a facility for knowing what to do in an emergency and doing it with calm assurance. In any public accident or emergency there is generally some "admirable bystander" whose mind has acted instantaneously, who has jumped in and done the right thing. Question your mental processes to learn why you were not the man, and try to qualify next time.

_Decision._--It is characteristic of a successful leader to make good decisions that do not have to be changed and to stick to them, and it is characteristic of the valor of ignorance to make quick ones that are generally wrong. Of course quick decisions are preferable if they are right. They are necessary in the army, though not so as a rule in civil life, where the leader may generally take time to weigh his subject before deciding. In many cases it is even best that he first take time to consult his subordinates. But in every case he must come ultimately to a definite decision as to his course, announce it clearly as his decision, and have the force of character to carry it out without showing hesitation or vacillation. The impossible man as a leader is one who cannot make up his mind; the next better is he who is influenced by the last man who talks to him; and still too poor for his job is he who having come to a decision allows himself to waver and change in the face of each new thought or development which the future presents. If you have any of those tendencies, eliminate them by watching yourself in making decisions. By practice in the small affairs of your daily life cultivate your power to grasp the essential facts of a situation, to arrive promptly at a decision, and to stick to it in spite of unessentials which may come along to make a change seem better.

_Value of Thinking._--The more you think about the details and possibilities of your job, the more you keep your mind on your work, the better you will be prepared to make good decisions quickly. "Because I am always thinking about it" was Napoleon's answer when asked how he was able to make such prompt accurate decisions in the art of war. We teach the advance guard commander as he marches to be _thinking constantly_ what he will do if the enemy appears in any of the various situations he meets, and thus to keep his mind prepared to make his decision quickly. So in civil affairs that leader will do best who is a thinker, who thinks of the business in hand and is mentally prepared to meet its demands for direction. It is the unexpected thing catching a man off his guard which causes his uncertainty and indecision. It is the element of surprise in an ambuscade which makes it so advantageous.

A leader should be found so resourceful and sure of his judgment that he can successfully meet these occasions for quick decision. He can get a reputation for this ability by carefully planning ahead of time for certain tasks and thus being able to make quick decisions during their execution. But to maintain this reputation he must acquire the habit of giving thought to his work, not only in anticipation of certain jobs, but continually as the work progresses. The mind which does not have to be recalled from a fishing excursion will grasp the essential details of a new situation more quickly and accurately than one that was far afield when the unexpected happened.