The Principles of Leadership
Our object in this chapter is to get at the practical elements of
leadership; to find out what leadership requires in one's own personal
qualities and in the methods of dealing with men. In doing this the
first consideration is to understand the object of leadership. To get
a clear conception of the object of an undertaking should always be
the first step in its execution, for men work to better advantage and
leaders lead to better advantage, when the object of their efforts
is clearly defined in their minds. One would think that the Allies
had been fighting the war to the best of their ability; yet recall
the tremendous impetus given their efforts, when, in answer to the
President's question, they had clearly defined their object in fighting.
_The Object of Leadership_ then is so to handle one's men as to build
up and maintain a high spirit of discipline and morale, of individual
initiative, of loyalty and of teamwork; and so to direct this spirit as
to win the highest efficiency for the accomplishment of the purpose
in view. In short its object is to develop the psychological elements
of the machine of organization, and thus increase its efficiency by
doubling its manpower. So the object of every step in this discussion,
the psychologic object of every step in leadership, is to secure better
discipline and morale, more intelligent initiative, keener loyalty and
better teamwork. The student must keep these objects ever in mind in
both study and practice, as furnishing a purpose or guide in all that
is said or done. The accomplishment of these objects is a constant
inspiration to a good leader; by his comments and criticisms during the
progress of the work, by his every act in administration, he seeks to
build up morale and initiative and all these essential qualities in the
characters of his men.
As to the _Personal Qualities_ required in the leader, we only ask that
each man use intelligently the ones that he has. It is not intended
to enumerate all the high qualities of the great leaders of history,
and then expect the reader to adopt them as his own. None of us begin
to have all of these qualities, or any of them in perfection. But all
of us do have some sense of justice and fairness, are possessed of a
degree of manliness and self-control, and can use our judgment and will
power. The point is to learn the value of our various qualities, and
to cultivate them by intelligent use. We are all human--let us admit it
and act accordingly. And that would be a very good first step toward
success in leadership, for there is no other one thing so often heard
of a good leader from the sincere lips of his admiring men as that "_he
is a real human being_." An appreciation of the meaning of that fact
alone should serve as an inspiration and an excellent guide.
Many men of but mediocre ability have successfully carried through one
big job after another simply because they had the faculty for inspiring
the loyalty, initiative and best endeavors of their subordinates.
Many others of stronger character and higher mental attainments have
failed to do so because they failed to inspire, and even antagonized,
their subordinates. And while this seeming lack of tact may have been
due to natural deficiency, in nine cases out of ten it was due to the
fact that they had accepted as their guide some old-time rule about
how to enforce discipline, or else that they had never given thought
to the subject of handling men and realized its importance. It is not
difficult to learn how to avoid their mistakes, and to acquire the art
of those who know how to inspire the enthusiastic efforts of others.
It is understood then that we are not discussing the high qualities of
the superman, or striving to attain to the leadership of a Lincoln. It
must also be understood that not all these points will apply to any
one case of leadership, in which many of them might be unreasonable.
But all are based on the same philosophy of human control, and are
consistent with the modern spirit of individualism which has become a
prime consideration. So as you read something that may strike you as
unreasonable in the case you have in mind, give it fair consideration
as applicable to certain cases, and weigh it as a means of adding to
your comprehension of the true spirit of leadership. You cannot know
too much about this in the general case. The broader your knowledge and
the better defined your individual opinions, the better judgment you
will be able to bring to your particular problems. _You_ are the big
factor. In the end it is going to be what you believe and think and
feel that is going to make you successful or not. You will never win by
following any abstract rules you do not yourself feel and live by.
_Qualifying for Leadership._--Any man of native character may fit
himself to lead successfully. Hundreds of thousands of young Americans
thus fitted themselves in the late war to lead their fellows as
officers, commissioned and non-commissioned. Many had had no previous
experience of command to guide them, had never given a direction even
to a servant. Yet by application they rapidly learned how to handle
themselves more or less successfully as leaders and their men as loyal
followers. No one expects perfection. All history records but one
Leader without fault. It is impracticable to follow rules or to assume
qualities that are not natural. The thing to do is to realize that
leadership may be developed, to absorb its ordinary fundamentals into
your system, and to study yourself as applying them to the problems of
your position.
Your own personality is the one big thing for you. Learn to appreciate
its strong points and its weak ones, its possibilities for doing
the right thing and the wrong, and its probable effect on others.
Get it well in hand through practicing self-control, and make it
work intelligently in accordance with your wishes. You will make
mistakes--the best men do. The point is to have sense enough to
recognize the mistake, to correct it and try to avoid repeating it. You
watch yourself and you watch others, asking in each case if the best
thing was done to get the desired result. There is generally one best
thing to say or do, and at least a dozen wrong ones. The chances are
largely in favor of using the wrong one, but by giving it thought you
learn to pick the right until in the end it becomes quite instinctive
for you to do so. We can sum it all up in just about this: that you
begin to think seriously about yourself in your job, and determine that
you are going to be natural, genuine, fair and self-controlled; that
you realize that your instruments are human beings and that you have
got to control them through _your own_ personality; and that therefore
you determine to study your personality and your tools so you may use
them intelligently. Observation and personal application of its results
are the great things.
No two leaders may act exactly alike, for each must use his own
personality. One may be naturally cold, short-spoken and stern, the
other suave and gentle, yet both be equally good leaders. But when you
analyze their treatment of their men you will find that both observe
the same fundamental principles of justice, fairness and regard for
their individual development.
And as the personalities of leaders must differ, so even more will
those of the men. To control them you must have a working knowledge
of human nature--for while all mankind respond more or less alike
to well-known instincts and habits, there are times when you have
to consider the individual. Here is where observation, experience
and thinking about it prepare you to act intelligently. As a good
horseman soon comes to handle a thoroughbred or a cold blood with equal
assurance and success, so the leader of men gets to know instinctively
what touch to give the reins or spurs in order to get the result he
wants. And if in any given case you are not sure what to do, think
what would make you respond cheerfully if you were in his place, and
what would make you "buck." Let this decide what you will do. It will
generally be the right thing, for at bottom we are all pretty much the
same.
Above all you must be genuine. You must use the personality God gave
you--only use it naturally and with earnest purpose to play the game
fairly. If by nature you are gentle and tactful, thank God, and do not
try to be a bear, because you have seen and admired some big burly man
who was a successful leader. The genuineness and earnestness of your
personal efforts to do the right thing will go further than the best
possible imitation of some other, be he ever so good.
_Self-Control._--You are probably shrinking from the thought of taking
yourself in hand in preparation for leadership. But it is quite natural
that you should thus train yourselves, for self-control is the one
first step toward ability to control others. And you will the more
eagerly accomplish your own self-discipline, as you observe human
nature and note the blessings of the man who is self-disciplined and
the curse both to himself and his fellows of the man who is not. Those
parents who allow a child to grow up to manhood undisciplined put a
great burden upon the community in which he is to move, and above all
a great handicap upon the man himself. Selfish, petulant, flaming into
passion at any opposition, egoism coloring everything in life for him,
he is a poor member of the team in sport or business, and is more
often tolerated by his fellows than heartily welcomed. He has many
hard lessons to learn before he comes to appreciate true values in the
life about him, and thus become a truly worth-while member of society.
Far from being fit to lead others, he is generally the most difficult
problem for the leader, who now has to do the work that the parents
should have done in the man's childhood.
You may assume that you have the requisite native character for
leadership, or you would not be in position to use it. It remains for
you to prove its worth and improve its natural qualities. You will
not do this by any grandstand plays, or even by prayer. You will do
it by continued thoughtfulness in meeting the human problems of your
position, and by a discipline of self which will make and keep you fit
for your duties.
_Consideration for Rights of Others._--It is a good thing for any
citizen to make himself realize that he is part of a community whose
members are entitled to some consideration as well as himself. This
certainly is important for the man who is responsible for the conduct
of others. Everyone hates a hog as a candidate for fellowship in sport,
business or community living. You see him elbowing women and old men
aside as he crowds himself to the front at a ticket window; and so
through a busy day always jamming and trampling others to get the best
for himself. He gains a questionable satisfaction for his swollen ego,
but at the cost of the scorn of his fellows who have thought enough
about life to realize that his type is a curse to community living and
far from desirable as a characteristic of the race.
_Put Yourself in His Place._--If you want to put something over
with a man you may take an ax or a hammer and drive it into him--in
which case you leave him sore and rebellious--or by putting yourself
mentally in his place you may so express yourself as to win his
cheerful acquiescence--even if, as may often happen, he does not end by
thinking he originated the idea himself. The latter method is called
being tactful--and compared to the former gets tenfold results, not
to mention adding to the joy of life for all concerned. In presenting
an idea by this method you give your attention to the form and manner
in which you present it, rather than concentrate all your thought on
the idea alone, let him take it as he will. It requires only a bit of
consideration of what are the probable feelings and thoughts of the
other, a realization of his point of view and how you would feel in his
place. The leader who has won his promotion from below has an advantage
in having experienced the point of view of his men. Yet he often throws
it away and exhibits a case of swollen head by bellowing his "Hey you!"
in absolute disregard of the outraged feelings which he must know this
always engenders.
It is so much more efficient to be reasonably tactful--to be
considerate. To do it one may sacrifice a bit of vainglory, may not
appear to himself and his fellows as such a lord of creation, but he
will get better results, make life more worth living for all, and win
for himself a place in the estimation of others which may well return
him tenfold of advantage in some future contingency. It is never
the really big man whose arrogance hurts the feelings of the less
fortunate or forbids him to show respect and consideration to each
man who does well his appointed task in no matter what capacity. This
arrogance is found rather in the toad who is trying to make others
think he is an ox--and the humbler a man's station the more likely he
is to recognize a toad when he meets one, and the more pain it causes
him to have to bow to its bovine pretensions.
_Loyalty and Initiative._--We have seen how the leader is responsible
for developing these qualities in his subordinates. He wins their
loyalty to him by gaining their admiration of the personal qualities
he displays; and their loyalty to the larger organization and the
cause, by his own example and by timely comments. He develops their
intelligent initiative by the policy and methods he employs in handling
them in their work. He constantly encourages individual effort, taking
pains to commend every display of interest, inventiveness, ingenuity,
or improvement. He keeps the group informed of what it is trying to do
as a whole, so each may understand the object of his particular part
and seek opportunity to do it better. He tells the man what to do, not
how to do it, and praises whatever shows original effort and decision.
By constructive criticism and explanation he encourages the man so
that he wants to do it better next time. In short he encourages his
men to observe, to think, to decide, and to act on their decisions. So
long as their spirit is loyal, the best results come from such service,
and he must be patient in developing these faculties.
_Development of the Men's Powers._--How natural it is to be impatient
with the man who is bungling his early efforts. How often the master
grabs the thing and does it himself rather than wait for inexperienced
hands to find the way. The parent says petulantly, "I'd rather do it
myself than see John struggling with it." The boss cares more to have
a certain thing done exactly as he would do it than he does for all
the good that might come from the developed skill and resourcefulness
of his men. Of course these are all wrong. Your way is not always
the best way. One way is often as good as another, and improvements
come out of the interested inventiveness of the worker. Your object
is to get the best efforts of your men, and good work is not done in
an atmosphere of humiliation and discouragement. You must avoid the
natural display of temper at awkwardness and the cutting remarks which
indicate that you think the man a hopeless idiot. If he really is
that you have a different problem and should avoid wasting your time
and that of the others in efforts to use him. You are developing men
and their powers. The constructive and inventive instincts thrive in
an atmosphere of encouragement, and opportunity to employ them keeps
the worker cheerfully at his task. You get a double reward from this
system of control--the satisfaction of seeing your subordinates grow in
ability under your hands, and the satisfaction of increased output or
accomplishment under your management.
_Popularity._--Should a leader strive for "popularity" with his men?
By all means, if he is man enough to win it on his merits, for it is
a large element in establishing their loyalty. But it is very easy
for the beginner to have the wrong idea as to how popularity is won.
He must clearly understand that it is not gained through easy-going
methods, overlooking faults and neglects, playing favorites, sympathy
with growling and kicking about the way things have to be done, nor
in any of those things which go to undermine discipline and morale.
Such popularity is properly called cheap. It takes no manliness to get
it, it has no value once you have it. Such leadership is worse than
worthless, it does actual damage. It will be exposed for the sham it is
by the first occasion for endurance, by the first thing that comes to
test the real grit and ability of the group. Then one of two things
must happen--failure, or some better man will jump out of the crowd,
take the leadership from these weak hands, and lead the men through the
emergency.
We have seen this illustrated often enough in the army, where authority
has held in his peacetime position of leadership some weakling who
faded into the ranks in the actual tests of service, while some strong
quiet character stepped to the front and successfully assumed the
responsibilities of leadership. It is the duty of all management to
discover and remove these weak leaders. It is equally the duty of
every leader to study himself and his methods, and to make sure that
both of them display the qualities which will justify his holding the
leadership and will give it such character as to make it proof against
any emergency demands.
The popularity that counts, that makes men say they would follow
so-and-so through anything, makes them brag about their chief and proud
to serve under him, is founded on admiration for his real ability,
confidence in his fairness and justice, and in the courage and strength
of his character. He has won this popularity by being absolutely fair
and square to all, by seeing that both privileges and extra hardships
are equitably divided among his men, by holding everyone to a strict
performance of duty, by reward of merit where due and recognition
of delinquency where it exists, by avoiding anything like deceit or
duplicity in his conduct of office, by never appearing to ignore any
of his men as of no consequence in the group, by showing a sincere
personal interest in the welfare of his men as individuals and above
all by such use of his own head in planning and forethought as to save
his men unnecessary work or trouble and yet increase their efficiency,
thus making them realize that he really has the ability to lead them.
_Appearance--As to Dignity._--The leader holds his position on the
assumption that out of the whole group he is the best all-around man
for the job. He must retain this reputation for excellence, and should
add to it by further performance. First of all in appearance--in how he
carries himself before his men. The nature of the work may determine
the amount of dignity which must go with the office, but in every case
there is a certain dignity which all men must find in their leaders to
which they may instinctively give their respect. This is just about the
amount of dignity that comes naturally from earnestness and sincerity
of purpose. It is not a virtue to be assumed, a superficial garment
to be put on for the work. It has nothing to do with haughtiness
or stiffness--unless it be an assumed dignity which is often thus
manifested. "It comes simply from seeing things in their right
proportion--big things big, small things small," and really has more
of humility than of pride. It forbids you to patronize your men, to
appear to condescend to them in your dealings, and it does admit your
sharing both their earnest concerns and their fun. Professor Hocking
says "To make a quick transition from fun to business, and carry your
men with you instantly, is the test of real dignity. The two opposites
of dignity are permanent solemnity and permanent triviality." Both have
a bad effect on humans.
_As to Example._--Remember also in the matter of appearance that you
are an example. Imitation is a great teacher--the sole teacher of our
infancy, not to be despised in our manhood. Your men are going to be
very much as you are--if you are really their leader. Your example of
cheerfulness, promptness, loyalty to superiors, cleanliness, courtesy,
energy and interest, will find response in that of the men. I have seen
this carried to the extent of copying the cut of the hair, the angle
of the hat and other personal peculiarities. The power of example is a
potent force, and very useful in establishing loyalty.
An important example for you to give is one of earnestness of purpose
and interest in the work. The accomplishment of the work must appear to
be a vital matter to you. Listlessness and indifference on your part
will be quickly reflected by the men, while they will equally respond
to a reasonable amount of smartness and earnestness on your part. You
can imagine the amount of earnestness we used to put into our English
lessons at West Point where we had an old instructor who closed his
eyes and dozed while each cadet recited. There was great keenness to
get into his classes but it stopped there. You should appear to care
so much for your work that you are indifferent to the little things
that affect your own comfort. If the men see you taking advantage of
your position to enjoy comforts denied to them it induces a state of
mind that interferes with good work. A good example of this was the
conduct of a captain of cavalry in the Philippines who, being required
to conduct drill during the heat of the day, took up his position under
the shade of a solitary tree on the plain and drilled his troop in a
circle around him. That drill did not add much to the excellence of the
troop or to their loyalty for the captain.
_As to Ability._--Again you want to impress the men as being one who
knows at once what is to be done in each case that arises, who makes
quick decisions, and who carries through what he has undertaken,
without changing his mind. We will discuss this more in detail later,
enough here to say that by figuring out ahead of time all the details
of a certain undertaking and carefully planning for it, you can carry
it through with an apparent readiness of decision and resource that
will be surprising; and a few such successes will establish your
reputation as an able leader.
_Knowledge of Details._--Your position presupposes that you know the
work better than does any other man in the group. Generally speaking
you should be able to do each man's part at least as well as the man,
able to know when he is working to best advantage, able to recognize
particularly good performance to commend it, able to correct improper
methods and point the way to improvement. This superior knowledge gives
you the self-confidence to appear before the men as their leader and to
give them instructions and orders which you know are reasonable. The
men instinctively feel and recognize this superiority, and naturally
give it respect and obedience.
Of course no one man may reasonably claim to know everything, nor to
be more skillful in every detail than certain specialists. This fact
is frankly recognized by all the group, and is used to stir the pride
of individuals in their particular superior performance, and also as a
reason for expecting all to make suggestions for any improvements they
may have thought out.
_Suggestions from the Men._--These suggestions are to be really
encouraged, and given fair consideration when made. If accepted, credit
is to be given to the man, if rejected, he is to be told why it is
not found good. It is a mistake to feel that the leader loses caste
in accepting or even listening to suggestions from his subordinates.
"Nobody can tell me how to run this job" is a narrow policy, destroying
individual initiative--and it is not true anyway. The very statement
shows that the leader does not fully know his job, for everyone is
capable of improvement, and any job is better done for the combined
interest and resourcefulness of everyone connected with it.
_Prestige._--The leader loses none of his prestige in hearing and
considering the thoughts of his subordinates. In the end the decision
is his and on that they all have to act. And it does not hurt his
leadership to have to say frankly "I don't know. I'll have to look
into that." If he finds that he has taken a wrong course, it does not
hurt even to admit frankly that he was mistaken, especially if his
action has happened to do an injustice to one of his men. Mistakes
are readily forgiven, but not meanness or injustice. Remember always
that the men admire manliness in their leader and demand justice from
him. These qualities are better than infallibility, for after all they
like to feel that you are human. And above all they will not respect a
bluffer. It is hopeless to try to bluff when you do not know. Someone
will know and expose you, and away goes the respect of your men.
_Asking Men's Opinions._--I have known successful leaders to make
it a rule to ask, whenever one of their men came to them with some
question or trouble, "What do you think about it? What would you advise
doing?" The man has generally been thinking about this for some time
before he presented it. If it is a question about the work he has
probably in mind some solution which he thinks an improvement and this
is his way of getting it considered. By thus asking his opinion you
encourage his personal interest in the general success, enlist his
co-operation, give opportunity for that self-expression which means so
much to every self-respecting man, and not least of all you gain time
for consideration of your own answer while he is presenting his. This
is often a particularly good way to handle the case of a man brought
before you for some dereliction of duty. Ask him what he would do,
if he were boss, with a man who had committed the same offense. It is
astonishing how this makes him realize the whole situation, which he
probably had not thought of before, and nine times out of ten he will
suggest a more severe punishment than you would give, and come out of
the experience a much more responsive member of the group than he was
before.
_A Representative of Authority._--In any business undertaking the
immediate leader of a group is to his men the direct representative
of the authority which holds them to their tasks; of the purpose and
policy which inspire their endeavors; and of the management which
directs the enterprise. These men will largely get their impressions
of the justice and fairness of this authority from that displayed by
their leader; they will judge the worthiness of its purpose and policy
from his enthusiasm and loyalty; and will estimate the efficiency of
its management by that which their leader daily displays. Management
considered all this when it selected you as a leader, it is now for
you to consider it constantly in dealing with your men. The more
ignorant the man, the more nearly are you his sole representative
of these elements, and the more important that you treat him fairly
and wisely. He may be a poor immigrant unable to understand our
language and wholly dependent on how your treatment impresses him for
his conceptions of the fairness of our management and the worth of
our industrial life and institutions. It is up to you to make him a
contented useful laborer and happy citizen--and not to drive him to the
ranks of revolution by making him believe that authority is unjust and
our institutions unworthy his loyalty.
_The Head of the Family._--A good leader is always a jealous guardian
of the personal rights of his men. It is only over his dead body that
an injustice is done to any of them or to his group as a whole. He
is their champion in every contact with the larger organization, and
they look up to him for it. The group instinct is one of the strong
self-protective instincts. In the multitudinous groupings of the modern
community, the individual chooses those groups which he believes offer
him the best protection and to them gives his loyalty. The leader
but takes advantage of this psychological fact when he makes his men
realize that he is constantly on the lookout for their interests. He
may row at them himself (in a fatherly way), but he allows no one else
to do so. He sees that they get what is coming to them. If hardship
has to be borne, he sees that it is borne justly, and shares it with
them. If food is short and shelter poor, as often happens on field and
engineering jobs, he does not rest until he has exhausted every effort
to improve them, and in sharing them is very careful to show himself no
favor. He fights for their fair name, and for full recognition of their
merit. If one of his men has a trouble, it becomes his trouble until
it is adjusted. He thus establishes the feeling that it is a family
matter, and that he is the head of the family. (Incidentally he is sure
to be rewarded, for the men will soon be taking a keen interest in the
welfare of the head of their family.) And in the end the men come to
speak of it as "_our_" group--not Smith's or Brown's but "our" gang,
for each realizes that his interests are equal in it with any others.
And until his men do thus speak of the outfit as ours rather than his,
the leader may know that he has not yet got the co-operative spirit
which he desires.
_The Group Spirit._--Any group of individuals working together for a
common purpose are going to establish unconsciously a group spirit
of some kind. This has got to happen. The leader knows that success
largely depends on what this spirit shall be, and takes pains to make
it a helpful one. By getting to know the men and "how they feel about
it," he keeps in close touch with the spirit that runs through them
all, and by suggestions here and there he does much to build it up in
the way it should go and make the men feel a membership in his team.
When he has got to know this spirit well, he can count on his men to
respond in a certain way to certain appeals or impulses, and he thus
makes this group spirit a tool in his hand for getting results. In time
of hardship or strain he plays on this spirit to arouse new energy
or endurance, and jaded muscles spring anew to life, just as martial
music will put renewed life and spring into the lagging steps of tired
soldiers. Thus always spirit may make men endure and dare and carry
through far beyond the normal accomplishment. Thus the thoroughbred
will run unfalteringly till his mighty heart breaks with the strain,
while there need be no fear of killing the ambitionless cold bred, who
slows down and quits at the early warnings of fatigue.
So the good leader is constantly on the lookout for means to build up
this splendid spirit in his group. By word and deed, and particularly
by thoughtful conduct of the work in hand, he fosters the spirit
of putting things across and never being defeated, which is going
to carry them through to success when called upon. His men come to
realize that what he requires of them is always reasonable and that it
makes for efficiency; they find that he is always considering their
welfare before his own and taking the greater pride in their success
for the team; and they come to realize that while he so directs their
work as to make it as interesting for them as he can, he will never
accept failure for them or himself, but insist on carrying through to
successful accomplishment. It is possible thus to establish so strong
a group spirit for doing good work and generally winning out that the
men themselves will get after the laggards and expose the worthless for
elimination as unfit for membership in the team.
_This Spirit Requires Efficiency._--Such results are possible to the
leader in direct proportion to his knowledge of his job and his ability
to conduct the work with efficiency and without wasted time or energy.
Men naturally hate inefficiency. They become critical, caustic in their
remarks, and finally disgusted under a leader who wastes their time and
efforts, who hesitates over decisions and wonders whether to do this
or that and how to do either, who hasn't the tools and material right
at hand, who is always picking the wrong man for a piece of work, and
who holds up the work of all while he fusses with the clumsy efforts
of some "dub." Such a leader will never build up any good spirit. That
comes only from the reverse of this picture of incompetence.
_Work for the Leader._--But not all leaders may be gods to be always
right and sure in their management of affairs. True, but by looking
ahead, by planning and preparing for each new task, by headwork and
overtime work, they can so fit themselves for each task that they can
carry their men through it with such efficient direction that they
will seem to their men to be almost godlike. Of course this means work
for the leader. But the notion is foolish that work grows less as one
ascends the ladder of promotion. In reality the leader who is half as
good as he should be in his position is generally earning far more than
his pay. His task is no easy one. Ambition for accomplishment, pride in
success, joy of meeting manly responsibility, and not that enjoyment of
an easy berth which some assume it to be, are the motives which hold
the leader to his job.
_Where Leadership Really Shows._--As we watch a skillful boss directing
his men through a job, tools and material all at hand, every man moving
efficiently, all the parts working smoothly toward the result, how
natural it is to exclaim, "What teamwork!" and "What a leader!" But
out of years of experience I tell you that this leader seems so good,
not because God especially endowed him with skill, but because he has
previously sat down and planned out how he was going to handle this
especial job, and because he took pains to see to it ahead of time that
everything was prepared for the work. His superior leadership shows
not in the work he is here doing, but in the work he did beforehand
in building up the discipline and teamwork of his men and in making
preparation for handling this especial job efficiently. That is why he
may now appear so quietly sure of himself and his men, and that is the
real task for leadership--fitting self, men, and team ahead of time so
they may work smoothly to the best advantage without waste or friction.
_Assuring the Confidence of the Men._--It is a common fault of leaders
to take too much for granted and assume that men understand conditions
without bothering to explain them. Remember that a man cannot give good
work if his mind is harboring fear, distrust, or even questionings
as to his rights, his duties or his assurance of receiving impartial
justice and fair dealing. Confidence and a knowledge of the conditions
under which he works will keep his mind free from these disturbing
invaders. Instead of assuring this mental freedom, many leaders are so
poor as positively to inject fear and anxiety. Perhaps nothing can do
more to free his mind at once for useful impulses than to provide him
with printed rules and regulations which clearly define the policy
of the undertaking as regards administration and control; the rights,
duties and mutual relations of its members; and particularly the method
by which each may secure immediate consideration by superior authority
in case of real or fancied invasion of his right to justice and
impartial treatment. We all know that in industry the man's distrust
of the impartiality and honesty of his boss is often justified, and we
can see the advantages of letting the man know his rights and giving
him easy sure access to higher authority. The vastness of modern
organizations has too often made management forget its responsibility
in the matter of discipline and fair treatment among its employees.
These laborers find themselves to-day in a case not unlike that of
our forefathers who had to force from their tyrant king a written
acknowledgement of their rights--yet rights so simple and fundamental
as would seem to go without saying, and to require safeguarding only
from a selfish, unfeeling brute. _To none will we sell, to none will we
deny or delay, right or justice_ may well be borrowed from Magna Charta
and published as a fundamental rule for the interior administration of
many modern enterprises.
_Assuring Justice._--The possession of authority makes a wise man
consider the rights of others, lest he do a grave injustice. It is
likely to have a far different effect on a man of narrow soul and
intellect. He often becomes selfish, mean and arrogant, indifferent to
the feelings and rights of others, partial to favorites whom he chooses
for selfish reasons. He thus denies justice and forfeits his right
to leadership. Such men as bosses in industry are often the cause of
serious labor troubles, and are always the cause of reduced production.
By deceit and duplicity they may long conceal these qualities from
higher authority, while they continue to negative the most humane
policies of management. For this reason, when troubles show in any
group of men, first seek the source in the defective leadership of
their boss. It is for this same reason that successful management finds
means to check up the methods of its subordinates, and has it clearly
understood by all that every man has ready access to higher authority
for the presentation of any grievance.
_Joy of Doing Work Well._--A man naturally takes real delight in doing
a piece of work well, in the successful play of his constructive
instincts. He gets an actual pleasure from doing well whatever he puts
his hand to. This was another of Nature's wise endowments when she
determined that man should be her main instrument for progress in the
world. Whatever a man is doing in an agreeable frame of mind, he finds
himself naturally striving for perfection--the farmer looks back with
pleasurable reward to see that he has turned a clean, straight furrow,
the carpenter and mechanic get an inward glow from the perfect fitting
of a joint, and it was not poetic fancy which made David Grey take such
delight in digging that drainage ditch under a hot summer sun. These
joys from fine execution of work are the result of a natural instinct,
and form one of the best means for getting results if the leader knows
how to use them.
When you see a man taking no interest in his work and not trying to
get good results, perhaps even purposely doing poor work, you may be
sure that something is fundamentally wrong. Some stronger instinct
has been aroused whose force forbids the operation of this happy one
for construction. Our strongest instincts are those which regard our
self-protection, and one of these may be causing the trouble. If
conditions are such as to make the man fearful of his welfare, of his
livelihood or of injustice, contrary instincts are likely to overcome
or at least confuse the instinct to do well. So we may expect superior
results only under a system which assures fairness and justice, and
under a leader who honestly practices them.
_The Curse of Conscious Deadbeating._--A common complaint of labor is
that the end of work finds the man too tired to do anything else that
day. This is true, however, not because of the amount of work he has
done but because of the small amount of interest and ambition which
he has been allowed to put into it. Man is so designed that he is
happiest in doing hard work and good work if he may but take the right
spirit to it. This is the curse of the lack of trust between employer
and employees, and the consequent labor union policies which deny to
their members the privilege of giving full play to their constructive
instincts. These policies establish a standard of mediocrity, and thus
do daily violence to the character of those capable ambitious men who,
instead of being free to give their best, are thus forced to work
consciously as "deadbeats." No wonder that these men are tired at night
and that they have no heart for outside interests. They are working in
a spirit which saps their manhood and injures their self-respect as
members of the community. You may see this evidenced in their hang-dog
faces as they "soldier" on their jobs. Nothing but honest belief in the
necessity for this policy of loafing could hold them loyal to it. Even
this will not always do it; for men often become more interested in the
success of "their business," their undertaking, than they are for the
time being in the observance of union regulations. When no particular
danger threatens or issue is at stake, a clever boss may so appeal to
the constructive instincts as to make them dominate the self-protective
ones.
Public opinion is likely to play an important part in the above
question. The community is interested in anything which so materially
affects the character of its citizens and the output of its industries.
It may come to a decision; and demand certain action which it believes
will correct a situation it finds so injurious. And it may do this
without a true conception of the facts, so that its dictum is as likely
to offend the best interests of the laborer as of the employer. Far
better that the leaders of both should themselves solve their common
problem for their own common interest--and many have done this.
This question must be a serious consideration for leaders of labor. For
only that leadership can last which _makes for progress_. Its purpose
must be clear and honest, and must satisfy the constructive instincts.
Otherwise its following will fall away, to seek some other which offers
this satisfaction. Appeals to passion and prejudice will carry men
a long way in a short time, but sooner or later comes the time for
serious thinking. Then these men must be convinced that their course
makes for progress and greater ultimate good. And unless the leadership
has had a broad vision based on realities, they will discover its
fallacy or selfishness, and so abandon it.
_Depending on a Man._--You can make a man feel so strongly that you
are trusting him to play fair in a certain matter, "put it up to him"
in such a way, that his sense of manhood and good sportsmanship will
make him feel that he owes it to you to make good. This is a strong
influence on conduct--too strong to be used constantly. It may easily
become burdensome to ordinary mortals, who generally want more freedom
from the promptings of conscience. The point is to use it only in
special cases, and thus get its good effect both in results obtained
and on the man's character. When you do use it, do so quite naturally
and easily without too much fuss or talking, and certainly without
formally "putting him on his honor." There should be no apparent
question of your confidence being justified--it is so sure that you
do not have to talk about it. Here is an illustration: I found in my
command at Camp Grant a husky soldier who was a prisoner serving a
three months sentence, and considered a surly, insubordinate brute who
would never be disciplined. Soon thereafter his major brought him
to me with a most unusual request for authority to let the man go to
Chicago to be with his wife during a serious operation. The man stated
his case--too proud and obstinate to ask any favors. I discovered that
he felt that his first punishment had been a rank injustice, and that
he had thereafter been so sore as willfully to defy authority. I asked
how long he would need to be in Chicago--he did not know. I took the
chance and authorized the major to let him go in perfect freedom and
stay as long as the man found necessary. He was back long before we
expected him and in an entirely new frame of mind. He soon had the
remainder of his sentence remitted for good behavior, and before we
left for France he had become a non-commissioned officer and one of
the best subordinate leaders for arousing loyal service. Another good
citizen made--or at least saved from the hell he was driving into. If
he survived the war he is to-day proud of the service he once hated for
its injustice--and some day no doubt he will be championing his major
for mayor of the city.
_Proprietorship and Self-Expression._--Other strong instincts which
the leader should take advantage of are those of proprietorship and
of self-expression. To get the full benefit of his instinct to do
his work well, the man should be made to feel that he has a personal
interest in this job that he is doing, and that in actually doing it
he is using his own skill, resourcefulness and inventiveness. So the
leader watches for the chance, and drops a remark to show that he
sees how well the man has done some step he has taken, and no harm if
others overhear the remark! The leader is equally careful to speak of
it as Smith's job, to praise the way _Smith_ handled it, to commend the
excellent condition of Smith's tools, and thus by rewarding Smith's
little success and making it appear to be the result of his individual
work on his own job with _his own machine_ or tools, he encourages in
all the feeling that each is doing his own work in his own way and will
get credit accordingly.
It is also well to remember that these same constructive instincts in
the men have another meaning for you as their leader. They will cause
the men to resent it when they find themselves doing useless work,
wasting energy and even approaching failure as a result of your poor
judgment, hesitation in making decisions, and blundering through lack
of forethought. This makes you see the necessity for knowing your job,
and carefully preparing yourself to handle its details.
_Knowing the Purpose of Work._--Human nature demands that before men
can put their best efforts into work they must know the object of it.
Purpose is the big guiding motive in all life, and we are so made
that we seek for the purpose in all our efforts, and finding it and
believing in it, we naturally give it our best endeavors. It is stated
that one of the three greatest faults in handling labor to-day is the
fact that the men do not know what they are doing, or why. Yet it is
plain that a man must have some interest in his task before he can put
much heart or intelligence into it. It is quite possible in assigning
a task to make sure that the man understands the object of it, what
part it is and its importance in the general work of the team. Then
no matter how prosaic this part may be, as the man works he may build
a mental picture of the completed whole, see his part fitting into
it, and employ his constructive instincts in making his part perfect.
Meanwhile, the necessity of thus clearly defining the object of the
work to the man reacts advantageously on the leader. It requires him
to have a clear conception of this object, and thus enables him to hew
truer to the line in carrying on the work.
To illustrate the value of knowing why, imagine two men each for a
different day carrying buckets of water from a stream to dump into a
tank on a near hilltop. One knows that every drop of this water is
precious for the necessary irrigation of a garden he can see beyond the
hill; the other has no idea why the water is carried--someone may be
trying to dry up the stream for all he knows. Not only would the former
carry more water, but he would take more pleasure in his work and be
trying to invent some means for increasing the amount transported; and
when night came he would be far less tired. This illustrates a truth
which applies to all human activities, and it is the leader's job to
take advantage of it for the good effect it will have on his men and on
the work to be accomplished.
In starting any new work, new undertaking, or new policy, the one most
efficient thing to do is to assemble the whole group of men concerned
and explain to them what you and they together are going to try to
do; how they are organized for it, and the part each is to take; and
finally such a picture of the whole to be accomplished as may serve as
an inspiration, or at least appeal to their reason. Do not let it ever
be said of your men that they are working in ignorance of what they are
trying to do, and thus debarred from putting intelligent interest and
co-operation into their respective parts.
_Relationship Between Leader and Men._--The relationship which
should exist between the leader and his men is a difficult thing to
explain accurately. It depends largely on the leader's personality,
and accordingly each must work this out for himself. This is almost
always a matter of difficulty and embarrassment for beginners, who
are apt to go to an unhappy extreme either in surrounding themselves
with an atmosphere of isolation and autocracy or in showing too much
familiarity and even frivolity. Let them first remember that the leader
is not an autocrat or dictator, but the foremost of his companions.
This position puts responsibility and authority in his hands, and a
certain restraint on the perfect freedom of his relations with the
others. He may still be called by his first name in perfect good
fellowship; may be even affectionately nick-named; may and should
be in relations of mutual and absolutely impartial friendship and
confidence with his men; yet there must remain in reserve a something
of superiority and true dignity which they recognize and which makes
it natural for them to respect him and obey his instructions. He may
be intimate, but must not be familiar. He should be courteous and
thoughtful for their interests, but must never be patronizing.
You will notice if you take pains to observe, that a real gentleman or
lady is always courteous to those in subordinate positions. The real
superior has no anxiety about his prestige and is quietly at ease in
dealing with subordinates. Those who bully them are thus showing that
they have not had long experience in exercising authority. The true
spirit of America believes in the dignity of labor. Our nation was
built in the actual sweat of our forebears, who hewed the forests and
tilled the soil with their own hands and did not attempt to enslave the
labor of the natives as did the pioneers who colonized the countries
further south. That spirit survives and makes it natural for us to
respect those who do their parts well in whatever activity fortune has
placed them. So the leader and his men, the employer and the laborer,
are all companions in labor, and each shows respect for the ability and
accomplishment of the other.
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.