The sentimentalist is a person who, in decisions, judgments, plans of action, and conduct of them, point of view in dealing with persons individually and collectively, has his conduct so colored by sentiment that his plan of action and ability and methods of its execution seem illogical and incapable of being subjected to the test of reason. Carlyle put it tersely when he said: "The barrenest of mortals is the sentimentalist." The agonal struggle of the Great War was not necessary to convince us that very little is to be accomplished in the world single-handed. The individual can give birth to the idea, the plan, or possess the initiative which may revolutionize some phase of the activities of the world, but to carry out the idea he must have the co-operation of many. It is in securing such co-operation that he has a great opportunity to make a proper use of sentiment. There is nothing that an organizer or an administrator finds out earlier or surer than that loyalty is the cement that keeps his organization together, and the more it sets the more firm and invulnerable becomes his organization. How to engender such loyalty is a problem that each person confronted with it must solve for himself. Some do it by meriting the respect and admiration of their coworkers and subordinates by display of such qualities as kindliness, justice, generosity, consideration of the welfare of their fellows, while others encompass it by the whole-hearted and unselfish way in which they give themselves to the work. Some do it quite impersonally and may possibly not be on terms of intimacy with any member of their organization. This does not necessarily mean that they hold themselves aloof from those with whom they come in contact; on the contrary, there may exist a genial comradeship from which mutual respect, admiration, and possibly even affection are developed. Some few develop loyalty from personal contact on the basis of sentimentality. They proceed upon the plan that if they cannot secure the personal admiration and affection of those associated with them, impelling them to do their best because of this relationship rather than for the good of the cause, they have not been completely successful in their accomplishment. To this end they not infrequently resort to a display of sentimentality which is distressing to the impartial onlooker. That great dissector of the morals and motives of men, Thackeray, said: "One tires of a sentimentalist who is always pumping the tears from his eyes or your own." They lavish praise upon those who have not merited it, substituting adulation for admonition; they profess a confidence that is not justified by results; they claim to see only virtues in every individual who is drawn into the sacred circle of their employment or association. Should they have suspicions that some in their circle are not deserving of confidence or do not have the qualities from which