loyal, useful associates can be made, they delude themselves with the belief that they can engender a sufficient desire in the inadequate one to compel him to be loyal and efficient in order that the confidence and admiration of the chief may be requited. People who work together should respect each other, and by it employer and employee should be linked together. If a more intimate relation flows naturally from this respect, well and good, but there should not be the slightest attempt made to engender it on a sentimental basis. The rugged mind of Carlyle eschewed the sentimental. He stated: "The sentimental by and by will have to give place to the practical." Most men if they strive sufficiently to make others like them can succeed in their endeavor, but a man should be liked for the inherent virtues or laudable qualities that he possesses and not for the semblance of them which he assumes for a special purpose. We like a man because he is trustworthy, loyal, efficient, reliable, truthful, co-operative, sympathetic, understanding, but we do not necessarily like him because some one else tells us that we ought to like him, particularly if we have found that he does not possess any of the qualities we desire and which would have made him acceptable. The sentimentalist is often guided in his decisions and in his conduct relative to others by the fear that, if he apprises the individual of the reason why he no longer wishes to keep up business or professional relations with him, the individual thus treated will devote some time afterward to tarnishing the lustre of his halo.