Conservation and development of individuality in workers may be made an important factor in creating loyalty as well as in directly increasing efficiency. Great retail stores put many department heads into business for themselves, giving them space, light, buying facilities, clerks, and purchasing and advertising credit as a basis of their merchandising; then requiring a certain percentage of profit on the amount allowed them. The more successful of Marshall Field's lieutenants were taken into partnership and, as in the case of Andrew Carnegie and his ``cabinet of young <p 95> geniuses,'' were given substantial shares of the wealth they helped to create. Some industries and stores carry this practice to the point of making specialized departments entirely independent of the general buying, production, and selling organizations whenever these fall short of the service offered outside; while the principle of stock distribution or other forms of profit sharing has been adopted by so many companies that it has come to be a recognized method of promoting loyalty. Regard for the employee's personality must be carried down in an unbroken chain through all the ranks. It may be broken at any step in the descent by an executive or foreman who has not himself learned the lesson that loyalty to the house includes loyalty to the men under him. It is not uncommon, in some American houses, to find three generations of workers --grandfather, father, and apprentice son-- rendering faithful and friendly service; or to discover a score of bosses and men who have <p 96> spent thirty or forty years--their entire productive lives--in the one organization. Where such a bond exists between employer and employees, it becomes an active, unfailing force in the development of loyalty, not only among the veterans, but also among the newest recruits for whom it realizes an illustration of what true co<o:>peration means. _Many Examples of the Loyalty of Executives for their Men in Danger_ This double loyalty--to the chief and to the organization--is not a plant of slow growth. Few mine accidents or industrial disasters occur without bringing to merited, but fleeting, fame some heroic superintendent or lesser boss who has risked his own life to save his men or preserve the company's property. The same sense of responsibility extends to every grade. Give a man the least touch of authority and he seems to take on added moral stature. The engineer who clings to his throttle with collision imminent has his counterparts in the ``handy man'' <p 97> who braves injury to slip a belt and save another workman or a costly machine, and in the elevator conductor who drives his car up and down through flames and smoke to rescue his fellows. Such efficiency and organization spirit is the result of individual growth as well as the impression of the employer's personality upon his machine. _A Disloyal Sales Manager and his Influence on his Force_