This scheme of retreat and protection has been carried well-nigh to perfection by many executives. Private offices guarded by secretaries fortify them against distractions and unauthorized claims on their attention, both from within and without their organizations. <p 117> Routine problems, in administration, production, distribution, are never referred to them; these are settled by department heads, and only new or vital questions are submitted to the executive. In many large companies, besides the department heads and secretaries who assume this load of routine, there are assistants to the president and the general manager who further reduce the demands upon their chiefs. The value of time, the effect of interruptions and distractions upon their own efficiency, are understood by countless executives who neglect to guard their employees against similar distractions. _Individual business men, unsupported by organizations, have worked out individual methods of self-protection_. One man postpones consideration of questions of policy, selling conditions, and soon until the business of the day has been finished, and interruptions from customers or employees are improbable. Another, with his stenographer, reaches his office half an hour earlier than his organization, and, picking out the day's big <p 118> task, has it well towards accomplishment before the usual distractions begin. The foremost electrical and mechanical engineer in the country solves his most difficult and abstruse problems at home, at night. His organization provides a perfect defense against interruptions; but only in the silence, the isolation of his home at night, does he find the complete absence of distraction permitting the absolute concentration which produces great results. This chapter was prefaced by an instance where protection from distractions through organization was joined with methodical attack on the elements of the day's work. This combination approaches the ideal; it is the system followed by nearly all the great executives of America. Time and attention are equably allotted to the various interests, the various departments of effort which must have the big man's consideration during the day. Analysis has determined how much of each is required; appointments are made with the men who must co<o:>perate; all other matters are pushed aside until a decision is reached; <p 119> and upon the completion of each attention is concentrated on the next task. A striking instance of this organization of work and concentration upon a single problem is afforded by the ``cabinet meetings'' of some large corporations and the luncheons of groups of powerful financiers in New York. There are certain questions to be settled, a definite length of time in which to settle them. In the order of their importance they are allotted so many minutes. At the expiration of that time a vote is taken, the president or chairman announces his decision, and the next matter is attacked.