Many young persons begin things with enthusiasm, but drop them when the novelty has worn off. They develop no stable interests and in all their tasks are superficial. They often have great potential ability, but lack training in habits of industry and of continued application. They change positions <p 235> often, acquire much diversified experience, and frequently, in a new position, give promise of developing unusual skill or ability. This is due to the fact that during the first weeks or months of their new employment the novelty of the work stimulates them to activity, and the methods or habits learned in other trades are available for application to the new tasks. When the novelty wears off, however, they become wearied and cast about for a fresh and therefore more alluring field. Such nomads prove unprofitable employees even when they are the means of introducing new methods or short cuts into a business. They strike a plateau and lose interest and initiative just at the point where more industrious and less superficial men would begin to be of the greatest value. Plateaus are not confined to clerks and other subordinates. Executives frequently ``go stale'' on their jobs and lose their accustomed energy and initiative. Sometimes they are able to diagnose their own condition and provide the corrective stimulus. Again the <p 236> man higher up, if he has the wisdom and discernment which some gain from experience, observes the situation and prescribes for his troubled lieutenant. In the majority of cases, however, the occupant of a plateau, if he continues thereon for any length of time, either resigns despondent or is dismissed. Such a case, coming under my notice recently, illustrates the man-losses suffered by organizations whose heads do not realize that salaries alone will not buy efficiency. A young advertising man had almost grown up with his house, coming to it when not yet twenty in a minor position in the sales department. Enthusiastic about his possibilities, with the friendship and co<o:>peration of his immediate superior, he carried out well the successive duties put to him. Promotion was rapid. No position was retained more than six months. In five years he had occupied nearly every subordinate position in the sales department, and was promoted to the head of the mail-order section. <p 237> His fertility in originating plans, his schemes, his booklets, and advertising copy brought results with regularity. He became known as a man who could ``put the thing over'' in a pinch, with a vigor and enthusiasm that seemed irresistible. He fairly earned his standing as the live wire among executives of the second rank. So, when the general sales manager resigned, there was no question but that this young man should succeed him. He had been a personal friend of his predecessor, had co<o:>perated with him in many phases of his work, and knew his new duties well; in fact, he took them up with little necessity for ``breaking in.''