According to all the rules which are supposed to guide the rise of a self-made man, Lloyd George should have been a master of routine, with the orderly mind and undeviating habits without which we are sometimes told no person of affairs can secure permanent success. It is much to be regretted that Lloyd George lends no aid to the well-established maxims. The teachers and preachers who seek to implant in the young the principles of continuousness of purpose and of regularity and of kindred qualities must turn their backs on Lloyd George. They will find nothing from him to go into the text-books, for in the course of his career the Welsh statesman has trampled on every sound rule for securing success. That a man with so many contradictions in him should have ever maintained his upward course is not encouraging to the formalists, though it is very interesting to ordinary people. There never was a man who could more quickly master the intricacies of a business problem, and yet from his very early days he was quite unbusiness-like in many things. He laughingly says that as a young lawyer down in Wales he showed serious incapacity in his profession, at least in one respect: "I never sent in any bill of costs. The result was I never had any money." Later when his brother, three years younger than himself, joined him in partnership matters improved. "The firm did not then suffer from this serious professional drawback," explained Lloyd George. He is an adept at phrases, and yet all through his life he has hated writing. There is a tradition among some of his friends that even in his less busy periods, if you wanted to get a reply from him on any topic you had to send him two postcards addressed to yourself, on one of which was written, "Yes," and on the other, "No." This, it was said, was the only way you could make sure of a prompt response, or indeed of any response at all. He has been the supreme business organizer of Britain during the war--in finance, in industrial operations, and latterly in actual army work--and in each direction he has sketched out and carried into effect an intensive efficiency which it is not too much to describe as the admiration of the world, yet all the time his office day-by-day arrangements would certainly shock the ordinary merchant or banker. He makes contingent appointments and forgets all about them. Some incidental scheme adopted by him on a Saturday is on Monday thrust into limbo by the pressure of other schemes. If he were to schedule his office day into five-minute appointments he would still be unable to see only a proportion of the important men and executive chiefs who desire to get in touch with him, and yet he will allow himself to be drawn into an hour's keen discussion with persons who have some minor topic which appeals to him. Withal, he gets things done. Some intuition, some instinct for right action, takes him to his goal. The task in hand is