_Command._--It is very important to get a clear conception of the modern theory of command, or way of directing what subordinates shall do. It is important because rather new and not always understood, and particularly because it is the one guiding principle for the leader in all his conduct of office. Command no longer depends solely on the implicit obedience of subordinates, but gets its best results from developing in them the two essential qualities of _loyalty_ and _intelligent initiative_, and then trusting them to play their part in the proposed work. This is a development of the last half century, an intelligent response to changed conditions. It is based on the modern development of the individual as a responsible unit in the social and political community, and more particularly on the fact that the bigness of modern-time enterprises makes impracticable the older-time dictatorial control by a single head. Implicit obedience to exact orders can be successful only when the man who gives the order is on the spot and fully acquainted with the existing conditions at the time, and this is impossible for all the details of large enterprises. The "I order, you obey" and the "you're not paid to think" stuff is entirely inadequate for big affairs, where opportunities for subordinates to do good work must constantly occur beyond the vision of the big chief and go unimproved if the subordinate has to wait for the chief's instructions before acting, and where circumstances will often have arisen without the chief's knowledge which would make it disadvantageous to carry out certain instructions which he had given. So modern command recognizes that the man who is on the spot is in the best position to judge what to do, and that if he has been properly instructed, we will get better results from his acting on his own judgment than from his blindly obeying orders. Sad as it is for romance the man who to-day led a "Charge of the Light Brigade" would be considered stupid, and probably relieved as unfit for command. Subordinates are now required to know what is going on about them, and to use intelligent judgment. Positive orders are of course as rigidly obeyed as ever, but they are not given unless the superior is on the spot in person and knows all the conditions. In the general case the subordinate is instructed as to the plan of action and the part he is to play in it, and then expected to carry on to the best advantage. For this purpose army training is now designed, not only to cultivate the man's exact obedience to positive orders, but even more _to develop his powers of observation and analysis so he may sense conditions; his powers of reason so he may arrive at a logical decision as to what should be done; and his strength of character so he may willingly accept and cheerfully bear the full responsibility of acting on his own initiative._ Can anyone find a better formula for training to play one's part in any of life's activities!