Many men of but mediocre ability have successfully carried through one big job after another simply because they had the faculty for inspiring the loyalty, initiative and best endeavors of their subordinates. Many others of stronger character and higher mental attainments have failed to do so because they failed to inspire, and even antagonized, their subordinates. And while this seeming lack of tact may have been due to natural deficiency, in nine cases out of ten it was due to the fact that they had accepted as their guide some old-time rule about how to enforce discipline, or else that they had never given thought to the subject of handling men and realized its importance. It is not difficult to learn how to avoid their mistakes, and to acquire the art of those who know how to inspire the enthusiastic efforts of others. It is understood then that we are not discussing the high qualities of the superman, or striving to attain to the leadership of a Lincoln. It must also be understood that not all these points will apply to any one case of leadership, in which many of them might be unreasonable. But all are based on the same philosophy of human control, and are consistent with the modern spirit of individualism which has become a prime consideration. So as you read something that may strike you as unreasonable in the case you have in mind, give it fair consideration as applicable to certain cases, and weigh it as a means of adding to your comprehension of the true spirit of leadership. You cannot know too much about this in the general case. The broader your knowledge and the better defined your individual opinions, the better judgment you will be able to bring to your particular problems. _You_ are the big factor. In the end it is going to be what you believe and think and feel that is going to make you successful or not. You will never win by following any abstract rules you do not yourself feel and live by. _Qualifying for Leadership._--Any man of native character may fit himself to lead successfully. Hundreds of thousands of young Americans thus fitted themselves in the late war to lead their fellows as officers, commissioned and non-commissioned. Many had had no previous experience of command to guide them, had never given a direction even to a servant. Yet by application they rapidly learned how to handle themselves more or less successfully as leaders and their men as loyal followers. No one expects perfection. All history records but one Leader without fault. It is impracticable to follow rules or to assume qualities that are not natural. The thing to do is to realize that leadership may be developed, to absorb its ordinary fundamentals into your system, and to study yourself as applying them to the problems of your position.