_Loyalty and Initiative._--We have seen how the leader is responsible for developing these qualities in his subordinates. He wins their loyalty to him by gaining their admiration of the personal qualities he displays; and their loyalty to the larger organization and the cause, by his own example and by timely comments. He develops their intelligent initiative by the policy and methods he employs in handling them in their work. He constantly encourages individual effort, taking pains to commend every display of interest, inventiveness, ingenuity, or improvement. He keeps the group informed of what it is trying to do as a whole, so each may understand the object of his particular part and seek opportunity to do it better. He tells the man what to do, not how to do it, and praises whatever shows original effort and decision. By constructive criticism and explanation he encourages the man so that he wants to do it better next time. In short he encourages his men to observe, to think, to decide, and to act on their decisions. So long as their spirit is loyal, the best results come from such service, and he must be patient in developing these faculties. _Development of the Men's Powers._--How natural it is to be impatient with the man who is bungling his early efforts. How often the master grabs the thing and does it himself rather than wait for inexperienced hands to find the way. The parent says petulantly, "I'd rather do it myself than see John struggling with it." The boss cares more to have a certain thing done exactly as he would do it than he does for all the good that might come from the developed skill and resourcefulness of his men. Of course these are all wrong. Your way is not always the best way. One way is often as good as another, and improvements come out of the interested inventiveness of the worker. Your object is to get the best efforts of your men, and good work is not done in an atmosphere of humiliation and discouragement. You must avoid the natural display of temper at awkwardness and the cutting remarks which indicate that you think the man a hopeless idiot. If he really is that you have a different problem and should avoid wasting your time and that of the others in efforts to use him. You are developing men and their powers. The constructive and inventive instincts thrive in an atmosphere of encouragement, and opportunity to employ them keeps the worker cheerfully at his task. You get a double reward from this system of control--the satisfaction of seeing your subordinates grow in ability under your hands, and the satisfaction of increased output or accomplishment under your management.