An important example for you to give is one of earnestness of purpose and interest in the work. The accomplishment of the work must appear to be a vital matter to you. Listlessness and indifference on your part will be quickly reflected by the men, while they will equally respond to a reasonable amount of smartness and earnestness on your part. You can imagine the amount of earnestness we used to put into our English lessons at West Point where we had an old instructor who closed his eyes and dozed while each cadet recited. There was great keenness to get into his classes but it stopped there. You should appear to care so much for your work that you are indifferent to the little things that affect your own comfort. If the men see you taking advantage of your position to enjoy comforts denied to them it induces a state of mind that interferes with good work. A good example of this was the conduct of a captain of cavalry in the Philippines who, being required to conduct drill during the heat of the day, took up his position under the shade of a solitary tree on the plain and drilled his troop in a circle around him. That drill did not add much to the excellence of the troop or to their loyalty for the captain. _As to Ability._--Again you want to impress the men as being one who knows at once what is to be done in each case that arises, who makes quick decisions, and who carries through what he has undertaken, without changing his mind. We will discuss this more in detail later, enough here to say that by figuring out ahead of time all the details of a certain undertaking and carefully planning for it, you can carry it through with an apparent readiness of decision and resource that will be surprising; and a few such successes will establish your reputation as an able leader. _Knowledge of Details._--Your position presupposes that you know the work better than does any other man in the group. Generally speaking you should be able to do each man's part at least as well as the man, able to know when he is working to best advantage, able to recognize particularly good performance to commend it, able to correct improper methods and point the way to improvement. This superior knowledge gives you the self-confidence to appear before the men as their leader and to give them instructions and orders which you know are reasonable. The men instinctively feel and recognize this superiority, and naturally give it respect and obedience. Of course no one man may reasonably claim to know everything, nor to be more skillful in every detail than certain specialists. This fact is frankly recognized by all the group, and is used to stir the pride of individuals in their particular superior performance, and also as a reason for expecting all to make suggestions for any improvements they may have thought out.