It appears that industry is quite awake to this fact to-day. Industrial literature abounds with considerations of the humanity of labor. Employers have come to realize that the purchase of labor is a contract for future delivery, and that what they get from it will depend not so much on the bare delivery of the labor they have purchased, as on the continuing spirit in which it is daily and hourly delivered. The employer knows that he wants the loyal, enthusiastic, co-operative service of his employees, and that he cannot get it for money alone. He therefore adopts such organization and policy in his business as will make possible the loyal co-operation of all, and then attempts to have his men so handled as to get this result. The latter consideration is vital, for the best of policies may be ruined by the meanness or incompetence of subordinate executives. The morale officer of one of our largest corporations has recently stated that he has no trouble with the employers or with the men, but that he has all kinds of trouble with the superintendents and foremen, who seem unable to understand how to handle the men. Knowledge of leadership is essential not alone for the chief, but even more for his subordinates who are in direct contact with his men. It is easy to say that leaders must so handle their men as to inspire loyalty and enthusiastic service--but most of them will have to be taught _how_ to do this. That was the failure in army training. The manuals all prescribed that the officer must so handle his men as to build up discipline and a high morale, but nowhere were there any instructions as to how to do it. The art was handed along by tradition, often incorrectly. War brought the need for quickly training hundreds of thousands of leaders, and it was found necessary both here and in foreign armies to reduce this art of handling men to written principles which the young aspirants could study and learn to apply. This was found very efficient in the army. It may well be equally efficient in civil life. The ghastly wastes from poor leadership and consequent inefficient work, the heartburnings and discontent and lack of high purpose which are so common in every field to-day, certainly call for some attention if we are to meet successfully the tests which the next few years have in store. We have got to quit looking for cure-alls and get down to work; and work efficiently and happily, knowing again the homely joy of doing things well and the satisfaction of accomplishment.