_Assuring Justice._--The possession of authority makes a wise man consider the rights of others, lest he do a grave injustice. It is likely to have a far different effect on a man of narrow soul and intellect. He often becomes selfish, mean and arrogant, indifferent to the feelings and rights of others, partial to favorites whom he chooses for selfish reasons. He thus denies justice and forfeits his right to leadership. Such men as bosses in industry are often the cause of serious labor troubles, and are always the cause of reduced production. By deceit and duplicity they may long conceal these qualities from higher authority, while they continue to negative the most humane policies of management. For this reason, when troubles show in any group of men, first seek the source in the defective leadership of their boss. It is for this same reason that successful management finds means to check up the methods of its subordinates, and has it clearly understood by all that every man has ready access to higher authority for the presentation of any grievance. _Joy of Doing Work Well._--A man naturally takes real delight in doing a piece of work well, in the successful play of his constructive instincts. He gets an actual pleasure from doing well whatever he puts his hand to. This was another of Nature's wise endowments when she determined that man should be her main instrument for progress in the world. Whatever a man is doing in an agreeable frame of mind, he finds himself naturally striving for perfection--the farmer looks back with pleasurable reward to see that he has turned a clean, straight furrow, the carpenter and mechanic get an inward glow from the perfect fitting of a joint, and it was not poetic fancy which made David Grey take such delight in digging that drainage ditch under a hot summer sun. These joys from fine execution of work are the result of a natural instinct, and form one of the best means for getting results if the leader knows how to use them. When you see a man taking no interest in his work and not trying to get good results, perhaps even purposely doing poor work, you may be sure that something is fundamentally wrong. Some stronger instinct has been aroused whose force forbids the operation of this happy one for construction. Our strongest instincts are those which regard our self-protection, and one of these may be causing the trouble. If conditions are such as to make the man fearful of his welfare, of his livelihood or of injustice, contrary instincts are likely to overcome or at least confuse the instinct to do well. So we may expect superior results only under a system which assures fairness and justice, and under a leader who honestly practices them.