_Proprietorship and Self-Expression._--Other strong instincts which the leader should take advantage of are those of proprietorship and of self-expression. To get the full benefit of his instinct to do his work well, the man should be made to feel that he has a personal interest in this job that he is doing, and that in actually doing it he is using his own skill, resourcefulness and inventiveness. So the leader watches for the chance, and drops a remark to show that he sees how well the man has done some step he has taken, and no harm if others overhear the remark! The leader is equally careful to speak of it as Smith's job, to praise the way _Smith_ handled it, to commend the excellent condition of Smith's tools, and thus by rewarding Smith's little success and making it appear to be the result of his individual work on his own job with _his own machine_ or tools, he encourages in all the feeling that each is doing his own work in his own way and will get credit accordingly. It is also well to remember that these same constructive instincts in the men have another meaning for you as their leader. They will cause the men to resent it when they find themselves doing useless work, wasting energy and even approaching failure as a result of your poor judgment, hesitation in making decisions, and blundering through lack of forethought. This makes you see the necessity for knowing your job, and carefully preparing yourself to handle its details. _Knowing the Purpose of Work._--Human nature demands that before men can put their best efforts into work they must know the object of it. Purpose is the big guiding motive in all life, and we are so made that we seek for the purpose in all our efforts, and finding it and believing in it, we naturally give it our best endeavors. It is stated that one of the three greatest faults in handling labor to-day is the fact that the men do not know what they are doing, or why. Yet it is plain that a man must have some interest in his task before he can put much heart or intelligence into it. It is quite possible in assigning a task to make sure that the man understands the object of it, what part it is and its importance in the general work of the team. Then no matter how prosaic this part may be, as the man works he may build a mental picture of the completed whole, see his part fitting into it, and employ his constructive instincts in making his part perfect. Meanwhile, the necessity of thus clearly defining the object of the work to the man reacts advantageously on the leader. It requires him to have a clear conception of this object, and thus enables him to hew truer to the line in carrying on the work.