To illustrate the value of knowing why, imagine two men each for a different day carrying buckets of water from a stream to dump into a tank on a near hilltop. One knows that every drop of this water is precious for the necessary irrigation of a garden he can see beyond the hill; the other has no idea why the water is carried--someone may be trying to dry up the stream for all he knows. Not only would the former carry more water, but he would take more pleasure in his work and be trying to invent some means for increasing the amount transported; and when night came he would be far less tired. This illustrates a truth which applies to all human activities, and it is the leader's job to take advantage of it for the good effect it will have on his men and on the work to be accomplished. In starting any new work, new undertaking, or new policy, the one most efficient thing to do is to assemble the whole group of men concerned and explain to them what you and they together are going to try to do; how they are organized for it, and the part each is to take; and finally such a picture of the whole to be accomplished as may serve as an inspiration, or at least appeal to their reason. Do not let it ever be said of your men that they are working in ignorance of what they are trying to do, and thus debarred from putting intelligent interest and co-operation into their respective parts. _Relationship Between Leader and Men._--The relationship which should exist between the leader and his men is a difficult thing to explain accurately. It depends largely on the leader's personality, and accordingly each must work this out for himself. This is almost always a matter of difficulty and embarrassment for beginners, who are apt to go to an unhappy extreme either in surrounding themselves with an atmosphere of isolation and autocracy or in showing too much familiarity and even frivolity. Let them first remember that the leader is not an autocrat or dictator, but the foremost of his companions. This position puts responsibility and authority in his hands, and a certain restraint on the perfect freedom of his relations with the others. He may still be called by his first name in perfect good fellowship; may be even affectionately nick-named; may and should be in relations of mutual and absolutely impartial friendship and confidence with his men; yet there must remain in reserve a something of superiority and true dignity which they recognize and which makes it natural for them to respect him and obey his instructions. He may be intimate, but must not be familiar. He should be courteous and thoughtful for their interests, but must never be patronizing.