So this becomes another care for the leader, who must see that each new man gets the right start if possible. You can be sure that most new men want to make good. Encourage them along that line and try to prevent the occurrence of anything which will switch them to the other track. To most of them an early exhibition of your friendly personal interest in how they are coming on will be a great help and incentive to better work. There will be many things that they do not understand, and some real or fancied troubles. This is your chance to establish a relation of confidence in which they form the habit of bringing these troubles to you for solution, instead of letting them rankle in their minds and act as deterrents to the good impulses for work. This gives you many opportunities for improving the group spirit and may some day be the means of clearing up real grievances which might otherwise lead to serious trouble. The man's future depends largely on the start he gets, on his first impressions of the spirit and policies of the outfit, and on the habits he personally forms. The smarter he finds the outfit to be, the more pride he will take in belonging to it. The closer attention he is forced to give to the exact performance of little details the sooner he will get the habit of doing things exactly right, and the sooner he will become a helpful member of the team. You can teach new tricks to new men much more easily than you can to old ones, whose well-formed habits you must break before you can implant the new ones. New men are a valuable asset to a live leader, for he can come nearer making them the kind of men he wants. _Take Time to Hear Men._--The leader must have time to listen to his men. He must not be too busy to take up this matter or that which anyone of them may properly bring to him for consideration. It is easy to look important and say "I haven't got time," but each time the leader does it he drives one more nail in the coffin of the team spirit whose life he should really be cherishing. The chances are that he declines the interview because he fears that he does not know the answer. But it is far better to take that chance, make the man feel that he was right in coming to you, and listen to his proposition, even if in the end you have to admit that you do not know. You must "have time," if you want the loyal co-operation of your subordinates. I know an officer who took charge of and straightened out a tangled organization in Paris, and the first thing he did was to tack outside his office door, "I have got time to hear you." It is much harder to get your subordinates to give you the frank timely expressions you need, than it is to avoid being bothered by too many of them.