_Mutual Acquaintance Among Subordinates._--Another important thing is to get these subordinates together in such a way that they will get to know each other personally. They are really partners in the same enterprise, and a knowledge of each other's personal equations is quite indispensable to their successful teamwork. Personal acquaintance and even better, friendship, will add tremendously to their efficiency. The various departments of an organization are more or less interdependent, and Smith will give quicker and better attention to the needs of Jones if he knows him and especially if he thinks him a good fellow. Thus in battle the covering fire of the artillery is far more efficient when its commander knows that his friend Bill is out there commanding the infantry. Therefore army control takes pains to bring those two commanders into personal relationship before the battle. So in business the head should make occasions for getting his subordinates together in friendly personal relations. They will be pleased to find that they all speak pretty much the same language, though some may not have thought so before. This closer association removes the affectation of some and the extreme humility of others, and exposes them all for what they really are, fellow members of the same purpose; equally sincere in striving for its success, and equally to be judged on their sole merits of performance. This has been tried out successfully in many industrial enterprises, with happy surprise for the holier-than-thou skeptics. It is sure to be of advantage if the management goes into it with sincerity of purpose. _Supervision of Workers._--It is plain that the leader's job is one of supervision and direction. It is his business to see that each member of the team does his part to the best advantage for the general result, and so to know the individual capacities of his men that he can assign the right man to each task. This, as in fact do all the other duties of leadership, requires him to be continually watching the individual performances of his men, commending, correcting, and co-ordinating their efforts. This forbids his actually taking part in the work himself, not because to do so would be beneath his dignity, but because to become involved in doing the actual work would distract his attention from the duties of supervision, and many things would be going on without his knowledge. If the boss shows himself anxious to use the pick or shovel, there is always some man willing to lend him the tools and watch his efforts with assumed interest. I recall the case of an officer charged with building a piece of government road in the mountains of California. No one could have been more faithful, he set a wonderful example of energy, but expended it all on personally working the road plow. Meantime the contractor was putting in blind culverts and otherwise so slighting his work that most of the road slid down the mountain that winter.