I recall the case of a French lieutenant whose platoon, just out of a severe fight, was ordered to go back into it in fifteen minutes. He sat complacently smoking while his resting men audibly growled about it and told each other the dire things that would take place before they would go in again. He knew his men and let them growl it out, and when the time was up not one of them hesitated to obey his order to fall in and swing back into the fight. In his place a hot-headed youngster could easily have started a mutiny. And equally true, a few vicious disloyal spirits among those men would have made it wrong for the lieutenant to have allowed them to growl and threaten. Such situations require a level head and a knowledge of the true spirit of the men--and are interesting tests of one's qualifications as a leader. _Loyalty by Example._--One of the basic things the leader has to develop in his men is loyalty--and loyalty not alone to him and to the team, but to the larger organization. To this end he may do much by the power of his own example in cheerfully carrying out the instructions from higher authority. If you are told to do some disagreeable thing, do not try for cheap popularity by saying to the men "so and so has ordered this, and we have got to do it." Accept the full responsibility of your subordinate office, and take your men loyally and unquestioningly through the work. Your team is a member of the larger team, and should play its part therein as loyally and keenly as you want the individuals to play their parts in your team. You should try to arouse their pride in having their team do its part well, their interest in the success of the larger team, and their belief in the ability of its leader. _When to Question Instructions._--Any questioning before your men of the wisdom of instructions from higher authority, any grumbling from you about their unfairness, would injure this fine spirit of loyalty and of co-operation in the larger team. It would show you up as unworthy of your responsible position in the organization and thus hurt the men's respect for you. If you have an honest question of the fairness or wisdom of the instructions go to higher authority first and fight it out yourself in the interests of your men, without any question of loyalty. That is part of your business both as guardian of your men's welfare, and as a loyal member of the larger organization. It is a delicate matter, involving your own sense of subordination, and your judgment as to what is really best. It can never be done in a spirit of brag or bluster, but only quietly in a spirit of loyalty, true subordination, and desire for the best interests of the whole. Occasions for such action are happily very rare--if your larger organization is in reasonably good hands.