_The Why of an Order._--It is a good thing where possible to give the reason for doing a thing at the same time that you give the instructions. This not only enlists the man's intelligent interest in carrying them out, but often gives him a chance to do better work because he understands what the desired result is. There are of course occasions for quick action and for simple action when this would not be reasonable. So in using this idea of telling why, there are two things which you must carefully look out for: first, it must never appear that you are apologizing for giving the order. It must be clear that you are explaining what is to be done, not why it is being ordered. And second, avoid cultivating a spirit or habit which would make a man feel free to stop and ask why when simply told to do a thing, as in an emergency. So you give the reason for the action only when it is clear that the circumstances warrant it, and when it will lead to better results. _Necessity for Following up Instructions._--Equally important with giving instructions is to see that they are executed. This does not mean that you are to stand glowering at your man until he has moved. Go about your business in absolute assurance that he is carrying on; but if he does fail, be sure to note it and take action. Too many leaders feel that they have done their full part when they have given the order. To overlook even slight neglects is likely to lead to more serious ones; and for a man to be guilty of direct willful disobedience is a very serious thing in any organization, as it threatens the discipline of all and demands drastic action. Do not let it be true that you have gradually led a man into this through your shiftless leadership, whether due to your laziness, ignorance, or lack of nerve to enforce your authority. In the matter of how instructions are carried out, a most helpful thing is to make it a rule of the organization that whenever a man is given a special task to do he is expected to report the fact as soon as it is done. You can see the advantages of this compared to the method of telling a man to do something and then letting him feel that you have no further interest in it. The man realizes that you will know how much time he takes to do it, and you realize that your duty is not fully done when the instructions are given. It gives you a chance to check up on his execution and to praise his expedition or excellence; and it gives the man a chance to try to win this praise. It is as though a father said, when giving his son a certain task, "let me know when you are through." He would get better results than he would if he left the lad alone with the feeling that his father would take no further interest in it.