_Willful Disobedience._--But with all regard for everything on your part, it may yet happen that you will meet a case of direct willful disobedience in some certain matter. Some condition quite outside your knowledge or control may have caused it. If you want to handle this case wisely and save the man to the organization, you must realize how his mind is working and act accordingly. He is concentrating his faculties in opposition to this particular thing--forcing them from the normal easier channels of obedience, he has to concentrate them to the task of breaking out this new channel of disobedience. As the phrase goes, he has "his mind set on it." To win him over to obedience you must first divert his faculties from this concentration by requiring him quietly to do some simple thing like handing you some article or adjusting his clothing, anything that you are quite sure that he will do for you. Then by easy stages you may develop a state of mind which will make it possible to discuss the original trouble reasonably, thus regaining your control and saving him from grave consequences. We have a like case in horse training. Where the trainer persists in making him do some one movement a horse often becomes stubborn and refuses to move at all. The trainer then changes absolutely to some simple thing which the horse will do at command--perhaps to walk and halt and walk again. He thus re-establishes control, and then through steps that the horse will perform returns gradually to the first test of obedience and finds him tractable. It takes patience and a high order of leadership to save a man in such serious cases as this, but you will joy in having done it. "Any dub can fire a man"--you want to do better than that. _Orders Rarely Necessary._--But after all the best thing about giving orders is not to have to give them. In the general case, the better the leadership the fewer the orders given. Teamwork, co-operation, initiative and loyalty of subordinates, all these developments of intelligent leadership make orders largely unnecessary--and things are done in response to suggestions and in carrying out instructions as to what is to be done. We may envy the leader whose men jump in response to his quiet firm tone of command. But do not imagine that he picked this ability ripe for the eating from any tree of knowledge or life. He has developed a strong character and a knowledge of human nature in some practical school, learned that self-control is the first step in controlling others, and that men respond in kind to the treatment they receive.