I don't mean that we should leap from one illogical position clear across the road into another. Mental measurements are not yet an exact science, and a man of moderate ability, with a will to succeed, may be a better academic investment than his more brilliant brother who lacks that quality; but, by pruning very sparingly (one does not have to chop down a tree to prune it) the saving in time and energy will be enormous. Fundamentally the human relationships are what count, the qualities leading to team play and coöperation, and away from isolation and its ills. This means that if a faculty is to exercise its leadership, it must know the student body, it must maintain and develop points of human touch. Impersonal tests, impersonal records, all that modern practice and modern science can teach us we must have, but these must be used only as the framework for what is after all the fundamental thing, direct human contact between teacher and teacher, teacher and student, and student and student. * * * * * Now as to leadership, and in a university we can identify the leaders with the teachers, there is no doubt, I think, that the teachers' profession comes out of the war in a higher place than it went in, and the scholar goes back to his work with a feeling of confidence in himself in view of his record in competition and comparison with men in other callings. I venture to predict that we shall hear a good deal less frequently in the future the old gibe that the man who could do things did them and the man who couldn't, taught them. The teachers made good, not only because of their scholarship, but because of their personality. I think this experience of the last two years is going to accelerate greatly the movement which had already started of turning to the academic world for the man who can do things and do them with other people. Entirely apart from the contrasts in income, the sheer fun of executive work, with plenty of money to spend on what you want to get done, is a pretty strong temptation for a man with a heavy teaching schedule and an annual department appropriation of say $75. Both the regular army officers who have made conspicuously good, and the scholars of the coöperative type who have made conspicuously good, are being actively bidden for by bankers and manufacturers and all sorts of people. Neither profession can compete on the purely financial side with these tempters and, in order to hold their first-rate men, they will each have to make some greater contribution in the things that money alone can't buy.