If it is a good rule for him, it applies just as well to all others within his charge. This means close attention to the careers of all junior leaders from the enlisted ranks, toward the end that the fighting strength of the establishment will be conserved. The personnel people will sometimes scuttle a fine natural leader of a tactical platoon, simply because they have discovered that in civilian life he ran a garage and there is a vacancy for a motor pool operator, or switch a gunner who is zealous for his new work back to a place in the rear, because the record book says that he is an erstwhile, though reluctant, keeper of books. From their point of view, this makes sense. But they are not always aware of how difficult and essential it is to find men who can lead at fighting. It is a point which all officers need ponder, for in our modern enthusiasm over the marvels that can be worked by a classification system, we tend to overlook that fighting power is the main thing, and that the best hands are not to be found behind every bush. When war comes, there are vast changes in the tempo and pressure of life within the armed establishment. Faced with new and unmeasured responsibility, almost every man would be depressed by the feeling that he is out far beyond his depth, if he were not buoyed by the knowledge that every other man is in like case, and that all things are relative. Once these points are recognized, the experience becomes exalting. A relatively junior officer finds himself able confidently to administer a policy applying to an entire service; a bureau, which might have been laboring to save money in the purchase of carpet tacks and pins, becomes suddenly confronted with the task of spending billions, and of getting action whatever the cost.