Adjustment and dignity in any situation are impossible when minds are bent only on a code of conduct rather than on action which is consistent with the far objectives. In the early stages of World War II, it was not unusual to see a junior officer walking on the public sidewalk, hands free, and looking important, while his wife tagged along, trying to keep step, though laden like a pack mule. This was because someone had told him that it was not in keeping with an officer's dignity to be seen heavily burdened. In the nature of things, anyone so lacking in gallantry as that would stimulate very little respect for the officer corps. Actually, in these times, there are relatively few special privileges which attend officership, and though the war brought perhaps a few excesses, the post war trend has been in the other direction. Normally, an officer is not expected to buck a chow line, or any other queue in line of duty, if he is sensibly in a rush. The presumption is that his time is more valuable to the service than that of an enlisted man. Normally, an officer is not expected to pitch a tent or spend his energy on any hand labor incidental to housekeeping. Normally, he has greater freedom of action and is less bound by minor restrictions than the ranks. But the accent in these things is decidedly on the word _normally_. If a mess line were in an area under general fire, so that added waiting meant extra danger, then only a poltroon would insist on being fed first. And while an officer wouldn't be expected to pitch a tent, he would dig his own foxhole, unless he was well up in grade. At that, there were a few high commanders in World War II who made it a point of pride to do their own digging from first to last. Greater "freedom of action," too, can go out the window, for conditions arise, particularly in war, when freedom of action can not be permitted anyone except the very top authority. When a general restriction is clamped down, the officer caught violating it is in more serious jeopardy than the enlisted offender. As the entire body of this book is directed toward the consideration of the fundamental responsibilities in officership, the special comments in this chapter will relate mainly to propositions not stated elsewhere. Though it has been said before, even so, it can be said again: It is a paramount and overriding responsibility of every officer to take care of his men before caring for himself. From the frequent and gross violation of this principle by badly informed or meanly selfish individuals comes more embarrassment to officer-man relationships than perhaps from all other causes put together. _It is a cardinal principle!_ Yet many junior officers do not seem to understand that steadfast fidelity to it is required, not lip service. "And of this," as Admiral Mahan would say, "comes much evil." The loyalty of men simply cannot be commanded when they become embittered by selfish action.