would still devote his whole day to the drilling of a squad of 10 or 12 men to get his system going. To a former Prussian associate he wrote this of Americans: "You say to your soldier, 'Do this!' and he doeth it; but I am obliged to say, 'This is the reason that you ought to do that,' and then he does it." This was the key to the phenomenal success of his system. Within 6 weeks after he began work at Valley Forge, the Continental Army was on a new footing of self-confidence. His personal diligence in inquiring into the conduct of all officers toward their men, and his zeal in checking the accoutrement and carriage of every soldier established within the Army its first standard of inspection. Officers began to divide their scant rations with their men so that they would look better. But though he drilled the men of Valley Forge in marching and maneuver, Steuben paid no attention to the manual of arms, and let that wait until after he had gone into battle with these same forces. He explained why in these words: "Every colonel had introduced a system of his own and those who had taken the greatest pains were naturally the most attached to their work. Had I destroyed their productions, they would have detested me. I therefore preferred to pay no special attention to this subject until I had won their confidence." To take hold at the essential point and postpone action on the relatively unimportant, to respect a worthy pride and natural dignity in other men, and finally, to demonstrate that there is a better way in order to win men's loyalty and to use loyalty as the portal to more constructive collective thought--all of these morals shine in this one object lesson. The most revealing light upon the character of Steuben comes of the episode in which he had one Lieutenant Gibbons arrested for an offense, which he later learned another had committed. He then went before the Regiment. It was raining hard, but he bared his head and asked Gibbons to come forward. "Sir," he said, "the fault which was committed might, in the presence of an enemy, have been fatal. Your Colonel tells me you are blameless. I ask your pardon. Return to your command." Mistakes will occur. Tempers will go off half-cocked even among men of good habit. Action will be taken on impulse rather than full information, despite every warning as to its danger. But no officer who has ever done serious injustice to a subordinate can do less than Steuben did, if he wants to keep respect. Admiral Halsey wrote about how he had once relieved one of his Captains in battle, found months later that he had misjudged him, and then tried by every means within his power to make redress.