If the directors of a benevolent institution or enterprise can arouse these great motives in their agents,--spiritual enthusiasm with a reasonable gratification of the love of honor and a hope of fair compensation,--they will undoubtedly create a body of workers capable of producing a profound impression on the evils they seek to remove. It is always a misfortune for an agent of a charity if he be too constantly with the objects of his benevolent labors. He either becomes too much accustomed to their misfortunes, and falls into a spirit of routine with them; or, if of tender sympathies, the spring of his mind is bent by such a constant burden of misery, and he loses the best qualities for his work--elasticity and hope. Every efficient worker in the field of benevolence should have time and place for solitude, and for other pursuits or amusements. DUTIES OF TRUSTEES. A board of trustees for an important charity should represent, so far as is practicable, the different classes and professions of society. There is danger in a board being too wealthy or distinguished, as well as too humble. First of all, men are needed who have a deep moral interest in the work, and who will take a practical part in it. Then they must be men of such high character and integrity that the community will feel no anxiety at committing to them--"trust funds." As few "figure-heads" should be taken in as possible--that is, persons of eminent names, for the mere purpose of making an impression on the public. Men of wealth are needed for a thousand emergencies; men of moderate means, also, who can appreciate practical difficulties peculiar to this class; men of brains, to guide and suggest, and of action, to impel. There should be lawyers in such a board, for many cases of legal difficulty which arise; and, if possible, physicians, as charities have so much to do with sanitary questions. Two classes only had better not be admitted: men of very large wealth, as they seldom contribute more than persons of moderate property, and discourage others by their presence in the board; and clergymen with parishes, the objection to the latter being that they have no time for such labors, and give a sectarian air to the charity. It is exceedingly desirable that the trustees or managers of our benevolent institutions should take a more active and personal part in their management. The peculiar experience which a successful business career gives--the power both of handling details and managing large interests; the capacity of organization; the energy and the careful judgment and knowledge of men which such a life develops,--are the qualities most needed in managing moral and benevolent "causes."