A trustee of a charity will often see considerations which the workers in it do not behold, and will be able frequently to judge of its operations from a more comprehensive point of view. The great duty of trustees, of course, should be to rigidly inspect all accounts and to be responsible for the pecuniary integrity of the enterprise. The carrying-out of the especial plan of the association and all the details should be left with one executive officer. If there is too great interference in details by the board of management, much confusion ensues, and often personal jealousies and bickerings. Many of our boards of charities have almost been broken up by internal petty cabals and quarrels. The agents of benevolent institutions, especially if not mingling much with the world, are liable to small jealousies and rivalries. The executive officer must throw the energy of a business into his labor of benevolence. He must be allowed a large control over subordinates, and all the machinery of the organization should pass through his hands. He must especially represent the work, both to the board and to the world. If his hands be tied too much, he will soon become a mere routine-agent, and any one of original power would leave the position. Again, in his dealings with the heads of the various departments or branches of the work, he must seek to make each agent feel responsible, and to a degree independent, so that his labor may become a life-work, and his reputation and hope of means may depend on his energy and success. If on all proper occasions he seeks to do full justice to his subordinates, giving them their due credit and promoting their interests, and strives to impart to them his own enthusiasm, he will avoid all jealousies and will find that the charity is as faithfully served as any business house. The success in "organization" is mainly due to success in selecting your men. Some persons have a faculty for this office; others always fail in it. Then, having the proper agents, great consideration is due towards them. Some employers treat their subordinates as if they had hardly a human feeling. Respect and courtesy always make those who serve you more efficient. Too much stress, too, can hardly be laid on frank and unsuspicious dealing with _employes._ Suspicion renders its objects more ignoble. A man who manages many agents must show much confidence; yet, of course, be strict and rigid in calling them to account. It will be better for him also not to be too familiar with them. CHAPTER XXXI. STATE AID FOR CHARITIES.