VOL. VII APRIL, 1918 No. 3 W EDITORIAL CHAT Competition HILE two bull terriers were fighting, a yellow street cur sneaked up and stole the bone. That's a fair illustration of competition. Any man who says that unlimited competition is the ideal economic condition isn't even a theorist-he's just a plain fool. Competition is nothing in the world but war. It is wholly destructive and is equally ruinous to both combatants and to the innocent bystanding consumer who has to pay for the worthless merchandise which is inevitably the final product of competition. If civilization had had nothing better to offer than unlimited competition, we would never have progressed from the stone age. But from the very dawn of civilization, we have been climbing painfully out of the pit of competition upward toward the splendid goals of non-wasteful Co-operation and the ultimate economy of Quantity Production. Any man or group of men so reactionary, so archaic, so stupid as to attempt to check our progress toward those goals is a traitor to the best and greatest force in America-American Business." Quality Tell The above article, clipped from a journal, was sent to us to pass along, and it is so well worthy of repetition that we give it this prominent position. Leadership (Continued from March issue) Occasionally you will be called upon to meet a situation which no reasonable human being could anticipate. If you have prepared yourself to meet other emergencies which you could anticipate the mental training you have thereby gained will enable you to act promptly and with calm ness. You must frequently act without orders from higher authority. Time will not permit you to wait for them. Here again enters the importance of studying the work of officers above you. If you have a comprehensive grasp of the entire situation and can form an idea of the general plan of your superiors, that and your previous emergency training will enable you to determine that the responsibility is yours and to issue the necessary orders without delay. The element of personal dignity is important in military leadership. Be the friend of your men, but do not become their intimate. Your men should stand in awe of you-not fear. If your men presume to become familiar it is your fault not theirs. Your actions have encouraged them to do so. their favor. And, above all things, don't cheapen yourself by courting friendship or currying their They will despise you for it. If you are worthy of their loyalty and respect and devotion they will surely give all these without asking. If you are not, nothing that you can do will win them. It is exceedingly difficult for an officer to be dignified while wearing a dirty, spotted uniform and a three days' stubble of whiskers on his face. Such a man lacks self-respect, and self-respect is an essential of dignity. There may be occasions when your work entails dirty clothes and an unshaven face. Your men all look that way. At such times there is ample reason for your appearance. In fact, it would be a mistake to look too clean-they would think that you were not doing your share. But as soon as this unusual occasion has passed, set an example of personal neatness. And then I would mention courage. Moral courage you need as well as physical courage that kind of moral courage which enables you to adhere without faltering to a determined course of action, which your judgment has indicated as the one best suited to secure the desired results. You will find many times, especially in action, that, after having issued your orders to do a certain thing, you will be beset by misgiv ings and doubts; you will see or think you see other and better means for accomplishing the object sought. You will be strongly tempted to change your orders. Don't do it until it is clearly manifested that your first orders were radically wrong. For if you do, you will be again worried by doubts as to the efficacy of your second orders. Every time you change your orders without obvious reasons you weaken your authority and impair the confidence of your men. Have the moral courage to stand by your order and see it through. Moral courage further demands that you assume the responsibility for your own act. If your subordinates have loyally carried out your orders and the movement you directed is a failure, the failure is yours, not theirs. Yours would have been the honor had it been successful. Take the blame if it results in disaster. Don't try to shift it to a subordinate and make him the goat. That is a cowardly act. Furthermore, you will need moral courage to determine the fate of those under you. You will frequently be called upon for recommendations for the promotion or demotion of officers and non-commissioned officers in your immediate command. Keep clearly in mind your per |