Manpower

by Lincoln C. Andrews

The man's future depends largely on the start he gets, on his first impressions of the spirit and policies of the outfit, and on the habits he personally forms. The smarter he finds the outfit to be, the more pride he will take in belonging to it. The closer attention he is forced to give to the exact performance of little details the sooner he will get the habit of doing things exactly right, and the sooner he will become a helpful member of the team. You can teach new tricks to new men much more easily than you can to old ones, whose well-formed habits you must break before you can implant the new ones. New men are a valuable asset to a live leader, for he can come nearer making them the kind of men he wants.

Take Time to Hear Men.—The leader must have time to listen to his men. He must not be too busy to take up this matter or that which anyone of them may properly bring to him for consideration. It is easy to look important and say "I haven't got time," but each time the leader does it he drives one more nail in the coffin of the team spirit whose life he should really be cherishing. The chances are that he declines the interview because he fears that he does not know the answer. But it is far better to take that chance, make the man feel that he was right in coming to you, and listen to his proposition, even if in the end you have to admit that you do not know. You must "have time," if you want the loyal co-operation of your subordinates. I know an officer who took charge of and straightened out a tangled organization in Paris, and the first thing he did was to tack outside his office door, "I have got time to hear you." It is much harder to get your subordinates to give you the frank timely expressions you need, than it is to avoid being bothered by too many of them.

The busiest leader can and should so arrange his affairs and his policy that every subordinate may know that he may personally see the chief if the occasion warrants. In the midst of all the cares of building the Panama Canal, General Goethals still set aside one morning each week for his men; and among all those thousands of employees every Jamaican and Hottentot had the comfort during the week of knowing he could see the big boss in person on Sunday. His gang boss also knew that the Hottentot could go to see the general, which had a salutary effect on his methods—so in the end not so many actually went after all. Let everyone know that anyone having troubles is to bring them direct to you and the troubles will rapidly diminish, and your time be well repaid in added efficiency.

Talking to Men.—There is much for the leader to consider in the matter of talking to his subordinates. He may not talk enough, or he may talk too much. He must explain to all the object, organization, and policy of any new undertaking. He thus gets better results and saves a lot of talking later. On the other hand a reputation for constantly "sounding off" as they say on the street and especially for preaching, would practically ruin him. A leader should observe the rule not to talk unless he has something worth saying, and that nothing is worth saying unless it is worth being listened to. The habit of talking without demanding the close attention of those supposed to be interested is bad business, and makes trouble and misunderstandings later. Yet many leaders are guilty of it, and expect to repeat their instructions over and over before they are understood. This is partly their fault and partly that of the listeners—but the leaders are responsible for both. In the first place the leader must talk directly to the point. If he has not this ability, he must self train in it, which he may daily do to advantage, both at home and abroad. Let him first think what he has to say, even exactly how he is going to say it—then say it and stop. He will not talk as much, but it will go farther. There are many men so unaccustomed to saying things which really count, that they become embarrassed and confused when they find themselves the object of close attention. Yet the leader must meet this, for holding the close attention of the men is the second and equally important part of his responsibility in talking successfully.

Demanding Attention of All.—When you have anything to say, to one man or to many, get full attention first, and insist on having it while you are talking. We so often see the impossible situation of a leader making remarks which he considers important and the men of his group plainly giving attention to other matters, even engaging in side conversations. When you have to talk to a number of men, call them all about you, in front of you where you can see all their faces, and as near you as practicable so you may speak if possible in a conversational tone. You will have to give this constant attention, for the devil prompts some men always to slip around behind you, while others always take the most distant seats and await the Biblical invitation to come forward. With the men thus before you, you can now make sure that your points tell. If an interruption occurs, immediately stop talking until all can give attention again. If your remarks are for everybody, everybody should hear them, and you are responsible that they do. Make that a rule, stick to it yourself, and you should have no trouble.

Talking to Individuals.—In talking to an individual, try to be so clear and definite that you will not have to repeat, and let it be understood that you expect such attention from him that repetition will not be necessary. Of course, you sometimes have to deal with a mind so untrained in concentration that it cannot take things in and retain them, and you will have to be patient in making yourself understood. The meanest type of mind is that which keeps thinking, while you are talking, of what it is going to say when it gets a chance, and gives your remarks just enough attention to note when a pause comes so it may begin to talk. This kind of man is a curse in any walk of life, and not to be tolerated in business. The art of listening is a valuable one. Everyone should cultivate the habit of concentrated attention to what is being said, if it means anything to him. It is particularly valuable in receiving instructions, and promotion is more likely to come to one of whom his superior can report that "He gives his full attention when you tell him anything, and you never have to repeat."

Example Better Than Talk.—In the line of not talking too much, it is well to remember that American spirit is not aroused by Napoleonic addresses before the fight. If the leader wants keenness and enthusiasm in doing a piece of work, he arouses them rather by example than by words. It is here that actions speak louder than words. You cannot put your men "on their toes" by telling them that you want them there. You must bring the "follow me" spirit to the work, and put so much cheerful energy and vitality into it that your spirit is contagious. By keen direction, happy suggestion, possibly a bit of competition, and most of all by example you put your men on their toes unconsciously, and hold them there till the task is done. Then you may all talk about how good it was, and share the credit.

Proper Subjects for Talk.—On the other hand there are things that you must talk about. Your subordinates must understand your methods and policies, for you want their co-operation in carrying them out. Remember that while you are dealing with intelligent men, they still are not wizards to be able to divine your thoughts. So do not assume a manner of aloofness and superiority, or wrap yourself and the work in an atmosphere of mystery. Explain in frank, homely, man-to-man talks what you are getting at and how you intend to get at it. The atmosphere you want is one of mutual understanding and confidence. You get it, however, not by saying you have it, but by showing that you have it in the way you treat the men.

Another subject for you to explain is the spirit of discipline, its objects and its necessity. Many men have never thought about it, never realized the necessity for obedience and the advantages of cheerful obedience, never heard of teamwork or thought of loyalty to comrades. As occasions arise you can explain these things in a way to make them interesting and very real influences on the men's conduct. In this way you may do much toward building up the group spirit you want. In a given case of violation of rules or dereliction of duty it is often possible to explain to all your men how this offense damages the discipline and reputation of the group, and thus get better results than you would from inflicting punishment.

You should also take occasion from time to time to explain the affairs of the larger organization, to tell the men what it is trying to do and how it is getting on with it. Tell them anything to increase their knowledge of the whole scheme and their interest in its success, for both these add to loyalty and morale. You want the men to have the stimulation that comes from a live interest in the general result, so keep "the cards on the table," and make the men participants with you in the developments of the work. We Americans are all "from Missouri," and need to be shown. But when we once understand what is wanted, we jump in heartily and put it over.