ly begin to infect his superior. There is only one
correct way to wear the uniform. When any deviations in dress are
condoned within the services, the way is open to the destruction of
all uniformity and unity. This continuing problem of stimulating all
ranks to toe-up to that straight line of bearing and deportment which
will build inner confidence and win public respect is the main reason
why, as George Washington put it: "To bring men to a proper degree of
subordination is not the work of a day, a month, or a year." It calls
not simply for a high-minded attitude toward the profession of arms
but for infinitely patient attention to a great variety of detail. An
officer has a disciplined hold upon his own job only when, like the
air pilot preparing to take off, he makes personal check of every
point where the machinery might fail. The stronger his example of
diligence, the more earnestly will it be followed by the ablest of his
subordinates, and they in turn will carry other men along. No leader
ever fails his men--nor will they fail him--who leads them in respect
for the disciplined life. Between these two things--discipline in
itself and a personal faith in the military value of discipline--lies
all the difference between military maturity and mediocrity. A salute
from an unwilling man is as meaningless as the moving of a leaf on a
tree; it is a sign only that the subject has been caught by a gust of
wind. But a salute from the man who takes pride in the gesture because
he feels privileged to wear the uniform of the United States, having
found the service good, is the epitome of military virtue. Of those
units which were most effective, and were capable of the greatest
measure of self-help during World War II combat, it was invariably
remarked that they observed the salute and the other rules of courtesy
better than the others, even when engaged.

The level of discipline is in large part what the officers in any unit
choose to make it. The general aim of regulations is to set an
over-all standard of conduct and work requirement for all concerned.
Training schedules, operational directives and other work programs
serve the same end. _But there is still a broad area in which the
influence of every officer is brought to bear. To state what is
required is only the beginning; to require what has been stated is the
positive end._ The rule of courtesy may be laid down by the book; it
remains for the officer to rule by work