g about such an approach as: "I need
your help. Here's what we have to do."

An officer is not expected to appear all-wise to those who serve under
him. Bluffing one's way through a question when ignorant of the answer
is foolhardy business. "I'm sorry, but I don't know," is just as
appropriate from an officer's lips as from any other. And it helps
more than a little to be able to add, "But I'll find out."

Rank should be used to serve one's subordinates. It should never be
flaunted or used to get the upper hand of a subordinate in any
situation save where he had already discredited himself in an
unusually ugly or unseemly manner.

When suggestions from any subordinate are adopted, the credit should
be passed on to him publicly.

When a subordinate has made a mistake, but not from any lack of good
will, it is common sense to take the rap for him rather than make him
suffer doubly for his error.

An officer should not issue orders which he cannot enforce.

He should be as good as his word, at all times and in any
circumstance.

He should promise nothing which he cannot make stick.

An officer should not work, looking over his men's shoulder, checking
on every detail of what they are doing, and calling them to account at
every furlong post. This maidenly attitude corrodes confidence and
destroys initiative.

On the other hand, contact is necessary at all times. Particularly
when men are doing long-term work, or are operating in detachment at a
remote point, they will become discouraged and will lose their sense
of direction unless their superior looks in on them periodically, asks
whether he can be of any help, and, so doing, gets them to open up and
discuss the problem.

The Navy says, "It isn't courtesy to change the set of the sail within
30 minutes after relief of the watch." Applied to a command job, this
means that it is a mistake for an officer, on taking a new post, to
order sweeping changes affecting other men, in the belief that this
will give him a reputation for action and firmness. The studying of
the situation is the overture to the steadying of it. The story is
told of Gen. Curtis E. LeMay of the Air Force. Taking over the 21st
Bomber Command in the Marianas, he faced the worried staff officers of
his predecessor and said quietly, "You're all staying put. I assume
you know your jobs or you wouldn't be here."

The identity of the officer with the gentleman should persist in his
relations with