ot be admitted: men of
very large wealth, as they seldom contribute more than persons of
moderate property, and discourage others by their presence in the board;
and clergymen with parishes, the objection to the latter being that they
have no time for such labors, and give a sectarian air to the charity.

It is exceedingly desirable that the trustees or managers of our
benevolent institutions should take a more active and personal part in
their management. The peculiar experience which a successful business
career gives--the power both of handling details and managing large
interests; the capacity of organization; the energy and the careful
judgment and knowledge of men which such a life develops,--are the
qualities most needed in managing moral and benevolent "causes."

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