many rules could be made for the giving of orders. Don't preach when you give orders. Don't discuss matters already settled unless you have fresh data. Make your direction so specific that there will be no question whether they have been obeyed or not. Find out how to give directions and yet to allow people opportunity for independent thinking, for initiative. And so on and so on. Order-giving requires just as much study and just as much training as any other skill we wish to acquire.

Part of the task of the leader is to make others participate in his leadership. The best leader knows how to make his followers actually feel power themselves, not merely acknowledge his power.

Democracy is self-creating coherence.

Unity, not uniformity, must be our aim.

It is always the sign of the second-rate man when the decision merely meets the present situation. It is the left-over in a decision which gives it its greatest value. It is the carry-over in the decision which helps develop the situation in the way we wish it to be developed. The ablest administrators do not merely draw logical conclusions from the array of facts of the past which their expert assistants bring to them; they have a vision of the future.

I wish we could understand the word expert as expressing an attitude of mind which we can all acquire rather than the collecting of information by a special caste. ... Many of us are calling for experts because, acutely conscious of the mess we are in, we want someone to pull us out.

we should think not only of what the leader does to the group, but also of what the group does to the leader.