r he or the young man realizes. At the same time it is
perfectly true that young people do not believe what older ones tell
them about life. They have to try it out for themselves. One generation
does not begin where the other left off. Each one of us begins at the
beginning, and the world, with all that it holds, is as wonderful
(though slightly different, to be sure) and as new to the child who is
born into it to-day as it was to Adam on the first morning after it was
created.

It is almost tragic that so many young men take the tenor of their lives
from that of their employers, especially if the latter have been
successful. This places a terrific responsibility upon the employer
which does not, however, shift it from the employee. His part in
business or in life--and this is true of all of us--is what he makes it,
great or small. And the most important thing is for him to have a
personal ideal of what he thinks best and hold to it. He cannot get it
from the outside.

"Courtesy is not one of the company's rules," wrote the manager of a
large organization which has been very successful in handling men and
making money. "It is a tradition, an instinct. It is an attribute of the
general tone, of the dominating influence of the management in all its
relations. It is a part of the general tone, the honor, the integrity of
the company. For three generations it has been looked upon as an
inheritance to be preserved and kept irreproachable. Employees are drawn
into this influence by the very simple process of their own
development. Those who find themselves in harmony with the character of
the company or who deliberately put themselves in tune, progress. Those
who do not, cannot, for long, do congenial or acceptable service." This
is the statement from the manager of a firm that is widely known for
courteous dealing. Their standard is now established. It is a part of
the atmosphere, and their chief problem is to get men who will fit into
it.

An employer does not judge a man on an abstract basis. He takes him
because he thinks he will be useful to his business. This is why most
places like to get men when they are young. They are easier to train.

Every one likes good material to work with, and employers are no
exception. They take the best they can find, and the higher the standard
of the firm the greater the care expended in choosing the employees.
"Whenever we find a good man," said the manager of a big trust company,