The 7^hree Secretaries 231 



greater portion of his time and thought during the period 

 of his incumbency. 



No one can ever make so strong an impression upon the 

 character of an institution as he to whom the task of organizing 

 it is intrusted. It is manifestly impossible that his successors 

 should be able to modify materially the policy of an institu- 

 tion which has been organized for a definite purpose and by 

 the hands of a person whose judgment and ability they hold 

 in respect. Their work, however, is none the less important 

 in that it is conservative rather than entirely constructive. 

 Their task is to maintain the efficiency of the organization 

 and to keep it abreast of the times. They must be alert to 

 appreciate the demands which arise from changed conditions 

 and secure the means for a growth which shall not only be 

 constant but symmetrical. 



The history of the Institution bears evidence that it has 

 been under the constant control of men of unusual ability, 

 energy, and personal influence. No boards of trustees, or 

 regents, no succession of officers serving out their terms in 

 rotation, could possibly have developed from a chaos of con- 

 flicting opinions a strongly individualized establishment like 

 the Smithsonian Institution. 



The names of the first two Secretaries are so thoroughly 

 identified with the history of the Institution, by reason of their 

 constant connection with it during its first four decades, that 

 their biographies together could form almost a complete his- 

 tory of its operations. The period during which the third 

 Secretary has served is of comparatively less length, yet of 

 great importance from the fact that he has done so much to 

 render permanent the work which his predecessors began. 



Each of the three, in addition to his general administrative 

 work, has made some features of the general plan peculiarly 

 his own. Secretary Henry gave especial attention to the 



