280 ANNUAL REPORT SMITHSONIAN INSTITUTION, 1919. 
ment, he will then be capable of the best that is in him and will 
cheerfully contribute that best to the credit of the organization that 
he serves. 
A national geological survey should hold recognized leadership 
in geology in the country to which it belongs, and attainment of 
this proud position must obviously depend upon the quality of 
its geological personnel. With respect to personnel, at least three 
conditions may be recognized—first, that in which the ablest geolo- 
gists in the country are drawn to and remain in service; second, 
that in which geologists perhaps of a’ somewhat lower grade as 
regards scientific promise are attracted to the service for a few 
years of training and then pass out to positions where the opportu- 
nities for research or for increased earnings are greater; and, third, 
that in which able young men no longer look upon the geological 
survey as a desirable stepping-stone to a future career. Who can 
doubt that it is the first condition that raises an organization to pre- 
eminence in science and the last that marks opportunities lost or 
unattained? Those responsible for the success of a geological sur- 
vey, if they be wise, will watch the trend of the organization with 
reference to these conditions much as the mariner watches his barom- 
eter and, like him, if the indication be threatening, take action to 
forestall disaster. 
a a ae 
