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Rh and with it a message that some one was anxious to see me. Thinking that it must be something very important, I dressed hastily and went down. When I reached the hotel office I found a blank and innocent-looking individual waiting for me, who coolly remarked: "I heard you talk at a meeting last night. I rather liked your talk, and so I came in this morning to hear you talk some more."

I am often asked how it is possible for me to superintend the work at Tuskegee and at the same time be so much away from the school. In partial answer to this I would say that I think I have learned, in some degree at least, to disregard the old maxim which says, "Do not get others to do that which you can do yourself." My motto, on the other hand, is, "Do not do that which others can do as well."

One of the most encouraging signs in connection with the Tuskegee school is found in the fact that the organization is so thorough that the daily work of the school is not dependent upon the presence of any one individual. The whole executive force, including instructors and clerks, now numbers eighty-six. This force is so organized and subdivided that the machinery of the school goes on day by day like clockwork. Most of our