My favorite superintendent is Mr. Short, the son of Mr. Bright. He has all his father's good cheer. His face is full of a sunshine that doesn't need to be put into words. He is cordial even more plainly than he is spiritual, but because he is spiritual. He is businesslike.

He is modest. He remembers that he is only one, and the school two hundred, and he divides time on about that basis. He knows--oh, he knows the value of five minutes!

He has the grit of a bulldog, this Superintendent Short, son of Mr.

Bright. When he is sure he has hold of a good thing, he does not dream of letting go, any more than those well-persuaded jaws. And he has the bulldog's independence and thick skin, but with more than bulldog reason; for is he not responsible to G.o.d alone? If G.o.d says, "Good!"

what matters the sneer of a man? So he does the best he knows how, and keeps serene.

With all his independence he is modest and teachable, is Superintendent Short, son of Mr. Bright. He visits other Sunday-schools, and gets hints there. He visits the public schools, and gets many valuable hints from their superintendents. He reads everything that has Sunday-school methods in it, and from all this he gets hints. He goes around asking everybody, "How can I do better work? How can the school be improved?" and he receives into a teachable mind the hints he gets. When he has to find fault, he first praises what he can. Indeed, praise--for a wonder!--is his favorite form of criticism, and a stimulating form it is.

Withal, Superintendent Short is enterprising. He sets apart from his busy week regular times for his Sunday-school work, and makes a business of it. He is ready to spend money as well as time. He keeps a notebook crowded with new ideas, and carries them out one after the other in the order of their importance, as systematically as a great general conducts a campaign. He does not foolishly despise what is old and tested, but he knows how to freshen up old principles by new applications. He is broad-minded, too, with no "fads" or favoritisms, keeping equal interest in all departments of school work. And he does not stop with the mechanics of the Sunday-school. All his enterprise sets before it the one great goal of soul-saving.

Thus far the superintendent by himself; now a word about his relation to his officers. Just as the failure of a school on the spiritual side is quite often due to lack of a good teachers' meeting, so a failure on the administrative side is probably due to the lack of a "cabinet meeting," where the superintendent consults with all his officers and committees, and where each gets inspiration and counsel from the other. The teachers' meeting should be occupied with entirely different matters. It cannot take the place of a gathering of the executive, and ought to come on a different night.

This cabinet meeting must be set for a regular time, and nothing short of an earthquake must be allowed to break it up. Every officer should make a report to the cabinet, and the report should be in writing. The latter requirement saves time, adds dignity, and provides the meeting with definite statements as a basis for discussion.

A wise superintendent will utilize all his officers to the utmost. He will make the a.s.sistant superintendent a.s.sist. The theory is that the a.s.sistant shall be able, in the superintendent's absence, to do everything the superintendent would do. How can he learn, except by doing everything, now and then, when the superintendent is present?

Many a superintendent has worn himself out doing five men's work rather than train four men to help him. Elijah trained Elisha to be prophet in his stead. If he had not done so, I hardly think Elijah would have been carried to heaven in a chariot of fire. Every worker should prepare his successor, should make himself unnecessary.

Let it be the superintendent's ambition, then, to create an automatic Sunday-school, one he can leave to run itself. He must keep himself in the background. He must test the matter by occasional absences, on foray for ideas in other schools. He must do as little as possible himself,--no danger but it will be enough!--and he must get as much as possible done by others. So he will create, not a machine, but an organism.

In the third place,--the superintendent and the teachers. He must individualize them. As Garfield, the young school-teacher, was wont to lie awake nights, tracing out on his sheet in the dark a plan of the schoolroom, locating each scholar's desk and planning for that scholar's growth as he did so, thus the superintendent should consider separately and regularly each teacher's task and abilities, trials and successes.

It is his joyous work to encourage them, to note improvement in their scholars, to repeat to them the kind words of parents, to give them a cheer in their arduous and difficult and, for the time, thankless tasks.

When a superintendent has praised discreetly, half his work is done.

Of course, the superintendent will study his lesson as thoroughly as any teacher; and this is not by any means an unnecessary remark, though some may think so. Indeed, there are even many occasions when he may teach a cla.s.s, though usually he is best left free during the lesson hour to greet the strangers, or, watching from some central post like a general in battle, to fly to the rescue of some teacher whose cla.s.s may be getting mischievous, restless, or careless.

For the superintendent should feel at perfect liberty to sit quietly down with any cla.s.s in his school, and should do this so often and easily that his coming ceases to be a disturbance to teacher or scholars. If the superintendent is not welcome, it will be because he does not know how to help un.o.btrusively, and he would better stay away.

The best relations are not possible unless the superintendent visits the teachers in their homes, and gets them to come to his for frequent private consultations or for an occasional social hour all together.

The teachers' meeting for the study of the lesson will not take the place of these heart-to-heart talks, in which sympathy and appreciation, friendly counsel and united prayers, draw the teachers very close to their leader.

In the fourth place, the superintendent must know his scholars. If he has time to visit them, each visit will count; but that is in most cases too much to expect. Sunday-school socials and picnics will give him a chance to push a little further the knowledge of them that he will gain by his visits to their cla.s.ses; but, after all, his best chance is in the pa.s.sing salutation on the street. Often speak of the matter before the school, asking the scholars to greet you when they meet you; and then hail every urchin you run across as if he were your very own! If you make it a habit to tarry for ten minutes after the Sunday-school hour (tired?--never mind!), both teachers and scholars will besiege you then,--_provided_ you have made yourself worth besieging! That you are to be in every way the children's hero goes without saying,--the glorious big boy to whom all the boys look up proudly, the chivalrous knight whose colors all the girls are glad to wear,--it goes without saying, that is, if you deserve to be superintendent at all!

Fifthly and finally, the superintendent and other schools. He has been getting from them all he can, if he is enterprising; he should give to them all he can. The large cities have their superintendents' unions, composed of those that hold now, or have held, this post of honor and responsibility,--and few a.s.sociations are as delightful. Nearly everywhere, Sunday-school conventions are available; and to these, as gathering up in his own experience whatever his school has learned and accomplished, the superintendent should carry his freshest inspiration and his wisest plans. No superintendent can live--can be a _live_ superintendent--to himself.

One thing should be said, to close this hasty sketch. If the superintendent is all this, or even part of all this, in his personal motives, and in his relations to officers, teachers, scholars, and other schools, he will always be a paid superintendent. He may have no salary; on the contrary, he may be decidedly out of pocket; but the rewards of his labor will be so abundant, so joyful, that not all the silver and gold in all the mines of earth could measure them.

Chapter x.x.xIV

The Superintendent's Chance

At the opening of the school the superintendent hasn't half a chance; at the close he has a large chance--as large, in fact, as he is. At the opening the superintendent is merely a master of ceremonies to usher in the work as buoyantly as possible; at the close he is a teacher, the high priest of all the teachers. His work of introduction is important, but far more important is his work of peroration. The last five minutes furnish his chance to gather all the teachings of the hour into one point and press it home.

1. It is _his_ chance. Now or never let him be original. Let him study his talents; some can work best with chalk, some with anecdotes, some with questions, some with exegesis, some with exhortation. Let him get up a specialty for those five minutes and burnish it till it shines.

Whatever method he chooses should be filled with his personality and serve to impress his personality upon the school. It is life that tells on life, and the more of himself the superintendent puts into these five minutes the more will this, his chance, prove his success.

2. It is his chance to gather _all_ the teachings of the hour. Not that he will try to "cover the ground" of the entire lesson. In that case his chance would turn out his mischance. He will not try, either, to give something for each cla.s.s of scholars, for _all_ that he gives must be for _all_ cla.s.ses. Among all the thoughts of all the departments, primary, intermediate, and senior, there is a single golden thought like a golden thread. These strands he must seize and weave them, in his five minutes, into a golden cord.

3. It is his chance to gather all the teachings of the hour into _one_ point. Probably every teacher in the school has been trying to teach too much. The lesson was intended for a wedge, but they have been using the blunt end. Turn it around. Ill.u.s.trate the matchless might of simplicity. Do not think that, because the lesson was on the envy of Joseph's brethren, the theme of envy has become hackneyed, and you must talk about Jacob and Reuben and the Midianites and G.o.d's overruling providence. If the teachers have worked well, the scholars will be eager for further words on envy; if they have worked poorly, all the more need of a forcible presentation of the main theme.

4. It is his chance to gather all the teachings of the hour into one point _and press it home_. His will be a lively school in proportion as it influences life. When the moral truths of our lessons are fixed in the life, the facts connected with them will be fixed in the mind. Let the superintendent ask himself, for as many scholars of varied age and character as he can, "How might this lesson change _his_ life, _her_ life, for the coming week--forever?" Put the "snapper" on the hour. Let it be seen that you expect definite results in spirit and conduct.

Some urge that the superintendent should be mute at the close of the lesson hour, lest his words destroy the effect of the teachers'

exhortations. To be sure, he may emphasize what they have not emphasized, though even this danger is very slight if the superintendent is careful to seize on the lesson's central thought; but if the impression made by the teacher is endangered by a few earnest words from the superintendent, what _will_ be left of it by the close of the conversation around the dinner-table?

A closing word regarding the superintendent's questions. In no better way than by questions can he win and hold the school's attention.

Those given in the various lesson helps are intended to be simply suggestive of possible matter and manner. Five things are essential: (1) that the questions be simple enough to be understood by the youngest; (2) that they lead up to a point valuable enough to interest the oldest; (3) that they can be answered by a few words, preferably by one; (4) that they be presented in a brisk and businesslike way; (5) that prompt answers from all parts of the school together be insisted on, the answer being called for again and again till all have connected themselves with it. Half a dozen such questions should lead up skilfully to the main lesson of the hour, which should receive brief but pointed application by anecdote, blackboard, or exhortation.

All this is a high ideal. "To attain it will require," you say, "much more than five minutes." You are right, Brother Superintendent: five minutes before the school, but _one hour_ or even _two hours_ of prayerful preparation at home. However, it is your chance. Do not ign.o.bly lose it.

Chapter x.x.xV

The Sunday-School and the Weather

A rainy day is the best test of a Sunday-school, and its best opportunity.

For the scholars it is a sieve, separating the zealous workers from the careless ones.

For the general school it is an index, since if Christ is not "in the midst" of the few on rainy days, surely the many on sunny days are not wont to gather "in his name."

For the teacher it is a revealing question: "Do you teach for the excitement and praise of crowded benches, or is a single soul, with its issues of life and death, inspiration enough?"

It is the superintendent's chance, because then he learns his staff, the pick, the enthusiastic nucleus, of his school. It is a good day for "setting b.a.l.l.s to rolling."

It is the scholar's chance,--his chance to show appreciation of the school by attendance; his chance for help on questions that try his soul.

It is the teacher's chance. He will never draw close to his scholars if not now; never see their n.o.bility or their faults if not through the troubled lens of a rainy day.

It is the opportunity of the general school. Prayer-meeting workers often observe that the meetings held on stormy evenings are always the best, because every attendant feels it his duty to take active part. For the same reason a rainy day brings out the mettle of a Sunday-school.

The bashful are impelled to greater boldness, the careless to stricter attention. Responsibilities are thrown upon unwonted shoulders. Many a Sunday-school worker has been developed by rainy days.

Teachers must do their scolding for poor attendance, if ever, on the days of crowded seats, because then only are the truants present. Have nothing but words of good cheer for the few who come on stormy days.

We are often told about preachers who, as a reward and an incentive, wisely preach their best (if they can) on rainy days, to the faithful few. For such days the teacher also must make his highest preparation, because then his work will produce best results; because then he will need to bring most inspiration with him, as he gets none from well-filled seats; because his scholars then not only deserve his best, but, lacking the zest of numbers, need his best to hold their attention; because they will appreciate better what they have come through difficulties to get.

On rainy days there are many late comers, and therefore many fine chances for practical Christianity. Greet them cheerfully, if you must stop your finest exhortation to do it. Such a close will be its most eloquent period.

If you investigate tactfully the absences of rainy days, you will often come upon a truer knowledge of the home life and needs of your scholars than any sunshiny observations could give you.

On rainy days, if ever, scholars should be sure of finding their own teacher; yet, as human nature is, on rainy days there is always necessary some fusion of cla.s.ses. The teachers of joined cla.s.ses may do much good or infinite harm. Criticism, expressed or implied, of the plans or precepts of the other teacher, is a poison which has few antidotes. If he has been teaching false doctrine, he, not his scholars, is to be told that fact. And, on the contrary, a word of wise praise for whatever of solid acquirement you may see in his scholars, as it comes from an outsider, will discover marvelously their teacher to them, and their possibilities to themselves.