. The Canadian field-naturalist. 382 The Canadian Field-Naturalist Vol. 98 '^~ "V^ JIV^MHUi^Mittil^^. C. H. D. Clarke, passport photograph, taken in July 1972 before his last trip to Africa. the Yukon changed and unchanged by the new devel- opments. In Ottawa that winter Doug found that the Director wanted him to take over the job of supervising the reindeer station near Akiavik and in addition, under- take biological surveys. This could have been attrac- tive if adequate provision had been made for outside travel and salary adjustment. These concessions the Director refused to make, and
. The Canadian field-naturalist. 382 The Canadian Field-Naturalist Vol. 98 '^~ "V^ JIV^MHUi^Mittil^^. C. H. D. Clarke, passport photograph, taken in July 1972 before his last trip to Africa. the Yukon changed and unchanged by the new devel- opments. In Ottawa that winter Doug found that the Director wanted him to take over the job of supervising the reindeer station near Akiavik and in addition, under- take biological surveys. This could have been attrac- tive if adequate provision had been made for outside travel and salary adjustment. These concessions the Director refused to make, and Doug started negotia- tions to move from the Department of Mines and Resources in Ottawa to the Department of Lands and Forests in Ontario. He spent his last summer with the Federal Government on field work with Terry Shortt of the Royal Ontario Museum on the Alaska highway and he enjoyed it. Doug's first job with the Department of Lands and Forests was to establish a wildlife research station in Algonquin Park. The first year a tent camp was buik at the Lake of Two Rivers, but the next year a per- manent station was established at Sasajewan Lake. Doug was a leader, but his methods were different from those of others. If some member of a party was not pulling his weight on some chore, Doug would move in to help and, without a word of censure, he would work twice as hard and shame the slacker into greater efforts. Sometimes he led without consciously setting out to do so. 1 sometimes wondered why it was that those who worked closely with him were inspired to more than ordinary efforts. It was not until years later that I encountered a book called TTie Excep- tional Executive by H. Levinson, that I thought I had found a clue. Levinson points out that the exceptional executive must be a leader and to lead he must be a teacher. It follows of course that to be a teacher, the leader must know his stuff. Knowledge was an attrib- ute that Doug had in super abundance and he loved to sha
Size: 2099px × 1190px
Photo credit: © Book Worm / Alamy / Afripics
License: Licensed
Model Released: No
Keywords: ., bookauthorottawafieldnaturalistsclub, bookcentury1900, bookcolle
