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The 50th Law - 50 Cent [49]

By Root 650 0
As it became popular, it gave these musicians some space to perform on their own terms and some control over their careers. Now the static situation was broken and the field was left open to the great jazz innovations of the 1950s and ’60s.

In general, you must be less respectful of the rules that other people have established. They do not necessarily fit the times or your temperament. And there is great power to be had by being the one to initiate a new order.

IMPOSSIBLE DYNAMICS

Sometimes in life you find yourself in a negative situation that cannot be improved no matter what you do. You might find yourself working for people who are irrational. Their actions seem to serve no purpose apart from imposing their power and making you miserable. Everything you do is wrong. Or it could be a relationship in which you are constantly forced to rescue a person. This usually involves types who present themselves as weak victims in need of attention and assistance. They stir up a lot of drama around them. No matter what you do, the need to be rescued keeps recurring.

You can recognize this dynamic by your emotional need to somehow solve the problem, mixed with your complete frustration in finding any kind of reasonable answer. In truth the only viable solution is to terminate the relationship—no arguing, no bargaining, no compromising. You leave the job (there are always others); you leave the person who is tormenting you with as much finality as possible. Resist the temptation to feel any guilt. You need to create as much distance as possible, so they cannot inveigle these emotions into you. They must become dead to you so you can go on with your life.

Reversal of Perspective

The problem with confrontational moments, and why we often seek to avoid them, is that they churn up a lot of unpleasant emotions. We feel personally aggrieved that someone is trying to hurt or harm us. This makes us wonder about ourselves and feel insecure. Did we deserve this in some way? If we go through a few of these unpleasant moments, we become increasingly skittish. But this is really a problem of perception. In our own inner turmoil we tend to exaggerate the negative intentions of our opponents. In general we take conflicts far too personally. People have problems and traumas that they carry with them from their childhood on. Most often when they do something to harm or block us, it really is not directed at us personally. It comes from some unfinished business from the past, or deep insecurities. We happen to cross their path at the wrong moment.

It is essential that you develop the reverse perspective: life naturally involves conflicting interests; people have their own issues, their own agendas, and they collide with yours. Instead of taking this personally or concerning yourself with people’s intentions, you must simply work to protect and advance yourself in this competitive game, this bloody arena. Focus your attention on their maneuvers and how to deflect them. When you have to resort to something that isn’t conventionally moral, it is just another maneuver you are executing in the game—nothing to feel guilty about. You accept human nature and the idea that people will resort to aggression. This calm, detached perspective will make it that much easier to design the perfect strategy for blunting their aggression. With your emotions unscathed by these battles, you will grow accustomed to them and will even take some pleasure in fighting them well.

IN THE RING, OUR OPPONENTS CAN GOUGE US WITH THEIR NAILS OR BUTT US WITH THEIR HEADS AND LEAVE A BRUISE, BUT WE DON’T DENOUNCE THEM FOR IT OR GET UPSET WITH THEM OR REGARD THEM FROM THEN ON AS VIOLENT TYPES. WE JUST KEEP AN EYE ON THEM…NOT OUT OF HATRED OR SUSPICION. JUST KEEPING A FRIENDLY DISTANCE. WE NEED TO DO THAT IN OTHER AREAS. WE NEED TO EXCUSE WHAT OUR SPARRING PARTNERS DO, AND JUST KEEP OUR DISTANCE—WITHOUT SUSPICION OR HATRED.

—Marcus Aurelius

CHAPTER 6

Lead from the Front—Authority

IN ANY GROUP, THE PERSON ON TOP CONSCIOUSLY OR UNCONSCIOUSLY SETS THE TONE. IF LEADERS ARE

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