The 50th Law - 50 Cent [52]
He called into his office his radio and Internet team at G-Unit. Instead of working to contain the viral spread of the video—the usual response to such a problem and what management would advocate—he ordered them to surreptitiously leak it to other sites and let it spread like wildfire.
On top of this move, they created the following story to tell journalists for public consumption: When Fifty heard of the leak, he flew into a wild rage. He threw his phone at the window with such force he cracked it. He tore the plasma TV off the wall and smashed it into pieces. He left the building in a fit, and the last thing they heard him yelling was that he was shutting it all down and going on vacation. That evening, on Fifty’s orders, they had the maintenance man for the building take pictures of the damage (all faked for this purpose), and then “leaked” the photos to the Internet. They were to keep all of this a secret—not even management was to know that this drama was completely manufactured.
In the days to come Fifty watched with satisfaction as this story spread everywhere. Interscope was awakened from its slumber. Management was sent the message that he was now in command—if he refused to do any more publicity, as he had threatened, their whole campaign was doomed. They had to follow his lead here and let him set the tone for the publicity, which meant something more aggressive and fluid. Among Fifty’s executives and employees, word spread quickly of what had supposedly happened—his reputation for being unpredictable and violent brought to life. When they now saw him in the offices, they felt a twinge of fear. Better to pay attention to what he wanted than risk witnessing his anger. And for the public, this was just the kind of story they expected from the thug rapper. It compelled their attention. They could laugh at his out-of-control antics, not realizing that it was Fifty, directing the drama, who would have the last laugh.
The Fearless Approach
WHEN I REACHED THE TOP IN BUSINESS, I ADJUSTED TO MY NEW POSITION—I BECAME BOLDER AND CRAZIER THAN BEFORE. AND I LISTENED EVEN LESS TO PEOPLE WHO TRIED TO SLOW ME DOWN.
—50 Cent
Throughout history we have witnessed the following pattern: certain people stand out from the crowd because of some special skill or talent that they have. Perhaps they are masters at the political game, knowing how to charm and win the proper allies. Or maybe they have superior technical knowledge in their field. Or maybe they are the ones who initiate some bold venture that has success. In any event, these types suddenly find themselves in leadership positions, something for which their past experience and education has not prepared them.
Now they are alone and on the top, their every decision and action scrutinized by the group and the public. The pressures can be intense. And what inevitably happens is that many of them unconsciously succumb to all kinds of fears. Whereas before they might have been bold and creative, now they grow cautious and conservative, aware of the heightened stakes. Secretly scared of being held accountable for the success of the group, they over-delegate, poll everyone for their opinions, or refrain from making the hard decisions. Or they become excessively dictatorial, trying to control everything—another sign of weakness and insecurity. It is the story of great senators who make lousy presidents, bold lieutenants who turn into mediocre generals, or top-level managers who become incompetent executives.
And yet among the group there are inevitably a few who demonstrate the opposite—they rise to the position, displaying extraordinary