The 50th Law - 50 Cent [58]
Understand: the natural dynamic of any group is to splinter into factions. People want to protect and promote their narrow interests, so they form political alliances from within. If you force them to unite under your leadership, stamping out their factions, you may take control but it will come with great resentment—they will naturally suspect you are increasing your power at their expense. If you do nothing, you will find yourself surrounded by lords and dukes who will make your job impossible.
A group needs a centripetal force to give it unity and cohesion but it is not enough to have that be you and the force of your personality. Instead it should be a cause that you fearlessly embody. This could be political, ethical, or progressive—you are working to improve the lives of people in your community, for instance. This cause elevates your group above others. It has a quasi-religious aura to it, a kind of cult feeling. Now, to fight or doubt you from within is to stand against this cause and seem selfish. The group, infused with this belief system, will tend to police itself and root out troublemakers. To play this role effectively, you must be a living example of this cause, much as Louis exemplified the civilizing power of France in his own carefully crafted behavior.
THE ROLE MODEL
You cannot control a large group on your own. You will turn into a micromanager or dictator, making yourself exhausted and hated. You need to develop a team of lieutenants who are infused with your ideas, your spirit, and your values. Once you have such a team, you can give them latitude to operate on their own, learning for themselves and bringing their own creativity to the cause.
This is the system that Napoleon Bonaparte initiated and has since been imitated by the greatest generals of the modern era. He would give his field marshals a clear sense of the goals for a particular campaign or battle, what has become known as the “mission statement.” They were then empowered to reach those goals on their own, in their own way. All that mattered were the results. The idea behind it is that those who are fighting on the ground often have a better sense of what needs to be done in the here and now; they have more information at their fingertips than the leader. With a degree of trust in their decisions, they can operate fast and feel more engaged in the execution of the war. This revolutionary system allowed Napoleon’s army to move with greater speed and to cultivate a team of highly experienced and brilliant field marshals. And it took great courage on his part to trust in them and not try to control everything on the battlefield.
Operating with a mission statement is an effective way of softening your image and disguising the extent of your power. You are seen as more than just a leader; you are a role model, instructing, energizing, and inspiring your lieutenants. In crafting this team, look for people who share your values and are open to learning. Do not be seduced by a glittering résumé. You want them near you, to absorb your spirit and ways of doing things. Once you feel they have the proper training, you must not be afraid to let go of the reins and give them more independence. In the end, this will save you much energy and allow you to continue focusing on the greater strategic picture.
THE BOLD KNIGHT
Every group has a kind of collective energy, and on its own this will tend towards inertia. This comes from people’s powerful desires to keep things comfortable, easy, and familiar. Over time, in any group, conventions and protocol will assume greater importance and govern people’s behavior. The larger the group, the more conservative it will tend to become, and the greater this force of inertia. The paradox is that this defensive, passive posture has a depressing effect on morale, much like sitting in one place for too long will lower your spirits.
More than likely you rose to the top by virtue of your boldness and desperate desire to get ahead. You took risks that made you rise to the occasion with