The Good Book_ A Secular Bible - A. C. Grayling [229]
2. It makes him most disliked to be selfish, and to ignore the feelings and wishes of those he leads.
3. When neither the position nor the pride of followers is impugned, the majority of them are content,
4. And the leader has only to contend with the ambition of a few, to whom he can respond with ease in many ways.
5. It makes him contemptible to be considered fickle, frivolous, mean-hearted, irresolute, from all of which a leader should guard himself as from a rock;
6. And he should endeavour to show in his actions courage, fortitude and magnanimity;
7. And in his private dealings with his subjects let him show that his judgements are firm,
8. And maintain himself in such reputation that no one can hope either to deceive him or to persuade him against doing what is right.
9. That leader is esteemed who conveys this impression of himself, and he who is esteemed is not easily conspired against;
10. For, provided it is well known that he is an excellent man and revered by his people, he can only be attacked with difficulty.
11. For this reason a leader ought to have two fears, one from within, on account of his followers, the other from without, on account of external circumstances.
12. From the latter he is defended by being well prepared and having good allies.
13. If he is well prepared he will have good friends, and affairs will always remain quiet within when they are quiet without.
14. And even should affairs outside be disturbed, if he has carried out his preparations and has conducted himself honourably,
15. As long as he does not despair, he will resist every difficulty that his own powers and resource can overcome.
16. But concerning his followers, when affairs outside are disturbed he has only to fear that they will turn against him secretly,
17. From which a leader can easily secure himself by keeping the fidelity of his followers, which is in turn secured by keeping them properly satisfied with him.
18. For this reason a leader ought to reckon disaffections of little account when his followers hold him in esteem;
19. But when they are hostile to him, and bear hatred towards him, he ought to fear everything and everybody.
20. And well-ordered states and wise leaders have taken every care not to drive the other senior people to opposition, and to keep the people satisfied and contented,
21. For this is one of the most important objects a leader can have.
22. Neither could there be a better or a more prudent arrangement, or a greater source of security for a leader,
23. Than that he ought to leave affairs of reproach to be managed by others, while keeping those of grace in his own hands.
24. Let others make recriminations, give unwelcome orders, make dismissal or demotion;
25. The leader should be the one to reward and praise.
Chapter 9
1. The choice of assistants is of the greatest importance to a leader, and their worth is according to his powers of discrimination.
2. Here is his primary skill, in appointing good assistants to manage his affairs.
3. For the first opinion one forms of a leader, and of his understanding, is by observing those he has around him;
4. When they are capable and faithful he may always be considered wise, because he has known how to recognise the capable and to keep them faithful;
5. But when they are otherwise one cannot form a good opinion of him, for the prime error he made was in choosing them.
6. But to enable a leader to form an opinion of his assistant there is one test that never fails;
7. When he sees the assistant thinking more of his own interests than of his leader’s,
8. And seeking inwardly his own profit in everything, such a one will never make a good assistant, nor will he ever be trustworthy;
9. For he who has the state of another in his hands ought never to think of himself, but always of his principal,
10. And never pay any attention to matters in which the leader is not concerned.
11. But to keep his assistant faithful the leader ought to study him, honouring him, advancing him,
12. Doing him kindnesses,