Dear Editor,
In a recent conversation with a couple of old colleagues from my younger days I was struck by the depth of their love for this country. These sentiments were tempered by their concern for the apparent sloth of doing things here and the seeming unconcern of the image we may be portraying to our young people and even to non-Guyanese. In the height of our gaff my friends observed that many of the ills stem from the insecurity of managers (or those who would prefer to be described as leaders). They were particularly perturbed at the unwillingness of those mortals to accept specialist advice even if said advice is not followed. One writer recently suggested that there should be a bipartisan approach to development issues and in particular to crime (with which I agree), however no suggestion was made on how to get one side or the other to not see itself as having all the solutions to matters of national importance. The consensus was that there are some who consider themselves czars and therefore simply see any view which does not emanate from themselves as anathema to their own self-perception.
I was somewhat amused since I had just started reading Robert Greene’s 48 Laws of Power and which I recommended to them. To survive Greene advises that you should always make those above you feel comfortably superior; make them appear more brilliant than they are and you will attain the heights of power. I have been in the world of work since 1969, and I am not ashamed to say that it was only when I entered my forties that I really understood the impact our principles can have on our professional relationships. I can attest to the admonition to never go too far in displaying your talents or you might inspire fear and insecurity. Bob Marley sang that only your friends can betray you, and again Greene touches the spot by advising that we should be wary of friends who are spoiled and tyrannical and are likely to betray you more quickly because of envy. In fact he reminds me of Machiavelli when he urges “hire a former enemy and he will be more loyal than a friend, because he has more to prove [and] you have more to fear from friends than from enemies… if you have no enemies, find a way to make them.” Hmmn!
I was reminded of the teach to fish vis-à-vis give a fish anecdote, but I am not sure that there isn’t a contradiction somewhere here that you enjoy more freedom when you are always needed and wanted. The more you are relied on, the more freedom you have. Never teach them enough so that they can do without you because when you make people depend on you for their happiness and prosperity then you have nothing to fear. This one is instructive. As a matter of personal experience some people can only stand you if they have some measure of control over your mind; some do it through inducements in cash or kind. One very perceptive colleague argues that loyalty as a bought commodity can never be sustained.
But back to Greene who counsels that an unassailable reputation is the cornerstone of power but once it slips you become vulnerable and will be attacked on all sides. By being alert to potential attacks you can thwart them and therefore you should destroy your enemies’ reputation then stand aside and let public opinion hang them. This last one is a gem, which says use other people’s wisdom, knowledge, and legwork to save valuable time and energy; further your own cause and create a godlike aura of efficiency and speed. In the final analysis it is you who will be remembered; your assistants (if ever known) will be forgotten and you would have applied the maxim of never doing yourself what you can get others to do for you. Your readers might wish to share a few of their own laws for survival.
Yours faithfully,
Patrick E Mentore
