In the course of your life you will be continually encountering fools. There are simply too many to avoid.
We can classify people as fools by the following rubric: when it comes to practical life, what should matter is getting long term results, and getting the work done in as efficient and creative a manner as possible.
That should be the supreme value that guides people’s action. But fools carry with them a different scale of values.
They place more importance on short-term matters – grabbing immediate money, getting attention from the public or media, and looking good. They are ruled by their ego and insecurities.
They tend to enjoy drama and political intrigue for their own sake. When they criticize, they always emphasize matters that are irrelevant to the overall picture or argument.
They are more interested in their career and position than in the truth. You can distinguish them by how little they get done, or by how hard they make it for others to get results.
They lack a certain common sense, getting worked up about things that are not really important while ignoring problems that will spell doom in the long term.
The natural tendency with fools is to lower yourself to their level.
They annoy you, get under your skin, and draw you into a battle.
In the process, you feel petty and confused. You lose a sense of what is really important.
You can’t win an argument or get them to see your side or change their behavior, because rationality and results don’t matter to them.
You simply waste valuable time and emotional energy.
In dealing with fools you must adopt the following philosophy: they are simply a part of life, like rocks or furniture.
All of us have foolish sides, moments in which we lose our heads and think more of our ego or short-term goals.
It is human nature. Seeing this foolishness within you, you can then accept it in others.
This will allow you to smile at their antics, to tolerate their presence as you would a silly child, and to av
American author
Robert Greene (born May 14, 1959, in Los Angeles) is an American author specializing in books about strategy, power and seduction. His first book was The 48 Laws of Power (1998), which became a best-seller with more than 1 million copies sold in the US.
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[Strategy] is more than a science: it is the application of knowledge to practical life, the development of thought capable of modifying the original guiding idea in the light of ever-changing situations; it is the art of acting under the pressure of the most difficult conditions. HELMUTH VON MOLTKE, 1800–1891
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With our limited senses and consciousness, we only glimpse a small portion of reality. Furthermore, everything in the universe is in a state of constant flux. Simple words and thoughts cannot capture this flux or complexity. The only solution for an enlightened person is to let the mind absorb itself in what it experiences, without having to form a judgment on what it all means. The mind must be able to feel doubt and uncertainty for as long as possible. As it remains in this state and probes deeply into the mysteries of the universe, ideas will come that are more dimensional and real than if we had jumped to conclusions and formed judgments early on.
Those qualities that separate us are often ridiculed by others or criticized by teachers.
Because of these judgments, we might see our strengths as disabilities and try to work around them in order to fit in. But anything that is peculiar to our makeup is precisely what we must pay the deepest attention to and lean on in our rise to mastery.
Mentors have their own strengths and weaknesses. The good ones allow you to develop your own style and then to leave them when the time is right. Such types can remain lifelong friends and allies. But often the opposite will occur. They grow dependent on your services and want to keep you indentured. They envy your youth and unconsciously hinder you, or become overcritical. You must be aware of this as it develops. Your goal is to get as much out of them as possible, but at a certain point you may pay a price if you stay too long and let them subvert your confidence. Your submitting to their authority is by no means unconditional, and in fact your goal all along is eventually to find your way to independence, having internalized and adapted their wisdom.
Life is harsh and people competitive. We naturally must look after our own interests. We also want to feel that we are independent, doing our own bidding. That is why when others try to persuade or change us, we become defensive and resistant. To give in challenges our need to feel autonomous. That is why to get people to move from their defensive positions you must always make it seem like what they are doing is of their own free will. Creating a feeling of mutual warmth helps soften people’s resistance and makes them want to help. Never attack people for their beliefs or make them feel insecure about their intelligence or goodness—that will only strengthen their defensiveness and make your task impossible. Make them feel that by doing what you want they are being noble and altruistic—the ultimate lure. Learn to tame your own stubborn nature and free your mind from its defensive and closed positions, unleashing your creative powers.