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What Machiavelli can teach you about leadership
The thoughts on ruthless leadership by Italian politician and writer Niccolò Machiavelli resonate today.
The Italian Renaissance thinker Niccolò Machiavelli is considered one of the seminal figures in modern political science, even though his most important text The Prince was written in 1513. In the book he described a certain kind of behavior that's come to be regarded as a manual for powerful rulers. The book has been so influential that the word “Machiavellian" became an adjective synonymous with immoral, brutal politicians.
While he was a politician and diplomat in Florence, Machiavelli was not known as a ruthless, cunning manipulator himself. Rather, a lot of his insight was informed by the actions of the powerful families of his day like the Borgias and the Medicis. The lessons of his book are rooted in realism and can be useful to any leader. Granted, there are some aspects of Machiavelli's teachings that are surely controversial and should be viewed in light of their historical context.
Here are some key ideas to take to heart:
1. The end justifies the means
Machiavelli often gets credit for saying this classic quote about consequentialism which says that a morally right act is one that causes a positive outcome. But the way you get to that goal is not important and can be immoral.
While he expressed such a sentiment in other ways, Machiavelli didn't actually say this famous maxim. What he did think was more nuanced, proposing that people don't necessarily want to focus on the details and tend to judge leaders by results. In fact, Machiavelli's thoughts describe how a modern politician might deal with the media, which can be baited and confused by strong actions. Does anyone come to mind as you read this from Chapter 18 of The Prince:
[M]en judge generally more by the eye than by the hand, because it belongs to everybody to see you, to few to come in touch with you. Every one sees what you appear to be, few really know what you are, and those few dare not oppose themselves to the opinion of the many, who have the majesty of the state to defend them; and in the actions of all men, and especially of princes, which it is not prudent to challenge, one judges by the result.
For that reason, let a prince have the credit of conquering and holding his state, the means will always be considered honest, and he will be praised by everybody because the vulgar are always taken by what a thing seems to be and by what comes of it; and in the world there are only the vulgar, for the few find a place there only when the many have no ground to rest on.
While his advice might apply well to corporate leaders as well as political, we can see the limitations of such approaches when confronted with the social media outrage culture. Like the United Airlines fiasco recently showed, some “means" will be called out and debated. In the political sphere, however, especially in a hyper-partisan atmosphere, the methods might often be argued but the results of actions will likely overwhelm any details.
2. It's better to be feared than loved if you cannot be both
He didn't say it exactly the way it's been spread around the Internet. His exact quote in chapter 17 was:
“A question arises: whether it be better to be loved than feared or feared than loved? It may be answered that one should wish to be both, but, because it is difficult to unite them in one person, it is much safer to be feared than loved, when, of the two, either must be dispensed with."
The advice here can certainly be taken to extremes, with visions of authoritarian figures ruling through intimidation and secret police. Taken on a broader basis, the idea is that fear is simpler to maintain for a ruler than love, which can be fickle. The key is to avoid being hated, which is when people can really turn against you.
How do you instill that fear? Machiavelli maintained that the “dread of punishment" was important for a smart prince to institute. Cruelty was also some times necessary. Very much a law and order kind of guy, Machiavelli called for strong examples to be made of offenders as lessons to others:
“With a few exemplary executions, he will be more merciful than those who, through too much mercy, allow disorders to arise, from which follow murders or robberies. These harm the whole people, while those executions he ordered offend only the individual."
3. Strong public outreach/propaganda
In chapter 15, Machiavelli talks about qualities that a leader should appear to possess and thus would need to cultivate in some measure. When talking about things that would bring a prince praise or blame, the Italian thinker describes it this way:
“One is reputed generous, one rapacious; one cruel, one compassionate; one faithless, another faithful; one effeminate and cowardly, another bold and brave; one affable, another haughty; one lascivious, another chaste; one sincere, another cunning; one hard, another easy; one grave, another frivolous; one religious, another unbelieving, and the like. And I know that every one will confess that it would be most praiseworthy in a prince to exhibit all the above qualities that are considered good".
How many of these characteristics are still true for modern politicians or corporate leaders?
Basically, no matter what you do to stay in power, one aspect to not neglect is strong public relations. Good leaders must appear to have certain characteristics even if they don't actually have them. The case of the tone-deaf United Airlines CEO's initial response to the outrage over a passenger dragged out of their plane comes to mind.
4. “It is necessary to be a fox to discover the snares and a lion to terrify the wolves."
This passage means that some times a leader can't always respond by brute force and must act with insight to recognize the any traps. But against other opponents, like against “the wolves," a leader should be ready to show strength of a “lion" to gain respect.
In other words, know your weak spots, be cunning, and ruthless when necessary.
5. Build an enduring leadership structure and strong team
Machiavelli saw that a strong prince is ultimately as good as his "servants".
“The first opinion which one forms of a prince, and of his understanding, is by observing the men he has around him," wrote Machiavelli in Chapter 22 of the book.
He says that if such "men" around the prince are “capable and faithful," then the prince will be considered wise. Otherwise, if the servants are failing, it's the prince's “error" for choosing such help.
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Scientists find routes using arches of chaos that can lead to much faster space travel.
- Researchers discovered a route through the Solar System that can allow for much faster spacecraft travel.
- The path takes advantage of "arches of chaos" within space manifolds.
- The scientists think this "celestial superhighway" can help humans get to the far reaches of the galaxy.
Humanity could be making its way through the Solar System much faster thanks to the discovery of a new superhighway network among space manifolds. Don't get your engines roaring along this "celestial autobahn" just yet, but the researchers believe the new pathways can eventually be used by spacecraft to get to the outer reaches of our Solar System with relative haste.
The celestial highway could get comets and asteroids from Jupiter to Neptune in less than a decade. Compare that to hundreds of thousands or even millions of years it might ordinarily take for space objects to traverse the Solar System. In a century of travel along the new routes, a 100 astronomical units could be covered, project the scientists. For reference, an astronomical unit is the average distance from the Earth to the Sun or about 93 million miles.
The international research team included Nataša Todorović, Di Wu, and Aaron Rosengren from the Belgrade Astronomical Observatory in Serbia, the University of Arizona, and UC San Diego. Their new paper proposes a dynamic route, going along connected series of arches within so-called space manifolds. These structures, coming into existence from gravitational effects between the Sun and the planets, stretch from the asteroid belt to past Uranus.
The most pronounced of these structures are linked to Jupiter by its strong gravitational pull, explained UC San Diego's press release. They influence the comets around the gas giant as well as smaller space objects called "centaurs," with are like asteroids in size but exhibit the composition of comets.
This animation shows space manifolds over a hundred years. Each frame of the animation shows how the arches and substructures appear over three-year increments.
Credit: Nataša Todorović, Di Wu and Aaron Rosengren/Science Advances
"Space manifolds act as the boundaries of dynamical channels enabling fast transportation into the inner- and outermost reaches of the Solar System," write the researchers. "Besides being an important element in spacecraft navigation and mission design, these manifolds can also explain the apparent erratic nature of comets and their eventual demise."
A closer image of the manifolds showing colliding and escaping objects.
Credit: Science Advances
The researchers discovered the structures by analyzing collected numerical data on the millions of orbits in the Solar System. The scientists figured out how these orbits were contained within known space manifolds. To detect the presences and structure of the space manifolds, the team employed the fast Lyapunov indicator (FLI), used to detect chaos. The scientists ran simulations to compute how the trajectories of particles approaching different planets like Jupiter, Uranus and Neptune would be affected by possible collisions and the manifolds.
While the results are encouraging, the next step is to figure out how these arches can be used by spacecraft for much speedier travel. It's also not clear how similar manifolds work near Earth. Also unclear is how they impact our planet's run-ins with asteroids and meteorites or any of the man-made objects floating up in space near us.
Check out the new paper "The arches of chaos in the Solar System" in Science Advances.
A new episode of "Your Brain on Money" illuminates the strange world of consumer behavior and explores how brands can wreak havoc on our ability to make rational decisions.
- Effective branding can not only change how you feel about a company, it can actually change how your brain is wired.
- Our new series "Your Brain on Money," created in partnership with Million Stories, recently explored the surprising ways brands can affect our behavior.
- Brands aren't going away. But you can make smarter decisions by slowing down and asking yourself why you're making a particular purchase.
How Apple and Nike have branded your brain | Your Brain on Money | Big Think youtu.be
Brands can manipulate our brains in surprisingly profound ways. They can change how we conceptualize ourselves and how we broadcast our identities out to the social world. They can make us feel emotions that have nothing to do with the functions of their products. And they can even sort us into tribes.
To grasp the power of brands, look to Apple. In the 1990s, the company was struggling to compete with Microsoft over the personal computer market. Despite flirting with bankruptcy in the mid-1990s, Apple turned itself around to eventually become the most valuable company in the world.
That early-stage success wasn't due to superior products.
"People talk about technology, but Apple was a marketing company," John Sculley, a former Apple marketing executive, told The Guardian in 1997. "It was the marketing company of the decade."
So, how exactly does branding make people willing to wait hours in line to buy a $1,000 smartphone, or pay exorbitant prices for a pair of sneakers?
Branding and the brain
For more than a century, brands have capitalized on the fact that effective marketing is much more than simply touting the merits of a product. Some ads have nothing to do with the product at all. In 1871, for example, Pearl Tobacco started advertising their cigarettes through branded posters and trading cards that featured exposed women, a trend that continues to this day.
It's crude, sure. But research shows that it's also remarkably effective, even on monkeys. Why? The answer seems to center on how our brains pay special attention to information from the social world.
"In theory, ads that associate sex or status with specific brands or products activate the brain mechanisms that prioritize social information, and turning on this switch may bias us toward the product," wrote neuroscience professor Michael Platt for Scientific American.
Brands can burrow themselves deep into our subconscious. Through ad campaigns, brands can form a web of associations and memories in our brains. When these connections are robust and positive, it can change our behavior, nudging us to make "no-brainer" purchases when we encounter the brand at the store.
It's a marketing principle that's related to the work of Daniel Kahneman, a psychologist and economist who won the 2002 Nobel Memorial Prize in Economic Sciences. In his book "Thinking Fast and Slow", Kahneman separates thinking into two broad categories, or systems:
- System 1 is fast and automatic, requiring little effort or voluntary control.
- System 2 is slow and requires subjective deliberation and logic.
Brands that tap into "system 1" are likely to dominate the competition. After all, it's far easier for us as consumers to automatically reach for a familiar brand than it is to analyze all of the available information and make an informed choice. Still, the most successful brands can have an even deeper impact on our psychology, one that causes us to conceptualize them as something like a family member.
A peculiar relationship with brands
Apple has one of the most loyal customer bases in the world, with its brand loyalty hitting an all-time high earlier this year, according to a SellCell survey of more than 5,000 U.S.-based smartphone users.
Qualitatively, how does that loyalty compare to Samsung users? To find out, Platt and his team conducted a study in which functional magnetic resonance imaging scanned the brains of Samsung and Apple users as they viewed positive, negative, and neutral news about each company. The results revealed stark differences between the two groups, as Platt wrote in "The Leader's Brain":
"Apple users showed empathy for their own brand: The reward-related areas of the brain were activated by good news about Apple, and the pain and negative feeling parts of the brain were activated by bad news. They were neutral about any kind of Samsung news. This is exactly what we see when people empathize with other people—particularly their family and friends—but don't feel the joy and pain of people they don't know."
Meanwhile, Samsung users didn't show any significant pain- or pleasure-related brain activity when they saw good or bad news about the company.
"Interestingly, though, the pain areas were activated by good news about Apple, and the reward areas were activated by bad news about the rival company—some serious schadenfreude, or "reverse empathy," Platt wrote.
The results suggest a fundamental difference between the brands: Apple has formed strong emotional and social connections with consumers, Samsung has not.
Brands and the self
Does having a strong connection with a brand justify paying higher prices for their products? Maybe. You could have a strong connection with Apple or Nike and simultaneously think the quality of their products justifies the price.
But beyond product quality lies identity. People have long used objects and clothing to express themselves and signal their affiliation with groups. From prehistoric seashell jewelry to Air Jordans, the things people wear and associate with signal a lot of information about how they conceptualize themselves.
Since the 1950s, researchers have examined the relationship between self-image and brand preferences. This body of research has generally found that consumers tend to prefer brands whose products fit well with their self-image, a concept known as self-image congruity.
By choosing brands that don't disrupt their self-image, consumers are able not only to express themselves personally, but also broadcast a specific version of themselves into the social world. That might sound self-involved. But on the other hand, humans are social creatures who use information from the social world to make decisions, so it's virtually impossible for us not to make inferences about people based on how they present themselves.
Americus Reed II, a marketing professor at the University of Pennsylvania, told Big Think:
"When I make choices about different brands, I'm choosing to create an identity. When I put that shirt on, when I put that shirt on — those jeans, that hat — someone is going to form an impression about what I'm about. So, if I'm choosing Nike over Under Armour, I'm choosing a kind of different way to express affiliation with sport. The Nike thing is about performance. The Under Armour thing is about the underdog. I have to choose which of these different conceptual pathways is most consistent with where I am in my life."
Making smarter decisions
Brands may have some power over us when we're facing a purchasing decision. So, considering brands aren't going away, what can we do to make better choices? The best strategy might be to slow down and try to avoid making "automatic" purchasing decisions that are characteristic of Kahneman's fast "system 1" mode of thinking.
"I think it's important to always pause and think a little bit about, "Okay, why am I buying this product?" Platt said.
As for getting out of the brand game altogether? Good luck.
"I've heard lots of people push back and say, "I'm not into brands,"" Reed II said. "I take a very different view. In some senses, they're not doing anything different than what someone who affiliates with a brand is doing. They have a brand. It's just an anti-brand brand."
Powerful branding can not only change how you feel about a company, it can actually change how your brain is wired.
- Powerful branding can not only change how you feel about a company, it can actually change how your brain is wired.
- "We love to think of ourselves as rational. That's not how it works," says UPenn professor Americus Reed II about our habits (both conscious and subconscious) of paying more for items based primarily on the brand name. Effective marketing causes the consumer to link brands like Apple and Nike with their own identity, and that strong attachment goes deeper than receipts.
- Using MRI, professor and neuroscientist Michael Platt and his team were able to see this at play. When reacting to good or bad news about the brand, Samsung users didn't have positive or negative brain responses, yet they did have "reverse empathy" for bad news about Apple. Meanwhile, Apple users showed a "brain empathy response for Apple that was exactly what you'd see in the way you would respond to somebody in your family."