The 33 Strategies of War (13 page)

Unlimited possibilities are not suited to man; if they existed, his life would only dissolve in the boundless. To become strong, a man's life needs the limitations ordained by duty and voluntarily accepted. The individual attains significance as a free spirit only by surrounding himself with these limitations and by determining for himself what his duty is.

T
HE
I C
HING
, C
HINA
,
CIRCA EIGHTH CENTURY B.C.

Johnson considered all this--then decided to run. Over the next few weeks, he campaigned intensely, visiting the district's every backwater village and town, shaking the poorest farmer's hand, sitting in drugstores to meet people who had never come close to talking to a candidate before. He pulled every trick in the book--old-style rallies and barbecues, newfangled radio ads. He worked night and day--and hard. By the time the race was over, Johnson was in a hospital, being treated for exhaustion and appendicitis. But, in one of the great upsets in American political history, he had won.

By staking his future on one throw, Johnson put himself in a death-ground situation. His body and spirit responded with the energy he needed. Often we try too many things at one time, thinking that one of them will bring us success--but in these situations our minds are diffused, our efforts halfhearted. It is better to take on one daunting challenge, even one that others think foolish. Our future is at stake; we cannot afford to lose. So we don't.

Act before you are ready.
In 49
B.C.
a group of Roman senators, allied with Pompey and fearing the growing power of Julius Caesar, ordered the great general to disband his army or be considered a traitor to the Republic. When Caesar received this decree, he was in southern Gaul (modern-day France) with only five thousand men; the rest of his legions were far to the north, where he had been campaigning. He had no intention of obeying the decree--that would have been suicide--but it would be weeks before the bulk of his army could join him. Unwilling to wait, Caesar told his captains, "Let the die be cast," and he and his five thousand men crossed the Rubicon, the river marking the border between Gaul and Italy. Leading troops onto Italian soil meant war with Rome. Now there was no turning back; it was fight or die. Caesar was compelled to concentrate his forces, to not waste a single man, to act with speed, and to be as creative as possible. He marched on Rome. By seizing the initiative, he frightened the senators, forcing Pompey to flee.

Death is nothing, but to live defeated is to die every day.

N
APOLEON
B
ONAPARTE
, 1769-1821

When danger is greatest.--It is rare to break one's leg when in the course of life one is toiling upwards--it happens much more often when one starts to take things easy and to choose the easy paths.

F
RIEDRICH
N
IETZSCHE
, 1844-1900

We often wait too long to act, particularly when we face no outside pressure. It is sometimes better to act before you think you are ready--to force the issue and cross the Rubicon. Not only will you take your opponents by surprise, you will also have to make the most of your resources. You have committed yourself and cannot turn back. Under pressure your creativity will flourish. Do this often and you will develop your ability to think and act fast.

Enter new waters.
The Hollywood studio MGM had been good to Joan Crawford: it had discovered her, made her a star, crafted her image. By the early 1940s, though, Crawford had had enough. It was all too comfortable; MGM kept casting her in the same kinds of roles, none of them a challenge. So, in 1943, Crawford did the unthinkable and asked out of her contract.

Be absolute for death; either death or life Shall thereby be the sweeter. Reason thus with life: If I do lose thee, I do lose a thing That none but fools would keep: a breath thou art, Servile to all the skyey influences, That dost this habituation, where thou keep'st, Hourly afflict: merely, thou art death's fool; For him thou labour'st by thy flight to shun And yet runn'st toward him still. Thou art not noble; For all the accommodations that thou bear'st Are nursed by baseness. Thou'rt by no means valiant; For thou dost fear the soft and tender fork Of a poor worm. Thy best of rest is sleep, And that thou oft provokest; yet grossly fear'st Thy death, which is no more.

M
EASURE FOR
M
EASURE
, W
ILLIAM
S
HAKESPEARE
, 1564-1616

The consequences for Crawford could have been terrible; to challenge the studio system was considered highly unwise. Indeed, when she then signed up with Warner Brothers, predictably enough she was offered the same mediocre sorts of scripts. She turned them down. On the verge of being fired, she finally found the part she had been looking for: the title role in
Mildred Pierce
, which, however, she was not offered. Setting to work on the director, Michael Curtiz, she managed to change his mind and land the role. She gave the performance of her life, won her only Best Actress Oscar, and resurrected her career.

In leaving MGM, Crawford was taking a big chance. If she failed to succeed at Warner Brothers, and quickly, her career would be over. But Crawford thrived on risk. When she was challenged, when she felt on edge, she burst with energy and was at her best. Like Crawford, you sometimes have to force yourself onto death ground--leaving stale relationships and comfortable situations behind, cutting your ties to the past. If you give yourself no way out, you will have to make your new endeavor work. Leaving the past for unknown terrain is like a death--and feeling this finality will snap you back to life.

Make it "you against the world."
Compared to sports like football, baseball is slow and has few outlets for aggression. This was a problem for the hitter Ted Williams, who played best when he was angry--when he felt that it was him against the world. Creating this mood on the field was difficult for Williams, but early on, he discovered a secret weapon: the press. He got into the habit of insulting sportswriters, whether just by refusing to cooperate with them or by verbally abusing them. The reporters returned the favor, writing scathing articles on his character, questioning his talent, trumpeting the slightest drop in his batting average. It was when Williams was hammered by the press, though, that he played best. He would go on a hitting tear, as if to prove them wrong. In 1957, when he carried on a yearlong feud with the papers, he played perhaps his greatest season and won the batting title at what for a baseball player is the advanced age of forty. As one journalist wrote, "Hate seems to activate his reflexes like adrenaline stimulates the heart. Animosity is his fuel!"

For Williams the animosity of the press and, with the press, of the public, was a kind of constant pressure that he could read, hear, and feel. They hated him, they doubted him, they wanted to see him fail; he would show them. And he did. A fighting spirit needs a little edge, some anger and hatred to fuel it. So do not sit back and wait for people to get aggressive; irritate and infuriate them deliberately. Feeling cornered by a multitude of people who dislike you, you will fight like hell. Hatred is a powerful emotion. Remember: in any battle you are putting your name and reputation on the line; your enemies will relish your failure. Use that pressure to make yourself fight harder.

Keep yourself restless and unsatisfied.
Napoleon had many qualities that made him perhaps history's greatest general, but the one that raised him to the heights and kept him there was his boundless energy. During campaigns he worked eighteen to twenty-hour days. If necessary, he would go without sleep for several days, yet sleeplessness rarely reduced his capacities. He would work in the bath, at the theater, during a dinner party. Keeping his eye on every detail of the war, he would ride endless miles on horseback without tiring or complaining.

O gentlemen, the time of life is short! To spend that shortness basely were too long, If life did ride upon a dial's point, Still ending at the arrival of an hour. An if we live, we live to tread on kings; If die, brave death, when princes die with us!

K
ING
H
ENRY
IV, P
ART
I
, W
ILLIAM
S
HAKESPEARE
, 1564-1616

Certainly Napoleon had extraordinary endurance, but there was more to it than that: he never let himself rest, was never satisfied. In 1796, in his first real position of command, he led the French to a remarkable victory in Italy, then immediately went on another campaign, this time in Egypt. There, unhappy with the way the war was going and with a lack of political power that he felt was cutting into his control over military affairs, he returned to France and conspired to become first consul. This achieved, he immediately set out on his second Italian campaign. And on he went, immersing himself in new wars, new challenges, that required him to call on his limitless energy. If he did not meet the crisis, he would perish.

When we are tired, it is often because we are bored. When no real challenge faces us, a mental and physical lethargy sets in. "Sometimes death only comes from a lack of energy," Napoleon once said, and lack of energy comes from a lack of challenges, comes when we have taken on less than we are capable of. Take a risk and your body and mind will respond with a rush of energy. Make risk a constant practice; never let yourself settle down. Soon living on death ground will become a kind of addiction--you won't be able to do without it. When soldiers survive a brush with death, they often feel an exhilaration that they want to have again. Life has more meaning in the face of death. The risks you keep taking, the challenges you keep overcoming, are like symbolic deaths that sharpen your appreciation of life.

Authority: When you will survive if you fight quickly and perish if you do not, this is called [death] ground.... Put them in a spot where they have no place to go, and they will die before fleeing. If they are to die there, what can they not do? Warriors exert their full strength. When warriors are in great danger, then they have no fear. When there is nowhere to go, they are firm, when they are deeply involved, they stick to it. If they have no choice, they will fight.

--The Art of War,
Sun-tzu (fourth century
B.C.
)

REVERSAL

If the feeling of having nothing to lose can propel you forward, it can do the same for others. You must avoid any conflict with people in this position. Maybe they are living in terrible conditions or, for whatever reason, are suicidal; in any case they are desperate, and desperate people will risk everything in a fight. This gives them a huge advantage. Already defeated by circumstances, they have nothing to lose. You do. Leave them alone.

Conversely, attacking enemies when their morale is low gives you the advantage. Maybe they are fighting for a cause they know is unjust or for a leader they do not respect. Find a way to lower their spirits even further. Troops with low morale are discouraged by the slightest setback. A show of force will crush their fighting spirit.

Always try to lower the other side's sense of urgency. Make your enemies think they have all the time in the world; when you suddenly appear at their border, they are in a slumbering state, and you will easily overrun them. While you are sharpening your fighting spirit, always do what you can to blunt theirs.

You may have brilliant ideas, you may be able to invent unbeatable strategies--but if the group that you lead, and that you depend on to execute your plans, is unresponsive and uncreative, and if its members always put their personal agendas first, your ideas will mean nothing. You must learn the lesson of war: it is the structure of the army--the chain of command and the relationship of the parts to the whole--that will give your strategies force.

The primary goal in war is to build speed and mobility into the very structure of your army. That means having a single authority on top, avoiding the hesitancy and confusion of divided leadership. It means giving soldiers a sense of the overall goal to be accomplished and the latitude to take action to meet that goal; instead of reacting like automatons, they are able to respond to events in the field. Finally, it means motivating soldiers, creating an overall esprit de corps that gives them irresistible momentum. With forces organized in this manner, a general can adapt to circumstances faster than the enemy can, gaining a decided advantage.

This military model is extremely adaptable to any group. It has one simple requirement: before formulating a strategy or taking action, understand the structure of your group. You can always change it and redesign it to fit your purposes. The following three chapters will help you focus on this critical issue and give you strategic options--possible organizational models to follow, as well as disastrous mistakes to avoid.