How can politics defeat adversaries, companies beat the competition, and entrepreneurs win over their rivals?
The principles laid out in Sun Tzu’s ancient book “The Art of War” –the famous Chinese military treatise from the 5th century BC– are universal and can be used by anyone who wants to gain power, victory, and influence.
The book teaches that the leader must use surprise, unpredictability, and simulation to attain victory. Also, they must be quick and keep secrets unrevealed. Yet, curiously, these are the same elements that any businessperson, politician, or marketing enterprise can apply to displace the competition, rivals, and win presence.
But above all, deception is the key element.
“A military operation involves deception. Even if you are competent, you appear to be incompetent. Even if you are effective, be ineffective.” the book explains.
Exhibiting an apparent weakness will make the enemy show all his capacity for action and skills. And this is when the observer adapts and prepares to attack those specific capabilities.
Moreover, when exposing the strong side, the enemy will invariably present the weak side. There is no way to hide it, and this is when the guard dog prepares to attack where it hurts the most.
Other factors that help win a battle are subtlety, mystery, and the strength of impetus; according to a concise book –Only 13 chapters– that for years has taught these strategies to warriors, political leaders, generals, and prominent international business people in today’s world.
Some principles from “The Art of War” are:
- “Attack where there is no defense.”
- “Incite them to action to find out the general outline of their movements, and rest.”
- “Try them to find out their strengths and weaknesses.”
The above ideas show that the seeker of victory must be in a position of apparent passivity, but in practice, it is quite the opposite and is instead a dynamic scheme.
Without moving or directly attacking the enemy, the adversary must observe, measure, analyze all factors, and plan the strategy. These are compelling behaviors but hidden under a visible lack of action.
In stillness, you can observe and study the enemy carefully and then create a convenient approach adapted to that enemy, which can change over time and under different circumstances.
These teachings are not static and continuously adapt to the opposite’s changes and movements. Therefore, political leaders, army generals, and people in business must always be alert to make the necessary variations to ensure victory.
The deadly strategy of a dead end
“Place your troops at a point that has no way out, so they must die before they can escape.” –the book states directly.
In extreme moments when men feel cornered and have no way out, they are capable of unimaginable feats.
“When they are in grave danger, they lose their fear. When there is nowhere to go, they stand firm; When they are fully involved in the field, they cling to it. If they have no choice, they will fight.” –affirms the book.
The essential for military strategists is to lead soldiers to a dead end so they give their best.
This can also be applied in the business world and in politics. Extreme situations force businesses and leaders to develop new ideas and beat the competition.
How must generals behave?
Generals must be quick, cautious, attentive to troops, and ahead of circumstances. “Choose fertile fields, and the troops will have enough to eat. Take care of their health and avoid fatigue, consolidate their energy, and increase their strength.” –says the book.
But it bluntly warns: “Let the movements of your troops and the preparation of your plans be unfathomable.”
The general’s plans must be unknown to the soldiers and enemies themselves. Otherwise, the surprise factor would be lost. “[he] changes his actions and reviews his plans so no one can recognize them. He changes his location and moves along winding roads so no one can anticipate it.” –says the text.
The book advises generals to “be calm, reserved, fair, and methodical.” And urges the leader to manage the group of soldiers as if they were a single individual to achieve cooperation and total control.
The military leader must be unpredictable and his behavior a mystery, to the point that he “bestows unregulated rewards and gives unusual orders.”
No one should be able to read his intentions a priori; in any case, the leader should pretend. “The task of a military operation is to deceive to accommodate the enemy’s intentions… find out first what he intends, and then anticipate him…”
At this point, the book advises to be at first like “a maiden and the enemy opens its doors; Then you are like the hare lose, and the enemy will not be able to drive you out.”
Military leaders must learn the game of deception; to do so, they must use all methods to understand the enemy honestly. Knowing is the only way to overcome them because by learning, you can deceive them. This maxim also applies in business, politics, and human relations.
Conclusion
The generals are responsible for the defeats because they could have failed to give clear orders, did not know the terrain, did not know the enemy, or acted alone when upset. Therefore, the general must have absolute self-control and know soldiers and enemies.
The book states that the act of war is an art and, as such, has concepts and rules that adapt according to the situation and people, leaving no room for improvisation. These same concepts can be carried into any area if victory is the goal.
Finally, the book “The Art of War” considers the use of spies as a necessary, albeit delicate matter, to obtain victory. “Espionage is essential to military operations, and armies depend on it to carry out their actions.”
The Art of War offers cunning strategies for achieving victory in life, from politics to business. This article highlights the book’s timeless principles, reminding us that sometimes, exhibiting apparent weakness and being unpredictable can be the key to success. Whether you’re a general or a CEO, The Art of War has something valuable to offer in the game of life.