Warning : This document is still a draft
7 rules to power
TL;DR
This book is about “traits of powerful people.”
It reads like a tutorial at the beginning—what you need to change, what you need to do.
However, the last two chapters are a mess; they simply say, “if you have power, use it.”
They give no path to obtaining power, nor do they explain when you’re in or out.
So the end of the book is disappointing.
Nevertheless, the book is full of sociological resources, so it is still worthwhile.
The first five rules, however, will not guarantee 100 % success. Sure, they are better than nothing, but you will never climb the ladder just by networking and looking good.
Rule 1: Get Out of Your Own Way
You may not stay as who you actually are. You are no longer the five‑year‑old child nor the 18‑year‑old teen; you evolve all the time.
Stop obsessing over how much you are “liked.” Power does not mean being the best friend of everyone—look at Margaret Thatcher.
If you want to change the world, there will be reluctant people and push‑backs. You need to be prepared.
Don’t stay in your own box. You do not need to fit the gender or race box, even if people try to force you into it.
Rule 2: Break the Rules
Don’t wait for permission; take the initiative.
Go talk to the boss in his office without waiting for an appointment.
It is easier to ask for forgiveness than permission. Most people avoid conflict and don’t know how to deal with it, so they won’t stand in your way.
Rules favor leaders, so create new ones. If you break them, accept the disapproval.
Social rules help interactions—speech, dressing, tone, saying thank you. Don’t break all of them; break only the ones that limit you.
To stand out, you need to break some rules.
People fear asking for something because they fear rejection. They overestimate, by a factor of two, how many people they would have to ask before getting a favor.
Rule 3: Appear Powerful
During a speech, maintain eye contact, speak without notes, and be well‑prepared.
Attractive people earn about 20 % more because of their social advantage.
Avoid expressing apologies; instead, express controlled anger when appropriate. Anger is associated with coercion and intimidation—behaviors that only powerful people can wield without social penalty. People who express anger are seen as dominant and competent.
Apologizing signals that you recognize you misbehaved and that the action was unsuccessful. Apologies can undermine self‑esteem.
When you appear overconfident, people rate you as more competent.
A powerful speech is easy to understand, states the conclusion up front, and uses precise vocabulary. Eliminate vague fillers like “sort of” or “kind of.”
Repeat the main point several times.
People won’t check your pedigree; they’ll judge you on performance.
Rule 4: Build a Powerful Brand
Craft a two‑ to three‑sentence tagline that describes your expertise, achievements, and story.
Your dress can help make you recognizable and different.
Write a book about your thinking, at least start a blog, and give talks.
Cultivate the media. People don’t like those who constantly show off or brag. However, if the media talks about you, the negative perception often disappears, so accept interviews when possible.
To stand out, you need to be newsworthy—sometimes that means being controversial.
Rule 5: Network Relentlessly
Socialize with the right people. Socializing won’t develop your skills directly, but it will accelerate your career.
On average, “no networking” means less than two hours a week, while effective networking involves more than six hours a week with colleagues or external contacts.
Daniel Kahneman found that people often avoid professional networking because they don’t find it enjoyable.
Networking should be seen as a skill you can improve, not a one‑off task.
Four Key Principles
- Weak ties: Strong ties share the same information; weak ties are more casual, diverse, and numerous.
- Network centrality: People at the center receive more information flow.
- Create value for others: If you don’t give value, why would they come to you?
- Patience: Growing a network takes time, as does harvesting its benefits.
You don’t have to invite every contact to a restaurant. Sharing an article or sending an occasional email is fine; the depth of the relationship dictates the effort.
Social acquisition paradox: Spend more time with less‑central people, because those who are already central have abundant connections.
Networking is a learnable skill.
Rule 6: Use Your Power
- When you gain power, there is often a “honeymoon” period.
- Power does not deplete as you use it.
- CEOs last on average five years; turnover is about 17 %.
- Enemies tend to stay longer than friends.
Using power effectively is more likely to increase your power.
Replace people if needed; this allows you to retain only aligned individuals and reduces sabotage.
People are attracted to winners with power. Love is easily broken; fear endures.
Rule 7: Success Excuses Almost Everything
When you have power, people fear making enemies—like Icarus, they can fly too high.
Not everyone desires the same level of power; there are no consistent gender differences. Power is often needed to get things done.
People rationalize goals to acquire power. Power increases visibility, which attracts supporters. Good results mask downsides.
The Matthew Effect (cumulative advantage) illustrates this: success begets more success.
Confirmation bias: If someone has been successful before, others assume they will succeed again and invest in them.
Consistency in cognition leads to four types of “leave” strategies:
- Monarch: Does not want to leave.
- General: Leaves but plans to return.
- Ambassador: Leaves gracefully.
- Governor: Pursues new goals.
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