In 401 BC, ten thousand Greek mercenary soldiers suddenly found themselves on the losing side of a battle, trapped deep in the heart of Persia.
They wandered through their camp bemoaning their fate. Among them was the writer Xenophon, who had gone along with the soldiers as a kind of roving reporter. Xenophon had studied philosophy as a student of Socrates.
He believed in the supremacy of rational thinking, of seeing the entire picture, the general idea behind the fleeting appearances of daily life. One night he had a vision of how the Greeks could escape their trap and return home. He saw them moving swiftly and stealthily through Persia, sacrificing everything for speed. He saw them leaving right away, using the element of surprise to gain some distance. He thought ahead—of the terrain, the route to take, the many enemies they would face, how they could help and use citizens who revolted against the Persians. In the space of a few hours, he had conjured up the details of the retreat, all inspired by his overall vision of their fast zigzag route to the Mediterranean and home. Although he had no military experience, his vision was so complete, and he communicated it with such confidence, that the soldiers nominated him as their de facto leader. This story embodies the essence of all authority and the most essential element in establishing it. Most people are locked in the moment. They are prone to overreacting and panicking, to seeing only a narrow part of the reality facing the group. They cannot entertain alternative ideas or prioritize. Those who maintain their presence of mind and elevate their perspective above the moment tap into the visionary powers of the human mind and cultivate that third eye for unseen forces and trends. They stand out from the group and fulfill the true function of leadership.
Daily Law: Create the aura of authority by seeming to possess the godlike ability to read the future. This is a power that can be practiced and developed and applied to any situation.
The Laws of Human Nature, 15: Make Them Want to Follow You—The Law of Fickleness
We humans cannot avoid trying to influence others. Everything we say or do is examined and interpreted by others for clues as to our intentions. As social animals we cannot avoid constantly playing the game, whether we are conscious of this or not. Most people do not want to expend the effort that goes into thinking about others and figuring out a strategic entry past their defenses. They are lazy. They want to simply be themselves, speak honestly, or do nothing, and justify this to themselves as stemming from some great moral choice. Since the game is unavoidable, better to be skillful at it than in denial or merely improvising in the moment. In the end, being good at influence is actually more socially beneficial than the moral stance.
Becoming proficient at persuasion requires that we immerse ourselves in the perspective of others, exercising our empathy. The month of August will teach you the maneuvers and strategies that will instruct you on how to create a spell, break down people’s resistance, give movement and force to your persuasion, and induce surrender in your target.
I’m often asked why I talk to the reader through stories.
I’m very focused on the reader. I’m always thinking when I’m writing, how are they going to absorb this information? There’s a problem that psychologists have noted. If you’re a teacher, you assume that your students have the same knowledge you have. This makes them bad teachers. I know that my readers don’t necessarily know what I’m talking about. If I’m talking about Carl Jung, for instance, and I just throw out jargon, the reader is not going to get it. So I have to make it understandable to the average person.
In The Art of Seduction, I talk about how telling a story lowers people’s resistance. Stories make the mind open up.
From the time we’re kids—being carried by our parents or playing peek-aboo— the sense of not knowing what comes next is very deeply ingrained in human psychology.
So if I tell a story about Rockefeller to illustrate aggression, I know that as the reader is being pulled into this story, they don’t know where I’m going, or who the aggressor is in this story, or the lesson that I’m trying to derive. So they’re going to want to read. They’re going to want to go further and further and further. I’ve tricked them into coming to page eight. Whereas if I immediately hit them with Jung and this or that study and some sociology jargon, their minds close off. They’re falling asleep.
That’s the mistake 98 percent of people who write books out there make.
They don’t think about the reader. They assume that the reader is as interested in the material as they are. You have to seduce the reader. You have to persuade them that what you have to say is worth the time. That’s why I tell stories.
People make the same mistake in the social realm, in trying to persuade or influence others. If you want someone to do you’re bidding, to help you, to finance your film or whatever it is—if you come at it only thinking about what you want or deserve, it has no effect. But if you think in terms of how they think, the stories they want to hear, what will please them, what will interest them—the game changes. You have the power to influence them.
Just as I have the power to influence the reader when I start thinking about what the reader wants, you have the power to influence people when you start thinking about what they want.